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A
A
We
just
thought
that,
since
it's
actually
being
put
to
us
for
a
formal
vote,
if
you
better
to
do
it
as
a
notice
hearing,
not
anticipating
that
it's
controversial
with
the
public,
but
just
since
it's
actual
both
to
let's
do
it
as
a
as
a
notice
agenda
item
rather
than
just
under
matters
from
the
department.
So
the
next
item
is
approval
of
the
minutes
of
the
June
12
29
teen,
meeting
I
know
Karen
and
I
have
both
given
Lea
some
minor
typo
type
comments.
A
C
A
Okay,
all
in
favor
all
right.
The
next
item
is
public
comment
for
items
not
identified
for
a
public
hearing,
and
there
is
no
item
identified
for
public
hearing
tonight.
So
this
is
the
time
for
anyone
to
speak
to
any
issue
they'd
like
to,
and
we
have
two
people
signed
up
so
far:
Elizabeth
black
and
then
Steve
watts,
I,
know
you're
both
familiar
with
the
rules,
so
I
won't
explain
them
to
you.
I
just
come
on
down
and
Leah
is
the
buzzer
working
god.
Okay,.
D
There
was
absolutely
no
mention
of
the
costs
to
neighbors
of
destruction
of
their
properties,
no
accounting
of
the
cost
to
lease
seized
from
lost
income
due
to
paradox,
no
attempt
to
quantify
further
lost
OS
and
police
payments
from
properties
rendered
unlawful
by
prairie
dog
occupation,
no
acknowledgement
that
even
more
Oh
SMP
properties
will
be
invaded
by
prairie
dogs
in
those
11
months
and
rendered
unusable,
and
no
discussion
of
even
more
osm
police's
abandoning
their
leases.
Due
to
prairie
dogs,
you
are
charged
with
protecting
our
open
space
lands.
D
Thank
you
for
your
service,
so
here's
some
math
for
you
to
consider.
In
the
next
11
months
on
OS
NP
agricultural
lands,
the
more
than
20,000
prairie
dogs.
There
will
increase
at
their
normal
30
percent
rate,
a
rate
documented
by
Oh
SMP
censuses
and
add
six
thousand
more
prairie
dogs
to
the
numbers
that
have
to
be
removed
from
agricultural
lands.
D
6,000
more
prairie
dogs
in
the
next
11
months
on
OS
NP
grassland
preserves
the
more
than
90,000
prairie
dogs
on
the
4,500
acres
of
prairie
dog
colonies.
There
will
also
increase
at
their
normal
30
percent
rate
and
add
more
than
27,000
prairie
dogs
to
already
crowded
preserves
those
27,000
new
prairie
dogs
will
spill
over
onto
more
agricultural
lands.
D
27
thousand
more
prairie
dogs
staff
says
that
they
can't
make
a
yes
or
no
decision
quickly,
because
they're
going
to
be
really
busy
relocating
300
extra
prairie
dogs,
300
from
an
extra
10
acres
and
slowing
recolonization
with
barriers
and
irrigation,
which
they
already
know,
does
not
work
in
the
meantime
tons
more
top
soil
will
be
eroded
from
hundreds
of
OS
MP
acres,
hundreds
of
acres
will
be
diluted
and
desertified.
Hundreds
of
acres
of
native
vegetation
and
pasture
will
turn
to
invasive
weeds.
It
will
cost
you
decades
and
millions
of
dollars
to
restore
this
land.
D
E
Good
evening
trustees,
I'm
Steve,
Watts,
600,
block
of
Tantra
drive
and
I
promise
this
evening.
I
will
not
have
any
math
in
my
presentation
not
to
make
a
lie
of
an
important
topic,
though
I'm
here
to
introduce
the
public
Boulder
public
lands
coalition.
The
boulder
public
lands
coalition,
our
be
PLC,
has
formed
to
improve
the
quality
of
life
around
Boulder
by
partnering
to
enhance
access
and
increase
the
enjoyment
of
public
lands
and
give
a
unified
voice
to
pass
of
recreationists,
including
hikers
dog,
walkers,
nature,
enthusiasts,
equestrians,
mountain
bicyclists
and
others
in
Boulder.
E
One
of
the
ways
that
be
PLC
seeks
to
fulfill
their
mission
is
by
partnering
with
government
officials
and
land
managers,
environmental
organizations,
business
and
individuals
to
collaborate
on
stewardship
projects.
The
first
of
these
community
events
was
a
joint
effort
by
B
PLC
and
see
you
Sal,
the
scooping
of
the
poo
held
at
the
popular
Boulder
Recreation
Area
CU
south
on
national
trails
day
June
1st
2019
was
successful
in
bringing
B
PLC
member
organs,
Asians
and
25
community
participants
together
for
the
common
good.
The
Knicks
stewardship
opportunity
with
Boulder
public
lands.
E
Coalition
is
scheduled
for
August,
8th
and
dowdy
draw
to
perform
trail
maintenance
potential
members
of
the
coalition
met
in
late
February
and
agreed
to
organize
and
give
a
unified
voice
to
recreationists.
In
April,
the
founding
organization
signed
the
charter
agreement
of
the
newly
named
B
PLC
to
collaborate
on
issues
affecting
access
to
public
lands.
B
PLC
members
currently
include
Boulder
or
Boulder
area
trails
coalition,
Boulder,
mountain
bike,
Alliance
Colorado,
Mountain,
Club,
community
cyclists,
friends
interested
in
dogs
and
open
space,
open
boulder
foundation
and
well
wise
LLC,
a
coalition
about
door.
E
Recreation
groups
has
existed
at
Hawk
for
the
last
20
years,
coalescing
to
weigh
in
on
master
plans,
trail
study
areas
and
busier
plans
in
Boulder
in
October
of
2018,
open
Boulder
Foundation
sought
to
form
the
coalition
to
a
permanent
autonomous
organization,
open
Boulder
foundation.
Hired
a
community
organizer
me
tasked
with
forming
the
Coalition
is
a
separate,
self-sustaining
entity
within
a
12
month.
Time
frame
you'd
like
to
know
more
about
our
coalition
sign
up
to
get
information
about
our
stewardship
events.
You
can
simply
go
to
that
URL
or
Google
Boulder
public
lands
coalition.
Thank
you.
F
We
have
repeatedly,
as
along
with
other
public
groups,
asked
the
city
to
develop
flood
mitigation
plans
based
on
consideration
of
the
entire
South
Boulder
Creek
floodplain,
and
especially,
to
consider
upstream
detention
solutions
and
the
use
of
the
natural
floodplain
to
minimize
impacts
on
open
space
on
downstream
residents
and
purty
on
the
protected
endangered
species
area.
That
is
your
custody
for
the
open
space.
F
We
now
know
that
Sadat's
right-of-way
along
Highway
36,
where
the
city's
current
engineering
plans
require
the
location
of
a
mile-long
higher
high
hazard
Dam
is
not
wide
enough
to
meet
the
standards
for
those
dams.
So
the
city's
current
mitigation
plans
call
for
o
SNP
to
sacrifice
at
least
40
feet
of
its
own
land
to
supplement
what
seedot
can
provide
for
a
flood
wall
down
to
ground
water
and
that's
required
in
a
city
proposals.
This
puts
incredible
pressure
on
the
open
space
Board
of
Trustees
to
dispose
of
bits
and
pieces
of
city-owned
open
space.
F
We
call
upon
the
open
space
Board
of
Trustees
to
reject
this
disposal
of
OS
MP
land
for
both
for
its
incompatibility
with
the
Boulder
Valley
comp
plan
and
open
space
and
mountain
park,
master
plan
principles
and
because
the
land
in
question
is
in
or
near
the
State,
Natural,
Area
and
home
to
critical
populations
of
endangered.
Ladies
tresses
trebles
jumping
a
mouse
tall
wetland,
tall
wetland,
tall
grass
prairie
and
the
endangered
now
threatened
a
leopard
frog.
F
The
construction
of
flood
walls
and
the
foundations
in
this
flood
mitigation
project
also
would
create
devastation
in
the
area
beyond
the
construction
of
the
wall
itself,
and
we
believe
such
disposal
would
set
a
very
bad
precedent.
These
wetlands
habitats
and
the
species
they
hold
are
not
replaceable
further.
F
The
Boulder
Valley
comp
plan
calls
for
the
city
and
the
county
to
preserve
floodplains,
to
prepare
for
floods,
to
prevent
unwise
uses
and
adverse
impacts
in
the
floodplain
and
to
seek
to
accommodate
floods,
not
to
control
them,
and
this
I
would
have
to
say
is
one
of
our
basic
sets
of
principles
regarding
what
we
want
to
see
in
South
Boulder.
Not
only
will
this
follow
current
best
practices
for
flood
control
as
opposed
to
building
dams
and
flood
walls,
but
it
would
take
pressure
off
the
most
precious
parts
of
our
open
space.
F
The
problem
is
city
staff
has
simply
avoided
so
far,
giving
any
serious
consideration
to
exploring
ups
detention
options.
Despite
the
fact
of
direct
and
repeated
requests
from
City
Council
to
do
so,
but
staff
refusal
doesn't
constitute
an
imperative
for
the
yoga
open
space
Board
of
Trustees
to
hand
over
either
currently
designated
City,
open
space,
sorry
or
the
state
and
arrow.
Is
that
I
don't
know
time?
Is
it
okay?
Basically,
please
don't
do
it.
G
On
Potter
resource
and
stewardship
manager
to
address
that
I,
don't
know
specifically
in
the
northern
area
but
system-wide,
it
was
8%
growth
in
acreage
last
year,
and
so
that
was
that
was
what
we
think
probably
is
about
right
for
them
for
the
north,
but
not
30%,
but
a
person.
However,
that's
not
population
growth.
That
is
areas
where
we
map
the
prairie
dogs.
We
don't
count
them.
G
H
I
We've
got
a
couple
of
items
on
the
agenda
to
work
through,
but
before
that,
just
a
couple
of
informal
updates,
as
some
of
you
probably
do
know,
but
do
too
more
trail,
repair
and
enhancement.
Work,
Boulder
Falls
is
closed
for
a
few
months
and
will
provide
updates
as
we
get
nearer
to
completion
of
that
next
phase
and
we'll
update
you
as
on
the
progress
of
that
of
that
project.
Just.
J
Raised
the
question
generally
last
year
about
safety
there
and
the
risks
that
people
take
crossing
the
highway,
and
there
was
some
thought
that
possibly
working
with
Department
of
Highways,
you
got
that
something
could
be
done
there
to
put
better
signage
or
because,
as
I
recall
diamond,
been
up
there
in
the
last
month.
There's
not
a
lot
of
warning
that
you
get
that
you're
coming
up
to
a
place
where
people
and
dogs
and
families
might
be
crossing
the
road.
J
L
K
K
K
K
K
A
Mentioned
that
I
was
up
at
Boulder
Falls
that
I
made
three
weeks
ago,
and
actually
the
majority
of
the
cars
we're
just
pulling
off
on
the
right
and
there's
not
a
great
shoulder,
but
there's
certainly
enough
of
a
shoulder
the
which
solves
the
immediate
problem
of
crossing
the
road.
On
the
other
hand,
doing
a
u-turn
at
that
spot
is
it
presents
its
own
dangers,
because
cars
are
moving
pretty
fast
in
both
directions
through
there
and
the
sight
lines
from
people
coming
down.
The
canyon
or
limited
yeah
I
also
just
wanted
to
mention
and
I.
A
Don't
know
this
is
from
us
or
from
maybe
from
the
daily
camera,
but
the
statement
gets
made
fairly
often
that
Boulder
Falls
was
closed
in
2013
I'm
sure
you
would
probably
remember
better,
but
I.
Don't
think
that's
right.
I
don't
think
the
closure
of
Boulder
Falls
had
anything
to
do
with
the
flood.
I
think
the
rock
that
hit
the
visitor
from
Wisconsin
I
think
that
was
like
in
2010
or
2011
conflate.
K
K
I
Just
one
other
note,
I
just
wanted
to
put
a
shout
out
the
4th
of
July
weekend
and
the
4th
of
July
holiday
itself
was
fairly
quiet
for
from
open
space
perspective
and
just
a
big
shout
out
to
all
of
our
Rangers,
all
of
our
education
and
outreach
staff
and
all
the
volunteers
who
support
that
effort.
It's
a
huge
lift
and
people,
probably
putting
in
their
busiest
days
of
the
year
on
the
holiday.
I
I
There
was
a
pause
and
making
sure
the
process
for
how
that
was
done
was
going
to
be
agreed
upon
by
all
the
partners
that
got
worked
through
and
the
soil
sampling
actually
was
conducted
on
July
1st
were
expecting
some
preliminary.
Some
results
coming
back
and
early
fall
and
we're
expecting
around
the
October
November
timeframe
for
Jefferson
County
who's.
The
lead
on
this
to
come
back
and
report
back
to
the
partners,
the
results
of
the
soil
sampling
and
when
we
know
more
we'll,
let
you
know
more
Thanks.
O
Hello,
Lauren
kill
coin
Central,
Services
Manager,
and
this
is
Col
Moffitt.
Our
budget
analyst
here
to
talk
about
the
draft
2020
operating
budget
well
timeline
update
to
start
so
for
the
last
three
months,
we've
been
focused
on
our
capital
improvement
program
or
CIP,
and
this
is
the
first
month
where
we'll
shift
gears
and
start
talking
about
the
operating
budget.
We
had
initially
planned
on
having
the
finance
department
here
with
us
tonight
to
answer
your
cost
allocation
question.
Specifically,
they
had
a
last
minute
conflict,
but
they
are
planning
to
be
at
the
August
meeting.
O
O
So
a
quick
outline
of
tonight's
presentation,
an
update
on
the
budget
process,
what
we've
been
up
to
since
the
June
business
meeting,
Cole's
gonna,
walk
you
through
the
structure
of
our
operating
budget.
I
talked
about
our
approach
to
the
budget
and
some
some
overall
themes
for
2020.
We
had
one
budget
request,
which
is
a
reallocation.
O
Only
but
worth
talking
about
enough
time
for
any
questions
that
you
might
have
so
since
June
we've
been
very
busy
getting
ready
to
bring
our
CIP
now
that
you've
all
seen
it
more
public
with
our
peers
in
the
city
with
the
Planning
Board
and
getting
ready
for
city
council
in
the
fall.
So
after
you
all
unanimously
recommended
it.
O
Last
month
we
brought
our
CIP
to
a
group
called
the
peer
review
team,
and
that
is
a
cross-functional
team
of
other
city
staff
from
other
departments
and
that
you
get
together
to
review
all
the
CIP
s
in
the
city
to
prepare
for
planning
board,
and
the
goal
of
that
group
is
really
to
make
sure
that
our
projects
align
with
approved
plans
that
were
not
doing
anything
that
hasn't
been
through
appropriate
public
process
etc.
And
overall,
we
did
receive
very
positive
feedback
from
that
group
with
some
minor
revisions
that
we've
already
incorporated
and
resubmitted.
O
There
were
a
bunch
of
questions
about.
You
know
the
master
plan.
What's
that
going
to
mean
for
your
CIP?
What
did
the
out
look
like
not
unlike
the
questions
that
you've
all
asked
us
over
the
past
few
months?
