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From YouTube: City of Boulder City Council Study Session 9-11-18
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B
If
you're
ready
to
go
thanks
for
being
here
tonight,
this
is
great
night
I
guess
for
the
city
staff
in
the
city
of
Boulder.
You
can
see
that
there
are
many
folks
in
the
audience
and
I
just
want
to
give
a
huge
shout
out
to
all
of
our
staff
members
for
the
great
work
that
they
did
on
this
budget.
It
was
a
challenging
year
and
everyone
stepped
up
and
you'll
see
it
as
we
go
through
the
budget.
The
great
work
that's
been
done.
B
The
other
thing
that's
a
little
bit
different
is
that
in
past
years
we
have
the
Capital
Improvement
Program
presentation.
Usually
the
first
study
session
in
August
you're,
scheduled
in
August,
as
you
may
recall,
was
pretty
busy,
and
so
we
postponed
it
to
tonight,
which
actually
is
a
good
thing,
because
you're
able
to
see
the
whole
budget,
both
the
capital
and
the
operating
in
a
single
presentation
and
I,
think
that
puts
a
good
perspective
on
the
entire
budget
that
we
have
for
our
community.
C
Jen
good
evening
Council
today
we're
going
to
present
the
budget
in
four
distinct
sections
with
an
opportunity
to
ask
questions
after
each
section.
The
first
part
is
going
to
be
the
background
and
it's
going
to
help
really
set
the
stage
for
what
we
discussed
in
April
of
2018
and
how
it
affected
a
overall
2018
budget.
Then
we're
going
to
move
on
and
go
into
the
capital
budget
which
Chris
ringless
from
planning
is
going
to
largely
lead.
C
C
We've
done
after
the
blue-ribbon
Commission's,
both
one
and
two
over
the
last
decade
or
so,
and
because
of
the
steps
that
we've
taken,
we
have
a
strong
bond
rating
we've
taken
concrete
steps
that
to
ensure
that
we're
nimble
to
respond
to
changing
economic
climates
and
there's
just
some
specific
examples
listed
on
the
slide
of
revenue,
steps
we've
been
including
extending
or
approving
taxes,
and
then
on
the
expenditure
side.
Mainly.
C
What
we're
going
to
be
talking
about
largely
through
this
presentation
is
ensuring
that
our
one-time
revenues
are
going
to
one-time
expenditures
and
ongoing
expenditures
are
matching
with
our
ongoing
revenues,
which
is
a
huge
part
of
tonight's
presentation.
I
also
wanted
to
provide,
in
context
and
in
pictures
what
we
saw
coming
April
2018,
and
that
is
at
the
end
of
the
year,
which
is
typically
around
February.
For
us,
we
notice
that
sales
tax
and
use
tax
are
coming
in
less
than
projected,
which
is
our
highlighted
orange.
So
that's
what
we
had
originally
projected.
C
As
far
as
sales
tax
by
February,
we
thought
that
perhaps
the
attacks
would
remain
flat
based
upon
28
teams,
year-end
estimates,
which
is
the
red
line,
and
what
we've
seen
through
July
is
that
we
do
have
a
slight
increase
over
2017
and
it's
in
the
green
dotted
line.
So
we
have
revised
those
projections
up,
but
they
are
so
down
about
a
percentage
from
what
we
thought
this
time
last
year.
C
So
again,
we
showed
these
slides
briefly,
but
wanted
to
set
the
context.
Sales
and
use
tax
for
the
general
fund
specifically
is
over
40
percent.
You
can
see
that
in
the
upper
right
hand
corner
in
the
kind
of
turquoise
ash,
color
it's
40%,
and
so
in
analyzing
those
urine
numbers
in
February.
We
noticed
that
four
million
gap
that
we've
talked
about
for
the
past
several
months
of
ongoing
expenditures,
not
meeting
ongoing
revenues.
C
We
came
to
you
in
April
and
May
during
the
first
adjustment
to
base
after
departments
went
to
work
and
closed
that
gap
for
2018
again.
As
a
reminder,
this
was
largely
due
to
one-time
dollars
being
postponed
or
eliminated
in
2018,
so
we
knew
that
we
had
work
to
do
in
2019
quit
stantly.
The
2019
gap
was
also
four
million
dollars
needed
to
reduce
an
ongoing
expenditures.
C
We
were
able
to
proportionately
look
at
all
of
the
reductions
and
measure
them
against
each
other.
The
2019
budget
also
maintains
reserve
commitments.
It
was
critically
important
that
we
maintained
our
reserve
goal
of
20%
by
2020,
which
I'll
get
into
you
in
the
next
slide,
and
then
also
the
decision
to
in
making
the
reductions
that
we
proposed
were
in
a
framework
that
we'll
share
with
you
a
little
bit
later
on
so
the
reserves.
C
Again,
we've
talked
about
this
over
the
past
several
years
and
during
the
budget
discussion,
but
we
just
want
to
remind
that
the
best
practice
there
are
corner
of
financial
sustainability.
The
best
practice
is
at
least
sixteen
point,
seven
percent
and
it's
adjusted
specifically
for
risk.
So
what
I
mean
by
risk
is
you
know
it
is
protecting
taxpayers
against
revenue
shortfalls,
unattended
expenditures,
and
then
it
also
is
specific
for
jurist
jurisdictions.
Risks
such
as
flutter
fires,
which
Boulder
is
certainly
prone
to
you,.
C
C
So
these
are
the
guidelines
that
we
made
and
not
going
to
read
all
of
them
to
you,
but
really
emphasizing
one
city,
one
Boulder
again
all
the
departments
submitted
really
robust
budgets
first
to
consider.
We
also
were
focusing
on
core
services
as
you'll
see,
and
then
it's
also
critical
that
when
we
talk
about
the
reductions
that
we
are
focusing
on
personal
expenditures
as
well,
because
they
do
make
up
a
large
part
of
our
ongoing
budget.
C
So
what
we'll
present
to
you
tonight
closes
the
gap
for
2019,
and
the
line
below
also
gives
some
perspective
around
what
our
ending
fund
balance
is
after
reserves
and
the
dollars
that
we
have
available
there
as
well.
So
the
dollars
that
we
saved
went
into
that
ending
fund
balance,
reserve
line
item.
C
C
D
Capital
improvement
program
or
CIP
to
plan
for
the
city's
future
capital
investments
guided
by
the
community's
sustainability
framework.
The
CIP
lays
out
a
plan
for
maintaining,
enhancing
and
at
times
expanding
the
city's
capital
infrastructure.
In
fact,
over
three-quarters
of
our
CIP
funding
over
the
next
year
will
be
for
maintenance
and
enhancements
to
existing
assets.
This
approach
of
taking
care
of
what
we
have
saves
the
city
money
over
time,
several
high
priority
safety,
recreation
and
mobility
improvements
include
my.
F
Name
is
Jeff
hailey
I'm
the
planning,
design
and
Community
Engagement
Manager
for
Boulder,
Parks
and
Rec,
and
we're
here
at
the
Boulder
reservoir
Swim
Beach.
So
this
year,
in
our
CIP,
starting
in
2019
and
beyond,
we
will
be
building
a
new
visitor
center
or
bath
house
for
the
community
to
use
it'll
be
a
really
attractive
building
that
has
staff
offices
for
our
administration,
as
well
as
a
cafe
and
concessions
area
to
serve
the
users
and
then,
most
importantly,
changing
areas.
F
Restrooms
locker
rooms
for
the
swimmers
to
use
this
year
and
2018
we've
been
doing
all
the
final
design
and
permitting
to
get
the
project
ready
for
construction.
We
hope
to
start
construction
later
this
year
in
2018
or
early
2019.
So
the
project
cost
right
now
is
about
four
to
five
million
dollars
again
that
provides
new,
a
brand
new
building
demolition
of
the
existing
building
and
several
improvements
to
the
beach,
including
a
boardwalk,
a
small
children's
play
area
and
several
other
when
you
think
about
the
boulder
reservoir.
It's
been
here
for
generations.
F
We
have
a
lot
of
folks
in
town
that
remember
coming
here
as
children
and
now
that
are
coming
here
with
their
families
or
their
grandchildren.
So
just
to
see
the
beach
evolve
over
time
and
to
really
refresh
the
reservoir
and
provide
a
new
face
and
a
new
facility
for
people
to
enjoy
and
a
really
make
Boulder
stand
out,
is
truly
a
great
community
to
visit
to
come
to
the
reservoir.
And
so
I'm
personally
excited
to
see
it
be
built
and
be
used
by
the
community.
G
The
solar
project
out
here
at
the
Boulder
Reservoir
facility
was
initiated
because
this
facility
has
the
second
largest
energy
requirements
for
any
city
facility,
and
so
the
solar
facility
out
here
is
1.6
megawatts.
One
of
the
neat
aspects
of
this
solar
project
is
that
it
greatly
reduces
the
cost
for
the
city
of
Boulder
in
terms
of
energy
is
the
cost
to
run
this
facility
is
about
three
hundred
thousand
dollars
a
year
and
the
solar
project
will
take
care
of
two-thirds
of
those
needs.
G
One
of
the
other
major
projects
in
the
capital
improvements
program
is
the
Wunderland
Creek
project.
The
project
is
a
major
drainage
way
improvements
project
which
provides
additional
conveyance
capacity
for
large
floods.
There
are
15
drainage
ways
throughout
the
boulder
community
14,
which
are
tributary
to
Boulder
Creek.
The
Wunderland
project
is
one
of
the
highest
priorities
and
stormwater
and
flood
management
utility.
After
the
2013
floods,
there
was
significant
damage
done
throughout
the
community
in
both
the
storm
water
and
the
wastewater
utilities.
G
Along
this
strange
way,
there
were
evacuations
required
and
significant
damage
done
to
structures
into
houses.
The
Wunderland
Creek
project
provided
improvements
to
where
future
flooding
would
be
able
to
be
conveyed
in
the
drainage
way
himself
and
not
flood
the
areas
that
were
damaged
in
2013.
It
feels
great
to
be
part
of
the
CIP
planning
process
and
to
provide
projects
that
help
with
the
community,
both
in
terms
of
new
projects
and
replacement
of
aging
access.
As.
H
H
First
I
want
to
echo
genes
acknowledgment
of
all
the
city
staff
in
the
audience
tonight,
along
with
the
CIP
there's
a
lot
of
coordination
and
dedication
and
a
lot
of
effort
from
a
lot
of
different
departments
that
go
into
getting
where
we
are
today.
So
a
big
shout
out
and
thank
you
to
everyone
in
the
audience
they're
also
here
to
answer
questions
about
any
questions
you
guys
might
have
about
their
departments
specifically.
H
So,
as
you
see
here,
we
have
the
total
budget,
the
operating
budget
and
then
the
capital
budget,
and
the
majority
of
that
really
consists
of
dedicated
funding
sources
to
because
a
sort
of
a
brief
overview
of
the
definitions
and
different
types
of
CIP
projects.
The
CIP
is
a
comprehensive
six
year
plan
for
maintaining
and
enhancing
public
infrastructure
by
correcting
current
facility
deficiencies
and
constructing
new
service
delivery.
H
Infrastructure
departments
work
together
to
determine
the
coordination
of
projects
to
maximize
leveraged
being
the
find
cost
savings
and
reduce
impact
to
the
community
during
the
time
that
the
work
is
being
done
on
these
projects,
the
CIP
provides
a
forecast
of
funds
available
for
capital
projects
and
identifies
all
plans,
CIP
projects
and
that's
mated
costs
over
the
six-year
period.
This
is
a
framework
for
achieving
the
currently
and
future
goals
related
to
the
physical
assets
of
our
community.
H
Lastly,
capital
projects
are
considered
to
be
major
projects
requiring
the
requiring
the
expenditure
of
public
funds.
This
is
not
including
operating
expenditures
for
the
purchase,
construction
or
replacement
of
the
physical
assets
in
the
community,
so
for
the
2019
to
2024
CIP
to
six-year
period.
That
includes
about
four
hundred
and
eighty
five,
four
and
eighty
eight
million
dollars
one
hundred
forty-five
discrete
projects.
This
includes
projects
as
well
as
categories
of
funding
for
ongoing
needs
like
local
drainage
improvements,
as
well
as
trails
maintenance,
the
2019
CIP
specifically
at
about
seventy
point.
H
Six
million
dollars
are
the
projects
that
would
be
approved
by
council,
concurrently,
with
the
city's
budget
that
you'll
hear
later
tonight,
with
a
focus
on
taking
care
of
what
we
have
about.
Seventy
nine
percent
of
the
proposed
2019
capital
funds
are
dedicated
towards
capital
maintenance
in
an
enhancement,
and
this
is
a
trend
that
we
see
often
every
year
and
really
indicates
that
we're
committed
to
taking
care
of
the
existing
assets
that
we
do
already
have.
H
Some
council
members
here
are
likely
aware
of
the
city
plans
and
projects
handbook.
It
was
less
adopted
by
council
about
ten
years
ago.
We
are
looking
into
providing
an
update
on
that,
depending
on
some
work
items
in
our
division
over
the
next
year,
so
the
handbook
essentially
describes
the
city's
process
for
master
planning
and
capital
projects.
So
the
figure
you
see
here
until
the
right
shows
the
general
phases
that
are
outlined
in
this
handbook.
So
the
CIP,
if
you
look
at
step
two
or
phase
two
here,
it's
really
our
second
step
in
the
process.
H
Following
the
adoption
of
departmental
master
plans
and
those
master
plans
includes
the
highest
amount
of
community
dialogue,
identifying
policies
and
projects,
though
projects
are
at
a
pretty
conceptual
level
and
little
to
no
design
detail
at
that.
The
CIP
is
one
of
the
implementation
tools
of
those
city.
Master
plans
or
identified
concepts,
become
fun,
didn't
so
taking
a
look
at
funding
by
Department
for
the
six-year
period
of
the
CIP.
H
Unlike
the
operating
budget,
the
city's
CIP
fluctuates
any
given
year
and
due
to
the
timing
and
available
funding
for
projects,
you
may
recall
that
last
year
in
2018,
the
CIP
included
several
high-dollar
projects
like
the
Carter
Lake
pipeline,
which
brought
that
year's
total
to
one
hundred
and
eleven
million
dollars.
The
2019
CIP
is
more
in
line
with
what
we
typically
would
expect
out
of
a
capital
year
where
a
majority
of
the
projects
are
routine
maintenance
and
enhancement.
H
You
will
see,
though,
in
this
slide,
that
2020
and
2022
we
are
expecting
to
be
higher
dollar
years,
mainly
due
to
the
utilities
and
project
public
works
projects.
So
with
that
speaking
of
project,
Public,
Works
and
utilities
projects
I'm
going
to
turn
over
to
Jeff
Arthur
who's
gonna,
give
you
guys
a
brief
overview
of
some
of
those
projects.
Thanks.
I
Chris,
so
just
to
kick
things
off,
we
have
three
separate
utility
enterprises,
water,
which
is
what
we
drink
and
use
to
irrigate
landscaping.
Waste
water,
which
is
what
goes
down
the
drain,
gets
treated
and
goes
back
into
Boulder
Creek
and
then
our
third
utility
is
a
storm
water
and
flood
management
utility,
and
that's
how
we
deal
with
the
runoff
most
from
precipitation
events
in
town
and
and
rainfall
that
falls
in
the
mountains
to
our
West.
Can
you
hear
me.
J
I
So
each
enterprise
is
funded
by
separate
rates
and
fees
and
the
revenues
in
expenditures
generally
don't
correlate,
particularly
well
with
sales
tax
or
overall
economic
conditions.
You
know
the
thing
that
correlate
most
to
is
probably
the
weather
and
the
enterprise
funds
allow
us
to
use
fund
balance
to
manage
the
the
fluctuations
from
year
to
year.
In
that
regard,
the
rates
themselves
are
largely
driven
by
increases
in
regulations
and
cost
escalation
associated
with
things
like
construction
and
materials
and
even
energy
costs
associated
with
operating
the
facilities.
I
I
do
want
to
note
that
the
water
resource
Advisory
Board,
spends
about
four
meetings
going
through
all
of
this
in
great
detail.
I
just
want
to
pass
along
a
thank
you
to
them
for
their
dedication
and
going
through
all
this
with
the
fine-tooth
comb
on
your
behalf,
and
they
did
recommend
unanimously,
both
the
CIP
and
the
rates
back
in
June.
So,
let's
start
with
wastewater
I've
focused
for
2019,
both
in
capital
and
operating
as
on
asset
management
and
regulatory
compliance.
I
The
wastewater
fund
in
general
is
on
a
good
overall
trajectory
council
supported
a
significant
rate
increase
following
the
2013
flood,
and
that
allowed
us
to
do
a
couple
things.
One
was
to
aggressively
go
after
our
aging
clay,
pipe
wastewater
collection
system,
and
that
allowed
us
both
to
implement
a
comprehensive
inspection
program,
but
also
get
going
on
a
20-year
plan
to
line
that.
I
So,
if
you
look
on
the
right
on
that,
photo
the
red
our
pipes
that
we
were
able
to
get
into
mine
in
2018,
and
if
you
look
on
the
left
in
that
lower
corner,
that's
kind
of
a
before-and-after.
