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From YouTube: Boulder City Council Meeting 9-14-23
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A
A
A
A
A
B
The
city
of
Boulder
is
partner
partnering
with
the
national
civic
league
on
a
national-wide
effort
to
make
Council
meetings
more
engaging
satisfying
for
everyone
who
participates
as
part
of
this
effort.
We
want
to
hear
about
your
experiences
with
our
meetings.
We
invite
community
members
who
are
either
in
person
or
online
for
Council
meetings
starting
tonight
and
running
through
our
December
7th
meeting
to
rate
your
experience.
B
B
So
tonight
we
have
two
items.
Our
first
will
be
an
update
and
request
for
direction
regarding
the
intergovernmental
agreement
with
the
Boulder
Public
Library
District,
and
our
second
is
the
2024
recommended
budget
discussion.
Before
we
get
into
our
work
items.
I
would
like
to
outline
how
this
meeting
will
be
conducted.
B
B
C
C
As
you
know,
councilman
thanks
so
much
for
the
opportunity
to
talk
about
this
issue
today,
as
we
seek
guidance.
As
you
know,
we
have
started
our
negotiations
with
the
newly
formed
Library
District
and
come
before
you
to
get
direction
on
two
main
issues.
I
want
to
first
thank
staff
who
have
been
working
hard
to
make
this
a
seamless,
a
transition
as
possible
for
not
just
the
district,
but
importantly
for
our
own
staff.
C
That
will
be
soon
be
transitioning
over
to
a
new
employer,
and,
secondly,
I
want
to
acknowledge
that
we've
heard
from
many
in
our
community
about
our
wonderful
Library
facilities.
I
want
to
say
out
loud
that
we
too
very
much
appreciate
the
love
and
history
of
our
library
buildings.
We
also
know
our
newly
formed
Library
Board
of
Trustees
feel
the
same
way
and
will
be
wonderful
stewards
of
our
libraries
in
the
future.
C
D
If
you
haven't
already
in
addition
to
Nuria,
it
is
Chris
Mess
check
from
the
city,
manager's
office,
Teresa,
Taylor,
Tate
and
Janet
Michaels
from
the
city
attorney's
office
and
Kara
Skinner
from
the
finance
department
also
present
and
available
for
questions
this
evening
are
Kim
Setter,
who
is
counsel
for
the
library
district
as
well
as
Johnny
Teeter?
Who
is
the
president
of
the
Library
District
Board
of
Trustees?
D
So
if
maybe,
you
could
bring
up
my
slides
and
take
me
to
slide
two,
please
so.
First
I'd
like
to
look
at
look
back
a
little
bit
at
where
we
have
been
in
2018.
The
city
council
accepted
the
Boulder
Public
Library
master
plan
that
Master
Plan
set
into
motion
a
complete
and
thorough
evaluation
of
future
Library
funding
options
and
a
broad-based
community
discussion
around
the
complex
question
of
the
library's
long-term
Financial
sustainability
to
determine
the
best
path
forward.
D
It
presented
a
range
of
options
to
trust,
to
address
the
long-term
Financial
sustainability,
a
library
to
increase
funding
among
the
options
presented,
included
the
exploration
of
the
library
district,
which
could
include
areas
outside
the
city
limits
since
the
adopt
adoption
of
the
master
plan.
Many
of
these
options
have
been
explored
with
the
with
the
assistance
of
all
of
you,
the
city
council,
our
library,
commission,
the
library
district
advisory
committee
and
and,
of
course,
the
community
next
slide.
Please,
the
council
passed
a
resolution
to
form
the
district
into
in
22.
D
The
County
Commissioners
did
not
pass
a
similar
resolution.
After
this
first
formation
effort,
failed.
A
group
of
residents
brought
forward
a
petition
to
put
the
question
of
the
library
district
formation
and
a
property
tax
to
fund
it
to
a
vote.
The
ballot
measure
was
approved
by
the
voters
within
the
district
boundaries
in
November
of
22..
D
Since
then,
the
Board
of
Trustees
has
been
seated
in
an
interim.
Iga
has
been
approved.
The
city
continues
to
operate
the
library
during
the
during
the
transition
that
we
are
presently
in
the
city
and
the
library
districts
are
in
discussions
about
how
to
complete
the
separation
of
the
library
from
the
city.
Many
of
the
issues,
such
as
information
technology
and
employment,
are
highly
technical
in
nature
and,
to
some
extent,
resolve
themselves
next
slide,
please,
but
there
are
some
issues
that
our
community
and
policy
related.
D
Those
issues
include
the
selection
process
for
the
Board
of
Trustees
and
the
disposition
of
the
library,
District's,
real
or
the
library
real
property,
so
before
I
go
into.
If
you
wouldn't
mind
the
next
slide,
please,
before
I
go
into
oh
I'm.
Sorry
we're
one
ahead.
If
you
could
go
to
slide
vibe
before
I
go
into
the
two
issues,
can
you
go
up
one
more.
D
D
First,
the
library
services
will
no
longer
be
a
core
City
function.
The
assets
of
the
library
are
Community
assets
that
have
been
paid
for
by
the
taxpayers,
we're
trying
to
avoid
any
unnecessary
entanglements
between
the
Library
District
and
the
city,
while
still
operating
in
a
place
of
collaboration.
D
D
So
the
first
question
that
we
have
is
related
to
the
appointment
process
for
the
District
Board
of
trustee
process
or
for
the
district
trustees,
and
we
would
like
to
get
that
established
in
the
final
IGA
and
we've
basically
identified
three
different
approaches.
D
The
first
is-
and
these
are
all
I
believe
statutorily-
are
consistent
with
the
State
Library
law
and
are
Guided
by
that,
but
the
first
is
to
continue
the
process
that
was
used
to
appoint
the
initial
Board
of
Trustees,
where
there
was
a
committee
of
two
members
of
the
County
Commissioners
and
two
members
of
the
council
who
appointed
the
new.
The
new
trustees
and
those
trustees
were
thereafter
ratified
by
the
two
legislative
bodies.
D
The
second
approach
would
be
to
delegate
that
responsibility
of
selection
to
the
Board
of
Trustees,
with
the
ratific
still
having
the
ratification
by
the
two
legislative
bodies
in
the
discussions
that
we've
had
with
the
district.
We
also
identified
a
bit
of
a
hybrid
approach,
and
this
would
be
basically
using
the
first
option
that
I
described
and
then
adding
as
non-voting
members
to
the
committee
two
trustee
members
to
participate
in
the
process.
D
The
trustees
would
not
be
voting
members,
but
rather
participants
in
the
process
and
the
idea
being
that
at
some
point
we
could
reevaluate
in
the
future
whether
or
not
this
is
a
good
approach
or
if
we
should
use
another
Approach
at
the
we
suggested
in
the
memo
three
years.
But
of
course,
the
the
length
of
time
until
we
checked
back
in
on
the
process
is
of
course
flexible.
D
So,
that's
it!
How
about
the.
A
D
The
second
question
that
we
have
for
you
tonight
relates
to
the
disposition
of
the
real
property
owned
by
the
city
that
has
historically
been
used
for
Library
purposes.
There
are
a
number
of
options
to
be
considered,
including
conveyances
leases
and
licenses.
The
city
owns
three
branches:
North
Carnegie
and
Reynolds.
It
also
owns
the
main
library
in
the
Civic
area.
D
We
have
discussed
with
the
district
an
approach
where
the
city
would
assign
the
three
leases
to
the
district
and
convey
all
of
the
Fiona
fee
owned
property,
except
for
the
main
library
for
that
facility.
The
city
would
convey
the
building,
but
not
the
land.
The
land
would
be
some
subject
to
some
type
of
license:
Arrangement
where
the
city
and
the
district
would
work
out.
D
The
sharing
and
management
of
the
city-owned
property
in
the
Civic
area,
that
is
basically
between
9th
Street
and
the
11th
Street,
extended
bike
path
to
the
east,
we're
looking
forward
to
a
direction
related
to
the
disposition
of
real
property
assets
to
the
district.
In
addition
to
the
approaches
of
to
conveyance,
there
have
also
been
discussions
about
what
to
do
with
the
property
if
it's
no
longer
needed
for
Library
purposes.
D
A
D
Of
course
there
are,
there
are
other
options
to
this
as
well,
and
these
have
been
discussed
in
the
past.
One
option
would
be
that
we
simply
lease
one
or
more
of
the
city
buildings
that
are
owned
to
the
library
district
and
then
have
the
library
district
be
responsible
for
all
maintenance
and
future
Capital
Improvements.
D
The
city
would
prepare
a
lease
that
would,
we
would
assume,
would
require
no
additional
Financial
contribution
to
the
city.
One
of
the
big
advantages
of
the
lease
Arrangement
is
that
it
allows
the
city
to
maintain
a
great
deal
of
control
on
on
how
those
buildings
are
used
and
and
kept
up
or
you
and
and
used
or
not
used
as
collateral
infant
in
financing.
D
Next
slide,
please,
of
course,
as
we've
talked
about,
you
know,
there's
the
transfer
of
ownership
of
buildings
Inland,
and
that
was
what
I
described
in
terms
of
this.
The
staff's
initial
position
in
terms
of
discussions
with
the
district
and
I
think
that
really
kind
of
one
of
the
you
know
the
main
advantages
or
disadvantages.
D
Depending
on
your
perspective,
is
that
you
know
if
the
library
district
were
to
own
this,
they
have
a
greater
deal
of
a
a
greater
amount
of
control
over
how
the
property
is
used,
including
the
ability
to
pledge
the
property
for
debt.
D
D
D
Of
course,
you
know
you
can
do
any
combinations
of
options
A
or
B
this
for
one
or
more
this,
the
library
facilities,
this
the
city
could
transfer
only
buildings
to
the
library
or
the
district,
and
the
city
owns
the
land.
D
The
library
district
in
all
of
these
options
would
be
responsible
for
maintenance
and
future
Capital
Improvements,
but
basically,
this
this
type
of
option
is
really
what's
well
suited
to
the
main
main
library
on
the
Civic
area,
campus,
where
the
city
and
district
will
want
to
both
jointly
and
separately
use
the
facilities
that
are
outside
of
the
building.
D
E
F
D
So
this
slide
is
to
bring
us
back
and
remind
us
of
the
questions
that
we
look
forward
to
on
your
feedback.
At
this
point,
the
staff
and
the
representatives
of
the
district
will
be
happy
to
entertain
any
questions
that
you
have
regarding
the
information
that
has
been
provided
to
you,
both
in
this
presentation
and
the
memos
that
staff
has
provided
to
you
as
well,
once
you're
ready
to
dive
into
the
questions.
D
B
So
I
was
thinking
in
the
interest
of
time
and
if
no
one
disagrees,
I
think
it
would
be
worthwhile
to
sort
of
strop
hold
these
first
and
then
see
how
people
are
feeling
and
if
have
questions
and
discussion
from
there
and
then
go
back
to
do
a
final
straw
poll.
Does
anyone
object
to
moving
forward
in
that
manner?
F
You
head
to
the
Straubel
one
of
the
slides,
the
prior
slide.
There
was
a
comment
or
question
about
the
CD.
Can
only
do
a
20
and
30
years
at
least
and
I
wanted
you
to
elaborate
on
that
a
little
bit
further,
because
my
thought
at
least
I
was
thinking
because
the
20
years
is
a
very
very
long
time
from
now.
30
years
is
a
very
long
time.
F
Is
there
an
opportunity
for,
let's
say
I
know
you
mentioned
the
charter,
but
is
there
an
opportunity
to
do
let's
say
10
years,
because
maybe
we
might
want
to
have
a
lesser
time
frame
to
come
back
as
opposed
to
waiting,
20
or
30
years
from
now,
because
a
lot
of
things
can
happen
in
30
years.
D
Yeah
the
great
question,
so
the
the
information
that's
on
that
slide.
Those
are
the
upper
limits
of
lease
terms,
so
they
are
maximums,
not
minimum,
so
you
can
always
do
less.
D
When
once
you
go
over
20
years,
there
are
limitations
in
the
charter
that
require
that
one
that
any
lease
approved
for
more
than
20
years
is
approved
by
a
two-thirds
vote
of
the
council,
and
then
the
second
limitation
is
that
that
significant
improvements
are
made
that
are
in
the
public
interest
would
be
made
to
the
these
premises.
B
G
Poll
question
only
David
in
in
the
event
of
a
lease
of
either
20
or
30
years,
May
that
lease
also
contain
a
renewal
option.
D
I,
don't
believe
so
I
think
that
our
Charter
is
drafted
such
that
the
council.
That
would
be
in
place
when
that,
when
that
lease
term
was
over,
that
they
would
make
the
decision
whether
or
not
to
renew
thank.
G
B
All
right
so
can
we
get
those
options
up
for
question
number
one
regarding
the
appointment
process.
D
B
B
H
H
J
B
Great
any
follow-up
questions
before
we
move
on
to
looking
at
conveyance
or
lease
options
for
Library
property.
B
B
So
here
we
have
option
A
being
releasing
all
of
the
build
all
of
the
properties
that
the
city
currently
owns:
option
b,
being
transferring
just
the
building
for
Maine,
but
the
land
in
the
building
for
the
other
three
branches,
an
option,
C
being
leasing
Main
and
transferring
the
land
in
the
building.
For
the
other
three
branches.
B
So
the
straw
poll
option
a
leasing
all
of
the
branch
libraries
who
is
in
favor
of
that
option,
so
I
see
one
two,
three,
four,
five,
six,
okay.
B
Option
b,
trans
the
staff
recommendation,
transferring
Main
just
the
building
and
then
transferring
the
land
and
buildings
for
the
other
properties
who
would
be
in
favor
of
that
option?
B
Two
and
then
option
C
sort
of
the
combination
of
just
leasing,
Maine
and
conveying
the
land
and
buildings
for
the
other
three
branches.
B
Fair
all
right,
given
where
the
straw
polls
Landing,
does
anyone
want
to
speak
to
the
ask
for
their
questions
or
speak
to
their
position?
Matt
I
see
your
hand
up.
K
Thanks
Lauren
I
I
would,
if
we're
going
to
do
the
lease
I
would
suggest
us
doing
it
for
a
short
term,
maybe
only
five
years
or
so
I
I.
Think
that
part
part
of
reason
why
I'm
choosing
lease
is:
there's
just
a
lot
for
the
district
to
settle
out
and
figure
out
for
the
next
couple
years
and
I
think
that
the
change
of
conveyance
I
don't
think
we
foreclosed
on
that
in
in
perpetuity,
so
I
think
having
just
a
five-year
period
will
release,
and
then
we
come
back
to
it.
K
When
things
have
settled,
I
think
would
be
a
good
point.
I
worry!
If
you
do
it
20
or
30.
We
all
know
that
we
don't
renegotiate
leases
and
if
it's
a
30-year
lease
till
the
29th
year
and
the
11th
month
of
that
lease
and
no
one
comes
to
the
table
until
you
have
to
so
I.
Think
five
years
brings
us
back
and
brings
all
parties
back
necessarily
to
have
that
discussion.
Should
we
need
to
or
should
the
Dynamics
dictate
us
to
change
those
terms?
K
I
Right
yeah,
so
I
I'm,
going
down
the
the
leasing
route
just
to
I.
Think
it's
the
the
Least
Complicated
right
now
as
the
district
is
just
getting
started,
because
I
think
the
the
clawback
provisions
would
be
important,
but
also
maybe
a
little
challenging
to
negotiate,
but
I
think
it's
you
know,
I
think
it
preserves.
Of
course
this
is
not
a
final
final
decision.
I
Future
trustees
and
councils
could
decide
to
convey
later
on.
If
that
seems
like
a
better
approach
at
that
point.
So
the
the
question
on
the
lease
term
is
one
I'd
actually
like
to
turn
to
Johnny
Teeter
John.
If
you
don't
mind
speaking
up
I'm,
because
I'm
here
I
want
to
pick
a
term
that
gives
the
library
the
most
flexibility
and
most
chance
for
success,
and
so
I
wanted
to
see
John.
L
Sure,
thanks
for
asking
me
that
I
think
our
sense
is
a
longer
term,
lease
would
be
beneficial,
although
I
think
the
notion
of
revisiting
it
in
a
few
years
makes
sense.
The
biggest
concern
for
the
trustees
will
be
that
we
at
some
point
elect
the
council.
That
decides,
they
don't
want
to
renew
a
lease
and
that
really
impacts
our
ability
to
do
long-range
planning.
L
So
you
know
if
you
want
to
do
a
lease
as
long
as
you
feel
comfortable
doing
and
revisit
it
in
a
few
years
to
see.
If
you
want
to
change
it,
I
think
that
would
be
acceptable,
but
I
think
we'd
be
very
concerned
about
a
five-year
lease.
I
That's
very
helpful:
Johnny
Seven,
Matt
I
appreciate
your
point.
It
was.
It
was
a
good
one,
but
hearing
that
I
would
go
towards
that
longer
lease
for
the
request
there
and
with
an
inclusion
of
a
hey,
let's
check
back
in
with
a
council
and
trustees
in
a
few
years.
Maybe
that
three-year
point-
or
maybe
it's
the
five-year
point
I'm
not
sure
exactly
when,
but
to
make
sure
that
the
relationship
is
going
well
and
whether
we
want
to
make
any
changes.
H
Things
I
just
have
a
few
questions
and
thank
you,
Aaron.
That
was
one
of
mine.
The
I
like
the
idea
of
a
longer
lease
with
a
check-in
for
exactly
the
reasons
that
Johnny
mentioned
it.
Just
that
seems
incredibly
stressful
for
a
new
Library
District
to
not
have
that
security
of
a
longer
longer
lease,
but
I
do
like
the
idea
of
a
check-in.
My
question
is:
maybe
a
question
for
Kim
or
possibly
you
Johnny.
How
have
other
Library
districts
done
this
and
and
I
guess?
H
Maybe
the
bigger
question
is:
have
any
Library
districts
failed,
I,
think
that
seems
to
be
one
of
the
concerns
and
and
thinking
about
these
buildings,
as
if
the
library
district
goes
under
and
the
library
has
the
buildings,
then
we've
lost
kind
of
our
buildings
and
our
library
I
was
just
wondering
looking
at
the
other,
50
or
so
districts
that
have
done
this.
What
was
the
did
that
happen
to
anybody.
M
This
is
Kim
Setter,
we
have
done
most
of
the
library
district
formations
in
the
state
and
none
of
them
have
failed.
They've
all
been
very
strong.
A
couple
of
them
are
small,
you
know
and
haven't
had
the
kind
of
growth
that
we've
seen
in
the
ones
in
the
Front
Range
and
in
terms
of
the
buildings.
M
M
The
anything
libraries
in
Adams
County
were
conveyed
with
a
right
of
reversion
and
there
were
seven
branches
and
now
there's
only
one
branch
left,
but
there's
nine
brand
new
libraries.
So
what
happened
was
that
right
of
reverter
was
waived
and
the
buildings
were
sold
at
some
point
and
used,
but
we
haven't
had
any
that
have
come
out
of
other
entities
and
not
been
conveyed.
The
buildings.
H
Thank
you
and
then
the
other
question
that
I
have
I
think
this
one
may
be
for
you
cara,
I'm,
just
going
to
jump
around
a
little
bit
to
different
people.
H
How
do
these
different
options
fit
within
our
facilities,
strategic
plan,
I'm,
just
I'm
thinking
about
you
know
we
just
decided
to
try
to
sell
nine
buildings
so
that
we
can
fund
some
of
the
maintenance
through
some
of
the
remaining
buildings
and
so
I'm
just
kind
of
wondering
where,
where
this
fits
in
and
the
maintenance
costs
and
and
just
our
overall
commitment
to
our
facilities.
N
Thank
you,
Carson
our
Chief,
Financial,
Officer
and
I,
see
Joanna
Korean
has
popped
up
too
so
I
don't
know
if
you
want
to
jump,
but
I
would
just
say
that
certainly
the
facilities
master
plan,
one
of
the
major
objectives,
is
to
consolidate
and
reduce
long-term
liability
associated
with
buildings
and
to
to
reduce
our
potential
risk.
N
So
that
is
certainly
the
case
and
and
if
we
were
to
lease
them,
certainly
we
would
want
the
lease
to
contain
Provisions
that
provides
that
we
don't
have
any
liability
associated
with
the
buildings
when
the
library
is
leasing
them.
So
Joanne
I,
don't
know
if
you
want
to
add
to
that.
O
All
right,
sorry,
nothing
additional
other
than
you're
right
in
terms
of
our
strategic
planning
and
and
we've,
given
that
Council
and
the
community
have
lots
of
different
priorities.
We're
always
challenged,
as
we've
talked
with
Council,
before
about
maintaining
our
facilities
well,
and
so
it
continues
to
be
that
challenge
with
having
more
buildings
to
maintain.
D
Well,
I
believe
that
the
you
know
those
issues
would
need
to
be
worked
out
in
the
lease
in
terms
of
how
the
properties
are
insured
who's
going
to
take
on
the
responsibility
for
those
you
know,
I
think
at
this
point
our
anticipation
would
be
that
that
would
be
with
the
library
district.
D
But
of
course
you
know
when
you
get
into
natural
disasters
and
a
lot
of
that
kind
of
stuff
too
I
am
guessing
that
those
would
be
the
time
and
we
would
probably
revisit
a
lot
of
this,
but
I
think
those
would
be
the
times.
You
know
if,
when
they're
rebuilding
that
they
would
probably
be
looking
for
those
longer
term
commitments
because
of
the
the
amount
of
investment
involved.
H
I
think
thank
you
yeah
for
me.
H
I
think
it
really
just
fits
more
with
where
we're
trying
to
go
financially
with
our
facilities
plan,
as
well
as
with
our
I
agree
with
the
staff
goal
of
wanting
to
set
the
library
district
up
for
success,
and
for
me,
a
part
of
that
is
them
being
able
to
control
their
their
buildings
to
be
able
to
kind
of
get
some
money
through
the
building
should
they
need
to,
as
we've
done
many
many
times
in
the
past,
not
necessarily
by
selling,
but
even
even
just
kind
of
using
that
as
a
source
of
just
kind
of
of
not
Revenue,
not
income.
