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From YouTube: 5-11- 2022 City of Boulder OSBT Meeting
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A
And
I'll
start
by
taking
the
role
of
the
open
space
board
members.
Caroline
present,
michelle
john.
A
B
A
D
Great,
so
thank
you
for
joining
us
tonight
in
order
to
strike
a
balance
between
meaningful
and
transparent
engagement
and
online
security.
The
following
rules
will
be
applied
to
tonight's
meeting.
This
meeting
has
been
called
to
conduct
the
business
of
the
city
of
boulder
activities
that
disrupt
delay
or
interfere
with
the
meeting
are
prohibited.
D
The
time
for
speaking
or
asking
questions
may
be
limited.
No
person
shall
speak,
except
when
recognized
by
the
person,
presiding
and
no
person
shall
speak
for
longer
than
the
time
allotted
each
person
shall
register
to
speak
at
the
meeting
using
that
person's
real
name.
So,
if
you've
joined
by
phone
or
an
ipad,
you
can
rename
yourself
or
chat
to
the
chat
will
come
to
me
and
I
can
rename
you
no
video
will
be
permitted,
except
for
city
officials,
employees
and
invited
speakers.
All
others
will
participate
by
voice.
D
Only
the
person
presiding
at
the
meeting
shall
enforce
these
rules
by
muting.
Anyone
who
violates
any
rule
the
chat
function
is
enabled
and
goes
to
the
host
on.
It
will
go
to
me
only
and
it's
for
technical
zoom,
related
questions,
no
content,
please
only
the
hosts
and
individuals
designated
by
the
host
will
be
permitted
to
share
their
screen
during
the
meeting
and
when
we
get
to
public
comment,
if
you
want
to
raise
your
hand
to
get
in
line
to
speak,
you
can
find
that
hand
icon.
A
E
So
in
the
minutes
it
notes
that
we,
the
karen
and
carolyn,
would
write
a
letter
to
the
daily
camera,
but
in
the
letter
it
was
only
you
karen.
I.
A
A
I
did
not
go
back
and
look
at
the
tape,
so
I
I
don't
know
how
declarative
the
decision
about
authorship
was
in
the
meeting
leah.
Do
you
have
any
suggestions
and
just.
F
For
me
to
add
real
quick,
I
worked
with
karen
on
it
and
provided
edits
and
and
did
those,
but
it
was
really
the
majority
98
of
the
work
was
karen's.
So
I
just
wanted
credit
due
where
credit
was
due,
so
we
did
work
on
it
together
and
drafts
went
back
and
forth
but,
like
I
said,
karen
really
did
the
lion's
share
of
it
and
moving
forward
I'm
happy
to
do
more
of
this
or
write.
F
I
just
I
just
didn't
want
to
take
credit
for
her
work,
but
I,
but
I
I
was
a
part
of
the
process
and
and
still
happy
to
do
it
moving
forward.
G
I
think
karen
it's
tricky
just
because
the
minutes
reflect
what
happened
at
the
meeting.
It's
hard
to
add
in
anything.
After
I
think,
based
on
the
topic
it
seems
like
it
would
be
fine
to
leave,
as
is
dan.
I
don't
know
how
you
feel
about
that,
but
that's
kind
of
a
hard
one.
When
it's,
I
guess
I
would
say,
leave
it
as
is
because
the
way
the
conversation
was
left
during
the
meeting
was
the
two
of
you
would
work
on
it
together.
So
I
would
say:
leave
it,
but.
H
Yeah
I
would
like
to
chime
in
a
little
bit
too.
I
think
it's
fine
to
leave
it
in,
as
is,
and
if
the
kind
of
the
root
of
of
why
we
even
like
said
that
two
of
the
five
board
members
could
write
a
letter
and
represent
themselves
as
open
space
board.
H
Members
is
because
we
wanted
you
to
have
that
official
capacity
to
go
ahead
and
represent
yourselves
as
board
members,
rather
than
you
know,
private
citizens,
and
so
I
think
that
leaving
you
had
the
ability
to
put
two
two
names
on
it
and,
and
you
would
be
the
two
people,
but
it
didn't
necessarily
have
to
go
down
in
that
way.
That's
my
take
on
it.
F
And
I
agreed
completely
with
what
was
written
and
I
thought
karen
wrote
a
very
good
article.
It
it
had
nothing
to
do
with
non-agreeance.
