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From YouTube: Boulder City Council Study Session 2-9-21
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A
A
Carl,
if
you
could
put
up
the
first
slide,
that'd
be
great,
so
looks
like
I
just
lost
my
lost
my
script
here.
I
don't
know
how
to
escape
from
this
hold
on
a
second.
A
Apologies,
but
I
can't
carl,
can
you
reduce
that.
A
Okay,
there
that
word.
Thank
you,
sorry
about
that.
First
announcement
is
related
to
a
couple
of
concerns
that
that
we
in
the
city
have,
and
they
relate
to
street
drugs
and
suicide
prevention.
A
Three
area,
teens
have
unfortunately
died
from
overdosing
on
these
pills
in
the
past
week.
These
deadly
laced
pills,
look
like
xanax
or
oxycodone,
but
they
are
actually
50
to
100
times
more
potent
than
heroin,
which
leads
to
death
from
accidental
overdose.
We
encourage
community
members
to
talk
to
your
teens
about
these
strange,
dangerous
street
drugs
and
to
review
information
on
boulder
county
health's
website.
A
On
a
related
matter.
We
have
become
aware
that
teen
suicide
rates
are
on
the
rise.
This
year.
We
plan
to
take
additional
steps
to
help
address
the
twin
plagues
of
teen
suicide
and
substance,
abuse
and
depression,
but
to
start
we
want
to
quickly
share
the
resources
listed
on
on
this
slide,
and
so,
if
you
have
teens
or
others
who
need
assistance,
please
contact
one
of
these
organizations
next
slide,
please
the
the
next
thing
we
want
to
talk
a
little
bit
about,
and
we've
we've
mentioned.
This
in
past
meetings
is
coveted
exposure,
notifications
and
vaccination.
A
We
encourage
folks
to
sign
up
for
exposure
notification
at
www.addyourphone.com
and
that
will
allow
your
phone
to
anonymously
be
connected
to
somebody
that
you've
been
in
contact
with
and
it
turns
out
that
person
had
coveted
you'd
be
notified.
A
Similarly,
we
want
to
encourage
people
to
keep
up
to
date
on
getting
your
local
vaccines
and
to
sign
up
for
notifications
when
you're
eligible-
and
you
see
the
website
on
the
right
side
of
that
slide
and
that's
the
place
you
can
register
and
they
will
notify
you
when
your
cohort
comes
up
for
a
vaccination
next
on
boards
and
commissions.
I
don't
know
if
you
have
a
slide
in
this,
but
I
want
to
mention
that
we
annual
recruitment
for
the
2020
one
boards
and
commissions
is
closed
for
most
of
the
board.
A
Certain
commissions,
the
city
clerk's
office,
is
in
the
process
of
reviewing
all
the
applications
to
ensure
applicants
meet
the
requirement
for
board
and
commission
applied
for
and
they're
scheduled
to
have
that
application.
Notebook
posted
online
for
everyone
to
see
by
monday
february
22nd
city
council
will
interview
all
the
eligible
applicants
in
early
march.
A
We
do,
however,
have
three
boards
commissions
that
did
not
receive
enough
applications
to
proceed
on
the
interview
portion
of
of
recruitment,
so
we
will
continue
to
accept
applications
for
these
three
boards
through
march
18
and
those
three
boards
are
the
boulder
junction
access
district
parking,
the
boulder
junction
access
district
travel
demand
management
and
the
beverage
license
authority.
So,
if
you're
interested
in
applying
for
any
one
of
those
three
boards,
please
go
to
the
website,
indicated
on
that
slide
and
consider
applying
by
march
18.
A
A
The
panel
will
meet
regularly
to
review
and
discuss
energy
issues
and
provide
feedback
on
projects
and
programs
that
arise
from
the
partnership.
The
advisory
panel
will
serve
to
connect
the
community
to
the
new
partnership
by
representing
electricity
and
gas
customers
in
boulder
in
both
residential
and
commercial
sector.
A
The
panel
will
review
project
proposals,
gather
perspectives
on
community
impacts
and
make
recommendations
to
the
partnerships,
project
oversight,
team
interested
community
members
are
invited
to
learn
more
about
the
working
group
and
to
consider
applying
at
the
website
indicated
on
that
slide.
The
application
will
will
close
at
5
pm
on
february
26th.
A
With
that,
that's
the
end
of
the
public
service
announcements,
thanks
for
bearing
with
me,
we
have
three
topics
to
review
tonight:
we're
scheduled
to
go
till
9
30..
We
might
beat
that
a
little
bit.
The
first
topic
is
on
the
police,
master
plan,
project
plan
and
timeline.
We've
scheduled
60
minutes
for
that.
Second,
we've
scheduled
90
minutes
for
a
capital,
infrastructure,
tax,
renewal
and
other
tax
items
and
then
finally,
we'll
close
with
60
minutes
of
a
new
demonstration
of
our
new
city
website.
B
Great
thank
you
bob
good
evening,
council
members,
so
for
this
item
we've
got
a
team
of
folks
that
are
going
to
present
first
to
kick
up
the
the
presentation,
I'm
going
to
turn
it
over
to
chief
maris,
harold.
C
Thanks
chris
good
evening,
council
members,
before
we
begin
tonight's
presentation,
I
just
want
to
say
a
big
thanks
to
master
plan
project
manager,
wendy
schwartz
and
sarah
huntley
from
communication
and
engagement.
They've
worked
so
hard
thus
far,
and
I
really
appreciate
their
work.
I
also
want
to
thank
the
master
plan
subcommittee
council
members
yates
and
joseph
and
community
members,
marina,
lagrave
and
mallory
cates
for
all
their
hard
work
and
dedication
to
improving
policing
in
the
21st
century.
D
D
So
tonight
we're
going
to
go
over
a
few
key
areas
on
where
we
are
in
the
project:
first,
some
context
and
process
to
date,
so
the
background
and
how
we've
been
doing
the
work
next
foundational
information
about
our
project,
scope
and
approach,
which
of
course
has
informed
the
next
topic,
our
project
plan
and
timeline.
D
D
So
these
are
our
questions
for
council
tonight
and
I'm
not
going
to
read
through
all
of
them
right
now.
We
will
go
through
these
questions,
one
by
one
at
different
intervals
throughout
the
presentation.
So
we've
got
three
major
sections
of
the
presentation
and
we'll
stop
at
the
end
of
each
one
to
discuss
the
corresponding
counsel.
Questions
next
slide,
please.
D
D
D
We
do
have
a
standardized
city
master
planning
process,
and
that
has
four
phases
and
that
planning
process
goes
about
two
years
roughly
and
we'll
talk
a
little
bit
more
about
that.
When
we
go
over
the
timeline
next
slide,
please,
the
police
master
plan
was
last
updated
in
2013
and
since
then,
of
course,
there
have
been
many
changes
in
policing
in
general,
for
the
department
here
in
boulder
and
with
local
and
national
conversations
about
policing
some
examples
of
questions
from
inside
and
outside
the
departments.
D
The
department
that
we've
seen
are
reflected
on
this
slide.
So,
for
instance,
what
should
the
department's
role
be
in
issues
like
homelessness
or
mental
health
or
other
social
services
concerns
racial
equity
concerns,
certainly
community
relationships
and
trust
changes
in
crime
rates
determining
what
the
right
level
of
police
presence
might
be
in
the
community
having
the
right
staff
in
the
department
and
being
able
to
effectively
recruit
and
retain
that
staff.
D
So
here's
how
we've
been
working
on
this
plan,
thanks
chief
for
introducing
some
of
our
team.
At
the
beginning
of
the
meeting,
I've
listed
the
departments
involved
in
our
internal
staff
team.
We
call
it
the
core
team
here
and
it's
been
great
to
partner
with
the
chief
and
as
well
as
deputy
chief
johnson
before
he
left
and
now
we're
transitioning
to
work
with
commander
katie
mceldowney
in
the
police
department,
which
we're
really
excited
about
pam
davis,
our
assistant
city
manager,
from
communications
engagement,
sarah
huntley
and
shannon
alba,
and
our
equity
program
manager,
amy
kane.
D
So
the
commit
the
subcommittee's
purview
is
not
on
planned
content
and
policy
issues
and
toward
the
end
of
this
presentation
we
are
going
to
put
the
project's
website
on
and
folks
can
learn
more
about
the
process
subcommittee.
There
next
slide,
please.
D
One
of
the
first
things
we
discussed
on
this
project
was
that
the
scope
was
probably
not
just
a
minor
update
of
the
2013
master
plan,
but
really
taking
a
step
back
with
a
broad
scope
to
re-envision
policing
in
the
city,
and
certainly
that
affects
how
you
plan
the
project
out
and
so
with
this
type
of
broad
scope.
What
is
envisioned
is
an
in-depth
process
with
the
community
over
two
years.
D
Five
engagement
windows
that
we'll
talk
more
about
in
a
few
minutes
when
we
do
the
timeline
and
what
we're
calling
did
did
we
get
it
right
opportunities
so
really
creating
products
listening
to
the
community
feedback,
circling
back
with
those
draft
products
to
say
did
we
hear
you
did
you
did
we
hear
you
right,
and
this
also
this
process
also
includes
seven
council
check-ins
next
slide,
please,
and
so
with
that
we
get
to
the
end
of
the
first
of
our
three
sections
in
this
presentation,
and
the
first
question
for
council,
which
is:
does
council
agree
with
approaching
the
plan
as
a
new
document
re-envisioning
the
police
department,
rather
than
a
more
limited
update
of
the
2013
plan,.
A
House
members
we'll
we'll
pause
here
and
answer
this
question.
If
you
don't
have
any
comments,
we'll
assume
that
you're
you're
content
with
the
staff's
proposal,
aaron.
E
Well
I'll
just
say
absolutely
thank
you
for
taking
this
approach.
I
think,
with
the
arrival
of
chief
harold
and
some
of
our
societies
wanting
our
society,
one
to
rethink
some
things
about
how
policing
works
in
our
communities.
This
is
a
great
opportunity,
so
I
really
appreciate
you
taking
this
more
comprehensive
approach
this
year.
D
Okay,
great
so
next
slide.
Please.
D
So
the
second
part
of
our
presentation
is
going
to
cover
key
elements
of
our
project
plan
and
timeline.
D
So
the
first
section
of
that
plan
is
purpose
and
background
of
the
project
and
we
just
covered
that
earlier
in
this
presentation.
So
I
won't
repeat
that
the
second
section
is
our
project
goals,
and
so
those
are
different
than
when
we
get
down
down
the
road
to
actually
having
a
draft
master
plan
and
having
goals
in
that
master
plan.
These
are
goals
for
the
the
project
planning
and
the
the
process
of
developing
the
master
plan,
and
so
it's
what
we
hope
to
achieve
and
the
way
we
want
to
go
about
achieving
it
in
the
process.
D
So
what
are
the
important
big
ideas
that
we
want
to
work
on
and
address
in
this
master
plan,
and
then
we'll
also
have
draft
and
final
strategies
and
priorities,
so
these
are
more
specific
ways
to
address
those
focus
areas
and
key
issues,
the
strategies
and
how
to
prioritize,
which
ones
might
be
more
important
or
more
important
to
start
first
and
finally,
of
course,
we'll
have
the
draft
and
master
plan
documents
next
slide.
Please.
D
D
D
Please,
of
course,
it's
also
important
in
developing
this
master
plan
to
keep
in
mind
the
other
city
commitments,
and
I
won't
go
over
every
plan
on
the
screen
in
the
interest
of
time,
but
but
we're
going
to
have
to
really
keep
in
mind
a
broad
variety
of
overarching
plans
and
commitments
in
the
city
as
well
as
complementary
plans
that
other
departments
and
organizations
might
have
next
slide.
Please.
D
So
what
we've
included
here
is
some
broad
general
categories
that
are
reflected
in
that
larger
list,
and
we
talk
about
internal
and
external
stakeholders,
and
what
we
mean
by
that
is
our
internal
stakeholders
are
folks
that
work
in
the
police
department,
so
it's
sworn
personnel
like
officers,
the
police
officers
union
and
then
the
the
civilian
employees,
as
well
as
the
volunteers.
D
D
So
here
is
the
project
timeline
and
just
to
orient
everyone
to
what
they're
looking
at
and
how
to
look
at
it.
We
have
some
dark
or
navy
blue
blocks
in
this
timeline,
and
those
areas
really
reflect
time
for
staff.
Analysis
of
the
feedback
and
information
we're
getting
as
well
as
time
for
staff
to
create
the
products
for
the
next
stage
of
the
plan
for
folks
to
react
to
the
lighter
or
more
periwinkle
blocks
reflect
engagement,
windows
for
internal
stakeholders,
external
stakeholders,
and
that
also
includes
city
council.
D
You'll,
see
some
gray
blocks
that
have
the
cc
city
council
process
are
check-ins
in
them
reflected
throughout,
and
most
of
this
timeline
represents
the
iterative
blocks
of
these
steps
to
really
produce
key
products
and
decisions
with
multiple
feedback
loops
based
on
draft
products.
D
So,
as
we
discussed
when
we
came
to
council
august
25th,
we
spent
the
latter
half
of
2020
and
the
first
part
of
this
year
in
really
that
first
phase
of
the
standard
city.
E
D
Which
is
project
planning
and
we
do
have
at
the
police
department,
the
systems
overview
report
in
progress,
and
we
expect
that
to
be
released
in
august
now,
we're
in
phase
two
and
we're
heading
into
our
first
big
public
engagement
window
in
april.
So
we've
borrowed
some
friends
of
some
language
from
our
friends
at
osmp
to
call
this
window,
values,
hopes
and
concerns
to
engage
people
on
major
thematic
ideas
that
go
along
with
how
they
view
the
department
and
the
ideal
relationship
with
the
department.
D
We
then
have
some
step
time
for
staff
to
work
with
that
information
to
develop
those
draft
focus
areas
and
key
issues
that
I
referenced
earlier
and
then
in
we'll
go
through
a
few,
more
iterative
steps
there
with
council
and
with
the
broader
stakeholder
audience
some
of
those
kind
of
here's.
What
we
came
up
with.
Did
we
get
it
right?
D
We
have
goes
from
august
2022
to
february
of
2023,
and
that
is
really
about
developing
and
getting
feedback
on
the
draft
and
final
master
plans,
which
we
would
hope
to
have
final
council
approval
on
in
february
of
2023.
D
Next
slide.
Please-
and
so
this
leads
us
to
the
end
of
our
second
section
of
the
presentation
and
our
question:
does
council
have
any
input
on
the
draft
project
plan
and
timeline
for
the
police
department
master
plan,
and
I
will
make
a
suggestion
to
council
members
that
if
your
question
is
really
focused
on
engagement
or
how
we're
doing
engagement,
you
may
wish
to
hold
it
until
after
sarah
does
the
third
section
of
the
presentation,
because
your
account,
your
question,
might
be
answered.
Then.
A
Thanks
wendy
adam,
I
saw
your
hand
first,
followed
by
rachel.
F
Thank
you
bob.
I
have
two
questions
one.
I
know
you
said
that
the
slide
about
who
was
going
to
be
involved
wasn't
comprehensive,
but
I
noticed
that
the
human
relations
commission
wasn't
on
there
and
I
thought
that
was
kind
of
a
pretty
important
one
for
a
policing
standpoint.
So
I
was
wondering
if
that
human
relations
commission
specifically
was
going
to
be
part
of
that.
D
F
Yeah
thanks
for
that.
My
second
question
is,
I
notice
this
is
a
pretty
long
process
and
we're
gonna
have
a
pretty
small
chunk
of
it
done
with
the
current
council
and
then
a
very
large
chunk
of
it
done
essentially
the
rest
of
it
with
the
next
council,
which
could
have
a
very
different
makeup.
F
So
I
guess
I
don't
have
a
specific
question
other
than
how
do
you
foresee
dealing
with
that
difference
in
councils,
and
I
guess
we,
as
a
council
sort
of
have
to
figure
out
how
we
can
best
approach
it
to
tee
it
up.
So
it
doesn't
restrict
the
next
council
from
taking
actions
they
see
fit
as
well.
D
Adam,
you
have
a
really
great
point
with
that
and
I
think
when
those
new
council
members
are
seated
we're
going
to
have
to
try
and
do
some
orientation
with
them
about
where
we've
been
on
this
process
so
far,
but
you're
right
that
it
is
of
course
challenging
when
you
have
a
changeover
with
that,
and
so
we
just
really
on
the
project
team,
want
to
provide
as
much
support
and
information
to
those
new
council
members
as
possible.
A
Thanks
adam
rachel
and
then
sarah
huntley
has
her
hand
up
too,
but
rachel.
You
have
a
question.
G
G
It's
that's
still
conceptually
difficult
for
me
to
wrap
my
head
around
like
how
it
gets
implemented
and
used
to
to
help
us
make
decisions
and
also
wanted
to
know
what
data,
if
you
already
know,
will
that
well
the
like
what
current
racial
inequity
data
will
be
utilized
so.
D
I
believe
amy
amy
kane
is
on
the
call,
because
I
thought
there
might
be
some
questions
and
we've
got
maggie.
I
think
too,
and
if
you
guys
want
to
chime
in
a
little
bit
on
rachel's
question,
that
would
be
great.
H
Sure
I
appreciate
that
thanks
so
much,
and
I
guess
there
is
a
little
confusion
with
the
terminology:
we're
not
actually
talking
about
utilizing
the
racial
equity
instrument
as
the
sole
tool
for
the
master
planning
process,
as
the
instrument
is
utilized
throughout
it
can
be.
The
instrument
can
be
applied
to
different
decision-making
points
along
the
way.
H
What
we're
developing
and
maggie
lacrosse
lacquerson,
who
is
on
the
call,
can
talk
a
little
bit
about
this,
because
she
is
the
project
manager
for
this
work,
and
this
is
a
departmental
assessment,
so
each
individual
department
can
really
do
you
guys
hear
my
roommates
sorry
about
that.
They
have
the
best
timing.
H
The
racial
equity
assessment
is
so
departments
can
really
evaluate
where
they
are
as
a
department
in
understanding
where
the
instrument
can
be
applied
through
policies,
programs,
decisions
and
I'm
going
to
turn
it
over
to
maggie
because
she
has
been
the
project
manager.
Like
I
mentioned,
doing
a
staff
team
to
lead
this
work,
and
the
police
department
was
one
of
the
first
departments
who
agreed
to
pilot
it.
So
we're
really
excited
about
that.
So
maggie
you
want
to
take
it
from
here.
H
I
Amy
yeah,
as
far
as
the
information
that
we'll
be
collecting,
it
really
is
focusing
on
whether
or
not
departments
are
using
best
practices
when
it
comes
to
hiring
when
it
comes
to
retaining
employees
building
master
plans,
you
name
it
from
the
ground
up
what
programs
policies,
plans
and
the
department
is
has
on
the
ground
and
if
they
are
considering
racial
equity
when
they
are
forming
those
plans.
G
And
specifically
as
to
policing,
well,
I
understand
it
would
be
used
for
hiring
and
internal
decisions,
but
are
we
also
going
into
this
with
an
eye
on
data
on
people
who
are
police
yeah?
Absolutely.
H
So
I
think
the
police
stop.
Data
is
going
to
be
incredibly
helpful
in
this
work
and
I
do
believe
chief
harold
has
been
working
with
her
data
scientists
and
her
data
teams
to
really
look
at
other
place.
Other
indicators
on
on
the
data
that
they're
collecting
the
other
thing
is
with
the
assessment.
It
is
done
at
the
department
level
in
different
work
groups,
so
it
would
be
applied
to
what
does
it
look
like
in
the
area
of
detectives?
What
does
it
look
like
in
the
area
of
doing
investigations
or
the
records
area?
G
Okay,
thanks
for
that,
it
might
be
helpful
if
we
have
more
information
on
sort
of
the
specifics
of
of
where
it's
like
being
plugged
in
yes,.