H
Sorry,
my
brain
is
blinking
tonight,
it's
just
a
source
of
money
that
they
can
pull
from,
should
they
need
to
without
destroying
the
building
or
selling
it,
or
anything
like
that.
So
I,
I,
really
I
think
that
inline
was
setting
the
district
up
for
success.
H
I
think
it
would
be
really
good,
but
if
we
can't
do
that,
then
I
think
revisiting
this
in
five
years
or
so
would
be
a
good
idea
in
giving
the
library
district
the
longer
term
lease
that
they
need,
with
the
understanding
that
the
library
district
can
take
care
of
maintaining
their
buildings
as
they
need
to
and
not
have
to
wait
for
us
to
to
help
with
anything.
Thank
you.
B
Thank
you,
Nicole
Mark
that
I'm
going
to
call
myself
then
I
see
Rachel
and
Bob
yeah.
G
Just
from
the
David's
comment:
that's
why
ensuring
these
buildings
to
their
full
replacement
value
will
be
very
important
so
that
if,
in
the
event
there
is
some
form
of
Calamity,
there
will
be
money
for
replacement.
As
far
as
term
goes.
G
If
the
library
district
would
prefer
a
longer
term,
I'm
prepared
to
accommodate
that,
if
that
gives
them
greater
security
and
and
comfort
in
terms
of
getting
their
operations
in
order,
parties
to
a
lease
can
revisit
any
term
of
that
lease
at
any
time
they
desire.
So
if
we
want
to
check
in
in
three
years
or
five
years
or
seven
years,
it's
not
going
to
be
our
decision,
it'll
be
a
conversation
between
a
subsequent
Council
and
the
district,
and
those
parties
are
free
to
do
that.
G
So
you
know
all
that
we're
sitting
in
stone
is
is
a
term
for
the
library
district
and
if
they
want
the
longer
term,
I'm
happy
to
provide
that
for
them.
B
B
I
do
just
want
to
bring
up
being
on
the
being
the
representative
to
the
board
of
the
dairy.
You
know
that
we've
been
working
on
the
last
18
months
to
renegotiate
the
lease
with
the
city,
and
you
know
their
the
complications
around,
because
you
can
only
lease
for
20
or
potentially
30
years.
B
You
have
to
look
at
things
like
what
would
happen
if
the
lease
is
not
renewed
and
the
complications
arising
from
the
amount
of
money
that
things
the
entities
like
the
board,
like
that,
the
library
district
would
need
to
put
into
the
building
and
what
would
happen
at
least
termination
and
how
they
are
made
whole.
B
B
I
also
just
want
to
point
out
that
the
main
is
in
you
know,
one
of
our
most
dangerous
flood
zones
in
the
state,
and
so
the
likelihood
of
having
to
deal
with
that
kind
of
issue.
Flood
related
and
the
complications
that
might
arise
from
that
is
very
real
for
that
building.
B
B
J
Thank
you,
Lauren.
Okay,
so
just
wrote
down
a
couple
thoughts
I'm
in
favor
of
the
lease
for
all,
as
you
saw
in
my
straw
poll,
so
you
know
I
think
it's
it's
important
that
I
have
my
lens,
be
as
a
steward
for
the
city
of
Boulders
fiscal
soundness.
I
have
no
doubt
that
the
library
will
succeed,
I,
don't
think
they
need
to
prove
themselves
within
the
next
three
to
five
years.
J
That's
not
what
I
would
be
looking
for
at
any
kind
of
a
check-in
with
the
district,
so
I,
don't
I,
don't
want
that
to
be
confused
on
like
I'm
kind
of
waiting
for
them
to
prove
themselves.
They
have
a
really
good
tax
stream
coming
and
it's
and
it's
going
to
be
a
solidly
run.
Library
so
I
have
no
concerns
there.
J
I
do
think,
though,
that
we,
as
a
city,
strategically
put
libraries
to
be
Community
spaces
in
our
city
and
the
library
district
is
going
to
have
a
district-wide
lens,
and
so
my
fear
would
be
that
50
or
100
years
from
now
when
libraries
are
different,
you
know
setups
and
we
have
no.
None
of
us
can
predict
what
that's
going
to
look
like
that.
J
It
might
make
more
sense
to
have
one
more
in
the
county
and
shut
down
the
Reynolds,
Branch
or
whatever,
and
so
I
would
just
like
to
keep
those
spaces
that
were
purchased
to
be
centers,
that
people
can
go
to
in
their
neighborhoods
remain
available
for
city
of
Boulder
and
I.
Don't
see
any
way
if
we
transfer
the
land
to
to
be
sure
that
that
maintains.
J
So
with
my
you
know,
city
of
Boulder,
lens
I,
don't
see
how
we
could
transfer
and
and
be
accountable
to
knowing
that
that
the
places
that
we
got
to
ensure
and
and
some
of
that
is
in
in
disaster
times
like
if,
if
there's
a
a
fire
or
a
flood
or
it's
freezing
outside
libraries,
are
often
places
that
you
go
and
they
need
to
be
in
neighborhoods
and
so
as
a
city
I
just
would
not
want
to
Forfeit
that
under
any
circumstance.
J
So
if
I
run
counsel
in
three
to
five
years,
I'd
still
be
like
lease
is
good,
but
I
would
do
a
30-year
lease
to
make
sure
that
the
the
library
can
do
what
they
need
to
with
buildings
and
count
on
that.
So
I'd
max
out
that
length
and
then
would
just
also
point
out
as
somebody
who
like
I,
will
never
get
the
months
back.
That
I
spent
in
CU
South
negotiations
with
the
city
of
Boulder
hat
on
I.
J
Think
people
were
worried
that
I
was
so
friendly
towards
see
South
being
used
for
flood
mitigation
purposes,
that
I
wouldn't
Advocate
hard
for
what
the
city
needed
and
I
think
it
is
incumbent
on
us
to
advocate
for
the
city
and
our
positions,
and
so
that's
what
I
think
we're
doing
with
at
least
rather
than
a
sale,
and
it
would
be
very
I
think
unusual
for
a
city
just
to
be
like
here's
30
million
dollars
in
buildings,
nothing
back
like
that.
Would
that
would
have
fallen
flat
in
the
CSL
situation.
J
We
would
have
gotten
in
some
big
trouble.
So
I,
you
know
I,
don't
think
I,
don't
think
we'd,
do
it
for
bbsd
or
CU
or
RTD,
or
any
anybody
else
so
I
I
just
this
doesn't
have
anything
to
do
with
how
I
feel
about
the
success
of
the
library
district.
It's
just
sort
of
what
I
believe
my
role
is
and
I
think
the
role
is
we
we
keep
the
buildings
and
we
lease
them
for
a
penny
or
whatever
it
looks
like,
and
we
do
it
for
them.
P
I
wanted
to
throw
out,
as
a
former
real
estate
lawyer
myself,
I
wanted
to
throw
out
a
suggestion
that
maybe
is
a
hybrid
between
Johnny's
excellent
point
and
and
the
good
suggestion
that
mad
Matt
made-
and
that
is
we
do
something
like
this-
have
a
long-term
lease
20
years
or
30
years
Johnny.
P
You
could
tell
us
what
what
your
trustees
want
have
a
long-term
lease,
however,
give
that
the
district,
and
only
the
district,
not
the
city,
give
the
district
the
option
to
terminate
the
lease
at
five
year
intervals
that
way
if
there,
if
the
district
wants
to
prompt
a
discussion
with
the
city,
you'd
get
our
attention
by
giving
us
a
notice
of
non-renewal,
and
you
could
do
that
with
respect
to
anyone
or
all
of
the
libraries
I,
wouldn't
Force
the
district
into
making
a
decision
All
or
Nothing.
P
They
may
decide
that
there's
a
change
in
circumstances
on
Reynolds
or
on
Carnegie
or
north,
and
so
the
district
would
have
four
different
options
to
you
know
be
solely
the
district's
option.
P
Exercise
year
five
year
intervals
to
to
to
terminate
the
lease
I
suspect,
District
won't
want
to
tournament
the
lease,
but,
but
certainly
would
be
a
vehicle
by
which
the
district
could
all
the
matter
to
the
attention
of
the
city,
and
perhaps
the
future
Council
would
be
willing
to
convey
some
or
all
of
the
properties
to
the
district,
and
so
it
gives
the
district
I
think
Johnny
The
Best
of
Both
Worlds,
in
that
you
have
the
security
of
tenure.
P
That
I
think
you
and
your
colleagues
are
looking
for
20
years
or
30
years,
but
also
an
ability
to
bring
the
city
to
the
table
at
five
of
your
intervals
and
and
I.
Think
Lauren
made
a
good
point
about.
Sometimes
leases
take
a
long
time
to
renegotiate,
and
so
what
I
would
also
suggest.
David
is
maybe
at
five
of
your
intervals,
where
the
where
the
trustees
could
terminate
the
lease
or
at
least
indicate
they
would,
if
we're
interested
in
non-renewal,
but
maybe
have
a
one-year
lead
time
on
that.
That
way.
P
The
the
parties,
the
trustees
and
the
city
council
whoever's
on
those
bodies
at
that
point
in
time
would
have
plenty
of
time
to
have
discussion
in
between
the
year
four
month
and
year,
five
Mark
and
do
that
rolling
forward
I'm,
throwing
that
out.
I,
don't
have
strong
feelings
about
this
one
way
or
the
other,
but
I'm
hearing
what
Johnny
said:
I'm
hearing
what
what
Matt
said
and
I'm
just
trying
to
find
a
a
way
that
we
can
get
the
best
of
both
worlds.
F
Thank
you,
Lauren
I
would
certainly
support
what
I
just
heard,
because
that's
along
the
line
that
I
was
thinking
as
well
and
I.
Think
having
Johnny
decide
or
help
us
figure
out
whether
20
or
30
years
is
the
one
she
would
go
with
and
then,
given
the
district
that
option
five
years,
option
I
think
that's
a
great
idea
as
well,
so
that
I'm
just
repeating
again
what
I
just
heard
earlier
I
think
it's
a
it's.
A
great
idea
and
I
would
support
that.
B
Thanks
Jenny
so
I'm
hearing
a
lot
of
support
for
a
long-term
lease
with
a
shorter
term
review
or
period,
either
three
or
five
years
where
it
would
be
where
the
district
would
have
the
option
to
exit
the
lease
or
the
city
could
review
it
and
make
a
different
decision
about
the
nature
of
the
of
ownership.
B
Is
there
anything
that
I'm
missing?
Is
that
Staff
feel
like
they
have
clear,
Direction.
C
Is
it
a
remark
David
or
a
question
because
I,
just
I
I,
like
some
clarity
on
I,
think
you're
right
Lauren
on
what
I
heard
too
a
longer
term
lease
and
somehow
putting
in
that
five-year
interval?
C
I
appreciate
the
suggestion.
Bob
I
heard
Juni
support
it.
If
we
could
get
a
show
of
hands
so
that
we
know
that
Council
supports
that
direction.
H
I
was
just
wondering
if
we
could
hear
from
Johnny
about
that
as
well
and
just
I'm
curious
what
the
trustees
thoughts,
maybe.
L
Yeah
well,
I'm,
really
not
authorized
to
speak
on
behalf
of
the
trustees.
I
mean
speaking
for
myself
personally,
I
mean
I
know
that
the
trustees
would
prefer
a
longer
lease,
so
30
years
would
be
great.
L
L
Our
option
to
me
sounds
appealing
if
you're
on
the
board
would
have
to
discuss
that,
so
I
could
certainly
take
that
back
to
them
and
consider
that
the
only
other
thing
I
would
say
is
that
in
the
other
complication
in
the
lease
from
our
perspective,
is
the
the
cost
to
fix
these
buildings,
based
on
the
facilities
study
that
we
just
did
comes
in
at
nine
to
11
million
dollars
over
the
next
10
years.
L
That's
considerably
more
than
was
projected
earlier,
and
so
we're
trying
to
figure
out
how
to
do
that.
We
have
a
good
plan
for
how
to
do
that.
Now
we
hired
a
consultant
going
forward
and
I
think
it's
important
that
the
Board
of
Trustees
have
the
right
to
decide
what
improvements
are
made
when
and
how
much
money
goes
into
those.
So
I
was
a
little
bit
concerned
by
the
comment
earlier
that
a
lease
allows
the
city
to
control
what
we
do
with
the
buildings
around
Capital
maintenance,
I.
L
Think
if
the
cost
is
on
the
district,
the
district
really
needs
to
have
the
ability
to
make
those
decisions
and
I
think
the
library
loss
of
supports
that,
because
the
trustees
are
the
only
ones
who
are
authorized
to
decide
how
to
spend
money.
So
that's
something
we'd
have
to
work
out
in
the
in
the
terms
of
lease,
but
I
just
wanted
to
raise
that
as
well.
B
Thank
you,
Johnny
Aaron
and
then
I
see
Dave
David.
What
are
you
going
to
respond
to
something
that
was
just
said.
D
Well,
I
guess.
The
only
thing
that
I
would
just
like
to
add
is
that
when
you're
talking
about
and
I
I
assume
that
this
is
implied
in
your
conversation,
but
as
we
take
these
conversations,
the
next
step
on
20
years,
25
years,
30
years
in
terms
of
lease
terms,
that
part
of
the
conversations
that
we
will
be
having
with
the
district
is
whether
or
not
they
can
meet
the
standards
for
higher
lease
terms.
I
So,
just
a
slightly
finer
point
on
the
The
Five-Year
termination
option
for
the
district
I'd
say:
maybe
when
you
strong
pull
it
I,
might
ask
that
we
phrase
it
as
that
we
put
it
on
the
table
as
an
offer.
If
it
is
of
interest
to
the
district
right,
so
not
that
it
would
be
a
requirement,
but
that
we
would
offer
the
auction
and
then
that
could
be
part
of
the
discussion
negotiations.
I
Did
if
a
majority
of
council
agrees
to
is
that
we
would
take
Bob's
idea
of
offering
a
five-year
term
a
termination
offering
option
every
five
years
that
we
would
offer
that
to
the
district
to
the
trustees
say
if
they're
interested
in
including
that
in
the
lease
that
we
are
open
to
it.
But
it's
only
they're
interested
in
it.
Okay,.
G
Yeah
I'm
I'm
a
little
less
comfortable
with
having
a
long-term
lease
with
options
to
terminate
every
every
five
years.
It's
done,
but
I'm
I'm,
just
a
little
uncomfortable
with
that,
and
with
respect
to
the
the
maintenance
costs
that
Johnny
identified.
G
If
you're
talking
about
nine
million
dollars
over
10
years,
I
still
think
that
the
city
could
be
a
lender
to
the
district
at
some
sort
of
obviously
pre-negotiated
interest
rate
up
to
a
maximum
per
year
and
just
provide
a
facility
for
them
to
borrow
since
they're
not
going
to
be
doing,
certificates
of
participation
and
they're
not
going
to
be
selling
the
buildings
for
the
purpose
of
of
renovating
them.
Other
buildings,
I
I,
think
we
could
probably
find
a
way
to
do
that.
B
Sure
I
also
saw
Teresa
pop
up
for
a
second
I.
Don't
know
if
what
were,
if
you
had
something
you
wanted
to
add
to
the
conversation
we're
having
right
now.
Q
I
I
do
and
it's
you
know
we're
trying
to
thread
a
very
fine
needle
here,
I
think
in
getting
direction
from
Council
without
getting
into
all
of
the
details
of
what
we
can
go
forth
and
negotiate,
because
we
don't
know
the
universe
of
possibilities
that
the
library
district
will
bring
to
the
table
and
so
I
think
having
the
having
some
direction
about
the
sort
of
outer
bounds
of
our
Authority
is
hopeful,
I
think
getting
into
the
the
very
detailed
and
nuanced
conversation
might
prove
difficult
for
us
as
we
try
to
approach
these
negotiations.
G
Teresa
I
was
simply
throwing
out
a
concept
that
can
be
fleshed
out
or
not,
as
the
parties
get
into
a
room.
B
Thanks
Mark
Juni
did
you
still
want
to
call
a
quay
on
that
I.
F
Just
want
to
clarify
and
I
think
Bob's
hands
is
also
raised,
and
that
could
be
part
of
the
clarification
that
my
understanding
and
what
I
would
support.
Bob
on
that
the
option
would
be
for
the
district.
The
option
of
five
years
would
be
for
the
district
to
be
able
to
bring
the
city
to
the
table
for
possible
termination,
so
it
would
not
be
an
option
for
the
city
itself.
The
city
would
not
be
able
to
bring
that
conversation,
but
it
would
only
be
the
district,
so
Bob
can
add
further
to
that.
I
B
Yeah
I
believe
that's
what
we're
discussing.
Thank
you
for
that
clarification.
Mark
did
you
have
anything
else.
G
No
other
than
you
know
my
concern
about
that
is,
it
seems
a
little
coercive.
You
know,
parties
if
they
are
willing
to
revise
a
lease,
can
revise
a
lease
at
will
the
thought
that
the
library
district
will
come
to
us
and
say
we
want
to
change
the
terms
of
the
lease
or
we're
going
to
stop
operating
the
library
district
is
is
sort
of
unappealing
to
me.
G
B
I
I
also
see
Joni,
put
up
her
hand
and
I
assume
that
that
is
also
related
to
the
topic.
L
H
On
mute,
thank
you
sorry,
I
thought
I
mean
it.
I
was
just
going
to
remind
us
that
we
also
just
said
we're
still
going
to
have
a
hand
in
appointing
the
library
district
trustees.
So
I
just
don't.
Maybe
this
is
too
much
faith
in
future
councils,
but
I
I
really
don't
think
future
councils
are
going
to
be
in
a
situation
where
they
are
choosing
folks
who
are
not
going
to
do
a
good
job
of
upholding
the
library
district
and
working
in
its
best
interests.
H
J
Bob
yeah
so
I
just
to
clarify
I
think
what
we're
talking
about
what
Bob
has
suggested
is
that
if
there
were
say
a
situation
where
the
library
district
didn't
want
to
continually
sing
like,
maybe
they
just
don't
like
that
spot
anymore
and
want
to
have
one
somewhere
else
or
there's
some
Branch,
that's
terribly
underperforming,
I,
don't
know
what
would
cause
a
library
to
not
want
a
certain
branch
open,
but
they
might
not
want
to
renew
a
lease
that
I
assume
this
would
be
individually
applied
so
like
they
might
want
to
continually
sing
the
main,
but
they
don't
want
to
continue
the
Reynolds.
J
So
that
should
be
part
of
it
is
giving
the
library
the
option
to
discontinue
any
leases,
and
that
doesn't
frighten
me
at
all,
because
you
know
half
of
my
concern
with
wanting
to
do
a
lease
rather
than
transfers
just
the
value
of
land
in
Boulder
and
and
how
hard
it
is
to
get.
You
know
large
large
enough
plots
to
have
as
as
Community
Center.
So
if
the
library
says
we
don't
want
to
do
it
and
we
take
it
back
to
the
city
I
do
understand.
J
We
have
a
facilities,
master
plan
and
vision
where
we're
reconfiguring
some
of
that,
but
the
libraries
are
in
pretty
awesome
locations
where
I
can't
imagine
the
city
doesn't
want
that
valuable
land
back.
So
if
the
library
is
if
it,
if
these
buildings
are
not
useful
to
the
library
at
five
year
intervals,
I
think
we
absolutely
should
give
them
that
off-ramp
kind
of
similar
to
what
Excel
gave
the
city
in
the
muni
negotiations
like.
If
you
know
we
we
can
reevaluate
as
appropriate,
so
I
think
that's
great
I.
J
Don't
think
I
would
require,
though,
like
a
meeting
of
the
minds
every
certain
number
of
years
on
the
leases,
because
that
just
seems
like
a
possible
waste
of
city
and
District
staff
and
Leadership
time.
So,
if
the
library
wants
out
great,
they
will
bring
us
that
conversation
from
the
city
side,
we're
saying
you
can
rely
on
a
30-year
lease
so
move
forward
comfortably
with
that.
J
So
just
have
the
off-ramp
for
the
library
and
then,
as
as
Mark
just
said,
anybody
can
come
to
the
other
party
at
any
time
and
say
is
this:
what
do
you
think
of
this
idea
so
that
that's
not
off
the
table?
I
just
wouldn't
compel
future
councils
to
spend
their
time
checking
in
or
future
Library
District
leaders.
It's
there's
always
a
lot
on
every
agenda.
That's
all
I
got
thanks.
P
I
wanted
to
make
it
and
I
think
we've
kind
of
beaten
that
one
up
pretty
significantly
so
I
was
going
to
make
a
new
suggestion
on
a
slightly
new
topic.
I
was
hearing
what
Teresa
said
about
us
getting
kind
of
into
the
weeds
here
and
I
also
something
that
Rachel
said
triggered
in
my
mind,
a
remembrance
of
of
the
fact
that
the
two
council
members
were
appointed
by
Council
to
to
work
on
the
CU
South
Arrangement.
P
P
Questions
asked
I'm
wondering
if,
if
Council
would
be
willing
to
appoint
two
members
of
council
to
work
side
by
side
with
staff,
I
know
I
know
that
the
district
trust
fees
are
going
to
be
side
by
side
with
Kim
from
on
their
side
of
the
table.
I
I
feel,
like
maybe
there's,
there's
no
council
members
side
by
side
with
our
city
staff
I
think
we
had
a
little
bit
of
a
Miss,
quite
frankly
on
the
staff's
recommendations,
and
it's
not
staff's
fault.
P
They
just
didn't
know
where
Council
was
they
do
now
and
I'm
just
wondering
if
Council
would
be
interested
and
willing
to
appoint
to
council
members
to
be
very,
very,
very
clear
about
this.
Those
council
members
would
not
be
authorized
to
make
any
decisions
whatsoever,
they'd
simply
be
a
sounding
board
for
staff
and-
and
it
would
be
their
responsibility
quite
frankly
to
go
back
to
their
Council
colleagues
and
check
in
on
from
time
to
time
on
various
points.