So
we
did
commit
to
post
adoption
of
the
plan,
we'll
come
back
together
with
the
Planning
Board
and
do
some
hashing
out
of
all
of
that
before
we
come
back
through
next
year's
budget
process,
but
in
terms
of
those
intermediate
steps
we
want
to
take
for
2020,
we
had
a
lot
of
support
for
that.
O
O
Are
we
all
being
consistent
and
again
a
lot
of
support
for
the
overall
approach
and
plenty
of
questions
about
the
master
plan
as
well,
and
so
we
did
our
best
to
address
those
and
what
we
focused
on
in
that
presentation,
since
that's
internal
staff,
primarily,
was
all
of
the
changes
that
we've
made
over
the
last
several
years,
that
sort
of
culminated
in
the
2020
budget,
so
we've
reduced
nine
positions
from
the
department.
Over
many
years,
we've
actually
cut
over
eight
million
dollars
since
the
flood.
O
Out
of
the
annual
budget,
so
we're
focused
on
a
lot
of
very
specific
things,
about
operations
and
that
presentation,
but
got
a
lot
of
great
feedback
in
the
way
that
we've
set
ourselves
up
for
2020,
with
changing
sales,
tax,
etc.
So
so
far,
so
good,
we've
Planning
Board
in
August
as
well
before
we
go
to
study
session
with
Council
in
the
fall,
we'll
walk
you
through
the
numbers,
yep.
P
And
so
this
is
a
look
at
the
open
space
fund
as
a
whole,
including
CIP
and
operating.
So
the
CIP
portion
is
the
yellow
slice
on
top
and
that
very
slim
blue
for
lottery
on
top.
So
everything
else
represents
the
operating
side.
So
we
have
debt
payments,
cost
allocation
and
the
by
far
and
large
big
blue
pieces,
the
service
area
operating
budgets,
and
so,
if
we
exclude
CIP
and
only
look
at
operating,
this
is
more
what
it
looks
like,
and
so
you
can
see
the
bottom
three
slices
trails,
facilities,
resources
and
stewardship
and
community
connections.
P
Service
areas
are
all
hovering
around
the
20%
mark
and
that's
more
of
the
service
delivery
service
areas
carrying
out
the
mission
and
then
on
the
top
portions.
You
have
Central
Services
service
area
and
office.
The
director,
those
two
kind
of
make
a
you
know
the
backbone
that
allow
the
other
ones
to
operate,
and
then
we
have
the
cost
allocation
in
the
debt
payments.
P
It
comes
down
to
personnel
and
non
personnel
expenses,
and
so
you
can
see
reading
from
the
left
to
the
right,
you
can
see
all
the
different
work
groups
within
the
resource
and
stewardship
area
such
as
cultural,
AG,
wildlife,
etc
and
reading
to
the
right
would
make
up
the
breakdown
of
their
total
budget
and
so
standard
relates
to
all
standard
employees,
salaries
and
benefits.
Temped
and
seasonal
is
what
that
means.
Just
saying
you
know:
salary
benefits
for
seasonal
and
temporary
employees
and
those
two
columns
make
up
personnel
expenses.
P
So
then
restricted
funds
in
NP
e
non
personnel
make
up
your
non
personnel
and
then
for
some
all
the
way
to
the
right
total
operating.
So
you
can
see
you
buy
this
by
far
and
away
the
biggest
piece
of
operating
is
staffing,
salaries
and
benefits,
and
you
can
see
it's
about
three
million
for
standard
FTE
and
almost
knocking
on
the
door
of
1
million
for
temp
and
seasonal
and
just
to
highlight
what
a
restricted
fund
is.
P
That's
kind
of
money
that
we
budget
for,
but
we
don't
necessarily
have
the
say
where
it's
a
song
cost
so
that
2:30
and
Water
Resources
admin.
Those
are
our
annual,
ditch
assessment
fees.
So
though
the
money
we
pay
annually
to
own
the
water
that
we
own
shares
in
and
then
an
ecological
stewardship
a
little
bit
over
200,000
and
that
is
set
aside
for
prairie
dogs.
P
P
P
So
that
was
a
breakdown
of
the
yellow
slice,
resources
and
stewardship,
and
the
rest
of
the
service
areas
are
pretty
similar
in
that
breakdown.
And
so
then
I
want
to
highlight
the
cost
allocation
and
debt
payments.
Portions-
and
here
you
can
see
the
change
from
nineteen
to
twenty.
In
the
open
space
debt
service,
we
reduced
about
one
point,
five
million,
and
that
was
to
to
the
roll-off
at
the
2006
bonds.
We
made
the
final
payment
in
2019,
so
it
came
off
the
books
in
2020
and
the
cost
allocation.
P
You
can
see
increased
about
thirty
thousand
from
nineteen
to
twenty
and
I'm
sure.
As
you're
aware
it's
in
every
two-year
cycle
that
we
have
say
in
the
inputs,
and
since
this
year
is
the
off
year,
it
was
going
to
raise
about
three
percent,
but
central
financed
only
raised
it.
One
point
five
to
two:
the
level
of
service
that
they
studied
and
saw
that
we
are
actually
receiving
from
HR
finance,
etc
and
so
budget
reductions
in
a
whole.
Remember
this
what
we
talked
about
now,
so
only
the
operating
side.
P
So
we
reduced
about
one
point,
five
in
debt,
but
we
also
reduced
one
point
three
a
few
months
ago
and
CIP,
and
so
because
of
both
of
those,
the
natural
roll-off
of
debt
and
the
intentional
decrease
in
CIP,
along
with
improved
revenue
projections.
This
year,
we
demoness
are
not
necessary
to
cut
on
the
operating
side,
which
is
something
that
we'll
reevaluate
annually
as
we
continue
to
move
into
a
constrained
environment
and.
O
If
you
remember
this
was
last
year
as
we
went
through
the
2019
budget
process,
in
addition
to
cutting
CIP
in
debt,
we
had
asked
every
service
area
to
cut
one
hundred
and
fifty
thousand
dollars
out
of
the
operating
budget,
and
we
had
at
that
time
projected.
We
would
need
to
cut
fifty
thousand
per
service
area
going
into
2020.
So
all
of
these
things,
coming
together
being
really
diligent
and
responsible
about
that
we
were
handling
reductions,
makes
a
big
difference
that
we
didn't
have
to
additional
from
service
areas
this
year.
O
So
it's
that's
not
to
say
we
won't
have
to.
In
future
years.
We
keep
working
with
finance
to
understand
the
economic
forecast
and
what's
going
on
in
open
space,
but
that
was
actually
a
pretty
big
win
for
this
year
that
we
didn't
have
to
then
go,
go
through
and
look
at
operating
cuts
or
programmatic
changes.
Significant
programmatic
changes.
That's.
O
A
B
O
We're
closer
we're
not
there.
Yet
if
you
look
at
the
fun
financial
that
was
in
your
package,
there
is
still.
This
is
the
first
year
that
there's
a
gap
between
revenues
and
expenditures.
Normally
every
year
we
would
have
expenses
with
anything
within
annual
revenues.
A
few
years
ago
we
said
we
don't
want
to
make
drastic
immediate
cuts.
O
We
want
to
space
them
out
over
many
years,
so
we
will
continue
that
strategy
over
the
next
several
years
and
we
have
the
fund
balance
saved
to
be
able
to
get
us
through,
so
we're
not
doing
anything
extreme
or
just
making
logical,
gradual
reductions
where
it
makes
sense.
So
that's
the
goal
so
I
I
do
anticipate
some
level
of
reduction
for
next
year,
but
things
change
so
quickly.
You
look
at
how
the
economy
is
doing,
and
you
know
a
lot
of
burial
yeah.
A
lot
of
that's.
J
O
This
party,
this
the
materials
for
tonight,
are
a
piece
of
the
puzzle.
Yeah
I've
been
working
really
closely
with
Katie
doling
our
executive
budget
officer
and
Cheryl
patellae
who's,
our
CFO,
to
get
ready
for
the
council
meeting
on
the
23rd,
where
we're
really
what
they
want
to
do
is
look
citywide
at
what
the
needs
are
gonna
be
and
how
does
open
space
fit
in
that
puzzle?
They've
had
the
library
master
plan
now
ours
and
then
there's
several
others
coming.
J
O
The
line,
and
so
just
wanting
to
make
sure
they're
responsible
to
the
whole
city
organization,
but
we've
been
preparing
a
lot
of
materials
for
them
to
get
ready
for
that
conversation
certainly
have
shared
all
the
things
that
you
see
there
and
then
those
those
are
ear
reductions
that
are
scheduled.
Part
of
that
part
of
that
conversation
is
how
do
you
how
it's
quantifying
that
impact?
So
if
we're
not
done
making
reductions?
J
J
I
think
that's,
my
only
concern
is
I.
Think
you
folks
done
a
remarkable
job
over
the
last
few
years.
Getting
us
ready
for
this
point.
I
just
worry,
sometimes
that
those
measures
may
hide.
What's
gonna
happen
the
next
few
years
and
of
course
that's
what
needs
to
inform
the
decision
of
council
of
voters
and
things
like
that.
So.
O
H
L
O
O
B
O
And
we've
got
three
scenarios
in
the
master
plan
of
what
that
looked
like,
and
we
went
through
a
process
of
one
through
five
dollar
signs,
which
you
would
have
seen
at
your
study
session
and
in
five
dollar
signs.
Okay,
this
strategy
is
going
to
cost
a
lot
to
fully
implement
under
those
three
scenarios.
How
much
would
we
be
putting
towards
each
strategy
so
I
think
we'll
get
into
that
a
little
bit
more
later.
Yeah
the
2020
budget
would
not
be
the
place
that
that
shows
up.
I
think
it's.
O
M
O
Sure
so
you're
gonna
be
very
sick
of
me.
Saying
this.
You
probably
already
are
process
improvements,
business
efficiencies.
This
is
like
our
worlds
talked
about
it
all
the
time
and
really
the
2020
budget
has
benefited
so
much
from
the
things
we've
done
over
five
years:
investments
in
technology
we
talked
about
it
last
month,
but
I'll
harp
on
it
a
little
bit
systems
like
learning
at
work,
which
is
our
learning
management
system
for
staff,
fair
harbor,
where
customers
can
buy
things
over
their
computer
and
not
necessarily
over
the
counter
at
the
office.
O
So
the
goal
of
all
of
this,
to
tie
it
back
to
what
Cole
saying
we
want
to
max
our
dollars
in
those
three
service
areas
that
he
mentioned,
we
want
to
maximize
service
delivery
and
make
sure
that
we're
best
steward
stewarding
those
funds.
We
also
know
that
we
need
to
maintain
flexibility
to
meet
emergent
needs.
There
are
plenty
of
things,
we're
not
anticipating
right
now
that
will
come
up
over
the
next
year
and
we
want
to
be
able
to
react
to
those
and
even
things
like
prairie,
dog
management
and
soil
health.
O
We
were
able
to
accelerate
funding
because
we
had
been
really
responsible
in
other
areas,
so
we
want
to
make
sure
that
we're
flexible
or
agile
as
we're
moving
into
2020
and
beyond
that
I'm.
Not
gonna
bore
you
again
about
work
planning,
I,
don't
find
it
boring,
but
I
know
we
talked
about
it
at
length.
Last
month
and
just
like,
we
invested
in
work
planning
over
the
last
couple
of
years,
we've
been
investing
in
our
organizational
structure
and
position
control.
O
Our
goal,
as
we
went
through
all
of
these
budget
reductions,
was
that
we
wanted
to
avoid
a
reduction
in
force
and
really
think
about
how
we
could
retain
our
staff
capacity.
So
we
have
a
system
in
place
where
we
meet
regularly
to
focus
on
vacancies
and
attrition.
So
when
there's
natural
turnover
we're
meeting
and
talking
about
the
best
use
of
that
position
and
over
the
past
couple
years,
sometimes
that
has
been
to
expire
it
and
save
dollars
so
that
we
could
be
flexible
to
me.
O
A
new
need
so
sometimes
that
repurposing
a
position
to
a
place
that
to
an
area
of
growth,
and
sometimes
it's
a
refill,
as
is
because
the
way
that
position
is
currently
written
is
really
what
we
need.
So
a
couple
examples
of
the
repurposing.
We
had
a
special
projects
position
that
was
in
engineering
and
project
management
and
I
was
Elliot,
labonte
who's
now
working
for
community
vitality
in
the
budget
world
and
doing
a
fantastic
job.
O
So
we
spent
quite
a
bit
of
time
as
staff
trying
to
figure
out
how
to
handle
the
needs
of
that
position
as
it
used
to
exist
and
meet
emerging
needs
and
we're
able
to
move
some
workload
around
and
actually
convert
that
vacant
position
to
another
agricultural
coordinator.
So
recognizing
that
that's
an
area
of
growth
in
a
place
we
needed
to
make
an
investment
worked
really
hard
to
be
able
to
make
that
happen
by
using
a
vacant
position.
O
Same
thing
with
a
crew
lead,
we
had
a
one
of
our
crew
leads,
took
another
position
elsewhere,
and
we
were
able
to
look
at
how
that
crew
that
seasonal
and
temporary
crew
could
be
supported
differently
and
we're
able
to
repurpose
that
position
to
a
vegetation
technician.
Another
area
where
we
know
we've
needed
capacity,
so
this
is
a
way
it's
it's,
not
as
immediate
as
CIP
or
NP
II,
but
it's
a
way
we
can
gradually
shift
capacity
to
where
to
where
we
need
it.
O
O
John
was
working
with
his
folks
for
a
really
long
time
to
understand
how
forestry
works
of
vegetation
and
how
agriculture
works
with
ecology,
and
they
went
through
a
process
of
coming
up
with
a
number
of
scenarios,
how
they
could
be
structured
and
made
some
really
real
changes
to
supervisory
leadership
and
the
way
those
workgroups
are
structured
to
facilitate
the
work
of
those
programs.
We
also
piloted
a
number
of
things
in
the
seasonal
and
temporary
world.
O
The
trails
crews
were
cross
trained
in
vegetation
management,
so
in-between
trail
projects
or
during
a
down
week
they
can
be
put
to
work
lending
extra
capacity
to
vegetation.
So
it's
easy
to
look
at
the
org
chart
and
think
that
that's
we
invest.
You
know
X
million
and
one
service
area
in
X
million
another.
We
really
act
as
one
and
those
things
cross
those
boundaries
all
the
time.
O
So,
looking
at
ways
that,
within
our
current
framework,
we
can
make
some
some
innovative
changes
and,
lastly,
we're
always
trying
to
keep
an
eye
towards
the
future,
be
fiscally
responsible,
sustainable,
transparent
and
maintain
contingencies.
We
are
very
sales
tax,
dependent
organization.
We
learned
a
lot
from
the
flood.
Our
contingency
reserves
were
why
we
had
dollars
available
immediately
to
respond
to
the
floods.
So
those
are
things
that
we
don't
want
to
go
away.
There
are
things
that
are
reflected
in
the
financial
sustainability
strategies
in
the
master
plan.
We
also
need
to
continue
to
partner.
O
Well,
citywide
I
am
certainly
not
the
expert
on
living
wage
or
minimum
wage
or
what's
happening
in
the
local
economy.