So
in
that
portion
I
could
have
easily
put
my
name
with
it
and
and
been
agreeable
to
everything
in
the
article
I
just
didn't
want
it
to
seem
like
I
really
authored
it
because
it
like,
I
said
the
lion's
share
of
it
was
karen
stewie.
A
It
was
my
impression
after
the
discussion
on
april
13th
that
we
were
not
going
to
refer
to,
as
it
says
in
the
minutes,
members
of
the
open
space
board
of
trustees.
E
A
F
To
approve
the
minutes
from
our
april
meeting
a
second.
A
F
Just
to
know
with
procedures
when
it
comes
to
us
raising
our
hand,
as
opposed
to
speaking
when
we're
on
zoom.
Is
there
a
a
preference
or
oh.
G
G
I
Verbal
are
you
asking
me
yeah?
Yes,
john.
E
A
Okay,
there
are
no
items
on
our
agenda
tonight
that
request
public
comment,
so
the
next
portion
of
the
meeting
is
for
anyone
who
has
a
comment
to
make
to
the
board
at
this
evening's
meeting.
A
Okay,
gary
you
have
three
minutes
and
allison.
Can
you
put
up
the
timer
yep.
C
D
J
J
J
So
their
effect
on
other
people
and
on
the
land
is
not
much
different
from
regular
bicycles.
E-Bikes
can
help
get
more
people
bicycling,
which
is
good
for
human
health,
good
for
appreciation
of
nature
and
good
for
planet
earth.
We
especially
need
more
people
to
accomplish
their
transportation
objectives
without
resorting
to
internal
combustion.
Engines
bicycling,
including
e-bikes,
can
help
solve
our
global
warming
problem.
J
So
we
hope
you
will
liberalize
the
rule
that
currently
prevents
use
of
e-bikes
on
some
regional
trails
where
the
county
would
allow
e-bikes,
if
not
for
the
city
rule
boulder
canyon,
is
an
obvious
example.
Many
people
would
like
to
travel
up
the
canyon
from
the
city
using
e-bikes,
both
for
recreation
and
transportation
for
recreation.
J
L
Yeah
I
see
what's
on
your
agenda
tonight:
capital
improvements,
it's
fire,
it's
flood
and
you
know
I
gotta
say
every
meeting
that
I
go
to
has
everything
to
do
with
open
space,
and
I
and
I
follow
planning
board
landmarks
board.
You
know
landmarks
board.
This
guy
wants
to
put
up
a
big
wall
because
of
this,
the
noise
on
9th
street
has
gotten
so
bad
that,
instead
of
his
wood
fence,
he
needs
a
brick
and
what
happens
when
people
like
this
are
more
affected
by
the
noise.
L
L
He
wants
open
space
space
is
everything
to
humans,
having
some
free,
open
space
around
you
and
space
in
the
mountains,
and
if
we
were
back
in
caveman
days
and
everyone
you
know
could
just
put
in
their
time
and
maintain
it
and
and
collaborate
to
take
care
of
it
and
technically
purchase
it
by
agreements.
Now,
nowadays
we
have
money.
That's
transacted
and
cu's
impact
on
this
community
is
hefty.
The
east
boulder
sub
community
is
going
to
add
11
000
people.
How
are
you
going
to
pay
for
it?
L
How
are
they
going
to
pay
for
all
of
the
open
space
that
we
need
when
they're
east
in
the
suburbs?
Basically
they
want
to
be
in
boulder,
but
they
don't
want
to
be
an
east
boulder
sub
community,
even
if
it's
a
nice
community
neighborhood
that
might
help
to
keep
in
the
mayor
a
little
bit.
They
are
here
for
one
thing:
they're
here
for
the
mountains
and
they've
got
to
go
to
the
mountains
and
to
get
there
they
congest
and
cause
transportation
issues.
L
So
I
cover
you
know:
I
follow
the
transportation
advisory
board
also
and
then
the
planning
board.
You
know
the
millennium
hotel
is
being
developed
by
landmark
development
out
of
georgia.
Guess
where
landmark
was
last
in
berkeley,
guess
what
berkeley
did
when
they
expanded
their
their
impact
so
much
on
berkeley,
they
kept
enrollment
and
guess
what
landmark
did
when
that
happened?
They
came
to
boulder,
just
like
my
neighbor
down
the
street
in
the
mapleton
newsletter.
L
She
said:
hey
me
and
my
husband
are
in
san
francisco.
We
saw
a
big
caption
on
the
side
of
the
road
that
said
come
to
boulder.