P
But
that
way
at
least
staff
would
have
some
some
a
couple
council
members
and
it'd
be
good
if
they
were
somewhat
diverse
on
on
these
points
to
to
check
in
with
I
know,
if
they're
appointed
as
a
committee,
there's
probably
noticed
requirements
quite
frankly,
I,
don't
I
don't
really
care.
If
these
negotiations
are
done
in
the
public,
they
should
be
done
the
public
as
far
as
I'm
concerned,
but
I'm
just
throwing
that
out.
P
There
I'm,
not
volunteering,
to
be
one
of
those
two
people
by
the
way,
but
but
I
think
that
maybe
and
I
don't
know
how
long
these
negotiations
will
take,
and
perhaps
we
should
make
sure
that
we
appoint
two
people
what
we
know
that
will
be
on
the
next
Council,
just
in
case
it
spills,
Beyond,
November,
but
I'm.
Just
throwing
that
out.
P
There's
a
suggestion,
because
otherwise
we're
gonna
have
staff
coming
back
to
us
every
few
weeks
going:
okay,
here's
six
new
issues:
here's
four
new
issues:
here's
three
new
issues:
if
they
have
a
couple
council
members,
they
can
rely
on
and
hopefully
those
council
members
are
going
to
Faithfully
communicate
with
their
colleagues
that
might
just
make
staff's
job
easier.
And
ultimately
we
can
bring
a
product
back
all
Council,
that
the
staff
has
some
confidence
that
probably
Garner
council's
support
so
I'm.
Just
throwing
that
out.
There.
D
Yeah,
thank
you.
So
Bob
is
correct.
If
you're,
if
you
do,
if
you
do
it
in
the
committee
model,
everything
all
all
meetings
would
be
required
to
be
noticed
and
open
to
the
public.
I
just
wanted
to
make
it
just
a
kind
of
a
very
slight
clarification
in
terms
of
the
Excel
negotiations
and
the
CU
South.
They,
those
were
not
Council
committees.
D
P
And
that's
what
thanks
for
that
clarification
David!
That's
that
what
I
was
suggesting
is
the
CU
South
and
Excel
model
that
they're
not
appointed
as
a
committee
that
there's
people
two
council
members
that
staff
knows
they
can
go
to
and
check
in
with.
Ultimately,
the
decision
is
going
to
be
all
of
council,
so
I'm
a
little
agnostic
about
whether
it's
appointed
committee,
as
you
say,
it
would
be
open
to
the
public.
P
If
folks
would
rather
just
have
have
staff
reach
out
to
a
couple
council
members,
that's
fine,
too
up
on
either
way,
but
I'm
just
wondering
if
that
would
be
helpful,
because
I
think
we
may
have
a
little
bump
in
the
road
here
on
on
this
question
that
could
have
been
avoided
and
I
suspect
there'll,
be
lots
of
other
questions,
staff
that
they
might
want
to
reach
out
to
some
council
members.
Obviously,
staff
can
reach
out
to
any
council
member.
They
want
at
any
point
in
time.
P
They
can
pull
all
nine
of
us
behind
the
scenes
if
they
want
to.
But
but
maybe,
if
there's
a
couple
council
members
they
they
know
that
they
can
go
to.
That
would
be
helpful.
I
I
think
Council
found
it
very
very
helpful,
with
both
the
Excel
negotiations
and
the
CU
South
negotiations
to
have
a
couple
council
members
with
diverse
opinions
that
they
could
go
to
and
and
hope
that
that
was
more
or
less
representative
of
the
entire
body
of
council.
B
Thanks
Bob
I
have
a
question
related
to
that
which
for
legal
team,
could
we
appoint
two
members
to
Council
of
council
to
something
other
than
a
committee?
What,
and
what
would
we
call
that,
or
does
it
have
to
be
that
they
would
be
tapped
by
staff
in
order
to.
D
Yeah
well
so
you
know
the
people
debate
what
the
definition
of
Committee
is,
but
I
have
typically
viewed
it
as
it's
a
subset
of
the
the
entire
body,
and
they
have
been
delegated
a
task
to
do
so.
Anytime.
You
ask
your
fellow
board
members
and
groups
of
more
than
one
to
do
something.
D
B
R
Yeah
I
just
wanted
to
reply
to
Bob's
idea
and
I
think
there
are
situations
where,
in
a
in
a
complex
intergovernmental
agreement,
situation
or
negotiation,
where
having
the
perspective
of
various
council
members
is
sometimes
very
helpful,
I
think
in
this
situation
and
obviously
I
don't
want
to
speak
to
what
I
anticipate
it
to
be.
R
But
I
think
the
two
issues
that
we
brought
before
council
tonight
are
really
the
two
key
policy
issues
that
we
had
a
question
on:
I
anticipate
us
bringing
the
full
IGA
back
to
council
to
give
direction
to
the
city
manager
on
whether
to
sign
the
IGA
or
not
in
the
next
30
days.
So
we're
pretty
close
to
the
finish
line
here
and
I.
R
Think
we
are,
there
isn't
a
lot
more
work
to
go
so
what
I
might
suggest
if,
if
council
is
open
to
it,
is
let's
leave
that
as
an
option
on
the
table.
If
we
need
it,
if
things
start
to
go
in
a
not
so
great
Direction,
but
at
this
point,
I
anticipate
that
we're
pretty
pretty
close
to
the
Finish
Line.
If
that
context
is
helpful,.
H
Yes,
I'm
just
gonna
echo,
my
my
sense
is
the
same
as
Chris's
so
I'm
glad
glad
to
know
from
staff
who
are
really
involved.
The
process
is
working.
It
feels
like
we
resolved
a
couple
of
the
really
big
and
outstanding
issues.
Tonight
we
have
a
lot
of
other
things
on
our
plates
that
we
are
trying
to
work
toward
as
we
wrap
up
these
last
couple
months
of
those
councils,
so
I
think,
given
that
we're
so
close,
these
These
are
the
big
issues
we
patched
out
we're
resolving
them
tonight.
H
I,
don't
know
that
we
need
any
more
involvement
Beyond
this
other
than
waiting
for
the
agreement
to
come
back.
L
Joni
yeah
and
I
would
Echo
Chris's
comment.
I
think
we're
very
close.
There
have
not,
frankly,
been
a
lot
of
issues
between
us
and,
of
course,
most
of
what
we're
doing
is
so
far
down
in
the
weeds.
You
know
when
will
staff
be
terminated
and
how
will
that
process
work,
but
the
other
thing
I
wanted
to
mention
just
to
avoid
future
con
confusion.
L
There
are
two
igas
currently
under
negotiation,
we're
talking
about
the
IGA
between
the
city
and
the
library
district,
which
has
to
do
with
transitioning
the
assets
from
one
organization
to
the
other.
There
is
also
a
three-party
IGA
under
negotiation.
That's
what
the
city,
the
county
and
the
district
and
the
appointment
process
that
you're
talking
about
tonight
is
in
the
three-party
IGA.
So
when
the
two-party
IGA,
the
one
Chris
referred
to
comes
back
to
you
within
30
days,
you
won't
see
the
appointment
process
in
there.
L
J
Just
a
real
quick
suggestion,
as
someone
who's,
you
know
not
my
problem
in
10,
more
meetings,
but
I
I
agree
with
what
Chris
best
check
said
and-
and
it
does
seem
like
this-
is
only
relevant
in
a
like-
really
big
negotiation
situation,
which
I
think
the
lead
up
to.
J
The
benefit
of
that
I
think
is
that
council
members
can
take
information
back
out
to
council,
and
just
do
you
know,
sort
of
some
pulse
checks
on,
like
you
know,
is
the
staff
negotiating
in
a
way
that
the
majority
is
likely
to
I,
don't
know
agree
with
or
whatever
the
the
situation
is.
So
I
would
say
that
didn't
really
happen
in
this
situation,
so
it
just
might
be
helpful
going
forward
if
there
are
sensitive
things
coming
up
that
maybe
staff
is
sure
to
check
in
early
and
you
know
do
to.
J
J
Maybe
we
didn't
do
that
well
this
time
and
that
I
think
that
the
majority
of
council
is
not,
as
it
turned
out
interested
in
in
gifting
the
the
assets
of
the
building,
so
maybe
just
making
sure
that
without
council
members
being
aware
that
that
staff
is
then
going
to
all
Council
and
and
presenting
anything
that
might
be
sensitive
just
so
that
you
know
staff's,
not
blindsided
and
and
the
IGA
doesn't
get
delayed
by
Council,
not
agreeing
with
whatever
has
happened
in
those
rooms.
P
And
this
has
been
a
very
cool
discussion.
The
last
couple
minutes
I'll
withdraw
my
suggestion.
I
did
not
realize
that
we
were
as
far
along
as
we
were
on
the
the
one
IG
that
that
Johnny
referenced.
So
if
we're
only
30
days
away
and
all
the
big
issues
are
are
resolved,
then
then
I
don't
think
there
is
necessary
for
council
members
to
be
designated
or
otherwise.
Obviously,
if
there's
a
big
great.
B
All
right,
so
next
we
have
straw
polling
of
the
option
to
offer
the
option
to
the
district,
to
lease
to
sorry
having
a
long-term
lease
of
20
or
30
years,
depending
on
whether
the
district
can
meet
the
requirements
of
the
30
years,
but
allowing
them
the
option
of
termination
at
their
will
at
five-year
increments.
B
B
B
And
as
Bob
said,
I,
don't
think
we
need
to
straw
poll
on
that
other
option
that
he
brought
up
unless
anyone
has
any
additional
comments
or
concerns.
I
would
love
to
move
us
on
to
the
next
agenda
item
right.
B
All
right
so
next
on
our
agenda,
we
have
the
2024
recommended
budget
discussion.
Maria
am
I
kicking
that
over
to
you.
First,
you
are
thank.
C
You,
council,
member,
as
you
know,
the
responsibility
for
deciding
how
to
spend
taxpayer
money
is
one
of
the
biggest
that
we
have
together
tonight.
C
It
also
strives
to
support
the
core
functions
of
local
government,
to
address
key
Capital
needs
and
commitments
and
to
recognize
and
retain
our
amazingly
talented
Workforce.
We
believe
the
spending
plan
truly
serves
community,
and
that's
there's
a
lot
to
celebrate
about
that.
There
is
also,
however,
an
important
word
to
keep
in
mind,
as
we
think
about
this
budget,
and
by
now
I
am
sure.
Most
of
you
can
say
it
with
me
constrained.
C
C
N
Thank
you
naria
good
evening,
mayor
mayor,
Pro,
tem,
Mulligan,
members
of
council,
car
Skinner,
Chief,
Financial,
Officer
I
do
want
to
say
just
a
few
brief
words.
I
appreciate
all
that
Maria
shared,
but
do
one
on
myself
offer
some
appreciation
and
then
Mark
Woolfolk,
our
budget
officer
and
his
team
will
provide
the
community
and
you
really
with
an
overview
and
highlights
of
the
recommended
2024
budget
and
I
just
want
to
share
this
perspective
that
the
annual
budget
does
provide
spending
Authority
for
specific
funds
and
purposes.
N
So
I
too,
want
to
share
my
thanks
to
mark
for
his
leadership
and
strategic
vision
and
to
the
team's
really
incredible
work
problem,
solving
focus
and
really
partnership
with
leaders
and
team
members
across
the
organization
and
with
that
also
a
truly
huge
Kudos,
and
thanks
to
so
many
and
all
the
city
departments,
as
this
Bud
budget
really
is
the
product
of
many
months
of
digging.
In
to
community
needs,
Service
delivery
options,
desired
outcomes,
resourcing
options
and
proposals,
collaboration
across
teams,
various
prioritization
exercises
and
tough
trade-off
conversations
and
then
ultimately
funding
recommendations.
N
We
are
also
so
thankful
to
our
community
connectors
and
residents
and
their
time
and
Incredibly
valuable
engagement
and
input
into
this
year's
budget
and
thrilled
to
have
two
of
them
joining
us
tonight
to
share
their
thoughts
with
the
community,
and
you
also
want
to
share
my
thanks
to
the
financial
strategy
committee.
It's
been
really
I,
think
so
vitally
helpful
to
us
as
a
budget
team
to
to
have
their
consult
and
collaboration
on
all
Financial
issues.
N
So
we
are
excited
to
get
to
this
point
each
year,
really
to
culminate
and
share
our
work
in
the
recommended
budget
and
with
that
without
further
Ado
I'll
hand
it
over
to
Mark
Wolfe.
S
Thank
you
cara.
Let
me
get
everything
situated
here.
Okay,
does
everything
look?
Okay,
on
your
end,
having
some
issues
on
our
employee,
Town
Hall,
the
other
night
good
evening,
I'm
Mark,
wolf,
a
budget
officer
we're
glad
to
be
with
you
this
evening
to
discuss
the
2024
recommended
budget
I'm
joined
this
evening
by
our
budget
team,
Charlotte,
husky,
Sarah,
Hancock
and
Raphael
Tingley,
who
you
will
hear
from
during
this
presentation
a
little
bit
later.
S
Additionally,
as
Carl
mentioned,
we
are
excited
to
have
Ryan
Hanson
from
the
city
team
and
two
of
our
community
connectors
and
residents,
Jamal,
Gilmore
and
Lenora
Cooper
with
us
as
well.
They
will
be
sharing
part
of
the
presentation
a
little
bit
later,
all
of
which
will
introduce
themselves
as
we
get
to
them
in
the
presentation.
So
we
have
several
things
to
discuss
this
evening.
I
never
thought
the
budget
would
be
the
lighter
of
the
two
discussions
in
the
evening.
We
have
nine
things
to
get
through
tonight.
S
S
This
year
we
will
not
spend
as
much
time
on
our
financial
conditions,
given
the
relative
stability
compared
to
the
last
few
years.
However,
there
are
a
couple
of
Revenue
considerations
to
point
out,
beginning
with
our
most
significant
source
of
Revenue
sales
and
use
tax
I'll
note
that
we
continue
and
value
our
partnership
with
the
CU
lead
School
of
Business
to
provide
sales
and
use
tax
projections.
Our
total
sales
and
use
tax
rate
is
3.86.
S
That
includes
the
the
0.15
that
we
will
talk
about
in
a
little
bit
more
detail.
That
expires
at
the
end
of
2024..
Now,
as
I
mentioned,
sales
and
use
tax
is
significant
when
excluding
utilities,
it
is
about
half
of
all
of
our
revenues,
and
then
we
have
our
our
table
here.
That
demonstrates
where
sales
and
use
tax
is
distributed
and
again
a
little
over
half
about
53
percent
is
dedicated
to
those
purposes
listed
foreign
use.
Tax
projections
we've
heard
a
lot,
certainly
nationally
about
the
overall
stability
of
the
economy.
That
is
good
news.
S
There
are
local
factors
that
we
would
consider
to
be
headwinds
that
at
least
provide
some
caution.
Inflation
is
slowing
across
major
categories
that
is
well
advertised.
We
saw
the
the
good
side
if
you
will,
from
a
revenue
standpoint
with
inflation
over
the
last
18
months,
as
that
slows
so
does
that
inflation
impact
in
our
sales
and
use
tax.
We
are
seeing
a
national
slowdown
in
retail
sales.
S
We're
seeing
that
locally,
as
well
as
some
of
our
local
sales
tax
categories
have
turned
even
negative
year
over
year,
so
something
we're
watching
very
closely
and
based
on
some
of
those
categories,
those
local
categories,
cu's
model
compared
to
last
year.
So
our
most
recent
model
in
July
is
what
we
use
to
develop
this
budget.
When
you
compare
that
to
the
model
we
received
in
2022
those
projections
for
our
budget
year,
2024
are
down
2.3
percent
or
2.7
across
all
fun,
2.7
million
across
all
funds.
S
So
again
we
watch
sales
and
use
tax
very
closely
because
it
is
such
a
a
big
deal
from
a
revenue
standpoint.
It's
a
good
place
to
acknowledge
the
quote.
Prime
effect
We
are
following
the
reports
on
increased
economic
activity
and
at
least
from
a
budget
standpoint.
We're
excited
about
the
prospect
of
of
that
effect.
Having
on
on
revenues,
as
Council
knows,
we
typically
have
a
couple
month
lag
about
two
month
lag
before
receiving
final
Revenue
information
and
we'll
report
out
to
council
and
Community.
S
Once
we
have
an
Apples
to
Apples
comparison
on
on.
Perhaps
the
prime
effect
in
this
in
the
fall
season,
moving
over
to
property
tax,
again
something
of
interest
to
many
community
members,
property
taxes
make
up
a
quarter
of
our
general
fund
revenues.
2023
assessments,
as
we
well
know,
went
up
significantly
property
values
up
about
32
percent.
We
did
receive
quote
close
to
final
numbers
from
the
county,
so
it'll
be.
It
looks
like
a
little
lower
than
32
percent
across
the
city.
S
There
is
a
ballot
initiative
that
is
on
the
ballot
in
November
called
proposition
HH,
which
would
reduce
the
the
local
Revenue
growth
in
property
tax
to
28,
so
about
a
four
percent
difference.
I
do
want
to
note
here
that
we
always
try
to
budget
conservatively.
We
have
budgeted
at
that
28
amount.
So
if
voters
were
to
pass
proposition
HH,
there
is
no
budget
impact
for
2024.
So
so
that's
good,
and
if
HH
is
rejected
by
voters,
there
would
be
an
incremental
difference
in
Revenue.
That's
about
1.5
million
in
the
general
fund.
S
We
are
monitoring
a
possible
four
percent
cap
on
annual
revenue,
a
ballot
initiative
that
would
cap
four
percent
annual
revenue
in
property
tax
that
could
be
on
the
ballot
in
2024.
So
something
we
are
are
watching
and
another
reason
for
caution,
as
we
think
ahead
to
2025-26
of
property
tax
collections.
S
All
right
other
Revenue
considerations:
here
we
have
a
chart
of
our
2024
general
fund
sources.
Again.
Sales
and
use
tax
is
a
big
part
of
that.
Normally
that's
a
bigger
percentage.
One
of
the
categories
you'll
see
a
little
bit
larger
percentage
than
in
past
years.
Is
this
other
revenues
in
the
general
fund?
That
is
because
we're
anticipating
a
13
million
dollar
repayment
from
the
from
the
boulder
Library
District
very
on
brand
for
this
evening?
S
That
timing
and
the
amount
of
that
payment
is
something
that
will
be
ultimately
solved
with
the
with
the
IGA,
but
those
revenues
are
anticipated
in
2024
and
programmed
for
one-time
uses.
Now.
I'll
also
mention
that
sales
and
use
tax
in
24
includes
the
expiring
point.
One
five
general
fund
sales
and
use
tax.
Our
projections
going
out
assume
that
that
will
expire
at
the
end
of
2024,
pending
voter
consideration
of
the
ballot
initiative
in
November.
S
Council
has
seen
this
chart
before
these
are
some
of
the
other
commitments
that
we've
made
Nuria
mentioned
at
the
outset
that
we
are
excited
about
the
Investments
that
we've
been
able
to
sustain
in
the
2024
budget.
That
includes
the
day
Services
Center.
We
have
10
million
dollars
of
capital
programmed
in
2024
and
1.6
million
dollars
in
operating,
so
we
needed
that
1.6
in
new
ongoing
operating
dollars
in
order
to
sustain
that
program
in
24.
the
behavioral
health
or
CARE
program.
This
is
the
non-law
enforcement
response
program.
S
That
program
is
in
the
process
of
getting
up
and
running.
It
has
come
in
a
little
bit
higher
than
we
were
projecting
this
time
last
year.
So
the
new
ongoing
operating
budget
for
needed
in
24
and
programmed
in
the
recommended
budget
is
1.7
and
then,
as
we've
outlined
for
Alpine
Balsam
is
thinking
ahead
to
potential
Debt,
Service
or
partnership
opportunities.
To
make
that
project
happen,
we
have
programmed
an
additional
two
and
a
half
million
dollars
for
2025
to
bring
our
total
either
debt
or
partnership
amount
to
6.1.
S
T
Thank
you
Mark
and
good
evening
Council.
My
name
is
Sarah
Hancock
I'm,
a
principal
budget
analyst
with
Central
budget
and
excited
to
be
here
this
evening.
So
as
a
key
component
of
our
budget
process.
This
year,
our
team
completed
a
dedicated
funding
analysis
and
that
was
to
better
understand
the
city's
funding
sources
and
their
intended
uses
about
65
to
70
percent
of
the
city's
revenues
are
dedicated
or
restricted
to
some
specific
purpose,
so
understanding
them
more
in
depth
offered
us
a
significant
opportunity
and
more
flexibility
in
this
budget
process
and
Beyond.
T
This
analysis
did
include
exploration
of
voter
approval,
ballot,
language,
Municipal,
Code,
any
management
policies
that
are
related
to
each
source
and
then,
in
addition
to
that,
there
were
some
informal
uses
or
policies
that
may
have
had
may
have
not
had
formal
restrictions,
but
were
used
as
a
memorialized
practice.
So,
ultimately,
the
analysis
did
highlight
some
key
areas
of
flexibility
which
I'll
go
over
in
a
moment,
and
that
was
done
through
the
examination
of
historical
performance
of
each
of
those
Revenue
sources
and
the
current
capacity
of
each
of
the
funds
that
they
went
to.
T
So
there
were
key
excuse
me,
five
key
areas
incorporated
into
the
budget
strategy
this
year.
As
a
result
of
the
analysis,
our
first
is
going
to
be
Parks
and
Recreation
funds.
The
Boulder
parks
and
recreation
has
a
very
diverse
funding
sources
and
that
includes
a
dedicated
0.25
sales
tax,
a
dedicated
property
tax
that
funds,
the
permanent
Parks
fund,
the
recreation
activity
fund
and
a
dedicated
Lottery
fund
portion
that
funds
Parks
acquisition
and
maintenance.
T
T
The
next
is
the
transportation
fund
which
at
this
time
is
very
financially
healthy,
but
we
did
find
that
it
was
very
important
for
ongoing
analysis
to
really
balance
our
larger
capital
projects
that
are
planned
and
then
our
ongoing
maintenance
needs
in
future
years.
So
that's
something
that
will
continue
to
monitor
as
we
continue
looking
at
a
long-term
Financial
strategy
for
the
fund.