So
basically,
what
we've
been
able
to
do
is
get
in
and
actually
use
these
cured
in-place
liners
to
to
make
a
new
pipe
inside
of
an
old
one
without
digging
up
the
street,
and
that
program
continues
to
be
a
big
success
and
we're
in
your
four
or
so
of
what's
probably
a
20-year
implementation.
I
Online
and
operational
is
really
critical
to
be
resilient
in
the
types
of
shocks
and
stresses
we
can
expect
to
see
in
the
future.
So
a
good
example
is
the
Barker
gravity
line,
and
if
you
look
at
this,
that
that
drawing
is
historic,
drawing
from
the
original
construction
that
pipe
is
actually
put
in
the
ground
and
completed
around
1909,
it
is
still
in
service.
It
delivers
about
a
third
of
our
water
supply
annually
and
it
is
in
need
of
some
serious
work
and
it
is
risen
to
the
top
of
our
priorities
and
for
expedited
rehabilitation.
I
In
this
case,
expedited
actually
still
means
about
a
10-year
plan,
and
that's
for
two
reasons:
one.
It's
really
expensive
and
two.
We
can't
take
water
from
Barker
reservoir
and
treat
it
when
that's
out
of
service.
So
we
need
to
stage
and
schedule
that
to
be
able
to
complete
that
over
time,
but
that's
a
really
critical
asset.
I
Given
the
amount
of
our
water
supply
and
a
top
priority
going
forward
in
terms
of
rate
increases,
we
are
looking
at
a
7%
which,
on
a
single-family
residential
typical
bill,
works
out
to
about
two
dollars
and
55
cents
more,
but
just
for
context.
A
gallon
of
water
is
going
for
about
a
half
a
cent
with
our
proposed
rates
so
moving
on
to
stormwater
and
flood
management.
This
one
is
significantly
different
than
the
two
other
funds.
Much
of
the
city,
as
you
know,
is
built
prior
to
modern
infrastructure
or
flood
management
standards.
I
We've
actually
only
had
a
storm
flood
management
utility
since
1973,
so
this
one
a
little
more
emphasis
on
new
infrastructure
than
the
others,
in
particular
extending
basic
drainage
facilities
to
portions
of
the
city
that
don't
have
any
facilities
and
large
flood
mitigation
projects
along
our
major
drainage
ways.
Stormwater
flood
is
the
smallest
of
the
three
funds.
A
1%
increase
in
this
FUD
generates
about
a
hundred
and
twenty
thousand
additional
revenue.
So
there's
not
a
not
a
lot
comes
out
of
an
increase
in
terms
of
our
opportunity.
I
At
the
same
time,
city
of
Boulder,
you
often
hear
from
us
has
the
highest
flood
risk
in
the
state
of
Colorado.
If
you
want
to
jump
to
the
next
slide,
we
did
some
research
this
year
through
our
discussions
with
Rab,
to
understand
how
to
substantiate
the
number
one
claim-
and
this
was
an
interesting
data
point-
that
we
looked
at
with
Rab,
and
this
shows
flood
insurance
policies
across
communities
in
the
Front
Range.
It's
adjusted
based
on
population.
I
Not
this
was
data
we
got
from
FEMA
and
so
the
way
flood
insurance
works
is,
if
you
have
a
federally
back
mortgage
you're
required
to
get
it
as
part
of
your
mortgage.
So
there
are
probably
people
who
have
paid
off
their
mortgage
or
financed
in
different
ways
that
wouldn't
have
it.
There
may
also
be
people
that,
even
though
they're
outside
of
a
regulatory
floodplain
choose
to
get
it,
so
it's
kind
of
give
you
a
general
idea.
What
we
found
really
interesting
is
when
we
talk
about
being
number
one.
I
We
figure
we
probably
have
four
Collins
or
Longmont
by
a
little
bit
and
it's
actually
pretty
distinctly
different.
And
if
you
look
we're
you
know
in
the
order
of
ten
times
some
of
those
other
communities,
and
so
what
does
that
mean?
So
we
are
continuing
to
focus
on
flood
mitigation.
We
have
a
backlog
of
about
a
hundred
and
seventy
million
dollars
worth
of
flood
mitigation
projects
that
are
in
mitigation
plans,
that
councils
already
accepted,
and
so
we
are
going
to
continue
to
chip
away
and
or
ties.
I
Those
in
the
stormwater
master
plan
City
Council
last
year,
updated
the
stormwater
master
plan,
which
is
more
the
neighborhood
scale,
pipes
that
deal
with
local
drainage
issues
and
that
plan
identified
a
number
of
Tier
one
priorities
that
we'll
be
focusing
on
over
the
next
20
years
for
2019.
We
have
also
proposed
an
increase
in
maintenance
of
some
of
our
existing
infrastructure
and
particularly
some
of
the
major
drainage
ways
that
are
well
into
their
lifecycle
that
could
use
some
extensive
capital
maintenance
to
restore
original
capacity
and
function.
I
So
in
the
stormwater
fund,
we
are
looking
at
a
five
percent
rate
increase
that
amounts
to
about
seventy
eight
cents
on
a
typical
single-family
residential
account,
so
I'm
just
again
for
context.
So
last
year
we
had
projected
7
percent
as
the
increase
for
stormwater
and
flood.
We
went
with
five
because,
because
of
scheduling,
we've
got
a
couple
major
capital
projects
that
are
moving
out
of
19
into
future
years.
K
I
At
that,
I
would
I
think
I
could
probably
safely
say
yes
and
again.
Some
of
it
is
that
Boulder
built
in
a
lot
of
these
areas
before
flood
risks
were
fully
understood
and
in
certainly
other
parts
of
the
state
in
other
parts
of
the
country.
You
just
wouldn't
build
in
100-year
floodplain
at
all,
or
you
might
design
differently
so
yeah.
We
certainly
continue
to
better
understand
the
risks,
but
we
have
a
whole
lot
of
of
homes
and
businesses
that
are
in
existing
flood
plains
or.
I
L
A
Just
on
flood
insurance
in
2013
we
had
a
lot
of
people
who
were
flooded,
who
don't
live
along
creeks,
but
their
basements
were
flooded
because
of
groundwater
coming
through
and
then
saturating
the
concrete
and
then
sweating
through
into
the
interior
of
the
house.
Are
those
people
can
they
be
covered
by
flood
insurance?
So.
I
I
would
encourage
people
to
talk
to
their
specific
insurance
agent.
It
seemed
like
in
many
cases
people
might
have
coverage
for
a
couple
things,
and
the
ruling
from
the
adjuster
was
that
the
cause
was
the
other
thing.
So
if
you're
outside
of
the
floodplain,
you
can
get
what's
called
a
preferred
risk
policy
which
is
substantially
discounted
over
the
FEMA
flood
insurance.
But
the
other
things
to
consider
is
that
sometimes
sewer
backups
are
a
separate
Rider.
Groundwater
may
be
a
separate
Rider,
so
it's
really
important
if
you
were
impacted
in
2013.
I
If
you
live
in
a
flood
plain
near
a
floodplain,
if
you've
had
those
issues
really
make
sure
you
have
that
coverage
and
I'll
also
add
the
FEMA
flood
insurance
is
pretty
limited,
so
it
is
generally
based
on
the
premise
that
a
basement
is
a
furnace
and
maybe
some
storage
and
obviously
in
Boulder
people
have
very
expensive
and
utilized
finished
basements
and
the
coverage
on
that
is
very
limited.
Thank
you
sure.
I
It's
you
know
it's
provided
for
context.
Not
everyone
has
the
same
age
of
infrastructure
or
flood
risk.
Not
everyone
even
has
a
flood
and
stormwater
fee,
but
it
gives
you
a
generalist
sense
of
how
we
look
relative
to
neighboring
communities
and
then
this
next
slide,
which
is
a
little
more
dated,
but
again
gives
you
some
context.
I
These
are
some
cities
that
we
more
typically
compare
ourselves
to
in
other
fronts
and
along
the
western
portion
of
the
United
States,
so
again
context
and
then
finally,
this
is
just
a
summary
of
what
I've
gone
through
in
terms
of
the
individual
increases
and
it
works
out
to
a
total
of
about
five
dollars
and
three
cents
for
what
we're
calling
a
typical
customer.
Obviously,
people
who
use
less
or
people
who
use
more
are
going
to
experience
different
rate
impacts,
depending
on
that.
So
with
that
I
will
turn
it.
M
This
way
so
Jeff
it
as
we
all
know,
we,
we
have
pretty
significantly
raised
our
rates
and
all
three
categories
over
the
last
five
years,
or
so
we're
proposing
another
rate
increase
of
about
six
percent.
It
looks
like
what
can
you?
What
can
you
say
about
the
future?
In
other
words,
you
talked
a
little
bit
about
some
of
the
types
we
have
to
replace
the
other
work
we
have
to
do.
Are
we
gonna
see,
you
know,
rate
increases
of
6%
a
year
from
this
baseline
going
forward,
or
does
this
does
this
increase
kind
of?
I
There's
a
couple
of
factors,
so
one
is
there
certain
things
that
you
know
goods
and
services
that
we
provide
that
if
we
don't
keep
up
with
inflation,
so
we
you
know,
we
buy
chemicals
for
treatment,
we
buy
electricity,
we
are
at
the
will
of
a
construction
market.
So
we
look
at
increases
each
year
based
on
keeping
up
with
those
indices.
I
The
wastewater
fund,
as
I
mentioned
I,
think
we're
probably
more
in
the
zone
and
it's
more
keeping
up
with
cost
indices,
and
then
the
the
storm
water
and
flood
fund
is
it's
kind
of
going
to
depend
what
the
community
is
up
for
in
terms
of
investment
in
flood
mitigation,
because
those
projects
are
very,
very
expensive.
We
do
typically
bond
form
and
spread
those
costs
over
20
years.
But
if,
if
we
want
to
more
aggressively,
go
after
flood
mitigation
or
storm
water,
we
would
be
looking
at
increases
bigger
than
what
we
have
this
year.
I
I
guess,
the
other
there
is.
We
do
have
regulatory
projects
that
come
in.
We
generally
try
to
plan
ahead
for
those
and
not
hit
with
a
big
20%
increase
in
a
given
year.
So
we
could
have
the
option
to
seize
smaller
increases
year
to
year,
but
that
potentially
runs
a
scent
of
a
situation
where,
in
the
out-years
we're
having
to
do
a
catch-up
or
a
one-time
to
pay
for
a
specific
project.
Maybe.
M
Let
me
ask
you
just
like
a
different
way:
if
this
is
roughly
6%
increase,
how
much
of
that
6%
would
you
say,
is
just
ordinary
and
homme
increases
in
operating
expenses?
The
things
you
listed
at
the
very
beginning,
because
inflation
is
at
2
or
3%,
and
how
much
of
this
of
that
6%
you
just
kind
of
catch
up
towards
capital
projects.
N
Roughly
half
of
our
expenses
are
operating
about
half
our
capital
in
our
operating
budget
from
2018
to
the
2019
proposed.
The
operating
portion
is
increasing
about
2%
as
a
point
of
reference.
So
a
lot
of
this
is
related
to
as
jeff
says,
infrastructure
costs
in
the
CIP
into
earlier
question.
Right
now
in
our
financial
planning
for
the
out
years,
the
next
couple
of
years
it's
pretty
similar
with
all
three
together
around
somewhere
around
6%.
N
H
Thanks
Jeff,
so
in
2018
we
previewed
the
idea
that
the
city
would
be
putting
forward
a
proposal
for
funding
that
general
fund
CIP.
This
was
presented
to
City
Council
last
fall
and
adopted
as
an
ongoing
funding
mechanism
to
achieve
a
sustainable
source
of
funding
for
council
priorities
and
for
departments
I
like
their
own
funding
sources
in
2018.
H
In
the
support
of
the
city's
broadband
effort
and
the
replacement
of
an
eighteen
year
old
vehicle
used
in
the
critical
incidents
like
fires
and
floods,
this
vehicle
would
allow
the
city
to
be
more
effective,
more
effectively
communicate
with
the
Boulder
County
Sheriff's
Office,
the
city
of
Longmont,
police,
CU
and
other
agencies
in
multi
jurisdiction.
Incidents.
H
So
we'll
be
discussing
how
the
operating
budget
has
been
affected
by
the
flattening
sales
tax.
But
it's
also
important
to
note
that
departments
also
had
to
strategically
review
the
CIP
and
focus
on
core
services
and
maintenance
of
their
systems.
The
two
departments
are
the
most
primarily
impacted
by
this
is
the
Transportation
Parks
and
Recreation
Department,
and
you
can
see
some
of
the
adjustments
that
were
made
because
of
this.
H
So
the
proposed
CIP
includes
many
projects
beyond
what
we
talked
about
this
evening.
Some
of
those
being
pavement
mate,
pavement
maintenance,
transportation
under
passes,
several
of
them.
The
Barker
pipeline
wastewater
maintenance,
the
North
Boulder
library,
scott
carpenter,
pool
redevelopment
in
19th,
Street,
Complete
Streets,
so
we've
set
aside
some
time
for
council
members,
ask
questions
to
us
and
anyone
in
the
audience
about
specific
projects
prior
to
moving
ahead
with
your
discussion
around
the
budget.
So
with
that
we're
happy
to
take
any
of
your
questions.
A
Okay,
so
Lisa
and
then
Aaron
well,
I
was
just
gonna
just
based
on
your
previous
site.
I
was
just
gonna.
Ask
you
about
transportation
under
passes,
and
maybe
mike
is
the
person
to
answer
this,
but
from
the
time
that
you
identify
a
need
for
an
underpass
to
the
design
to
the
actual
implementation.
How
long
does
that
take.
O
It
seems
like
it
takes
quite
a
few
years
in
a
big
aspect
to
those
types
of
major
projects
that
also
enters
into
the
equation
is
a
lot
of
those
we
secure
federal
grants
so
and
those
tend
to
come
on
multi-year
cycles,
and
so
a
project
is
an
example.
In
our
current
CIP
of
two
underpasses.
One
is
replacement
of
the
foothills
in
Colorado
overpass,
with
an
underpass
and
xxx
in
Colorado
underpass,
and
both
of
those
were
funded
through
a
federal
grant
that
came
to
the
Denver
Regional
Council
of
Governments
funding
process.
O
And
so,
when
you
add
that
into
it
in
that
we
apply
and
then
we
hopefully
get
a
word
of
the
grant
and
then
and
then
the
contracting
cycle
can
take
more
than
a
year.
And
so
a
lot
of
those
projects
tend
to
then
get
extended
to
you
know,
probably
more
like
five
years
six
years
from
kind
of
concept,
completion
and.
A
P
J
O
Currently,
in
the
public
engagement
phase
in
the
design
phase,
and
so
we're
out
talking
with
the
neighbors
there's
a
series
of
different
grants
that
are
applying
to
that
there's
something
that's
called
a
tap
grant,
which
is
through
the
Colorado
Department
of
Transportation
and
a
safe
routes
to
school
funding,
and
so
we're
currently
in
the
process
of
doing
the
seep
for
that
project
and
hope
to
bring
that
to
you.
I
think
right
around
the
end
of
the
year,
so
November
December
and
so
implementation
would
be
next
year.
2019
and.
J
O
The
scheduling
will
be
separate,
but
definitely
the
coordination
will
be
there
and
so
we'll
be
making
sure
to
not
build
one
thing
and
then
dig
it
up
and
build
another
thing,
and
so
we'll
be
phasing
the
part
where
the
underpass
to
make
sure
that
we
don't
do
that.
But
I
think
that
the
underpass
was
actually
slightly
behind
the
project,
so
we'll
be
stopping
just
short
of
the
underpass
in
front
of
us.
We
let.
J
A
J
O
A
We
know
some
of
that
that
there's
local
funds
there's
regional
funds,
I,
guess
how,
if
that
passes,
you
know
some
of
it
can
use,
be
used
and
operational,
but
some
can
be
use
on
capital.
How
do
you
see
that
what's
the
process
by
which
we'll
go
back
and
decide
how
we
can
maybe
do
more,
we
already
have
our
prioritized
local
list
or
how
does
that
work
out?
So
I
think.
O
That,
as
I
understand
it
is
about
20%
of
the
total
of
the
new
tax
would
be
focused
to
local
municipalities,
and
so
that
would
equate
to
about
2.8
million
dollars
a
year.
And
so
it
would
basically
give
us
the
capacity
to
add
back
to
reductions,
which
we've
kind
of
prioritized.
That
enhancements
would
be
the
first
thing
that
would
be
reduced
while
core
services
would
be
maintained,
and
so
we
would
probably
look
at
adding
back
in
that
reverse
order.
O
L
Q
I
We
actually
have
started,
but
we're
proposing
increasing
the
funding
to
increase
the
pace
of
that.
Okay,
so
I,
you
know
it's
it's
in
that
ballpark
and
we
some
of
the
uncertainties.
We
are
looking
at
a
variety
of
technologies,
so
we
beginning
last
year
we
started
doing
some
lining,
or
rather
than
replacing,
so
it
actually
kind
of
hangs
off
the
edge
of
the
hillside
coming
from
Barker
to
the
top
of
Flagstaff
and
then
down
to
Boulder
Canyon
hydro.