You
know,
that's
really
nice,
but
you
know
it's
expensive
and-
and
you
guys
are
going
to
deal
with
that
and
after
this
fire
it's
really
expensive
and
with
flooding
in
south
polder
creek,
we've
really
got
to
slow
things
down
before
they
overcome
us
and
be
preemptive.
L
M
A
M
Yeah
just
some
opening
remarks,
because
tonight's
matters
from
the
department
all
have
sort
of
a
theme
and
it's
all
sort
of
centered
around
the
master
plan
in
one
way
or
another,
and
so
we
do
have
a
specific
item
tonight.
That's
to
present
a
annual
update,
but
in
essence
all
the
items
tonight
support
master
plan,
implementation
and
report
on
either
progress.
M
M
To
give
you
a
sense
of
a
little
bit
of
a
sense
too,
of
why
the
agendas,
some
of
the
agendas
are
structured,
the
way
they
they
are
throughout
the
year,
because,
instead
of
relying
on
one
single
report,
the
staff
has
taken
approach
of
trying
to
build
in
sort
of
progress
reporting,
if
you
will,
throughout
the
year
in
multiple
different
ways
and
and
and
really
the
tracking.
The
progress
section
of
the
master
plan
points
to
that.
Now
and
again,
just
some
excerpts
here,
staff
will
report
annually
on
progress.
M
Reporting
will
describe
progress
simply
and
graphically
for
a
broad
audience.
Staff
will
also
communicate
successes,
challenges
and
proposed
next
steps
and
will
adjust
long-term
work
plans
and
budgets
in
response
to
feedback
annual
board
engagement
on
master
client
implementation.
Progress
will
support
the
budget
approval
process
and
will
include
review
of
accomplishments
of
the
past
year,
as
well
as
progress
updates
and
multi-year
initiatives.
M
Preview
of
some
future
initiatives
and
priorities
for
the
annual
budget
request
in
support
of
master
plan
implementation
through
the
approval
process
for
the
department's
work
planning
and
budget.
The
board
and
council
will
have
an
annual
opportunity
to
review
and
discuss
progress
so
just
kind
of
want
to
pick
up
on
a
little
point
that
I
raised
last
month
at
the
meeting,
and
that
is
the
presentation
of
progress
updates
on
program
areas
within
the
department.
M
So
in
the
last
six
months
or
so,
we've
structured
in
an
update
on
our
wildlife
program,
agricultural
program,
water
program.
M
M
So
with
all
that
said
tonight,
we
also
are
going
to
hear
another
program
update
and
that
is
from
our
resource
information
services,
work,
group
and
they're
sort
of-
and
we
put
them
in
tonight
because
they're
the
unsung
heroes,
if
you
will
they're
sort
of
providing
the
support
that
all
these
work
groups
rest
on
in
terms
of
the
data
support,
they
need
the
analytical
support,
the
analysis
and
the
technologies
they
need
for
all
for
us
to
basically
do
our
work
and,
of
course,
we're
going
to
start
off
tonight
with
a
report
on
the
budget.
M
We're
going
to
provide
you
your
first
glimpse
into
the
details
of
the
2023
capital
improvement
program
budget
and
then
we'll
follow
that
up
next
month
with
the
approval
recommendation
of
that
budget
and
we'll
move
on
to
the
operating
portion
of
the
budget.
So
again,
it's
all
really
linked
to
master
plan,
master
plan
implementation,
and
so
I
just
wanted
to
set
that
stage,
because
at
the
end
of
our
matters,
we
will
conclude
by
providing
a
master
plan.
M
And
then
we
will
also
want
to
daylight
and
walk
through
how
to
utilize
an
interactive
map
that
was
built
for
members
of
the
public
for
them
to
be
able
to
go
in
and
look
at
some
projects
that
are
either
underway
or
that
are
proposed
in
the
coming
months
and
year
on
the
various
programs
that
we
have
and
chad
will
basically
explain
a
little
bit
about
that
map.
It's
creation
how
to
get
on
it
and
we'll
do
a
little
dancing
and
narration
of
walking
us
through
how
to
how
to
utilize
it.
M
So
with
that,
we're
going
to
start
off
with
a
touch
on
the
budget
and
cip
in
particular,
and
with
that
I'm
going
to
introduce
sam
mcqueen
and
cole
moffitt
sam
is
our
senior
manager
of
business
services
and
cole.
Is
our
senior
accountant
take
it
away.