A
A
Thanks,
sarah,
you
have
your
hand
up.
Did
you
want
to
contribute
something.
J
So
new
council
members
who
might
want
to
catch
up
on
what
we
heard
in
engagement
window
1
and
have
some
direct
feedback
on
what
we're
defining
as
focus
areas,
would
have
a
chance
to
do
so.
But
then
it
would
be
the
work
of
the
new
council
to
really
get
into
the.
I
think
the
tough
most
challenging
conversations
which
will
be
around
strategies
and
priorities.
A
Thank
you,
sarah
and
I'll.
Just
weigh
in
as
a
as
a
member
of
the
process.
Committee
and
junie
of
course
may
have
some
thoughts,
and
I
see
mourinho
lagrave
from
the
community
representative
of
the
process
committee
is
also
on.
They
may
have
different
thoughts
when,
when
staff
presented
this
to
us,
oh
a
month
or
so
ago,
this
timeline
this
two-year
timeline.
A
I
think
we
all
had
the
same
reaction,
which
is
whoa,
that's
a
really
really
long
time,
but
then,
as
they
walked
us
through
it,
it
made
a
lot
of
sense
and
we
kind
of
drilled
into
it
and
we
kind
of
tested
it
and
said:
what
can
we
accelerate
this?
Can
we
shorten
this
and
I
think,
we've
all
come
around,
or
at
least
I've
come
around
to
understanding
why
this
is
going
to
take
two
years.
A
I
think
we
did
have
some
concerns
about
gosh's
feedback
that
we
get
from
the
community
in
2021
still
going
to
be
applicable
in
2023,
but
I
think
the
way
that
the
engagement
process
is
set
up
is-
and
sarah
will
talk
about
this
more
in
a
few
minutes-
is-
I
think
there
will
be
constantly
an
opportunity
for
community
members
to
weigh
in
on
whatever
the
topic
of
the
day
happens
to
be,
and
I
think
we'll
be
nimble
and
responsive
to
that
and
then
adam.
I
think
I'm
99
sure
a
response.
A
A
L
Oh
hi,
so
it's
marina,
hi
everybody.
Thank
you
so
much.
I
just
wanted
to
highlight
what
sarah
mentioned.
I
think
that
it'll
be
crucial
that
at
the
beginning
of
this
process
we
do
the
listening
and
with
the
capturing
of
the
community's
comments
and
needs
and
wants.
So
I
think
that's
what's
going
to
be
key
in
moving
forward.
Just
wanted
to
highlight
that.
M
I
I
don't
have
anything
to
add
bob.
I
just
think
I'm
doing
more
listening
than
speaking
tonight,
but
because
again,
I'm
part
of
the
same
committee
with
you
and
I
think,
you've
really
highlighted
everything
that
needed
to
be
said.
A
Great,
thank
you
juni.
I
don't
see
any
other
hands
up
so
unless
we
have
other
input
on
the
timeline,
we'll
assume
that
we're
we're
good
to
go
on
that.
Thank
you
adam
for
the
good
suggestions
about
getting
the
next
council
oriented
and
up
to
speed
and
making
sure
that
they're
equally
comfortable
with
this
plan,
so
we'll
make
sure
do
that
at
the
end
of
the
year.
So
I
think
we're
ready
to
move
on
to
section
three
and
sarah.
I
think
that's
you.
J
J
I
wanted
to
assure
council
in
the
community
first
that
the
overall
approach
we're
taking
for
this
master
plan
process
really
is
grounded
in
our
engagement
strategic
framework,
which
we
really
created
out
of
the
feedback
we
got
from
the
public
participation
working
group
some
years
ago,
as
well
as
our
own
staff
perspective
on
improvements
we
could
make
to
our
system.
J
So
we
will
definitely
be
defining
a
clear
purpose.
That's
part
of
what
this
framing
of
the
conversation
is.
We
want
to
recognize
that
policing
is
in
a
great
place
of
transition
and
our
national
scrutiny
and
local
scrutiny
is
much
higher
than
it's
been
before,
and
we
want
to
talk
about
those
issues
in
a
very
honest
and
transparent
way.
We
are
doing
a
lot
of
work
to
plan
for
thoughtful
and
respectful
engagement
and
I'll
talk
a
little
bit
about
that,
as
well
as
the
next
item,
which
is
encouraging
and
including
all
voices.
J
That's
an
area
of
a
considerable
focus
for
us
as
we
embark
on
this
process.
We
of
course
always
want
to
foster
public
contribution
and
civic
participation
council
heard
about
some
of
those
goals
at
the
retreat,
and
then
we
want
to
implement
a
trustworthy
and
transparent
process
and
I'm
always
kind
of
reluctant.
When
we're
looking
at
a
process,
that's
going
to
go
over,
say
just
a
few
months
to
try
to
chart
out
every
little
detail
of
an
engagement
process
from
start
to
finish.
J
For
two
years
I
don't
have
a
crystal
ball
and,
as
as
bob
said,
there
will
be
issues
that
will
come
up
over
the
next
two
years
that
we
really
want
to
be
able
to
respond
to
in
a
nimble
way.
So
what
we've
done
here
is
we've
created
sort
of
an
overall
engagement
plan
that
talks
about
our
principles
and
commitments
of
engagement
and
you're,
going
to
see
on
some
next
slides
how
we
plan
to
use
some
of
the
framework
tools
that
we
follow
as
a
city.
But
then
for
each
engagement
phase.
J
We
have
an
addendum,
which
is
a
tactical
plan
and
the
reason
that
that
hasn't
been
fleshed
out.
All
the
way
through
all
the
phases
of
the
project
is
because
we
really
want
to
learn
from
the
previous
page
phases
evaluating
and
adapting
is
absolutely
a
best
practice
of
engagement.
So
we're
going
to
talk
a
little
bit
today
about
what
we're
calling
engagement,
windows,
0,
which
wasn't
even
on
your
timeline,
it's
pre-engagement
and
then
we're
going
to
talk
a
little
bit
about
the
preliminary
plans
and
approach
for
engagement
window
one
and
in
each
subsequent
check-in
with
council.
J
We'll
look
ahead
to
the
next
engagement
window
with
more
detail,
so
you
have
an
opportunity
to
give
us
some
feedback
next
slide,
please
carl!
Okay!
So
I'm
hoping
that
this
wheel,
this
decision
making
wheel
is
not
brand
new
to
council
members,
but
I
just
want
to
say
that
this
is
a
wheel
that
was
primarily
created
by
our
public
participation
working
group
as
a
way
of
bringing
consistency
in
decision
making.
J
Step
two
is
to
determine
who
is
affected
and
that's
that
four-page
stakeholder
analysis.
We
did
an
incredibly
robust
job.
I
think-
and
I
do
think
hrc
is
on
there,
but
if
we
missed
it,
we'll
absolutely
call
it
out
really
just
trying
to
think
about
all
the
different
people
who
might
want
to
participate
in
this
and
who
would
be
impacted
and
how
good
bad
or
otherwise,
by
the
decisions
we
make
in
this
planning
process.
J
J
Four
five:
six
that'll
be
the
engagement
windows,
one
two
and
three,
and
then
we'll
come
back
to
council
to
make
a
decision.
One
of
the
things
I
think
is
really
important
is
that
sometimes
our
community
and
our
council
and
our
staff
think
okay,
we
made
our
decision
we're
done,
but
actually
in
a
good
decision-making
process.
J
J
So
the
reflect
and
evaluate-
and
we're
going
to
do,
that
after
each
window
of
engagement,
but
as
a
whole
process
and
project
we're
going
to
want
to
step
back
and
debrief
and
learn
from
this,
because
we'll
have
many
master
plan
processes
in
the
future
next
slide,
please
so
the
other
tool
that
we'll
be
using
primarily
as
a
way
to
communicate
what
our
commitment
and
promise
is
to
our
communities
for
each
window.
We're
going
to
give
community
members
a
very
clear
idea
of
where
we
think
we
are
on
this
engagement
spectrum.
J
So
for
council
members
who
have
not
seen
this,
there
are
four
different
levels
of
engagement
that
we
engage
in
in
the
city.
Inform
is
your
basic
communications
function
where
we
provide
information
and
keep
people
informed.
It's
the
piece
where
we
get
the
right
information
to
the
right
people
at
the
right
time.
Right.
J
J
One
thing
that
we
recognize
is
that
there
are
not
very
many
people
in
our
community
who
have
a
very
clear
understanding
of
what
our
police
department
does
today
and
there's
a
certain
amount
of
capacity
building
that
we
need
to
do
with
community
members
to
be
able
to
answer
questions
about
what
things
are
we
doing
today
that
we
should
should
we
continue
to
do
what
things
are
we
doing
today
that
you'd
like
to
see
the
department
not
do
any
longer
what
things
are
we
doing
today
or
things
we're
not
doing
that
we
should
start
doing
so.
J
There's
you
know
some
conversations
we
want
to
have
with
some
community
groups
that
we
think
are
going
to
want
to
play
a
very
active
role
in
this
conversation,
and
we
thought
why
waste
this
time
at
the
beginning
of
the
year.
Why
not
start
to
mobilize
some
of
those
folks?
So
what
we've
been
doing
over
the
last
couple
weeks
and
we
have
about
two
more
weeks
of
this
work?
J
We
are
also
presenting
that
in
pre-engagement
window
to
community
members
about
to
see
what's
missing.
So
what
thing?
What
external
factors
do
they
think
we
need
to
be
having
honest
conversations
about
as
we
embark
on
this
process
together
and
in
addition
to
the
list
that
wendy
came
up
with,
we've
already
had
some
great
feedback,
where
the
youth
opportunities
advisory
board,
for
example,
really
wanted
us
to
recognize.
The
conversation.
J
That's
going
on
right
now
around
school
resource
officers
and
some
of
the
sort
of
conflicting
desire
to
have
schools
be
safe
from
you
know,
attacks
or
other
types
of
violent
situations,
but
also
recognizing
the
equity
concerns.
So
we'll
probably
add
that
to
our
framing
list
of
things,
we
need
to
talk
about
during
this
process.
J
We're
also
going
to
be
asking
these
pre-engagement
groups
to
help
us
identify,
prefer
commun,
preferred
communication
channels.
So,
as
council
knows
by
now,
we
have
a
really
robust
toolbox
of
communication
platforms,
and
we
want
to
hear
from
the
people
who
want
to
stay
abreast
of
this
planning
process,
which
ones
they
would
prefer
for
us
to
use
so
that
we
can
build
that
out
as
part
of
our
communications
plan
that
supports
this
work.
J
The
last
three
items
on
this
list:
we
have
created
three
well
two
so
far
and
we
are
embarking
on
an
effort
to
create
a
third
specialized
teams
of
community
members
that
really
represent
either
hard
to
reach
communities
or
communities
that
may,
frankly,
historically
have
a
very
different
lived
experience
with
policing
or
different
perspective
based
on
policing
as
an
institution
as
well
as
individual
experiences
with
officers.
So
marina
lagrave
has
really
stepped
into
her
role
as
a
process
subcommittee
member
and
she
has
developed
the
latinx
leadership
team.
J
That
has
it's
roughly
14
people,
because
some
people
are
serving
with
their
spouse
or
their
partner.
J
So
it
works
out
to
be
about
14
community
members,
all
of
whom
are
bilingual
bi-cultural,
who
are
going
to
meet
monthly
together
to
help
us
first
of
all
get
their
individual
personal
perspectives
in
each
of
the
engagement
window
as
boulder
community
members,
but
then
also
really
help
us
make
sure
that
we
are
meeting
the
language
needs
and
the
cultural
needs
of
the
spanish-speaking
community
in
boulder
to
really
help
them
be
able
to
participate
in
a
meaningful
way.
J
We
started
with
latinx
as
our
first
primary
focus,
because
spanish-speaking
community
members
are
our
largest
population
of
non-white,
community
members
in
boulder,
and
they
come
not
only
with
different
lived
experiences
and
perspectives
that
we
want
to
capture,
but
many
of
them
come
with
different
language
needs.
So
we
really
wanted
to
make
sure
that
we
were
learning
everything
using
all
the
learnings
we've
had
over
the
last
couple
years
on
language
access
to
be
able
to
create
a
way
to
ensure
that
their
needs
are
being
met,
so
they
can
participate.
J
The
next
group
that
we
have
identified
as
a
stakeholder
group
that
we
wanted
to
have
some
continual
communication
with
is
our
young
people.
I'm
I'm
always
like
to
point
out
that
these
master
planning
processes
create
plans
that,
first
of
all,
they
take
about
two
years
to
create,
and
then,
after
that,
they're
supposed
to
be
living
breathing
documents
that
affect
our
work
for
another
decade.
J
J
So
our
youth
opportunities
advisory
board
has
stepped
into
this
space
admirably
and
we've
started
to
have
some
really
great
conversations
with
growing
up
boulder,
we're
going
to
use
a
large
part
of
our
city
contract
with
that
organization
to
reach
particularly
vulnerable
young
people,
but
young
people
in
general
to
hear
their
hopes,
dreams
and
concerns
about
policing
and
then.
Lastly,
I
would
very
much
like
to
create
an
additional
leadership
team,
probably
focused
on
black
and
african-american
perspectives
in
our
community.
J
We
don't
have
as
big
a
network
in
that
space
yet
in
the
city
of
boulder.
So
I'm
going
to
be
working
with
some
community
groups
to
see
if
there's
interest
among
individual
community
members
to
join
such
a
committee.
But
we
would
like
to
be
able
to
provide
it
with
the
same
level
of
support
or
similar
support
to
what
we
are.
J
Providing
for
our
latinx
leadership
team,
because
I
think
it's
really
important-
I
think
we
all
recognize
that
the
black
community,
in
particular,
has
had
unique
experiences
with
policing
and
given
the
institutionalized
routes
of
policing
in
cultures
and
and
practices
of
slavery.
I
think
it's
really
critically
important
that
we
lift
those
voices
during
this
process.
I
just
don't
have.
I
can't
report
at
this
time
that
we
have
an
assembled
group
we're
still
working
towards
that.
J
One
of
the
other
things
I'm
trying
to
let
people
understand
in
engagement
window
xero
is
what
are
we
going
to
be
talking
about?
Why
is
this
going
to
be
of
interest,
and
I
already
reference
the
fact
that
we're
going
to
try
to
help
educate
people
about
what
currently
our
services
provided
and
approaches
the
police
department
takes.
So
they
can
tell
us
what
should
stay,
what
should
go?
J
You
know
when
you
ask
one
group:
what's
the
right
presence
level
for
police
in
our
community,
they
might
say
something
that's
very
different
from
what
another
group
will
say
and
so
part
of
the
hard
thinking
we're
going
to
have
to
do
as
a
communities.
How
do
we
balance
those
different
perspectives
and
reconcile
any
place
where
we
have
to
make
tradeoff
decisions?
J
J
It
is
engagement
window,
one
values,
hopes
and
concerns,
and
this
is
intended
to
be
a
time
to
cast
a
much
broader
net
than
we
were
able
to
in
pre-engagement
and
inform
anybody
who
might
be
interested
that
this
process
is
going
on
and
help
them
understand
where
the
different
windows
of
input
are
going
to
occur
and
encourage
them
by
offering
different
ways
to
meet
different
audience.
Members
needs
to
participate.
J
J
So
we
can
look
for
themes,
and
so
that
darker
blue,
that
you
saw
in
your
timeline,
is
the
reason
it's
such
a
little
long
period
of
time
is
because
we
really
want
to
make
sure
that
we're
capturing
this
feedback
in
a
way
that
can
be
analyzed
and
sorted
later
on
next
slide.
Please
so
framing
the
conversation,
particularly
in
this
first
window
is
going
to
be
really
important
and
we
are
not
going
to
really
ask
people
to
make
multiple
choice,
decisions
or
rank
priorities
too
much.
J
So
safety
is
a
fundamental
part
of
boulder
police
department's
mission
and
whenever
we
think
about
public
safety,
although
it
can
take
many
different
forms,
it's
not
unusual
for
the
police
and
the
fire
departments
to
come
to
mind,
but
we're
learning
that
safety
means
different
things
to
different
people
and
what
what
one
p
person
perceives
as
a
safe
situation
might
feel
very
different
to
somebody
else.
So
we're
going
to
be
asking
some
open-ended
questions
about
what
safety
means
in
the
law
enforcement
context
to
all
of
our
participants
and
we'll
explore
diverse
perspectives.
J
We'll
hear
a
little
bit
about
hope's
fears
and
definitions
about
what
makes
a
community
safe.
We're
also
going
to
ask
a
couple
of
other
un
open-ended
questions.
One
of
the
ones
that
we've
thought
about
asking
is
to
ask
people
to
briefly
describe
their
ideal
encounter
with
a
police
officer
if
they're
in
a
variety
of
different
shoes,
so
you're
in
your
ideal
encounter
if
you're
the
victim
of
a
crime
your
ideal
encounter.
J
So
the
other
piece
of
this
is
that
we
do
need
to
commit
in
each
engagement
window
and
all
along
the
way
to
keeping
people
informed
and
we've
identified
a
variety
of
ways
that
we
might
seek
feedback.
Social
media
will
absolutely
be
a
big
player
in
this.
We
are
creating
an
email
list
serve
so
for
people
who
want
more
frequent
updates.
A
little
more
detailed
updates,
specifically
on
the
police
department.
Master
plan
will
be
invited
to
sign
up
there
with
their
email.
J
J
We
do
have
a
project
website
and
we'll
be
doing
a
number
of
partner
meetings.
Next
slide,
please,
okay!
So
that
brings
me
to
the
end
of
my
presentation
and
we
wanted
to
hear
back
from
council
members
about
whether
you
have
any
questions
about
this
preliminary
engagement
planning
or
any
specific
suggestions.
You'd
like
us
to
take
into
account
as
we
enter
window.
One.
A
And
this
is
the
end
of
the
the
presentation,
so,
in
addition
to
answering
question
number
three,
this
is
also
an
opportunity
for
council
members
to
weigh
in
on
anything
they've
heard
this
evening
or
any
suggestions
you
have
for
the
process.
A
K
Thanks
bob
and
thanks
sarah
and
the
whole
committee-
that's
been
working
on
this.
I
have,
I
really
don't
have
questions.
I
have
some
comments,
however,
and
one
of
them
has
to
do
with
the
final
slide
that
was
presented
about
the
different
kinds
of
channels
that
we
have
for
reaching
people.
K
Last
night
I
spent
a
little
bit
of
time
kind
of
listening
through
bits
and
pieces
of
the
somos
boulder
podcast,
and
I
think
that
might
be
a
really
great
opportunity
for
for
engagement
and
and
to
kind
of
combine
that
with
kg
and
u's
efforts
and
and
do
that
kind
of
call
in
like
we've
attempted
before.
So.
That's
that's
one
comment
and
then
on
that
list
I
also
didn't
see
good
old-fashioned
paper
to
communicate
with
people
like
flyers,
and
things
like
that.
K
So
that
could
be
an
effective
way
of
reaching
some
folks
that
don't
necessarily
have
facility
with
electronics.
K
One
of
the
things
that
I've
noticed.
I've
been
in
conversations
and
in
meetings
with
chief,
harold
and
the
topic
of
place.
Management
has
come
up
in
those
conversations
and
how
important
that
is
in
terms
of
of
elevating
the
quality
of
life,
and
so
in
the
engagement.
You
know,
sarah,
you
put
together
all
these
different
groups
of
people
and
not,
and
I
think
it
might
be
interesting
to
consider
place
groups.
K
So
you
know
places
that
have
issues
that
are
different
from
the
rest
of
the
community
and
to
try
and
reach
out
to
to
groups
on
a
place
based
with
a
place-based
approach
and.