So
it's
kind
of
precarious.
I
I
I
Believe
it's
concrete
in
that
portion.
It's
there's,
there's
two
different
pieces,
so
there's
a
there's,
a
section
that
goes
from
Barker
to
the
literally
to
costly
reservoir
on
the
top
of
Flagstaff
and
then
there's
another
piece
that
comes
down
to
Boulder,
Canyon
hydro.
It's
the
upper
portion,
the
upper
portion,
still,
okay,.
E
I
A
I
I
Sorry
so,
potentially
2020
and
again,
council
would
have
the
opportunity
to
make
a
decision
on
that
through
the
2020
budget
process
or
it
or
it
could
move
farther
beyond
that.
It
would
be
a
bond
project
so
that
you
know,
while
it
would
show
up
in
the
CIP
and
the
budget
in
that
year,
we'd
be
paying
for
it
over
20
years,
because
it's
as
you
know,
is
well
beyond
our
actual
annual
revenue
and
the
fund.
Great.
J
C
S
There
we
go
present
just
a
few
slides
regarding
the
economic
climate
and
specifically
national
state
and
local
trends
that
impact
our
outlook
for
the
budget.
First,
economic
growth
is
strong,
2018
u.s.
GDP
growth
rate
is
expected
to
be
between
2.5
and
3
percent.
The
second
quarter
was
quite
strong
at
four
point:
1
percent,
but
most
expected
to
come
down
off
of
that
number
for
the
rest
of
the
year.
S
Colorado
is
expected
to
outpace
or
stay
on
pace
with
the
US,
and
the
strength
is
in
part
due
to
significant
business
investment.
The
labor
market
is
healthy.
The
US
unemployment
rate
is
three
point:
nine
percent
Colorado
unemployment
rate
is
even
lower
at
2.8
percent
and
there
is
even
slightly
below
that
at
2.7
percent.
As
a
result
of
that
strong
labor
market,
many
businesses
and
organizations
are
experiencing
challenges,
filling
positions
and
they
are
seeing
wage
pressures
as
they
try
to
compete
for
skill
and
talent.
S
Consumer
confidence
is
high.
The
measure
actually
increased
5.5
points
in
August
to
the
highest
level
since
2000
historically
high
consumer
confidence
has
predicted
healthy
consumer
spending
in
the
near
term.
The
housing
market
is
strong,
particularly
in
Colorado,
and
there
is
a
construction
labor
shortage
which
is
resulting
to
some
supply
issues
and
then
just
in
general
overall
inventory
is
at
historic
lows
in
many
markets,
including
Boulder.
S
The
result
of
that
is
price
pressures
or
inflation,
and
we
see
appreciation
in
housing
costs.
There
are
other
inflationary
pressures.
The
July
CPI
was
two
point:
nine
percent
consumer
prices
in
Colorado
are
expected
to
rise
and
an
even
greater
the
nation.
These
pressures
result
from
recent
interest
rate
hikes,
the
tight
labor
market
that
we
talked
about
and
also
recent
trade
restrictions
with
the
imposition
of
tariffs,
the
resulting
price
pressures
on
imported
goods.
So
we
do
see
significant
inflationary
pressures
on
the
horizon.
We
have
seen
mixed
retail
sales
measures
nationally.
The
measures
are
quite
strong.
S
July
retail
sales
were
up
6.4%
year
over
a
year.
Colorado
forecasts
are
moderate
to
strong,
with
many
of
the
Front
Range
cities,
forecasting
3%
to
9%
growth
on
sales
and
use
tax
revenues.
Some
of
those
real
strong
forecasts
are
the
result
of
some
retail
marijuana
coming
online
and
also
some
significant
retail,
that's
opening
in
certain
cities.
So
it
does
vary
across
the
Front
Range,
but
but
it
is
moderate
to
strong.
S
There,
however,
is
lagging.
We
are
seeing
and
experiencing
slow
growth
in
retail
sales
and
we'll
talk
a
little
bit
more
about
those
trends
on
some
subsequent
slides,
but
with
all
that,
we
do
want
to
say
that
there
is
a
fair
amount
of
uncertainty
out
there,
even
with
all
that
positive
indicators,
there's
uncertainty
regarding
interest
rate
hikes,
how
many
and
how
and
when
there's
still
a
lot
of
uncertainty
with
regard
to
trade
and
the
trade
wars.
You
know
the
breadth
and
the
depth
of
them.
S
There's
speculation
that,
with
the
elections,
this
file
that
there
may
be
financial
market
volatility,
there's
also
continued
global
concerns
with
regard
to
North
Korean
Russia,
particularly
and
then
the
yield
curve,
as
we
discussed
in
April,
has
flattened
over
the
past
year,
which
often
is
a
precursor
to
a
recession.
So
there
are
some
cautionary
tales
about
possible
recession
on
a
horizon.
S
So
we
did
have
a
lengthy
discussion
back
in
April
with
regard
to
sales
tax
in
Boulder,
and
we
expect
to
have
much
more
detail
information
as
a
result
of
the
citywide
retail
study.
That's
going
to
be
kicked
off
shortly,
but
we
did
want
to
follow
up
on
a
few
of
counsels,
questions
or
requests
from
that
study
session
with
regard
to
spending
patterns
and
trends
in
Boulder
and
specifically,
the
impacts
of
aging
online
sales
and
shifts
with
in
Boulder
County.
S
With
regard
to
aging,
we
have
kicked
off
an
effort
with
Phyllis
Resnick
to
develop
an
economy,
trick
sales,
tax
forecast
model
and
preliminary
results
from
that
work
show
that
age
is
a
statistically
significant
variable
that
is
negatively
affecting
City
sales
tax
revenues.
So
when
we
complete
that
model,
we'll
have
more
to
share
with
you
about
that.
J
S
Is
creating
the
model
for
us?
She
is
using
some
national
data
sets
for
the
variables
in
the
model,
but
she
actually
was
a
remark
intelafone
following
Phyllis
for
years
that
age
was
going
to
have
a
significant
impact
on
sales.
Tax
revenues
across
the
state
and
she's
was
remarking
to
us
that
this
is
the
first
model
using
our
data,
where
that's
really
showing
a
statistically
significant
to
be
true,
a.
J
S
J
T
S
And
next
is
with
regards
to
spending
patterns
in
Boulder.
County.
This
chart
shows
two
lines:
the
grey
line
is
the
cities
or
actually
they
changed,
colors
changed
colors
on
me,
the
blue
line
is
the
city's
actual
share
of
County
sales
tax
revenue,
and
so
you'll
see
that
over
time
the
city's
actual
share
of
the
county
sales
tax
revenue
was
increasing
and
then
beginning
in
2014.
It
started
to
fall
down.
S
The
gray
line
is
the
trend
line,
and
so
not
only
did
it
begin
to
fall.
So
our
share
of
Boulder
County
citizens
revenues
has
been
falling.
It
has
now
fallen
below
the
long-term
trend
line,
so
few
stories
behind
that
possible
shift,
fewer
County
residents
coming
into
the
city
to
shop
and
dine
or
more
or
all
of
these
Boulder
residents
going
to
other
parts
of
the
county
to
shop
and
dine
and
largely
those
decisions
being
impacted
by
more
retail
choices
out
in
the
county.
S
M
M
S
Have
not
done
that
analysis?
We
did
do
some
preliminary
data
seeking
and
regarding
commercial
square
foot,
and
it
is
a
little
bit
challenging
to
get.
We
do
anticipate
that
as
through
the
citywide
retail
study,
we
may
have
more
of
those
answers.
We
do
have
some
additional
data
points
with
regard
to
sales,
tax
and
benchmarking.
That
katie
is
going
to
cover
in
a
few
subsequent
slides,
but
we
will.
We
do
have
that
idea
on
our
list.
So
we
will
look
at
that
through
the
citywide
retail
study.
Great
thanks,
I.
K
S
And
we
did
have
a
little
discussion
about
this
in
April
in
that
online
sales.
Yes,
it's
impacting
everyone,
so
why
is
it
possibly
impacting
us
more
significantly
and
are
there?
Is
there
something
about
the
demographics
of
the
residents
of
Boulder
that
make
it
impact
us
more
significantly
and
again
we
don't
have
those
answers.
We
may
hope
to
get
some
more
of
those
answers
through
that
retail
study
and
with
the
assistance
of
a
consultant.
S
A
I'll
agree
that
that
Bob's
question
was
a
really
good
one,
another
one
that
we
hear
from
residents
talking
to
residents
and
emails
and
such
that
we
receive
where
people
say
well.
The
café's
traffic
has
gotten
so
bad
a
boiler
that
we
go
somewhere
else
to
shop.
We
can't
find
a
place
to
park
a
boiler,
so
we
go
somewhere
else
to
shop.
So,
similarly
to
Bob's
question,
have
you
done
that
analysis
and
if
you
haven't,
could
it
be
part
of
the
retail
sort
of
thing
nice?
Thank
you.
C
And
again,
we
are
going
to
go
through
a
few
more
data
points
per
capita
because
resident
retail
is
difficult
to
parse
out
of
just
a
commercial
square
footage
as
well
so
we're
working
on
that
piece.
But
it
does
take
a
little
bit
longer.
So
I
wanted
to
touch
on
two
slides
that
we
typically
show
during
the
budget
presentation
mostly
to
highlight
the
variety
of
revenue
sources
that
the
entire
city
receives.
So
for
2019.
Our
revenue
budget
is
going
to
be
about
359
million
dollars.
C
Of
course,
there
are
three
major
revenue
sources,
sales
and
use
tax,
which
is
the
largest
followed
by
utility
rates
which
Jeff
Arthur
touched
on
earlier
and
then
property
tax
rate.
But
it
is
important
to
note
that
we
do
receive
other
taxes
in
the
orange
like
accommodations
or
our
franchise
agreements
and
then
in
the
gray,
there's
a
whole
slew
of
other
revenues
that
we
receive
that
do
help
make
for
a
more
robust
revenue
source
like
permits
and
fines,
grants
and
leases.
C
Similarly,
for
the
general
fund,
while
it
doesn't
have
as
many
revenue
sources,
it
still
has
several
beyond
the
sales
and
use
tax
and
property
tax.
But
again
the
majority
of
the
was
revenues
in
the
general
fund
are
from
those
two
sources
about
70%
in
fact,
but
we
do
receive
franchise
taxes.
This
is
where
our
accommodations,
tax
and
utility
occupation
tax
come
in
in
the
general
fund
and
then
briefly,
I
wanted
to
touch
and
rewind
counsel.
E
K
Have
a
question
on
the
admissions
taxes
I
noted
in
the
reading
material
that
those
events
that
were
that
that
there
are
that
are
either
swimming
events
or
racing
walking
or
biking,
do
not
have
an
admissions
tax
and
I
thought.
You
know
we
all
love
the
Boulder
Boulder
right.
We
celebrated
it
earlier
in
the
year,
but
doesn't
it
wish
itself
as
being
one
of
the
largest
foot
races
in
the
country
and
that
we
don't
end
their
fees?
K
I
think
are
relatively
high
and
it
would
just
I
don't
see
why
we
don't
take
advantage
of
some
of
these
things
as
well,
and
particularly
with
the
swimming
events
since
we're
putting
so
much
capital
into
the
reservoir
and
attracting
so
many
people
there.
It
would
be
another
place
where
that
might
be
worthwhile.
Is
there
reason
for
that?
This.
B
However,
they
continue
to
pay
it
for
of
time
and
now
excuse
me
just
folder,
just
the
Boulder
Boulder
and
now
we're
actually
working
with
the
owners
of
the
Boulder
Boulder
race
to
reimburse
them
because
they
they
paid
a
tax
kind
of
voluntarily
that
they
weren't
required
to
pay.
But
to
get
right
to
your
question
I'll.
Just
repeat:
the
council
made
this
decision
and
probably
in
the
late
90s
or
early
2000s,
and
so
it's
been
in
fact
for
a
long
time.
So.
K
B
K
B
T
T
That's
been
our
policy
in
the
past,
I
think,
there's
an
argument
that
you
don't
have
to
pay.
It
there's
a
case
that
sort
of
restricts
that
part
of
Tabor,
but
because
of
the
penalties
in
Tabor.
In
the
past
we
have
gone
forward
and,
as
I
said,
we
we
did.
This
I
believe
with
short-term
rentals,
because
we've
always
taxed
rentals
and
four
terms
are
just
a
different
kind
of
it.
We
decided
to
go
to
the
voters
for
that,
just
to
be
absolutely
certain,
so
it
would
be.
That
would
be
a
choice
of
council.
A
So
I
just
have
a
quiz
following
up
from
Cindy's,
and
that
is,
it
would
be
interesting.
It
used
to
be.
It
was
really
just
the
Boulder
Boulder,
and
that
was
it
and
I
have
no
idea
at
this
point.
How
many
events,
how
many
races,
how
many
whatever
there
are,
that
might
have
considered
admission
tax.
So
unless
you
have
that
number
in
the
top
of
your
head
I'm
just
asking
that
for
additional
information,
and
maybe
that
can
come
back
at
our
October
16th
meeting.
That
was
the
plan
so.
B
What
could
come
back
at
October
16th
is
probably
the
number
of
event
permits
that
we
issue
for
the
year,
but
to
calculate
whether
or
not
how
much
of
emissions
tax
would
bring
in.
For
those
events,
we
can't
get
by
October,
because
we'd
have
to
everything
about
the
number
of
participants
and
the
cost
and
stuff
like
that.
So
that's
going
to
be
a
much
longer
effort,
but
we
can
get
the
number
of
events
and.
A
A
J
Yeah
well
just
I
mean
we're.
Gonna
have
a
discussion
period
right
after
we
get
through
the
presentation,
question
right:
okay,
so
because
I
just
would
like
to
talk
about
whether
this
something
we're
interested
in
forcing
but
I'll
wait
till
we
get
to
discussions.
Maybe
we
can
put
that
on
though
question.
B
M
My
question
goes
back
to
the
pie.
Chart
there
on
the
profile
you
just
briefly
touched
on.
All
the
other
sources
are
external:
they
come
from
taxpayers
effectively
or
fee
payers.
Where
does
that
purple
money
come
from
the
eleven
million
dollars
it
comes
from
another
city
funds?
Is
that
right?
That's.
C
Proportionally
divided
across
the
city
funds
based
upon
their
utilization
of
internal
services,
so
each
department
categorizes
their
charges
differently.
So
for
the
attorney's
office
that
charges
two
different
funds
would
be
based
upon
caseload
or
workload
for
the
finance
department
that
provides
support
to
all
city
funds.
It
would
be
based
upon
you
know.
Transaction
type
so
will
vary,
but
we
do
have
a
breakdown
that
we
can
provide
as
well
of
how
much
each
fund
pays
in
that
cost
allocation.
It's
also
in
the
budget
book.
Okay,.
M
But
this
the
alternate
source
of
that
11
million
dollars
is
some
combination
of
sales
tax
and
property
tax
and
III.
Okay,
so
would
it
be
fair
to
assume
that
is
roughly
proportionate
to
the
other
colors
you
got
around
the
circle,
or
is
it
gonna
be
skewed
towards
something
like
fees,
because
a
lot
of
it
comes
from
utilities?
It.
M
Just
say
as
a
matter
of
feedback
just
for
future
budgets,
I'd
like
to
get
rid
of
that
purple
part
and
just
and
just
call
it
what
it
is.
Other
words
I'm
more
curious
on
the
external
sources
rather
than
intra,
because
internal
sources
and
I
have
to
trace
that
back
to
another
pie,
chart
and
figure
out
what
the
sources
of
those
are.
So
I
would
find
it
more
helpful
to
just
take
that
11
million
in
person
among
property
taxes
and
sales
taxes
and
other
taxes
and
fees,
and
so
on.
So
just
that's
just
a
personal
preference.
J
M
Cuz
I
think
the
purpose
of
this
pie
chart
is
this
arrows.
We're
gonna
spend
a
hundred
fifty
two
million
dollars
and
in
general
we
have
received
a
hundred
fifty
two
dollars
and
general
fund
sources
and
we're
showing
the
six
or
eight
places
they
come
from,
and
that
11
million
doesn't
really
show
the
place
it
comes
from.
M
It
comes
from
yet
another
pie
chart
which
has
its
own
sources,
and
so,
if
our
question,
if
the
purpose
of
this
is
who's
paying
one
hundred
fifty
two
million
dollars
I'd
like
to
see
who's,
been
one
hundred
fifty
two
million,
because
it
shows
one
hundred
forty
1
million
dollars
for
sources
and
the
11
million
of
some
other
pie.
Chart.
Yes,
I
just
understand.
C
C
Great
so
we
did
already
discuss
utility
fee,
so
I
wanted
to
touch
on
briefly
the
two
other
major
revenue
sources,
first,
beginning
with
property
tax.
So
as
a
reminder,
we
talked
at
length
last
year
about
property
tax,
largely
because
it
was
a
assessment
year
for
2019
we're
projecting
that
the
revenue
remains
flat
again.