N
Everybody
sam:
do
you
have
the
presentation
to
pull
up
perfect
so
hello
and
welcome
to
the
may
business
meeting.
Like
dan
said,
my
name
is
cole
mafia,
and
tonight
myself
and
sam
mcqueen
will
be
presenting
the
2023
draft
cip
next
slide,
please.
N
So,
as
you
can
see
from
this
calendar
tonight,
is
the
second
touch
on
the
2023
budget,
in
which
we
will
focus
on
the
proposed
cip.
The
first
draft
of
the
cip
will
be
submitted
to
the
city
on
may
20th
in
just
a
short,
while
with
final
recommendations
slated
for
june.
8Th.
One
thing
to
note
is
that
we
were
anticipating
having
updated
revenue
figures
for
tonight's
business
meeting.
However,
finance
has
pushed
this
information
back
until
may
24th,
so
we
do
not
currently
have
that
and
we
will
cover
that
in
june's
presentation.
N
N
So,
to
start,
since
our
last
april
meeting
the
special
adjustments
base
for
the
marshall
fire
was
approved
and
accepted
by
city
council.
This
includes
1.6
million
in
estimated
damages
the
two-year
extension
of
the
position
to
support
fema
reimbursement
and
10
000
in
grant
revenue
from
the
history
of
colorado
for
the
foxstone
barn.
N
N
Thank
you.
So,
as
I
mentioned
in
the
opening
slides,
the
revenue
update
was
pushed
back
from
april
26
to
may
24th,
and
we
will
provide
an
update
of
those
figures
at
the
june
business
meeting.
We
continue
to
anticipate
that
2021
revenues
will
out
for
outperform
expectations,
and
these
assumptions
have
been
built
into
the
development
of
the
2023
draft.
Cip.
N
Just
a
reminder
that
budget
guidelines
are
expected
from
the
finance
department
and
are
subject
to
change
as
we
go
throughout
the
year
and
finance
provides
us
with
a
six-year
revenue
forecast
on
a
rolling
annual
calendar
without
years
ending
through
2028.
So
we're
looking
at
the
window
of
2023
to
2028.
N
osmp
also
expects
an
increase
to
cost
allocation
this
year
after
several
years
of
it
being
flat
or
decreasing.
We
will
talk
about
crosstalk
allocation
more
in
depth
in
july,
but
it
will
be
helpful
to
hear
your
questions
on
cost
allocation
after
tonight's
presentation.
So
we
can
come
back
to
you
with
answers
at
that
time.
N
So
after
tonight
feel
free
to
email,
any
questions
and
we
will
send
to
the
finance
department
and
be
prepared
to
answer
those
as
well
next
slide.
Please
thank
you.
So
diving
into
cip
here
are
some
of
the
basic
elements
of
the
capital
project.
Projects
should
typically
either
create,
maintain
or
enhance
a
public
infrastructure.
N
They
are
discrete
projects
with
a
defined
start
and
end
date
over
50
000
in
cost
or
projects
of
the
same
type
totaling
more
than
50
000
cip
projects
typically
do
not
build
in
fte
editions.
The
operating
budget
supports
our
standard
hires
and
our
ftes,
and
we
want
to
adhere
to
the
definitions
and
transparency
with
planning
board
in
2023.
N
N
So,
looking
at
a
few
trends
here
is
a
10-year
picture
of
the
cip
from
2014
to
2023
and
so
to
start.
The
draft
2023
cip,
landed
right
around
or
currently
is
about
right,
around
7.1
million,
which
represents
an
increase
of
about
1.7
million
over
the
5.3
in
2022
and
so
just
to
dive
into
what
you're.
Seeing
here
in
the
ups
and
downs.
So
in
2016,
17
and
18,
there
was
a
push
to
focus
on
completing
2013
flood
recovery
projects.
We
had
a
deadline
of
fema
to
complete
all
construction
by
2018.
N
Longest
garden.
Excuse
me,
payment
in
2021
and
so
better
than
expected.
2021
revenues
presented
last
month
at
the
april
business
meeting
anticipated
revenue
recovery
from
covet
19
and
the
dollars
from
the
0.15
sales
tax
will
allow
us
to
program
additional
dollars
into
the
cip
and
23,
which
is
why
you
see
the
upward
trend
going
there
into
the
future.
O
Thanks
paul
hi
good
evening
trustees
I'll
start
by
sharing
some
details
about
osmp's,
cip
trends
by
budget
category,
so
the
city
categorizes
cip,
projects
as
capital,
maintenance,
enhancement
planning
or
new
facility
and
infrastructure.