T
The
next
is
our
dedicated
climate
tax,
which
supports
our
City's
climate-focused
programs,
our
clean
energy
goals
and
our
climate
resiliency
efforts.
Flexibility
within
this
fund
really
lies
in
our
ability
to
incur
debt
to
further
climate
Investments,
as
well
as
long-term
financial
planning
for
ongoing
Investments.
So
once
again,
we
we
got
a
better
understanding
of
the
restrictions
and
kind
of
what
the
capacity
is
for
us
to
do
things
in
the
future,
and
so
that
will
require
us
to
continue
to
do
long-term
financial
planning
within
that
fund.
T
Next,
the
planning
and
development
services
fund,
which
provides
our
services
for
excuse
me
for
cost
recovery,
that's
achieved
through
our
Direct
Customer
charges,
such
as
permitting
fees
or
through
the
general
fund
transfer
for
General
City
benefit
projects.
Some
fees
do
have
limited
cost
recovery
and
sometimes
the
general
fund
does
have
to
supplement
that.
So
there's
a
real
need
for
review
of
these
fees
and
structure
of
the
cost
recovery,
and
so
this
is
something
that
our
team
is
committed
to.
T
This
review
and
Analysis
will
be
incorporated
into
the
2024
work
plan
and
then
finally,
the
University
Hill
General
improvement
district,
also
known
as
Eugen
owns.
One
parking
asset
after
the
sale
of
a
second
asset
that
has
facilitated
the
development
of
a
hotel
and
while
the
sale
of
the
asset
is
currently
supporting,
Eugene's
fund
balance.
T
The
current
sources
of
funding,
like
our
Mill
Levy
parking
revenues
and
general
fund
subsidy
are
not
sustainable
activities
without
additional
sources
of
revenue,
so
staffs
continuing
to
research
potential
solutions
for
that
long-term
Financial
viability
of
the
district,
which
will
also
be
brought
forward
in
2024.
So
lots
of
continued
research
looking
forward.
But
overall,
this
was
a
wonderful
exercise
for
our
team
and
lended
itself
quite
well.
To
actually
have
some
really
significant
impacts
to
the
budget
in
a
very
positive
way
this
year,
and
with
that
I
will
hand
it
back
to
mark.
S
Thank
you,
Sarah
all
right,
we're
going
to
get
into
a
high
level
overview
of
the
2024
budget
before
hearing
a
little
bit
more
about
our
process
with
our
community
connectors
in
Residence.
So,
very
briefly,
this
is
at
the
center
of
the
work
we
do
in
developing
the
budget
around
the
sustainability,
equity
and
resilience
framework.
You
have
the
budget
sliced
in
a
number
of
different
ways,
one
of
which
is
how
all
of
our
programs
and
Investments
across
the
city
align
to
this
framework.
S
We
are
also
in
year
two
of
three
in
our
budgeting
process
improvements
or
implementing
budgeting
for
resilience.
You
may
also
know
this
as
outcome-based
budgeting.
Last
year,
we
did
a
couple
of
major
things.
We
oriented
all
of
our
investments
around
those
goals
that
were
just
up
on
the
screen
we
implemented
opengov.
So
all
of
our
information
is
online
and
more
accessible
to
community.
We
improved
our
internal
decision
making
process
this
year.
S
We
really
focused
on
aligning
outcomes
you'll
see
throughout
the
budget
presentation
and
especially
the
the
programs
and
all
of
the
information
online
have
a
much
greater
focus
on
what
the
intended
outcomes
are
and
how
we
may
measure
our
intended
outcomes
across
our
investments.
You'll
hear
more
about
our
community
engagement
efforts
this
year
and
then
next
year
we
really
like
to
move
towards
acknowledging.
We
have
a
lot
of
work
to
do,
but
moving
towards
using
data
to
to
inform
our
decision
making.
Every
year
we
develop
a
budget.
S
A
quick
overview
of
the
numbers,
the
2024
total
budget,
514.8
million
you'll
notice.
It
is
slightly
down
from
last
year's
budget.
That
is
because
we
we
changed
a
budgeting
practice
for
how
we
show
Bond
proceeds.
So,
instead
of
appropriating
bond
proceeds
anticipated
Bond
proceeds
at
the
time
of
budget,
we
will
now
authorize
that
spending
at
the
time
of
issuing
the
bonds,
so
that
will
come
later
into
2024.
That
impacts
utilities
for
24.,
and
so
it's
not
an
Apples
to
Apples
comparison
to
say
it's
less
than
last
year.
S
S
This
is
the
2024
budget
by
Department,
including
Capital
expenses.
One
thing
I
should
note
on
the
slide.
If
you
did
your
homework
last
week,
you'll
notice
that
there
are
two
numbers
that
are
are
different:
the
general
government
overall
number
and
the
police
department
overall
number.
There
was
an
error
in
how
a
cost
element
within
the
police
department's
Workforce
plan
was
reflected
artificially
lowering
the
Department's
budget,
the
funds
to
cover
that
amount
were
budgeted
in
general
government,
and
so
we
shifted
those
funds
where
they
where
they
need
to
be
in
police.
S
S
One
of
the
things
that
we
were
looking
at
very
closely
in
the
development
of
this
budget
is
the
scenario
under
which,
if
voters
approve
the
ballot
item
related
to
the
0.15
in
November,
that
would
dedicate
half
of
the
current
general
fund
sales
tax
to
arts
and
related
uses
and
50
remain
as
a
general
fund
tax.
So
what
this
six
year
projection
shows
you
is,
if
that
voters
do
approve
that
ballot
initiative.
You
see
our
total
196.1
million
in
the
general
fund.
S
The
bottom
line
is
fund
balance
after
reserves
in
those
years,
so
we
were
able
to
deliver
a
budget
that
works
and
what
I'd
like
to
point
out
is
really
on
the
next
slide,
where
you
see
the
impact
of
ongoing
room.
So
what
we
mean
by
ongoing
room
is
we
have
ongoing
sources
of
revenue
like
sales
tax,
like
property
tax?
Those
are
the
things
that
fund
services
and
people
and
the
things
that
we
we
Fund
in
perpetuity.
S
We
have
very
limited
room
when
you
look
out
over
the
six
years
in
the
scenario
that
voters
approve
the
ballot
Initiative
for
the
0.15
in
November.
We
anticipate
an
average
of
about
a
half
a
million
dollars
total
over
the
next
six
years,
so
that
that
constraint
word
that
you
heard,
and
that
is
why
we
talk
about
it.
A
lot
is
because
we
know
the
needs
are
great
and.
S
And-
and
this
is
the
reason
why,
right
because
we're
we're
we,
we
are
concerned
about
the
long-term
ongoing
room,
so
without
an
additional
Revenue
Source
or
without
us,
really
realigning
the
existing
Investments
we
make,
which
is
why
this
budgeting
practice
is
so
important
and
without
getting
into
the
merits
of
the
ballot
item
itself.
We
did
want
to
show
and
what
the
fund
financials
will
show,
because
we
never
anticipate
loader
action
in
our
fund
financials.
S
What
you'll
see
here
is
if
the
0.15
is
not
renewed,
we're
in
a
not
good
situation,
the
general
fund,
starting
in
2025
and
I'll,
just
note.
If,
if
voters
do
not
approve
the
ballot
initiative,
that's
under
consideration
in
November,
there
is
one
more
opportunity
in
2024
to
take
action
on
the
expiring
0.15
before
we're
in
the
situation
that
you
see
on
the
screen.
Red
numbers
are
not
good.
We
would
have
to
reduce
services
in
this
scenario,.
S
And
shifting
just
very
briefly,
you'll
hear
from
Raphael
in
a
bit
on
the
details
associated
with
our
Capital
Improvement
program
or
our
CIP.
Overall,
we
have
141
141
million
dollar
proposal
for
2024.
That's
almost
a
little
over
900
million
dollars
across
the
the
six
years.
One
of
the
things
we'll
talk
about
that
we're
excited
about
in
this
budget
is
the
implementation
of
many
projects
associated
with
the
community
culture
resilience
and
safety
tax.
Many
of
these
projects,
in
addition
to
the
ccrs
or
Capital
maintenance,
and
enhancements
and
utilities
facilities
and
transportation.
S
So
before
diving
into
some
of
the
more
specifics,
we'd
love
to
take
you
through
our
community
engagement
process
and
to
T
that
up
I'm
handing
it
to
Charlotte.
U
Thanks
smart
good
evening,
council
members,
I'm
Charlotte
Huskey
I'm,
a
principal
budget
analyst
with
the
budget
office,
happy
to
be
here
tonight
with
our
community
connectors
and
residents,
Jamal
Gilmore
and
Lenora
Cooper,
who
will
present
and
speak
more
on
our
budget
engagement
process
and
share
their
priorities
that
are
reflected
and
included
in
the
2024
budget
and
Reflections
on
the
2024
budget.
Before
handing
it
off
to
the
Community.
U
A
Q
V
Hi,
my
name
is
Lenora
Cooper
and
thank
you
Council
and
Mr
Mayor
Brockett
for
having
us
be
a
part
of
this
discussion.
We
we
have
a
lot
to
share
my
pronouns.
Are
she
her
and
just
a
few
of
the
many
communities
in
which
I
am
deeply
embedded?
Are
various
non-profits
around
the
city,
people
with
invis
with
disabilities
in.
W
Hello,
my
name
is
Jamal
the
communities
I'm,
a
part
of
is
the
African-American
Community,
the
local
radio,
Community,
the
kids
sports
community
and
the
small
business
Community.
Thank
you
for
being
thank
you
for
letting
us
be
here
today
and
be
heard.
It
means
a
lot
to
our
communities.
W
I'll
go
right
into
it.
The
S,
the
scr
goals
are
both
holistic
approach
and
therefore
everything
is
related
to
racial,
economic
and
Equity
work.
We
acknowledge
and
appreciate
the
progress
that
has
been
made
on
community
issues
we'll
touch
on.
We
share
we'll
share
what
we
have
been
continuing
hearing
from
our
communities,
still
a
lot
of
work
to
be
done
ahead,
but
we
we're
pretty
sure
that
we
can
get
it
done
with
your
help.
W
A
W
W
W
Next
slide
in
January
2022,
we
presented
to
city
council
themed
of
what
we've
been
hearing
from
our
communities,
both
Community
strengths
and
Community
issues.
We
have
continued
to
hear
about
these
strengths
and
issues
and
communities.
Since
then,
over
time,
Healthcare
Focus
moved
from
covid-19
to
mental
health.
We've
wanted
to
wanted
to
be
sure
to
include
what
we've
already
heard
and
been
hearing
from
our
communities
and
our
budget
engagement
process
to
use
these
themes
as
a
starting
point.
W
Next
slide,
looking
at
30
odd,
SRE
scr
objectives,
we
identify
those
objectives,
the
most
reflective
priorities
of
the
CC
and
our
teams.
We
have
continued
to
hear
from.
We
continue
to
hear
about
the
Trump
communities
next
slide.
V
First,
before
we
could
engage
with
the
community,
we
had
to
learn
ourselves.
So
that
goes
back
to
the
six
hours
that
Jamal
mentioned,
where
we
met
with
the
budget
departments
to
learn
how
things
work,
because
before
we
could,
we
had
to
know
how
things
worked
ourselves
before.
We
could
teach
it
to
anybody
else
and
then
get
their
input
in
a
meaningful
way
and
we're
all
about
things
being
meaningful.
V
We've
reduced
barriers
for
people
to
be
able
to
attend
these
meetings,
so
in
other
words,
we
did
what
we
asked
you
to
do.
Is
we
put
our
but
our
money
where
our
mouth
was.
We
provided
child
care,
we
provided
language
interpretation,
we
provided
a
meal
and
other
things
we
also
so
our
sample,
because
we
like
data,
our
sample,
was
74
participants.
V
91
of
those
were
members
of
color
and
50
of
those
had
household
incomes,
Senator
fifty
thousand
dollars
a
year.
So
this
was
a
huge
amount
of
work
on
the
part
of
the
community
connectors.
This
presentation
that
you're
hearing
tonight
and
the
results
that
are
reflected
in
the
budget
proposal
represents
seven
months
of
our
work.
We
worked
on
other
things,
but
it
was
seven
months.
V
V
Many
of
the
attendees
were
deeply
involved
in
their
communities,
so
they
communicate
so
community
members
at
large,
attended
and
also
people
that
are
leaders
across
different
communities.
So
they
did
not
bring
just
their
own
perspective,
but
They
Carried,
Collective
voice
and
experience
of
their
communities
with
them
to
us.
X
V
So
we
presented
our
findings
to
the
department
directors
on
May
8th,
and
this
is
critically
important.
We
did
that
before
they
submitted
their
before
they
developed
their
proposed
budget.
So
that
meant
that
all
of
this
work
that
we
did
was
done
in
a
timeline
where
it
was
not
performative
where
it
was
actually
at
impact
and
import,
and
so
huge
kudos
to
every
member
of
the
city
of
Boulder
team
that
made
that
happen
because
we
don't
mess
around.
V
A
V
V
W
Yeah,
the
most
prioritized
scr
objectives
were
providing
a
variety
of
housing
types
with
full
range
of
affordability.
What
we
heard
from
the
community
participant
was
important,
because
salary
should
be
able
to
cover
rent
and
other
bills
and
Extras
such
as
car
payment
and
savings.
But
in
reality
one
person
who
has
two
or
three
jobs,
still
struggles
to
pay,
rent
and
voted.
W
W
W
The
third
most
prioritized
scr
objective
was
support
the
city
of
Boulder,
advancing
racial
equity
and
implementing
implementing
equity,
Equity
strategies
and
tools
concerned
about
how
the
Nepalese
Nepali
community
will
be
treated
by
the
city
staff
experiencing
racial
disparities
in
accessing
services
and
resources.
V
So,
with
these
objectives
and
again,
the
one
that
that
haunts
me
to
this
day
is
the
woman
that
shared
that
it's
easier
for
her
son
to
get
drugs
is
that
widening
back
in
that
larger
perspective
is
because
it's
about
so
much
more
than
our
kiddos
and
their
ability
to
access
boards?
That's
a
really
easy
thing
for
people
to
understand
whether
you
have
children
or
not.
That's
that's
something!
That's
easy
for
people
to
grasp
and
what
is
important
to
remember
with
these
Sands
objectives
is
the
broadening
back
and
supporting
all
of
the
communities
next
slide.
V
U
All
right,
I
am
gonna,
take
over
the
slide
and
then
hand
it
right
back
to
y'all,
so
we
wanted
to
share
just
a
slice
or
a
an
example
of
the
Investments
that
are
included
in
the
2024
budget
as
a
line
to
the
community
connected
priority.
U
So
what
you
see
on
the
slide
are
the
top
three
priorities
that
Jamal
and
Lamar
spoke
to
underneath
each
of
these
are
examples
of
Investments
that
are
included
in
the
2024
budget,
looking
at
the
first
in
high
the
highest
priority
for
Community
connectors
of
housing,
affordability,
there's
a
total
of
2.3
million
included
in
the
2024
budget
to
support
the
Ponderosa
stabilization
project
for
continued
development
of
long-term
affordability
for
residents
of
the
Ponderosa
neighborhood
in
North
Boulder.
U
This
project
will
eventually
support
the
building
of
73
new
energy
efficient,
permanently
affordable
homes
in
that
neighborhood
under
the
second
top
priority
for
Community
connectors
and
the
community
members
they
work
with
is
Financial
Security
and
Economic.
Opportunity
within
the
budget
is
a
total
of
415
ongoing,
increased
funding
to
help
support
Community
grants
for
community
members
experiencing
Health
disparities,
and
this
increase
and
funding
will
be
administered
by
the
the
housing
and
Human
Services
Department
through
the
Health
Equity
funding
and
finally,
for
the
city
of
Boulder,
advancing
racial
equity
and
implementing
Equity
strategies
and
tools.
U
We
recognize
the
importance
of
the
community,
connectors
and
residence
program
and
in
the
2024
budget,
is
a
an
ongoing
amount
of
50
000..
That
will
help
support
this
this
program
on
an
ongoing
basis
with
stipends
and
and
partnership
funding.
So
again,
this
is
just
a
snapshot.
U
Representation
of
the
information
that
we
shared
with
Community
connectors
a
few
weeks
back
of
the
Investments
that
are
included
in
the
2024
budget
as
aligned
to
the
Community
Connector
Ser
objective
priorities,
but
with
that
I
will
hand
it
over
and
and
the
next
slide
back
to
Jamal
and
Lenora.
V
V
V
O
W
W
This
is
by
far
the
hardest
that
I've
I've
I've,
dug
into
the
community
in
different
communities
and
people
I,
don't
normally
talk
to
and
normally
break
bread
with
I
have
and
to
hear
their
stories,
and
they
hear
their
complaints
because,
traditionally
or
historically,
I'm
I'm
from
a
community
where
it's
not
been
very
easy
to
survive
in
Boulder,
especially
but
the
new,
like
even
the
beautification
process,
that
happened
in
Boulder,
is
kind
of
a
smack
in
the
face
to
my
community.
W
So
it's
tough
to
dive
in
to
some
of
these
issues
without
being
really
emotional
and
very
passionate
about
it.
But
with
that
said,
there's
been
a
lot
of
great
achievements
that
have
been
happening.
You
know,
with
sitting
in
the
tank
building
and
other
stuff,
that's
happening
around
the
community,
different
block
parties
and
recognize
of
recognizing
the
small
business
and
such
like
that.
W
But
what
I
really
want
you
guys
to
understand
with
this
work
is
that
it's
going
to
take
a
while
to
unpack
a
lot
of
this
trauma
like
this
is
I
appreciate
the
ongoing
support
from
the
city
council
and
Boulder
and
large,
but
we're
gonna,
It's
Gonna,
Take
Years,
just
like
at
the
library,
is
going
to
take
30
years
to
or
or
so
to
be
in
their
space
in
this
space.
W
Historically,
that's
the
people
have
been
overlooked
and
stepped
on,
they're
reluctant
to
talk
to
us,
so
we
have
to
come
up
with
really
unique
and
strategic
ways
to
get
into
their
communities
to
actually
pull
out
this
information.
So
we
would
love
the
support
from
city
council
and
the
city
of
Boulder
to
keep
this
going
on
for
years
and
years
to
come.
Thank
you
again
for
having
us
here
and
to
listening
to
all
the
concerns
from
our
communities.
U
That
was
a
really
great
presentation
just
wanted
to
share
some
next
steps
and
future
collaboration
for
Budget
engagement,
so
we're
we're,
including
in
the
2024
budget,
two
new
or
expanded
programs
both
of
their
social
streets
in
the
community
Wildfire
mitigation
grants
program
which
we'll
speak
to
in
a
little
bit,
but
we
have
invited
Community
connectors
if
interested
to
partake
in
Partnership
opportunities
for
program
development,
so
they
would
be
able
to
provide
input
on
these
newer,
expanded
Community
facing
programs
that
are
included
in
the
2024
budget.
U
S
S
You
Charlotte
and
again
just
appreciate
Jamal
and
Lenora
for
being
with
us
this
evening.
I
see
Bob's
hand
before
we
transition.
P
Well,
let
me
just
ask
our
facilitator:
Lauren
Lauren.
Would
this
be
okay
time
to
ask
questions
of
the
community
connectors
or
do
you
want
us
to
wait
to
the
end
of
the
presentation.
B
S
P
Thank
you.
Thank
you.
First
of
all,
I
just
want
to
thank
Lenora
and
Jamal
and
and
the
whole
Community
Connector
team
for
all
the
tremendous
amount
of
work
you
all
did
over
the
last
gosh
more
than
six
months.
This
is
exactly
what
we
were
looking
for.
P
Those
of
you
around
for
the
budget
last
year
know
that
there
was
a
little
bit
of
frustration
on
Council
that,
while
the
community
connectors
were
brought
in,
they
were
maybe
not
brought
in
as
early
as
we
had
hoped
that
they
could
be
to
form
the
budget
and
the
work
that
Community
connectors
did
this
year.
I
think
was
exactly
what
we
were
hoping
for.
So
I
really
want
to
thank
all
the
community
connectors,
Lenora
and
Jamal
in
particular,
for
being
here
and
doing
exactly
what
we
had
hoped.
P
You
would
do
and
I
hope
this.
What
you
all
did
in
2023
will
serve
as
a
model
for
all
future
budgets
for
the
community,
connectors
involved,
I
hope
you
know
the
day
after
we've
approved
the
2024
budget,
you've
burst
into
flames
and
start
working
on
a
2025
budget
with
with
the
finance
team.
That
would
be
so
great.
V
P
Okay,
okay
I
do
have
one
question
for
for
Jamal,
Lenora
I,
it
sounds
like
you
you
are
are
because
you
were
so
involved
and
so
integrated
in
the
plan.
The
budget.
It
sounds
like
you're
endorsing
the
budget,
which
is
really
helpful
for
us.
If
there
was
like
one
thing,
keep
in
mind,
Maria's
Magic
constrained
word,
so
we
don't
have
unlimited
money,
but
within
the
scope
of
of
the
money
we
have,
there
was
one
thing
about
the
the
budget
that
you
or
your
fellow
Community
connectors
could
change.
P
W
W
Are
needing
a
little
bit
of
a
time
to
adjust
to
the
period
of
being
back
in
the
public
and
now
again
we're
having
more
Health
scares,
especially
right
after
by
the
summer
people
going
abroad
and
bringing
back
bugs
of
new
strains
and
such
like
that
to
be
welcome
into
their
home.
Welcome
us
into
their
homes,
The
Strangers,
that
mental
health
component.
It's
it's
really
important
it
it.
That
would
be
like
the
top
priority
for
us,
and
that
goes
across
all
racial
barriers.
W
Educational
levels
like
everything
like
most
people
need
to
be
mentally
stable,
so
they
can
hold
down
the
job.
So
they
can
keep
the
house
that
you
build
for
them,
so
they
can
participate
in
the
Parks
and
Rec
services,
so
their
kids
can
go
out
and
play
sports
so
that
mental
health
piece
I
think
is
real
crucial.