C
As
a
reminder,
though,
we
receive
about
14
percent
of
all
property
tax
revenues,
the
largest
of
which
goes
to
the
public
schools
and
then
to
Boulder
County
and
then
of
that
property
tax
that
we
receive
a
portion
of
it
goes
to
the
general
fund,
a
large
portion
of
it,
but
the
blue-colored
in
the
pie
chart
below
our
dedicated
funds
that
receive
property
tax
that
it
can
be
exclusively
spent
on
those
funds
and
purposes.
So
it's
just
important
to
know
that
the
we
don't
the
general
fund
doesn't
receive
all
of
the
property
taxes
either
again.
C
K
Q
A
I'm
actually
also
curious
kind
of
we
know
property
taxes,
or
at
least
the
the
word
people
feel
that
poverty
taxes
are
increasing
and
I'd,
be
curious
to
see
how
it's
going
over
time
and
also
but
also
I,
mean
I,
know
our
portion
of
that
is
relatively
small
over
time,
but
nonetheless,
so
if
it's
not
a
lot
of
work,
it
would
be
really
useful
to
see
what
the
trends
are
there.
We
did.
C
A
lot
of
that
last
year,
so
I'm
yeah,
okay
data,
any
other
questions
on
property
tax,
alright.
Similarly,
for
retail,
so
retails
tax
sales
and
use
tax,
we
receive
a
larger
portion
comparatively,
but
we
do
share
retail
sales,
tire
sales
and
use
tax
with
other
entities,
namely
the
state
of
Colorado
and
the
county
in
RTD.
C
Again,
less
than
half
of
the
overall
real
retail
tax
goes
to
the
general
fund,
and
then
it
also
is
dedicated
to
specific
funds,
namely
open
space,
transportation,
Parks
and
Recreation,
and
then
the
community
culture
and
safety
temporary
tax
for
2080
air
2019,
the
city
wide
sales
use
tax
remains
the
same
again.
It's
important
to
note.
We
do
have
fluctuating
tax
rates
and
in
2020
we
anticipate
the
expiration
of
a
portion
of
our
overall
sales
and
use
tax
rate
declining
it
to
three
point:
seven,
one
that
is
not
related
to
CCS.
C
M
C
C
Questions
great
so
here's
where
we're
providing
a
little
bit
more
information
following
up
on
the
April
study
session
as
well.
We
are
asked
to
look
at
the
taxable
transactions
per
capita
which
does
normalize
a
little
bit
of
what
our
revenues
are.
Seeing
and
overall
I
think
it's
important
to
note
that
our
retail
sector
is
robust.
C
It
does
generate
more
taxable
sales
dollars
per
capita
than
other
cities
when
we
compare,
except
for
golden,
the
three
highest
communities
are
Denver
Boulder
and
golden
and
they're
also
important
to
note
that
their
employment
and/or
visitor
hubs,
which
could
lend
itself
to
the
reason
why
we're
much
more
higher
per
capita
than
our
surrounding
communities.
So
this
slide
is
really
showing
us
that
retail
is
still
doing
well,
but
it's
not
growing
at
the
rate
that
it
had
been
in
recent
years.
C
A
Trend
the
graph
you
showed
before,
which
showed
are
the
trend
of
our
percentage
of
Boulder
County
taxes,
sort
of
descending
rather
rapidly.
It's
just
reflecting
that
the
rate
of
increase
is
going
down,
but
actually
we
are
one
of
the
strongest
by
far
in
the
region.
Those
two
things
are
seemingly
at
odds
and
on
one
hand,
everybody's
going.
Oh,
my
god,
retail
is
dead
and
in
Boulder,
but
this
shows
us
we're
kicking
butt,
so
I.
S
L
J
Of
it,
so
some
of
the
trends
are
shifting
relative
to
other
communities,
but
I
think.
The
message
here
is
that
our
sales
tax
is
still
very
strong.
Our
retail
scene
is
still
very
strong
and
so
well
I
think
our
position
is
shifting
relative
to
other
communities
which
are
getting
stronger.
I
think
that
this
guy
is
not
falling
right,
wait.
What
yeah
this
normalized
graph
is
telling
us
is
that
we
continue
to
be
to
be
strong.
L
B
Gonna
jump
in
on
that
other
graph.
You
have
to
look
at
the
scale
of
that
graph,
because
I
think
it
has
sort
of
an
outsize
impact.
The
way
that
we've
done
the
scale
on
it.
If
you
go
back
and
look
at
it
yeah
the
difference
is
from
1%
is
a
huge
amount.
So
we
in
2006
we
were
at
48%
and
now
we're
at
49%,
but
we
made
the
scale
makes
it
look
really
sharp
a.
M
Dig
in
for
future
budgets,
this
is
really
really
helpful.
Graphic
I
agree.
Can
you
do
this
historically
I
mean
not
now.
If
density
for
this
budget
cycle
I
think
the
future,
if
you
could
go
back
like
five
years
and
see
you
know,
we're
in
second
place
were
we're
in
first
place
at
one
point
in
time,
were
we
in
fifth
place,
I
mean
which
what
are
the
trends
both
of
the
other
cities.
C
So
similarly,
we
were
asked
to
look
at
our
reliance
on
sales
and
use
tax
compared
to
our
surrounding
communities,
and
you
know
we're
right
about
in.
We
are
relying
on
sales
and
use
tax
we're
not
as
relighted
as
some.
We
do
believe
that
our
recent
bump
in
property
tax
revenue
has
kind
of
stabilized
our
reliance
on
sales
and
use
tax,
but
this
is
just
another
data
point
that
we
wanted
to
show
to
council
following
up
on.
The
April
study
session
is.
M
M
A
C
Use
tax
again,
it's
important
note:
there
are
four
components
we
do
focus
on
retail
sales,
which
is
the
dark
blue
line,
which
is
it
comprises
about
eighty
percent
of
our
overall
sales
and
use
tax.
So
that's
why
we
do
focus
on
it
heavily,
but
we
do
have
other
revenue
sources,
such
as
our
motor
vehicle,
which
is
remained
fairly
steady.
It's
the
smallest
portion,
contributing
to
it,
but
it
is
reliant
revenue
source
in
the
past
few
years
and
then
in
our
use.
C
Taxes
are
the
ones
that
are
most
volatile,
you'll
see
the
business
using
construction
use,
especially
over
the
past.
Several
years
have
gone
up
and
down,
and
we
also
know
am
in
2018
that
we
are
benefiting
from
some
of
those
volatile
revenue
sources
coming
in
higher
than
projected
again.
Why
do
we
talk
about
kind
of
year-end
in
our
projections?
I
think
it's
important
to
note
that
December
is
our
highest
month
for
sales
and
use
tax
collections,
and
so,
while
having
data
through
July
is
important
as
a
baseline
measurement
oftentimes.
C
What
we
see
in
July
isn't
necessarily
what
we
reflect
come
your
end,
so
this
chart
demonstrates
the
fluctuations
and
timing
differences.
When
you
compare
the
collections
through
July
again
the
last
two
three
years,
we
were
growing
more
strongly
in
July
than
how
we
ended
the
year.
So
right
now
through
July
our
sales
new
stack
or
retail
sales
taxes
up
1.7
and
we've
projected
one
person.
C
So
to
wrap
up
the
financial
section,
we
wanted
to
remind
council
of
our
revenue
projections
again
I
just
hit
on
a
retail
sales
tax
in
2018
we
are
projecting
a
1%
increase
in
2019,
another
1%
off
of
that
number,
and
then
business
use
tax
and
construction
music
in
because
of
their
volatility
in
2018.
We
hit
on
I'm
setting
a
baseline
number
for
that
and
then
anything
above
that
baseline
dollar
amounts
are
considered
one-time.
M
I
think
we
got
ourselves
in
trouble
in
2018,
because
I
think
in
six
was
16
17
or
maybe
even
15,
16
17
or
construction
use
tax
jumped
up
from
what
it
had
been
historically
and
I.
Think
we
budgeted
to
what
we
thought
was
the
new
norm.
It
turns
out
that
wasn't
the
new
norm,
that
was
an
aberration.
So
is
this
construction
use
base
of
6.5
million
the
old
norm
and
we're
being
conservative
now
correct?
Okay,
great
things.
C
Several
years,
looking
back
when
we
had
slower
growth
looking
for
it's
a
more
robust
years,
but
we
also
can't
rely
on
that.
So
we
took
an
average
of
several
years
and
realize
that
for
construction
use
at
least
six
and
a
half
million
dollar
was
a
rough
estimate.
Yes,
I!
Guess
it's
consistently
receiving
I
guess.
C
C
Any
other
questions,
so
the
key
takeaways
before
we
dive
into
more
questions
are
Cara
also
mentioned
them
earlier,
but
we
have
a
strong
economy
on
sales
and
youth
sales.
Tax
growth
has
slowed
and
spending
patterns
are
shifting
to
online
sales
and
within
the
counting
potentially,
and
we
will
obviously
continue
to
study
the
trends
and
data
and
expect
to
learn
more
as
we
dive
more
into
the
retail
citywide.
A
retail
study.
A
Let's
just
say
like
when
I
first
came
on,
we
had
less
than
2%
reserves,
so
that
was
like
1995,
1996
and
best
practices
told
us
at
that
time.
That
probably
10%
reserve
was
what
we
really
needed.
Who
sets
those
kinds
of
I
mean
we
set
our
own
policies,
but
these
financial
guidelines
of
where
you
should
be,
who
sets
that
kind
of
guideline
is
so.
B
In
other
presentations
that
we've
had,
we've
reflected
the
government,
finance
officers,
association
view
of
what
would
be
adequate
versus
superior
and
it
has
ranged
from
sort
of
the
10%
up
to
the
15
to
20
percent
range.
You
actually
said
our
policy
with
regard
to
reserves
and
I'll
just
jump
to
a
question
that
Sam
had
on
hotline
today
about
where
did
it
come
from?
And
it
really
came
from
the
idea
that
10%
was
quite
inadequate
and
so
the
council,
in
around
the
mid-2000s,
decided
to
move
up
to
15%
and
around
the
time
of
the
flood.
B
We
were
at
either
14%
or
15%
because
of
the
risk
that
we've
seen
with
regard
to
flooding
in
the
city
and
then
the
actual
occurrence
of
the
flood
in
2013
and
our
relief
as
a
community
that
we
had
adequate
reserves
of
14
to
15
percent
and
sadly
other
communities.
Didn't
we
made
a
decision
or
I'm
gonna,
say
I
made
a
decision
to
work
with
the
budgets
as
we
move
forward
to
shoot
for
a
goal
of
20%
reserves,
which
is
less
than
three
months
really
reserves.
B
So
25%
would
be
three
months
reserves,
and
so
we
knew
that
we
couldn't
just
jump
to
that
and
that
may
be
adding
slowly
over
time.
One
percent
per
year
would
get
us
to
20
percent
by
2020.
Council
did
not
adopt
that
as
a
policy
goal.
However,
we've
recommended
it
each
years
we've
brought
forth
the
budget
and
you
have
approved
the
budget
each
year
with
that
in
mind,
so
17
percent,
80
percent,
etc.
You
can
make
a
different
decision
for
2019
we're
still
recommending
19
percent.
It's
up
to
you
thank.
A
You
that's
very
helpful
and
I
think
it's
also
helpful
to
understand
what
those
are
reserves
represent.
So
three
months
reserves
would
be
25
percent
of
our
budget
and
in
a
previous
slide
there
was
something
that
go
back
here
about
sixteen
point:
seven
percent
is
kind
of
a
prescribed
place
you
might
want
to
be
at
and
somebody
help
me
seven
percent
I
just
can't
get
to
that
slide.
There
you
go
yeah,
and
so
that's
the
best
practice.
So
is
that
from
government
office
or
where
is
that
from
Cheryl's
going.
V
To
help
us
with
Cheryl
patellae
CFO,
yes,
that
16.7%
is
from
the
government
finance
officers
and
again
we
want
to
remind
you
that
that's
just
the
minimum
and
then
we
add
on,
but
another
important
part
of
this
is
for
bond
rating,
so
our
bond
rating
agencies
look
at
anything
15%
and
above
as
strong
financial
reserves.
This
is
really
important.
It's
mentioned
in
our
rating
agency
reports
that
we
get
that
we
maintain
those
reserves
when
we
go
out
to
do
bonding
it'll
help
us
with
interest
rates
and
those
types
of
things
right.
A
V
A
L
L
M
I
started
to
go
down
that
I
wanted.
He
started
work
on
past
the
end
that
I
wanted
to
go
down.
So
it's
a
1%
of
the
general
fund
right
is
3
I
apologize
at
1.3
million
horses,
the
Delta
it's
over
roughly
at
18
percent
right
now,
john
staff's
recommendation
is
good
in
19
percent,
which
we
about
a
1.3
million
dollar
increase
in
our
cumulative
reserves
that
right
correct.
So
a
couple
of
questions
relating
to
put
that
1.3
million
perspective
well,
overall,
our
reserve
would
that
be
roughly
1.3
times.
M
18
is
the
size
of
our
reserve
there
right
so
about
23
million
dollars
right
there,
four
million
dollars
how
much?
How
much
did
we
go
out
of
I
know?
We
eventually
were
reimbursed
to
some
extent
from
FEMA,
but
we
had
to
lay
out
a
lot
of
cash
first,
and
this
is
pointed
that
we're
having
this
discussion
on
the
fifth
anniversary
of
the
flood.
How
much
did
we
repeat
negative
outlay
for
flood
flood
work?
Emergency
flood
work?
Did
we
go
out
of
pocket?
Do
you
remember,
hopefully.
C
N
C
Being
able
to
do
the
work
that
you
were
doing
and
the
flood
recovery
works,
you
just
shifted
their
budget
to
focus
on
that,
so
the
general
fund
largely
saw
hits
and
the
public
safety
related
to
the
cost
of
FEMA,
but
the
other
funds
like
open
space
and
Parks
and
Rec
were
the
ones
that
really
got
hit
the
hardest.
But
again
it
was
reshift
in
projects
that
they
could
no
longer
complete,
because
now
they
were
focusing
on
the
restoration
or
cleanup
efforts.
I
seem.
M
To
recall
a
number
of
like
20
million
or
there
I
realized
that
we
Nate
mean
out
of
the
month
a
the
dollars
me
I'm
not
have
come
out
of
the
reserve,
but
there
were
dollars
that
we
didn't
spend.
He
just
remember,
I
mean
just
ordered
made.
It
is
what
I'm
looking
for
I'm
looking
for
the
next
flood
and
I.
M
Seven
point
six
then
I
reserve
right
now
is
about
twenty
four
and
we're
talking
about
taking
it
up
to
like
26
or
27
that
twenty
percent
yeah
okay,
so
that
was
commissioned
line
number
one
question
line.
Number
two
is
I
saw
somewhere
in
the
memo
and
I
can't
find
it
right
now
that
we're
projecting
in
2019
to
need
to
dip
into
that
twenty
four
million
dollar
reserve
by
about
was
it
three
point:
seven
million
dollars
to
fund
the
Muny,
that's
over
and
above
the
cumulative
immunity
tax
we
paid.
M
C
M
B
C
All
of
them
do
we
do
have
that
outlined
in
the
budget
book,
so
it
varies
between
you
know:
10%,
the
utilities
are
closer
to
25%
I
believe
due
to
the
large
capital
projects,
but
it's
a
range
depending
on
the
risk
level.
How
much
for
that
fund
is
based
upon
capital
dollars
and
in
typical
capital
projects.
You
already
have
contingency
built
into
that
project
dollar,
or
whether
it's
largely
an
operating
fund
that
funds
staff
or
not.
Q
Shifting
gears
you
talked
about
inflation
does
seem
like
that's
a
really
real
pressure.
You
said
that
it
is
impacting
cost,
but
not
revenue,
but
for
obvious
reasons:
it'll,
eventually
impact
revenue,
buyers
have
less
purchasing
power,
marginalize
business
sales
or
go
elsewhere
or
whatever
I
don't
know
economic
cycles
well
enough
to
know
how
long
does
it
take
for
that
to
start
happening,
though,
when
will
we
see
the
effects
of
inflation
on
revenue
assuming
it
does
continue.
S
That
is
a
good
question.
We
typically
think
inflation.
You
will
see
it
in
your
revenue
and
that
your
revenue
would
go
up
from
sales
to
end
use
text,
because
if
the
price
of
the
product
goes
up,
then
the
sales
tax
goes
up.
It's
just
if
it
the
elasticity
or
it
gets
to
a
point
where
the
actual
revenue
from
the
sale
of
products
goes
down.
People
buying
less,
and
so
some
products
are
inelastic.
Some
are
elastic,
and
so
it's
really
a
mix
of
the
two.
S
But
we'd
have
to
go
back
and
look
at
sort
of
past
recessions,
but
it
is
sort
of
surprising
that
we
aren't
even
seeing
sales
tax
growth
that
reflects
inflation,
but
we
are
not
so
I
think.
As
some
of
that
shifting
spending
patterns
that's
sort
of
carving
off
the
inflationary
impacts.
That's
an
sales
tax
revenue
could.