We
need
our
partners
for
that,
and
so
there
are
some
changes
coming
down.
The
line
that
we're
working
closely
with
them
on
Council
is
considering
an
increase
to
the
living
wage
that
has
impacts
to
our
seasonal
and
temporary
budgets.
So
we
keep
the
dialogue
open
with
all
of
our
partners
and
that's
what
lets
us
do
our
jobs
well
and
all
of
this
comes
together.
O
Our
one
budget
request
that
we
did
not
need
to
ask
additional
dollars
for
and
reallocated
from,
existing
budget
and
that's
around
prairie
dog
management
and
soil
health.
So,
as
Kole
mentioned,
the
general
fund
will
support
two
fixed-term
positions.
Open
space
will
also
extend
one
fixed-term
wildlife
ecologist
in
a
little
bit
of
context.
That
position
was
created
during
the
flood
and
funded
by
a
Community
Development
Block
Grant
for
non
FEMA
flood
recovery.
O
Most
of
the
ecological
work
was
not
FEMA
eligible
and
then,
when
Heather
needed
to
step
up
and
work
on
prairie
dog
working
group,
this
employee
kind
of
held
down
the
fort
on
everything
else
to
free
her
up
to
do
that.
So
by
extending
that
position
will
allow
our
current
capacity
to
continue
plus
those
two
positions
from
the
general
fund.
As
Kole
mentioned,
we've
reallocated
the
200,000
for
non
personnel
budget
and
then
every
year
as
we
go
through,
our
CIP
will
see
what
we
can
dedicate
annually
there
so
for
2020
and
what
you
recommended
last
month.
O
A
A
Could
you
just
sort
of
obviously
the
for
millions
of
it's
not
an
expenditure,
because
it
was
in
a
reserve
bucket,
but
still
it's.
You
know
significant
chunk
and
understanding
the
overall
fund
balance
after
reserves.
Could
you
sort
of
walk
through
the
rationale
for
whatever
the
verb
would
be
d,
reserving
the
campus
vision.
O
Yes,
where
to
begin
so
going
back
a
couple
years,
as
we
were
doing
our
space
planning,
we
had
a
number
of
scenarios
on
the
table.
One
was:
are
we
going
to
have
to
buy
a
parcel
of
land
that
raised
the
cost
estimate
significantly,
then,
when
we
started
focusing
on
Cherryville,
we
knew
we
wanted
to
to
look
at
Cherryville
as
a
preferred
location,
but
there
could
be
fatal
flaws
in
that
that
we
weren't
foreseeing,
so
we
wanted
to
have
some
options:
B
and
C
and
D
etc.
So
we
had
moved
on
from
thinking.
O
We're
gonna
buy
a
parcel
to
thinking
it
was
going
to
be
a
building
office,
building
or
repurposing
existing
buildings
and
those
cost
estimates
have
changed
as
we've
gone
through
the
space
planning.
So
what
we
had
decided
a
couple
of
months
ago,
given
changes
in
the
sales
tax
increments,
given
all
the
many
projects
that
we
needed
to
get
to
coming
off
the
flood
dealing
with
me
and
its
backlog.
All
of
that
we
really
felt
like
it
was
not
the
time
to
be
setting
aside
that
much
money
for
our
office
space.
O
We
are
now
in
a
functioning
space
that
we
can
all
fit
in
and
be
safe
in,
and
we
had
the
option
of
extending
option
of
staying
there,
an
extra
couple
of
years
and
and
using
those
dollars
during
a
fiscally
constrained
time
and
putting
them
to
work
on
maintenance
projects.
So
what
we'll
be
focusing
on
starting
in
the
third
and
fourth
quarter,
this
year
is
really
the
business
case
and
the
feasibility
analysis
of
the
cherryvale
location,
understanding
the
costing
of
renting
versus
owning
what
would
rehab
take?
O
What
would
it
look
like
a
cost
or
look
like
to
still
be
on
multiple
campuses
now
that
the
U
and
annex
also
have
clean
water
in
our
safe
and
can
house
staff,
so
I
think
it
was.
It
was
realizing
we
needed
to
put
the
dollars
to
work
on
other
things
and
needing
to
do
some
more
internal
planning
later
this
year
to
understand
what
what
comes
next,
no.
I
That's
a
great
summary
yeah.
So
when
we
went
into
the
hub
situation,
it
was
the
understanding
that
it
would
be
a
five
year
scenario.
Basically
what
the
message
that
I
brought
out
to
staff
this
spring
as
it's
more
looking
like
a
seven
seven,
eight
scenario:
seven
years
now,
of
course,
were
already
you
know:
I
I
think
almost
two
years
into
our
lease
about
a
year
and
a
half
two
years
into
our
lease.
So
that
was
a
conversation.
So
we've
done
a
number
of
things.
I
Knowing
that
we're
gonna
have
a
little
bit
longer
of
a
stay
there.
We
just
put
out
a
survey
how's
life
at
the
hub.
Doing
what
type
of
improvements
can
we
make
if
things
aren't
working
for
you
in
certain
areas
trying
to
get
a
better
understanding
of
what's
working?
What's
not?
We
also
made
some
nice
investments
over
at
the
Union
annex.
Where
are
our
crews
are
going
to
be
housed?
They,
like
I,
said
they
now
have
clean
water,
so
we
feel
like
we
have
that
part
of
our
administrative
system
ready
to
go
for
many
years
ahead.
I
So
now
the
question
will
be.
Is
how
long
do
we
stay
at
the
hub
if
we
don't
stay
at
the
hub?
What
happens
then
and
and
part
of
that
analysis
is
lessons
learned,
what's
working
really
well
that
we
want
to
take
elsewhere?
If
we
do
leave
at
some
point
and
if
we,
if
we
don't
leave,
what
do
we
need
to
change
to
make
life
even
better,
so
I'm.
J
I
It's
almost
the
perfect
size
we
had
to
make
some
improvements
over
there,
such
as
to
support
the
armory
and
to
make
sure
that
it's
a
secure
building
with
the
right
kind
of
doors
and
stuff,
but
so
some
minor
investments
over
there
now,
for
you
know
the
next
few
years,
our
Rangers
are
gonna
have
a
wonderful
headquarters.
So
it
feels
good
to
me
to
be
able
to
utilize
Cherryville
in
some
form
or
fashion
fashion
and
and
part
of
that
internal
study
would
say,
is
okay.
I
O
But
during
last
year's
budget
cycle
that
seemed
to
when
you
looked
at
the
numbers
of
resources
and
stewardship
trails
and
facilities,
it
looked
like
we
had
this
huge
extra
investment
in
trails
that
wasn't
entirely
accurate.
So
we
moved
it
into
Central
Services.
But,
as
I
said
earlier,
there's
so
many
places
where
that
exists
and
we're
acting
as
one
and
funds
are
shared
across
service
areas.
But
that
was
why
we
moved
into
Central
Services
on.
A
Central
Services,
the
most
of
the
changes
from
2019
to
2020
seemed
you
know,
fairly
intuitive,
with
my
understanding
of.
What's
going
on,
the
one
that
did
jump
out
was
the
about
$600,000
increase
from
2019
to
2020
for
Central
Services
I,
don't
know
if
that
had
something
to
do
with
the
rent
at
the
hub
or
but
that
the
general
question
is
sort
of
you
know
what
was
going
on
there.
O
O
A
very
one
was
the
the
rental
money
that
we
did
pay
in
the
current
year.
2019
shows
up
in
trails
and
facilities
and
non-central
services
should
be
an
offsetting
decrease
there,
which
is
confusing,
because
then
you
have
so
many
other
things,
shifting
into
trails
and
facilities.
It
doesn't
look
like
a
true
one
to
one,
but
that
is
what
happened
when
we
moved
last
year.
O
Funded
the
plan
itself,
the
master
capital
planning
effort
was
funded
in
the
CIP,
and
that
was
over
a
couple
of
years
and
I
think
the
last
year
we
funded
it
was
last
year
and
then
anything
that
hadn't
been
spent
against
those
contracts
would
have
just
been
carried
through
our
capital
carryover
and
into
the
career.
So
on
the
fun
financial.
It
lives
in
that
carry
over
80,
be
operating
in
2019
I.
O
Would
love
to
talk
about
that
a
couple
of
years
ago?
That
number
was
35
million,
so
I'm
very
proud
of
it
being
there's
a
reason
for
that
almost
11
fair
call.
So
we
had
been
as
we
were
issuing
bonds,
including
the
2014
bond.
We
should
have
2014
bond
for
10
million
dollars
during
those
years.
We
continued
to
fund
the
acquisition
CIP
at
5.4
million,
so
our
goal
was
spend
the
10
million
bond
within
three
years.
O
Let
this
other
CIP
build
up
so
that
once
the
bond
is
spent,
you
still
have
acquisition
dollars
available
to
you
to
manage
priority
acquisitions
as
the
sales
tax,
increments
change.
So
last
year,
I
believe
we
spent
about
20
million
dollars
in
acquisitions
Lippincott
Paulo
value
all
of
these
high-priority
acquisitions
that
we
have
been
working
on
for
a
really
long
time.
O
So,
what's
left
in
that
10
million
is
some
acquisition
money
and
some
multi-year
capital
projects,
so
things
we've
funded
over
several
years,
would
be
like
the
four-mile
project
nemenyi
project,
where
we
contributed
dollars
each
year
until
so,
for
example,
like
planning
dollars,
design
dollars
scoping
to
get
ready
for,
then
we
would
have
the
major
construction
expenditure.
So
I
would
say
how
much
of
that
11
million
is
acquisition.
O
O
I
A
B
O
Anticipated
FEMA
flood
reimbursement,
this
the
overall
dollars
that
we've
expected
back
from
FEMA
have
not
changed,
but
the
timing
of
when
we
expect
to
receive
those
dollars
has
changed
fairly
significantly
and
the
FEMA
regulations
have
changed
specifically
around
how
they
want
to
see
reimbursement
requests.
So
it
used
to
be
that,
as
we
would
finish
a
major
project,
we
would
do
all
our
documentation
on
procurement
and
expenditures
whatever
and
submit
that
for
reimbursement
and
that
those
funds
were
coming
back
pretty
quickly
like
within
a
couple
of
months.
O
L
O
Completed
that
has
delayed
things
significantly
and
we've
got
a
couple
things
where,
like
permit
compliance,
the
project
might
be
done,
but
we
have
to
close
out
our
permit
and
that
takes
a
little
while,
so
we
can't
submit
for
reimbursement
until
that
happens,
so
things
that
are
completely
done.
We
just
finished
Eggleston
four,
which
was
the
last
project
on
the
ditch
project.
O
Worksheet
for
FEMA
trailheads
is
complete,
so
that's
been
submitted,
I'm
sure,
I'm
missing
some
things,
fencing
we're
working
on
now,
but
really
that
those
engineer,
trails
and
small
trails,
where
the
bulk
of
the
work
was
done,
we
haven't
been
able
to
fully
submit
so
working
with
Jill
Wagner
who's
been
the
he's
coordinating
the
flood
recovery
efforts
for
the
city.
We
worked
with
him
to
adjust
the
timeline
on
those
projections.
To
just
say,
let's
anticipate
this
is
gonna,
take
a
while
to
get
the
funding
back
so.
O
Touch
on
the
D
obligation
reserve
that
number
also
we
work
with
finance
Jill
Wagner
to
get
and
the
way
that
that
works
is
once
FEMA
reimburses
you.
They
can
come
back
and
audit
your
reimbursement,
for
is
it
seven
years
from
the
final
site
that's
completed,
and
so
you
keep
a
contingency
reserve
in
case
they
want
any
of
their
reimbursement
back
yeah
we're
gonna
be
living
with
this
for
a
very
long
time
from
an
accounting
perspective.
O
It's
actually
I
believe,
and
this
could
be
wrong,
but
I
believe
what
you'll
told
me
it's
the
last
site
in
the
disaster
zone.
So
it's
not
even
Joel
my
city
folder,
it's
the
county
that
were
impacted
by
the
flood
I
believe
it's
I
want
to
say
it's
seven
years
from
the
final
in
the
disaster
area,
but
the
terminology
I'm
using
might
be
slightly
off
yeah,
it's
gonna
be
a
long
time.
Thank.
M
L
O
Had
funded
it
last
year,
though,
we
knew
we'd
be
working
on
it,
so
we
funded
it
enough
to
carry
through.
We
had
to
encumber
a
contract,
and
so,
regardless
of
the
timeline,
though
we
were
gonna
be
paying
that
out
on,
we
needed
to
encumber
it
last
year.
Same
goes
with
some
of
the
ISPs,
where
we
had
program
dollars,
either
in
the
current
year
budget
or
last
year
budget,
even
though
those
projects
will
continue
multi-year.
O
So
as
we
completed
the
effort
for
2020,
the
major
capital
planning
efforts
had
already
been
funded
that
we'll
be
doing
in
2020.
There
are
some
small,
smaller
things
like
we
had
$10,000
for
the
race
and
equity
project,
which
you
might
consider
capital
planning.
We
considered
it
a
community
connections
project,
so
there
are
a
couple
things
where
you
could
categorize
it,
either
planning
or
another
category
and
the
way
it
shook
out.
We
didn't
choose
the
capital
planning
option,
but
that
doesn't
mean
work
won't
be
done
in
the
planning
group.
They're,
certainly
gonna,
be
busy
next
year.
O
M
L
B
O
1.9
million
to
1.3
million
yeah,
yes,
so
the
one
the
2018
number
includes
the
1
million
dollar
one-time
reimbursement
from
the
landlord
for
the
improvements
on
the
hub,
and
so
that
would
have
decreased
at
a
million.
But
then
the
increase
came
from
Jefferson
County's
portion
of
the
Lippincott
bumpa,
which
is
in
the
same
place,
which
is
in
the
same
place.
We
show
us
paying
the
full
expenditure,
but
then,
on
the
revenue
side
we
showed
jeff
kosher
coming
in,
so
those
two
transactions
would
be
the
difference.
Thanks
any.
I
I
could
just
put
it
if
you
anticipate
having
questions
going
into
the
August
meeting,
whether
it
is
cost
allocation
or
more
questions
that
you
have,
if
it's
possible
to
submit
those
email
questions.
I
would
say
at
least
a
week
ahead
of
time.
That
would
be
wonderful.
Just
to
give
us
gives
us
some
time
to
prepare
some
answers
that
we
could
even
include
in
the
memo
as
as
opposed
to
just
coming
in
verbally.
I
B
O
So
just
high
level
overview
cost
allocation
is
something
municipal
governments
use
widely
to
understand
how
internal
service
departments
that
he
managed,
IT,
finance,
etc,
contribute
or
charge
indirect
costs
to
what
would
be
considered
like
a
direct
service
department
like
open
space.
So
we
have
worked
with
the
same
consultant
for
a
number
of
years
to
develop
our
cost
allocation
plan
and
the
way
that
process
works.
That's
very
interesting.
The
consultant
goes
out
and
interviews
all
of
the
internal
service
departments
and
says,
first
of
all,
what
are
the
functions
and
services
that
you
provide
as
an
organization?
O
Second
of
all,
who
do
you
provide
them
to
and
on
what
basis
do
you
provide
them?