J
I
will
just
say
working
with
brenda
rittenhauer,
to
identify
some
neighborhoods,
for
example,
as
place-based
approaches
that
might
have
specific
challenges
that
they
faced
with
crime
or
other
issues
that
might
have
an
interest
in
weighing
in
from
that
unique
perspective.
So
yeah,
that's
really
good
advice.
K
Thank
you
and,
and
then
the
other
question
I
guess
I
do
have
a
question,
is
you
know,
we're
finding
ourselves
right
now,
still
in
a
remote
kind
of
situation
and
I'm
wondering
as
we
move
through
the
process,
what
kinds
of
I
guess
strategies
are
you
setting
up
in
order
to
be
able
to
go
from
from
being
on
a
remote
communication
basis
to
a
more
in
person?
Hopefully
that
will
happen
and-
and
I'm
just
wondering
if
you
have
any
kinds
of
of
thoughts
on
that.
J
Yeah
one
of
the
things
mary
that
I
think
we'll
be
doing
is
making
a
similar
commitment.
The
council
has
talked
about
that.
As
we
make
a
transition
to
in-person
opportunities,
we
will
probably
try
our
best
to
provide
hybrid
opportunities,
so
some
folks
might
be
more
comfortable
coming
back
in
person
sooner
than
others.
J
We
also
have
had
some
really
great
learnings
in
this
online
space,
about
some
inclusivity
benefits
of
having
an
online
forum,
certainly
from
a
convenience
perspective,
but
also
people
just
feeling
more
comfortable,
providing
their
feedback
from
their
own
home
than
in
an
environment
that
might
seem
more
governmenty
or
formal
than
what
they're
used
to
so
I
wouldn't
want
to
go
wholesale
from
virtual
to
in
person.
I
would
like
there
to
be
some
opportunities
for
both
when
we
are
in
person.
J
So
what
we're
focusing
on
right
now
is
making
sure
that
we
stand
up
online
tools
that
will
stand
the
test
of
time
that
people
can
continue
to
participate
in,
even
when
we
go
to
in
person,
and
then
we
also
know
that
the
in
person
has
the
extra
value
of
really
building
human
to
human
connection.
So
we
will
be
implementing
some
of
those
opportunities
when
it's
safe
to
do
so.
K
Great,
thank
you.
Sarah
and
thanks
everyone,
you're
doing
a
great
job,
appreciate
it.
That's
all.
I
have.
E
Just
a
quick
comment,
thanks
to
everyone,
who's
brought
it
to
this
point.
The
engagement
approach
looks
very
thorough
and
it
looks
very
similar
to
the
open
space
master
plan
engagement
process,
which
I
thought
was
incredibly
successful.
So
I
think
that
that
was
a
great
template.
I'm
glad
to
see
you
using
it,
and
I
think
this
will
also
be
a
successful
outreach
firm.
So
thanks
for
putting
it
together.
A
I
do
I
do
have
to
comment
aaron
that
you
and
mary
did
such
a
great
job
on
the
open
space
master
plan
process
that
we
have
borrowed
copied
and
plagiarized.
Much
of
the
groundbreaking
work
that
you
and
and
the
staff
team
did
on
that
and
incorporated
that
into
to
to
this
plan.
So
we're
running
on
your
coattails.
J
And
it
really,
you
know,
that's
part
of
the
reason
why
osmp
stepped
into
a
pilot
phase.
They
were
the
pilot
first
master
plan
to
try
to
respond
to
the
engagement
strategic
framework
and
the
lessons
that
we
learned
from
them
is
that
it
holds
pretty
solid
and
we
should
follow
that
framework
as
much
as
possible
and
they
iterated
in
some
ways
that
we
really
loved.
So
we're
making
sure
we
replica
the
replicability
piece
lives
on.
A
Yeah,
I
don't
see
any
other
hands
any
other
final
comments
or
questions
from
council
members.
If
I
see
juni
has
her
hand
up
and
then
after
that,
I
think
wendy
will
bring
us
home
with
just
a
look
forward.
Junie.
M
Yeah,
thank
you
for
this
presentation.
I
think
it
was
great
as
well,
and
I
think
I
just
wanted
to
make
a
comment
about
the
outreach
to
the
black
community
and
I
know
the
last
time
during
our
meetings.
We,
I
think
it's
part
of
your.
How
do
I
put
it
part
of
the
process
and
reaching
out
to
the
naacp,
but
also
I
know
right
now.
A
lot
of
students
are
online,
but
cu
is
is
a
huge
resource,
especially
when
you
think
of
young
people
of
color.
M
They
have
a
lot
of
student
groups
and
organizations
and
I
think,
reaching
out
to
them
might
be
helpful
as
well.
They
would
tell
you
where
exactly
you
know
a
lot
of
these
young
black
people
and
other
people
of
color
are
located
as
well
in
the
community,
and
I
think
mary's
point
was
well
taken.
I
think
again,
it
goes
back
to
what
you
said
that
you
know
people
have
different
perspective
on
on
policing,
right
and
different
communities
have
different
needs.
M
A
D
Sure
we
have
one
last
slide
and
carl,
it's
just
the
next
steps
slide
right
there
yeah
so
just
to
cover
our
next
steps.
Late
march
early
april,
opening
our
first
broad
public
engagement
window
engagement
window,
one.
I
think
most
of
the
community
will
really
experience
that
in
early
april
we
are
starting
with
some
students
in
late
march
because
of
their
student
schedule.
A
Great
well
thanks
so
much
to
the
chief
to
wendy
and
to
sarah
for
that
great
presentation
and
thank
you
in
particular
to
the
council
members
we're
actually
having
a
process
subcommittee
meeting
on
thursday,
and
so,
while
all
of
your
great
comments
and
suggestions
refresh
our
minds,
we
want
to
huddle
again
and
talk
about
any
adjustments.
We
need
to
make
you
guys
make
some
fantastic
suggestions
tonight.
A
So
thank
you
so
much
for
that
feedback
and
we
will
continue
to
push
forward
and
then
we'll
I'll,
be
reporting
back
to
you
in
in
august
on
what
we've
learned
from
that
first
engagement
window.
So
thank
you
so
much
to
everybody.
A
And
thank
you
to
mallory
and
marina
both
for
serving
on
the
committee
and
for
being
here
tonight.
A
I
do
want
to
just
kind
of
frame
up
from
a
process
standpoint
how
this
one's
going
to
work,
which
will
be
a
little
different
than
the
first
presentation,
we'll
hear
on
a
presentation
by
our
finance
team
and
they'll
go
all
the
way
through
their
presentation
and
then
we're
gonna
hear
some
recommendations
from
the
the
financial
strategy
committee
of
council.
I
think
mark's
going
to
make
that
presentation
on
behalf
of
the
committee
and
then
there's
five
questions
at
the
very
end
of
the
presentation
for
council
to
answer.
A
So
let
me
suggest
that
we
do
this
since
there's
no
natural
breaks-
and
this
is
a
relatively
long
presentation
if
you've
got
questions
along
the
way
that
probably
we
should
pause
on
and
get
answered
right
then,
because
the
slide
is
up
and
the
comments
just
been
made.
Please
raise
your
hand-
and
I
I've
already
indicated
to
to
cheryl
and
to
mark
that
we
may
interrupt
them
from
time
to
time
with
questions.
A
Just
raise
your
hand,
I'll
watch
for
those
and
I'll
look
for
natural
pauses
and
then
we'll
jump
in
with
our
questions
along
the
way
and
then
just
be
prepared
at
the
very
end
of
the
presentation
from
cheryl
and
cara
and
mark
that
there
will
be
five
questions
coming
back
to
us
with
that
I'll
turn
it
over
to
you.
Chris.
B
Great
thanks
bob
for
teeing
that
up
and
before
I
pass
the
presentation
over
to
cheryl
patel,
our
chief
financial
officer.
I
just
wanted
to
tee
up
at
a
high
level,
while,
while
sometimes
talking
about
taxes
or
capital
infrastructure
doesn't
always
seem
the
most
exciting
topic.
B
B
Daily
life
occur
smooth
here
in
the
city,
from
making
sure
that
clean
drinking
water
gets
to
your
your
home
or
business,
and
the
wastewater
goes
away
and
doesn't
come
back
to
the
paths
and
streets
that
we
drive
and
ride
our
bikes
on
and
the
parks
that
we
recreate
in
the
open
space
that
we
we
also
enjoy,
and
all
of
that
infrastructure
takes
funding
to
maintain,
to
enhance,
to
replace
and
how
we
do
that
in
in
an
effective
and
efficient
way
is,
is
really
important,
and
so
this
conversation
as
cheryl
is
going
to
tee
up,
has
been
a
conversation
that
is
spread
over
many
decades,
actually
of.
B
What's
the
best
way
to
maintain
our
infrastructure,
and
so
with
that
I'll
pass
it
over
to
cheryl
to
begin
the
presentation.
N
Okay,
next
next
slide,
please
so
thanks
again,
chris
and
and
to
my
great
team
for
all
the
work
that
they've
put
into
this
and
also
the
finance
strategy
committee.
N
I'll
start
with
a
background
of
the
last
10
years
and
the
work
that
we
have
done
here
at
the
city
related
to
our
finances
and
capital
infrastructure,
followed
by
just
talking
a
little
bit
about
this
tax
renewal
and
some
of
the
projects
that
we're
thinking
about
related
to
a
possible
renewal
and
then
finally,
council
member
wallach,
will
talk
about
the
financial
strategy
committee
recommendations
that
the
committee
has
been
working
on
so
next
slide.
N
So
we've
talked
about
this
a
lot
in
in
the
past,
but
I
just
wanted
to
remind
some
of
the
newer
council
members
about
the
blue
ribbon
commission
work
that
was
done
actually
almost
or
over
a
decade
ago.
This
was
a
commission
made
up
of
community
members
staff
to
really
look
at
our
finances,
because
at
the
time
there
was
a
very
significant
gap
between
revenues
and
expenditures
that
were
identified.
N
The
blue
ribbon
commission
one
focus
on
revenue
stabilization
and
they
really
talked
about
the
reason
for
this
big
gap
was
the
fact
of
our
decreasing
productivity
of
sales
tax,
along
with
the
above
average
inflation
of
government
input.
So
what
that
really
means
is
we
have
certain
things
like
health
care.
N
N
We
have
renewed
several
different
taxes
since
in
the
last
decade,
so
some
of
the
renewals
have
been
permanent
renewal,
some
temporary
or
fixed
term
renewals,
and
most
of
the
renewals
that
we've
done
are
dedicated,
and
I
will
point
out
that
the
blue
ribbon
commission
did
recommend
that
we
look
at
permanent
renewals
that
are
flexible
in
nature,
so
therefore
not
dedicated.
N
Now
there
are
reasons
why
we
have
done
these
dedicated
taxes,
but
that
was
the
initial
recommendation
from
that
commission
we
removed
the
final
taber
restriction
on
our
mill
tax
revenue
back
in
2008
we've,
increased
sales
and
use
tax,
accommodation,
tax
impact
fees
and
other
fees,
and
just
probably
nine
months
ago,
or
so
we
brought
to
you
the
expanded
sales
tax
base,
including
marketplace
facilitators.
N
So
we
now
collect
sales
tax
from
those
third-party
facilitators
on
on
platforms
such
as
amazon,
moving
to
expenditures,
we've
done
a
lot
with
budget
prioritization
we've
done
priority
based
budgeting.
N
It's
now
turned
into
our
work
on
budgeting
for
resilience.
We've
looked
at
compensation,
our
pay
for
performance
plan,
our
health
care
benefits,
along
with
other
benefits,
and
we've
made
many
service
and
process
efficiencies
along
the
way.
Some
of
which
are
consolidating
functions
like
some
of
the
financial
functions,
looking
at
our
citywide
contracts,
consolidating
those
to
save
money
and
also
looking
at
our
it
management
of
our
software
systems.
So
there's
a
lot
more,
but
you
know
I'm
just
going
to
point
out
a
few
of
those
that
we've
done.
O
N
N
They
talked
about
pay
as
you
go,
which
is
simply
just
using
the
money
you
currently
have
to
pay
for
the
projects,
and
they
said
you
know,
that's
good.
If
you
have
small
dollar
projects,
if
you
are
in
low
inflationary
time
so
you're
not
worrying
about
construction
costs
rising
much
faster
than
the
money
that's
coming
in,
and
then
they
talked
about
debt
financing
and
the
need
for
that
when
you
have
large
dollar
amount.
N
Large
dollar
pro
projects
high
inflationary
times
and
also
using
that
when
the
cost
of
borrowing
is
low
like
it
is
now
and
and
mark,
will
talk
a
little
bit
about
financing
as
it
relates
to
the
possible
extension
of
this
tax.
In
his
section
they
talked
about.
How
can
we
mitigate
future
expenses?
And
the
one
thing
I
just
want
to
point
out
on
this
list?
Is
the
you
know
their
recommendation
to
not
defer
maintenance
and
basic
renovation
and
you'll
see?
N
There
are
projects
on
this
list
that
relate
to,
unfortunately,
because
of
budget
constraints
us
deferring
some
of
the
maintenance
that
we
should
have
been
doing
all
along
next
slide?
So
what
have
we
done
from
their
recommendations?
We
started
in
2011
with
our
49
million
capital
improvement
bond.
This
was
a
hundred
projects
throughout
the
city,
followed
by
the
community
culture
and
safety
tax.
So
this
is
really
the
tax
we're
talking
about
this
evening.
N
This
first
round
of
it
was
a
three-year
0.3
sales
tax
that
was
for
capital
projects,
and
there
was
some
city
projects,
some
non-profit
projects
there
and
after
the
three
years
was
up.
We
went
back
to
the
voters
and
thankfully,
they
passed
a
43
million
dollar
phase.
Two
of
this
tax,
which
is
a
four-year
tax,
and
this
tax
is
the
one
we're
talking
about.
N
It's
set
to
expire
at
the
end
of
2021
and
we
said
for
this
tax,
80
percent
of
revenue
collected
would
go
towards
city
projects
and
20
percent
would
go
to
non-profit
and
then
also
what
the
city
did,
which
I
think
is
a
huge
step-
is
developed
a
general
fund
capital
fund,
so
the
city
really
never
had
ongoing
funding
for
general
fund
capital
needs,
which
is
partly
how
we've
gotten
to
the
situation
that
we
find
ourselves
in.
But
we
are
now
programming
operating
revenues
that
come
in
into
the
general
fund
for
ongoing
capital
needs.
N
So
in
2021
we
budgeted
around
6
million,
which
is
about
4
of
the
general
fund
revenue
for
general
fund
capital
next
slide.
N
So
we
wanted
to
talk
about
and
we
will
get
into.
I
know
the
council
has
asked
for
information
on
kind
of
what
kind
of
revenue
is
in
the
toolbox
and
we
are
planning
to
bring
that
back
to
council
at
our
financial
study
session
in
april,
but
we
did
want
to
bring
up
to
you
this
evening.
What
potential
tax
items
do
we
know
about
that
are
out
there?
N
We've
heard
that
the
county
is
considering
some
sort
of
affordable,
housing
or
and
or
transportation
sales
tax,
not
sure
on
the
timing,
we're
thinking
it
might
be
2022
based
on
discussions
with
them,
as
we
all
know
we'll
be
talking
about
the
library
districting
in
the
coming
months,
and
and
how
does
that
impact
the
tax
structure
here
at
the
city,
we've
heard
about
homeless
services,
sales
and
use
tax,
the
climate
action
plan
tax
or
the
cap
tax
is
expiring
in
march
of
23
will
be
coming
to
council-
probably
later
this
year
early
next
year
to
talk
about
that
and
then
something
I
think
not
many
people
are
aware
of,
but
at
the
end
of
2024,
the
general
fund,
a
portion
of
the
sales
and
use
taxes
expiring
and,
as
you
can
see
by
the
amount,
it's
going
to
have
a
pretty
significant
impact
on
our
operations.
N
So
we'll
be
talking
to
you
about
that
as
well
in
the
coming
year
years.
I
should
say
sorry
next
slide,
so
this
is
just
a
chart
of
how
our
sales
tax
looks
if
we
were
not
to
renew
or
add
any
new
taxes
over
the
next
about
20
years
and
you'll,
see
the
community
culture
and
safety
tax
is
expiring,
followed
by
several
others.
N
Next
slide,
I
apologize.
This
is
hard
to
see,
but
on
the
left
hand,
side
is
the
total
tax
that
boulder
paid
or
boulder
residents
and
others
pay,
and
this
includes
the
state's
portion,
the
county's
portion,
as
well
as
rtd
and
a
few
other
special
districts,
but.
L
N
See
that
the
boulder
currently
is
paying
8.85,
which
makes
us
the
highest
among
our
peers.
I
will
note,
though,
if
you
look
at
lakewood,
which
is
at
7.5
there's
about
a
1.35
percent
difference.
So,
although
you
know
we
are
high,
it's
not
very
significant
the
difference
between
the
high
and
the
low
and
then
on
the
right
hand,
side
that
just
represents
the
city's
portion
of
the
tax,
which,
for
us
is
3.86
again
we're
higher
than
most
other
of
our
peers.
N
A
N
Okay,
great
next
slide,
please
so
this
just
represents.
What
are
our
unfunded
capital
needs
in
the
next
20
years?
And
I
just
want
to
point
out
this
really
is
mainly
general
fund
departments
departments
that
don't
have
dedicated
funding
sources
like
osmp
and
it
does
not
include
utilities.
So
if
we
take
all
of
those
out
we're
looking
at
about
300
million
of
unfunded
needs
for
the
next
20
years-
and
I
will
say,
that's
not
all
of
our
capital
needs.
We
have
about
56
million
that
we
do
have
a
funding
source
for
this.
N
That's
something
that
the
finance
strategy
committee
is
going
to
make
a
recommendation
on,
but
we
just
wanted
to
give
you
an
exam,
some
examples
and
types
of
projects
that
we're
looking
at
and
we
have
identified
the
projects
as
essential,
which
is
basic
city
functioning,
critical
to
life
and
safety
and
important
valued
by
the
community
with
clear
legislative
report.
N
For
you,
and
basically
every
single
project
that
we're
bringing
to
you
fall
into
one
of
those
two
most
important
categories:
they
have
been
vetted
by
the
departments
and
the
finance
staff,
so
we've
been
working
on
this
list
actually
for
several
years,
but
we
revised
it
and
are
bringing
you
the
most
up-to-date
this
evening
and
they
also
have
been
identified
by
current
or
pending
master
plans.
So
they're
on
these
the
master
plans
that
exist.
N
N
So
here's
just
some
examples
of
the
types
of
projects
we're
talking
about.
You'll,
see
that
a
lot
of
the
requests
are
related
to
fire
stations.
So
we
have
several
stations
that,
with
average
age
over
45
years,
so
stations,
two
four
and
five
and
then
station
three
which
were
in
the
process
of
building
or
will
be
building,
does
not
currently
have
admin
space
and
with
us
vacating
center
grain.
N
There
is
a
need
for
a
fire
admin
space
in
that
building,
so
the
estimated
cost
there
is
an
over
10
million
additional
to
that
building
cloud
migration.
We
realize
everything
is
going
to
the
cloud.
We
as
a
city
need
to
do
the
same
for
cost
security
and
redundancy
reasons
to
fully
implement
vision.
Zero
transportation
needs
funding
across
the
system.
N
Boulder
creek
creek
has
issues
that
that
also
need
to
be
addressed,
and
there
are
many
athletic
field
improvements
as
well
as
park,
improvements
slated
in
the
parks
and
rec
master
plan
that
are
on
this
funding
list
next
slide.
N
So
looking
at
our
list,
which
is
300
million-
and
this
point
three
percent
sales
tax-
this
is
our
initial
estimate
of
the
type
of
money
that
could
be
generated
if
this
tax
were
to
be
renewed,
and
this
is
based
on
our
2021
forecast
and
then
we
increase
by
three
percent
every
year,
and
I
think
the
important
thing
to
point
out
here
is
even
if
we
did
this
tax
for
20
years,
we
would
not
be
able
to
cover
all
of
our
unfunded
needs,
especially
if
you
add
into
that
debt
financing
and
the
cost
of
that.