Q
C
M
Going
yeah
and
and
I
think
roughly
65
or
70
percent
of
our
expenses
are
head
counter
personnel.
Is
that
right?
That's
fact,
so
it
would
it
be
fair
for
us
to
assume,
and
presumably
wages
go
up
at
about
inflation
rates,
two
percent,
three
percent.
Would
it
be
fertilis
for
us
to
assume
that
most
of
that
1.8
million
dollar
increase
the
ongoing
general
fund
expenditures
relates
to
just
plain
old
wage
increases
for
our
employees?
Is
that
not
all
of
it
but
a
big
part
of
it
I
think.
C
K
V
E
A
I
mean
I,
don't
know
because
now
I'm
going
way
back,
but
it's
I
think
we've
had
triple-a
rating
for
most
of
my
time
here,
even
though
I
think
it
changed
when
we
went
from
two
percent
significantly
and
I
think
we
got
to
maybe
ten
percent
at
about
two
thousand
one,
two
thousand
three
something
like
that,
but
I
think
it's
been
triple-a
for
a
very
long
time.
Writing.
B
As
Cheryl
mentioned,
there's
so
many
factors
there's
not
just
one
silver
bullet:
it's
that
we
have
a
really
strong
at
local
government.
We
have
a
resilient
government,
they
look
at
councils.
They
look
at
staff
members
that
they
do
a
very
thorough
analysis
of
how
our
operation
works
across
the
whole
community
and
I.
Think
that
we've
showed
strength
in
every
area.
Mm-Hmm
well,.
A
And
if
I
can
also
just
add
that
we
just
did
our
audit
and
we
also
got
another
I-
forget
what
they
call
that,
but
a
recognition
of
having
such
good
numbers
and
being
practices,
I,
guess
and
that
you
know
the
flaws
that
they
find
every
year,
not
significant,
but
we've
always
corrected
those
and
so
there's
always
room
for
improvement,
but
we've
at
least
for
quite
some
time.
We've
gotten
that
recognition,
I.
Think,
okay,
we
better
keep
me
because
we
actually
have
a
lot
of
questions
about
the
actual
budget.
Yeah.
C
Moving
on
to
the
bulk
of
the
presentation,
I'm
going
to
kick
off
the
operating
budget
discussion
and
then
Jaden's
going
to
take
over
with
specific
examples
of
the
2019
budget.
So
as
a
reminder,
we're
talking
about
almost
two-thirds
of
the
overall
city
budget,
there's
pretty
evenly
between
the
general
fund,
kated
funds
so
busy
chart,
but
just
goes
to
show
that
our
city
supports
a
lot
of
different
operations.
C
Public
Works
and
Public
Safety
comprise
over
50%,
the
blue
and
the
orange
colored
charts,
but
we
also
have
numerous
departments
within
the
city,
including
our
internal
services,
which
are
finance,
IT
and
Human.
Resources
PhDs
is
an
acronym
but
planning
housing
in
sustainability,
open
space,
Parks
and
Rec,
as
well
as
numerous
other
functions
within
our
community
again
busy
chart
intentionally.
C
So
the
general
phone
also
supports
numerous
departments.
A
lot
of
these
don't
have
dedicated
right
for
new
sources
to
help
support
their
operations,
so
largely
the
internal
services
and
Public
Safety
do
not
rely
on
any
other
funding
mechanism
to
help
their
budget
out
so
a
similar
chart,
but
just
to
show
what
goes
into
the
general
fund
kind
of
highlighting
Bob's
question
earlier.
C
The
general
fund
recommended
budget
is
one
hundred
fifty
seven
and
a
half
million
dollars,
which
does
include,
as
we
touched
on
an
increase
in
the
sales
and
use
tax
rate
in
2019
the
revised
budgets,
a
more
accurate
picture
when
we're
looking
at
comparisons
year
over
year,
simply
because,
at
the
time
of
the
budget
adoption
last
year,
we
had
two
large
bow.
We
had
one
large
ballot
item
that
affected
the
general
fund,
the
utility
occupation
tax,
and
then
we
also
had
very
little
data
collected
on
the
sugar
sweetened
beverage
tax.
C
So
we
projected
those
two
budgets
at
a
very
minimum
rate,
so
in
February
you'll
recall,
you
do
to
adjustment
to
base
to
better
reflect
those
revenues
receives.
So
that's
why
we
think
it's
best
to
look
at
the
adjusted
2018
budget
when
comparing
so
the
overall
budget
for
the
general
fund
is
recommended
to
increase
three
point,
four
percent,
but
this
is
mainly
and
slowly
exclusively
to
one-time
spending,
which
we
will
discuss
later
as
far
as
what
our
projects
are
going
to
be.
C
This
is
just
one
more
way
to
show
the
ongoing
budget
and
the
four
percent
decrease
that
we
saw
in
2019
s
recommended
budget.
So
where
did
these
come
from?
You
know.
The
general
fund
had
shared
responsibility,
focusing
on
maintaining
those
core
services
as
I
laid
out
in
that
framework,
what
we
saw
is,
overall,
our
PE
ongoing
reductions
comprised
about
60%
of
that
5.2
million
dollars
and
ongoing
n
PE
was
about
40%.
We
looked
at
vacancies
that
were
held
in
2018
to
identify
if
those
could
be
ongoing
positions.
C
We
also
realigned
our
non
personal
expenses
and
then
for
those
departments
that
are
supported
by
other
funds.
They
identified
whether
they
could
those
other
funds
could
support.
Ongoing
operations
within
that
fund,
so
not
surprising
that
the
ongoing
reductions
were
majority
from
personal
expenses,
given
that
it's
such
a
large
portion
of
the
overall
budget,
again
I'm
looking
at
it
a
little
bit
differently,
we
also
looked
at
the
proportion
of
budget
by
external
facing
departments
are
supported
by
versus
internal
facing
so
external
receive
about.
C
Seventy
percent
of
the
general
fund
budget
they
cut
about
sixty
percent
is
their
contributions
that
5.6
million
dollars
was
about
sixty
percent,
so
the
overall
share
of
the
internal
services
was
hit
a
slightly
higher
than
what
their
overall
budget
contribution
is
again
attachment
a
has
a
lot
of
detail
specifically
on
what
the
reductions
we
are
going
to
be
touching
on
a
few
of
them.
Jane
did
you
wanna
so.
B
No
I'm
next
right.
So
as
we
prepare
the
budget,
we
take
a
look
at
sort
of
the
overarching
objectives
that
the
City
Council
has
established
through
its
retreat
and
just
through
ongoing
policy,
and
to
make
sure
that
our
budget
is
focused
on
achieving
those
goals
that
you
have
so
certainly
the
boulder
electric
utility
is
one
of
those
goals.
Our
voters
last
year
continued
the
utility
occupation
tax,
and
so
we
will
be
focusing
on
that
as
we
move
into
2019.
B
Broadband
was
another
effort
that
we
had
a
lot
of
discussion
on
early
this
year
and
so
we're
making
sure
that
we're
funding
that
broadband
backbone
and
the
CE
o
P's
payment
that
we
need
to
make
and
we're
also
adding.
We
hope,
a
fixed-term
employee
that
will
help
us
get
that
broadband
project
up
and
running
the
climate
commitment
is
another
commitment
that
the
city
has
made
for
a
number
of
years
and
in
particular
in
2019,
we're
looking
at
the
energy
offset
fund.
B
This
fund
is
operated
through
Boulder
County
and
we
have
an
agreement
with
them
about
how
we
will
be
working.
But
we've
got
a
lot
of
ideas
for
improving
our
climate
focus
through
the
energy
offset
fund.
One
of
the
top
priorities
for
the
council
is
sub
community
and
area
plans
and,
as
you'll
see
when
we
move
into
2019,
a
focus
on
the
Alpine
balsam
site
will
be
a
major
effort
in
that
year.
B
One
of
the
things
that
will
be
happening
is
that
in
June
of
2019
Boulder
Community
Health
will
be
exiting
the
hospital
permanently,
and
so
we
are
the
proud
owners
of
it,
and
now
we
will
be
operating
that
building.
We
need
to
keep
that
building
safe
and
secure,
and
so
we'll
have
expenses
in
the
2019
budget
to
make
that
happen
and
then
vision,
zero
again.
Another
top
priority
for
council
that
you
did
discuss
at
your
retreat.
B
The
vision,
zero
is
a
collaboration
between
the
transportation
department
and
the
police
department,
and
so
through
enforcement
and
engineering,
education
and
evaluation.
We
are
aiming
to
reduce
the
number
of
serious
accidents
and,
in
particular,
the
serious
personal
injuries
that
occur
particularly
to
pedestrians
and
bike
riders.
So
we
have
a
large
focus
on
that
in
2019,
and
a
lot
of
budget
dollars
in
both
of
those
departments
is
moving
to
that
effort.
We
have
a
clarifying
question.
J
First
of
all,
thanks
very
much
for
that
focus
on
visions
here
and
how
you
laid
it
out
in
the
packet
that
was
much
appreciated,
but
on
the
hospital
I.
Don't
want
to
talk
about
this
at
all
right
now,
but
we
talked
to
maybe
a
year
and
a
half
ago
about
the
possibility
of
temporary
uses
or
the
hospital,
and
that
was
put
on
on
hold
because
the
hospital
is
going
to
continue
to
use
the
space.
B
B
However,
when
we
asked
departments
to
prepare
the
budget,
not
only
did
we
ask
them
to
suggest
reductions
in
their
budget,
but
also
were
there
great
things
that
they
could
do
if
we
did
additions
to
the
budget
and
as
a
result
of
some
of
the
proposals
that
were
made,
we
decided
that
nine
point
three
seven
FTE
was
an
important
number
to
add
and
we'll
talk
about
a
few
of
those
as
I
go
through
the
rest
of
the
presentation.
So
our
net
reduction
is
around
36
FTE
reduced
from
the
budget.
B
What
this
graph
shows
is
the
departments
that
they've
come
from
and
I
think
we're
proud
to
say
that
every
department
was
able
to
find
savings
in
regard
to
their
FTE
count,
we're
also
showing
the
number
from
each
department,
and
then
the
graph
is
showing
the
percentage
of
that
department,
and
that
is
to
indicate
to
you
the
impact
on
the
Department
of
those
particular
changes.
So
we
really
did
focus
on
staffing
reductions.
B
One
of
the
things
that
think
you
recall
is
that
in
2018
we
held
a
lot
of
position
positions
vacant
and
most
of
these
positions
are
vacant
positions
that
we're
just
eliminating
from
the
budget
and
not
funding
so
on
to
some
notable
general
fund
reductions.
You've
received
a
lot
of
email
with
regard
to
Carnegie
Library,
so
what's
going
on
with,
that
is
that
this
is
actually
a
really
great
exercise
in
priority
based
budgeting.
B
We're
also
prioritizing
for
the
Carnegie
Library
digitizing,
the
research
so
that
it
will
be
available
online
24/7.
So
that's
kind
of
the
Carnegie
reduction
and
we're
going
to
be
talking
a
lot
more
about
the
library
later.
In
my
presentation,
the
human
services
area
was
also
an
area
and
where
we
made
some
reductions,
particularly
in
staff
members,
so
where
this
came
from
is
that
you
may
recall
about
two
months
ago
we
combined
housing
and
Human
Services
into
a
single
department.
B
So
there
was
a
position
that
was
focused
on
the
human
services
strategy,
which
you
adopted
last
year
and
on
the
homelessness
strategy,
which
again
you
adopted
last
year,
we're
moving
to
a
time
where
we
don't
need
as
much
planning
in
human
services.
We
need
more
doing
and
implementing,
and
so
we
felt
that
those
two
vacant
positions
were
no
longer
needed
in
that
particular
department.
B
Another
change
that
we
did
in
the
Human
Services
area
is
that
we
were
the
proud
owner
of
a
bus
which
was
a
very
costly
expense
for
senior
services,
we're
suggesting
that
we
will
sell
the
bus
and
instead
use
via
mobility
services
for
all
of
our
senior
transport,
which
saves
us
several
thousand
dollars
a
year.
Did
you
have
a
question
Erin
yeah.
J
B
Will
not
will
not
impact
our
ability
to
implement
that
strategy.
Okay,
thank
you.
Yes,
okay.
Moving
on
to
some
other
funds,
so
in
that
lovely
mosaic
that
Katie
showed
you
a
few
slides
ago,
you
could
see
that
there
were
lots
of
other
funds
among
some
of
the
changes
that
we've
made
were
in
the
Parks
and
Rec
fund,
open
space
and
transportation.
B
So
Parks
and
Rec
is
a
department
that
has
any
number
of
funds
and
in
order
to
reduce
their
spending,
they
were
able
to
shift
some
of
their
expenses
to
other
sources
of
funding
and
they
also
delayed
a
number
of
capital
projects.
So
you
saw
on
the
CIP
video
The
Lovely
project,
that's
going
on
at
Boulder
reservoir
and,
of
course,
scott
Carpenter.
B
Park
is
another
one
that
we've
got
going
on
next
year,
thanks
to
funding
through
the
community
culture
and
safety
tax,
but
other
projects
are
delayed
out
into
the
six
year
plan
and
that
has
been
able
to
save
them
some
dollars,
the
open
space
of
mountain
parks
and
vitia
improved
their
proposed
reductions.
There
were
a
number
of
fixed
term
positions
that
were
expiring
anyway.
They
have
been
identified
in
an
organizational
assessment
for
no
longer
being
needed
and,
as
they
were
fixed
term,
they
I
think
they
were
mostly
fixed
term.
B
We
reduced
those
we're
also
to
saying
that
in
open
space
and
mountain
parks,
they're
reducing
their
capital,
carryover
and
they're
going
to
be
focusing
as
we
move
into
the
open
space
master
plan
on
maintenance
of
the
system
and
then
finally
in
transportation.
The
biggest
change
here
is
that
RTD
is
reducing
our
transit
service
frequency.
So
what
goes
on
with
regard
to
our
relationship
with
RTD
is
that
over
the
years
we
have
requested
that
they
provide
a
more
robust
service
than
they
would
normally
do,
and
so
we
buy
up
the
service.
B
We
pay
extra
dollars
in
order
to
get
more
frequent
bus
service,
they're,
having
troubles
recruiting
drivers
and
with
their
other
funding,
and
so
they've
told
us
that
they
are
reducing
service
on
probably
our
best
route,
they're,
reducing
it
from
seven-minute
headways
to
10-minute,
head
waves
and
reducing
the
cost
to
us,
and
so
that's
a
savings
to
us.
Sadly,
it's
unfortunate
for
the
community,
but
that
is
a
reduction
that
you're
seeing
in
the
Transportation
Fund.
B
So
another
thing
that
we
did
this
time
is
that
we
were
focusing
on
reallocations
and
so
part
of
it
was
what
I
was
talking
about.
Before
with
the
change
in
FTE,
we
took
some
existing
FTE
positions
that
we
reduced,
but
then
we
reallocated
them
to
other
important
areas
in
the
City
Attorney's
Office
is
one
that
we've
been
working
on
for
a
couple
of
years.
B
There's
a
vacant
paralegal
position
and
we
finally
got
Tom
to
agree
that
he
really
did
need
a
new
assistant
city
attorney
to
better
address
the
issues
that
he's
got
facing
our
city
and
the
complex
matters
that
he
has
under
healthcare.
We've
had
a
really
great
wellness
program
for
the
city
and
a
good
health
care
program.
We
had
anticipated
that
there
would
be
an
increase
in
healthcare
for
2019.
B
It
came
in.
There
was
a
0%
increase
in
healthcare,
so
that
was
a
savings
to
us
and
in
addition,
we've
had
in
the
last
year
four
different
health
plans
for
city
employees.
One
of
those
health
plans
is
underutilized
very
much
underutilized
and
very
costly
to
the
city,
and
so
we
are
reducing
or
taking
away
that
particular
healthcare
plan
with
three
remaining
plans:
that's
a
savings
to
the
city
and
we're
going
to
be
focusing
on
employee
recruitment
and
retention
through
our
total
compensation
strategies
with
those
savings
under
economic
vitality.
B
For
a
number
of
years,
we've
had
what's
known
as
the
flexible
rebate
program
and
I
think
you're
all
familiar
with
that.
As
we've
looked
at
it
in
the
last
few
years.
That
seems
to
be
an
underutilized
program.
It
normally
has
around
three
hundred
and
fifty
thousand
dollars
allocated
to
it
and
this
year
we're
suggesting
that
we're
reducing
that
by
two
hundred
thousand
dollars
and
we're
reallocating
those
dollars
to
go
to
the
Small
Business
Development
Center,
which
has
a
wonderful
incubator
program.
That's
actually
statewide
known
that
focuses
on
technology
and
aerospace
for
small
businesses.
B
That
was
one
of
the
things
that
was
mentioned
in
the
downtown
retail
vibrancy
study,
and
we
think
that
it
will
also
come
out
of
our
overarching
retail
study
study.
So
a
full,
affordable
commercial
seems
to
be
a
focus
for
our
future.
That
we'd,
like
economic
vitality,
to
be
spending
some
dollars
on.
So
then,
yes,.