O
O
O
They
are
ecosystem,
health
and
resilience,
responsible,
recreation,
stewardship
and
enjoyment.
Agriculture
today
and
tomorrow,
community
connection,
education
and
inclusion
and
financial
sustainability.
Many
projects
address
multiple
master
plan
strategies
and
osmp's
work.
Planning
system
allows
for
each
project
to
link
up
to
three
strategies
referred
to
as
primary
secondary
and
tertiary
project
managers
have
assigned
percentages
to
each
strategy,
for
example,
I'll
walk
through
the
tall
oak
grass
management
project.
O
Thirty
percent
or
twenty
two
thousand
five
hundred
is
focus
on
the
secondary
strategy.
Tier
two
control
invasive
species
and
the
remaining
10
or
7
500
is
focused
on
the
tertiary
strategy.
Tier
1
address
the
global
climate
crisis
here
and
now,
while
some
projects
may
focus
different
percentages
on
their
primary
secondary
and
tertiary
strategies
or
may
not
identify
one
of
those
categories,
this
percentage
breakdown
is
a
useful
way
to
report
master
plan
alignment
in
a
detailed
way.
O
O
O
The
first
column
of
number
shows
the
target
range
for
cip
spending
over
a
10-year
period,
as
identified
in
the
master
plan.
Osmp
aims
to
budget
25
to
40
percent
of
cip
dollars
for
ecosystem
health
and
resilience
over
a
10-year
period
in
2020,
26
of
the
cip
budget
went
toward
the
focus
area
47
in
2021
and
so
on.
O
The
rightmost
column
shows
cumulative
spending
toward
the
focus
area
over
the
four
budget
years,
since
the
master
plan
was
approved,
osmp
has
budgeted
32
percent
of
cip
dollars
toward
ecosystem
health
and
resilience
over
those.
Four
years
generally,
osmp
has
spent
within
our
target
cip
range
for
each
focus
area,
since
the
master
plan
was
approved,
with
a
majority
of
investments
geared
toward
ecosystem
health
and
resilience,
followed
by
responsible
recreation,
stewardship
and
enjoyment.
O
O
O
O
Restoration
of
irrigated
agricultural
fields
with
prairie
dog
conflict
has
been
funded
in
the
cip
for
a
few
years,
and
prairie
dog
conservation
and
management
is
an
ongoing
project
in
the
cip
and
focuses
on
relocation,
barrier,
construction
and
implementation.
Surveys
to
gauge
public
awareness
funding
has
fluctuated
over
the
years
based
on
specific
needs
within
the
project,
so
the
prairie
dog
conservation
and
management
project
was
funded
at
an
enhanced
level
in
2021.
H
Yeah,
thank
you
for
the
presentation
and
thank
you
for
the
memo.
Sam
and
cole.
One
tiny
thing
is
to
a
bigger
font
would
be
awesome,
use
some
of
that
white
space,
especially
with
so
many
numbers
on
the
page.
But
I
have
some
clarifying
questions.
H
I
know
I
pressed
last
meeting
about
just
this
definition
of
of
capital
and
just
the
mechanics
of
spending,
seven
million
dollars
it
going
on
to
the
balance
sheet
and
then
getting
depreciated,
which
I
think
is,
and
I
I
read
that
you
are
conforming
with
gaap,
and
so
I
believe
that
that
mechanic
is
true
right.
The
seven
one,
seven
point:
one
million
dollars
gets
spent
and
then
put
onto
the
balance
sheet
and
then
or
depreciate
it
over
time.
H
Okay,
so
and
then,
when
I
look
at
the
project
list,
I'm
just
trying
to
understand
how
some
of
these
projects
sort
of
fit
that
so
on
page,
two
of
your
memo
talk
about
the
definition
of
a
capital
project
and
project
type,
and
it's
you
know
generally
defined
as
physical
assets
with
a
usable
life
of
at
least
three
years.
H
H
and,
like
I
understand
the
physical
barriers
and
the
ear,
you
know
the
the
need
to
to
enhance
those
like
the
irrigation
and
all
of
that
too,
for
the
express
purpose
of
prairie
dog
management.
But
you're,
are
you
putting
things
in
there
like
the
substances
used
to
manage
the
prayer
dogs?
Or
is
it
really
just
like
the
physical
parts
of
that.