N
So
it
certainly
is
important
that
we
we
get
some
funding
mechanism,
but
this
need
just
is
something
that
will
most
likely
grow
over
time
as
well,
and
that
is
all
that
I
have
for
my
presentation
before.
I
turn
it
over
to
council
member
wallach.
If
anyone
has
any
questions
on
this
part
of
the
presentation.
A
Still
no
hands
cheryl.
We
may
have
some
questions
at
the
end
and
of
course,
I
know
that
you
have
a
whole
bunch
of
questions
for
us
at
the
end
of
the
presentation
so
mark.
I
think
you're,
representing
the
financial
strategy
committee
of
council
and
and
are
you
gonna
make
your
committee's
going
to
make
some
recommendations
now?
Is
that
right?
Yes,.
P
First,
I
wanted
to
thank
all
participating
members
of
the
city
staff
who
guided
us
through
this
conversation,
financial
strategies,
as
well
as
my
colleagues
junie
and
mary
we've,
had
some
fairly
informative,
direct
and
robust
conversations
about
this,
and
we
have
several
recommendations
we'd
like
to
make
to
you
tonight.
The
first
concerns
the
designated
uses
of
funding
from
any
tax
that
we
might
put
in
place
next
slide,
please
again.
P
Okay,
it
is
our
recommendation
that
the
vast
vast
percentage
of
these
funds
be
dedicated
towards
city
capital,
infrastructure
projects.
We
would
recommend
that
at
least
ninety
percent
or
more
of
the
funding
would
be
for
that
purpose,
as
cheryl
described.
Our
unfunded
capital
needs
are
so
quite
large.
Far
beyond
the
capacity
to
address
from
the
general
fund
and
the
impact
of
continuing
to
defer
capital
expenditures
can
ultimately
impact
core
services.
P
We
think
that
there's
a
there
is
room
for
the
remaining
balance
of
approximately
10
percent
or
so
raised
from
this
tax
could
be
used
to
address
community
projects
selected
from
a
grant
pool
through
a
robust
community
selection
process
that
would
expand
opportunities
to
more
community
organizations.
If
you
recall
in
the
prior
ccs
one
and
two
programs,
some
of
the
organizations
that
received
funding
included
the
dairy
center
for
the
arts,
the
museum
of
boulder
meals
on
wheels,
growing
gardens
and
community
cycle.
P
Next
slide,
please
a
key
element
of
course
in
this
is
the
term
of
the
tax
and
the
amount
of
the
tax.
We
have
proposed
not
to
alter
the
current
tax
rate
of
0.3,
but
we
would
like
to
extend
it
for
a
minimum
of
10
years
and
we
would
request
the
council
seriously
consider
an
even
longer
15
or
20-year
extension
in
order
to
put
our
capital
expenditure
program
on
a
firmer
footing
for
the
future.
This
is
really
nothing
more
or
less
than
a
revenue.
P
Stabilization
program
for
our
unfunded
capital
needs
going
forward
doing
this
permits
a
more
rational
planning
process
and
aligns
with
identified
long-term
capital
expenditure
requirements.
P
A
longer
term
also
permits
for
adjustment
to
capital
expenditure
needs
that
we
have
not
identified
but
will
surely
arise
over
the
next
couple
of
decades
and
permits
more
input
on
those
matters
from
future
councils
and,
finally,
a
longer
term
tax
permits
more
flexibility
in
the
future
issuance
of
debt
instruments.
Next
slide,
please.
P
P
We
also
recommend
forming
a
committee
consisting
an
issue
I
thought
was
consisting
of
fsc
members
with
community
members,
although
there's
no
requirement
that
it
be
fsc
members
to
develop
the
community
non-profit,
grant
program
and
process
and
make
recommendations
for
that
portion
of
the
tax
revenues,
if
approved
by
the
voters
with
respect
to
projects
under
the
the
city
portion
of
the
tax
measure,
it
was
our
thought
that
fsc
would
work
in
collaboration
with
city
staff,
to
identify
and
recommend
to
the
council
for
their
approval
or
disapproval
initial
projects
and
project
categories.
P
It's
our
hope
that
we
can
do
all
of
this
and
get
to
a
more
stable
platform
for
addressing
our
capital
needs.
As
cheryl
mentioned.
There
is
no
way
we're
going
to
get
to
all
of
them.
We
will
always
be
making
those
decisions,
but
you
know
at
10
years
at
a
10-year
extension,
raising
114
million
dollars.
We
would
only
be
able
to
address
39
of
our
current
unfunded
needs
and
that
number
of
courses
is
going
to
grow
over
time.
P
So
we
are
recommending
the
most
robust
program
that
council
can
will
approve
and
with
that
I'll
turn
it
back
to
cheryl.
A
A
N
Timeline,
I
think,
okay,
thanks
so
depending
on
the
answers
to
the
questions
tonight.
Our
timeline-
we
would
start
work
right
away
on
this,
because
we
do
recognize
that
there's
a
short
time
frame
between
now
and
when
we
need
to
decide
on
ballot
items,
we
would
work
on
any
polling
or
outreach
in
the
next
few
months
along
work
along
with
working
with
the
community
members
on
the
non-profit
portion
of
this.
N
We
hope
to
bring
an
update
to
you
on
kind
of
where
we're
at
at
the
april
finance
study
session
and
then
work
on
finalizing
recommended
projects,
structures
like
the
specifics
of
the
ballot
language
may
through
july,
and
come
back
to
council
in
july
with
final
recommendations
next
slide.
N
A
Sure,
maybe
before
we
ask
questions
of
counsel,
let's
check
in
to
see
if
we
have
questions
of
of
you
or
mark
I
do.
I
do
have
a
couple
of
questions
and
I
see
aaron's
hand
up
aaron.
Please
go
forward.
E
Well,
thanks
for
that
cheryl
and
mark
really
appreciate
the
work
mark.
You
and
the
financial
strategy
committee
have
done.
Thank
you
for
that.
My
question
is,
is:
are
you
imagining
that
the
initial
proposal
would
have
any
specific
projects
built
into
it
or,
or
are
you
thinking
about
just
creating
a
process
for
deciding
what
projects
get
funded.
P
You
know,
I'm
not
sure
if
we
came
to
a
final
decision
on
that,
I
my
personal
view
would
be
to
identify
a
couple
of
projects,
but
essentially
establish
categories
and
process
for
projects
to
later
be
identified
and
approved
by
the
council.
A
Thanks
aaron,
sam
and
then
rachel.
Q
Great-
and
I
will
also
give
the
thanks
to
the
financial
strategy
committee-
this
is
super
important
and
much
appreciated.
My
question
is
about
debt,
so
you
briefly
touched
on
the
idea
that
we
would
authorize
the
issuance
of
debt
and
then
the
memo
speaks
to
it
as
well.
But
were
you
thinking
about
that
debt
as
like
we
issue
debt,
and
then
we
pay
it
back
as
part
of
the
revenues
from
the
tax,
or
was
that
debt
issuance
above
and
beyond?
P
P
Using
the
proceeds
from
the
tax
to
service,
whatever
debt
we're
issuing,
although
we
do
have
capacities
now,
if
you
recall
the
the
last
memo
in
the
in
the
council
packet,
we
currently
have
capacity
to
issue
in
terms
of
financial
prudence,
more
than
a
hundred
million
dollars
of
additional
debt
and
still
keep
our
very
strong
financial
rating.
But
we
did
not
integrate
that
with
the
potential
debt
issuance
that
would
arise
from
this
tax
measure.
Q
Q
P
Q
A
Thanks
sam
rachel.
G
Yep,
bearing
in
mind
I've
only
been
on
council
during
a
pandemic
awful
budget
year,
I
wanted
to
get
a
little
bit
more.
Information
on
the
dedicated
nature
at
the
90
would
be,
as
I
understood,
dedicated
allocated
tax
and
that
sort
of
made
me
think
of
the
golf
course.
You
know
we
we
put
five
million
dollars
towards
the
golf
course
this
year
during
a
really
tight
budget
year,
and
that
just
felt
I
don't
know
awkward
and
and
maybe
not
where
I
would
have
put
money
this
year.
So
would
we
be
doing
that?
P
I'm
sorry
to
interrupt.
I
think
we
both
shared
a
degree
of
discomfort
with
that
particular
expenditure,
but
I
think
what
we're
trying
to
do
is
create
a
mechanism
for
council
to
make
those
decisions.
We
would
identify
with
staff
particular
expenditures
and
categories
of
expenditures
and
send
them
to
the
council
for
their
ultimate
judgment.
P
It's
dedicated
to
unfunded
capital
expenditures
and,
as
the
memo
points
out,
that
could
be
everything
from
hvac
and
plumbing.
In
our
city,
buildings,
it's
bridges
and
sidewalks,
it
could
be
broad,
ran
broadband
traffic
signal
modernization.
P
K
I
comment:
oh
yeah,
can
I
jump
in
mark
and
just
just
kind
of
elaborate
a
little
bit
thanks
for
the
question
rachel
and
what
what
was
presented
at
the
beginning
of
this
presentation
was
the
essential
and
important
projects
all
of
the
projects
that
would
be
considered.
The
majority
of
them
are
general
fund-funded
only
projects
and
the
focus
was
on
the
essential
ones,
and
so
all
of
these
projects
are
don't
have
dedicated
funding.
K
That's
that's
the
whole
thing,
unlike
the
the
golf
course
which
comes
strictly
from
dedicated
parks
funds,
which
is
why
we
could
not
spend
them
on
anything
else,
which
is
the
problem
with
dedicated
funds,
so
these
would
come
they're
already
defined
by
the
master
plans.
K
Most
of
them
are,
if
not
all
of
them
are
strictly
general
fund
only
projects
that
have
been
identified
in
the
in
the
master
plans.
So
I
think
to
your
to
your
question:
is
no
they're
not
dedicated?
They
are
already
things
that
the
master
plans
have
identified
as
necessary.
G
Thanks
for
that
clarification,
I
guess
what
I
read
was
you
know
there
were
the
top
four
that
were,
I
think,
fire
station
transportation,
creeks
and
fields,
so
it
seemed
like
if
we
were
dedicating,
we
would
be
dedicating
to
those
four,
and
you
know
if
it's
another
year
like
this
year,
I
guess
it
would
feel
again.
I
wouldn't
want
to
necessarily
tie
a
future
council's
hands
to
upgrading
fields
if
they're
in
the
middle
of
a
pandemic.
So
that's
my
concern.
G
A
Great
chris,
I
think,
has
a
comment.
B
Yeah
just
to
flush
that
out
a
little
bit
further
for,
for
you,
rachel
is
typically
if,
if
we
were
to
go
forward
with
renewal
of
this
sales
tax,
the
way
the
ballot
language
is
written
is
really
what
drives
how
the
money
can
be
used.
So
in
2014
and
2017,
the
ballot
language
has
written
that
it's
for
the
use
of
capital
infrastructure,
and
then
it
goes
on
to
list
some
of
the
specific
projects
that
can
be
used
that
the
money
will
be
used
for.
B
Then
it
describes
some
categories
to
create
some
flexibility
in
in
how
the
money
is
used.
So
that's
part
of
the
importance
of
how
the
ballot
title
is
crafted
within
the
rules
of
of
tabor
and
and
the
way
that
we
have
to
write
ballot
titles.
But
that's
what
I
think
mark
was
describing
in
terms
of
it's
nice
to
be
able
to
flag
some
of
the
specific
projects
so
that
voters
have
an
idea
of
what
this
will
fund
and
then
those
general
categories
of
areas
for
for
more
more
information.
So.
G
Yeah,
I
guess
I'm
you
know
if,
if
the
ballot
language
is
going
to
say
that
this
is
for
capital
funds,
why
are
we
additionally
saying
90
of
them
are
going
to
be
somehow
differently
dedicated,
or
is
there
a
way
to
make
it
loose
if
or
a
little
bit
less
tethered?
If
a
future
council
needs
it
to
be
so.
B
G
B
Flexibility
and
and
what
the
the
90
piece
of
really
getting
into
the
second
question
is,
is
around
the
first
community
culture,
safety
tax
and
then
the
the
first
renewal
so
ccs1
and
ccs2
were
both.
B
There
was
a
portion
of
the
tax
that
was
used
to
fund
community
organizations,
nonprofit
organizations,
capital
projects,
and
so
part
of
the
question
is:
if,
if
we
want
to
continue
to
use
a
portion
of
this
tax
to
fund
those
improvements,
and
if
so,
we
would
just
need
to
describe
that
somehow
in
in
the
ballot
language.
So
that
way,
there's
the
voters
have
an
idea
of
the
intent
of
the
use
of
the
funds.
P
Rachel
in
in
recognition
of
the
the
greater
need
for
capital
expenditure
funds
for
the
city,
we
reduced
the
the
community
project
portion
of
this
from
20
in
ccs2.
P
I
believe
it
was
to
10
we're
not
trying
to
limit
council's
discretion
in
future
years,
and
if
this
is
a
15
or
20
year
tax,
you
want
to
preserve
as
much
flexibility
for
future
councils
as
as
you
can,
they
will
have
their
view
of
what
needs
to
be
done
and
they
will
have
new
emergencies
that
we
don't
anticipate
at
the
moment
and
that
they
will
need
to
address
using
these
funds.
So
I
mean
there's
no
point
in
being
too
too
limiting
for
future
councils.
A
This
is
maybe
a
good
time
for
me
to
jump
in
with
my
question:
it's
somewhat
similar
to
aaron's,
so
I
think
we've
talked
about
the
90
percent
and
that
would
be
dedicated
to
city
city
projects
and
it
sounds
like
the
committee
will
come
back
with
maybe
some
specific
projects
that
might
be
enumerated
in
the
ballot
and
there
may
be
some
general
categories
for
future
councils
to
allocate.
My
question
really
relates
around
the
ten
percent.
A
The
advantage
of
identifying
specific
community
projects
or
non-pro
project
profit
projects
in
2014
and
2017,
obviously,
was
those
organizations
were
highly
motivated
to
help
get
the
ballot
measure
passed
and
those
ballot
measures
passed
by
significant
majorities?
A
Is
it
the
intention
of
the
financial
strategy
committee
to
identify
specific
nonprofits
and
specific
nonprofit
projects
this
year
before
we
get
to
ballot
which
may
be
challenging,
given
the
time
frame
and
the
fact
that
there
probably
are
not
a
whole
lot
of
shovel
ready
projects
out
there,
or
are
you
rather
intending
to
allocate
10
percent
of
the
tax
with
a
process
for
a
subsequent
grants,
a
grant
pool
that
might
be
applied
in
future
years?
Could
could
you
comment
on
that
mark
or
anybody
from
the
committee.
P
I
believe
the
second
is
is
more
the
direction
that
we're
heading
in.
We
don't
want
to
restrict
the
potential
recipients,
we
don't
know
how
many
projects
are
ready
to
go,
and
I
think
it's
important
for
the
there
to
be
a
process
by
which
any
community
organization
can
participate
if
they
can
meet
the
standards
and
defining
the
standards
is
also
part
of
the
part
of
the
work
to
be
done
going
forward.
K
Bob
you,
you
bring
up
a
really
good
point
about
identifying
the
organizations
so
that
they
can
help
with
the
campaign
to
pass
the
ballot
measure.
I
do
think
that
we're
in
a
different
situation
right
now,
one
one
of
the
things
that
came
up
during
the
conversations
is
that
a
shovel-ready
kind
of
approach
tends
to
favor,
larger,
more
well-off
organizations,
and
so
hence
we
put
in
the
planning
grant
opportunity
and,
as
I've
been
sitting
here.
K
Listening
to
the
conversations,
I
think
maybe
another
approach
to
it
might
be
something
where
you
have
a
temporary
kind
of
a
a
localized
ppp
sort
of
thing,
where
you
help
out
organizations
that
have
had
a
hard
time
during
during
the
pandemic.
So
there's,
I
think,
there's
an
opportunity
to
have
a
different
approach,
but
I
think
your
point
is
well
taken
is
how
can
we
frame
it
in
a
way
that
motivates
the
passage
of
the
ballot
measure,
because,
as
mark
mentioned,
these
are
generally
very
boring
projects,
however
essential,
essential
and
fundamental
to
city
operations.
A
A
So
let
me
just
go
through
the
first
couple,
if
you're
in
favor
just
flash
a
thumbs
up
on
the
screen,
if
you
have
a
comment
either
pro
or
con,
please
raise
your
hand.
So
question
number
one
is
counsel
in
favor
of
having
the
committee
and
staff
work
on
preparing
the
work
necessary
and,
ultimately,
the
ballot
language
to
seek
an
extension
of
the
0.3
sales
tax
this
year,
thumbs
up
or
or
raise
your
hand.
If
you
have
a
comment,
looks
like
we
have
a
lot
of
thumbs:
okay,
great!
A
E
But
just
with
the
presentation
up,
not
everyone
can
see
everyone's
face
or
hands
or
anything.
Do
we
want
to
take
that
down
and
have
you
read
us
the
questions
one
by
one?
Maybe.
A
A
Does
council
support
allocating
90
plus
of
proceeds
to
city
capital
projects
in
the
past,
just
by
the
context
in
the
first
capital
infrastructure
safety
tax
2014
was
about
one-third
community
projects,
two-thirds
city
projects
that
got
shifted
to
80-20,
and
I
think
what
the
committee
is
recommending
is
at
least
90
percent
city
projects,
so
either
thumbs
up
or
hand
raised.
I
see
a
couple
hand
raises
so
let's
call
on
those
first
aaron
and
then
sam.
E
So
I
know
that
you
know
the
city
has
a
lot
of
unfunded
needs
right,
so
we
need
to
to
put
a
pretty
high
priority
on
those,
but
the
the
previous
sales
tax
rounds
that
have
gone
to
some
of
the
local
nonprofits
have
been
really
transformational
for
those
organizations,
but
also
made
some
then
really
improved
the
quality
of
life
here
in
the
city,
you
think
about,
like
the
dairy
arts,
renovation,
they're
they're,
a
number
of
the
museum
of
boulder
that
opened
a
couple
years
ago,
we've
really
accomplished
some
amazing
things
with
that
tech
source
in
the
past.
E
You
know
I
I
get
that
we're
going
to
be
creating
a
mechanism
whereby
future
councils
will
decide
what
to
fund,
but
maybe
we
we
at
a
like
a
10
to
15
range,
something
like
that,
so
that
you
know,
if
there's
an
opportunity
in
one
year
to
you,
know,
fund
a
transformational
project
that
the
council
has
some
latitude
to
be
able
to
do
that.
So
something
like
that.
I
just
I
feel
like
10
percent
as
an
absolute
floor,
might
be
a
little
low.
Q
I
I
think
it's
very
important
that
we
listen
to
mary's
and
others.
Many
others
caveats
about
dedicated
taxes,
and
I
don't
think
this
would
be
dedicating
ten
percent
to
nonprofits
and
ninety
percent
to
the
city
in
stone
right.
So
I
think
aaron's
right.
We
should
talk
about
what
the
number
is,
but
I
think
we
need
to
realize
we're
going
to
present
the
intention
of
this
council
as
we
bring
it
forward,
but
that
does
not
bind
us
in
any
way
to
a
certain
distribution.
Q
I
do
not
believe
I
don't
know
who
is
filling
in
for
tom
tonight,
but
we
could
turn
and
double
check
with
the
city
attorney's
office
that
that's
true
also
and
like
aaron.
I
think
it
may
be
15
85,
but
I
do
think
you
know
one
of
the
things
that's
come
out
of
the
recommendations
from
the
strategy
committee
is.