So
some
city
manager
might
use
a
per
case
or
amount
of
time
that
something
takes
another
department
like
HR,
which
would
say.
Well,
we
have
a
full
FTE
HR
liaison
assigned
to
open
space,
so
they
might
allocate
on
an
FTE
basis.
Somebody
like
finance
might
say
we
have
to
review
X
number
of
contracts
and
purchase
orders
a
year
for
open
space,
and
so
they
determine
the
basis
they
want
to
charge
us
on.
O
The
consultant
works
very
hard
on
pulling
all
that
together
and
understanding
what
to
charge
then
open
space.
Then
they
pull
us
and
the
other
direct
service
departments
into
a
room
and
they
interview
us
and
say:
does
this
all
seem
right?
Yes
or
no,
and
let's
talk
about
where
it's
a
no
and
I'd
say
80%
of
it
is
like
yep
that
makes
sense
and
20%
of
it
is
where
we
go
back
and
forth
and
talk
about
what
we
think
we
receive
and
what
we
don't
receive
and
also
what
services
we
provide
for
the
general
fund.
O
So
real
estate
is
something
that
comes
up
all
the
time.
We've
had
the
general
fund
pay
for
0.27
FTE
of
a
property
agent
for
us
for
a
number
of
years,
and
that's
that
person's
time
on
citywide
real
estate
matters.
So
it
is
a
give-and-take.
Both
parties
get
interviewed
and
we
talk
about
those
places
where,
where
we're
not
totally
in
agreement-
and
this
does
get
updated
every
couple
years-
so
are
we
100%
happy
all
the
time?
No,
but
for
the
most
part
we
feel
confident
in
in
what
we're
getting,
and
you
know
what
those
charges
are.
M
O
Units
from
my
understanding
and
and
I'll
confirm
this,
but
units
would
be
that
cost
allocation
basis.
So
if
they're
charging
us
based
on
number
of
FTE
or
number
of
contracts
or
whatever
that
be
the
unit
that
they're
charging
us
and
then
maybe
we
take
I,
don't
know
less
than
one
FTE
0.67.
So
that
would
be
your
percentage
of
unit.
I'll
confirm
that,
though,
because.
O
O
M
O
Think
so
the
way
that
they
accounted
for
it
point
to
seven
of
it
showed
up
in
the
general
fund
paying
for
our
person's
salary,
our
employees,
salary,
twelve
thousand
of
it,
showed
up
in
cost
allocation
and
going
back
even
further
than
that.
The
general
fund
used
to
pay
one
point,
two:
seven
FTE
and
we
transferred
one
of
those
FTE
to
be
managed
by
City,
Attorney's
Office.
O
M
M
O
In
the
2018
plan
it
was
the
first
time
we
had
switched
from
an
actual
costume
to
a
budget
basis.
So
what
happens
is
okay
so
say
if
you
think,
you're
gonna
provide
X
number
of
service
to
open
space
and
your
HR,
but
then
one
of
your
employees
leaves
and
that
positions
vacant
you're
not
able
to
provide
the
level
of
service,
you
thought.
And
so
then
you
wait
and
you
do
a
tally
of
actuals
and
how
much
you
actually
charge
the
department.
O
The
problem
with
that
is,
if
you
use
actuals,
but
then
the
next
year,
you've
hired
that
position
back
and
you
can
provide
that
level
of
service.
Then
there's
this
big
gap
in
it
seems
like
a
big
jump
in
in
what
you're
going
to
be
offering,
even
though
it
was
your
intention
to
offer
it
all
along,
but
for
whatever
reason
you
couldn't
so
in
the
2018
plan
we
move
to
a
budget
basis
to
say
that's
gonna,
be
the
thing
that
allows
internal
service
departments
to
better
plan
for
how
they're
gonna
support
you.
O
So
let's
assume
things
will
go
the
way.
We
think
these
are
the
services
we're
going
to
provide,
and
this
is
the
budget
that
we
need
to
make
that
happen.
The
nice
thing
about
the
way
these
plans
work
because
they're
every
other
year,
they
still
do
provide
us
an
opportunity
to
say
things
didn't
go
quite
as
planned.
O
So
that's
that's
the
example
that
called
that
Cole
pointed
to
from
a
budget
basis,
our
cost
allocation
would
have
grown
$60,000,
but
in
looking
at
what
those
departments
thinks
they
can
actually
provide
us
for
20/20
they're
scaling
back
a
little
bit
and
saying
no
only
pay
us
that
30,000
more
instead
of
that
60.
So.
O
O
Open
space
fund
versus
the
open
space,
Department
I,
guess
in
theory
the
open
space
Department
you
could
charge
something
to
the
lottery
fund
or
to
the
jump
or
ssin
that
comes
from
that
general
fund
transfer.
Really
most
of
what
you're
charging
to
open
space
is
going
to
be
in
the
open
space
fund,
and
so
it
seems
an
unnecessary
complication.
Okay,.
L
O
The
reserve,
so
if
you
look
at
the
contingency
reserve,
that's
where
we
say
20%,
a
contingency
reserve
of
20%
and
that's
20%
of
your
operating
budgets
and
your
debt
payments,
but
then,
on
top
of
that
you
have
things
that
are
mandated
for
us
to
save
for
Tabor
requirements,
the
FEMA
reserve.
So
when
we
looked
at
the
vacation,
the
stick
into
the
payouts
for
folks
to
retire
the
sick
and
vacation
payouts,
it
used
to
be
that
they
would
have
us
saved
to
be
able
to
pay
out
if
all
of
us
left
at
once.
O
M
A
I
Q
Okay,
so
we
are
here
tonight
as
a
very
simple
check
in
on
our
progress.
We
know
that
the
big
meeting
we've
all
been
looking
forward
to
for
a
couple
of
years
is
coming
up
in
a
few
weeks.
We
sort
of
see
tonight
as
almost
like
a
process
committee
meeting.
You
know
where
we're
just
wanting
to
update
you
on
where
we're
at
don't
have
really
the
intention
of
going
into
the
content
so
much,
but
just
again
wanting
to
make
sure
you're
comfortable.
Q
Q
As
we
get
into
making
implementation
clearer
and
helping
the
public
and
and
the
community
understand
what
comes
next
after
the
master
plan,
it's
letting
us
set
up
that
conversation
by
saying
here's
what
we're
already
doing
and
then
here
are
the
enhancements
or
refinements
that
that
were
looking
to
do
so
to
play
out
this
particular
example.
One
of
the
follow-up
actions
as
it
relates
to
our
strategy
around
managing
increasing
use,
is
to
update
what
we've
been
calling
the
visitor
master
plan.
Q
If
you
look
at
it,
so
one
of
the
things,
though,
that
we
would
start
with,
is
working
with
the
board
to
confirm
our
approach
to
confirm
our
scope
to
this.
When
we
get
to
that
point,
then,
of
course,
through
a
typical
process,
we
would
look
at
our
existing
guidance
data
trends
as
well
as
then
go
through
a
process
of
establishing
desired
conditions
and
what
those
indicators
are.
So
we
do
have
work
started
in
the
VMP,
as
well
as
other
guidance
where
we
would
inform.
Q
We
use
those
to
inform
the
process,
then
from
there,
based
on
those
desired
conditions,
look
at
the
gap
between
existing
conditions
and
desired
conditions,
and
then
what
is
the
guidance
that
we
need
to
either
update
or
add
into
our
toolkit
to
get
us
closer
to
those
desired
conditions?
We
would
then,
as
in
typical
fashion,
go
through
process
of
them
piloting
the
particular
efforts
that
would
come
out
of
that,
as
well
as
full
implementation.
Q
The
the
recommendations
are
that
we,
as
again
as
part
of
that
system,
might
look
at
desired
conditions
and
appropriate
management.
Make
that
determination.
Whether
establishing
visitor
capacities
is
a
reasonable
tool,
and
if
it's
determined
that
yes,
let's
explore
that
for
a
number
of
reasons,
then
this
would
be
the
broad
steps
that
we
would
take
in
in
the
process
of
talking
about
that.
So
one
of
those
is,
you
know,
identifying
the
locations
where
that
analysis
is
needed
and
that
may
sound
simplistic,
but
really
that's
actually
a
complicated
conversation
to
have
once
we've
done.
Q
That,
then,
of
course,
go
in
again
in
a
more
site-specific
way
and
look
at
existing
guidance
data
and
trends.
Use
that
then,
to
also
understand
what
are
the
limiting
attributes,
and
by
that
we
mean
things
like
canyon
walls,
where
you
literally
cannot
accommodate
more
people
or
cultural
resources
that
are
particularly
vulnerable
to
use
things
like
that.
J
Is
an
adaptive
planning
model
and
I
think
if
you
look
at
any
of
our
strategies,
whether
it's
ecosystem
health,
whether
it's
effects
of
climate
change,
whatever
yeah
I,
think
we're
gonna
use
that
model
everywhere
and
so
I
think
some
of
us
are
just
wondering:
should
we
introduce
it
as
a
general
adaptive
planning
model
when
we're
talking
about
implementation
generally
and
not
just
linkit
visitor
use,
so
that
was
just
we
were
struck
with
that
thought.
Mm-Hmm.
I
We've
also
attempted
to
do
in
the
master
plan
is
not
to
indicate
that
this
level
of
comprehensive
planning
is
needed
for
every
strategy
yeah.
Some
we
feel
like
on
a
number
of
many
of
us
most
of
our
strategies.
We
have
plenty
of
existing
guidance
that
we
can
move
right
to
implementation,
but
during
those
more
comprehensive
initiatives
which
might
involve
a
number
of
different
strategies
coming
together
or
a
complex
area,
then
we
may
need
to
move
into
a
comprehensive
management
type
of
process.
I
think
that's.
I
B
Q
B
Yeah.
Okay.
So
let
me
talk
about
that
for
a
minute.
Okay,
sure,
because
that
says:
update
a
collaborative
management
collateral,
a
buret
approach
to
managing,
increasing
and
based
on
what
we
just
discussed.
I
think
it's
more
appropriate
to
go
back
to
manage
increasing
visitation
and
then
describe
managing
increasing
visitation
as
something
like
develop
and
implement
adaptive
management
approaches
to
address
visitation
growth,
impacts
to
natural
resources
and
no
SMP
infrastructure
and
support
positive
visitor
experiences
as
a
description
of
manage
increasing
visitation
rather
than
referring
to
this.
Q
Right:
okay,
let
me
make
sure
I
understand
and
hear
from
the
rest
of
the
board
on
this
too.
So
I
think
what
you're
suggesting
Karen
is
that
the
handle
for
this
needs
to
be
directive
as
early
go
back
to
an
original
version
around
manage
increasing
visitation
and
to
make
sure
that
the
adaptive
management
framework
is
clear
as
sort
of
a
framework
for
the
entire
master
plan.
B
Q
M
Certainly,
support
Karen's
suggestion.
The
the
thing
that
is
a
little
troubling
to
me
is
the
word
collaboration
in
this
particular
context,
because
I
do
think
at
the
state
session
we
did
talk
about
collaboration,
but
I.
Think
if
you
put
it
in
the
title,
it's
skews
the
perception
of
actually
what
the
focus
should
be.
I
think
that
you
know
collaboration
should
be
kind
of
a
subsidiary
subset
to
accomplishing
the
you
know,
managing
the
visitor
user.
Why
do
you.
B
M
C
M
C
Would
like
to
push
back
managing
increased
visitation
is
code,
for
people
are
bad
and
I
disagree
that
people
are
bad
on
the
system.
I
think
that
people
can
bring
value
to
the
system
and
I
have
some
comments
along
those
lines
later,
with
some
cute
pictures
of
my
kids
and
just
tug
at
the
heartstrings,
but
I
appreciated
some
moderating
language
being
included
here,
because
I
think
that
the
approach
to
managing
in
managing
increased
visitation
is
really
going
to
be
the
crux
of
this.
C
If
we
need
to
go
in
in
a
mindful
way,
as
you
outlined
on
this
slide,
that
we're
not
showing
right
now
about
what
do
we
actually
mean
when
we're
talking
about
increasing
increased
visitation?
Where
is
visitation
appropriate?
What
are
the
goals
we're
trying
to
meet?
You
know
and
if
we
just
say
manage,
increase
visitation
as
our
handle.
It
strongly
implies
to
me
that
we
are
saying
people
are
not
welcome
here.
J
If
you
put
update
a
collaborative
approach
at
the
beginning,
that
becomes
a
goal
and
I'm
not
sure
updating
an
approach
is
really
goal.
The
goal
is,
and
it
maybe
needs
more
words
than
I
mean
we
could
have
a
longer
thing
that
says
you
know,
accommodate
increasing
visitation
while
protecting
this
and
the
visitor
experience
and
I
mean
a
lot
of
other
goals
are
embedded
in
there.
We
I
admit
we
just
settled
on
sort
of
a
shorthand
which
says
manage
increasing
visitation
and
I.
Think,
frankly,
we're
never
gonna
stop
people
coming
to
open
space.
Oh.
R
J
Dynamic
of
increasing
visitation
in
its
different
aspects-
and
there
are
many
different
aspects-
it
gets
a
little
bit
to
what
you
said
about
identifying
locations
and
things
like
that.
I
mean
there's
time,
place,
type
of
use
everything
else
and
that
all
is
part
of
managing
increasing
visitation,
we're
not
gonna,
build
a
wall
and
keep
everybody
out
and
I.
Think
that's
part
of
the
value
of
giving
more
examples
like
what
you're
doing
and
I've
got
examples
here.
That
I
think
we
could
add
to
your
list
I.
J
Like
your
list,
though
it's
examples
of
things
we've
already
done
and
I'll
give
you
just
one
and
you're
gonna
have
to
remind
me
of
the
numbers,
but
we
did
a
visitor
survey
in
our
southern
system
and
found
that
a
whole
lot
of
people
that
came
to
dowdy
and
other
places
down
there.
We're
driving
up
from
jeffco
30-some.
J
Percent,
so
one
thing
we
can
mention,
just
as
an
example
is
that
we
just
cost
shared
with
Jefferson
County
to
buy
Lippincott,
and
we
could
continue
that
process
cost
shared
development
of
trails
down
there,
so
that
people
don't
have
to
drive
all
the
moon
Boulder
and
so
that's
a
targeted
thing
based
on
an
understanding
of
what
the
compliments
are.
Yeah
of
increasing
visitation
and
it's
very
specific,
and
then
that
leads
to
many
different
kinds
of
solutions.
B
Q
Work
on
something
that
gets
to
if
I
can
paraphrase
sort
of
a
combination
of
a
welcoming
acknowledgement.
That
visitation
is
a
good
thing.
I'm
gonna
be
long
and
profuse
for
here,
a
minute
that
you
know
leads
to
stewardship,
which
is
part
of
this,
this
focus
area,
but
that
we
also
need
to
look
at
ways
to
address
visitation
but
increasing
visitation
in
terms
of
the
impacts
to
both
resources
and
experience.
Q
B
B
In
number
two,
which
could
be
in
a
little
box
by
itself,
but
when
you
glance
at
that
box,
you
say
to
yourself:
wow:
there
are
lots
of
different
uses
of
the
system
and
they're
not
all
compatible
by
their
very
nature,
and
it's
not
only
the
type
of
use,
but
it's
the
numbers
that
are
involved
in
the
use
that
make
them
incompatible.