O
Yeah,
I
can
I'll
address
the
first
piece
of
that,
so
in
terms
of
depreciation,
so
the
city
capitalizes
physical
assets
over
five
thousand
dollars,
and
so
that
would
be
things
like
equipment
facilities.
O
Things
like
that
anything
over
five
thousand
dollars
and
then
keeps
track
of
depreciation
because
over
time
for
those
assets
in
terms
of
what
we
put
into
our
capital
improvement
program,
a
lot
of
it
is
it
is
not
capitalized
and
calculated
for
depreciation
in
the
same
way
because
of
they
are
physical
assets,
but
they're,
not
five
thousand
dollars
worth
of
assets.
O
So
a
trail
is
not
something
that
we
take
typically
calculate
depreciation
for,
so
our
accounting
department
doesn't
typically
include
that
in
our
the
comprehensive
annual
financial
report,
but
we
capitalize
it
because
it
does
include.
O
It
really
includes
maintenance
over
long
periods
of
time,
major
expenditures
of
dollars
over
50
000,
and
we
really
want
to
focus
on
transparency
with
the
planning
board
of
what's
happening
in
the
city
and
how
we're
spending
our
dollars
on
big
projects
like
this.
So
we
do
put
them
in
the
cip
to
address
the
types
of
things
that
get
included
in
our
cip.
O
We
try
to
be
comprehensive
in
the
things
that
get
purchased,
so
a
large
dollar
amount
would
include
equipment
to
perform
the
work
if
needed,
it
would
include
hiring
contractors
to
perform
the
work,
so
we
again
like
we
may
not
actually
be
purchasing
the
equipment
ourselves
and
things
like
that,
so
it
really
covers
the
entire
scope
of
the
project
when
we
propose
these
dollar
amounts.
H
M
I'll
be
sam,
you
can
ask
answer
that
direct
question,
but
michelle,
I
think,
you're,
pointing
out
to
something
that
you're
sort
of
correct
an
open
space
department
is
a
bit
of
an
oddity
for
a
city
government
in
terms
of
traditional,
what
you
would
call
the
the
traditional
definitions
of
capital.
M
So
we've
been
working
over
the
years
with
with
city
staff,
finance
department
staff
on
on
sort
of
tweaking
our
capital
improvement
progress
program.
So
everybody
is
sort
of
feels
comfortable
that
the
spirit
and
the
definitional
stuff
is
met
from
an
open
space
perspective
and
a
city-wide
perspective.
But
you're
right.
You
know
our
department's
a
bit
of
an
oddity
and
it
doesn't
fit
as
nicely
as
like
building
a
a
brand
new
building
or
or
putting
in
a
a
big
parking
garage,
or
something
like
that.
M
H
Yeah-
and
I
I
may
be
the
only
one-
who's
hung
up
on
it
because
I
I
read
these
words
like
management
and
that
does
not
to
me
in
my
wiring
correspond
with
capital
education.
Although
I
know
these
are
super
valuable,
I'm
not
diminishing
that
at
all.
You
know
visitor
communication
and
education
enhancements
and
is
that
infrastructure
is
that
you
know,
and
and
like
I
said
I
I
just
yeah-
go
for
a
mark.
No,
no!
It's.
P
A
great
point:
remember:
the
cip
planning.
Excuse
me,
cip,
planning,
cip,
maintenance,
cip
new
infrastructure,
so
there
is
a
planning
side
of
the
cip
and
we
we,
as
I
always
say,
planning
used
to
be
10.
Now
it's
up
to
15
of
the
total
cost
of
a
project
and
that
is
included
as
part
of
the
cipre
project.
So
sometimes
education
work
might
be
an
interpretive
plan
to
inform
them.
The
interpretive
infrastructure
other
pieces
are
like
interpretive
signage,
interpretive
facilities
to
support
the
department
needs.
So
that's
to
my
mind,
that's
the
difference
between
the
two.
M
Yeah
and
on
that
michelle,
for
instance,
deploying
mobile
hotspot
technologies,
signs
sign
infrastructure
is
a
big
item
under
that
under
that
one.
So
you
know
there
are.
There
are
physic
a
lot
of
physical
infrastructure
built
into
that
one
item.
A
Q
M
Right
so
and
dave,
I
I
want
to
use
the
words
you
like,
but
I
I
forgot
it
already
so
I'll
just
say
green
assets,
but
yeah.
So
we
have
an
asset
class
that
is
very
different
than
most
the
accountants
or
whatever
would
would.
We
would
be
thinking
about
an
asset
but
built
into
the
cip.