Q
We
do
have
some
major
unfunded
city
infrastructure
needs
and
we
need
to
acknowledge
that
we
have
by
creating
the
capital
fund
within
the
general
budget,
but
that
is
woefully
inadequate
to
any
of
the
big
projects
that
need
to
be
funded.
So
I
don't
know
that
there's
a
right
number
for
tonight,
I'd
like
to
send
it
back
to
the
financial
strategy
committee
to
juggle
around.
I
would
be
willing
and
interested
in
going
to
maybe
an
85
15
split,
but
these
are
guidelines
and
I'd
love
for
the
city
attorney's
office
to
weigh
in
on.
Q
To
what
extent
would
we
be
bound
to
some
proportion
if
we
intended
it
that
way,
but
did
not
dedicate
it
in
that
way?.
R
Sure-
and
I
think
it
will
be
very
important
how
we
draft
the
ballot
language.
I
think
we
could
build
it
in
a
way
where
there
is
part
that
is
discretionary
and
I'm
not
a
tabor
expert
and
that's
something
that
we
can
work
on
and
check
back
in
with
as
time
goes.
R
But
my
understanding
is
it
is
that
we,
we
probably
could
if
he
wanted,
to
have
a
certain
part
set
and
then
maybe
another.
You
know
ten
percent,
certainly
going
that
way,
and
then
up
to
another
five
percent
we
would
just
have
to.
We
have
to
really
watch
our
language.
A
Thank
you,
aaron,
I'm
gonna
comment
and
then
I
see
mark
has
his
hand
up
as
well.
I
actually
agree
with
sam
and
aaron.
I
want
to
observe
that
when
we
did
the
tax
the
first
time
in
2014,
almost
10
million
dollars
of
that
tax
went
to
some
projects,
and
that
was
just
a
three-year
tax.
A
Similarly,
in
2017,
when
we
had
a
four-year
tax
again,
it
was
almost
10
million
dollars
for
for
various
projects
and
now
we're
talking
about
attacks
that
will
be
anywhere
from
10
to
20
years
and
at
10
years
10
is
only
10
million
dollars
and
10
million
dollars
is
not
much
money
to
distribute
over
a
10-year
period
of
time.
A
So
I
would
support
aaron
and
sam
that
we
we
have,
that
percentage,
be
either
higher
as
built
into
the
ballot
measure
or
at
least
flexible,
so
that
future
councils
have
the
opportunity
to
to
allocate
more
of
that
money
to
non-profit
projects.
If
worthy
projects
come
along
mark
and
then
mary.
P
Yeah
I
want
to
comment
on
aaron's
suggestion,
which
I
thought
was
a
a
well-considered
suggestion.
If
we
could
do
something
along
the
lines
of
10,
with
the
discretion
of
a
council
to
go
to
15,
that
makes
some
sense.
I
only
want
to
point
out
that
that
unlimited
discretion
will
ultimately
lead
to
more
and
more
money
going
to
community
projects
than
to
unsexy
unnoticed
underground.
P
K
Yeah,
I
would
agree
with
mark.
I
hear
you
all
and
I
think
I
think
it's
a
good
suggestion,
but
it
is
a
reminder
that
one
of
the
reasons
that
we're
having
this
conversation
is
because
of
the
dire
need
and
the
dire
need
is
something
that
we
hear
about
kind
of
on
a
on
a
steady
drip
basis.
When
we
hear
about
the
conditions
of
roads
when
we
hear
about
unfunded
transportation
needs
and
vision,
zero.
K
You
know
when,
whenever
we
hear
you
know
park
maintenance
things
like
that,
those
are
the
steady,
steady.
That's
the
steady,
steady
public
feedback
that
points
towards
these
kinds
of
expenditures
that
you
know,
as
mark
said
they
aren't
sexy,
but
without
addressing
them
we
have
no
city.
So
so
I
you
know,
I
would
like
us
to
keep
that
in
mind.
E
Thank
you,
mary
juni.
M
Yeah,
thank
you
bob.
I
think
my
comment
was
actually
closer
to
yours
and
I
took
my
hand
down
because
I
thought
you
really
responded
to
the
thought
that
I
had,
but
I
think
I
really
like
aaron's
idea
and
I'm
thinking.
L
A
A
Any
other
comments
or
observations
on
question
number:
two:
okay,
let's
move
on
to
question
number
three
question
number
three
is:
does
council
support
exploring
a
minimum
of
10
years
up
to
20-year
extension
of
the
tax,
so
10
to
20?
Is
council
content
for
the
committee
to
come
back
with
a
recommendation
in
that
range?
Maybe
that's
just
a
thumbs
up.
We
have
any
comments
on
that.
A
Okay,
it
looks
like
we
got
a
lot
of
thumbs.
There
question
number
four
subject
to
sam's
great
question
about
what
we
mean
by
debt
financing
is
council
comfortable
with
with
the
committee
coming
back
with
a
recommendation
on
the
use
of
debt
financing
in
parallel
with
this
tax
increase?
Are
you
all
comfortable
thumbs
up
with
with
a
debt
recommendation
in
parallel,
subject
to
ham's
comment?
A
Okay,
it
looks
like
there
was
support
there
and
finally,
question
number
five
long
question:
is
council
comfortable,
utilizing
the
financial
strategy
committee
to
explore
tax
structure,
initial
projects,
initial
project
selection
ballot
framing,
as
well
as
exploring
community
collaboration
criteria
and
process
for
future
community
non-profit
project
phases?
Let
me
just
make
a
comment
here.
I
had
the
opportunity
in
2011
to
serve
on
a
ad
hoc
committee.
Appointed
by
jane
jane
was
a
relatively
new
city
manager,
then,
and
council
in
2011
was
faced
with
a
renewal
of
attacks.
A
That
renewal
was
going
to
generate
49
million
dollars
over
a
period
of
time.
The
city
at
that
time
had
700
million
dollars
in
deferred
capital
projects,
needs
and
council
didn't
want
to
make
that
decision.
So
we
stood
up
a
committee
jane
stood
up
a
committee
and
I
served
on
that
committee
and
they
organized
us,
I
think
in
february
or
march,
and
we
had
to
make
a
recommendation
by
july
and
it
was
tough
because
we
had
a
huge,
huge
learning
curve,
and
so
I
guess
the
question
is:
are
we
can
do?
A
We
want
to
stand
up
a
community
committee
which
we
could
and
have
that
committee
learn
about
what
we've
talked
about
tonight
and
make
recommendations.
Or
are
we
happy
to
have
the
financial
strategy
committee
which
an
existing
committee
which,
with
lots
of
knowledge
and
experience,
obviously
reaching
out
to
the
community
as
they
determine
appropriate
and
have
that
committee
serve
as
our
guiding
committee
this
spring
and
summer
comments.
M
E
It's
a
always
a
tight
time
frame,
but
the
pandemic
year
makes
standing
up
a
community
group
more
challenging,
and
so
I'm
comfortable
relying
on
her
very
capable
financial
strategy
committee.
But
I
do
want
to
make
a
couple
of
points
which
is
that
I
think
to
what
some
other
people
have
said
earlier,
like,
like
bob
mentioned,
that
having
some
certainty
about
what
some
of
the
projects
will
be.
E
I
think
is
really
helpful
for
the
community
to
understand
what
they
would
be
getting
with
a
renewed
tax,
and
if
there
are
a
couple
of
community
projects
that
that
might
be
shovel
ready
or
would
be
ready
within
a
couple
years,
they
could
make
it
in
that
helps.
Build
community
support
because
that
organizational
organizations
work
to
support
the
tax
and,
and
also
proponents
of
that
particular
organization,
always
come
out
in
favor.
E
E
But
I
would,
I
would
recommend
that
we
do
come
out
of
the
starting
gate
with
some
at
least
a
handful
of
high
priority
important
to
the
community
projects
that
we
would
make
a
pledge
that
we
would
be
doing
in
the
next.
You
know
two
to
four
years,
because
I
think
I
think
the
community
would
appreciate
that
and
I
think
it
would
increase
the
chances
of
passage
as
well.
Q
So
I
generally
want
to
agree
with
what
aaron
said.
It
would
be
great
for
the
non-profit
side
if
we
had
exemplar
projects.
The
one
thing
I'm
a
little
concerned
with
is
that
we
get
ahead
of
ourselves
and
say
these
projects
meet
a
criteria
set
that
we
haven't
established
yet.
So
I
think
one
of
the
the
only
challenges
I
can
see
in
featuring
non-profit
projects
as
projects
that
will
definitely
be
funded,
is
if
we
don't
have
a
process
that
they've
gone
through
already.
How
can
we
know
that?
Q
So
I
I
would
like
the
committee
to
wrestle
with
that
tough
question,
which
is
you
know,
can
you
say
ahead
of
time
what
you're
going
to
fund
as
far
as
non-profit
projects,
but
coming
to
the
other,
85
or
90
percent?
I
think
it
would
be
super
helpful
to
the
community
to
know
what
kind
of
capital
projects
could
be
funded
out
of
this.
Q
So
I
don't
know
exactly
what
the
committee
envisions
for
which
ones
are
already
covered
by
cips
and
which
ones
aren't
or
which
ones
are
in
the
cip
plans
for
say
utilities,
but
are
way
way
out.
I
think
it's
also
to
mark's
point.
You
know
these
are
quote
unsexy,
but
some
of
them
involve
our
water
supply.
Q
I
think
it
would
be
very
useful
in
for
the
strategy
committee
to
bring
back
the
council
a
suggestion
about
length
and
a
suggestion
about
distribution
like
whether
it's
90
10
or
85
15,
but
then
within
the
big
bucket.
That
is
capital
projects,
that
we
say
that
these
are
city
control
projects
that
we
definitely
want
to
have
happen.
Q
So
I
guess
I
do
understand
why
a
longer
tax
is
helpful
for
a
lot
of
reasons,
but
I
think
to
me,
10
years
makes
a
lot
of
sense.
20
is
getting
pretty
far
out
thanks.
K
No,
no,
no!
I
it
it's
been
covered.
A
Okay,
great,
I
don't
see
any
of
the
hands
up.
I
gotta
comment
on
what
aaron
said
and
also
what
sam
said.
First,
I
agree
with
sam
about
the
10
years.
A
I
mean
I'm
not
morally
opposed
to
15
or
20,
but
it
becomes
very,
very
challenging,
I
think,
to
to
gauge
out
15
or
20
years,
and
I
realized
that,
as
mark
did
the
math
for
us
that
that
a
10
year
tax
only
covers
39
percent
of
what
we
believe
our
needs
are
right
now
that
doesn't
mean
that,
10
years
from
now,
we
can't
go
back
to
the
community
and
ask
them
the
question
again
and
then
fund
the
next
five
or
ten
years
worth
of
taxes.
Doesn't
foreclose
us
from
asking
for
more.
A
I
think
the
longer
out
we
go
the
riskier
it
becomes
in
trying
to
predict
what
our
needs
are
in
the
well
into
the
2030s,
and
also,
I
think
I
would
guess
the
pollsters
would
tell
us
that
the
longer
the
tax,
the
less
community
support
there
will
be.
I
don't
know
how
what
that
correlation
is,
but
that
just
my
gut
tells
me
that
the
longer
and
that's
one
of
the
reasons
why
we
asked
for
only
a
three-year
and
four-year
tax.
Initially
we're
obviously
approaching
this
a
little
differently.
A
So
I
would,
I
would
probably
tend
to
support
sam
on
that.
I
also
agree
with
aaron
that,
while
because
we're
going
out
to
10
years
or
more,
it
may
be
difficult
for
us
to
allocate
all
of
the
money
and
we
probably
shouldn't
allocate
all
the
money,
but
I
do
think
it's.
It
is
important
to
earn
voter
trust
by
having
specific
projects.
A
I
don't
know
if
it's
a
third
of
the
projects
or
half
of
half
the
money,
but
I
think
that
we
should
have
very
specific
projects
identified,
so
the
voters
know
what
they're
getting
and
then
we'll
have
categories
of
projects,
maybe
transportation
or
parks
for
the
rest
of
it
and
let
future
councils
decide.
But
I
so
I
support
both
both
erin
and
sam's
suggestion
mary.
You
have
your
hand
up.
K
Yeah,
I
just
wanted
to
comment
that
I
I
it'll
be
a
balance
between
you
know
the
the
length
of
the
tax,
the
duration
of
the
tax
versus
the
opportunities
for
doing
the
debt
financing,
and
then
you
know
taking
advantage
of
the
fact
that
we
have
really
low
interest
rates
along
with
very
high
escalation
rates
of
construction
costs.
K
So
so,
balancing
those,
I
think,
will
will
determine
the
length
of
the
recommendation
for
the
length
of
the
tax
and-
and
the
communication
plan
I
think,
will
be
critical-
is
how
do
we
communicate
to
the
community
the
importance?
But
but
you
bring
up
a
good
point,
is
you
know
at
the
higher
the
the
time
frame
for
the
tax
goes,
the
less
support
there
is
from
the
community.
So
I
think
that's
that's
worth
asking
diving
more
deeply
into
and
getting
an
answer.
A
I
don't
see
your
hands
up.
This
was
a
good
discussion
here.
At
the
end,
I
don't
know
that
we
actually
answered
the
question,
which
is:
is
council
we'll
just
do
this
with
a
thumbs
up?
Is
council
content
to
allow
the
financial
strategy
committee
with
obviously
appropriate
community
engagement
to
actually
go
out
and
make
these
recommendations
to
us
rather
than
standing
up
a
new
committee
thumbs
up
on
the
committee
serving
good
aaron?
You
have
a
final
comment.
E
Well,
just
mary:
that
was
a
great
point
that
you
just
made,
and
I
saw
there
was
something
about
the
statistically
significant
outreach.
Are
we
planning
on
doing
a
poll
to
the
community
at
all,
because
I
mean
polling
on
the
community's
interest
in
like
a
10
versus
15
versus
20
year
could
be
very
instructive.
K
Yes,
that
is,
that
is
part
of
the
plan,
either
polling
or
a
survey
statistically
valid
survey,
one
or
the
other,
and
we
have
had
conversations
about
the
committee
being
the
ones
that
formulated
that
survey
or
work
with
the
pollster.
E
A
A
A
We
are
23
minutes
ahead
of
schedule,
which
is
great.
If,
if
council
doesn't
mind,
I
think
we'd
like
to
plow
through
and
and
not
take
a
break
and
and
wrap
up
our
evening.
So
with
that,
I'd
like
to
turn
it
back
to
chris
for
introduction
of
our
third
and
final
topic.
B
Great
thanks
for
our
final
topic
for
this
evening
is
a
demo
and
preview
of
the
new
city
website.
So
to
kick
off
the
presentation,
I'm
going
to
turn
it
over
to
sarah
huntley,
who
will
then
introduce
the
rest
of
the
team.
B
B
Yeah
better
check
yourself
on
sarah.
I
think
you
may
be
plugged
into
the
wrong
one.
Your
headset
doesn't
look
lit.
B
J
J
B
J
Yes,
okay,
thank
you.
I
apologize
for
that.
My
headset
does
not
appear
to
be
working
this
evening,
or
at
least
for
this
part
of
the
evening.
I
am
delighted
to
tee
up
the
conversation
with
you
all
on
the
next
topic,
which
is
a
demo
of
our
website
work
to
date,
I'm
representing
both
myself
and
my
department,
communication
and
engagement,
and
also
innovation
and
technology.
J
J
I
know
the
website
has
been
an
issue
for
many
of
us
in
communications
in
the
city
as
well
as
council
in
the
community,
and
we
are
eager
to
unveil
a
new
website
before
the
end
of
the
year,
we're
kind
of
in
an
in-between
stage
at
the
moment.
So
we've
done
some
work
and
have
some
parts
of
the
website.
J
The
new
website
live
for
the
purposes
of
a
beta
launch,
but
we
also
have
are
still
working
on
the
back
end
to
transition
much
of
our
content
over
to
the
new
site,
so
you
may
be
seeing
sort
of
if
you're
looking
at
the
beta
site,
an
incomplete
product.
J
I
also
want
to
put
this
project
in
a
little
bit
more
context,
to
explain
that
it
is
part
of
a
digital
transformation
effort
overall
and
in
addition
to
updating
our
website,
I.t
and
communications
and
other
departments
are
working
on
other
enhanced
features
for
digital
engagement
and
participation
by
our
community,
including
the
possibility
of
some
more
consistency
in
pay
portals
and
things
like
that.
So
people
can
do
quite
a
bit
more
city
business
using
the
website.
J
O
O
One
of
the
main
deliverables
out
of
that
phase
of
the
project
were
web
page
wireframes
and
those
were
based
on
our
various
content
types.
So
some
of
our
content
types
include
things
such
as
project
pages,
servicer
program
pages,
etc.
These
wireframes
were
given
to
us,
and
then
we
gave
those
to
the
vendor
that
we're
working
with
now
and
we're
currently
in
the
implementation
phase,
with
a
beta
version
of
the
website
that
we've
launched.
O
O
So
these
are
our
current
website.
Lessons
learned
so
the
data
on
how
people
use
our
site.
This
is
essentially
from
january
2020
to
january
2021
the
average
visit's
about
two
minutes.
They
come
into
the
website
they
go
to
about
two
or
three
pages
about.
Eighty
percent
of
the
people
are
brand
new
people
that
have
never
been
to
the
website
and
about
34
is
traffic
coming
from
boulder
and
about
66
from
colorado
and
over
half
of
the
people
that
come
to
our
website
come
to
us
on
a
mobile
device
in
terms
of
what
we
can
improve.
O
This
is
from
our
work
with
that
information
architecture,
study
that
we
did
in
2018
so
and
then
top
requests
for
improvement,
better
navigation,
improved
search
and
an
updated
look
and
feel.
O
So
we
need
a
website,
that's
more
intuitive
and
easier
to
use,
as
well
as
more
efficient
for
our
staff
to
update,
and
our
information
needs
to
be
consistent
in
terms
of
how
our
content
is
structured
and
how
it's
presented.
O
The
design
that
we
currently
have
was
implemented
in
2013,
so
it's
very
old
and
outdated,
and
it
needs
to
have
a
more
modern
and
visually
engaging
design.
So
our
plan
with
this
website,
once
we
launch
it
and
going
forward,
is
to
continue
to
gather
user
research.
So
we
continue
to
iteratively
improve
our
website
based
on
what
our
users
are
telling
us.
O
So
in
terms
of
features
and
functionality
with
the
new
site,
since
we
know
that
you
know
over
half
of
our
traffic
comes
from
mobile
devices,
we
have
to
make
sure
that
our
website
works
well
for
mobile.
It's
fast
loading
and
it
has
a
responsive
design.
That's
we
have
to
have
that
and
then,
when
we
talk
about
accessible,
we're
talking
about
a
website
that
that
works
well
for
users
with
disabilities.
O
In
the
us
alone,
roughly
20
percent
of
users
have
some
sort
of
disability
and
around
13
percent
have
a
severe
disability.
Our
new
website
is
being
designed
to
adhere
to
a
minimum
of
level
a
a
in
the
web
content.
Accessibility
guidelines
we'll
continue
to
offer
machine
based
translation
using
google
translate,
and
we
also
have
other.
We
have
a
communication,
engagement
staff
member
who's,
helping
us
directly
translate
a
lot
of
our
content
into
spanish
and
the
new
website.
O
So,
in
addition
to
us
having
a
new
search
engine
they're
also
going
to
be
able
to
filter
and
search
within
popular
pages,
such
as
projects,
trails
and
parks,
we're
going
to
have
a
more
robust
alert
system.
That's
going
to
allow
us
to
not
only
add
alerts
for
all
through
the
whole
site,
but
departments
will
be
able
to
add
alerts
with
their
specific
sections
as
well.