The
group
size
component,
yeah
mm-hmm,
is.
B
J
Q
B
M
Theoretically,
a
group
like
that
is
permitted,
I
mean
the
the
permit
trigger
I,
don't
know
what
the
exact
number
is:
20
or
25
whatever
it
is.
That
group
obviously
exceeded
it.
So,
theoretically,
there's
a
permit
that
was
attached
to
that
group.
So
with
that
permit,
presumably
there
are
provisions
on
on
use,
but.
L
B
S
That
would
be
governed
through
a
commercial
use
permit.
It
would
be
governed
through
the
special
use
permit,
which
is
a
trigger
for
any
group.
That's
larger
than
25
has
to
require
especially
use
permit,
so
that
permit
has
to
go
through
a
review,
refinements
conditions
placed
if
a
larger
group
would
be
allowed.
So
I
guess
the
other
thing
I
don't
for
that
photo
I
thought
one
of
the
very
first
person
you
see
in
the
photo.
Looked
like
a
staff
person
going
up
to
make
contact.
S
S
The
fear
ins
raising
and
we
address
it
so
I
think
the
dual
ledge
here
is:
what
can
we
do
on
the
front
end
through
permits
through
kind
of
trying
to
guide
the
activity
and
get
even
ahead
of?
That
is
how
do
we
share
information
about
what's
important
here
so
when
groups
try
to
plan
something,
they
know
where
the
expectations
are,
what
the
requirements-
and
you
have
all
the
triggers
from
the
various
permit
applications
we
have
and
then
there's
the
follow-up.
So
if
somehow
things
are
falling
through
the
cracks
we
have
staff
in
the
field.
S
You
know
I,
think
great
examples.
People
know
to
a
mean.
This
is
something
I'm.
Seeing
out
there
caused
a
question.
Does
this
actually
permitted
activity?
There's
a
question
about
it:
send
that
information
to
us
we
can
follow
up
to
to
make
sure
people
are
being
compliant.
So
if
people
are
advertising
in
various
ways,
we
keep
an
eye
out
there,
but
we
may
not
be
able
to
cover
all
the
different
ways
we
welcome
that
information
being
sent
sent
to
us.
So
we
can
try
to
encourage
people
to
abide
by
what
the
expectations
are.
Is.
S
Is
a
little
bit
ad
hoc
in
terms
of
there's
so
many
different
ways
things
are
communicated.
We
are
somewhat
reliant
on
the
happenstance
that
a
staff
person
sees
it
or
someone
from
the
community
sends
it
our
way.
But
we
get
I
talked
to
Alicia
this
morning
and
we
get
about
it
once
a
week.
Some
from
someone
from
staff
work
I
mean
just
sending
us
in
something
as
she
checks
in
on
to
see.
S
If,
in
fact,
there's
you
know
permit,
or
they
are
aware,
they
have
to
have
a
permit
to
have
that
event,
and
then
certainly
there
is
the
Rangers
being
active
in
the
system,
seeing
something
and
checking
in
to
make
sure
it's
in
compliance
or
making
sure
you
know.
If
there's
something
needs
to
be
immediately
resolved
the
size
of
that
group.
It
can
be
resolved
and
make
sure
that
kind
of
gets
corrected
as
and
on.
If
it's
something
that's
going
to
occur
again,.
T
Q
Of
the
things
I
just
wanted
to
mention
is
that
one
of
the
other
themes
that
we
had
heard
and
then
joint
study
session
and
beyond,
is
to
integrate
the
strategies
and
to
talk
about
those
relationships
clear
ways.
So
we
have
also
done
that.
So
we
recognizing
that
we've
all
along
we
figured
we've
had
conversations
are
out.
Does
this
go
in
ecosystem
health
and
resilience?
No,
in
fact
it's
recognizing
that
has
it
go
somewhere.
Our
suggestion
is
that
it
initially
lands
in
that
section
on
managing
fee-based
recreation
programs.
I
think.
Q
One
of
the
reasons
we
see
tonight
is
a
sort
of
like
an
uber
process.
Committee
meeting
is
because
we
want
to
be
cognizant
of
the
consensus
that
we've
built
through
the
process
and
knowing
that
we've
gone
through
with
the
City
Council,
the
initial
draft,
what
these
strategies
are
I
think
we
want
to
be.
You
know
aware
of
any
major
shifts
that
we
might
be
proposing
at
this
point
and
not
to
say
that
that's
not
appropriate
if
the
board,
you
know
as
a
whole
feels
that
needs
to
be
done.
J
I
mention
one
other
orphan,
that
I
think
you
you
mentioned,
we
put
it
here
and
then
we
decide
them
over
here
here
and
I
honestly
can't
remember
the
lineage
of
this,
but
we
have
this
item
in
here.
Reduce
human
impact
and
you'd
think
it
would
be
about
the
impact
of
visitors
and
I.
Think
at
one
time.
Maybe
it
was
about
that
and
we
couldn't
decide,
we
put
it
in
recreation
or
we
put
it
in
a
ecosystem
health
resilience.
And
now
it's
about
noise.
F
B
J
Q
Think
the
way
of
seeing
it
is
that
it's
another
one
of
those
issues
that
has
so
many
relationships
to
so
many
other
things.
You
pull
one
part
of
the
web
and
you
know
pulling
the
whole
thing
so
we're
I
can
sort
of
cite
a
number
of
places
where
it
comes
up
so,
for
example,
in
the
strategy
on
developing
a
learning
laboratory
for
for
conservation.
The
approach
there
is
to
recognize
that
we're
developing
a
recreation
ecology
program
that
is
trying
to
understand
those
impacts
more
so
that
we
can
make
continue
to
make
science-based
decisions.
Q
That's
one
place
another
place
is
to
say
that
undesignated
trails
are
one
of
the
most
visible
and
tangible
effects,
and
so
we
have
a
strategy
directly
on
that
yeah.
We
had
heard
from
the
very
beginning
public
comments
around
the
impacts
from
noise
not
just
to
resources,
but
also
to
experience
and
so
as
well
and
comments
throughout
about
related
impacts
to
the
night
to
night
skies,
oil
and
gas,
for
example.
Q
So
adjacent
development
when
we
say
that
it
doesn't
just
mean
housing
development
even
be
understood
to
mean,
where
neural
development
development,
but
even
we
get
engaged
sometimes
in
projects
around
ground,
mounted
solar,
arrays
and
wanting
to
make
sure
that
the
visual
impacts,
our
resource
impacts
to
open,
mitigated
or
considered.
Could
it.
J
Could
would
it
be
possible
or
would
it
be
a
good
thing
to
maybe
change
human
impact,
something
else
because
it
felt
when
you
first
read
it
you
think.
Well,
let's
leave
no
trace,
that's
what
it's
about
yeah!
You
know
we
have
a
lot
more
visitors
all
the
time,
but
we
wanna
make
sure
each
one
has
less
impact
and
then
you
start
reading
it,
and
it's
not
really
about
that
and
so
you've
described
a
lot
of
development
activities,
commercial
activities,
industrial
activities
and
I.
Think
it's
more
about
that.
Then.
A
A
The
important
thing
from
a
management
perspective
on
capacity
is
not
in
a
sense.
Has
a
trail
reached
the
point
where
it's
like
an
elevator,
where
it's
literally
full
I
mean
yeah.
There
might
be
a
few
extreme
examples
on
a
Saturday.
It
should
talk
where,
where
you'd
practically
feel
like
the
trail
is
full,
but
for
the
vast
majority
of
days
hours
trails
across
the
system,
we're
not
even
in
the
universe
of
thinking
I
mean
like
the
Sunita's
Valley
Trail
it
just
you
know.
A
Surely
among
our
five
most
popular
trails,
I
would
guess
you
know
it's
never
literally
full.
It's
sure
there
were
times
when
it's
crowded
and
you
it's
not
the
experience
you
want
and
there
are
impacts
to
the
environment
but
we're
you
know
you
could
probably
put
ten
times
as
many
people
on
that
trail
and
they
could
still.
You
know,
literally,
move
up
and
down
the
thing.
We're
not
at
the
point
where
it's
so
congested
that
you
know
movement
is
impossible,
and
so
I
would
think
that
right
capacity
we
don't
mean
the
thing
is
Falls
yeah.
A
A
Well,
if
you
know,
200
people
are
on
this
trail
in
an
hour,
they'll
have
a
less
desirable
experience
than
if
there's
only
100
people
there
in
an
hour,
that's
undoubtedly
true,
but
whether
you're
better
off
telling
100
of
the
200
that
go
somewhere
else.
That's
a
little
bit
of
a
tricky
sort
of
social
judgment
about
how
crowding
should,
whether
you
just
sort
of
let
people
sort
themselves
out
and
make
those
decisions
socially
as
to
powder
I'm
going
somewhere
else.
A
You
know
effectively
manage
that
and
keep
the
impacts
within
whatever
limits
we
deem
to
be
acceptable
and
I.
Just
don't
want
to
get
hung
up
on
the
notion
of
the
Sunita's
Valley
Trail
can
accommodate
X
number
of
people
mm-hmm.
My
guess
is
the
trail
could
accommodate
millions
of
people
in
just
a
purely
physical
sense
of
you
know,
moving
up
and
down
it
would
sort
of
not
be
helpful
and
sorry
I
mean
to
pick
on
that
point.
Q
No
you're,
absolutely
right,
and
you
know,
I
mean
you're,
hitting
on
the
fact
that
this
is
a
science.
This
is
something
that
professionals
study
and
get
PhDs,
and
it's
a
very
complex,
as
Cu
has
been
involved,
trying
to
understand
this
here
and
there
with
us.
You
know
when
I
mentioned
here,
the
limiting
attributes
I
mean
one
of
those
can
be
desired
conditions
from
an
experience
standpoint.
You.
Q
When
we're
talking
about
those
conversations
at
a
more
system-wide
level,
where
we're
acknowledging
or
describing
our
desired
conditions
and
those
indicators,
that's
where
you
start
to
define
that
in
meaningful
ways
that
can
be
managed
for
so
you
might
there.
You
know
one
measure
of
many
is
desired.
People
purview
shed,
you
know,
which
is
exactly
what
you're
talking
about
Tom.
So
you
know
that
that
has
to
be
thought
of
system-wide
so
that
we
have
an
understanding
of
even
our
landscape
types.
You
know:
are
we
providing
a
range
of
passive
recreation
experiences
in
a
range
of
landscapes?
Q
So,
for
example,
our
VMP
has
our
management
area
designations
in
place
where
we've
started
started
to
define
that
and
if,
in
this
process
we
need
to
get
more
specific
within
that
about,
you
know.
Maybe
people
purview
ship
is
different
in
certain
places.
I
mean
it's
a
very
complex
conversation,
but
you're,
absolutely
right
that
the
social
component
of
that
it
needs
to
be
a
part
of
the
conversation
at
all
levels
here,
because.
A
Short
of
a
some
sort
of
reservation
system,
which
I
think
would
have
enormous
repercussions,
I,
don't
know
how
you
manage
to
just
say:
well,
people
who
use
this
trail
like
to
have
a
little
more
solitude
and
so
we're
just
gonna.
What
cap
the
number
of
people
on
that
trail
and
just
say
every
and
someone's
gonna
stand
there
and
you
know,
monitor
it
yep
and
maybe,
but
that's
pretty
that's
pretty
far
out
there
in
terms
of
how
we
think
about
the
system,
and
you
know
who
gets
you
know
there
who
doesn't
I.
J
Think
there
are
a
lot
of
intermediate
measures.
I
mean
one
thing
is
real
time:
information
about
usage
over
a
typical
year
for
this
weekend
or
this
week
day.
I
just
want
to
note
that
in
our
packet
we're
informed
about
the
El
Dorado,
Canyon,
State,
Park,
visitor
use
management
plan
and
the
hiring
of
a
consultant
that
will
do
a
capacity
study
for
the
whole
park,
not
just
looking
at
parking,
but
all
the
other
resources
and
activities.
So
we
will
watch
that
space
with.
A
A
Just
you
know
some
trails.
It
wouldn't
be
that
hard
to
say
here.
X
number
of
people
have
gone
through
the
entry
point
in
the
last
hour
and
it
gives
you
some
real-time
information,
so
that
someone,
you
know
who
hasn't
maybe
set
out
on
their
journey
yet
can
say
a
really
crowded
day
at
such-and-such
a
place.
I
suspect
a
lot
of
activities
they're
going
to
go
to
this,
not
in
the
sense
of
saying
you,
you
can't
go
there,
but
we're
gonna,
provide
you,
the
information
so
that
you
know
oh
wow.
A
It's
really
crowded
at
that
place
and
maybe
I
ought
to
go
somewhere
else,
but
that's
not
a
I
wouldn't
call
that
a
capacity
issue.
That's
more
helping
people
make
decisions
about
where
to
spend
their
time
so
that
if
they,
you
know,
if
something's
crowded,
they
know
ahead
of
time.
Gee
really
maybe
I
ought
to
go
somewhere
else.
Yeah.
Q
And
that
that's
a
really
nice
addition
that
concept
of
visitor
information
we
haven't
tied
that
part
of
the
story
together,
so
I'm,
making
myself
notes
to
do
that
and
I
think
again,
just
to
sort
of
wrap
this
up.
If
we're
okay,
for
this
point,
I
think
what
we're
indicating
is
the
or
acknowledging
is
that
this
is
it's
a
big
conversation
to
be
had,
which
is
why
we
knew
we
couldn't
have
it
fully
into
the
depth
that
needed
to
be
had
in
the
master
plan
itself.
C
And
I'll
make
one
small
comment
which
is
the
build
up
of
Tom
is
maybe
we
should
just
get
away
from
the
word
capacity
in
the
master
plan
and
I
had
to
dust
off
the
cobwebs
in
my
head
and
then
searching
my
email
and
I
was
like
oh
right.
Some
people
talked
about
limits,
acceptable
change
as
a
framework
of
course,
like
you
said,
people
get
PhDs
in
this
there's
all
kinds
of
planning
where
he
works.
He
can
do
but
just
basically
say
you
know,
talk
about
visitation.
C
M
H
M
And
I
think
that
if,
if
we
look
at
kind
of
different
ways
to
handle
or
deal
with
the
issue,
I
was
just
reminded
a
dead
yes
over
on
the
West
West
western
slope,
but
coming
back,
we
came
over
at
Wolf.
Creek
went
over
Wolf
Creek
Pass
on
on
Sunday
and
there's
a
there's.
A
national
forest
land
there's
a
very
attractive
waterfall
kind
of
at
the
base
and
the
on
the
west
side
of
Wolf
Creek
Pass.
We
went
over
there
Sunday
afternoon.
It
was
unbelievable.
M
There
were
cars
everywhere
along
highway
160,
you
know
coming
off,
you
know
shooting
those
European
curves
on
Wolf
Creek
and
there
were
there
must
have
been
hundreds
of
literally
hundreds
and
hundreds
of
people
going
up
this
little
trail
to
through
this
waterfall.