B
Under
recommended
investments,
as
I
think
you
know
from
reading
the
packet,
what
we
asked
all
of
our
departments
to
do
is
to
recommend
a
10%
cut.
What
would
that
look
like
and
then
if
things
were
good
and
we
had
a
5%
increase?
What
would
that
look
like
and
so
for
some
of
the
5%
increase?
We
went
through
and
picked
out
a
couple
of
things
that
we
thought
were
very
important
to
fund
in
2019.
The
first
is
police
officer
in
2013.
B
By
2018,
we
were
able
to
add
the
commander
and
seven
police
officers
by
2018,
and
we
do
think
that
that
additional
police
officer
is
necessary
and
so
we're
adding
that
or
proposing
to
add
that
in
2019
the
police
department
is
now
going
to
be
entering
into
a
time
where
they
will
be
re,
upping
their
master
plan
and
so
in
2019
you'll
see
them
reaching
out
to
the
community
and
renewing
their
master
plan
to
see
what
the
future
holds
for
them.
So.
A
B
They're,
not
officers
in
the
library
area.
A
thing
that
has
been
evident
for
a
number
of
years
is
that
material
circulation
is
really
important
to
our
community
and
the
patrons
use
those
at
an
increasing
rate.
One
of
the
things
that
that
you
may
not
know
is
that
a
lot
of
our
patrons
are
using
electronic
books
and
other
electronic
material.
B
The
way
that
we
purchased,
that
is
actually
different
than
buying
books,
and
we
have
to
kind
of
renew
the
electronic
material
a
lot
more
frequently
than
you
would
for
a
particular
book,
and
so
we're
increasing
the
material
circulations
by
a
hundred
thousand
dollars.
We
also
were
focusing
on
something
that
was
brought
out
in
the
Civic
area
plan
and
also
the
recently
adopted
library
master
plan,
which
is
to
take
a
look
at
the
main
library
north
building.
B
So,
as
you
may
know,
that
building
sits
in
the
one
plane
and
any
changes
that
we
would
make
to
it
in
terms
of
use
or
building
updates
would
require
some
regulatory
investigation.
We
would
love
to
be
able
to
expand
building
61,
which
is
our
makerspace,
and
it's
just
such
a
vital
part
of
the
library.
These
days,
and
also
can
we
reimagine
and
increase
our
uses
of
the
canyon
librarian
gallery.
B
We
don't
know
if
we
can
do
either
of
those
things
unless
we
do
a
feasibility
study
that
would
focus
on
floodplain
rules
and
regulations
and
so
we're
investing
in
that
study
in
2019
and
then
finally,
the
we
have
the
Rebbe's
website
redesign.
So
during
the
public
participation
working
group
process,
one
of
the
many
things
that
they
called
out
for
us
with
regard
to
our
Community
Engagement
is
that
the
website
needed
to
be
redesigned.
The
last
time
it
was
done
was
about
five
years
ago.
So
certainly
that's
an
a
on
time
in
the
internet
world.
B
B
B
They
had
been
doing
grants
and
they
requested
that
there
be
additional
dollars
to
be
focused
on
cultural
events,
grants
for
different
groups
to
put
on
other
kinds
of
events,
and
we
add
a
30
thousand
dollars
in
2018
that
has
proved
very,
very
successful
and
there
is
a
even
greater
demand
for
those
kinds
of
dollars
and
so
in
2019
we're
proposing
that
that
money
would
change
from
one
time
to
ongoing
and
would
be
doubled.
So
instead
of
$30,000,
it
will
be
61
thousand
dollars.
B
Ongoing
funding
for
Human
Relations
Commission
grants,
Family
Resource
Schools
is
a
wonderful
program
that
we
operate
in
collaboration
with
Boulder,
Valley,
School
District
and
a
number
of
schools
in
our
community.
It's
funded
by
the
city
by
Boulder,
Valley,
School
District
by
some
donations,
and
also
by
the
Community
Development
Block
Grant
funds
from
the
government.
As
you
have
noticed
over
the
last
few
years,
CDBG
funds
are
drying
up,
they're
becoming
less
and
less,
and
our
funding,
as
well
as
the
school
districts
funding
for
this
program,
has
been
pretty
flat.
B
We
were
in
danger,
as
we
looked
forward
to
2019,
of
losing
two
of
the
schools,
because
we
would
not
be
able
to
fund
all
of
the
schools
that
we
have
family
resource
schools
in.
We
don't
want
that
to
happen,
and
so
we're
increasing
our
funding
to
family
resource
schools,
to
support
all
of
the
schools
that
we
currently
support
and
then
we'll
be
working
with
Boulder
Valley
School
District
to
determine
if
they
would
similarly
be
interested
in
increasing
their
funding,
so
that
this
remains
a
viable
service
for
the
future.
B
And
then
the
last
social
equity
thing
that
I'll
call
out
is
the
elimination
of
library,
late
fees.
This
sounds
a
little
odd,
but
this
is
actually
a
trend
in
the
library
industry
to
get
rid
of
late
fees.
Part
of
why
we
do
that
is
because
the
late
fees
fall
disproportionately
on
those
of
lower
income
and
other
disadvantaged
patrons
and
so
to
come
into
the
modern
era.
We
do
want
to
eliminate
them.
B
One
of
the
things
that
we
do
want
to
say,
however,
is
that
the
Library
Commission
wants
to
be
careful
about
how
they
do
it
and
when
they
do
it,
and
so
they'll
be
working
with
our
department
staff
in
2019
to
determine
how
to
move
forward
with
it.
Nevertheless,
we
wanted
to
take
that
funding
out
of
the
budget
for
2019,
so
that
we
wouldn't
be
reliant
on
that
that
funding
so
we'll
see
what
the
Library
Commission
and
our
staff
does
in
that
regard.
So
on
to
some
one-time
investments,
we've
talked
about
a
couple
of
these.
B
When
we
talk
about
the
increase
in
business
use,
tax
and
construction
use
tax,
some
of
those
dollars
are
one-time
dollars.
Here
are
some
of
the
things
that
we're
focusing
on.
We
when
we
purchased
the
Hogan
pan
cost
property,
we
had
an
inner
on
loan
between
other
funds
of
the
city
and
the
general
fund.
We
want
to
pay
them
back
with
some
of
these
one-time
dollars.
We've
already
talked
a
bit
about
broadband
implementation
and
outreach.
We
need
to
be
paying
off
the
co-pays
that
we'll
be
issuing
and
hopefully
hiring
a
fixed
term
employee.
B
The
police
master
plan
is
another
effort
that
I
recently
mentioned
to
take
a
plan.
That's
five
years
old
and
it's
now
time
for
it
to
be
renewed
and
then
finally,
the
Alpine
Bossin,
Bob,
Alpine,
balsam
hospital
and
garage
food
facility
is
going
to
require
some
investment
in
2019,
especially
after
the
hospital
leaves.
B
So
then
we
have
some
possible
additions
that
we
think
you
may
be
interested
in.
So
as
Katie
talked
about
a
couple
of
times
tonight
we
mentioned
that
when
we
prepared
the
budget,
we
knew
that
for
the
general
fund
operating
portion
ongoing
day-to-day
operations,
we
needed
to
reduce
the
budget
by
about
four
million
dollars.
B
We
decided
to
be
more
aggressive
than
that
and
we
asked
all
the
departments
to
propose
lots
of
cuts
beyond
the
four
percent
which
they
did
and
which
I
thank
them,
for
we
ended
up
being
able
to
propose
a
budget
to
you
that
actually
reduces
those
expenditures
by
5.6
million.
That
means
that
there's
1.6
million
dollars
that
falls
to
the
ending
fund
balance
unless
council
chooses
to
appropriate
those
funds
for
other
purposes.
A
week
ago,
you
passed
the
library
master
plan.
B
If
you'd
move
to
the
next
slide,
the
library
master
plan
contains
a
number
of
items
that
the
library
commission
is
suggesting
and
the
department
is
suggesting
that
would
be
needed
to
maintain
the
level
that
the
library
mount.
The
new
library
master
plan
says
is
the
base
level
we're
calling
it
the
fiscally
constrained
plan,
because
certainly
they
have
a
vision
plan
for
more
libraries
and
Gunbarrel
and
lots
of
other
things.
But
in
order
to
meet
the
requirements
of
the
master
plan,
we
think
that
we
can
make
some
additions
so
the
funded.
B
Could
you
go
back
for
a
minute,
so
the
grand
total
of
additions
for
2019
will
be
1.3
million.
We're
already
funding
900,000
of
that,
and
so
the
total
unfunded
ongoing
expenses
for
2019
would
be
that
three
hundred
and
fifty
six
thousand
and
the
unfunded
one-time
would
be
eighty
five
thousand
we're
gonna
break
that
out
in
the
next
slide.
B
B
We
were
suggesting
that
it
be
deleted
from
the
library,
but
we
know
that
that
there's
concern
in
the
community
about
down,
and
so
you
could
add
that
back
the
the
personnel
total
for
2019
would
be
around
two
hundred
and
fifty
thousand
dollars
the
non
personnel
which
are
other
cost
building,
maintenance,
training
and
office
supplies
is
a
little
over
a
hundred
thousand
and
then
one-time
capital
would
be
eighty
five
thousand.
That
comes
up
to
the
total
that
you
saw
on
the
other
slide.
B
If
you
were
to
decide
to
spend
that
1.6
million
dollars
in
this
way,
you
could
spend
it
three.
Only
three
hundred
and
fifty
six
thousand
dollars
could
meet
this
need
for
the
library
that
need
would
then
continue
into
future
years,
because
we'd
be
hiring
employees
to
achieve
these
goals,
and
so
you'll
see
how
much
that
would
add
in
2020
and
2021
as
well.
By
the
time
we
get
to
2021.
We
believe
that
the
North
Library
may
well
be
open,
and
so
there'll
be
additional
expenses,
but
we're
not
projecting
those
right
now.
J
B
B
To
do
to
continue
to
keep
those
lines
in
with
the
blue
one
on
top
and
the
orange
one
on
the
bottom,
but
you
will
still
stay
in
budget
with
this
particular
addition.
So
then,
on
to
the
next
slide,
this
is
just
the
wrap-up
slide
to
say
that
we
think
that
the
2019
budget
really
reflects
all
of
the
goals
that
we
had.
It
reflects
what
we
call
inside
the
organization,
one
city,
one
Boulder-
every
department
contributed
to
this.
Every
department
worked
hard.
B
Every
department
had
great
ideas
and
we
accepted
something
from
every
department
with
regard
to
reductions
as
well
as
additions,
we
continue
to
focus
on
using
one-time
dollars
for
one-time
items.
We
also
are
funding
the
strategic
priorities
of
the
City
Council
or
focusing
on
master
plans
and
assessments
that
we've
already
done
we're
reducing
personnel
expenditures
to
achieve
these
ongoing
savings.
B
We
are
preserving
investments
in
employee
retention,
which
is
a
very
difficult
thing
in
this
very
tight
labor
market,
and
so
it's
a
very
high
priority
for
our
organization
and
we're
maintaining
an
adequate
level
of
reserves
to
be
one
of
the
items
that
supports
our
strong
bond
rating.
So
we
are
very,
very
proud
of
the
budget
that
we're
presenting
to
you
and
we
think
it
gives
you
some
options
to
make
policy
decisions
that
will
affect
our
community
and
our
future,
and
so
we're
ready
for
questions.
A
Okay,
thank
you
for
that
from
all
of
you,
okay,
so
here's
where
I
propose.
We
do
the
pick
a
topic.
Let's
wrestle
it
next
person
pick
a
topic
and
we'll
go
down
the
thing
we
we
have
given
ourselves
to
nine.
We
can
go
over,
but
let's
do
so.
If
we
decide
to
with
deliberation
I,
don't
think
we
have
to
weigh
in
on
everything
tonight,
because
we're
gonna
have
a
public
hearing
in
two
weeks
on
this.
This
is
where
we
get
our
questions
answered.
A
B
A
J
A
I
just
want
to
thank
Jane
for
putting
that
wiggle
room
in
this
is
my
I
think
18th
or
19th
budget
and
we've
never
had
a
room.
So
thank
you
for
that.
When
I
look
at
our
library
budget
and
how
much
we've
funded
it
I
do
think
it
has
been
traditionally
underfunded.
So
and
that's
not
pointing
fingers
at
anybody,
it's
just
the
way
it
has
been
and
I
think
it
needs
more
money
put
into
it.
I
no
400,000
is
the
right
number
I'm
happy
to
hear
that
you're
proposing
to
continue
that
increase
in
future
years.
A
You
guys
will
have
some
work
to
do,
but
I
think
it's
a
very
important
social
and
needed
knee
is
a
social
and
educational
and
fair
need
in
the
community
and
and
so
and
I
think
everybody
I
mean
over
a
million
people
come
and
visit.
Our
library
I
think
we've
all
heard
from
about
Carnegie,
so
I'm
glad
not
to
change
those
hours
or
change
that
position.
So
anyway,
I'm
just
saying
thank
you
and
I
hope
we
can
have
consensus
on
moving
forward
with
your,
in
particular,
supporting
that.
C
B
Jennifer
can
hit
me
if
I'm
wrong,
but
one
of
the
things
that
other
libraries
do
is
that
they
lend
out
iPads
and
I
and
make
decisions
about
how
many
computers
to
have
in
there
and
I
think.
This
is
focused
on
on
how
we
deploy
computers
and
iPads
in
the
library,
and
that
would
be
best
than
a
patron
satisfaction
survey
and
an
inclusivity
campaign
for
$85,000,
okay
and
and.
A
So
anyway,
I'm
very
happy
to
see
that
and
I
I
did
have
a
question
about
late
fees,
so
maybe
Jennifer
you
can
come
and
ask
and
I
understand
that
it
does
disproportionately
affect
lower-income
people.
But
how
are
what's
going
to
be
the
piece
that
the
library's
going
to
use
to
make
sure
they
they're
books
in
that
and.
X
So
you
have
to
pay
under
to
get
yourself
under
the
ten
dollar
limit
in
order
to
use
library,
resources
again
and
library,
users
in
general
are
pretty
conscientious
people
and
the
guilt
gets
to
them,
and
so,
if
they
owe
us
a
dollar
that
might
prevent
them
from
coming
into
the
library-
and
we
have
spoken
to
low-income
families
and
learned
that
owing
fines
is
a
barrier
to
using
the
library.
So
how
do
they?
How.
X
T
K
X
E
K
B
It
is
a
best
practice
and
one
of
the
things
that
we
were
trying
to
quantify
for
this
budget
presentation,
but
we
weren't
quite
able
to
do
it-
is
that
there's
actually
a
cost
to
collecting
those
nickels
and
dimes
and
dollars
in
terms
of
staff
time,
and
we
did
try
to
figure
out
what
that
might
be,
but
we
weren't
able
to
to
finalize
it
for
this
budget.
So
the
$80,000
isn't
a
complete
net
gain
there.
There
is
cost
associated
with
it.
Okay
and.
K
J
But
I
just
want
to
follow
up
from
Cindy
I
mean
just
sue
me.
I
would
think
about
it
from
perspectives.
If
you
have
ten
dollars
in
fines,
is
that
a
bigger
deal
to
someone
who
makes
minimum
wage
or
to
someone
who
makes
$60
an
hour?
I
mean
I?
Think
it's
not
just
about
data,
it's
also
just
about
who
do
fines,
impact
I,
think
it's
people
who
were
lower
income.
It's.
K
True
but
then
their
privacy
issue
issues
there
and
their
assumptions
that
are
just
made
and
I'm
just
asking
for
clarification
on
that
in
terms
of
how-
and
it's
not
just
this
one,
any
I've
got
questions
throughout
this
budget
that
say
numbers
data
dollars.
You
know,
so
it's
basically
just
a
I
understand
the
principle
mm-hmm,
but
it's
just
you
want
backup,
got.
J
You,
okay,
well
I'm
supportive
of
the
policy
based
on
the
principle
that
fines
disproportionately
impact
lower-income
folks
because
they
have
less
money
available
to
spend
on
fines,
but
just
on
lab
race.
That
I'd
agree
with
Lisa
and
I'd
appreciate
you
moving
us
for
in
the
on
the
same,
but
particularly
I.
Think
it's
important
for
us.
If
we
support
refunding
Carnegie
would
or
continued
funding
with
the
Carnegie,
which
I
do
to
be
very
clear
about
that,
because
we've
heard
from
a
lot
of
Concerned
members.
E
J
Our
community
about
that
so
I
would
like
for
that
to
be
a
clear
outcome
from
tonight's
meeting,
but
just
the
one
of
the
thought
on
the
library
funding
I
support
the
increased
funding-
that's
overdue
for
sure,
but
some
of
these
are
increased
positions
and
ongoing
salaries
and
just
want
to
make
sure
that
we're
positioned
for
thinking
about
the
bringing
the
North
Boulder
library
branch
online.
So
to
the
extent
that
these
are
new
positions,
perhaps
they're
people
that
could
work
at
the
North,
Laurel
library,
branch
or
part-time
work
there.
J
C
A
On
libraries,
I
had
Mary
in
then
bump.
So
thank
you
for
that
Jane,
the
them
in
the
memo
in
attachment
B
there
was
under
the
reductions.