O
If
there
is
content
that
they
need
to
alert
users
to
and
then
we're
going
to
have
improved
calendar
function
functionality,
so
people
will
have
the
ability
to
download
events,
add
them
to
their
personal
calendars
and
they'll
also
be
able
to
subscribe.
Should
they
want
to
be
updated
to
events.
O
So
content
management
and
governance
so
we're
using
a
new
open
source
content
management
system
drupal.
It's
an
industry
standard
for
many
governments
websites
and
due
to
its
open
source
nature,
there's
a
lot
of
additional
modules
and
plug-ins
available
to
extend
the
system
beyond
what
we
go,
live
with
we'll
be
able
to
add
other
things,
we're
adding
governance
and
quality
control.
O
So
you
know,
content
can
will
be
reviewed
before
it's
published,
making
sure
it's
accurate
and
up
to
date
we're
going
to
be
consolidating
content,
that's
appearing,
maybe
appearing
in
several
department
locations
now
that'll
be
consolidated
into
one
location
and
then,
in
terms
of
you,
we're
going
to
have
guidance
and
training
to
help
our
authors
create
content
in
a
clear
and
consistent
way,
using
things
such
as
plain
language
principles
and
helping,
so
that
our
content
is
a
lot
easier
to
find
and
understand.
O
So
here's
our
implementation
timeline
so
right
now
we're
currently
in
transitioning
the
content.
We
have
the
new
content
type,
so
we're
taking
content
and
we're
putting
it.
For
example,
if
it's
a
project
we're
putting
it
in
the
project,
template
brian
will
show
some
of
that
kind
of
stuff
in
the
demo
and
we're
working
to
translate
our
trans.
O
O
We
want
to
make
sure
that
we
do
this
right,
but
in
terms
of
migration
we
started
with
about
5700
pages
and
we're
only
looking
to
migrate
about
a
thousand.
So
we've
really
consolidated,
you
know,
put
stuff
together
and
removed
a
lot
of
duplicate
content
and
consolidated
content
into
specific
content
types.
O
S
Thanks
leslie,
hopefully
everyone
can
hear
me:
okay,
I'm
brian
bullock.
I
am
a
communication
manager
with
the
communication
engagement
department
very
excited
to
work
with
leslie
as
the
representative
of
the
information
technology
department,
innovation,
technology
department
on
this
project
and
partnership.
S
S
Take
this
approach,
city,
philadelphia,
city
of
boston,
a
couple
examples
that
immediately
come
to
mind
where
you
put
out
a
product-
that's
not
complete,
but
you
try
to
get
feedback
on
it
at
that
stage,
the
idea
being
that
it's
not
so
complete
that
you
couldn't
actually
use
that
feedback
to
implement
meaningful
changes,
and
so
we've
had
a
pretty
decent
amount
of
traffic
on
the
beta
website
since
launched
on
october
5th,
I'm
over
11
000
page
views
and
we've
had
nearly
400
feedback
submissions
on
beta
and
when
we
say
that
there's
really
two
primary
ways,
people
can
provide
feedback.
S
One
is
we
have
a
br
builder
page.
The
city
is
online
engagement,
web
platform
that
we
promoted
heavily
on
social
media
with
the
various
e-newsletters
as
well
to
build
awareness
of
this
project.
We've
also
re-engaged
community
members
who
provided
input
in
2018
and
2019
in
our
prior
phases
of
work
for
this
project.
To
both
thank
them
for
that
input,
let
them
know
how
it
was
used,
as
well
as
welcome
further
input,
and
then
we
also
have
a
pop-up
box.
S
That
appears
when
you
visit
the
beta
website
that
allows
users
to
provide
feedback
directly
on
the
page
to
where
they
are
and
if
they're
so
inclined
to
provide
additional
feedback
on,
be
her
bolder
and
so
we're
getting
a
regular
stream
of
feedback
on
the
beta
website,
just
as
we
do
currently
on
the
external,
the
current
city
website
and
that
information
is
really
helpful,
and
so
we'll
give
you
a
look
at
the
data.
We
have
right
now
we're
going
to
collect
this
on
an
ongoing
basis.
S
The
plan
is
that
we
will
always
get
community
input,
user
input
and
we'll
use
that
to
assess
what
changes
might
be
needed
to
the
website
and
they
could
be
as
simple
as
improving
content,
creating
content
that
doesn't
exist,
and
it
could
be
a
certain
feature
that
might
need
to
be
developed.
If
we
see
a
big
trend
in
terms
of
requests
for
functionality.
S
How
easy
or
difficult
does
the
new
website
seem
to
be
to
use,
and
you
know
what
the
most
important
question
we
really
feel
that
we're
trying
to
answer
this
website
is.
Is
it
easier
to
use
than
the
current
city
website
and
we
did
a
lot
of
benchmarking
in
our
prior
work
to
really
figure
out
what
was
working
well
and
what
wasn't
with
the
previous
city
website?
So
we
can
directly
compare
experiences,
specific
tasks
or
services.
S
People
are
trying
to
find
or
accomplish
and
compare
them
on
the
new
website
and
measure
did
we
move
the
needle
and
if
not,
how
do
we
do
that?
So
this
level,
it's
really
just
asking
first
impression
so,
based
on
the
limited
content,
what
do
you
think
or
please
that
you
know
roughly
two-thirds
say
it
seems
like
it's
easy
and
hopefully,
once
there's
more
content,
they'll
be
able
to
more
fully
assess
that.
S
So
the
second
question
we
kind
of
asked
among
them,
others
was
basically
limited
content
available
at
this
website
seem
to
be
easy
to
use
in
the
current
website.
Of
course,
we,
our
goal
is
really
to
make
the
best
user
experience
possible
in
the
current
website,
but
we'd
like
to
start
with,
at
least
knowing
that
we
feel
like
we
make
good
progress
from
where
with
the
current
city
website.
So
we
can
continue
to
build
on
that,
and
so
we'll
obviously
continue
to
get
usability
information.
S
The
best
way
to
really
validate
how
easy
to
use
the
website
is,
is
to
actually
run
people
through
testing
and
to
measure
that,
but
based
on
the
survey
data
we've
heard,
is
that
60
so
far
say
they
think
that
it
does
appear
to
be
easier
to
use
we're
hoping
we
can
win
that
20
over.
That
said,
they
are
unsure,
of
course,
as
well
as
the
remain
20
once
there's
more
content
available
on
the
website,
and
they
can
better
assess
how
they
can
find
that
information.
S
And
then,
lastly,
one
of
the
things
we
ask
people
is:
does
the
new
website
design
reflect
folder?
We
understand
that
design
is
very
subjective,
it's
very
difficult
to
win
consensus
with
any
design,
whether
it's
a
website
or
something
else.
But
our
hope
is
that
we
really
reflect
our
amazing,
unique
community
and
the
needle
we
were
trying
to
thread
here
was
really
driven
by
the
community
feedback
that
we
received,
which
was
that
boulder
is
a
very
special
unique
place.
S
It's
a
hub
for
innovation,
it's
very
modern
in
somewhat
in
many
regards,
but
also
we
have
this
unique
open
space
that
we
all
love
and
know
and
cherish,
and
so
to
incorporate
the
visual
beauty
of
our
community
as
well
as
kind
of
the
heart
and
soul
of
boulder
and
that
sort
of
economic
engine
of
boulder,
and
so
we're
happy
to
see.
The
initial
feedback
is
that
people
seem
to
think
the
design
is
in
the
right
direction.
S
The
design
is
intentionally
integrates
a
lot
of
white
space
and
really
leans
to
photographs.
S
S
So,
at
a
very
high
level,
what
we're
looking
for
with
all
those
feedbacks
we
continue
to
collect.
It
is
themes
we
want
to
make
sure
that
there's
a
plurality
of
users
sharing
that
something's,
not
working
or
working
really
well,
is
before
we
try
to
come
up
with
solutions
to
address
it,
and
one
thing
that
seemed
kind
of
clear
is
that
people
were
very
happy
with
the
general
look
and
feel
of
the
new
site.
S
Overwhelmingly,
they
seem
to
find
the
new
design
to
be
at
least
appear
to
be
easier
and
simpler
to
navigate
based
on
the
limited
content
available,
and
we
did
a
lot
of
people
provide
feedback
on
specific
pages,
and
we
got
a
lot
of
good
comments
on
the
projects
and
service
pages
and
we'll
show
those
here
shortly,
which
we
have
surfaced.
Those
in
a
new
way.
That's
not
currently
available
on
our
website
that
you
can
find
information,
agnostic
department
without
understanding
city
bureaucracy
and
to
understand
what
the
heck
are
they
building
in
my
neighborhood.
S
Or
how
do
I
find
this
service
and
accomplish
this
task
that
I'm
working
on
areas
for
improvement?
We
heard
a
lot
of
people
talk
about
content
that
wasn't
currently
available.
We
recognize
this
as
a
new
approach
to
kind
of
launching
a
site.
Some
people
may
not
be
as
familiar
with
it
or
might
think
something
should
have
been
on
the
beta
that
wasn't
the
use
of
white
space,
particularly
on
the
desktop
view,
and
some
people
said
that
the
design
could
be
tightened
in
some
ways
and
so
we'll
be
looking
at
that
and
we
want.
S
S
It's
certainly
a
priority,
an
area
we
want
to
focus
on
and
is
currently
in
development,
as
well
as
the
translation
ability
is
not
currently
enabled.
As
leslie
mentioned
earlier,
there
will
be
machine
generated
translations
on
our
current
website.
They
will,
however,
be
much
more
prominent,
so
they're
easier
to
find
and
they're
currently
kind
of
hidden
in
the
footer
of
our
web.
Our
current
website,
whereas
they'll
be
in
the
top
right
corner
with
a
prominent
button
on
our
new
website,
and
we
do
have
a
subset
of
content
that
is
it
professionally.
S
Translated
in
spanish,
a
large
part
of
that
has
been
translated
by
our
new
relatively
new,
I
should
say
language
access,
program
manager
and
excited
to
continue
to
grow.
That
is
that
work
progresses
over
this
year
in
part
based
on
feedback
through
the
language
access
plan
engagement.
S
A
Let's
pause
and
see
if
there
are
any
questions
before
you
take
us
through
the
beta
great
any
questions
from
council
members
or
comments.
A
I
have
one
leslie,
you
kind
of
alluded
to
this
about
the
migration
you
mentioned
you're,
going
to
migrate
of
the
5
700
pages
you're,
going
to
migrate
only
about
a
thousand.
I
noticed
myself
trolling
through
our
website.
Looking
for
things
at
various
times,
there's
a
lot
of
orphaned
web
page.
There
are
a
lot
of
obsolete
web
pages,
it
seems
like
projects,
web
pages
get
put
up
and
then
they
got
get
forgotten
about.
A
Maybe
the
staffer
moves
on
or
the
owner
moves
on,
and
we
end
up
with
a
lot
of
stuff
out
there
that
doesn't
doesn't
have
ownership,
so
you're
gonna
clean
that
up.
It
sounds
like
in
the
transition,
but
how
are
you
gonna
ensure
going
forward
that
that
doesn't
happen
again
that
five
years
from
now
we
find
that
we
have.
We
go
from
a
thousand
pages
to
three
thousand
pages.
We
have
a
bunch
of
obsolete
or
orphaned
pages
out
there
that
are
just
not
owned
by
anybody.
O
So
this
might,
I
might
need
brian's,
help
on
this
question,
because
this
is
a
a
content
question,
but
we've
talked
about
you
know,
continually
doing
content
audits
and
keeping
to
do
those
doing
those,
probably
like
once
a
quarter
or
so,
and
just
looking
to
make
sure
that
yeah,
we
don't
get
a
bunch
of
junk
in
there
again
and
making
sure
that
we
keep
the
content
that
we
do
have
on
the
website
clean
and
and
consolidated
and
up-to-date.
S
Thank
you,
I'm
happy
to
expand
on
that
and
just
share
that
you
know
part
of
it
too.
Is
we've
also
developed
a
really
robust
content
strategy,
and
so
we're
asking
a
lot
of
questions
about
what
is
strategic
need
for
this
content
in
the
first
place,
how
does
it
perhaps
overlap,
complement
or
duplicate
content?
Already
on
the
website?
S
We
have
roles
and
permissions
that
will
restrict
the
ability
for
some
users
to
create
new
pages
without
an
approval
process
through
someone
who
has
more
experience
and
oversight
on
the
website.
So
our
hope
is
through
creating
a
lot
of
standards
and
processes,
we'll
both
improve
the
quality
of
content
and
then
create
some
ongoing
procedures
in
which
we'll
review
content
with
more
regularity.
S
One
thing
we
heard
a
lot
through
the
user
testing
is
that
there's
a
lot
of
information
on
the
website,
which
I
appreciate,
but
it
is
often
out
of
date
and
sometimes
hard
to
navigate
to
your
point
bob
about
how
a
page
that
about
a
related
topic
has
doesn't
have
a
link
to
it.
Unfortunately,
and
so
that
goes
back
to
developing
a
a
more
intuitive
content,
manage
information
architecture
system
where
we
organize
things
in
a
way,
that's
in
in
plain
language
and
not
based
on
departments
and
so
we're
bringing
related
content
together
in
one
area.
A
Those
answers
sam.
Q
I
have
a
list
of
questions,
but
I
I
think
I'll
just
put
the
subject
areas
out
and
I
wanted
to
wait
for
the
walkthrough,
but
I'll
just
put
those
out
in
case
you
want
to
highlight
them.
One
is
how
people
get
to
services.
They
might
want
so
really
about
customer
service
customer
facing
you
know
how
they
find
quickly
the
service
they
look
for,
whether
it's
planning
and
development
services
or
looking
for
some
kind
of
housing
assistance.
Q
For
example,
the
other
big
bucket,
is
going
to
be
around
search
in
general
and
so
a
little
bit
more
about
archival
like
minutes
and
other
actions
that
our
boards
and
council
have
taken.
So
those
are
my
two
interest
areas.
If
you
got
anything
in
your
walkthrough,
you
want
to
feature
around
those
and
then,
when
we
finish
up
I'll,
come
back
to
this.
A
I
don't
see
any
other
comments,
so
maybe
you
can
go
our
hands
up
rather
I'll.
Maybe
go
to
your
walk
through.
S
Great
well,
thank
you.
First
of
all,
the
the
beta
website
to
get
to
it
is
linked
as
a
banner
on
the
top
of
our
current
website,
and
we
have
kept
that
banner
up
there.
Whenever
there's
not
an
emerging
issue,
we
need
to
communicate
about
such
as
a
closure
or
a
major
development
with
coved,
that's
kind
of
kept
a
trip
goal
of
traffic
coming
into
the
beta
website,
but
the
url
is
baited.colorado.gov.
S
If
any
of
you
would
like
to
check
it
out.
This
is
everything
I'm
showing
you
right
now
is
probably
accessible
at
this
time
here
and
so
the
beta
site
itself.
Here
you
can
see,
the
primary
navigation
is
a
little
different
than
what
you
see
on
our
current
website.
S
There's
a
few
different
buckets
of
content,
and
these
are
based
on
the
new
way
of
organizing
information
about
what
we
learned
from
our
community
locations,
which
would
be
things
like
rec,
centers
trails,
things
place
places
people
are
looking
for
parks
services
which,
to
your
point,
sam,
is,
is
kind
of
getting
at
the
specific
tasks
people
are
trying
to
accomplish,
and
I'll
jump
into
that
here
in
just
a
second
projects
is
an
area
that
we
saw
a
lot
of
interest
from
the
community
and
that
they
had
trouble,
sometimes
finding
the
one
they're.
S
Looking
for
understanding,
you
know
what
department
is
in
charge
of
it.
What
phase
is
this
project
at?
How
do
I
get
involved
and
so
really
pulling
that
out
in
a
way
that
makes
it
easy
for
users
to
surface
that
content
and
then
government,
which
is
a
tab
we
currently
have
on
our
current
website
in
news,
which
is
another
area
we
heard
from
a
lot
of
our
community
members,
which
is
one
of
the
biggest
reasons
they're
coming
to
our
website.
S
This
is
kind
of
the
primary
navigation
I'm
scrolling
down
through
the
main
page.
Here
we
have
a
prominent
area
where
we
can
highlight
featured
content
here.
The
idea
with
this
is
that
it
will
be
really
timely
information
or
perhaps
really
common
services.
People
are
coming
for,
believe
it
or
not
pay
a
water
bill
or
find
trails
they're,
like
the
top
two
reasons.
S
People
come
to
our
website,
and
so
we
want
to
make
that
as
easy
as
possible
people
to
find
that
I'm
scrolling
a
little
bit
further
down
here
is
a
primary
sort
of
news
area.
This
is
fed
by
the
city's
new
newsroom,
a
prominent
jump
to
area
for
council.
This
is
expandable
some
more
items
here,
so
these
are
just
kind
of
some
some
high-level
placeholders.
S
For
now
we
know
that
city
council
information
of
course
gets
a
lot
of
interest
and
traffic
from
our
community
and
want
to
make
that
as
easy
as
possible
for
people
to
find
so
that
will
always
have
a
spot
there
scrolling
down
a
little
further.
We
have
some
real
estate
here
to
feature
different
projects,
programs
initiatives
that
would
be
updated
on
a
regular
basis.
That's
one
area
we've
heard
both
from
our
staff
and
the
public
with
our
home
pages
and
often
on
our
current
website.
S
S
S
I'm
happy
to
answer
any
questions
that
come
up
or
at
the
end
of
the
walkthrough.
We
can
of
course,
pause
for
questions
as
well.
I'm
sorry
I'm
going
to
go
into
services
real,
quick
here
and
try
to
get
at
this.
This
is
an
area
that
this
type
of
content
gets
a
lot
of
traffic
on
our
current
website,
but
we've
learned
from
users.
S
S
Finding
it,
and
so
bike
is
a
great
example
where
some
component
of
it
is
owned
by,
of
course,
transportation
and
mobility,
police
in
terms
of
registration,
and
so
people
might
have
trouble
connecting
those
dots,
because
that's
not
the
way
our
current
website's
organized,
and
so
this
is
essentially
an
area
where
any
tangible
thing
someone
can
accomplish
on
our
website
is
listed.
They
can
explore
it
by
category.
I
hope
these
might
be
going
off
the
screen
here,
and
these
categories
were
based
on
the
user
research.
S
We
did
about
how
people
organize
our
content,
so
it's
not
based
strictly
on
departments.
They
can
search
by
keywords
to
filter
and
get
to
information.
There's
also
a
most
used
services
selection
at
the
top.
Here-
there's
not
many
of
these
in
here
currently,
but
this
will
be
a
way
to
very
quickly
get
to
things
like
payday
utility
bill,
which
we
know
a
lot
of
people
are
coming
for.
S
So
I'm
going
to
jump
into
a
service
page
and
to
leslie's
point
earlier.
Templates
are
a
big
part
of
our
new
website.
We
don't
currently
have
any
tablets
on
the
city
website,
and
that
leads
to
a
lot
of
inconsistency.
The
way
information
is
organized
both
within
departments
but
including
cross-departmentally,
and
so
a
service
or
project
will
look
completely
different,
have
a
different
level
of
information
and
it's
very
hard
for
our
users
to
follow
from
one
page
to
the
next
and
really
quickly
find
what
they're
looking
for.
S
So.
This
is
an
example
of
a
service
page
where
all
service
pages
will
follow.
Essentially,
there's
a
jump
down
menu
here
to
related
information
and
there's
a
very
heavy
focus
on
helping
people
accomplish
tasks
quickly.
So
if
I
jump
down
and
register
your
bike,
for
example,
here
clear,
step-by-step
process
bullet
points
sub
steps
of
necessary
to
walk
through
how
to
do
something.
S
This
is
something
usability
testing
we
saw
over
and
over
people
couldn't
find
this
information
or
had
trouble
finding
it
even
when
it
was
on
the
page,
because
it
was
buried
under
300
words
of
text
or
it
just
wasn't.