Then,
when
we
got
to
golden
in
rush
hour
yesterday,
there
were
my:
it
was
miles
of
traffic
each
way
not
going
over.
M
Actually,
the
point
of
all
of
this
is
that
the
what's
gonna
happen
is
that
we're
gonna
get
w
470
built
between
boulder
and
golden,
because
that's
the
only
way
we
can
think
about
how
we're
going
to
deal
with
the
capacity
issue
you
kids
people
aren't
going
to
tolerate
sitting
in
a
line
for
hours
on.
You
know,
highway
93
very
much
longer
and
that's
what
I'm
a
little
concerned
about
here
is
that
we've
got
a
stay
is
and
you're
seeing
we
got
to
start
looking
at
I.
Think
some
non-traditional.
M
You
know
approaches
to
kind
of
how
we're
gonna
deal
with
with
these
kinds
of
things,
because
Tom's
right,
there's
not
you
know,
and
the
system
kind
of
most
of
the
time.
It's
not
an
issue,
but
some
of
the
time
it
really
isn't
in
some
places.
It
really
is.
It
really
is
much
of
the
time
in
some
of
those
places
and.
Q
I
think
can
I
just
try
and
summarize,
because
I
think
you're
near
what
you're
introducing
and
Dave
is
a
little
different
than
what
I
had
understood
from
the
previous
guidance
and
I.
Don't
know
if
anybody
else
heard
differently,
but
I
I
think
that
if,
if
we
tell
if
we
were,
let
me
here's,
maybe
how
we
approach
this.
If
we
were
to
use
the
model
where
we're
using
here
and
and
show
it
in
this
way,
but
make
sure
that
it's
contextualized
by
an
understanding
of
how
difficult
uncomplicated
this
is
with
no
supposition
that
we're
absolutely
gonna.
Q
Do
it.
But
we
say
it's
one
tool
we
might
explore
and
if
we
do,
we
got
to
go
through
all
these
steps
to
figure
out
how
and
where
to
use
it.
But
it
by
no
means
is
a
commitment
to
do
it,
because
we
very
well
might
find
in
this
broader
process,
there's
no
place,
that's
either
appropriate
or
feasible.
We
don't
have
a
gate
that
we
can
drop.
We
have
a
porous
system,
so
it
becomes
more
challenging
where
we
get
into
that
non-traditional
territory,
territory.
Q
M
M
J
Have
long
used
this
term
carrying
capacity
council
still
use
it,
although
we
all
know
it's
very
difficult
and
someone's
outdated
like
what
tom
was
getting
at,
or
maybe
words
that
are
more
useful,
is
what's
manageable
use
you
want
to
have
use
levels
that
we
can
manage
to
maintain
a
reasonable
quality
of
experience,
to
avoid
irreversible
damage
to
the
environment
and
I.
Think
that's
what
we're
trying
to
figure
out
is.
Are
we
ahead
of
the
curve?
J
Well,
in
some
places
we
are
but
I
think
at
some
places
we're
falling
behind
the
curve
in
certain
times
and
locations,
and
the
master
plan
says
that
it
says
we
got
more
visitation
than
the
system
was
designed
to
accommodate
so
figuring
out.
What's
manageable
use
in
different
areas,
I
think
it's
what
we're
trying
to
do
and
make
sure
we
stay
at
that
level.
Now,
if
you
want
to
call
it
capacity,
I
don't
know,
but
like
the
concept.
Q
Q
We
wanted
to
respond
to
is
again
making
sure
that
it's
clear
what
our
next
steps
will
be
after
after
a
master
plan
adoption.
So
we
have
broken
out
our
sections
to
be
more
clear,
so
we
now
have
financial
sustainability
in
and
of
itself
where
we
talk
about
the
funding
and
prioritization,
and
we
have
a
separate
section
on
next
steps
where
we
highlight
the
example
plans,
programs
and
projects
that
we'll
get
to
work
on
in
the
near
future.
Q
So
by
way
of
illustrating
part
of
what
we've
also
done
in
section
3
in
that
financial
sustainability
component
is
to
add
in
cost
estimates,
which
is
what
we
were
also
asked
to
do,
and
what
we've
done
is
what
we
described:
dishes
to
and
lauren
indicated,
assign
one
to
five
dollar
signs.
Now,
what
we've
done
by
doing
that
is
that
that's
the
presumed
cost
over
ten
years
that
we
might
reasonably
be
able
to
assign
to
that
in
favourable
financial
conditions.
Q
So
what
you
see
there
on
the
right
hand,
side
is
the
sort
of
the
ideal
amount
of
investment
we
could
give
to
that
strategy.
If
all
came
together
in
the
right
way,
recognizing
that,
because
we
have
our
three
funding
scenarios,
we
can
talk
about
that
in
yet
another
way,
and
that
is
to
say
that
we
have
three
different
levels
at
which
we
might
be
able
to
fund
the
the
master
plan
implementation.
Q
So
when
we're
in
a
constrained
environment
like
we
are
now
and
with
our
current
changes
to
our
budget
structure,
that
we
would
focus
our
limited
funds
on
those
tier
1
strategies
that
we've
been
working
towards
prioritizing,
we
would
still
make
progress
towards
tier
2
and
tier
3,
but
with
less
urgency
and
emphasis.
So
and
as
we
get
additional
funding
as
it
becomes
available
through
a
number
of
different
sources,
we
would
scale
up
work
on
those
tier
1
strategies
and
increase
the
pace
for
implementing
the
others.
Q
Q
This
is
Ann
Lorna
I'll.
Let
you
clarify
if
I
don't
do
this
well
enough,
so
this
is
for
master
plan
implementation.
Knowing
that
we
have
an
operating
budget,
we
have
staff
time
that
we
devote
to
projects
and
that
this
is
primarily
because
master
plans
are
designed
to
inform
our
capital
improvements
plan.
It's
primarily
talking
about
available
CIP
funding
that
we
might
expect
over
the
next
decade.
Q
B
Q
O
Hearing
so
the
constraint
funding
level
assumes
that
nothing's
going
to
change
in
our
sales
tax
structure,
as
it
will
exist
in
2020,
so
your
30
to
50
million
or
your
3
to
5
million
a
year
most
of
your
CIP,
and
some
of
your
operating
dollars
will
be
used
for
implementation
of
those
strategies.
So
those
are
the
those
are
the
same
dollars.
We're
talking
about
without
any
additional
corrective
yep
sourcing.
Strained
assumes
no
additional
thing.
Yep.
B
Q
No,
no
and
I'll
be
honest,
too
Karen,
even
at
the
highest
funding
level.
We
recognize
that
things
like
trail
maintenance
or
invasive
weeds.
Those
are
that's
the
kind
of
work
that
honestly
never
ends.
So
so
that's
why
we're
trying
to
be
cognizant
that,
while
we're
directed
at
the
city
level
to
develop,
what's
typically
called
a
Vision
Plan,
we
are
still
trying
to
make
ours
restraint
where
we're
acknowledging
that
there
are
needs
that
we
still
can't
meet,
even
in
the
best
circumstances,
based
on
staff
capacity
and
another.
Your
turn.
J
Q
J
Q
What
is
reasonably
achievable
and
how
might
we
distribute
those
dollars
according
to
the
priorities
that
we've
established
and
what
we
do
know
of
costs,
so
I
mean
in
this
case.
You
know:
you'll
see
that
that
work
to
restore
a
little
lower,
Boulder
Creek,
that's
expensive.
So
we
acknowledge
it's
both
a
high
priority
strategy
and
it
takes
a
substantial
amount
of
investment.
So
see,
I
think
that
this.
J
Column
highest
funding
that
will
actually
mean
something
a
little
different
than
the
next
graphic
and
I
think
it's
talking
about
total
potential
cost
of
the
thing
it's
a
whole
lot
is
what
all
the
dollar
signs
say
and
how
much
money
we're
gonna
try
to
put
towards
it.
So,
okay,
you
might
consider
using
that
potential
cost
in
the
previous
I
think.
Q
A
I
B
I
M
C
M
M
Q
Know
it's
an
absolutely
wonderful
point,
and
that
is
another
conversation.
We've
also
been
having
internally
I
think
the
guidance
that
we've
gotten
from
central
planning
staff
and,
in
our
you
know
our
guidance
about
what
master
plans
kind
of
should
and
shouldn't
do.
I
think
the
guidance
has
been
to
stay
at
this
level
for
a
number
of
different
reasons,
because
we
know
that
but
cost
estimating
at
this
level
involves.
You
know
huge
confidence
intervals.
Yes,.
M
Q
Q
B
T
B
L
Q
B
Q
Q
Mm-Hmm
yeah,
so
we
still
again
within
our
constraints
and
what
we
reasonably
think
funding
might
look
like
over
the
next
decade
when
you
think
about
that
in
terms
of
numbers.
We're
acknowledging
at
this
point
that
reducing
the
maintenance
backlog
from
a
trails
perspective.
We
might
only
reasonably
be
able
to
invest
10
to
20
million
in
that
over
the
next
decade,
because
we
have
a
number,
as
we
decided
in
the
master
plan
process,
we
have
a
number
of
other
priorities.
It's
important
it's
in
Tier
one
and
still
we
can't
do
it
all.
A
Q
Q
C
Q
Really,
that's
the
complication
in
the
story.
It's,
but
it's
important
to
understand
that.
No,
not
necessarily,
there
might
be
a
reason
to
accelerate
efforts
for
say
a
two
or
three
year
period
to
get
a
certain
portion
of
our
conserve
our
system
into
to
fair
condition
if
it's
in
poor-
and
that
is
the
that
is
the
distinction
that
we
go
or
from
fair
to
good
for
a
certain
segment
of
the
of
'sister
yeah
I.
Just.
A
I
would
have
thought
we're
already
spending
and
one
to
two
million
a
year
to
reduce
the
maintenance
backlog
and
if
we
went
to
the
public
and
said
we
want,
whether
it's
nine
million
or
fifth,
whatever
the
number
is.
So
we
want
of
nine
million
dollars
a
year
above
and
beyond
and
then
said
yeah,
but
we
would
still
be
a
one
to
two
million
a
year
on
trail
maintenance
that
doesn't
something
that
seems
like
there's
some
disconnect
here
in
the
numbers.
It's.
R
You
could
know
yeah
thirty-five
and
forty
five
when
we
see
the
number
which,
on
the
previous
slide
Darren
had
if
you
think
about
that,
if
it
is
the
twenty
million
we've
also
remember,
this
is
focusing
on
the
CIP,
mostly
when
we
think
about
that.
There's
still
staff
resources
in
there
so
there's
other
ways
we
can
catch
her
over
the
ten
years.
It's
just
trying
to
tell
that
story
that
way.
R
Lauren
points
out
through
it
more
of
a
capital
perspective,
but
on
the
staff
resource
side
we
might
be
able
to
put
as
well
as
more
volunteers
to
things
like
trail
maintenance.
We
can
actually
close
that
gap
between
the
ultimate
figure
and
then
the
amount
we
have
the
foot
to
it.
Also
in
a
when
we
say
the
forty
which
can
be
arranged,
that's
how
they
get
into
like
a
replacement
cost
and
you'll
always
end
up.
You
won't
have
everything
in
good
condition
at
once,
you're
going
to
have
you.
B
R
I
think
what
we're
saying
here
is:
yes,
we
want
to
do
that
if
the
board
and
we
get
direction
in
the
master
plan,
to
make
that
think
about
how
we
implement
that
at
a
higher
level.
We
will
say
yes,
but
let's
come
back
with
the
process
next
year,
when
we
find
more
time
and
figure
out
what
that
could
look
like.
O
Agree
with
everything
both
these
folks
said:
I
love
having
more
than
me,
brilliant
folks,
I
would
say
so
we
added
so
much
capacity,
especially
in
like
the
trails
area
to
recover
from
the
flood
right
now
we're
maintaining
that
capacity
and
putting
it
to
work
on
a
backlog
right.
So,
even
if
you
look
at
the
CIP
two
years
ago,
I
think
it
was
four
hundred
and
thirty
thousand
a
year
for
trails
that
this
year
we
increased
to
990.
O
So
even
to
say,
two
million
is
saying:
that's
doubling
what
we're
doing
now
and
then,
if
you
look
at
the
growth
of
crews,
I
think
five
years
ago
we
had
maybe
two
or
three
to
the
six
or
seven
truckers
we
have
now
and
so
to
Mark's
point
that's
a
growth
in
capacity
and
a
growth
and
what
we
were
able
to
accomplish
in
just
shifting
this,
like
Herculean
effort
of
the
flood
into
this.
Equally,
an
effort
to
now
get
back
to
the
maintenance
backlog
right.
O
So
there
is
a
lot
of
nuance
and
how
you
pull
all
this
together,
especially
with
the
confines
that
we
haven't
talking
about
things
in
terms
of
operating
and
capital,
and
really
we
know
that
in
order
to
have
a
capital
project,
you
have
a
project
manager,
that's
paid
for
a
drop
rating
budget,
and
so
we
I
mean
even
this
afternoon,
were
meeting
about
how
to
tell
this
story
as
clearly
as
we
can.
Clearly.
J
I,
don't
expect
that
the
master
plan
is
gonna,
do
the
full
sales
job,
you
don't
want
it
to
be
a
document,
that's
targeted
it.
Tomorrow's
need
for
information,
I,
guess
part
of
what
we're
expressing
is
there's
going
to
be
a
big
need
and
an
external
demand
for
information
about
these
various
questions.
We're
all
asking
that
we
hope
you're
gonna
be
able
to
address
outside
the
master
plan
and
few
months
because,
as
Karen
I
said,
there
are
people
working
on
this
right
now
so
and.
O
To
know
the
number
and
Darren
never
mentioned
it,
but
we
haven't
had
I
mean
you
got
this
presentation
what
last
year
and
I
didn't
remember
when
it
was
when
Jared
and
Chad
came
and
talked
about
yeah
we're
just
learning
it
too
right
and
there's
this
whole
other
component
that
we
haven't.
Even
we
don't
have
a
number
on
yeah,
which
is
okay.
Every
time
you
do
a
trails
project,
you
need
a
resource
staff
person
to
help.
Advise
you
on
that,
and
we
haven't
done
the
assessment
work
on
that
side
of
the
equation
to
understand
the
phone.
O
A
This
this
may
have
sailed,
or
the
comment
I'm
about
to
make
may
be
too
complicated
to
implement,
but
I'll
I
think
it's
right.
So
I'll
say
it
even
if,
in
the
logistics
of
the
situation,
it's
not
practical,
but
to
me
the
question:
isn't:
if
we
had
X
dollars
or
two
X
dollars
or
three
X
dollars
in
total
budgetary
revenue,
how
much
of
it
would
go
towards
trail
maintenance,
or
that
gives
you
some
idea
what
we
do
with
the
money.
But
to
me
the
real
question
is
what
would
that
mean
to
the
system?
A
So
to
me
it
would
be
some
metric
of
but
I'm
just
going
to
make
up
numbers
because
it's
easier
that
way.
But
if
someone
said
well
today,
50%
of
the
system
is
in
a
certain
condition.
You
know
you
just
someone
say
well,
alright,
what
if
you
had
20%
more
revenue,
then
you
could
say
well,
okay,
if
we
had
20%
more
revenue,
then
in
five
years
80%
of
the
system
would
be
in
some.