V
And
then,
what
I'd
like
to
amplify
around
what
Jamal
said
is
is
community
is
putting
an
additional
focus
on
community-based
Mental
Health,
so
that
things
like
the
I
can't
remember
what
it's
called,
but
the
equity
detox
training,
that's
community
members
for
community
members
and
by
community
members,
so
moving
from
a
top-down
model
to
continuing
to
support
and
invest
in
resilience
within
and
just
like,
Jamal
said
across
all
communities.
V
And
then,
in
addition
to
that-
and
this
is
I-
don't
want
to
land
myself
in
hot
water,
but
a
a
and
I,
don't
know
the
right
word,
but
an
adjustment
or
a
change
in
how
Boulder
administers
its
mental
health
support
financially
and
otherwise,
because
we're
not
a
small
town
anymore
and
the
system
that's
in
place
worked
great
when
we
were
and
now
it's
if
I'm
going
to
speak
really
bluntly,
they
do
excellent
work
and
it's
not
up
to
the
task
because
of
the
current
structure
and
constraints
to
meet
the
actual
needs
of
the
community,
and
that
can
be
one
example,
is
going
to
be
a
lack
of
enough
multilingual
Multicultural
therapists
that
are
available
I
mean
that's
just
a
really
simple,
straightforward.
V
P
Really
did
I
really
appreciate
both
of
you
answering
that
question
and
I
appreciate
your
candor
and
conspiracy
on
that.
That's
really
helpful
because
over
the
next
few
weeks
we'll
be
talking
about
potential
adjustments
to
the
budget.
So
it's
really
helpful
for
us
to
know
what
things
you
think
we
might
adjust
in
this
budget
if
we
can
and
I
see
that
Aaron
and
and
Nicole
have
a
question
so
I'm
going
to
yield
the
floor
to
them,
but
thank
you
so
much
for
all
the
hard
work
you've
done
over
the
last
several
months.
Thank.
B
I
What
I
just
have
to
offer
a
quick
enormous,
thank
you,
Jamal
and
Lenora
for
the
extraordinary
work
that
you
and
the
rest
of
the
connectors
did
on
this
and
just
wanted
to
just
point
out
and
appreciate
how
you
got
in
early.
You
did
the
community
engagement.
You
gave
the
feedback,
it
went
to
the
directors
before
things
were
baked
and
then
that
feedback
made
its
way
into
the
actual
budget
and
then
I
loved
how
you
showed
that
thread
going
all
the
way
through
to
now.
Here's
how
it
made
a
difference
in
the
budget.
I
W
We
can't
wait
to
go
back
to
our
communities
and
share
with
them
that
their
input
actually
moved
the
needle,
because
a
lot
of
their
concerns
were
that
their
input
is
that
no
one
cares
yeah
and
so
to
show
them
that
there
is
some
care
in
Boulder.
That
I
think
that'll
go
over
tremendously.
Well,
especially
with
our
immigrant
communities
and
such
like
that.
V
V
We
have
no
benefits
I'm,
not
asking
to
not
be
contractors
I'm
not
asking
to
get
benefits.
I
want
to
be
super
clear
about
that.
As
Jamal
said,
this
is
emotionally
really
hard
work
and
we
we
get
secondary
tertiary.
Whatever
is
the
numbers
after
fourth
and
fifth
level,
the
trauma
that
we
need
to
hear
to
do
our
job
and
we
get
our
stipend
and
that's
it
so
I.
We
want
to
continue
with
this
work.
It
is
incredibly
important
to
us.
H
Thank
you,
I
just
wanted
to
address
that
point
when
I
just
really
appreciate
that
Jamal.
Thank
you
also
for
gracing.
It
I
think
it
is
really
important
for
us
to
keep
that
in
mind
that
it's
not
just
the
hours
you
spend
working.
It's
the
ways
that
you
need
to
take
care
of
yourself.
Q
H
You
and
Lenora,
can
you
hear
me
now?
Okay,
but
yeah?
Just
you
know
noting
noting
that
there's
a
lot
of
work
that
you
all
are
doing
afterwards
to
take
care
of
yourselves,
your
communities
and
everything
as
well.
It's
not
just
the
time
that
you
are
spending
in
these
meetings
and
Outreach
events.
So
thank
you.
Thank
you
for
spotlighting.
That
and
I
also
just
wanted
to
thank
you
for
participating
in
this
process
and
giving
so
much
time
of
yours
and
your
communities
to
to
give
us
this
feedback.
H
In
my
opinion,
this
budgeting
work
that
we're
doing
over
the
last
couple
of
years.
That
will
continue
for
a
few
more
years
to
go.
Is
some
of
the
most
transformational
work
that
we
will
do
as
a
city
this
century
and
the
fact
that
you
all
are
participating
in
this
way,
giving
us
this
feedback
I
know
it's
not
just
a
one
and
done
you
know.
Hopefully
this
is
something
we
can
continue
doing
from
year
to
year
and
and
I
just
I
just
want
to
acknowledge
that
as
well.
H
It
is
transformational
work
and
it
would
not
be
as
transformational
without
the
work
that
you
are
doing
so.
Thank
you
deeply.
Thank
you
so
much
what
I
was
wondering
and
I
think
this
speaks
to
the
amount
of
work
that
you
already
do.
You
know
our
process,
we'll
talk
about
it.
H
A
little
bit
later,
we
are
going
to
have
a
couple
of
weeks
to
give
some
feedback
to
talk
with
staff,
about
ways
that
you
know
we
may
or
may
not
want
to
change
anything
that
is
in
the
budget
and
I
am
just
curious.
If
there
is
a
already
some
planned,
a
planned
role
for
you
all
in
that
part
of
the
process.
If
there
is
any
way
of
getting
some
feedback
on
any
changes,
we
may
propose
in
this
budget
I.
H
You
know
I'm
thinking
about
some
other
ideas
around
that
like
we
have
to
state
which
of
the
connectors
you
know
priorities
is.
This
is
touching
on
as
we're
talking
about
changes.
We're
talking
about.
You
know,
adding
or
removing
things,
but
I
was
just
wondering
you
know,
as
we
get
go
toward
a
public
hearing.
Will
we
hear
from
you
all
again.
Y
And
I
Ryan
Hansen
here
a
community
agent
manager.
Let
me
see
if
I
can
bring
myself
over
here.
Thank
you
appreciate
the
the
question.
Thank
you
and
you
know
I
think
we
would
have
to
chat
with
the
whole
team
to
make
sure
that
you
know
that
the
scope
of
what
we're
looking
at
was
that's
reasonable,
but
you
know
I
think
the
the
team
would
be
open
to
exploring
what
that
may
look
like.
So
we
can.
C
Can
I
just
add
two
and
I
I
know
I.
Think
Mark
was
probably
gonna
chime
in
at
some
point,
I
appreciate
it
I
think
those
kind
of
suggestions.
Every
year
we
will
get
stronger
I
want
to
appreciate
Jamal
and
Lenoir
for
your
support,
as
we
have
been
moving
forward.
We
hear
that
and
want
to
assure
both
you
and
Council
that
we
plan
to
continue
this
right.
Our
goal
is
to
continue
to
hear
from
our
community
and
find
better
ways.
C
Learn
from
this
experience
expand
as
we
can
and
so
know
that
we
remain
committed
to
that,
because
it
is
so
vital.
H
Just
one
kind
of
related
question:
I,
don't
know
Maria.
This
is
for
you
or
for
connectors
or
for
finance
team
around
this.
When
we
think
about
doing
the
adjustments
to
base
and
budget
adjustments.
Is
that
a
place
where
you
see
some
feedback
as
well
or
you
know
looking
forward?
Are
we
really
just
talking
about
kind
of
the
main
budget
budgeting
process
that
would
involve
continued
connector
feedback,
yeah
yeah.
V
S
I'll
start
and
happy
to
hand
it
over
Lenora
I
I
think
we're
open
to
ways
that
we
can
be
effective
and
I
think
one
of
the
reasons
why
we
tried
to
focus
on
the
early
window
in
March
and
April
and
May
was.
That
is
the
time
where
we're
really
developing
priorities
developing
the
budget.
It
starts
so
early
in
the
calendar
year
and
so
I
think
that's
where
input
can
be
most
effective
as
we're
kind
of
nearing
those
decision
points
with
adjustments
or
the
annual
budget.
S
You
know
that's
when
we
we
really
get
into
the
you
know
around
the
edges
right
we're
making
changes
where
we
have
the
structure
of
the
budget
kind
of
in
place.
So
just
with
that
caveat
in
mind,
I
mean
we
are
certainly
open
to
expanding
our
partnership
and
making
sure
that
we're
hearing
from
Community
throughout
our
budget
decisions.
V
V
We
and
you'll
notice
in
our
language
we
use
the
we
all
the
time
we're
before
you
today,
but
we
are
representing
the
voices
of
our
entirety
and
in
terms
of
the
refining
of
the
budget.
I
would
okay,
don't
use
salty
language
on
film
Lenora
I
would
say,
I
think
that
that
would
be
incredibly
important
because
that's
going
to
be
the
ultimate
manifestation
and
reflection
of
this
entire
process.
V
B
I
see
another
hand,
was
there
anything
else
you
had
Nicole,
okay,
you're
done.
Thank
you,
okay,
so
I'm
gonna
jump
in
so
I
guess.
I
was
just
wondering.
If
there's
anything,
you
would
ask
from
us
to
help
ensure
that
we
are
getting
the
most
out
of
this
process.
You
know
I
hear,
and
it
resonates
with
me
that
you
know
the
I
appreciate
that
we're
going
through
this
and
the
effort
and
everything
going
into
it.
So
just
if
you
have
any
recommendations
for
either
as
we
continue
through
this
or
in
future
years.
V
Or
do
you
think
that
the
the
right
that
we're
on
the
right
path
and
continuing
in
in
that
process,
as
the
city
manager
mentioned
earlier,
that
this
is
going
to
be
ongoing?
It's
going
to
be
refined,
it's
going
to
get
stronger
and
better
every
year
and
I.
Would
you
know
when
we're
talking
about
budget
and
again?
This
is
strictly
I
right
now
answering
this
question.
V
This
is
not
the
we
of
the
team,
but
but
consider
finding
or
allowing
us
to
find
I,
don't
even
know
the
right
way
to
language
it
ongoing
support
and
personal
development,
because.
V
Jamal
said-
and
we
will
all
say
this-
it
is
incredibly
hard
emotional
work
what
we
do
and
we
do
it,
so
you
don't
have
to
as
part
of
it
so
finding
ways
to
continue
to
support
us
to
support
our
capacity
building,
to
support
our
professional
development.
W
I
would
love
to
have
you
guys,
or
at
least
one
of
we
spoke
about
this
Setter.
We
had
like
a
little
party
get
together
in
North
Boulder,
and
we
would
like
to
see
you
all
in
one
of
our
meetings
like
like.
W
W
W
And
leaders
in
our
communities
like
so
we
would
like
you
to
get
to
know
that
about
us
more
than
just
like
spilling
off
some
data.
In
about
six
minutes.
You
know
like
to
understand
like
where
we
see
things
how
we
and
where
we
see
things
going,
because
we
got
to
touch
on
a
little
bit
of
like
the
past
and
a
little
bit
of
what
we
want
in
the
future.
But,
like
the
dreams
of
the
community,
is
I,
think
relevant
for
your
jobs
and
I.
W
Think
you
should
really
take
a
part
of
that
and
I've
been
doing
it
for
a
little
over
a
little
about
a
year
and
I
haven't
I,
mean
I,
know
most
of
you
personally,
but
I
haven't
seen
you
in
the
meetings
and
so
I
would
love
to
see
you
guys
there.
That's
I,
think
that
would
help
out
us
because
I
think
the
just
coming
into
the
city.
Council
meetings
is
a
little
bit
more
formal
and
and
we
try
to
be
on
our
best
behavior
and
sometimes
it's
a
little
tough.
W
But
we
would
like
to
see
you
guys
where
it's
a
little
bit
more
relaxed
and
we
can
actually
have
a
little
bit
of
fat
chewing.
V
We
have
some
very
heated
discussions
from
very
different
perspectives
and
even
opposing
perspectives
and
I
think
that
it's
really
important
to
understand
that
as
well.
And
that's
one
thing
that
if
you
want
at
a
time,
started
to
come
and
spend
a
half
an
hour
with
us
would
start
to
have.
K
The
headphones
failed,
gotta
keep
quiet,
because
my
daughter
sleeps
above
my
office,
so
hopefully
she's
already
asleep,
I
I.
First,
just
thanks.
Jamal
and
thanks
Lenora
I
mean
I
I.
Think
we've
also
everyone
who's
come
before
us
sort
of
just
said.
K
It
wasn't
quite
ready
for
prime
time
about
creating
our
own
smaller
scale,
behavioral
health
tax
and
so
I'm
wondering
if
that's
something
that
that
would
be
that
we
could
bring
perhaps
to
all
the
community
connectors
to
have
a
discussion
on
as
to
how
we
go
about
again.
K
It
won't
be
the
scale
of
what
the
county
could
do,
but
it's
better
than
nothing,
and
it
starts
to
at
least
take
some
bites
out
of
the
challenges
that
everyone
faces,
as
Jamal
pointed
out
coming
out
of
covet
and
just
all
those
traumas
that
sort
of
compound
on
each
other
so
just
wanted
to
throw
that
out
there
and
ask
if
that's
something
you'd
be
interested
in
working
with
some
of
us
on
and
see.
K
W
K
That's
perfect
man.
W
I
think
that's
exactly
what
my
invite
was
about,
so
my
invite
was
definitely
about
what
the
city
can
bring
to
the
table
for
the
community
connectors
and
what
vice
versa,
so
that'd
be
perfect.
I
think
that's
exactly
the
the
route
we
need
to
take
on
this
and
little
by
little
he'll
buy.
You
know,
heal
a
little
by
little
and
go
back
out
there
and
receive
your
thousand
no's
and
and
I'm
sure
you
guys,
you
guys
know
the
same.
You
know
the
drill
like
it's.
You
go
out
the
community.
W
You
go
into
the
community,
you
think
you're
gonna
have
a
good
time,
but
everybody
bashes
you
about
everything,
you're
not
doing
right
and
what
they
could
be
doing
better
and
and
your
shirt
color
is
stupid
and
you're.
You
know
and
all
that
stuff
you
know
so
I
I
totally
I
get
it
yeah.
So
that'd
be
great.
W
Of
help,
Mental
Health
concerned
from
the
city
would
be
great,
and
a
little
bit
from
the
county
would
be
great
and
like
so
when
we
go
out
there
and
we
knock
on
those
doors
and
we're
like
hey.
This
is
what
we're
proposing.
This
is
what
the
city's
proposing
it's.
W
You
about
this
because
our
job
is
to
teach
our
community
how
to
advocate
for
themselves
and
so
and
sometimes
that
just
comes
out
as
really
passionate
speech
and
we
have
to
discern
whether
it's
love
or
hate
or
a
little
bit
of
both
and
and
we're
standing
there
naked.
You
know
like
we
don't
have
you
know,
there's
no
police
officer
with
us,
there's
no
there's
none
of
that
like
we
just
sit
there
in
our
space
and
we
we
take
it,
and
sometimes
it's
sometimes
really
hard
to
take.
W
Yeah
we
would
love
to
have
like
I
said,
invite
you
guys
to
one
of
our
Friday
meetings
for
half
hour
or
so,
and
you
kind
of
go
over
some
of
that
stuff
go
with
what
that
plan
would
look
like
or
what
we
would
ask
from
you,
because
you
know
we
are
dealing
with
community
members
in
communities
that
have
their
own
trauma
and
trying
to
fix
trauma
in
the
community.
So
that's
you
know
it's
a
really
tough
spell.
C
Yeah,
council
members
just
to
know
if,
if
you
would
and
I
apologize
for
saying
in
but
I
love
this
conversation
and
what
I'm
hearing
is
a
great
interest
to
do
some
one-on-ones
and
know
that
we
will
take
that
back
and
actually
try
to
schedule
those
because
I
know
just
like
council
member
Benjamin.
There
are
probably
other
council
members
that
have
a
particular
priority
area.
So
we're
hearing
that
we
love
that
invitation
to
mall
and
we
will
figure
out
internally
how
to
make
that
happen
and
extend
that
invite.
So
just
love
that
excellent.
V
And
I
just
want
to
address
council
member
Benjamin's
question
is
that
what
you're
suggesting
is
exactly
aligned
with
what
the
community
has
requested?
So,
yes,
please.
K
Well
well,
I
appreciate
that,
and
you
know
those
of
us
that
will
be
on
the
next
Council
and
certainly
before
we
would
love
to
have
those
conversations
and
see
how
we
can
bridge
that
Gap
and
because
that's
an
important
one
to
do
so,
thanks
for
daylighting
that
and
showing
the
importance
of
it,
and
we
want
to
work
with
you
on
that.
So
look
forward
to
seeing
you
guys
on
a
Friday.
A
V
X
I
have
a
few
questions
for
you.
First
of
all,
as
you're
speaking,
some
of
the
things
that
you've
said
have
reminded
me
that
the
parks
department,
because
I
was
on
the
parks
and
rec
board
prior
to
city
council,
does
get
involved
in
some
of
these
things.
I
know
they
are
really
heavily
focused
on
helping
Youth
and
helping
in
some
of
the
communities
that
we
we
don't
hear
from
as
much
as
we
should.
So.
X
X
Has
a
super
constrained
budget
and
I
think
that
that
could
really
if
they
had
an
adjustment
to
base
I'm
thinking
already
the
adjustment
to
base
if
they
had
a
larger
budget,
especially
where
we
can
add
things
like
Youth
Sports,
which
you
discussed,
and
you
know
other
things
that
can
lift
the
mood
you
know
for
mental
health
and
such
especially
loneliness
is
such
a
big
problem
in
our
world
and
our
country
and
in
our
community
I.
Think
that
could
have
a
big
effect.
X
So
I'm
wondering
have
you:
are
you
involved
with
the
parks
department
already?
Have
you
discussed
anything
with
them?
Is
that
something
that
you're
interested
in
doing,
or
it's
already
happening.
W
W
In
that
vein,
but
as
we
dug
deep
into
the
the
conversation
about
that,
there
is
there's
some
more
work
to
do
around
that
like
and
it's
tough.
You
know
because
it's
all
about
dollars
and
cents,
but
if
there's
could
be
some
Partnerships
between
other.
AA
W
There's
a
lot
of
Spanish-speaking
youth
that
are
going
to
be
involved
in
soccer
so
and
then
there's
not
enough
funds
for
them
to
go
every
day.
So
it's
like
you
go
to
a
camp
once
a
week
and
that's
just
not
enough
for
kids
that.
W
W
The
rec
centers
things
exist,
I'm
just
thinking
if
we
could
alleviate
some
of
the
responsibility
of
parks
and
recs
and
put
it
on
an
existing,
an
established,
a
Community
member
like
kicked
a
bill,
then
the
Spanish
Community
or
the
Spanish
speaking
Community
can
join
them
and
play
soccer
multiple
times
a
week
versus
once
a
week
and
I
think
that'll
alleviate
some
time
for
parents
and
mental
health
and
all
the
rest
of
that.
So
much
so
I
think
yeah.
W
There
are
some
things
that
we
could
do
further
with
existing
part
of
Partnerships
that
probably
don't
exist
or
do
exist.
I
have
no
idea,
but
I
think
there's
been
a
ton
of
requests
for
more
youth
activities,
things
that
are
just
not
keeping
them
in
the
in
their
areas.
So
I,
don't
know.
If
you
understand
this,
but
you've
read,
you
rarely
see
people
outside
of
their
communities
because
there's
nothing
for
them
to
do
outside
of
their
communities.
W
So
like
say,
if
you're
in
a
mobile
home,
Community
you're
going
to
stay
around
your
mobile
home
community
and
not
really
Venture
off
into
other
parts
of
the
community,
unless
there's
an
activity
for
you
to
go
out
there
and
do
such
and
that
activity
has
to
be
welcoming.
So
you
can't
have
a
bunch
of
non-spanish-speaking
people
or
non-immigrant
people.
If
you
want
to
broaden
a
little
bit
more
to
being
in
a
and
like
an
activity
and
expecting
these
folks
to
come
and
join
that
there's
a
little
bit
of
there.
W
Right
so
they're
a
little
bit
shy.
W
Say:
yes,
yes,
yes,
but
when
it's
time
to
come
to
it,
the
anxiety
effects
of
all
that,
because
how
people
are
perceived
in
this
town
is
really
different
than
what
we
say
in
this
town.
So
we
say
we
want
inclusivity.
We
say
we
want
equality
and
I
think
that
the
terms
don't
translate
into
the
actions.
And
so
when
the
when
said,
Community
goes
out
of
their
Community,
they
they're
they're
met
with
all
this
anxiety
and
around.
W
W
More
marriages
between
stuff
that
already
exists
in
the
community
that's
happening,
so
you
don't
have
to
recreate
the
wheel
and
the
professionalism
and
the
know-how
from
the
city
and
parks
and
recs.
So
I
I
and
that's
again.
W
AA
X
Know
no
I
I
think
Nuri
is
right,
I
mean
each
one
of
our
us
council.
Members
probably
has
one
or
two
things
that
is,
you
know
heavily
on
our
minds.
After
listening
to
you
speak
and
those
Friday
night
and
slash
party
opportunities
would
be
a
great,
really
I'm.
Looking
forward
to
doing
that,
I'm
very
excited.
We.
C
Will
be
sure
to
make
that
happen.
This
is
such
an
exciting
conversation.
As
we
talk
about
budget
I
know
that
parks
and
Communications
and
others
in
the
city
have
been
talking
a
lot
about
the
child
friendly
initiative
that
we're
doing
we've
got
some
monies
from
some
of
those
Bronco
franchise
money.
So
we
will
be
having
more
conversations
just
about
that
in
the
future,
because
we've
got
a
bit
of
some
future
spending
to
do
that
is
focused
just
on
youth
activity.
C
W
And
we
also
extend
that
to
everyone
that
works
in
the
city
like
if
you
have
a
you
know,
you
work
in
the
city
and
you
really
want
to
dive
into
the
community
and
see
what
they
feel
like
see.