M
There's
there's
sprinkling
of
asset
management
in
our
cip,
including
getting
at
a
very
specific
strategy
for
how
to
provide
some
more
baseline,
assess
assessments
of
our
green
assets,
we're
referring
it
to
an
eco
map
project,
but
that's
sort
of
our
sort
of
strategy
to
get
towards
the
asset
management
element
of
of
the
of
that
particular
class
of
assets
that
we
have
and
there's
dollars
dedicated
to
this
cip.
For
that.
H
Yeah-
and
I
know
you
were
asking
for
clarifying
questions,
but
I
don't
know
if
we
were.
We
actually
want
to
talk
about
the
project
list.
If
any
other
people
have
clarifying
questions.
I
Yeah
I'd
like
to
jump
in,
I
I'm
still
having
trouble
with
the
the
two
big
tables
in
the
both
in
the
pres
well
in
the
in
the
memo,
and
my
problem
is,
is
that
in
you
know,
I
talked
with
dan
earlier
that
the
numbers
associated
with
the
projects
or
the
focus
areas
are
all
different
or
most
of
them
are
different,
and
but
they
all
end
up
totaling
the
same,
and
so
I
think
it's
very
confusing
to
present
the
information
this
way
and
I
guess
to
be
more
productive.
I
If,
in
fact,
a
project
has
a
you
know,
multiple
work
group
association,
it
strikes
me
that
it
would
be
most
helpful
in
the
cip
discussion
or
the
presentation
of
information
to
have
that
broken
out,
because
I
I
know
that
you
know
some
of
the
numbers
in
in
the
the
tier
table
or
the
focus
syria
table
include.
You
know
more
than
just
the
capital
fund
contribution
and-
and
so
I
think
it
would
be
clearer
both
for
the
board
as
well
as
the
public.
I
I
Here's
what
the
operating
contribution
is,
here's,
what
the
grant
contribution
is
or,
however,
it
needs
to
be
split
out,
because
again,
I
think
it's
very
confusing
to
have
these
projects
and
have
completely
different
numbers
associated
with
them,
for
example
in
the
table,
which
is
not
actually
it's
the
recommended
again,
I
think
it's,
the
2023
cip
projects,
the
north
trail
study
area
implementation,
eagle
trail,
restoration
comes
in
at
515
000
on
the
table,
that's
on
page
12
and
then.
I
It
it
over
I'm
looking
over
in
the
other
table,
the
new
trail
or
trail
maintenance
is,
is
690
000.,
and
so
you
know,
the
eagle
trail
looks
like
it's.
75
percent
of
the
total
trail
maintenance
component
for
2023
and
another
example
isn't
actually
is
kind
of
the
same.
One
is:
is
the
north
sky
trail,
which
looks
like
on
the
first
table
on
page
10
that
it's
in
the
build
new
trails
is
guided
by
past
and
future
plans?
So
that's
what
the
north
sky
trail
is
here.
I
It
comes
in
at
996
thousand
dollars,
whereas
in
the
in
the
other
table
it
comes
in
at
518,
000
and
again
it
just
strikes
me
that
we're
presenting
a
lot
of
information,
but
we
don't
want
it
to
be
confusing
or
misleading,
and
I
think
we
need
to
focus
on
if
we
want
to
break
out.
You
know
the
various
contributions
to
the
funding
of
projects.
We
should
do
that
or
we
should
have
a
singular
table
that
has
you
know
the
specific
projects
with
the
cip
funding
anyway.
I
So
the
question
is:
is
that
an
accurate
assessment,
or
am
I
missing
something.
O
I
can
start
I'll
start
and
then
dan,
if
you
want
to
jump
in
with
any
other
clarifications,
I'll
share
my
screen
again
just
to
walk
through
one
piece
and
then
we'll
explain
something
here,
so
I'm
just
bringing
up
a
slide
that
I
had
previously
shared
so
each
of
the
in
the
table
that
has
the
list
of
all
of
the
2023
cip
projects.
O
You
see
the
total
dollar
amount
associated
with
those
projects.
So,
if
you're,
looking
at
tall
oak
grass
management,
for
instance,
you're
seeing
75
000
associated
with
that
project
in
the
table
on
the
back
end
in
our
work
planning
system,
we've
developed
a
way
to
have
three
different
strategies
tied
to
that
one
project.
O
So,
instead
of
just
saying,
oh,
this
only
supports
one
project.