There
was
a
eliminate
the
work-study
program
at
five
thousand
dollars
and
I
didn't
see.
Is
that
reflected
in
that
three
hundred
and
fifty
six
thousand
or
keeping
that
work-study
program.
X
A
X
X
A
M
By
the
Carnegie,
so
I
see
on
page
129
of
the
budget
that
in
this
year,
2018
we've
budgeted
two
hundred
and
twenty
two
thousand
dollars
to
operate.
The
Carnegie
and
the
original
proposed
budget
was
to
reduce
some
headcount
and
we
used
some
hours.
It
would
take
it
from
two
hundred
and
twenty
two
thousand
to
about
a
hundred
and
seventy
four
thousand.
M
If
we
add
back
in
the
sixty
thousand
that's
part
of
this
package
that
mean
we
would
go
to
about
a
hundred
and
excuse
me,
two
hundred
and
thirty,
three
thousand
so
222
this
year,
and
we
take
us
up
to
about
233
234
for
next
year.
Okay,
I
guess
I'm,
one
first
well,
I'm
all
support
of
maintaining
the
carnegie
hours
that
we
have
right
now,
25
hours,
but
yes,
I'm
wondering
if,
for
two
hundred
and
thirty
three
thousand
dollars
we
can
do,
we
can
provide
that
service.
M
A
very
valuable
service,
less
expensively,
for
example,
in
Jeanne
and
I,
have
talked
about
this
I'm,
going
to
guess
for
two
hundred
thirty
three
thousand
dollars
for
a
number
of
quite
a
bit
less
than
that.
The
Museum
of
Boulder,
which
is
right
next
door,
which
is
open
six
days
a
week,
would
be
happy
to
staff
the
Carnegie
on.
There
may
be
some
reasons
not
to
do
that,
but
just
looking
at
that
from
a
purely
financial
standpoint,
their
missions
are
aligned.
M
As
a
matter
of
fact,
one
third
of
the
content
of
the
Carnegie
Library
actually
is
unload
from
the
Museum
of
Boulder
next
door,
and
you
know,
given
the
infrequency
of
visitors
I'm,
just
wondering
if
we
could
outsource
the
operation
of
the
Carnegie
to
the
Museum
of
Boulder
and
paid
them
some
amount
of
money.
That's
less
than
two
hundred
thirty
three
thousand
dollars
to
be
basically
a
next
door
service.
M
If
I
look
at
History
Museum's
up
and
down
the
Front
Range
from
Collins
and
golden
and
Denver
all
of
them
have
their
archives
either
in
right
next
door,
their
museums
and
it
seems
to
me
this
may
be
a
good
opportunity
for
us
to
say
the
museum.
A
boulder
will
pay
you
a
certain
amount
of
money
and
have
you
operate
the
Carnegie
for
us
and
it
could
save
us
money
but
still
have
the
Carnegie
open
as
many
hours
is.
Our
community
wants
so.
B
I
guess
I
feel
uncomfortable
doing
that,
because
that
person
would
not
be
a
city
employee
and
would
not
get
city,
employee
benefits
and
that's
sort
of
where
we'd
be
saving
our
money,
and
that
seems
like
from
a
living
wage
standpoint.
It's
not
exactly
the
right
thing
to
do,
but
I
don't
know
if,
if
all
of
Council
wants
us
to
take
a
look
at
that,
we
can
continue
to
do
that.
M
If
they
detect
those
last
issues,
I
wonder
if,
as
part
of
that
outsourcing
contract,
choises
I
think
we've
done
with
other
outsourcing
services.
We
worry
I
think
we
did
this
recently
with
landscaping.
Didn't
we,
where
we
require
a
certain
living
wage
and
require
certain
benefits,
I,
believe
the
museum,
molders
pay
scale
and
benefits
are
not
dis,
aligned
with
the
city,
but
we
would.
L
L
A
Thanks
for
that,
Bob
I
would
like
to
propose
something
different,
I
I,
don't
think
I
could
support
that,
for
the
reasons
that
that
Jayne
pointed
to,
and
also
you
know,
one
of
the
things
that
we've
been
trying
to
do-
or
at
least
I
know
lisa
has
been
trying
to
work
on-
is
to
bring
custodial
workers
into
the
city,
and
this
would
be
going
in
the
other
direction.
So
so
just
that,
but
one
thing
that
I
would
like
us
to
going
forward
on
by
the
way
I
support.
A
So,
although
I've
been
I
agree
that,
given
the
the
fact
that
we
haven't
been
keeping
up
with
funding
increases
for
the
library
over
many
years,
it
makes
sense
that
this
would
be
a
place
where
we
invest
more
this
year
or
going
forward
starting
this
year
and
I'm
agree
with
what
you
said
about.
It
seems
to
me
there
should
be
synergies
between
the
Museum
of
Boulder
and
Carnegie
Library
and
we
should
be
making.
We
should
be
trying
to
enhance
that
and
make
that
happen
and
I'm
open
to
how
that
happens.
K
J
A
A
Is
that
I
just
had
one
little
comment
about
the
Carnegie
I
think
we
got
one
email
that
said
that
it
is,
was
the
only
library,
the
Carnegie
and
the
in
the
in
the
country
that
has
been
in
its
original
use,
operating
in
its
original
use.
The
whole
time
of
its
existence
in
that
building.
Yes
worth
keeping
worth
keeping.
L
L
A
Well,
I
want
to
throw
out
there
open
space,
I
guess
I'm
a
little
concerned
about
what
feels
like
a
lot
of
cuts,
we're
ending
at
axes
ending
another
one's
being
repurposed,
and
it
feels
like
we're
cutting
a
lot
of
staff,
so
I
guess
I
would
like
to
look
a
little
closer
at
that
I.
Don't
know
if
you
have
a
slide
that
does,
but
I
would
just
want
to
hear
from
open
space
a
little
bit
about
that.
A
Y
Lauren
Hill
coin
Oh,
SMP,
so
I
think
what
you
see
in
2019
is
a
continuation
from
the
last
four
years
of
budget
cycles
for
us
related
to
staffing.
We
had
in
organizational
assessment
back
in
2015
that
made
a
number
of
recommendations.
Since
then,
we've
moved
forward
to
job
steady.
A
hundred
percent
of
our
standard
positions
in
the
department
made
a
number
of
adjustments
from
seasonal
to
temporary
classifications,
living
wage,
Affordable,
Care,
Act,
etc.
Y
So
what
we
did
last
year
to
Jane's
point
was
look
at
those
fixed
term
positions
that
we
had
created
for
succession
planning
and
specific
projects.
So
a
lot
of
the
times
where
we
knew
retirements
were
coming.
We
would
over
fill
those
positions
or
create
fixed
term
positions
to
transfer
all
of
that
knowledge
and
then,
when
those
retirements
lined
up
as
we
thought
they
would,
we
expired
that
fixed
term
position
as
it
worked
out
for
the
most
part.
The
timelines
really
lined
up.
Well,
excuse
me
well
and
then
moving
forward
into
next
year.
Y
It's
really
the
next
step
of
it.
Looking
at
positions
that
we've
held
vacant
well,
we've
participated
in
a
number
of
studies,
so
trails
condition
assessments,
facilities,
assessments,
things
like
that
so
post
assessment.
Looking
at
what
our
staffing
needs
are,
we
really
feel
like
can
expire
these
positions
responsibly,
that
the
work
that
those
particular
positions
would
be
doing
is
no
longer
needed.
I.
Think
that
caveat
there
is
we're
going
through
a
master
planning
process
which
might
give
us
well.
Y
A
Let
others
jump
in
if
you
have
any
questions
just
in
terms
of
we
know,
we
have
a
backlog
of
maintenance.
We
there's
so
much
more
that
people
want
from
this
system,
both
in
terms
of
restoration
in
terms
of
completing
trails
that
we've
agreed
to
build
regional
trails,
and
this
is
ongoing.
We
can't
keep
up
with
all
the
trail
maintenance,
given
how
much
use
for
getting
so
I
guess.
Are
we
limiting
our
ability
to
address
what
I
would
consider
a
backlog
on
all
those
fronts?
Yeah.
Y
It's
a
great
question.
Thank
you.
If
you
look
over
the
past
few
years,
we've
actually
doubled
our
temporary
trails,
crews,
increased
capacity
in
the
trails,
work
group
and
other
work
groups
across
the
department.
The
goal
of
that
was
really
to
meet
our
FEMA
deadlines
and
to
accomplish
things
before
those
FEMA
reimbursable
projects.
Y
K
Following
up
on
that,
I
have
a
question:
this
is
on
page
10
of
the
the
study
session
business
under
the
reductions,
and
this
is
maybe
for
the
city
manager,
subsidy
reduction,
several
funds,
including
open
space,
mountain
parks,
etc,
receive
general
fund
subsidies.
What
what
are
these
for
and
how
much
is
that,
and
what's
going
back,
I
mean
do
these
relate
at
all
to
the
question
that
Suzanne
had
asked
I'm.
C
General
fund
provides
subsidies
to
three
major
funds
for
different
reasons.
The
first
one
is
planning
and
development
services,
so
it
supports
staff
that
are
in
that
fund
that
support
general
fund
type
of
operations
that
are
not
revenue
generating,
and
so
that's
been
historic
kind
of
agreement
about
the
dollar
amounts
that
get
transferred
into
that
fund.
C
Similarly,
the
recreation
activity
fund
receives
a
subsidy.
As
you
know,
the
recreation
activity
fund
supports
the
rec
centers,
the
user
fees,
golf
courses
and
oftentimes
those
don't
recover
their
full
cost,
and
nor
are
they
intended
to
to
be
a
community
benefit
of
some
of
their
programs,
so
that
subsidy
helps
support
the
sustainability
of
the
recreation
activity,
fun
kind
of
briefly
talking
about
it
and
then
for
open
space.
C
There's
been
a
kind
of
a
historic
agreement
back
when
the
mountain
parks,
split
and
2019
is
actually
the
last
year
that
open
space
was
intended
to
get
the
general
fund
subsidy,
and
so
knowing
that
when
we
looked
at
reductions
because
they
don't
have
any
other
really
general
fund
support,
providing
it.
That
was
the
only
reduction
that
they
could
offer
up.
P
Good
evening,
Council,
Yvette,
Bowden,
director
of
Parks
and
Recreation,
the
direction
that
we
received
in
our
master
planning
process
was
that
we
should
be
a
community
benefit,
but
we
should
also
attempt
to
recover.
We've
been
doing
a
great
deal
of
study
since
2014
to
align
prices
for
exclusive
services
against
those
that
are
more
community
facing
I
do
not
believe
we're
at
a
hundred
percent
recovery
on
all
programs
and
certainly
not
on
all
assets,
and
we
want
them
to
continue
to
be
available
for
the
community.
P
In
addition,
there
are
some
parks
and
recreation
fees
that
support
the
general
fund,
that
don't
come
to
parks
and
recreation,
so,
for
example,
Park
shelter,
rentals
and
things
like
that,
so
it
kind
of
all
offsets
I
do
not
believe
we're
at
a
place
where
I
can
say
we
can
make
all
that
up
without
having
a
significant
impact
on
the
community
by
potentially
raising
fees
with
which
I
know
council
has
shared
in
the
past.
We
wanted
to
be
very
careful
with
in
order
to
provide
access,
correct.
K
P
When
we
examined
the
process
of
doing
rate
changes,
that
is
something
that
prep
spends
a
lot
of
time
discussing
and
the
community
has
told
us
many
times
that
there
was
not
a
lot
of
interest
in
subsidizing,
necessarily
free
use
or
discounted
use,
but
that
that
was
a
community
responsibility
through
the
general
fund.
And
so
we
want
to
be
careful
in
balancing
that
both
to
have
it
be
accessible
with
an
emphasis
on
disadvantaged
households,
low
income,
household
seniors
and
youth,
as
directed
in
the
master
plan.
P
A
Follow-Up
question
to
Cindy:
first,
are
you
referring
to
in
I
think
it
was
attachment?
C,
I,
think
I
think
there,
where
there
was
a
hundred
thousand
dollars
for
enhanced,
yes
and
I,
don't
want
to
get
too
far.
In
fact,
the
open
space
question,
but
as
long
as
he
bets
up
here-
and
that
was
that
was
what
I
think
it
was
a
proposed
and
not
accepted
category.
Could
you
just
talk
a
little
bit
more
about
what
that
$100,000
would
cover
sure.
P
We
have
worked
especially
over
the
last
year
to
really
enhance
our
access
programs.
You've
heard
me
come
before
council
on
how
we
are
subsidizing,
scholarship
and
trying
to
contribute
to
the
community's
health
and
well-being.
Some
of
this
has
been
accommodated
through
programs
in
our
own
scholarship
program.
Some
have
been
accomplished
through
the
sugary
beverage
tax
allocation
and
how
we're
working
with
the
community
in
that
area.
P
P
K
C
Do
want
to
emphasize
this
part
of
attachment,
see
why
you
guys
are
thinking
of
other
questions
that
we
did
asked
Apartments
to
submit
if
they
had
additional
dollars.
This
way
you
know
they
wouldn't
normally
make
this
submission.
It
was
above
and
beyond
what
their
kind
of
typical
operating
budget
requests
would
be
as
part
of
a
council
directed
question,
so
that
was
one
of
them
that
Parks
and
Recreation
submitted.
C
E
P
Through
our
master
plan
process
and
council
direction,
we
will
continue
to
focus
on
providing
access,
particularly
for
underserved,
seniors
and
youth,
and
will
continue
to
price
accordingly
and
look
for
scholarship
opportunities.
Prior
to
this
budget,
we
already
had
a
scholarship
program
which
we've
enhanced
over
the
years
with
perhaps
direction
and
input.
We
would
continue
to
do
so.
This
is
the
above
and
beyond
request,
and
possibly
what
allow
us
to
look
at
an
enhancement
beyond
what
the
tax
is
able
to
possibly
consider.
A
P
P
B
J
Do
you
mind
if
I
just
make
it
the
attachment,
see
that
the
reductions
that
we're
not
doing
the
heading
for
that
was
very
subtle?
I
got
halfway
through
and
my
blood
pressure
won't
want
it
like
we're,
cutting
an
inch
and
what
are
these
and
then
I
realized?
Oh,
these
are
the
ones
we're
not
doing
so.
Maybe
next
time
we
can
have
a
bigger.
B
L
B
And
this
was,
it
was
the
council's
request.
We
provide
this
information.
What
counsel
said
is
we
want
to
see
what
every
item
that
the
departments
have
put
on
the
table,
whether
it's
a
decrease
or
an
increase,
and
so
we
provided
you
with
every
item?
We
divided
it
into
three
categories
so
that
it
would,
we
thought,
be
easier
for
you
to
understand
the
items
that
were
proposed
to
be
cut
and
were
the
items
that
were
proposed
to
be
cut
and
were
not
cut.
J
One
more
comment
on
structures,
so
that
is
very
helpful.
It
just
needed
a
bigger
heading.
In
an
explanatory
note,
at
the
head
of
each
section,
the
one
of
the
thing
I
got
tripped
up
a
little
bit
on
to
is
the
attachment
a
was
28
introductions,
attachment,
ds-2019
productions
and
investments
and
seems
like
maybe
I'm
wrong.
That's
there
were
some
items
that
fell
into
both
categories.
J
Would
be
helpful
to
clarify,
for
our
public
hearing
is
to
talk
about
here
are
the
things
that
are
really
just
2019
here?
Are
things
that
started
in
2018
and
are
continuing
on,
because
I
was
double
counting
and
get
as
I
tried
to
really
track
the
changes.
I
got
a
little
lost,
Shepard's
request,
okay,.
A
B
A
L
A
So
we
had
a
study
session
discussion.
I
can't
remember
him.
A
week
ago,
two
weeks
ago,
we've
had
a
lot
of
meetings
and
in
there
we
talked
about
basic
service
basic
life
service,
what
it
was
basic
life
support
and
then
advanced
life
support
and
one
of
the
things
that
was
not
clear
in
that
study
session
was.
A
We
know
what
we
pay
for
basic
life
support,
but
what
would
we
pay
for
advanced
life
support
and
how
would
we
get
there
and
and
and
I
guess-
I
became
alarmed
last
week
and
maybe
I
should
have
been
alarmed
at
the
study
session.
But
when
Europe
I
said
most
Front,
Range
cities
have
advanced
life
support
and
we
don't
and
yet
we're
a
pretty
advanced
City.
How
can
we
be
advanced
without
advanced
life?
Support?
A
AA
For
the
record
of
good
evening,
council
and
other
nights
almost
finished,
but
mike
colorado,
fire
chief
I'll
just
clarify
one
thing:
we
do
have
ALS
in
Boulder.
The
issue
is
whether
ALS
is
provided
as
a
service
in
house
or
whether
we
continue
to
outsource
the
advanced
life
support
portion
to
a
private
third-party
for-profit
ambulance
provider
right
so
so
I
just
want
to
be
clear
about
that.
Boulder
does
have
it.
What
we
differ
from
most
other
communities
is
a
lot
of
the
Front.