Delayed
really
clearly
breaking
out
like
this
as
well
also
allows
this
to
be
indexed
by
google
search,
and
so
potentially,
if
someone
searches
for
this
task
that
will
come
up,
it
might
actually
pull
that
information
and
serve
it
directly
to
them
within
the
search
engine
itself.
S
That,
of
course,
we
do
get
almost
more
than
two-thirds
of
our
traffic
to
our
website
is
from
google,
and
so
thinking
about
seo
is
a
really
important
part
of
this
next
website.
Of
course,
there's
a
lot
of
other
information
in
here.
So
these
are
designed
to
be
really
task
focused
help
people
accomplish
what
they
want
to
need
and
go
on
with
their
day.
Recognizing
people
aren't
spending
a
ton
of
time
on
our
website.
S
I'm
going
to
jump
to
another
content
type
here
projects.
This
is
a
list
of
all
the
city
projects
that
are
underway.
This
is
something
you
can't
find
on
our
current
website,
unfortunately,
within
a
different
individual
department.
In
some
cases
you
can,
but
this
is
a
cross-departmental
look
at
everything
going
on
in
the
city
and
here
in
this
case,
if
people
are
familiar
city
structure,
they
can
sort
by
department.
S
They
can
search
for
a
product,
a
project
by
name
and
then
once
you
go
into
a
project
itself,
it
also
has
a
template
you're,
starting
to
see
some
consistency
here.
It
knows,
contact
information
is
a
lot
more
prominent
in
the
design.
That
was
very
intentional.
A
lot
of
people
are
just
trying
to
figure
out
who
the
right
person
is
to
reach
out
to.
We
want
to
make
that
easy,
and
not
very
at
the
bottom
of
the
page.
S
Projects
now
have
a
template
that
really
states
clearly
where
they
are
in
their
life
cycle,
what's
been
accomplished,
what's
still
to
come,
and
then
with
an
emphasis
of
course,
if
there's
any
community
engagement
in
it
connecting
to
that
information
events,
news
can
be
quickly
related
and
share
with
projects
in
a
similar
sort
of
jump
to
menu,
where
you
can
see
kind
of
some
information
about
the
project
and
where
it
stands
I'll,
just
very
quickly
scroll
through
this
and
down
at
the
bottom,
you'll
see
that
I'm
saying
there's
no
example
here,
but
you
can
see
related
projects
if
there's
similar
ones.
S
Last
year,
last
thing
I'll
just
show
you
real
quickly
before
I
turn
it
over
for
questions
so
make
sure
we
leave
some
time,
for
that
is
that
the
trails
and
trailheads
page,
we
anticipate
there'll,
be
a
lot
of
interest
in
our
community
on
on
this.
Of
course,
we
all
know
polarized
love
their
open
space,
but
we
also
heard
a
lot
of
people
say
that
they
wanted
our
information
organized
in
a
different
way.
So
it
was
more
easy
and
intuitive
to
find.
This
has
not
been
implemented
on
the
beta.
S
Yet
so
I'm
showing
you
a
design
mock-up,
but
essentially,
for
the
first
time
people
be
able
to
slice
and
dice
and
search
and
filter
for
trails.
So
if
you
want
to
do
a
three
mile
trail,
you
can
bring
your
dog
on
it's
also,
maybe
wheelchair
accessible.
You
can
see
every
trail
in
boulder
that
meets
that
standard.
S
You
can
also,
when
you
go
into
a
trail,
see
information
about
usage,
so
trying
to
encourage
people
to
maybe
visit
some
of
our
lesser
utilized
trails
and
a
lot
of
information
that
we
have
data
on
that
just
not
currently
integrated
in
our
website.
I
think
of
all
the
things
the
new
website.
This
is
the
thing
that
the
general
public,
I
think,
will
be
most
excited
about.
Where,
of
course,
is
this?
S
The
organization
really
excited
about
being
able
to
surface
a
lot
of
information
about
projects
and
initiatives
we're
working
on,
but
we
know
based
on
a
lot
of
how
people
use
our
website
that
this
will
probably
see
a
lot
of
traffic,
so
there's
so
much
more.
Of
course
we
could
talk
about
and
show
you
at
this
point,
but
I
do
want
to
pause
for
questions
here.
Hopefully,
I
kind
of
helped
answer
how
people
get
to
services
without
a
little
bit
of
information.
S
They
can
also
get
to
services
from
an
individual
to
project
page
from
the
primary
search
on
the
website
as
well.
I
I
will
have
to
turn
it
over
to
leslie,
to
speak
a
little
bit
more
about
search
the
details
about
how
it's
implemented,
to
try
to
answer
some
of
those
other
questions
with
sam
rays.
A
So
we've
got
a
couple
hands
up
and
I
want
to
make
sure
that
we
sam
had
some
open,
ended
questions.
I
think
particularly
around
archiving
leslie.
Do
you
want
to
talk
about
that.
O
So
so
here's
with
search
so
we're
implementing
a
new
search
engine
with
this
website.
So
that's
one
thing
and
then,
like
brian,
was
showing
like
all
the
different
like
views
like
like
a
lot
of
them
had
like
filter
or
search
within
the
view,
so
we're
adding
search
like
specific
to
different
content
areas,
so
people
can
kind
of
search
within
where
they
are
and
then
the
other
thing
that's
going
to
help
with
search
is
going
from.
You
know,
like
I
was
saying
the
the
5
700
pages
down
to
1
000
pages.
O
That's
going
to
be
huge
for
search,
because
it's
not
going
to
have
to
search
through
all
that
extra
stuff
and
redundancy
it's
going
to
have
less
pages
to
search
through.
So
those
are
kind
of
three
of
the
things
that
we're
doing
with
search-
and
you
know
we're
going
to
keep
gathering
data
to
figure
out.
Is
that
working?
Are
there
other
things
we
need
to
change
so
that's
kind
of
where
we
are
with
that.
A
Great
rachel
and
then
aaron.
G
All
right,
I
think
I
will
be
quick,
that
this
looks
awesome
and
thanks
for
this
presentation-
and
I
was
really
excited
about
the
trails
like
slicing
and
dicing.
That
looks
like
that
will
be
super
helpful.
G
So
I'm
excited
when
that
rolls
out,
and
I
would
ask
maybe
bob
or
sarah
huntley,
if
she's
still
on
the
call
to
chime
in
on
this,
but
bob-
and
I
had
done
an
engagement
listening
session
a
couple
months
ago
and
we
got
some
feedback
about
how
difficult
it
is
to
navigate
if
you're
trying
to
sign
up
to
speak
for
city
council
or
just
to
get
through
the
city
council
page.
G
So
I
wanted-
and
I
did
try
to
play
around
with
this
and
it
didn't
look
like
any
of
that
like
when
I
clicked
on
city
council
or
I
think
at
some
point
I
could
even
click
on
sign
up,
and
it
just
redirected
me
back
to
the
homepage,
so
it
didn't
seem
like
it
had
made
the
beta
version
to
play
with.
So
I
just
wanted
to
find
out.
Maybe
what
you're
looking
at,
for
making
engagement,
easier
and
specifically
for
participating
in
watching
council
meetings
and
signing
up
thanks.
J
So
we
did
make
some
immediate
improvements
to
the
existing
website.
Based
on
that
feedback,
for
example,
we
made
there
be
a
direct
link
from
the
main
council
landing
page
to
sign
up
to
speak,
and
then
we
also
changed
our
entire
signup
system
so
that
we're
using
formstack
and
it
can
be
embedded
in
the
page
instead
of
eventbrite.
J
J
S
Yeah,
that's
a
great
question,
so
we're
actively
building
a
whole
another
version
of
the
site
behind
the
scenes.
The
goal
is
with
the
beta
site
is
to
add
new
areas.
We
want
to
get
specific
usability
testing
on
before
we
cut
over
to
the
live
site,
and
so
I
think
that
you
raise
a
great
point.
I
think
the
city
council
in
that
process
would
be
a
great
one
to
push
over.
We
also
hope
to
push
over
the
trail
and
travel
ahead
content,
knowing
how
much
interest
you
think
the
community
will
have
in
that.
S
So
that's
something
that
we
can
put
on
our
our
punch
list
in
terms
of
making
sure
we
get
more
specific
user
feedback
on
and
we
also
have
the
upgrade.
The
new
calendar
on
the
new
website
is
going
to
be
a
lot
easier
and
more
intuitive
to
use,
and
we
think
that
that
will
help
people
get
to
city
council
information
in
that
way
as
well.
A
Thank
you,
rachel,
aaron
and
then
sam.
E
Thanks
for
showing
off
the
new
sites,
looking
great,
could
you
go
to
the
services
section
again?
Please.
E
S
S
So
the
you
know
they
use
dashes
for
instead
of
what
you
traditionally
see
bullet
points
either
one
will
take
you
to
the
the
correct
place
to
go
these
examples
here,
kind
of
anomalies
and
where
most
tasks
on
the
website
actually
usually
just
have
a
couple
things
like
this,
and
so
this
is
the
category,
and
these
are
the
specific
action
items
that
can
be
accomplished
from
there,
and
so
the
upside
is
showing
this
to
a
user
is,
if
you
were
to
click,
you
know
start
or
stop
water
service.
S
E
It
does
answer
the
question,
so
I
have
my
piece
of
feedback
here.
Don't
don't
leave
this
page,
please
those.
So
I
see
how
they're
using
the
lines
for
bullet
points
here
like
in
here.
Those
are
just
bullet
points
right.
Those
are
all
informational
items
that
we're
seeing
here,
but
on
the
previous
page
those
were
all
action
items
and
just
from
from
many
years
in
experience
with
building
websites.
E
Generally,
you
want
to
have
some
kind
of
visual
indicator
that
there's
an
action
that
you
can
take
and
that
previous
screen
didn't
have
a
visual
indicator
that
those
bulleted
lists
with
lines
were
actually
actions.
You
could
take
in
not
just
informational
items
so
so
that
seems
like
a
potentially
a
confusing
thing
that
the
differentiation
between
things
you
can
click
on
and
take
an
action
and
things
that
are
just
informational
lists.
J
Would
those
be
links
in
the
new
system,
brian,
if
there's
something
you
can
do
with
it,.
S
Q
I
had
a
lot
of
questions
erin,
but
if
you
want
to
go
through
yours,
first
for
search
that'd
be
great.
S
Yeah
we're
happy
to
try
and
answer
additional
questions
about
search.
I
think
the
challenge
is
that
the
search
has
not
been
fully
implemented
yet
and
so
and
we're
somewhat
limited
in
what
we
can
speak
to,
but
leslie
can
provide
you
that
the
most
up-to-date
information
we
have
at
this
time.
O
Yeah,
so
it's
it's
index,
you
know
it's
just
a
new
search
engine,
like
I
said,
it'll,
be
indexing,
the
page
and
the
content
on
the
websites,
but
I
think,
like
sam.
I
think
your
question
was
more
around
like
the
agenda
items
and
minutes
and
stuff
and
that's
actually
in
our
gender
management
system.
So
that's
actually
a
separate
system.
Now
we
do
link
off
directly
to
those
items
within
the
context
of
like
a
meeting
or
whatever
linked
to
the
agenda,
but
that's
actually
a
separate
system.
E
E
I
can
generally
find
what
I'm
looking
for,
but
one
thing
that
I've
always
found
lacking
is
the
search
capability
that
it
generally
does
not
bring
up
the
top
thing
that
you're
looking
for
you
know,
unlike
you
know,
google,
which
is
miraculously
good
at
bringing
up
what
you're
looking
for
in
the
top
five
results.
E
So
that's
one
great
hope
that
I
have
for
the
updated
website
is
that
that
the
search
does
bring
you
to
what
you're
most
likely
to
be
interested
in.
So
I
know
that's
still
under
development,
but
to
me
that's
a
huge
part
of
what
makes
or
breaks
an
efficient
and
usable
website,
because
with
hundreds
to
thousands
of
pages,
it
can
always
be
tough
to
find
the
page
you're
looking
for.
But
if
your
search
is
good,
then
you
can
get
right
to
what
you're
what
you
need.
E
So
I'm
really
looking
forward
to
seeing
how
that
comes
out.
S
I
think
I
just
had
our
hope
too
is
that
search
is
a
last
resort
for
users
when
they
can't
find
intuitively
what
they're
looking
for
and
not
a
first
resort,
and
so
if
we
can
get
the
primary
navigation
more
intuitive
for
individuals,
they'll
be
able
to
get
to
where
they
want
to
go
with.
Hopefully,
just
a
few
clicks
and
google
will
still
be
the
go-to
for
people,
no
matter
how
effective
a
search
we
might
develop,
and
so
we
want
to
make
sure
we're
developing
content.
That's
optimized
for
search.
E
Yeah
well-
and
I
hear
it
sorry,
but
just
I
mean
to
your
point-
I
mean
an
intuitive
navigation
structure
is
the
best
thing,
but
with
a
an
organization
as
complicated
as
city
government,
it's
it's
always
going
to
be
at
least
a
little
tough
to
find
some
of
the
items
you're
looking
for
so
I
would
not
think
of
search
as
a
last
resort,
but
it's
an
important
accessory
to
the
website.
Experience.
O
And
I
just
wanted
to
add
too
that,
like
our
council
documents
and
we're
still
going
to
be
archiving
those
in
laser
fish
and
like
that,
has
a
search
so
there's
a
lot
of
searches
all
over
the
place.
E
The
laser
fish
structure
can
be
hard
to
navigate
as
well
all
right.
Thank
you.
A
Thanks
erin
sam
then
mary.
Q
Great
well,
to
start
off
with
thank
you
for
taking
on
this
huge
task,
because
it's
like
probably
the
main
face
of
the
city
to
people
who
aren't
sitting
here
within
the
city,
so
the
website's
incredibly
important,
and
so
thanks
for
taking
it
on
I'll,
say
another
thing:
you're
in
a
community
that
has
a
bunch
of
high
expectations
around
something
like
this,
because
a
lot
of
people
are
professionals
in
this
realm.
Q
I'm
not,
but
aaron
is
for
example,
and
so
one
thing
I
think
you
want
to
think
about
is
you
will
get
a
lot
of
suggestions,
some
of
which
may
not
be
helpful,
many
of
which
will
be,
and
so
there's
going
to
be
a
launch
and
then
there's
going
to
be
a
rush
of
feedback
and
so
preparing
for
that
and
figuring
out
how
to
sort
it
integrate
it
and
then
what
becomes
the
highest
priority,
I
think,
is
going
to
be
an
important
process.
Q
So
when
you
launch
it's,
you
know,
I've
launched
a
dozen
websites
over
time
and
no
matter
how
much
time
you
try
and
make
it
perfect.
There's
always
something
that
comes
up
pretty
quickly.
So
I'll
just
say
that
and
I'm
going
to
save
search
for
last,
because
I
want
to
go
through
a
few
other
items
here.
I
think
the
trails
thing
is
awesome.
I
really
do.
I
think
that
that
is
one
thing
that
many
visitors
who
come
here.
Many
people
who
live
here
who
haven't
explored
the
trails.
A
lot
will
find
that
very
helpful.
Q
Q
We
take
no
responsibility
for
the
content,
but
I
think,
like
trail
conditions,
for
instance
or
mountain
biking,
folks,
that
track
both
trails,
that
the
city
manages
and
trails
the
county
and
the
forest
service
manages
so
having
a
link
to
those
resources
from
within
the
trails
page
could
be
helpful,
even
though
they're
external.
I
think
that
our
community
broadly
has
put
together
a
lot
of
really
interesting
sites,
and
I
think
that
would
be
one
thing,
and
you
can
add
that
later
right,
but
it
is
something
to
be
thinking
about.
Q
Building
in
one
of
the
greatest
things
on
the
website
in
the
last
two
or
three
years
has
been
the
dashboards.
In
my
opinion,
I
mean
they
are
incredibly
revealing,
there's
a
reason
why
graphics
are
so
important
and
powerful,
and
also
the
ability
to
choose
what
you
want
to
have
plotted
and
how
you
want
to
have
it
plotted.
Q
So
I
think
of
that,
as
like
the
quantitative
information
interface,
and
I
think
that
there
is
a
ton
there
and
what's
been
done-
has
been
super
powerful
and
usable
and
it's
a
great
way
to
to
look
at
the
health
of
different
aspects
of
the
city.
So
I
think
making
sure
that
you
preserve
all
the
functionality.
That's
there
in
the
dashboards
is
really
important.
Q
So
I
love
the
clean
look
of
the
site
and
so
on,
but
I
really
hope
that
when
we
move
from
the
current
site
to
the
new
site
that
we're
not
going
to
lose
functionality,
and
so
for
me
the
dashboards
is
a
great
way
for
not
only
council
members
and
staff,
but
community
members
that
are
wanting
to
do
a
deep
dive
into
something
I'll,
just
say:
homelessness
as
an
example
and
homeless
services.
I
think
that
the
amount
that
a
community
member
can
access
now
is
just
way
different
than
it
was
four
or
five
years
ago.
Q
So
don't
break
it
if
it's
working
now,
I
guess
is
one
thing:
another
way
that
I
thought
you
could
sort
under,
potentially
both
government
and
projects
is.
The
council
has
adopted
priorities
that
we
set
at
our
two-year
retreats
and
then
we've
tracked,
those
like
all
through
their
work
plan
items
and
we
tracked
them
and
so
at
a
very
minimum.
Q
We
could
have
under
projects
or
government
or
somewhere
the
council
priorities
that
have
been
set
for
the
two
year
cycle
and
be
able
to
click
on
the
priorities
and
see
where
they
are
everything
from
not
started,
which
is
some
of
our
priorities
to
completed,
which
is
other
priorities
that
we
have
in
this
cycle
of
this
council.
So
I
think,
that's
a
great
way
to
sort
through
what's
going
to
be
high
profile
because
council's
going
to
be
moving
forward
and
taking
action
on
those.
Q
So
I
just
wanted
to
put
a
pitch
in
that
that
what
comes
out
of
the
retreat,
an
early
kind
of
work
item
for
the
website
would
be
making
sure
that
those
priorities
are
featured
and
easy
to
get
to
and
are
tracked
on,
a
timeline
so
that
the
timeline
is
updated.
As
staff
makes
progress
during
those
another.
One
is
a
calendar
so-
and
I
know
that
this
is
hard,
but
having
a
master
calendar
or
at
least
a
calendar
page
landing
page
that
has
different.
Q
You
know
it
would
be
best
if
you're
a
master
calendar,
but
there's
too
much
going
on
perhaps
to
have
a
master
calendar
unless
you're
looking
at
maybe
a
day
or
a
week,
but
some
way
for
folks
to
be
able
to
go
to
a
calendar
site
and
look
for
the
schedule
there,
and
I
heard
you
leslie
that
you
talked
about
integrating
the
novus
system
and
the
calendaring
system,
but
making
that
interface
user-friendly
so
that
folks
can
navigate
to
what's
coming
up.
Q
You
know,
I
know,
there's
a
meeting
coming
up
in
the
next
week
or
two
in
planning
board
on
this
subject
and
I'm
just
trying
to
figure
out
when
and
where
that
is
and
how
I
get
to
it.
So
I
would
put
a
pitch
in
that
a
calendar
is
really
important
and
some
way
I
know
it's
hard,
but
some
way
to
make
that
accessible
and
user
friendly
another
one
that
I've
tried
to
use-
and
I
know
this
might
be
in
a
slightly
sensitive
area-
is
a
staff
directory.
Q
Q
It
can
be
very
hard
to
do,
and
so-
and
I
know
we
don't
want
to
get
everyone's
name
and
email
out
in
a
way
that
can
be
scraped
by
web
crawlers,
that's
going
to
get
a
bunch
of
spam,
but
I
would
just
put
out
there
that
some
way,
even
if
it's
to
put
a
request
in
hey,
I'm
looking
for
this
person
and
they
can
come
back
and
reach
out
to
you
if
you
give
your
email
address
or
whatever.