What
is
really
resonating
with
them
and
what's
not
resonating
that
you're
already
offering
no
one
is
trying
to
give
you
an
opinion
like
really
it's
really
easy
to
get
that
information
out,
but,
like
I,
said
one
at
a.
AA
W
V
V
V
Q
V
Acknowledgment
and
the
need-
and
we
understand
we
understand,
especially
the
community
connectors
after
all
this
seven
months
of
process
that
we've
gone
through
with
the
budget
budget
constraints
and
and
to
me
almost
every
program,
every
department
is
woefully
underfunded.
You
know
my
personal
passion
project
is
the
fire
department,
so.
V
Manhoods
with
different
organizations,
another
way
to
think
of
it
is
desilenization,
and
so
the
more
cross-pollination
and
the
stronger
now
I'm
losing
my
words.
It's
been
a
while,
and
my
brain
is
tired.
I'm
sure
yours
and
two
are
all
as
well,
but
that
just
to
continue
to
think
creatively
and
more
think
of
it
as
weaving
and
how
are
all
these
different
strands
that
we
could
pull
together
for
the
betterment
of
every
person
that
lives
in
Boulder?
V
W
Last
thing
I
want
to
say
to
you
is
when
you
do
come
to
us.
Please:
research,
your
verbiage,
oh
my
God,
yeah,
that
that's
a
really
big
thing.
I,
don't
know
you
ever
get
expressed
by
that,
but,
like
a
lot
of
the
verbiage
that
you
speak
every
day,
is
sometimes
abrasive
to
the
communities
you're,
trying
to
reach
and
and
that
language
that
you
speak
in,
your
Silo
may
be
okay,
but
when
you
come
into
the
rest
of
the
community,
it's
not
okay.
W
Like
a
quick
example,
we
got.
We
got
ties
into
like
the
historical
district
and
trying
to
put
the
the
Civic
Park
or
the
city
park
into
an
historical
thing,
and
then
it
came
with
the
language
of
beautification
and
we
have
a
Community
Connector
that
has
direct
lineage
to
that
land
and
and
so
what
you
with
just.
W
W
There
before
the
park-
and
so
you
know
that
that
insinuated
that
what
they
were
doing
before
was
not
beautiful,
and
so
it
really
it
advocated
her
from
that
she
had
to
leave
the
meeting
because
it
just
it
didn't,
resonate
with
her
very
well
and
so
like
I.
Really,
it's
really
important
that
you
research,
your
language,
like
it's.
W
What
you
want
but
like
if
it
comes
up
like
it's
the
language
that
it's
hard
to
get
around,
sometimes
especially
be
when
you're
dealing
with
like
the
native
population
and
and
other
I
guess
yeah
other
overlooked
communities
here
in
Boulder,
and
so
like
just
simple
words
like
you,
you
think
the
word
beautiful.
Just
as
a
great
word.
It's
it's
a
it's
a
it's!
A
warm
feeling
word,
but
sometimes
it's
not
and
so
I
would
I.
Would
when
you
come
I.
W
W
W
Please,
please
know
what
you're
saying
like
it
it
just
it
just
takes
the
meeting
in
a
whole
different
direction,
and
and
then
we
have
to
apologize
for
what
we
say
to
somebody,
because
they
get
their
feelings,
hurt
because
we're
listening
to
our
community
we're
deep
into
our
community,
and
we
understand
what
the
community
really
is.
Looking
for
from
you
all
and
so
like
when
you
come
with
what
you
think
is
not
a
speech
and
it
winds
up
being
hate
speech.
It's
just
not
helpful
for
our
meetings.
W
V
C
I
I
appreciate
it
and
know
that
we
will
follow
up
on
that
and
we
are
and
I
just
appreciate,
Jamal
you're
bringing
up
language
is
important.
It
it's
just
as
important
to
know
intent
and
impact
as
we
move
forward.
C
It
is
why
perhaps
tonight
you're
still
going
to
hear
us
refer
to
things
like
Master
plans,
but
know
that
we
know
that
that
is
a
trueing
word,
and
that
is
not
a
word
that
we
want
to
move
forward
and
are
working
actually
to
shift
that
word
as
we
move
forward
and
so
like
that,
we
will
continue
ourselves
to
dive
deeper
into
the
equity
work
and
we
have
continued
lessons
to
learn
as
we
are
thinking
about
it.
W
B
S
All
right
thanks,
Lauren
and
thanks
again
Jamal
and
Lenora
awesome
discussion
and
we'll
touch
on
a
few
things
here,
maybe
a
little
quicker
through
these
next
slides.
But
a
lot
of
the
stuff
that
was
mentioned
is
is
in
at
least
in
part
many
of
the
Investments
within
the
2024
budget.
So
we'll
run
through
these
as
quick
as
we
can
and
get
to
some
more
questions
hand
it
back
over
to
Charlotte.
U
All
right,
thanks
Mark,
so
looking
at
the
first
High
Life
of
investment
included
in
the
2024
budget,
is
a
total
of
2.7
million
for
Behavioral
Health
response.
This
includes
both
the
care
and
the
cert
teams,
which
are
alternative.
Co-Response
programs
that
focus
on
responding
to
dispatch
calls
that
might
be
better
served
through
an
alternative
response
with
health
care
and
Social
Service
Professionals
in
the
2023
approved
budget
city
council
approved
one-time
funding
from
the
general
fund
of
965
000
to
support
the
care
pilot
program
and
recognizing
the
importance
of
these
efforts
in
Behavioral
Health
response.
U
The
CARE
program
was
established
as
an
ongoing
program.
Mid-Year
in
2023
with
permanent
staff
of
Peace
managers,
clinicians
and
paramedics.
A
total
of
1.32
million
was
included
in
the
2024
base
budget
with
these
mid-year
adjustments
that
we
prefer
formed
this
year
for
The
CARE
program
and
in
included
in
the
2024
budget
for
additional
new
investment
is
a
total
of
774
000
for
additional
funding
to
support
items
such
as
staff
training,
Partnerships
with
community-based
mental
health
providers
and
equipment
for
case
managers
and
clinicians
and
paramedic
PPE
and
supplies
for
emergency
vehicles.
U
AB
U
The
affordable
housing
on
one
slide
back
so
the
affordable
housing
is
a
key
theme
in
in
the
2024
budget.
We
have
a
total
investment
of
31.8
million,
with
key
projects
supported
by
several
front.
Several
funds
across
the
general
fund,
governmental
Capital
fund
and
affordable
housing
fund,
there's
a
total
of
13.1
million
that
will
support
affordable
housing
projects
in
2024.
That
includes
the
Ponderosa
stabilization
project,
as
I
mentioned
previously,
The
Hilltop,
Senior,
Living
Center
and
diagonal
Plaza
Grace
Commons
among
other
housing
projects
in
the
affordable
housing
pipeline.
U
There's
a
total
of
18.3
million
included
in
the
2024
budget
for
the
Alpine
Balsam
Balsam
development.
This
will
help
to
support
the
Western
City
Campus
at
Alpine
Balsam
in
2024.
It'll
specifically
help
support
funding
for
the
horizontal
infrastructure
for
the
future
campus,
as
well
as
affordable
housing,
development
for
144
or
planned,
affordable
units
at
that
site
and
we're
working
with
Boulder
housing
partners
for
this
development
and
and
plan
to
be
reimbursed
for
a
portion
of
this
cost.
U
Additionally,
there's
a
total
of
450
000
included
in
the
2024
budget.
Included
in
this
is
a
137
000
increase
ongoing
increase
to
help
support
the
keep
families
House
program
administered
by
the
emergency
family
assistance,
association
or
effa.
There's
a
total
of
1.1
million,
with
a
100
000
increase
in
the
2024
budget
for
funding
for
permanently
supportive
housing
vouchers
to
help
with
to
help
fund
48,
local
psh
vouchers
for
rental
assistance
and
services.
U
Also
included
in
the
2024
budget
is
funding
to
support
Human
Services
supplemental
basic
needs,
as
well
as
Community
grant
funding.
There
is
a
total
of
4.2
million
included
in
the
2024
budget,
with
a
415
000
increase,
as
I
mentioned
previously,
to
help
support
community
members
with
health
disparities.
This
will
be
administered
within
the
Health
Equity
funding,
supported
by
the
housing
and
Human
Services
Department.
U
There's
a
total
of
81
000
included
in
the
2024
budget,
with
a
25
000
increase
for
community
events
to
raise
awareness
of
civil
rights,
human
rights
and
Equity
issues,
and
this
will
be
supported
by
our
human
relations
office.
There's
a
total
of
567
000
with
a
25
000
increase
for
home
repairs
and
improvements
for
manufactured
home
communities.
U
Looking
at
Community
Wildfire
resilience
that
is
included
in
the
2024
budget.
This
slide
specifically
focuses
on
the
1.5
million
portion
of
the
climate
tax
and
we
know
that
there
is
work
across
the
city
that
is
performed
by
various
departments.
So
this
1.5
million
is
not
reflective
of
the
comprehensive
efforts
in
the
in
the
entirety
of
the
budget
number
but
I'm,
focusing
here
on
the
climate
tax
portion
of
the
Wildfire
resilience
efforts.
U
The
this
climate
taxes
passed
by
voters
last
fall
and
is
a
total
of
1.5
million
to
support,
wildfire,
wildfire
resilience.
Efforts
included
in
the
2024
budget,
that
is
new,
is
implementation
of
the
community
Wildfire
protection
plan
or
the
cwpp.
That's
a
total
of
456
000.
Examples
of
implementation
of
the
cwpp
include
fuels,
reduction,
home
structure,
hardening
and
Community,
Education
and
Outreach,
and
really
the
focus
here
for
the
cwpp
is
Wildland
focusing
on
the
Wild
and
urban
interface
area.
U
In
addition,
there
is
a
new
program
that
I
touched
on
previously,
that
is
included
in
the
2024
budget,
and
this
is
the
community
Wildfire
mitigation
grants
program,
and
this
will
help
to
support
the
resiliency
of
community
members
with
a
total
of
682
planned
Investments
of
Grants
to
help
provide
direct
support
for
Boulder
residents
looking
to
mitigate
fire
risk
and
I
will
toss
it
off
to
our
other
principal
budget.
Analyst
Sarah
Hancock.
T
Thanks
Charlotte,
another
key
theme
in
every
budget
process
are
continued
investments
in
our
city,
employees.
This
represents
a
new
investment
of
8.3
million
million
and
there's
three
key
areas.
Where
we're
seeing
this
funding
needing
to
go.
One
includes
our
living
wage
increases.
We
have
a
budgeted
increase
of
489
000
to
support
living
wage
increases
for
City
staff
and
service
contractors.
This
adjustment
will
increase
wages
to
22.44
cents
per
hour
for
all
impacted
City
staff
and
contractors,
with
an
estimated
121
City
staff
and
six
current
service
contractors.
That
would
be
impacted.
T
The
second
are
our
updated
collective
bargaining
agreements.
This
year,
the
city
finalized
three
collective
bargaining
agreements
with
the
International
Association
of
firefighters,
the
Boulder
Police
Officers
Association,
and
the
boulder
Municipal
Employees
Association
increases
include
our
wage
increases
market
rate
increases
and
stipend
allowance
adjustments
and
then,
finally,
our
non-union
Merit
increases
is
an
increase
that
represents
our
standard
yearly
base
cost
driver,
that's
included
in
our
annual
budget,
and
this
year
the
increase
is
4.2
million
across
all
funds,
with
1.7
million
in
the
general
fund,
as
an
impact
and
I'll
hand
it
to
mark.
S
All
right,
I'll
talk
briefly
about
safe
and
manage
public
spaces.
This
budget
includes
an
investment
of
3
million
overall
2.4
in
the
general
fund.
What
this
budget
proposes
is
to
continue
ongoing
funding
for
the
additional
encampment
management
team.
It
was
that
was
added
in
the
2023
budget
and
then
extend
one-time
portions
of
the
of
the
program
for
ambassadors
and
urban
park
rangers.
There's
a
correction
from
the
memo
the
it's
820
000
for
for
three
to
extend
with
one-time
funding
through
2024..
S
The
goal
is
to
continue
to
analyze
these
aspects
of
the
program,
look
at
the
data
and
make
a
recommendation
on
the
permanence
of
the
aspects
of
this
program
for
the
2025
budget.
S
Also
note
Financial
strategy
committee
did
receive
a
request
from
downtown
their
partnership,
which
operates
the
ambassador
program
to
add
an
additional
103
000
dollars
to
the
program
we
did
visit
with
the
downtown
management
commission
this
week,
which
did
support
the
recommended
budget
of
splitting
the
the
ambassador
program
in
2024,
one-third
in
the
general
fund,
two-thirds
in
the
Central
Area
General
improvement
district
fund,
which
is
different
from
how
we
previously
funded
it
used
to
be
a
hundred
percent.
S
In
the
general
fund,
they
also
recommended
the
additional
103
000
to
come
from
cajid
as
well.
That
is
not
currently
in
the
recommended
budget,
so
that
would
have
to
be
added
in
to
the
budget
before
first
reading
and
we'll
talk
a
little
bit
about
the
process
for
that
before
we
close
out
this
evening
and
with
that
I'm
going
to
hand
it
over
to
Rafael
who
will
talk
about
our
CIP.
AC
Thank
you
Mark
good
evening
Council.
AC
The
most
recent
estimates
have
the
project
estimated
at
a
cost
of
about
168
million,
comprised
of
18
18.3
million
for
horizontal
infrastructure,
flood
mitigation
and
permanent
design
costs
for
the
site
which
are
expected
to
be
incurred
in
2024,
as
Charlotte
mentions.
Briefly,
this
is
to
benefit
the
site
as
a
whole,
which
includes
the
portion
of
the
site,
which
will
contain
low-income
housing
being
managed
by
Boulder
housing,
Partners,
it's
being
recommended
to
cash
Finance.
AC
This
amount
in
2024,
which
is
made
up
of
5.6
million
that
was
transferred
to
gov
cap
from
the
general
fund
in
the
first
adjustment
to
base
earlier
this
year,
an
additional
8
million
general
fund
transfer
to
gov
cap
in
2024,
with
the
remainder
of
the
that
amount
to
be
covered
by
existing
gov
Cap
Fund
balance.
As
we
move
forward
with
the
project,
we
will
certainly
want
to
identify
and
transfer
additional
one-time
sources
to
replenish
fund
balance
and
work
to
drive
a
total
required
borrowing
down
for
the
remaining
Capital
Construction
costs
associated
with
the
project.
AC
The
remaining
150
million
is
programmed
in
2025
facilities
and
Fleet
is
continuing
to
explore
options
for
for
what
public
private
Partnerships
may
look
like
for
the
campus.
The
possibility
of
ring
fencing
savings
from
the
closure
of
older
buildings
that
could
potentially
be
leveraged
to
pay
for
Debt
Service
or
availability
payments
in
the
sale
of
buildings,
which
would
be
Consolidated,
which
could
be
used
to
pay
for
a
portion
of
the
Capital
Construction
costs.
AC
Switching
gears
over
to
the
ccrs
fund.
Since
a
voter
renewal
of
the
0.3
percent
Community
culture
resilience
and
safety
tax
in
Fall
2021.
These
dedicated
sales
tax
revenues
have
supported
31.5
million
for
several
capital
projects,
most
notably
including
the
the
final
portion
of
funding
for
fire
station
number.
AC
As
they
are
being
paid
by
community
members,
staff
plans
for
ccrs
debt,
issuance
of
about
62
million
in
2026,
leaving
some
flexibility
for
additional
projects
that
could
be
financed
from
the
tax
in
kind
of
near
the
end
of
the
of
the
life
cycle
of
the
tax
in
the
2030s
I'll
go
through
very
quickly
some
of
those
projects
now
that
will
be
funded
out
of
ccrs.
So
first
is
the
continued
planning,
design
and
construction
costs
for
renovations
and
retrofits
needed
at
the
East
Boulder
Community
Center.
AC
This
is
the
single
largest
project
within
ccrs,
programmed
mostly
within
2026
one
of
the
it's
certainly
one
of
the
flagship
ccrs
projects.
It
was
mentioned
in
the
original
ballot
language
and
it
will
cover
a
deep
energy
retrofit
and
renovation
and
infrastructure
upgrades
needed
to
the
facility
in
2024
design.
Work
will
include
robust
Community
engagement
and
energy
assessments
and,
within
the
out
years,
There's
an
opportunity
for
funding
facility
upgrades
to
the
other
recreation
centers
to
address
program
and
infrastructure.
Your
needs
next
is
land
acquisition
and
construction
costs
associated
with
the
replacement
of
both
fire
stations.
AC
Number
two
and
number
four:
a
replacement
of
these
stations
will
provide
more
modernized
emergency
services
to
the
community,
which
promotes
safety
and
resilience
fire
rescue
in
conjunction
with
the
facilities
and
Fleet
Department
are
working
to
determine
which
station
should
be
replaced
first
and
figuring
out
locations.
Both
both
fire
stations
are
estimated
at
about
18
and
a
half
million
dollars
each
with
2024,
focusing
on
the
land
acquisition
for
one
of
the
new
stations
and
these
stations
are
expected
to
be
completed
in
2028
and
2032..
AC
The
next
project
is
schematic
design,
scoping
and
construction
for
phase
two
of
the
Civic
area
project,
which
is
focused
on
activating
the
core
downtown
park
space
reimagining,
the
Civic
area.
You
know
to
be
a
destination
that
serves
as
a
model
for
future
viable
social
spaces
that
are
more
welcoming.
This
is
working
to
fulfill
the
next
phase
of
the
Civic
area
master
plan,
recognizing
that
that
plan
that
uses
an
outdated
term
there.
AC
This
this
funding
in
2024
helps
to
support
some
of
the
initial
community
outreach
and
design
for
the
project,
with
the
bulk
of
the
construction
costs
expected
in
2026
and
2027
and
then
last
but
not
least,
Capital
maintenance
and
Capital
Improvements
along
the
Pearl
Street
Mall,
in
preparation
for
the
50th
anniversary
for
the
mall
happening
in
2027,
which
will
address
Capital
maintenance
and
capital
enhancements.
AC
This
focuses
on
updating
the
play
spaces,
programming
for
art
and
the
redesign
of
key
spaces
to
better
serve
users
and
business
owners,
with
a
focus
on
activating
the
space
and
improving
access
to
the
public
restrooms.
The
CIP
calls
for
the
majority
of
this
to
be
funded
using
using
cajid
funding,
that
is,
the
Central
Area
downtown
improvement
district
fund.
With
about
1.2
million,
that's
recommended
to
be
funded
out
of
the
ccrs
tax
and
then
very
quickly.
AC
Other
notable
capital
projects
and
other
funds
include
the
19th
Street
multimodal
improvements
project
within
the
transportation
fund,
The
Violet
Park
development
project,
which
is
funded
out
of
the
transportation
Fund
in
the
perm
Parks
fund,
improvements
to
East
Boulder,
Community
Park
programmed
out
of
the
perm
parks
and
.25
sales
tax
fund
and
the
Barker
Dam
Outlet
Rehabilitation
project,
which
will
be
funded
out
of
the
utilities.
Water
fund.
T
Okay,
so
now
we're
going
to
go
through
some
of
our
other
operating
Investments
by
goal
area.
I
would
like
to
go
ahead
and
note
before
we
review
each
goal
area.
That
I
will
be
swift,
but
also
these
programs
are
really
representing
highlights
in
each
goal
area
and
they're
not
exhausted,
with
all
our
programs
within
each
goal
area.
T
So
these
are
the
highlights
that
we
thought
were
most
aligned
with
our
key
themes
this
year
and
we
really
wanted
to
share
these
areas
and
what
the
city
plans
to
invest
in
so
first
we
have
environmentally
sustainable
some
key
Investments
we're
making
in
this
area
are
resources
and
stewardship
in
our
osmp
department,
8.4
million
dollars
to
enhance
Boulder's
ecological
Agricultural
and
water
assets.
We
have
4.8
million
dollars
in
our
planning
and
ecological
Services
program
within
Parks
and
Recreation
that
will
manage
the
capital,
planning,
design
and
construction
and
12
historic
and
cultural
resources.
T
In
our
livable
goal
area,
we
have
a
few
key
components:
one
of
the
largest
being
are
29.7
million
dollar
investment
in
community
Investments
of
affordable
housing
and
compliance.
This
investment
is
in
development
projects,
as
well
as
other
Grant
projects
and
programs
related
to
housing,
assistance
and
Human
Services
homelessness,
Services,
which
is
a
program
that
supports
the
unhoused
community,
Through,
the
muni
court
programs,
be
there
and
other
Outreach
providers.
T
We've
already
talked
at
length
about
our
Behavioral
Health
response,
Investments,
which
will
support
our
care
and
co-response
team
of
the
cert
teams
and
our
community
and
mediation
resolution
program
which
invests
in
eviction,
protection
and
rental
assistance
through
the
fris
fund
and
are
accessible
and
connected
goal
area.
We
do
have
investments
in
our
transportation
planning
and
operations,
which
is
increasing
safety
and
connectivity
along
our
City's,
multimodal
Street
Network.
This
includes
investments
in
hop
Transit
skills
and
services
and
transportation,
demand
management
and
programming.
T
In
our
safe
program,
we
include
several
key
components
of
Public
Safety,
including
our
Emergency
Operations
program,
which
is
21.3
million
dollars.
This
program
provides
critical,
Life
Safety
responses
across
the
community
Through
the
Fire
Department.
The
highlights
include
continued
growth
and
implementation
of
our
Advanced
Life
Safety
support,
Emergency,
Medical,
Services,
training,
support
and
training,
and
support
of
the
community,
Assistance
response
team
or
care
team.
T
Also,
we
have
our
Patrol
services
in
here,
which
is
18.8
million
dollars
that
contributes
to
the
safety
of
the
community,
Through,
proactive
and
engaging
policing,
and
this
includes
continued
support
for
Patrol
traffic
enforcement
and
our
neighborhood
impact
team
and
then
utilities.
Oh
sorry,
I
skipped
over
utilities,
maintenance,
but
utilities
maintenance
is
also
a
key
component
of
our
safe
goal
area
and
our
goal
area
of
healthy
and
socially
thriving.