AA
Range
communities
have
actually
upped
the
level
of
the
the
service
of
the
municipality
or
the
district
to
the
advanced
life
support
levels.
So
the
firefighters
are
both
firefighters
and
EMTs
paramedics,
so
they
provide
that
higher
level
of
training.
Ours
are
EMT
basics.
So
so
that's
that's
the
difference
for
the
record.
So.
AA
That
so
in
the
white
paper,
we
did
recommend
a
phased
approach.
It's
not
something
you
would
want
to
do
overnight
anyway,
you'd
want
to
staff
up
gain
levels
of
experience.
If
you're
gonna
add
staff
over
time,
you
would
do
so
in
a
measured
way
with
experienced
professionals.
So
you
have
a
mix
of
experience
in
town
there
there
were
some
costs
proposed
in
the
white
paper
little
dated,
but
it
essentially
was
saying
for
about
a
couple
hundred
grand.
AA
We
do
have
one
station
and
if
station
three
is
built
out
in
the
next
few
years,
as
we
plan
there'll
be
space
for
those,
so
so
the
capacity
will
be
there
in
the
next
three
to
five
years
and
there
is
a
way
to
get
there
in
a
phased
approach
up
front.
We
kind
of
bid
an
estimate
in
terms
of
what
it
might
cost.
One-Time,
one-time
funding,
we're
thinking
two
and
a
half
to
three
million
would
cover
the
cost
of
training
and
backfill
existing
responders.
AA
This
and
eventually
we
would
implement
the
light
rescue
vehicle
concept
or
the
a
moans
as
if
need
be.
It
also
covers
some
of
the
additional
costs
of
modifying
at
least
one
station.
The
station
3
is
already
a
different
costs
altogether
because
of
the
cap
tax,
but
but
station
one
would
also
need
to
be
changed
so
that
it
has
the
base
base,
but
doesn't
necessarily
have
the
living
space.
So
there's
there's
an
expense
there
as
well.
L
J
Yeah
things
chief
and
so
in
other
words
or
you
feel
like
we're
safe
to
not
start
putting
this
into
the
2019
budget,
wait
for
the
outcome
in
the
master
plan
process
and
then
start
adding
it
into
the
budget
process.
That's
a
fair
statement.
Okay,
great
that's
important,
because
I'm
very
interested
in
this
so
I
want
to
make
sure
we're
not
missing
the
boat
on
this
budget.
L
K
Gonna
ask
about
I'm
still
unclear
about
the
economic
vitality.
This
is
done
aged
12
and
Jane.
You
went
through
this
talking
about
it,
I'm
unfamiliar
with
the
flexible
rebate
program,
and
there
are
three
new
council
members,
and
maybe
we
could
just
have
that
explained
to
us
and
I
can
I
mean
it
says
it's
been
traditionally
funded
at
350
with
just
under
100
thousand
spent
what
2017
and
then
you
went
on
to
say
some
of
it
was
going
to
be
shifted
reallocated
elsewhere
and
I
just
wondered
if
you
would
go
over
that
again.
Please.
B
Sure,
let
me
start
out
with
a
little
bit
about
the
flexible
rebate
program.
This
program
has
been
in
existence
at
the
city
since
around
2007
2008
and
is
money.
That's
allocated
to
the
community
vitality
department
to
focus
on
retaining
businesses
in
the
city,
and
so
what
was
happening
in
the
mid-2000s
between
2005
and
2010.
B
Have
a
very
small
incentive
program
to
allow
those
businesses
to
want
to
stay,
but
we
didn't
want
to
just
give
away
the
money,
because
that's
not
what
Boulder
does
so.
Instead,
we
said
is
that
if
you
need
sustainability
guidelines
that
we
establish,
for
example,
you
provide
a
living
wage
to
your
employees
are
more
than
a
living
wage.
You
provide
health
care
to
your
employees.
You
agree
to
engage
in
a
recycling
program.
You
agree
to
donate
to
local
charities.
B
There
were
a
number
of
different
things
that
they
could
do
to
earn
points
and
as
the
earn
points,
then
we
would
say.
Yes,
you
are
eligible
for
the
flexible
rebate
program
and
then
we
would
do
a
return
on
investment
study
for
retaining
this
employer
in
town.
How
does
it
impact
our
sales
and
use
tax,
our
property
tax,
to
retain
them?
B
When
we
would
do
that,
then
we
would
allow
them
to
recover
some
portion
of
the
construction
use
tax
that
they'd
have
to
pay
for
moving
to
a
different
location
in
town,
because
they
would
be
redoing
their
space.
And
so
we
did
this
calculation
of
return
on
investment
and
then
would
give
a
rebate
to
some
of
these
companies.
B
We
made
the
decision
that
we
would
cut
the
three
hundred
fifty
thousand
dollars
by
a
lot
and
that
we
would
refocus
those
dollars
on
areas
that
we
thought
were.
Art
were
having
a
greater
impact
on
small
businesses
in
our
community,
and
so
that's
kind
of
the
summary
of
what
we're
trying
to
do
with
these
reductions.
Thank.
K
B
Is
actually
very
true
Cindy,
we
have
limited
available
space
for
businesses
so
a
lot
of
times.
They
will
start
out
on
Pearl,
Street
and
then
they'll
get
to
be
like
50
people
and
they
need
to
move
out
to
the
Flatiron
Business
Park.
They
do
that
when
they
could
grow
to
around
200,
it's
really
hard
to
retain
them
in
the
city.
B
There's
been
a
lot
of
reinvestment
by
the
new
owners
at
Flatirons
business
part
to
improve
their
buildings,
but
nevertheless
I
think
you're
right
that
when
they
get
to
be
of
a
certain
size,
it
is
more
advantageous
for
them
to
move,
though
the
wonderful
thing
is
that
they
usually
stay
in
the
region.
So
we're
happy
with
that.
Yes,.
K
K
L
J
J
K
J
They
do
I
mean
they
really
are
focused
on
the
people.
You
know
trying
to
start
a
business
in
their.
There
are,
however,
things
like
that:
I
think
it's
a
very
worthy
ever
in
worthy
of
our
fund.
I
support
fine
with
moving
it
from
you
know
the
the
grants
to
the
larger
companies
to
the
small
business
group,
but
I
think
that's
just
such
a
great
place
for
our
to
devote
some
City
dollars
to
supporting
that
kind
of
small
business
in
community.
Thank.
K
A
Details
are
helpful,
but
the
the
core
of
my
question.
This
was
in
the
non
personnel
dollars
and
as
I
recall,
there
was
some
restructuring
happening
to
the
economic
vitality
department.
A
what's
going
on
with
that
be.
If
it's
going
to
refocus
on
affordable
commercial,
aren't
they
like?
Wouldn't
they
be
completely
different?
Skill
sets
right.
B
The
community
vitality
department
is
in
a
restructuring
mode
right
now
they
are
seeking
a
couple
of
new
employees
from
vacant
positions
and
as
they
look
to
the
future
and
get
these
studies
back,
I
think
that
the
positions
will
be
maybe
refocused
on
other
things,
but
the
current
position
that
we
have
is
very
much
needed
with
regard
to
data
gathering
with
regard
to
relationships
that
we
keep
with
the
chamber
with
the
downtown,
with
the
Economic
Council,
so
I'm
very
comfortable.
Retaining
that
position
right
now,
but
not
adding
the
other
position
back.
B
B
I
believe
that
the
very
strong
leadership
that
a
veteran
has
shown
in
Parks
and
Rec
is
needed
in
community
vitality,
and
another
thing
you
don't
know,
maybe
about
a
vet,
is
that
she's
got
an
amazing
background
on
working
with
communities
in
terms
of
nonprofits
redevelopment,
those
sorts
of
things
so
she's
perfectly
suited
to
be
working
on
community
vitality
as
we
move
forward
we'll
see
if
that
changes.
But
right
now
it's
really
serving
the
organization
well,
and
it's
a
savings
to
the
organization
to
have
one
less
director.
L
K
Bob
Ike
him
to
do
was
to
give
me
he
wrote
a
history
of
the
accommodations
tax
and
food
tax
rates
and
percentages
referred
to
and
I
just
wanted
to
bring
this
up
to
the
council
so
that
you
would
have
this
information
moving
forward
in
the
budget
process,
and
this
is
not
to
say
that
the
accommodations
I
think
they've
done.
The
Convention
and
Visitor's
Bureau,
which
used
to
be
a
have
a
different
name,
which
was
the
boulder
I.
Forget.
K
The
total
for
the
accommodations
and
food
services
tax
was
seven
million
three
hundred
and
fifty
four
thousand
a
hundred
and
ninety
nine,
with
the
payment
to
the
CVB
being
two
million
one
hundred
and
thirty
six
thousand
seven
hundred
and
ninety
five.
So
what
I'm
doing
is
just
pointing
out
how
much
this
has
grown.
These
are
tax
monies.
The
city
has
a
contract
with
the
CVB
and
I
would
be
interested
in
knowing
how
that
set
up.
I
know
that
they
get
some
portion
of
the
taxes
that
are
brought
in
the
city.
K
The
general
fund
gets
some
portion
of
the
taxes
that
are
brought
in.
They
get
all
of
the
food
services.
Taxes
which
have
gone
up
almost
doubled,
not
quite
double
so
I
was
just
thinking
of
this.
If
we
thought
about
shifting
taxes
from
one
place
to
another
that
this
might
be
a
place
to
reallocate
some
funding,
and
so.
B
For
the
October
2nd
meeting,
we
can
provide
I,
don't
wanna,
say
white
paper,
but
an
attachment
to
our
memo
that
will
explain
in
excruciating
detail
what
has
happened
with
the
occupation
and
food
taxes
over
the
years,
and
we
can
show
the
dollars
and
how
they've
moved
so
they're
happy
to
do
that.
Yeah.
There
was
an
increase
in
the
occupation
tax
approved
by
the
voters
a
couple
of
years
ago,
so
that's
part
of
the
increase
that
just
the
rate
increase
but
but
Cindy's
right
that
it's
increased
a
lot.
B
One
of
the
things
I
would
say
is
that
between
the
year
2000
and
now,
focus
of
our
community
has
really
increased
as
an
entertainment,
district
and
so
I
think
that
we
see
the
downtown
area
really
drawing
in
folks
from
our
community
that
want
to
go
out
for
food
service
and
stuff
like
that.
But
we
would
love
to
provide
you
lots
of
information
on
that.
Thank
you.
A
Q
Know
the
production
councils
gonna
end
up
trying
to
take
on
this,
but
think
about
permanent
percentage
cut
to
the
CVB.
Maybe
over
that
would
you
know
impact
them
negatively
in
the
future,
maybe
percent
they
start
to
give
back
in
ways.
You
know
and
help
fund
Carnegie
yeah
Carnegie,
actually
museum,
a
boulder
community
katie.
C
Can
and
we
can
provide
all
the
information
that
I
worked
with
Bob
I
come
William.
He
was
developing
the
history
of
the
accommodations
tax,
but
you
will
see
in
2002
when
the
about
item
passed.
It
did
increase
the
accommodations
tax
fairly
significantly,
as
well
as
the
growth
that
we've
seen
in
the
community.
C
So
the
relationship
and
contract
agreement
with
the
organization
now
is
that
they
do
receive
all
of
the
food
service
tax,
comparatively
a
smaller
dollar
amount
and
they
received
20%
of
the
accommodations
text
which
is
related
to
the
increase
that
happened
between
2009
and
2010
with
the
valid
item.
But
I
just
wanted
to
provide
perspective
to
the
numbers
that
Cindy
was
giving
earlier
and.
K
B
J
I
just
had
a
couple
things:
I
want
to
just
bring
up
for
consideration.
There
are
public
hearing
in
terms
of
cuts.
The
let
me
just
say,
Jane
I,
think
you
put
together
a
phenomenal
budget
that
positions
us
extremely
well
for
the
future
and
uncertainties
coming
coming
forward
in
terms
of
revenue
changes,
and
you
know,
possibly,
you
know
weakening
of
the
economy
that
may
come
before
she
long.
So
thank
you
for
that
and
to
all
the
staff
for
what
a
great
job
you've
done.
J
They
were
just
they
were
in
addition
to
the
Carnegie
were
a
couple
ones
that
wanted
to
I
was
curious
to
call
out
one
was
the
in
the
police
department
I'm
really
glad
to
see
that
we're
adding
the
other
officer
and
getting
to
that
point
in
the
master
plan,
but
there
were
really
substantial:
more
administrative
personnel
cuts,
so
I
worry
a
little
bit
if
that's
damaging
it
all
to
the
operational
ability
Department.
So
is
there
anyone
that
is
chief
test
here?
Could
somebody
speak
to.
AB
Good
evening,
counselor
Greg
testa,
please
chief
so
Erin
the
positions
that
we
offered
for
reductions
were
vacant
positions.
They
had
been
vacant
for
some
time
and
we
really
took
a
strategic
look
at
those
positions.
They
are
not
going
to
affect
our
service
levels
in
any
way
in
any
way
for
direct
service
to
the
community.
Great.
K
AB
That
was,
as
we
looked
at
as
we
looked
at
cuts.
That
was
an
area
that
we
looked
at
as
a
deficiency.
It's
it
is
based
on
timing.
It's
not
something
that
we
could
offer
as
a
budget
recommendation
for
the
19
budget.
We
have
our
lease
expires,
I
believe
it's
in
July
of
next
year,
and
we
have
to
give
them
a
certain
amount
of
advance
notice.
K
A
AB
Budget
reductions,
we
reduce
staffing,
full-time
staffing
at
that
office,
so
the
office
hasn't
been
open
to
the
public
to
walk
in
for
many
years.
However,
we
do
have
staff
that
works
out
of
there
police
officers
who
work
the
hill
area
report
to
the
main,
our
main
headquarters
building,
and
then
they
go
up
there
and
they
use
that
as
a
workspace.
So
they
work
out
of
there
throughout
the
day
and
there's
also
a
code
enforcement
administrative
person
who
has
their
desk
out
of
there
also
for
people
too.
AB
A
AB
There's
no
getting
around
the
fact
that
an
office
does
allow
employees
to
work
out
of
there.
The
staffing
for
the
hill
would
not
change.
We
would
still
maintain
the
same
staffing
levels.
Officers
would
still
maintain
all
their
visibility.
If
council
approved
that
office
space
would
not
be
there
now.
One
thing
that
we
have
talked
about
is
future
looking
at
the
East
bookend
development
and
maybe
taking
a
look
at
strategically.
A
A
Okay,
so
in
the
it
says
we
are
paying
an
additional
four
hundred
twenty
two
thousand
next
year
for
downtown
Eco
passes
and
I'm
curious,
because
RTD
board
is
voting
tonight
on
whether
to
do
some
really
horrible
things
to
our
pass
program
and
then
to
vote
again
in
a
week
to
make
that
permanent,
so
I
want
to
alert
everybody
that
we
have
there's
some
real
concerns
as
what
may
happen,
but
is
this
422
anticipating
the
cuts
that
they
may
vote
on
tonight?
Yes,.
A
Considerable
I
guess
I'll
just
put
in
a
plug
that
they
would
probably
end
to
see
you
pass
as
we
know
it,
and
also
freeze
the
rates
for
our
downtown
by
what
is
it
four
hundred
percent?
So
any
anybody
cares
about
that
out
there
in
TV
land
call
RTD
well,
I'll
just
make
it
common,
even
though
it's
not
about
our
budget,
but
at
a
future
meeting
we
might
want
to
look
at
a
different
kind
of
district
and
do
something
with
Cu
and
with
the
county
I.
B
A
A
lot
of
people
good
work
and
then
changed
it
and
said:
oh
no!
This
is
what
they
recommend
Dean,
but
it
and
it
was
working
group-
worked
for
nearly
a
year
on
making
these
recommendations
and
we
followed
all
of
the
guiding
principles
that
were
set
forth
at
the
beginning
of
the
process
and
one
of
them
having
to
do
with
maintaining
financial
sustainability
within
our
TD's
budget,
which
we
accomplished
all
of
that,
and
then
they
changed
everything.
So
yes,
I,
agree
with
Suzanne
call
RTD
and
say
that
you.
O
And
I
think
you
pointed
out.
Some
of
the
larger
programs
like
CEUs
program
is
definitely
at
risk,
and
so
one
of
the
potentially
insidious
parts
of
this
is
that
they
may
try
and
increase
the
pricing
which
may
get
people
to
opt
out
which
we
may
really
completely
decrease
their
revenues.
And
then
there
might
have
a
different
problem
and.
A
A
B
J
L
J
J
AA
AA
They
won't
be
as
thorough
as
a
true
code
enforcement
inspection,
but
the
ones
that
we
need
done
are
going
to
get
done
by
the
one
inspector,
so
so
that
inspector
is
going
to
do
both
marijuana
inspections
and
commercial
inspections
that
we
absolutely
have
to
have
done
the
bulk
of
commercial
inspections,
and
there
are
lots
of
them.
We
will
shift
to
the
line
and
allow
them
to
conduct
those.
Those
aren't
your
typical.
If
we
know
if
we
have
to
come
back
three
times,
we'd
have
to
charge
you
a
fee.
Those
are
a
different
level
of
inspection.