Q
I
think
that
for
some
members
of
the
community
who
are
looking
for
a
particular
kind
of
help-
and
they
said
hey
I'll
refer
you
to
x
and
they've
got
the
name,
but
they
didn't
catch
the
contact
information.
That
might
be
another
piece
of
this.
It
could
be
helpful
and
then
on
search,
I
think
indexing
the
pages
and
having
them
searchable
is
incredibly
important
and
you're.
Doing
that.
I
think
to
erin's
point:
I'd,
say:
organizations
number
one,
but
a
close
second
is
search.
Q
Q
That
makes
google
miraculous
in
its
ability
to
rank
things,
but
if
it's
a
place
that
many
people
end
up
going,
you
know,
is
there
a
way
to
use
our
users
as
voters
like
to
to
say
that
these
pages
tend
to
be
the
place
where
people
want
to
end
up
you've
done
it
with
trails,
but
if
there's
a
way,
that's
dynamic
so
that
people
are
searching
for,
like
rachel
said
the
the.
How
do
I
sign
up?
You
know
that
that's
something
that
when
they
search
sign
up
that
that
would
be
whatever's.
Q
The
most
popular
sign
up
is
something
that
would
come
up
to
the
top
and
I
have
ever
since
my
days
on
planning
board
been
really
frustrated
with
archival
data
management
in
the
city
so
minutes
you
know
like
I
wanted
to
search
today
for
all
the
declarations
we
have
done
around
black
history
month,
if
any
in
the
last
10
years,
and
it's
just
not
easy
to
do.
There
is
a
resolution
page.
Q
Q
Those
are
actually
listed
by
title,
which
is
helpful
but
having
to
know
the
date
of
certain
content
you're
looking
for
that
it
could
be
in
council
agendas
is
a
real
barrier
like
if
somebody
wanted
to
search
cu
south
and
get
a
whole
list
of
the
council
agendas
that
had
been
around
that
or
study
sessions
that
had
been
around
that
and
then
go
through
them
because
they
know
that
subject
matter
is
in
those
meeting
minutes.
Q
Q
Resolutions
like
a
flat
way
to
search
all
of
those
and
get
to
the
packets
and
the
minutes,
and
the
text
of
the
resolutions
or
declarations
could
be
really
helpful,
and
maybe
it's
only
power
users
like
board
members
and
council
members
and
staff
that
would
ever
use
that,
but
I
think
interested
community
members
would
as
well.
So
I
just
want
to
put
a
pitch
in
that
search
is
someplace
that
a
lot
of
attention
gets
paid
to.
Maybe
it
doesn't
prevent
the
rollout,
but
that
archival
search
over
the
last
five
years.
Q
I
can't
tell
you
how
many
times
I've
butted
up
against
it
even
before
I
was
on
planning
board
and
it's
continued
to
be
a
challenge
with
this
website.
The
way
it's
organized
so,
to
the
extent
that
you're
thinking
holistically
about
information-
I'd
really,
you
know,
also
concentrate
on
packets,
so
that
community
groups
who
are
really
focused
on
a
certain
issue
when
they
get
recruited
into
that
group,
you
know,
can
go
back
and
and
find
the
information
to
educate
themselves.
I
think
this
is
a
really
important
project.
A
Leslie
and
brian,
that
was
a
lot
of
suggestions
and
observations.
You
have
any
comments
that,
or
you
just
want
to
absorb
that
and
take
those
all
on
board.
O
So
some
of
the
things
I
can
speak
to
a
little
bit
so
in
terms
of
the
trails
like
we
are
so
when
we
roll
out
the
final
site,
we
do
have
a
direct
integration.
I
don't
know
if
you
guys
have
ever
seen.
Osmp
has
this
interactive
trail
map
and
they
update
that
trail
map
for
when
there's
closures,
so
there's
actually
going
to
be
an
integration
with
those
trail
pages
and
things
that
brian
brian
showed
so
that
when
osmp
on
that
map
closes
the
trail,
it's
also
going
to
close
that
on
the
website.
O
O
O
We
want
more
of
like
a
list
view
and
then
to
be
able
to
you'll
be
able
to
you
know
when
you
go
to
the
events
page
you'll
be
able
to
say
I
just
want
to
see
council
meetings
or
I
just
want
to
see
commissions
meetings
or
I
want
to
see
you
know
like
virtual
meetings
or
I
want
to
see
like
meetings
held
at
city
facilities
or
outside
of
the
city,
so
there
are
going
to
be
other.
O
You
know
ways
that
you
can
slice
and
dice
the
events
to
be
able
to
to
to
find
the
ones
that
you're
looking
for
and
I'm
trying
to
think.
If
there's
anything
else
I
mean
search
is
still
a
work
in
progress,
but
search
is
hard.
I'm
not
gonna
search
is
hard.
Google
makes
it.
Google
makes
everybody
look
bad,
but
we're
gonna
keep
working
on
it
to
make
it
better.
So.
J
I
definitely
want
to
spend
some
time
thinking
about
the
feedback
you
gave
sam
about
archival
data,
because
I
agree
that
having
to
have
a
date
of
a
meeting.
But
there
is
some
search
functionality
in
laserfiche
that
has
improved
so
I'd
love
to
get
with
alicia
johnson
offline,
because
she's
the
expert
in
laserfiche
and
see
if
there's
improvements
there
or
if
what
you're
calling
for
really
requires
us
to
look
at
a
new
way
of
doing
things.
S
And
the
only
other
thing
I
guess
I
would
add
to
fill
in
is
that
sam
you
mentioned
the
dashboards,
I
think,
are
an
incredibly
valuable
resource
and
we
will
be
transitioning
those
over
to
the
website.
The
goal
is
while
we're
trying
to
consolidate
content
is
not
to
take
away
the
functionality
or
high
quality
contents
on
our
current
website,
but
bring
it
over
and
hopefully
organize
it
in
a
way
that
makes
it
a
little
easier
for
people
to
get
to.
K
Thank
you
bob
and
thank
you
all
for
the
work
that
you're
doing
this
is,
as
sam
said,
a
very
important
project
and
something
that
is
indeed
the
face
of
the
city.
I
wanted
to
just
start
by
just
reiterating
the
archival
the
challenges
around
our
accessing
archival
material,
and
I'm
glad
to
hear
that.
That's
something
that
we'll
be
looking
into.
K
I
also
think
the
idea
of
adding
external
links
to
non-city
resources
is
an
important
and
valuable
piece
of
information,
and
that's
probably
something
that
you
can
do
as
time
goes
on
and
as
you
enhance
it
moving
forward
and
the
calendar
I
that
could
be
also
really
really
valuable.
I
know
just
what
even
what
you
have
right
now
in
the
current
website
is
helpful.
So
calendars
are
helpful.
K
I
know
that
when
things
get
going
sometimes
you
know
comment
will
be
made.
Oh
we'll
we'll
get
right
on
that
and
create
a
page
and
boom
the
next
day,
there's
a
page
created.
So
how
will
you
balance
those
processes
with
timely
page
creation.
S
I
appreciate
you
asking
it,
I
think
we're
our
hope
is
to
strike
the
right
balance
where
there's
some
processes
in
place
both
supported
by
the
content
management
system,
so
the
technology
itself,
as
well
as
through
training
and
through
providing
best
practices
and
so
staff,
are
trained
on
kind
of
the
here's
here
is
the
kind
of
the
steps
to
go
through
and
creating
a
new
page
and
trying
to
avoid
some
of
the
things,
the
problems
that
occur
with
our
current
website,
where
we
have
duplicate
content
or
how
to
date
content.
S
But
I
think
we
can
get
that
quite
right.
I
think
every
every
department
will
have
at
least
one
in
most
cases,
several
kind
of
quote
power
users
who
have
the
ability
to
create
new
pages
and
have
more
functionality
and
they'll
be
kind
of
a
few
super
admins
that
could
approve
requests
from
staff
and
departments
if
there
was
something
that
was
really
timely.
So
I
think
we'll
have
a
numerous
labels
levels
of
kind
of
redundancy
to
approve
those
requests
in
a
timely
manner.
S
If
that
situation
arises
because
we
we
recognize
that
that
is
often
the
case
that
there's
something
that's
really
emerging-
that
we
need
to
get
up
on
our
website
immediately,
and
the
last
thing
we
want
to
do
is
create
a
process.
That's
so
onerous
that
can
occur.
K
Right,
thank
you
very
much
and
then
I
was
curious
on
your
title
up
at
the
top,
where
you
say
locations,
and
I
was
curious
as
to
how
you
came
to
use
the
word
locations
as
opposed
to
the
word
places
which
wasn't,
I
found
it
interesting
that
you
said
locations
means
places,
and
so
I
just
I'm
curious
on
how
you
landed
on
locations.
S
The
excellent
question
that
came
out
of
the
user
testing
that
we
did
in
the
prior
scope
of
work
through
the
card
sorting,
and
so
we
basically
gave
this
was
all
done
online.
So
there
was
no
physical
cards
and
we
gave
people
content,
and
so
we
had
information.
We
said:
how
would
you
organize
this
and
that's
the
way
people
lumped
rec,
centers
libraries
trails
together
and
they
said
well,
these
are
all
locations.
S
I
think
that
we'll
learn
very
quickly
if
those
terms
are
intuitive
and
resonating
with
our
audience
or
if
they
need
to
be
tweaked
and
so
we'll
be
doing
some
usability
testing
where
we
actually
have
people
go
through
and
try
to
accomplish
tasks,
so
one
of
those
would
be,
you
know,
find
the
chautauqua
trailhead.
S
We
did
that
testing
on
our
previous
website.
We
would
do
it
again
on
this
website
to
see
if
it's
as
an
easy
or
easier.
If
we
find
that
people
are
having
trouble
with
location,
that's
not
working.
First
of
all,
you
think
no,
no
one
has
trouble
finding
chautauqua
in
our
community,
but
the
page
receives
a
lot
of
traffic,
of
course,
and
so
making
sure
that
that
term
resonates,
and
so,
if
we
find
out,
that's
not
the
case,
then
we'll
certainly
revisit
those
categories
based
on
what
we
learned
from
our
users.
S
And
I
know
places
was
one
of
the
other
terms
that
was
commonly
used,
but
locations
was
used
more
often,
so
whether
that
sample
is
representative
of
our
entire
community
and
our
users
of
our
website.
I
don't
know
and
that's
where
we
have
to
validate
these
decisions
and
make
sure
that
they're,
the
right
ones
and
that's
why
it's
so
important
to
be
iterative
in
terms
of
changing
the
website
as
needed.
K
Okay,
thank
you
and
then
the
I
really
appreciate
it
on
the
projects
page
where
you
showed
us
that
there's
a
there's,
a
gauge,
I
guess
as
to
where
we're
at
in
the
project,
and
I'm
wondering
if
there's
been
any
consideration
given
to
lining
that
gauge
up
with
what
we
asked
for
at
the
retreat
in
the
memos,
so
that
what
you
see
in
the
memo
kind
of
matches,
what
you're,
seeing
here
just
sort
of
for
some
consistency.
S
Yeah,
that's
an
excellent
question
and
I
know
I
think
sam
mentioned,
that
the
council
action
guide
and
the
priorities
are
set
following
the
retreat
and
it's
something
we
would
like
to
more
meaningfully
integrate
into
our
website.
I
would
say
these
terms
can
be
customized
and
changed,
so
we
certainly
could
evaluate
that.
S
Recognizing
there'll
be
specific
projects
that
will
need
some
unique
terms
inevitably,
so
that
users
get
used
to
seeing
some
common
words
that
they
can
quickly
understand,
as
well
as
to
simplify
the
processes
into
kind
of
the
biggest
high-level
steps
possible.
That's
certainly
something
we
could
explore.
K
Thank
you
and
then
just
one
little
comment.
I
noticed
on
your
trails.
K
I
really
appreciated
the
the
trails
little
icons,
showing
the
kinds
of
activities
that
you
can
do
on
that
particular
trail,
but
I
did
notice
that
the
mount
sanita's
trail
had
a
bike
on
it,
and
so,
if
you
know,
if
you're
using
that
at
all
for
beta
testing
or
whatever,
I
would
suggest
that
you
remove
the
bike
from
mount
sinitas
or
else
there'll
be
a
lot
of
bikes
on
mount
sinitas
and
that
would
not
probably
yeah
they're
not
allowed.
K
So
just
just
a
little
note
of
caution-
and
that's
all
I
have
thank
you
great
job.
K
Yeah,
this
looks
like
just
a
labor
of
love
for
sure.
Thank
you.
S
Yeah,
thank
you
so
much
for
the
kind
words
it's
been
a
a
real
team
effort,
there's
so
many
people
in
the
city
that
have
helped
with
this
and
it's
been
really
cross-departmental,
but
just
to
note
that
design
that
was
a
design
mock-up.
We
showed
you,
so
I
think
the
designer
just
applied
those
labels
kind
of
haphazardly
so
we'll
certainly
be
sure
to
coordinate
very
closely
with
osmp
and
ensure
that
we
have
all
the
correct
trail
information
once
we're
able
to
bait
beta
test
this,
as
well
as
launch
the
actual
site.
K
That's
what
I
figured
I
just
yeah
so
anyway.
Thank
you
very
much.
A
There's
no
other
hands
up
I'll.
Just
make
one
comment
that
really
underlines
something
that
both
mary
and
sam
said
and
that's
links
to
external
sources.
I
know
that
there's
that
can
be
a
little
fraught
and
you
want
to
make
sure
that
it's
a
source
that
is
a
valid
one
and
a
reliable
one
one
I
I
particularly
would
call
out
you
mentioned
earlier
in
your
presentation
about
two-thirds
of
the
visitors
to
our
website
are
actually
not
people
from
boulder.
I
suspect
a
lot
of
them
are
prospective
visitors
and
having
links
to
our
trail.
A
Sites
is
great,
because
a
lot
of
our
visitors
do
go
to
trails,
one
site
that
I
would
would
strongly
recommend
that
you
link
to
on
the
home
page
is
the
convention
visitors
bureau.
They
have
an
award-winning
site,
they
get
about
a
million
hits
a
year
when
I
google,
just
the
word
boulder.
A
The
city
of
boulder
comes
up
as
number
five
number
one
and
the
convention
visitors
bureau
comes
up
at
number
five
and
I
think
for
those
who
are
looking
to
visit
boulder
from
out
of
town
linking
directly
to
the
convention,
the
visitors
bureau.
You
know
maybe
the
tab
says
you
know
the
zoom
boulder
or
want
to
know
more
about.
A
You
know
a
visit
to
boulder
or
something
like
that
in
in
in
in
popping
people
right
over
there,
because
I
know
that
a
lot
of
times
visitors
will
end
up
on
the
on
on
the
city
government
side
and
that's
actually
not
what
they're
really
looking
for.
So
I
put
in
a
plug
for
convention
visitors
bureau
as
a
link.
S
Yeah,
that's
a
really
great
point.
We
know
that
there
are
so
many
people
come
to
visit
boulder
and
if
they
do
end
up
on
our
website.
Looking
for
that
information
at
times
we
see
it
in
the
traffic.
We
do
have
a
couple
pages
on
our
current
website
on
visiting
boulder
that
are
pretty
much
a
high
level
summary
of
kind
of
the
many
wonderful
things
about
our
community
with
links
off
to
different
community
resources
and
locations.
S
And
of
course
we
link
heavily
conventional
visitors
bureau
and
we'll
continue
to
do
that
and
we
do
have
a
city
links
policy
that
defines
the
type
of
links
we
share
in
our
website
and
it's
it's
pretty
permissive
in
terms
of
linking
to
partner
organizations
or
resources
or
nonprofits
organizations
that
collaborate
with
the
city
and
so
we'll
continue
to
to
drive
people
off
to
valuable
related
content
on
our
next
website,
and
I
think
that's
a
great
point
that
we
want
to
make
sure
that
visitor
information
is
very
prominent
and
we
can
get
people
over
that
convention.
A
S
S
Great
well,
hopefully,
let's
pull
up
here
in
just
a
second
here,
we're
obviously
getting
pretty
close
to
the
goal
line
here
for
cutting
over
to
the
next
website.
S
There's
a
lot
of
work
going
on
behind
the
scenes
it's
been
more
than
a
year
in
the
making
of
going
through
all
the
content
on
the
current
website,
auditing
in
a
meticulous
manner,
looking
at
what's
getting
traffic,
what's
not
what's
up
to
date
and
what
isn't?
What
needs
to
be
consolidated?
Continuing
that
work?
Our
hope,
is
to
bring
over
to
consolidate
as
much
content
as
possible.
We
only
want
to
bring
over
as
much
content
as
we
can
realistically
keep
up
to
date.
S
This
is
kind
of
timing
out,
so
I'll
just
stick
with
this
for
now,
so
we're,
of
course,
going
to
take
all
the
feedback
we
heard
today
here
and
integrate
into
our
broader
feedback.
Talk
to
it
with
the
team
that
we're
working
with
the
consultant
that
developed
this
website
work
through
iterations.
For
these
final
content
types
there's
some
like
we
mentioned
the
trails,
the
trailheads
pages
are
still
being
finalized,
so
get
all
that
work
done
and
so
we're
we
have
kind
of
our
minimum
viable
product
we're
ready
for
launch.
S
So
we
can
move
into
getting
additional
public
feedback
and
user
testing
the
trails
and
trailheads
pages
when
we
identified
for
that
a
great
point
race.
Today,
thinking
about
the
council
page
and
signing
up
for
council
participation,
that's
really
something
important
that
we
get
right.
We
want
to
make
as
intuitive
as
possible.
S
So
we'll
add
that
new
content
to
the
beta
website
is
it's.
Those
content
types
are
quality
controlled
and
we're
ready
to
share
those
with
the
public
and
then
solicit
feedback
on
them,
and
we
want
to
keep
our
community
informed
as
this
project
moves
forward.
I
know
not.
S
Recognizing
that
we
will
need
to
look
at
the
plurality
of
feedback
from
our
users
to
really
identify
changes.
But
welcoming
those
people
who
really
this
is
their
their
area
where
they
really
excel
at
transition.
Content
to
the
new
website
is
a
really
major
focus
area
right
now,
we'll
be
working
diligently
on
that
up
until
may,
when
we
hope
to
launch
over,
and
then
our
next
step,
not
noted
on
here,
but
very
important,
is
that
this
updated
sort
of
city
brand
that
we're
seeing
with
the
website
the
colors,
the
typography
the
logo.
S
We
know
some
departments
have
very
specific
brand
identities,
think
like
osmp
or
parks
and
rec,
and
we
certainly
want
this
to
be
something
that
those
can
map
onto
but
to
bring
some
more
unifying,
look
and
feel
to
city
newsletters,
publications
e-newsletters.
S
A
Well,
great,
I
don't
see
any
other
hands
up
from
council
members,
leslie
and
brian
and
sarah.
Thank
you
so
much
for
the
presentation.
You
got
a
lot
of
feedback
tonight.
Hopefully
it
was.
It
was
mostly
helpful.
We
obviously
have
a
lot
of
council
members
who
have
a
passion
interest
in
this
that
spend
a
lot
of
time
on
our
website
and
actually
have
web
designers
on
our
council.
A
So
we
obviously
this
was
a
presentation
of
keen
interest
to
to
all
of
us,
and
hopefully
you
got
a
lot
of
value
out
of
tonight's
discussion.
So
thank
you
very
much.
A
And
council
members-
I
I
think
we
have
no
other
business
for
tonight.
I
think
this
is
the
end
chris,
unless
there's
anything
else
that
you'd
like
to
bring
up.
I
think
this
is
the
end
of
our
study
session,
so
at
9
20
10
minutes
early.
We
stand
adjourned,
see
you
all
next
tuesday
have
a
good
week
thanks.