You
know
a
higher
level
of
condition
and
if
we
had,
you
know,
X
amount
more
than
that.
A
Here's
what
things
would
look
like
so
that
you
get
some
sense
of
sort
of
like
when
you're
working
on
your
house
and
someone
says
well
if
I
spent
twenty
thousand
dollars
more
on
the
kitchen,
what
would
it
mean
and
they
say
well-
well,
you'd,
have
these
countertops
or
whatever
you
know
you
see.
Oh
I,
get
it
I
understand
what
I'm
getting
for
the
dollars.
I
have
some
tangible
outcome?
It's
not
well!
If
you
doubled
the
budget,
of
course,
I
could
spend
the
whole
budget.
Yet
always
you
know
yeah,
that's
easy.
A
This
just
seems
to
be
an
area
where,
if
we
have
a
more
quantitative
outcome
that
you
could
say,
you
know
here's
the
size
of
the
backlog
today
if
we
had
X
dollars.
It
would
be
this
big
in
five
years.
If
we
had
Y
dollars,
it
would
be
this
big
in
Pfizer.
That
gives
people
to
me
a
more
tangible
outcome
of
what
are
you
getting?
Try
to
imagine
I
number
I
realize
I'm
out
and
we've
talked
about
this.
There
I
realized
and
sometimes
on
environmental
metrics.
Q
We've
the
the
the
sales
taxes
that
are
either
being
repurposed
or
sunsetting
that
was
planned
because
when
they
were
initially
developed,
that
was
for
accelerating
acquisitions
were
now
coming
to
that
point
that
we
expected
that
we
anticipated
to
come
and
maturing
comes
with
all
of
these
things.
Right
now,
we
got
to
figure
out
more
about
how
to
manage
how
to
maintain
in
ways
that
we
haven't
had
to
do
in
the
past,
because
we've
been
more
focused
in
a
different
mode.
Q
So
I
think
one
of
the
things
also
that
we've
been
wanting
to
make
clear,
though
and
I'm,
actually
just
going
to
go
back
a
level
even
to
this
point
is
that
in
the
next
steps
part
of
the
master
plan
document
now
we're
also
trying
to
make
it
really
clear
that
ultimately,
our
work
planning
process
and
our
budget
approval
process,
those
become
our
two
primary
tools
to
implement
the
master
plan,
and
so
the
board
is
involved
in
that
budget
approval
process.
Council
is
involved
in
that
budget
approval
process.
Q
J
Think
these
charts
as
a
master
plan,
should
give
guidance
about
where
you
will
spend
the
money.
If
certain
things
happen,
they
still
lay
out
your
priorities
and
everything
else,
and
maybe
that's
all
we
can
expect.
The
master
plan
to
do
is
give
guidance
on
priorities
where
we'll
invest
where
our
world
is
complicated,
because
we
have
this
near-term
potential
budget
tax
issue
on
the
ballot
and
so
I
guess
I'll
go
back
this
thing
outside
of
the
master
plan.
I.
Think
more
can
be
done
to
address
Tom's
question
of
what
would
it
buy
us
your
toe?
J
I
There's
a
July,
23rd
council
meeting
coming
up,
which
we
anticipate
there'll,
be
a
discussion
on
ballot
measures
which
we
anticipate
could
lead
to
the
question
of
should
to
be
an
open
space
tax
question
which
we
anticipate.
Could
then,
if
there
was
yeah?
How
would
you
spend
the
money
yeah
we
are
preparing
for
that
somewhat
outside
of
the
master
plan
concept,
we
are
building
in
some
higher
level
master
plan
concept
to
it,
but
we
are
answering
specific
questions
in
relationship
to
that
particular
meeting
and
that
particular
subject
of
the
ballot
initiative
right
so.
L
M
M
A
component
to
it,
and
so
then
you
can
start
one
can
start
making
sense
literally
out
of
okay.
If
we
want
the
trail
condition
to
be
X,
we're
gonna
have
to
apply
to
that
ecological
condition
in
a
measurement
of
ecological,
ecological
condition.
Is
you
know
the
balance
or
the
the
difference
between
species,
for
example,
or
the
relative,
diverse
and
biological
diversity
in
certain
areas?
And
and
so
you
have
a
conditional
spectrum
as
well
as
that.
R
Mmm-Hmm
David
just
wanted
to
appreciate
that
comment,
because
what
you're
getting
at
is
part
of
the
board
discussion
on
you
know
quantitatively.
What
is
this
we're
looking
at?
What
do
these
cost
mean
and
where
you're
heading
is
that
asset
management
system,
which
has
not
only
the
condition
but
things
like
the
replacement,
cost
and
you're
moving
towards
preventive,
as
opposed
to
major
maintenance
down
the
road
and
then
what
proportion
of
that
maintenance
budget
do
you
spend
compared
to
what
you
do
for
new
stuff
and
in
a
mature
system
where
I've
worked?
R
R
But
that's
when
this
maturing
system
is
gonna,
be
able
to
come
back
to
the
board
and
be
able
to
say
yeah,
here's
the
condition
for
the
various
aspects
of
ecological,
cultural
facilities,
trails,
visitor
experience,
okay
and
then
also,
what's
that
replacement
cost
and
then
how
does
that
tie
to
the
revenue
we're
getting?
And
how
do
we
spend
that
revenue
and
then
what
things
become
a
little
bit
deferred
that
we've
just
got
to
accept
that
because
we
can't
spend
all
the
money
or
we
don't
get
enough
money
in
place.
R
So
I
think
you're
really
touching
on
what
we're
trying
to
get
it
as
well
and
Lauren,
presented
it
early
and
I.
Think
we're
making
great
strides
in
that
area
and
I
think
that's
why,
over
the
next
couple
years,
you'll
see
that
come
forward
and
Dan's
talked
about
this
from
master
plan
having
like
foundational
information
trends
and
data
we've
talked
about,
but
also
this
asset
management
approach
and
that's
emerging
through
the
master
plan.
I
think
that's
quite
exciting
for
us
and
hopefully
for
you
in
a
few
years
down
the
road.
When
that
all
comes
online.
I
T
I
Us
tomorrow
date,
getting
all
together
in
the
morning
go
okay.
What
are
we
here
and
I
I
would
like
to
get
bored
I
danced
on
two
questions.
If
you
could
go
back,
one
more
slide,
this
way
highest
funding
level.
I
sense
that
there
was
a
hesitancy
of
what
that
meant
is
the
now
that
you've
had
two
hours
of
explanation.
You
may
feel
comfortable
what
that
means,
but
that
might
not
serve
us
well.
I.
L
Q
One
of
the
questions
that
we've
played
with
all
along
is
whether
we
show
so
so
I
mean
let
me
just
okay.
So
let's
look
at
you
HR
one
five
dollar
signs,
and
that
is
actually
meant
to
correlate
with
that
highest
funding
level,
but
we
might,
in
the
constrained
scenario,
only
be
able
to
fund
three
or
four
of
those.
Five
dollar
signs
are.
J
J
M
I
C
C
I
I
C
F
B
Q
Q
So
it's
almost
like
you
know,
even
though
this
is
by
no
means
what
the
master
plan
was
meant
to
do,
that's
what
it
has
provided,
and
so
we
know
that
if
we
are
working
within
the
confines
of
those
priorities,
prioritized
strategies
that
the
way
we
would
use
those
dollars
is
in
keeping
with
those
community
values
and
priorities.
So
essentially
additional
money.
You'd
get
more
of
the
great
thing
you
already
that
was
important
to
us.
So
more.
B
Priorities
are
still
priorities
in
terms
of
money.
Yep
can
I
ask
you
two
other
little
questions
about
going
back
to
one
more
back.
No
there
that
one
it
dawned
on
me
as
I.
Read
the
packet
item,
the
packet
for
this
item
on
page
18
that
when
you
said,
incorporate
the
presence
on
the
system
mm-hmm
with
other
strategies
that
it
would.
It
really
is
intuitive
to
me
to
put
science
and
communication
and
presence
on
the
system
together
in
one
CCE.
I
that
says,
enhance
communication
with
visitors,
because
that's
really
the
goal.
B
J
T
J
C
B
Thing:
Karen,
I'm,
sorry
yeah,
so
one
other
thing
was
Andrea's
point
that
she
rightfully
keeps
bringing
up.
Every
time
we
have
a
meeting
which
is
I.
Think
you
said,
the
interacting
components
of
the
whole
system
is
something
that
in
the
next
graph
draft
you
were
doing
so
we
don't
need
to
discuss
that
again.
This
time,
no.
Q
J
Yeah
I've
got
one
more
proposed
wording
change
in
the
top
tier
we've
got
er
eh
r3
act
urgently
in
response
to
the
climate
crisis.
It's
in
the
paper
today,
Council
is
gonna.
Make
this
I
mean
it's
already
a
big
deal.
They
want
to
make
a
bigger
deal,
so
my
concern
is
that
at
least
so
far
we
don't
have
very
much
we're
saying
about
eh
r3
and
what
it
means
we
have
four
or
five
other
strategies
that
address
climate,
and
my
suggestion
is
that
we
might
make
HR
3
an
umbrella.
J
It
could,
for
example,
say
act
urgently
in
response
to
the
climate
crisis.
Iran
or
not.
This
element
is
broad
in
scope
and
includes
goals
in
actions
addressed
by
several
strategies,
including
EHR,
180,
T,
284,
R,
RS
or
EHR
8
I
mean
they're,
really
there's
probably
five
and
I
think
that
will
give
it
more
impact
for
Council
when
they
look
for
that,
because
they
will
then
what
it
says
right
now,
I'm
afraid
it
feels
a
little
empty
No.
Okay,.
Q
We
heard
the
I'm
thinking
about
the
joint
study
session.
I
know
that
Xan
brought
it
up,
for
example,
and
it
gained
traction
in
terms
of
wanting
to
be
clear,
I
think
we
hadn't
even
used
the
word
climate
in
any
of
our
handles,
for
example,
so
so
in
knowing
that
this
is
a
priority
for
council
and
continues
to
be.
Q
We
have
as
a
city
a
citywide
climate
commitment
that
were
a
part
of,
and
we
had
embedded
that
in
a
number
of
different
ways,
and
if
you
remember,
a
previous
version
was
to
plan
for
a
changing
ecosystem
right
and
it
just
the
even
that
it
was
very
watered
down
in
terms
of
you
know,
make
our
planning
processes
better.
So
we
were
trying
to
get
as
we
continued
to
hone
in
on
what
we've
meant
all
along
and
building
consensus
with
the
community
and
board.
Q
We
felt
like
this
was
getting
us
to
a
better
place
of
being
able
to
describe,
for
example,
what
we're
already
doing
and
what
we
would
like
and
intend
to
do.
And
I
we've
got
our
science
office
in
the
back
of
the
room.
But
you
know
part
of
that.
Work
involves
climate
change,
reached
research
and
trying
to
understand
locally
what
the
impacts
are
and
what
those
things
are.
Q
T
I
Q
J
Know
I
that
would
be.
My
suggestion
is
if
there
are
things
like
research,
I,
think
it's
fine
to
mention
them
here,
but
then
stay
also
note:
soil
improvement,
reducing
carbon
emissions,
water
management.
All
these
things
are
part
of
the
general
strategy
and
I
think
we
should
call
them
out.
I
have
one
more
that
I
want
to
address,
and
under
climate
and
I'm
looking
right
at
Brian
on
this
right
now
it
says
plan
and
prepare
for
a
more
arid
future.
J
I've
been
out
of
this
business
for
a
little
while,
but
the
in
Tamil
forecast
that
I
remember
from
a
couple
of
years
ago
had
a
strong
signal
saying
it's
going
to
be
warmer.
Precipitation
was
not
at
all
clear,
and
so
my
inclination
would
be
to
say,
plan
and
prepare
for
a
warmer
future.
Now
we
should
call
out
that
includes
higher
average
temperatures
higher
winter
minimum
temperatures
shifts
from
rain
from
snow
precipitation
to
rain
earlier
runoff,
higher
evapotranspiration
and
overall
water
used
longer
droughts,
increased
wildfire
risk,
I
mean
there's
a
lot
that
flows
from
that.
Q
You're,
absolutely
right
and
I'll
just
show
that
in
speaking
with
our
water
manager-
and
you
know
we
talked
about
that
too
I
mean
there's-
the
I
think
consensus
around-
that
it
being
a
more
variable
future.
But
in
terms
of
that's
the
word,
but
in
turn
right
absolutely
and
in
her
sort
of
perspective
in
terms
of
from
a
watt
managing
our
water
portfolio
that
what
she
wants
to
plan
for
the
worst.
Q
J
G
One
one
thing
on
this:
one
was
we
were
thinking.
I
would
like
ten
years
and
now
they're
telling
us
that
in
10
years
it
could
be
all
she
wrote
kind
of,
and
so
this
may
become
more
and
more,
even
over
the
next
three
to
five
years.
This
may
be
a
very
important
thing
for
us
to
be
shifting
resources
into
and
focusing
on.
It
might
mean
things
like
the
research,
but
it
also
might
mean
things
like
advocating
much
better
on
a
national
and
a
state
and
national
scale.
It
might
mean
electrifying
everything
quickly.
G
Q
T
Resist
equal
amount
of
water
just
more
heat,
absolutely
right,
and
that
was
really
the
original
idea
there
right
was
yes,
you're,
absolutely
right
that
the
models
are
unclear
about
the
precipitation
right,
probably
be
more
policy,
so
we
might
have
less
available.
For
that
reason,
but
just
turning
up
the
thermostat,
the
water
is
unavailable,
yeah
and.
B
Q
C
I
Get
into
it,
there
was
good
discussion
a
couple
of
days
ago
about
putting
in
some
wording
on
three
of
these
funding
levels
outside
of
dollar
amounts,
which
only
does
so
much
because
they're
always
go.
That
was
just
just
CIP
that
doesn't
include
operating
and
there's
about
attaching
overall
system
conditions
to
these
three
scenarios.
I
like
I,
want
to
caveat.
We
backed
off
of
it,
because
we
felt
again
from
our
asset
management,
where
we're
at
at
it
that
it
would
be
a
very
broad
type
of
I.
I
Don't
want
even
call
it
a
guess,
but
I
mean
of
what
we
know
today,
which
is
not
enough
to
really
be
totally
confident.
Whatever
words
we
put
in
there,
but
there
was
an
attempt
under
constrained
funding
level
of
how
to
describe
that
is.
Our
attempt
is
just
to
hope
to
maintain
current
conditions,
where
the
realization
that
some
may
actually
deteriorate.
A
A
And
people
are
gonna
say
I,
don't
even
agree
that
that's
a
fair
description
of
the
system
yeah
because
there's
too
many
different
dimensions
and
it's
a
lot
of
subjectivity
to
some
of
them,
so
I
would
avoid
that,
but
I
think
describing
the
extent
to
which
things
would
either
get
better
or
worse.
Without
attempting
to
put
an
adjective
that
describes
the
current
state
of
things,
it's
probably
useful
and.
B
I
J
J
Thinking
about
what
you're
gonna
say
to
council
in
a
couple
of
weeks,
I
don't
know
that
you'll
have
time
to
catch
all
that
in
the
master
plan,
but
I
mean
that's.