We
have
our
Recreation
and
Parks
operations
at
20.6
million.
T
In
our
responsibly
governed
goal
area,
we
have
our
Fleet
Services
program
at
11.4
million.
This
is
where
we
have
all
of
our
planned
Capital
replacement
for
our
city
vehicles,
and
that
includes
our
transition
to
replacement
of
vehicles
with
all
electric
or
plug-in
hybrid,
whenever
possible,
to
meet
our
climate
goals.
We
have
our
investment
of
9.1
million
in
our
risk
management
program
that
seeks
to
minimize
risk
for
city
employees,
residents,
visitors
and
highlights
include
our
City's
Insurance
programs,
our
workers,
compensation
and
liability
programs.
T
T
And
finally,
economically
vital
gold
area,
this
area
has
three
key
Investments
this
year,
including
economic
vitality
and
District
management
at
2.9
Million.
This
program
is
really
supporting
our
healthy
and
sustainable
local
business,
environment
and
complementary
services
and
programs
within
our
special
General
Improvement
districts.
T
We
have
our
Citywide
economic
Vitality
program,
which
is
also
developing
and
developing,
and
implementing
strategies
through
public
private
Partnerships,
to
also
build
those
healthy
and
resilient
economies,
while
also
can
preserving
our
community's
character
and
quality
of
life
and
then,
finally,
our
taxpayer
services
and
compliance
program,
which
really
seeks
out
to
to
promote
a
fair
and
Equitable
tax
selection
system,
we'll
all
have
also
having
Pro,
proactive
and
responsible
customer
service.
T
So
I
Breeze
through
all
that,
and
would
like
to
reiterate
again
that
that
is
those
are
highlights,
and
our
transparency
portal
does
have
all
of
our
City's
programs
with
lots
of
detail
that
you
can
look
at
and
kind
of
dig
into
and
I
will
pass
it
back
over
to
Mark
to
talk
about
our
next
section.
S
Thanks
Sarah
I
will
bring
us
home,
so
we
always
like
to
point
out
that
as
amazing
as
this
budget
is,
there
are
unfunded
and
underfunded
needs
that
we
must
point
out
and
also
think
about
how
we're
handling
that
for
the
future.
To
give
you
an
idea
of
what
we're
talking
about
when
we
say
unfunded
needs.
The
most
recent
snapshot
we
have
across
the
organization
was
a
part
of
A
needs
assessment
that
we
did
in
January
related
to
the
reallocation
of
of
Library
budget
resources.
S
The
needs
that
were
captured
were
specifically
related
to
general
fund
needs,
so
they
weren't
all-encompassing,
but
they
did
give
us
a
sense
of
what
the
needs
are
across
departments.
We
separated
those
in
four
different
categories:
core
operational
needs
being
the
largest
of
which
over
16
million
others
are
included
there.
S
So
how
do
we
tackle
that,
especially
when
it
does
seem
overwhelming?
We
need
to
continue
to
look
at
our
Master
plans
across
the
board
and
understand
where
we've
made
Investments
and
and
where
we
have
opportunities
to
prioritize,
especially
utilizing
our
budgeting
for
resilience
using
data
to
make
decisions
going
forward
so
that
we
can
even
decide
if
a
program
isn't
meeting
our
goals,
isn't
meeting
our
intended
outcomes
that
we're
able
to
shift
or
realign
those
resources.
A
city-wide
strategic
plan
will
help
us.
With
this.
S
We
will
continue
that
work
with
a
financial
strategy
committee
through
2024.
I,
won't
read
through
all
of
these
pillars,
but
just
to
say
that
long-term
Financial
strategy
is
not
just
budgeting.
Budgeting
is
one
of
those
pillars,
but
there
are
others,
including
looking
at
the
balance
of
sales
to
property
tax.
Looking
at
things
like
dedicated
funding
and
our
approach
to
that
setting
in
in
stone
Reserve
policies
and
looking
at
the
overall
structure
of
our
budgeting
practices.
S
All
of
those
will
work
in
concert
to
make
sure
that
we
are
sustainably
funding
ourselves
going
forward
and
in
a
way
that
best
meets
Community
goals.
S
Okay,
so
last
slide
of
the
evening
is
the
requested
process
for
Council
review.
So
you
all
are
getting
a
lot
of
information
this
evening.
I'm
sure
you
will
have
questions
and
digest
continue
to
digest.
What
first
reading
is
October
5th
the
packet
will
come
to
you,
September
28th.
What
we're
asking
you
to
do
is
propose
changes
to
staff
if
you
have
them
To,
Us
by
September
25th.
S
What
the
financial
strategy
committee
members
recommend
strongly
is
to
reach
out
to
us
to
assist
in
crafting
any
proposed
language,
and
that's
really
to
help
you
make
sure
that
we
know
where
we're
pulling
from
right.
If
we're
increasing
something
ongoing
over
here,
we'll
have
to
have
some
type
of
trade-off
conversation
and
we'll
be
able
to
more
easily
identify
where
you
may
have
some
choices
there.
S
Last
year
we
did
this
over
hotline.
That
was
because
of
a
compressed
timeline.
We
have
an
extra
week
here,
so
the
deadline
is
really
so
that
we're
able
to
summarize
those
changes
and
put
them
in
the
packet
so
that
Community
can
see
what
any
proposed
changes
may
be
to
the
budget.
Our
goal
is
always
to
have
that.
S
First
reading,
even
if
we're
making
changes,
we
have
a
clean
first
reading
on
October
5th,
so
we
can
adopt
a
budget
two
weeks
later,
at
least
that's
the
plan,
and
that
is
the
end
of
the
presentation
appreciate
your
attention
this
evening
and
we
have
many
many
staff
available
for
questions.
H
H
So
what
what
Financial
strategy
is
committee
is
really
really
recommending?
If
there
is
something
you
want
to
add,
say
where
it's
coming
from?
What
what
are?
What
are
we
removing
so
that
we're
really
getting
to
that
Zero
Sum,
so
it
so
as
you're
talking
to
staff
as
you're,
making
those
recommendations
for
any
changes
just
make
sure
that
you've
got
both
of
those
things
in
mind.
So
I'm
happy
to
defer
to
others
for
questions.
I've
got
a
few
Lauren,
but
I
can
I
can
hold
off
for
a
bit
just
wanted
to
get
that
in.
B
O
X
X
Mark,
do
we
have
anything
left
over
over
sorry
about
my
New
York
accent
in
arpa
funds,
and
can
we
use
any
of
that
to
support
our
partnership
with
effa
from
direct
cash
assistance,
I'm
wondering
if
there
would
be
an
opportunity
to
increase
that
was
allotment
for
direct
assistance,
especially
in
regards
to
the
2025
minimum
wage,
push
that
we're
waiting
till
2025?
For
that?
So
that's
my
first
question.
S
Yeah
thanks
Tara,
so
we
do
I
just
want
to
point
out.
We
have
a
an
arpa
update
attachment.
We
didn't
get
into
it
tonight
to
the
memo,
so
a
little
bit
more
detail
in
there
generally
we're
making
good
progress
on
our
Opera
Investments
across
the
board.
That's
that's
a
good
news.
As
we've
set
out
those
priorities,
we
did
have
some
funding
set
aside
for
utility
bill
assistance
and
we
have
used
tapped
into
some
of
that
money.
S
We
believe
we're
at
a
point
now,
where
we'll
still
have
it
available,
but
we
think
we've
reached
the
need,
as
it
relates
to
utility
bill
assistance
specifically,
and
so
that
may
be
an
area
where
we're
able
to
to
hit
some
of
those
other
basic
need
categories
as
we
enter
the
winter
and
over
the
next
several
months.
S
X
X
AC
Yeah
and
I'll
I'll
I'll,
let
Ally
or
Joanna
Korean
from
facilities
and
Fleet
jump
in
and
answer
that
question.
AD
I,
don't
see
Joanna
so
I'll
just
snag
it
but
know
that
we're
working
closely
together.
We've
got
some
really
great
people
in
the
facilities
team,
Ali,
Rhodes,
director
of
Parks
and
Recreation,
so
the
South
Boulder
Rec
Center
is
the
facility
master
plan
calls
out
and,
as
we
are
aware,
on,
The
Daily
is
at
the
end
of
its
useful
life.
So
the
intention
is
to
get
East
up
to
Snuff,
both
from
an
entry
perspective
and
to
serve
the
community.
We
expect
so
that
some
of
the
renovations
will
allow
us
to
support.
AD
Then
some
major
changes
at
South.
We
don't
know
what
it
will
look
like.
We
have
to
have
a
conversation
with
the
community.
We
have
to
do
some
financial
analysis
and
that's
part
of
the
rec
Center's
future
project
that
will
take
place
in
2024.,
so
Tara.
The
the
short
answer
is:
that's
because
we
don't
know,
but
what
you'll
see
in
the
ccrs
funding
is
money
in
the
out
years
so
that,
as
we
figure
it
out,
we
can
have
some
dollars
planned.
Joanna
feel
free
to
chime
in
if
I
missed
anything.
X
Now
that's
good
that
helps
next
question
about
our
core
maintenance
needs,
I'm,
remembering
that
and
I
I'm,
not
sure
who
this
is
for,
but
I'm,
remembering
that
we
got
a
gazillion
and
I
might
be
exaggerating.
Letters
about
snow
and
ice
removal.
Back
last
year
and
Natalie
said
we
would
have
to
have
a
community
discussion
when
the
time
is
right.
X
Of
course,
I'm
wondering
if
that's
now,
before
the
winter
and
as
well
as
potholes
and
I'm,
wondering
I
know
that
in
one
of
the
slides
that
you
you
talked
about,
how
maybe
we
can
be
flexible
with
our
with
our
dedicated
funds
and
use
some
of
the
money
that
we
would
for
larger
projects
to
do
core
maintenance?
Is
that
something
that
is
possible.
S
I
think
generally,
it's
a
trade-off
when
we're
talking
about
the
dedicated
funds
and
maintenance
versus
larger
projects,
specifically
on
all
things,
snow
and
ice
I'm
going
to
punt
over
to
Natalie
Stiffler.
AB
AB
AB
We
actually
have
already
Incorporated
some
of
what
we've
heard
into
the
coming
snow
season
and
other
findings
from
that
will
potentially
have
just
more
significant
budget
impacts
that
we'll
need
to
go
forward
for
the
2025
budget
are
and,
as
I
said
last
winter
and
I
think
it's
going
to
be
the
same
thing
this
winter.
Our
biggest
issue
is
really
Staffing,
Resources
and
contractor
resources,
and
so
even
with
more
funding,
we'll
still
likely
have
that
challenge
and
that's
what
continues
to
be
an
issue
both
on
snow
and
ice
and
also
on
pavement
maintenance.
The
apostles
specifically.
X
X
When
we
make
a
pilot
program,
this
might
be
for
Nuria.
Do
we
then
have
it
forever
or
do
we
ever
look
at
our
pot?
This
is
not
sarcastic.
Okay,
it
might
be
slightly
sarcastic.
Do
we
ever
look
at
it?
Do
we
say?
Maybe
it's
not
working,
or
is
this
what's
the
story
with
because
we're
constrained
now,
so
it
would
be
a
good
idea,
maybe
to
look
at
some
of
the
pie
program
and
say
whichever
we
want
and
which
we
don't
want.
C
I
appreciate
that
question,
and
certainly
Welcome
Finance
to
weigh-in
as
well,
but
but
I'll
say
this
right,
like
the
use
of
pilot
programs.
Both
has
a
particular
solid
use.
You
want
to
encourage
innovation
without
incurring
sort
of
ongoing
obligations,
because
sometimes
they
work
really
well
and
frankly,
sometimes
they
don't.
So
you
want
to
know
where
that
funding
source
is
coming
from,
but
you
do
want
to
encourage
trying
some
things
right.
I
think
it
was
the
premise
behind
Bloomberg's
Innovation
teams
across
the
nation.
C
C
You
know
everywhere
you
hear
as
well
that
pilot
programs
have
a
way
of
sort
of
just
being
folded
into
the
budgetary
cycle,
and
we
want
to
make
sure
that,
with
pilot
programs
that
we're
thoughtful
about
it,
I
think
we're
endeavoring
with
the
outcome-based
approach
that
we're
doing
is
really
going
to
take
a
look
at
those
numbers
and
see
what
those
tell
us
in
the
future
and
frankly,
I
think
it's
overdue
to
look
at
some
programs
that
aren't
pilots
in
the
very
same
way
and
start
figuring
out.
C
If
we
should
not
continue
them,
because
there
are
other
programs
that
perhaps
would
get
bigger
outcomes,
but
in
general
it's
a
tool
that
has
been
used
by
cities
in
a
variety
of
ways,
and
sometimes
it's
it's
Innovation.
Sometimes
it
is.
We
only
have
one-time
dollars
to
do
so.
Let's
try
something
new,
but
certainly
I
hope
that
we
have
the
discipline
enough
to
question
whether
this
should
be
ongoing
in
the
future
or
not
before
full
holding
it
into
something
that
is
ongoing.
Yeah.
X
I
mean
I
really
like
pilot
program,
so
get
me
wrong,
it's
just
you
know
anything
and
I
just
want
to
throw
out
there
into
the
ether
as
Matt
would
say:
social
streets.
When
I
went
to
a
lot
of
those
events,
they
were
poorly
attended
and
so
I'm,
hoping
that
we
look
at
that
before
we
start
Inc.
You
know
pushing
putting
that
into
our
budget
for
the
next
five
years
or
what
have
you?
Let
me
just
make
sure
I
don't
have
any
other
questions.
I
mean
that
in
the
only
the
nicest
way.
C
X
S
That's
a
good
question:
I
I,
think
one
of
the
indicators
and
now
I'm
trying
to
remember
back
several
weeks,
was
related
to
our
job
growth
being
slower
than
the
rest
of
the
country
and
that's
an
abnormality.
We're
normally
leading
the
country,
or
at
least
in
the
top
15
or
so
so
that
is.
That
is
something
that
is
interesting.
I
unless
Cara
has
more
to
add.
N
B
G
First
I
want
to
additionally
support
what
Nicole
said
about
the
zero-sum
budgeting
concept.
You
know
feel
free
to
ask
for
more
and
different,
but
find
the
money
to
do
it
because
it's
got
to
come
from
somewhere
and
I.
Tara
raised
the
issue
of
Street
Maintenance
potholes
and
snow
removal,
I'm
I'm,
pretty
sure
Natalie
that,
based
on
the
number
of
emails
we've
gotten
I
I
can
kind
of
predict
what
community
outreach
is
gonna.
G
Gonna
say
to
you
on
that
issue,
which
is
we
have
too
many
and
two
little
snow
removal,
and-
and
so
it's
something
where
we
are
going
to
need
to
address
sooner
rather
than
later
and
I
have
many
many
many
questions,
but
I've
submitted
them
in
writing
already
and
I'm
not
going
to
ask
them
here.
I'll
give
staff
an
opportunity
to
think
about
it
and
respond.
Then
we
can
have
some
further
conversation
further
down
the
line.
So
thank
you.
B
Thank
you,
Mark
I
I
just
had
a
couple
of
sort
of
broader
questions.
I
really
love.
This
outcome
based
budgeting
approach
and
I
just
wanted
to
know
if
there's
anything
besides
picking
both
where
we
would
want
money
to
come
from
and
what
we
would
spend
it
on
for
any
changes
that
we
like
to
meet
would
like
to
make.
If
there's
anything,
you
would
ask
from
us
to
ensure
that
we
are
getting
the
most
out
of
this
enhanced
budget
process,
either
related
to
this
current
budget
or
for
future
budgeting
processes.
S
Thanks
Lauren
I'll
take
a
shot
at
that
I
I
think
the
last
couple
slides
that
we
went
through
are
important,
certainly
in
thinking
about
role
of
councils.
It
relates
to
this
budgeting
process.
I.
Think
a
long-term
Financial
strategy
is
a
component
of
that
and
look
looking
at
opportunities
for
new
revenues
for
sure,
but
also
thinking
about
longer
term
right.
S
I
mentioned
the
sales
and
property
tax
balance
is
one
of
those
examples:
property
tax,
not
popular
at
the
moment,
but
if
we're
thinking
about
funding
sustainably
and
Equity
as
a
community,
what
does
that
mean
as
taxes
expire
over
the
next
10
15
20
years,
so
having
a
policy
in
place,
would
would
be
valuable
and
that's
a
council
conversation
I.
Think
as
we
look
towards
evaluating
programs
with
data
and
Nuria
just
mentioned,
if
we
determine
that
something
is,
is
not
worth
doing
anymore,
because
it's
truly
not
meeting
the
impact.
S
There's
there's
going
to
be
ramifications
to
that
right,
because
some
some
of
those
programs
will
be
reaching
certain
segments
of
of
our
community
and
so
that
that'll
be
a
difficult
conversation.
That
will
certainly
need
your
all
support
on
as
we
approach
those
and
so
I
think
a
two-way
conversation
about
the
best
ways
to
prepare
for
that,
especially
as
we
begin
setting
targets
and
Gathering
more
data
and
information,
as
we
evolve
in
in
this
method
of
budgeting.
C
Can
I
just
add
as
long
as
we're
in
that
wish
list
Lauren
and
appreciate
the
question,
but
I
I
would
add
joining
us
in
this
journey
of
thinking
about
what
we
currently
call
Master
plans
is
fascinating.
C
The
way
we
do
it
here
is
at
least
to
me
a
little
unusual,
but
as
we're
moving
as
a
city,
we
are
actually
lifting
up
and
trying
to
create
a
city-wide
strategic
plan
and
thinking
about
how
do
we
envision
everyone's
Department
strategic
plan
or
department
plan,
as
we
move
forward
and
really
think
about
what
are
the
resources
that
we're
going
to
need
that
shift?
I
think.
C
Will
we
really
want
you
all
to
be
on
that
Journey
with
us,
because,
frankly,
the
current
sort
of
fiscally
constrained
action
or
vision
and
the
inconsistency
across
everyone's
plan,
currently
just
it
is-
makes
for
winners
and
losers
in
a
space
that
really
should
be
talking
about
prioritization,
and
what
is
it
time
for
and
what
do
we
have
resources
for,
as
we
think
about
it,
so
that
Journey
we're
going
to
be
hoping
to
tag
and
to
leverage
FSC
but
that'll
be
a
hard
conversation
as
well.
C
Along
with
what
do
we
stop
doing,
because
we
think
that
we
could
do
more
right.
So
just
joining
joining
us
on
that
journey
of
really
difficult,
prioritization,
and
hopefully
explorations
of
things
that
could
expand.
Impact
is
going
to
be
exciting.
B
Thank
you
Maria
and
then
the
other
questions
I
have
are
related
to
City
staff,
salary
and
benefits.
So
I
was
wondering
if
we've
done
a
benchmarking
study,
how
we
compare
related
to
both
salary
and
benefits,
and
also
there
was
a
living
wage
mentioned.
You
know,
were
increasing.
B
Would
we
have
salary
increases
related
to
living
the
living
wage,
where
we're
matching
the
counties
living
wage,
how
many
employees
does
or
what
employees
are
and
aren't
affected
by
that,
because
I
know
that
doesn't
cover
I,
believe
lifeguards
and
so
just
a
better
understanding
of
that
would
be
great.
Thank
you.
S
Yeah
happy
to
start
and
others
feel
free
to
add
if
I
miss
something.
Yes,
we
have
done
a
couple.
S
Recent
studies
of
our
compensation
structure
most
recently
rolled
out
the
final
changes
to
that
structure
at
the
beginning
of
2023,
and
so
a
part
of
that
analysis
was
making
sure
that
we're
competitive,
regionally
and
so
many
base
wages
were
adjusted
if
they
needed
to
be
to
be
competitive
in
the
marketplace,
and
so
we
feel
good
about
where
we're
at
now
and
then
we've
also
implemented
a
system
where
we'll
be
updating
biannually,
looking
at
how
competitive
kind
of
each
job
family,
if
you
will
is
in
the
marketplace
so
that
that
is
ongoing,
work
to
make
sure
that
we're
where
we
want
to
be
from
a
compensation
philosophy
position
and
then
on
the
living
wage
question.
S
So
the
it's
related
to
a
policy
that
we
we
established
a
while
back
and
how
we
calculate
that
living
wage.
So
in
recalculating
it
we'll
move
to
that
22
44
an
hour,
I
think
it
is
and
that
impacts
about
200
employees.
If
I
have
that
right
and
so
it
doesn't,
it
doesn't
apply
to
all.
It
implies
to
full-time
or
fixed
term
employees,
so
a
temporary
staff.
S
I,
don't
have
that
on
hand
and
I
see
David
Bell
popping
up.
Z
The
living
wage
resolution
that
we're
speaking
of
now
does
cover
all
but
seasonal
and
temporary
employees.
Generally,
we
have
about
700
to
750
season
or
temporary
employees
rolling
through
each
particular
year.
Some
of
those
are
already
above
that
living
wage.
A
marker
point
that
Mark
just
mentioned
others
would
be
coming
in
below
that
and
then
the
series
of
distinct
positions,
the
lifeguarding
Center.
Rather
they
would
be
lagging
that
piece
as
well.
H
Thank
you,
I
just
want
to
say
thank
you.
First
of
all,
Maria
Mark
Cara
Charlotte,
everybody
on
the
finance
Team,
all
the
Departments
as
well.
This
is
truly
transformational
work
and
it
is
so
exciting
to
be
witnessing
this
and
I
know
it's
a
lot
of
work.
So
thank
you.
Thank
you
for
that.
H
I
just
had
a
couple
questions
that
I
think
maybe
are
more
process
related,
one
of
the
things
that
I'm
wondering
about
as
we're
moving
toward
more
of
these
key
performance
indicators
next
year.
How
are
we
defining
the
program
Effectiveness
that
we're
going
to
be
using
outcomes
to
measure,
and
is
that
kind
of
something
that
will
evolve
as
part
of
that
process,
or
is
that
something
that
you're
starting
to
have
some
awareness
now.
S
Thanks
Nicole,
that's
a
really
good
question.
I
would
say
that
it's
it
probably
comes
next,
not
that
we're
not
always
evaluating
the
effectiveness
of
programs.
We
are
doing
that
across
the
board,
but
in
terms
of
a
systematic
approach,
we
really
need
to
to
figure
out
how
we're
measuring
first
and
what
data
we're
using
and
then
we
can
kind
of
get
to
the
point
of
okay.
These
we
know
these
outcomes
are
in
common.
S
We
know
we're
trying
to
meet
these
specific
objectives,
we're
set
on
the
measurement
tool
we're
set
on
what
what
it
is
and
that
and
then
we
can
set
a
Target,
so
I
think
we
want
to
make
make
sure
we're
aiming
before
firing
in
that
way
on
on
those
data
targets.
That
being
said,
many
of
our
programs
were
constantly
evaluating
in
a
variety
of
different
ways,
working
with
the
communities
that
we
serve.
H
Yeah
and
I
think
my
question
was
maybe
like
Step
Zero
before
that
of
how
are
we
defining
what's
an
effective
program
like
what
is
the
like
as
a
not
not
in
terms
of
measurement,
but
you
know
say
this
particular
program:
we're
really
looking
for
it
to
have
a
big
impact
on
resilience
or
this
program
is
really
meant
to
have
a
big
impact
on
Equity
or
sustainability,
or
climate
Readiness
or
whatever.
That
is
that's.
That's
kind
of
what
I
was
wondering.
S
Gotcha
yeah,
so
I
would
say
that
this
year
was
a
a
good
starting
place
where
we
said
these
are
intended
outcomes
for
for
all
of
our
programs.
I
think
our
our
next
and
we
haven't
had
a
chance
to
kind
of
debrief
and
say
what
what
has
worked
well.
I
think
what
we'll
probably
learn
is
that
we
need
to
continue
to
to
align
better
to
our
our
framework.
S
We
need
to
the
city-wide
strategic
planning
tool
that
was
mentioned.
That
will
help
make
sure
that
we're
focused
there's
many
different
objectives
within
our
Sarah
framework,
which
are
those
that
are
should
rise
to
the
top
based
on
the
need
that
we're
seeing
so
I
I
would
say
that
it's
iterative
and
it'll
be
something
we're
working
on
in
advance
of
the
next
budget
cycle.
H
Okay,
thank
you.
That's
helpful.
It
kind
of
ties
into
my
next
question
and
you're
welcome
to
answer
this
one
shortly,
because
I
think
you
may
have
just
answered
a
piece
of
it,
but
I
was
wondering
about
how
something
like
our
racial
Equity
goals
fits
into
the
budget
this
year.
How
did
that?
How
did
that
show
up
in
the
the
ways
that
you
were
thinking
about
where
to
allocate
funds.
S
Yeah
I
think
I
would
I
would
add
that
one
of
the
steps
that
we
took
as
an
organization
was
updating
our
sustainability
resilience
framework
to
Center
on
equity,
and
so,
as
we
say,
the
share
framework
now
equity
in
the
center
of
it,
with
that
it
was
intentionally
looking
at
the
objectives
within
that
framework
to
make
sure
that
Equity
was
infused
throughout,
and
so
the
the
outcomes
that
we
hope
the
programs
are
are
intending
to
achieve
are
are
all
lined
to
Equitable
outcomes
across
the
board
are
are
intended
objectives
within
this
air
framework.
S
So,
like
I
said
that
process
is
iterative.
We're
not
perfect
right
now,
but
Equity
was
very
much
at
the
center
of
of
the
of
our
our
outcome-based
approach
and
and
the
budgeting
process
this
year.
H
You
know,
and
then
one
one
sort
of
last
process
or
any
question,
so
every
Department
you
know
usually
has
some
ideas
about
where
they're
headed
over
the
next
few
years
right
in
our
strategic
plans,
and
things
like
that.
H
So
in
thinking
about
how
the
community
connectors
feedback
was
used
to
inform
some
of
the
priorities,
I
mean
what
what
kind
of
changed
right.
What
is
it
I
think
what
I'm?
What
I'm
looking
for
is
just
a
little
bit
of
transparency,
and
you
know
it
wasn't
just
that
the
Community
Connector
said
this
thing
and
we
took
this
thing.
We
already
wanted
to
do
and
we
fit
it
into
this
box,
but
rather
you
know
how
did
it
evolve
and
change
our
thinking,
I
think
I'm,
just
looking
for
a
little
bit
of
that.
S
Yeah,
that's
a
fair
question.
I
think
one
way,
I'll
answer
that
is,
you
know
the
need
is
much
greater
than
the
resources
available
and-
and
you
heard
that
tonight,
even
from
Community
connectors
directly,
we
had
26
some
million
dollars
in
in
need.
That
was
requested
from
departments
in
the
general
fund
alone.
Knowing
we
had
about
three
million
dollars
in
resources
to
be
able
to
apply
to
those
needs.
S
So
what
we
did
internally
is
really
make
sure
that,
not
only
in
the
ways
that
departments
were
forming
their
budgets
and
helping
get
us
there
in
terms
of
prioritization,
we
were
able
to
utilize
the
feedback
provided
through
the
process
of
of
sifting
through
those
26,
some
million
dollars
in
requests
and
and
putting
together
a
recommended
budget
package
that,
hopefully,
is
reflective
of
of
need.
Reflective
of
community
connectors
feedback.
H
Okay,
thank
you.
I
appreciate
that
and
I
just
want
to
say,
I
think
you
all
are
doing
amazing
work
around
Equity,
so
that
wasn't
intended
to
be
like
you
guys,
really
doing
that.
Just
really
wanted
to
get
that
transparency.
So
thank
you
and
just
just
one
final
kind
of
question.
You
know
we
know
our
population
of
older
adults
is
going
up
when
we're
looking
at,
for
example,
Older
Adult
Services.
Are
we
seeing
more
need?
H
Are
we
seeing
you
know
any
anything
on
the
horizon
for
kind
of
some
increases
there,
because
as
populations
going
up
far,
money
is
relatively
consistent,
sort
of
a
less
less
ability
to
serve
individuals.
E
E
E
We
definitely
have
seen
the
needs
increase
for
older
adults.
The
other
observation
that
I
have
that
the
older
adults,
primarily
that
go
to
services
at
West
at
Arapahoe
and
night.
Many
of
them
are
simply
living
on
Social,
Security
and
so
with
the
inflation
we've
had.
You
know
over
the
last
couple
of
years.
It's
really
significantly
impacted
those
those
individuals
and
households,
so
we've
we've
definitely
seen
an
increase
in
rent
supports
that
we've
been
giving
out
for
such
individuals.
E
But
what
I'm
clearly
hearing
is
that
you
know
we're
not
really
Meeting
those
needs.
One
of
the
things
we
did
consider
and
talk
about
this
year
is
addition
on.
We
have
sort
of
like
case
managers
that
help
navigate
older
adults
to
services
and
support
that
they
need,
and
so
we're
looking
for
something
next
year
at
needing
to
possibly
increase
that
capacity
to
meet
the
needs
of
those
individuals.
B
Thanks
Nicole
I
see
Matt's
hand
up,
maybe
after
his
questions
we
could
start
moving
into
comments
and
work
towards
wrapping.
This
meeting
up.
B
K
Yay
all
right,
sweet
and
keep
my
daughter
asleep.
Life
is
good,
so
Kurt
you're
gonna
have
to
get
come
back
on
I'm,
probably
gonna
double
dip
on
your
hair.
K
So
sorry
about
that,
but
so
my
question
centers
about
that
roughly
eight
hundred
thousand
dollars
that
we
had
set
aside
for
this
year's
current
budget
that
was
supporting
the
day
service
center
and
I
know
that
we
had
some
plans
and
lots
of
things
change
about,
starting
at
maybe
third
quarter
and
things
have
slid
and
so
I'm
just
wondering
how
do
we
in
this
instance,
when
we've
already
set
aside
a
number,
we're
probably
not
going
to
spend
it
in
this
year
or
maybe
only
a
piece
of
it?
How
does
that
then
translate
into
2024?
K
Is
that
a
gain
a
savings?
Is
there
some
discretion
now
with
that?
Or
does
it
roll
over
I
just
kind
of
want
to
know
when
we
have
that
sort
of
unspent
pot
that
had
a
very,
very
specific
intent?
What
what
we
do
with
that
and
then
how
we
go
forward.
K
E
E
So
what
we
do
know
is
that
this
is
a
new
program.
We
have
anticipated
costs
that
were
that
were
put
together
to
create
this
budget,
both
of
them.
E
E
So
you
are
correct
that
that
project
is
starting
at
a
slower
rate
than
we
had
anticipated
a
few
months
ago.
So
there
definitely
could
be
some
savings.
I
I
wouldn't
necessarily
define
those
savings
ads
in
place.
Yet,
though,
until
we
actually
get
closer
to
implementing.
S
S
I
think
what
Kurt
is
referring
to
is
until
we
know
exactly
what
the
the
full
project
is,
that
it'd
be
good
to
just
know
that
we
have
that
there
in
case
costs
do
go
above
what
we're
budgeting
for
2024.
At
this
point,.
E
Yeah
I'll
also
just
mention
that
both
are
are
certain
care
programs.
You
know
we
had
budgeted
both
of
those
programs
before
they
started.
Both
of
those
programs
are
costing
a
bit
memory.
We
originally
budgeted
as
we've
implemented
them.
So
that's
it's
not
unusual
for
them
to
roll
out
the
nuclear
as
well.
K
Okay,
all
right
well
I
appreciate
that
and
I
I'm
I.
Is
it
inappropriate
now?
Obviously
we
we
have
we
we,
you
started
earlier
talking
about
the
prime
effect.
We
don't
know
what
that
is.
K
I
I
think
it's
fair
to
say
that
we'll
probably
have
an
interesting
adjustment
to
base
in
November,
perhaps
a
good
one,
and
so
is
it
fair
to
sort
of
say
that
until
like
could
we
could
we
think
about
using
that
fund
balance
now
for
something
that
again,
one
in
the
hand
is
better
than
two
in
the
bush
that
out
that
certain
analogy
goes
that
maybe
there's
things
we
can
attack
now,
while
we're
still
waiting
for
that
program
to
establish
itself
and
then
allow
the
ATB
to
take
on
or
to
fill
that
at
when
we
get
there,
and
so
that's
what
I'm
trying
to
understand
is.
K
Is
that
one?
Is
that
an
appropriate
way
to
sort
of
think
about
things?
And
if
so,
maybe
that
gives
us
some
flexibility
with
some
chunk
of
that
to
hit
some
of
those
immediate
needs.
Now
that
are
present
and
so
I
just
kind
of
want
to
get
a
sense
from
you
know
best
practices.
Is
that
something
that
we
could
be
looking
at.
S
Yeah
appreciate
your
question:
Matt
I
I'll
try
not
to
do
too
long
of
an
answer,
but
we
we've
we've
really
tried
to
get
out
of
the
practice
of
doing
large
adjustments,
because
then
we
know
the
needs
are
are
so
great
that
kind
of
reacting
mid-year
to
the
things
that
come
in
are
really
hard
when
we're
trying
to
look
at
all
of
our
goals
across
the
board
and
make
strategic
decisions.
That
being
said,
we
absolutely
want
to
be
responsive
and,
as
needs
are,
are
great
and
emergent
and
timely.
S
We
can
use
adjustments
to
base.
Typically,
we
don't
use
the
second
one
of
the
year
because
the
appropriation
runs
out
at
the
end
of
the
year,
so
anything
we
wouldn't
spend
or
obligate
within
that
few
weeks
window
would
just
go
back
to
fund
balance
so
that
first
adjustment
of
the
of
the
new
fiscal
year
so
in
this
case
would
be
next.
S
May
is
an
opportunity
to
look,
especially
if
we
had
operational
savings
or
additional
revenues
that
we
weren't
expecting
coming
in
all
that
to
be
balanced,
that
we've
made
some
structural
changes
to
how
we
budget
to
try
to
make
sure
we're
programming.
Our
resources
more
effectively
and
so
we're
we're
not
having
so
much
floating
cash
if
you
will
that's
kind
of
hidden
in
the
enrolling
over
or
fiscal
years.
S
So
some
of
that's
in
the
weeds,
but
that's
to
say
that
we
don't
have
as
much
flexibility
to
kind
of
do
large
adjustments
as
we
did
in
the
past,
because
we've
made
some
adjustments
and
if
there's
an
opportunity
to
meet
a
need.
Absolutely
an
adjustment
could
be
appropriate
depending
on
the
source
of
money.
Given
all
of
our
constraints.
K
K
H
Do
it
take
one
for
the
team?
I
just
have
two
really
really
quick
things.
One
of
folks
are
up
for
this
because
of
how
much
time
the
community,
connectors
and
residents
put
into
their
feedback
for
us
I'm
just
wondering
as
we're
proposing
changes.
H
Maybe
one
thing
that
we
could
talk
to
staff
about
is
where
our
changes
fit
into
some
of
the
priorities
that
they
identified
and
if
that
could
come
back
to
us
in
the
packet,
so
I
think
that's
a
question
for
everybody
as
we're
moving
through
here,
and
you
know,
I
think
just
this
Matt's
coach,
Prime
Prime
effect
kind
of
question
just
has
me
wondering
as
well.
H
If
we're
going
to
be
thinking
and
talking
about
any
additional
Revenue
I,
imagine
there's
also
costs
that
come
from
that
in
terms
of
additional
demands
on
the
city
staff.
Everything
like
that,
so
I
I
think
it's
we're
going
to
have
information
on
what
it
might
get
I
think
it's
also
important
for
us
to
have
again
Sarah
some
information
on
what
it's
costing
us
too.
Thank
you.
K
So
just
piggybacking
where
it
would
I
I
mean
I.
Think
I
I
appreciate
the
the
financial
practice
that
goes
into
that
second
ATB,
but
I
also
get
the
fact
that
if
we're
going
to
be
seeing
some
boosted,
revenues
and
and
I
expect
us
to
I
mean
I
think
that's
a
it's.
A
pretty
pretty
I
think
we
can
expect
that
to
be
the
case.
K
Now.
What
it
is
is
a
different
question
is
to
say:
look
if
we're
still
holding
on
to
money
with
an
unknown
launch
of
something.
That's
we
have.
These
immense
needs,
like
I,
think
rent
is
consistent
and
I.
Think
quite
honestly,
some
safe
sleeping
environment
that
are
60
000
a
year
for
27
spot.
We
know
this
number
we've
seen
it
in
other
cities.
I
mean
that's
a
tiny
amount
of
money
to
do
an
immediate
need
that
that
really
helps
move
us
along
in
our
priorities.
So
you
know,
oh
I,
think
I
froze.
K
Oh
I
think
I
froze
anyway,
so
to
me
that
that's
that's
that's
where
I
want
to
see
some
of
that
flexibility
and
I
know
we
don't
want
to
spend
what
we
don't
have,
but
I
I
think
we
know
that
we
have
that
money
and
can
fill
it
in
as
we
get
further
along.
So
I'd
really
like
to
challenge
staff
to
think
about
how
we
can
creatively
meet
those
urgent
needs.
K
Now,
while
we
have
a
program,
that's
sort
of
waiting
to
launch
and
there's
factors
outside
of
our
control
in
that
so
I
I'd
really
challenge
us
to
find
a
way
to
do
that
so
I
hope
we
can.
We
can
do
that
and
happy
to
get
creative
and
figure
out
ways
to
do
that.
I
Well,
I
just
wanted
to
do
a
thank
you
staff.
You
did
an
extraordinary
job
here
with
this
budget.
The
last
few
years
that
I've
been
on
Council
each
year,
I
think
wow.
This
budget
is
the
the
best
one
I've
seen
in
my
time
on
Council
and
then
the
next
year,
I'm
like
no.
I
No,
this
is
the
best
budget
I've
seen
it
just
keeps
keeps
getting
better
and
the
the
creativity
that
you
all
have
used
in
terms
of
you
know
looking
at
dedicated
funding
and
how
to
be
flexible
with
that
and
then
finding
the
dollars
that,
while
still
being
in
a
a
safe
conservative
way
for
the
community's
bottom
line,
but
dedicating
as
many
dollars
as
possible
to
the
Deep
needs
in
the
community
and
the
community's
priorities
is
truly
extraordinary.
I
So
just
wanted
to
offer
a
huge
thank
you
for
how
well
you've
done
this
and
how
you're,
reflecting
the
community's
values
in
the
direction
of
council
and
I
just
feel
like
we're.
Moving
in
a
very
positive
direction
here
and
then
highlight,
in
particular,
the
involvement
of
the
community.
Connectors
really
appreciated
Lenore
and
Jamal
being
here
earlier
and
the
way
that
their
feedback
was
incorporated
in
a
deep
and
meaningful
way.
I
think
it
was
a
really
great
step
forward
as
well,
so
I'm
just
gushing
here.
That's
that's
my
comments.
Thank
you.
J
Just
going
to
say
two
quick
things:
first
I
think
I
support
what
Matt's
asking
for
from
following
it.
I
think
he's
asking
for
us
to
repurpose
the
unspent
operation
operations
dollars
from
2023
for
a
day,
shelter
that
didn't
open,
which
was
just
south
of
a
million
dollars,
700
000
or
something
so
in
theory.
That
was
like
a
top
Council
priority
to
help
address
the
needs
of
our
unsheltered
adult
homeless
population.
And
so
we
didn't.
J
We
haven't
gotten
to
do
that
in
two
years,
and
so
can
we
now,
as
winter
approaches
pivot,
that
money
towards
something
that
that
maybe
helps
the
folks?
J
We
were
trying
to
help
in
a
different
way,
because
we
have
to
wait
for
that
so
I'm,
supportive
of
having
that
conversation
again,
not
talking
about
the
money
that
we
will
still
need
to
open
that
day,
Center
which
has
been
set
aside,
but
just
the
money
that
we
didn't
spend
this
year,
because
we
were
never
Staffing
it,
which
is
what
I
understood
that
700
000
was
for
roughly
that
number
and
then
number
two
I'm
just
going
to
make
another
pitch
for
potholes
I
in
another
situation
today
ride
my
bike
to
work
where
you
know,
I
was
on
Folsom
and
there's
a
crack
there
and
like
my
wheel,
caught
in
the
crack
and
then
like
I,
couldn't
go
to
the
right
for
curb.
J
But
there
was
a
car
coming
to
the
left
like
it
can
be
really
catastrophic.
We
have
to
figure
out
whatever
money
we
need
to
fill
the
potholes
and
I
think
especially
bike
Lanes,
but
also
where
cars
go.
That
is,
it
is
not
an
okay
situation
and
I
understand
what
Natalie's
saying
about
you
know
it
being
hard
even
to
find
contractors
to
do
it,
but
I
think
what
whatever
we
need
to
to
make
happen
in
the
budget
for
the
roads
that
are
ours,
not
for
the
state
ones.
J
I
understand
those
are
different
and,
and
we
don't
control
those
in
the
same
way,
but
for
our
rows.
We
we
as
a
city
again
nobody
else,
can
fill
the
potholes
only
we
can
do
that.
Nobody
else
can
go
out
there
and
fill
them
and
we
have
non-profits
who
can
provide
some
of
this
other
stuff.
We
have
other
government
levels,
but
we
have
to
fill
the
potholes.
That's
only
us,
you
can
do
it.
We
have
to
do
it.
It's
a
number.
One
tear
is
thumbing
me
up.
J
I
would
prefer
that
staff
tell
me
where
you
think
it's
best
that
that
money
come
from
because
I
don't
have
the
the
in-depth
knowledge
of
the
budget
and
where
it's
gonna
hurt
at
least
to
move
that
money
from,
so
that
that's
how
it
was
done
earlier
in
my
Council
career
and
I
appreciated
that,
because
I
think
staff's
closer
to
the
full
budget,
so
I'm,
declining
with
full
respect
to
play
the
zero-sum
game
and
and
just
saying
I
want
I
want
us
to
get
the
potholes
fixed,
whatever
that
takes
and
I
defer
to
staff
on
how
to
make
that
happen.
H
You
on
that
just
for
a
second
Lauren,
just
just
to
clarify
Rachel
what
what
we
were
hoping
was
that
everybody
would
actually
have
a
conversation
with
staff
to
try
to
understand
where,
where
things
might
come
from
so
we're
hoping
that
folks
can
do
that.
I'm.
J
Happy
to
chat
with
Dad
I
just
don't
know
that
it
needs
to
come
from
transportation
department
like
they're
one
of
the
few
departments.
That's
not
increasing.
They
actually
had
a
decrease
this
year.
So
that's
why
I
mean
I'm
happy
to
talk
to
every
staff
member
but
I,
don't
know
that
they
want
to
spend
their
time
talking
to
me
or
that's
the
most
efficient.
Sorry.
G
Yeah
I
I
do
want
to
support
Rachel
with
respect
to
the
potholes
there's,
nothing
that
makes
a
government
look
less
competent
than
the
inability
to
maintain
something
as
basic
as
your
roads.
But
I
am
also
appreciative
of
what
Nicole
has
said.
G
I,
don't
think
it's
going
to
be
very
useful
for
us
to
come
back
in
a
couple
of
weeks
with
25
requests
without
having
any
sense
of
where
the
money
is
going
to
come
from
for
those
requests,
so
whether
it's
talking
to
staff
or
or
or
looking
at
the
budget
yourself,
I
I,
just
don't
think
it's
going
to
be
a
productive
conversation
to
have
you
know:
45
million
dollars,
new
funding
requests
with
no
particular
way
of
of
paying
for
it,
but
short
of
that.
G
Yes,
you
gotta,
you
gotta
do
potholes,
because
nothing
makes
us
look
less
competent
than
than
poor
streets.
B
B
I
still
have
some
threads,
that
I
might
pull
on,
see
what
I
can
shake
and
where
I
can
find
some
things
that
to
cause
trouble
somewhere,
but
you've
made
my
job
really
difficult
in
that
Arena.
So
thank
you
so
much
for
that
and
with
no
other
items
on
tonight's
agenda
unless
anyone
objects,
I
would
like
to
close
this
meeting
at
9
50
pm.
Thank
you
all
so
much
and
have
a
good
evening.