What
I
think
you
should
be
thinking
about
which
you
clearly
are
is
how
to
capture
in
a
few
words,
because
in
the
last
three
months
the
only
words
council
has
heard
you
say
is
forty
million
dollars
for
trails.
C
C
So
when
we
keep
talking
about
climate,
we're
talking
about
what
we
can
do
to
take
care
of
the
system
from
a
climate
perspective
and
we're
not
talking
about
what
we
can
do
with
the
amazing
visitation
and
amazing
iconic
backdrop
and
the
amazing
emotional
connection
that
people
have
with
this
land
to
inspire
them
to
protect
the
entire
planet.
And
it's
it's
like
I
was
out
hiking
with
my
kids
like
all
days
of
July
4th
weekend,
including
namor
anywhere,
was
a
total
mob
scene
right.
B
C
But
it
was
a
joyful
mob
scene
with,
like
so
many
people
of
different
economic
background,
so
many
languages
I
heard
young
old,
it
was
a
you
know.
You
had
to
stand
in
line
to
get
to
the
base
of
the
Flatiron
and
I
was
okay
and
I.
I
saw
a
missed
opportunity
for
people
to
come
out
and
and
and
be
while
they're
developing
this
amazing
emotional
connection
with
this
land
to
be
like,
and
if
we
don't
collectively
take
care
of
it.
It's
right.
C
We
won't
have
it,
and-
and
so
it's
just
like
I-
think
that
there
has
to
be
a
very
strong
education
component
behind
HR,
3
and
and
and
I
keep
thinking
like
whenever
we
talk
about
preserving
the
system.
Preserving
the
system,
we're
not
we're
talking
about
like
it
feels
like
what
it
a
mechanic's
yeah.
It's
it's
rushing
to
save
the
China
and
the
candlesticks
on
a
sinking
Titanic,
we're
thinking
so
small
and
granular
on
the
things
we
can't
affect.
C
B
Totally
agree,
my
conversation
with
a
trail
user
today
was
around
those
same
things,
and-
and
this
was
a
visitor
who
is
totally
unaware
of
the
needs
of
the
system
and
the
things
that
need
to
be
taken
care
of
or
we're
gonna
lose
it
yeah
and
I
think
the
average
visitor
is
absolutely
in
that
ball.
Court.
Q
Q
Well,
I
I
mean
I
I,
wanted
to
say
this
earlier
to
the
in
a
very
heartfelt
way
that
I
so
appreciate
the
the
true
emotional
connections
that
every
one
of
you
has
to
the
system,
and
we
started
this
process
with
pictures
like
the
head.
You
know
out
on
the
system
asking
what
people
met.
What
what
are
your
values
and
I
think
that
we
really
have
felt
like
it's
brought
us
together,
and
we
don't
want
to
lose
sight
of
all
that
that
that
is
very
important
and
we
heard
that
from
the
very
beginning.
Q
B
Q
Q
For
this
four
years
seems
like
a
big
milestone,
and
yet
you
know
it
you've
seen
it
all.
Basically,
you
know
we
are
making
refinements.
Obviously,
even
as
we
speak
and
we'll
continue
to
to
pull
this
together,
we
will
our
plan
is
to
release
this
on
Thursday
and,
and
that
is
the
tomorrow
next
Thursday.
Sorry,
oh
I'm,
sorry.
Q
18:18
and
that
will
be
the
the
final
draft
for
board
review,
which
includes
OS
BT,
as
well
as
the
planning
board
that
will
accompany
a
memo
to
you
and
then
the
planning
board
memo
goes
out
the
next
day.
So
that's
an
anticipation
of
the
public
hearing
on
the
31st
for
OS,
BT
and
hearing
the
next
night
as
part
of
the
planning
board
consideration
and
will.
Q
Q
So
there
will
be
no
changes
to
the
content
and
then,
as
we've
been
talking
about
integrating
that
into
our
work
plan
process
and
quite
honestly,
that's
even
already
beginning,
as
we
start
to
anticipate
what
2020
is
going
to
look
like.
So
that's
gonna
be
a
live
process
where
all
this
work
that
truly
thousands
of
people
have
influenced
is
going
to
result
in
true
alignment
and
follow
through
on
the
part
of
staff.
So.
J
It
our
process
committee
meeting,
which
I
thought
was
great
part
of
it,
was
well.
What
more
should
we
include
for
the
top
tier
strategies
in
terms
of
infographics
trends,
data
stuff,
like
that,
so
in
your
word
version,
are
you
gonna
try
to
put
in
like
what
the
captions
are?
Even
though
the
graphics
know
this
ya
know?
Well,
there's
gonna
be
a
graph
here
and
it's
gonna.
You
know
no.
Q
L
Q
J
B
H
I
A
Since
the
first
item
from
the
board
is
the
master
plan
process
committee
update,
much
of
which
we've
just
that's?
Why,
since
you
were
standing,
I
didn't
want
you
to
W
a
segue
I,
don't
think
there's
a
lot
that
needs
to
be
said
on
this,
but
the
process
committee
was
explicitly
asked.
You
know,
are
we
on
track
and
the
answer
was
yes
unanimous?
Yes,
the
July
24th
process
committee
meeting
got
moved
to
August
12
and
just
to
make
sure
the
public
and
the
rest
of
you
know
about
that.
A
Q
So
what
we
have
is
time
set
aside
with
planning
staff
the
very
next
morning,
they're
also
planning
to
come
to
the
31st
meeting
and
we'll
in
PowerPoint
form
be
able
to
update
planning
board
on
what
you've
deliberated
on
the
night
before
and
then
I
just
wanted.
Sorry
I,
don't
know
the
offer
that
also
what
we've
talked
about
being
able
to
do
is
provide
a
clean
version
also,
so,
just
if
it's
easier
for
a
reader
to
see
both
what
changed
from
the
board
review
draft
to
the
final
plan,
you
can
see
it.
A
None
sort
of
scheduling,
master
plan
related
stuff.
These
one
significant
discussion
was
what
to
do
with
the
system
overview.
There
was
a
suggestion
that
maybe
that
should
go
in
the
front
and
that
was
rejected
in
favor
of
sort
of
linking
to
it
and
making
it
available.
The
thought
was
that
having
a
200
page
document
attached
to
the
front
of
the
master
plan
would
make
the
document
too
long
and
sort
of
hinder
the
reader
in
getting
to
the
the
new
stuff
but
I.
A
J
Pieces
that
we
are
just
to
add
on
to
that
I
think
we
all
agreed
and
you've
seen
the
evidence
here
today
of
staff
for
the
tier
1
priorities,
both
bringing
in
more
of
the
data
and
links
to
the
system
overview
report
to
communicate
more
completely,
why
this
is
a
priority.
What's
going
on
that
makes
this
a
priority,
then
also
to
start
talking
a
little
bit
about
the
types
of
things
that
might
be
considered
under
implementation
and
you've.
J
Q
J
A
A
And
then
there
was
not
support
for
a
working
group
that
would
do
implementation.
I
think
the
feeling
was
that,
having
had
a
broad
base
of
public
input
and
process
to
then
turn
around
and
have
a
fairly
small
group
that
would
handle
implementation,
would
you
know,
run
sort
of
counter
to
a
lot
of
the
process
goals
that
we
had.
But
you
know
that
suggestion
had
been
made
and
was
discussed
in
the
process
committee.
B
Q
The
discussion
was
really
that
the
the
process
that
the
process
committee
helped
us
design
was
not
a
traditional
stakeholder
approach
in
and
of
itself
that
it
was
a
broad-based
community,
inclusive
approach.
There
were
some
concerns
raised
in
our
last
engagement
window
that
that
that
wasn't
what
some
folks
were
expecting
or
what
were
they
were
hoping
for
and
that
to
remedy
that
we
should
consider
a
working
group,
and
the
process
committee
said
that
that
was
intentional
to
have
not
to
have
not
designed
a
stakeholder
process.
A
J
Q
I'm
sorry,
Curt
I
just
wanted
to
clarify
one
thing
or
Tom
in
terms
of
pulling
in
the
system
overview
report,
information
we're
trying
with
that
reading
between
the
lines
of
the
guidance
of
don't
weigh
the
document
down
too
much,
we've
tried
in
all
cases
where
we
can
to
actually
point
you
to
the
direct
chapter
in
the
system,
overview
report
and
say
go
here
for
more
information
rather
than
say
pulling
in.
All
of
you
know
every
single
page,
that's
in
there,
because
that
would
write
this.
B
Q
A
B
A
A
One
possibility
is
to
do
this
on
July
31st
yeah.
There's
two
significant
concerns
since
we're
meeting
that
day.
Anyhow,
there's
two
significant
concerns
with
that
one
is
that
the
master
plan
issues
on
July
31st
may
prove
very
lengthy,
making
it
hard
to
have
a
good
substantive
discussion
on
Cu
South.
H
A
Gonna
be
significant,
they're
likely
to
be
lengthy
public
comment,
so
that's
a
strong
reason
not
to
do
it.
The
other
is
that
makes
it
very
different
for
staff
between
July
16th
when
they
here
council
direction
to
get
us
good
information
by
July
31,
that's
awfully
tight,
so
I
think
it
seems
like
trying
to
squeeze
that
if
we
hold
that
meeting
trying
to
squeeze
it
on
to
July
31
sounds
like
it's
probably
a
mistake,
so
that
then
raises
the
question
of
well
how
about
August
7th?
No,
you
know
the
Wednesday
in
between
so
I
realize.
A
We
do
I
think
there's
sort
of
two
questions
here.
One
is
just
to
get
reactions.
It's
totally
hypothetical,
because
this
may
not
play
out
I,
don't
want
to
spend
a
huge
amount
of
time,
scheduling
something
that
may
end
up
not
happening
because
the
council
direction
isn't
that
time-sensitive
and
we
can
do
it
just
in
the
ordinary
course.
But
so
the
thought
was
after
we
hear
from
Council
on
July
16th
to
just
you
know,
see
where
people
are,
but
it
may
be
worth
since
we're
just
all
here.
Surveying.
A
I
J
City
council
is
still
struggling
with
the
exact
nature
of
the
project
and
what
protection
level
there's
going
to
be
and
how
much
acreage
is
going
to
be
needed
for
for
flood
storage
on
CU
south
and
that
gets
into
a
lot
of
negotiations
and
just
to
add
to
what
you
said.
Tom
the
August
13th
City
Council
study
session
will
probably
be
with
Cu,
so
I
think
a
lot
of
things
are
going
to
happen
there
and
I.
Don't
think,
there's
going
to
be
even
the
outlines
of
a
final
plan
until
probably
after
that.
J
The
thing
that
concerns
me
is
that
the
question
has
been
raised
by
even
members
of
council
at
the
last
process.
Committee
meeting
is
the
CDOT
decision
a
killer
and
the
CDOT
decision
is.
You
can
put
the
flood
wall
at
your
boundary,
our
boundary,
but
everything
else
is
gonna
have
to
be
on
your
land,
which
could
be
a
hundred
feet
even
and
so,
and
my.
J
Problem,
probably
yes,
probably,
and
so
I
think
the
memo
that
you
all
got
does
I
think
a
very
good
job
of
laying
out,
in
brief
form,
the
nature
of
the
impacts
on
our
lands
and
the
resource
and
how
critical
they
are
so
I
think
that
is
going
to
be
well
communicated
to
Council,
but
I.
Think
our
and
I'm
sure
you
folks
would
communicate
this
that
changing
the
positioning
of
the
dam
from
being
on
Sadat's
property
to
being
on
a
hundred
feet
of
our
property.
J
In
the
middle
of
that
meadow
area
is
a
really
big
deal
not
just
for
our
resource
but
for
consultation
on
endangered
species
and
everything
else,
and
so
I
think.
As
long
as
we're
giving
that
message
to
council
at
the
next
meeting,
I,
don't
think
gonna
say:
okay,
we
want
your
approval
of
this
next
week.
No,
but
I
appreciate
you're
trying
to
anticipate
what
could
happen.
A
Certainly
wouldn't
be
voting.
Certainly
we
meet
voting
on
a
disposal.
I
had
a
hypothetical
August
7th
or
you
know
meeting,
but
you
know
one
could
imagine
them
wanting
to
have
some
idea
of
you
know
is
you
know?
Is
this
a
deal
breaker
or
not?
From
our
perspective?
There
are
these
issues
that
keep
arising.
Where
you
know
someone
says
well,
let's
look
at
this
and
then
see
you
says
something
people
said
oh,
you
should
have.
A
B
Think
that's
really
important
and
I
I
just
want
to
add
two
things,
and
one
is
to
thank
you
for
making
the
impacts
to
open
space
perfectly
clear
in
the
staff
memo.
As
one
of
the
council
members
said
to
me,
the
for
the
first
time
we
have
a
clear
statement
about
what
the
impact
to
open
space
land
is
and
for
me
it's
really
important
to
make
sure
that
that
level
of
clarity
to
council
prevents
the
kinds
of
comments
that
we
heard
at
the
last
seat.
B
See
you
deliberation
by
council,
which
was
oh,
it's
just
a
couple
of
acres
and
I.
Think
what
you've
done
in
the
memo
is
make
it
clear
that
it's
it's
as
much
as
90
acres
of
a
very
special
ecosystem,
that's
at
jeopardy
and
the
other
part.
For
me,
that's
really
important
is
to
have
some
information
about
where
we
are
with
the
underground
flow
and
the
ground
water
conveyance
system,
which
we've
heard
nothing
about
for
the
last
year,
because
that
to
me
is
part
of
the
OS
BT
decision.
B
B
J
H
A
K
A
That's
that's
my
view
and
I'm
not
gonna,
be
a
I'm
out
of
town
next
week,
but
I
know
Kurt
was
you
know,
I
would
assume,
if
asked
by
counsel
will
sort
of
say
that
is
our
proposal.
There's
these
other
issues
about
you
know
what
would
have
to
go
through
a
disposal
process
and
what
wouldn't
but
I'm
sort
of
guessing.
That's,
not
the
issue
for
next
Tuesday,
but
we
haven't
yet
weighed
in
on.
You
know
what
things
we
think
would
trigger
a
disposal
of
what
things
we
think
wouldn't
I.
Think
that's!
A
M
B
T
A
M
H
J
I
do
think
sometime
in
the
near
future,
we
may
need
to
put
in
front
of
council
again
remind
them
that
we
made
all
these
motions
about
mitigation
and
they
were
based
on
a
design
that
may
be,
and
so
it
just
reinforces
the
idea
that
this
is
not
an
abstract
issue.
For
us.
We
actually
look
and
the
staff
look
very
carefully
last
time
at
what
all
the
potential
groundwater
impacts
could
be,
and
so
just
to
emphasize
your
point,
we
can't
really
tell
them
much
until
they
tell
us
a
lot.
A
A
Me
that
requires
going
through
the
disposal
process.
You
know
there,
you
could
imagine
some
cases
that
are
a
little
farther
afield
and
whether
that
does
or
does
not
by
itself
required
disposal.
But
to
me,
if
you
put
flood
wall,
then,
but
not
everyone
anyhow,
that's
they
leave
it
at
that.
That's
my
two
cents
on
that.