We've
really
tried
to
break
it
out
and
say
what
percentage
of
the
project
actually
goes
towards
which
strategies,
and
so,
for
instance,
here
for
the
the
primary
strategy.
Sixty
percent
of
the
funding
from
the
seventy
five
thousand
dollars
goes
towards
this
preserve
and
restore
important
habitat
blocks
and
corridors.
So
when
we're
calculating
for
the
table
that
you're,
referring
to
that,
has
the
breakdown
of
strategies
that
table
only
incorporates
cip,
which
is
why
you
see
the
numbers
totaling
the
same
7.1
million.
O
I
Let
me
interrupt
you
while
this
is
still
up,
so
I
guess
my
question
is,
and
maybe
it's
a
suggestion
is:
if,
if
tall
oak
grass
has
these
three
components,
why
aren't
we
listing
the
tall
oat
grass
project
as
a
2023
cip
line
and
and
then
break
it
out
in
these
various
components
which
would
then
you
know
kind
of
associate
with
the
specific
strategies
it
it?
I
It
just
strikes
me
that
there's
there's
a
part
of
the
conversation
that
is
missing
in
order
for
someone
to
interpret
exactly
kind
of
what
is
constituting
you
know
the
a
total
of
these
projects.
I
Yes,
if
that
is
doable,
I
mean
I
don't
want
it
to
be
again
so
complicated
or
convoluted
that
still
people
can't
understand
it.
But
if
we
want
to
associate
project
components
with
various
strategies,
then
I
think
for
the
public
and
for
the
board
to
understand
completely
about
okay,
what
contribution
is
being
made
from
or
for
what
strategy?
That
would
be
helpful.
I
Right
or
I
may
be
wrong,
but
and
people
may
other
people
may
not
feel
that
that's
a
big
deal,
but
it
just
strikes
me
that
it
could
be
a
lot
clearer
and
actually,
probably
more
persuasive.
If,
in
fact,
we
did
it
that
way,
so
people
could
see
you
know
kind
of
with
each
project
what
the
various
funding
components
are.
O
Yeah,
I'm
understanding
exactly
what
you're
saying
yeah
just
for
for
reference.
Some
portion
of
the
assess
and
manage
increased
by
vegetation
sorry
includes
some
portions
of
the
gebhard
site
plan
implementation,
north
trail
study
area,
implementation,
repair,
eagle
trail.
So
I'm
understanding
what
you're
saying
we.
We
have
the
ability
to
do
that
breakout
and
we
have
that
information.
You're
you're,
asking
to
see
it
sort
of
in
a
flipped
way.
Then
we've
proposed.
I
Yeah
that'd
be
good
and
I
I
do
appreciate,
I
think,
the
bar
graph
that
you
showed
previously
yeah.
You
know
the
total
expenditures
proposed
for
each
focus
area
is
good.
So
then
we
as
a
board
can
compare
okay.
You
know
this
is
how
much
total,
how
much
money
we're
spending
you
know
for
ecosystem
resiliency
as
opposed
to
you
know,
recreation
and
things
like
that.
That
would
be,
I
think,
that's
very
informative.
M
F
Hey
thank
you
guys
for
that
update.
That
was
really
good,
a
couple
of
questions
and
if
you
guys
already
touched
on
it,
I'm
I'm
sorry.
My
brain
doesn't
feel
100
tonight,
I'm
looking
at
our
packet
from
last
year
and
it
said
that
we
expected
the
cip
to
increase
and
then
discussing
where
to
program
the
additional
revenue
the
department
determined
that
increases
should
be
allocated
across
both
cip
and
operating
budgets.
I
know
you
said
that
we
don't
have
the
revenue
yet.
Is
that
still
the
plan.
O
Yeah,
so
we've.
What
we've
presented
is
is
that
half
of
the
the
that
statement,
which
is
the
cip,
we
are
predicting
that
we're
going
to
be
in
a
better
place
for
revenues.
Just
based
off
of
what
we're
seeing
from
the
2021
numbers
that
have
come
in.
We'll
have
a
lot
more
information
to
share
in
june,
when
we
have
those
updated
forecasts
from
the
finance
department
and
we'll
be
able
to
share
where,
if
and
where
we
will
make
additional
investments
in
the
operating
budget.
O
Yeah,
so
we
actually
made
those
restorations
in
2022,
we're
glad
that
we
were
able
to
do
that
and
we've
continued
those
restorations
and
we
hoped
to
carry
them
also
into
2023,
so
those
restorations
are
currently
back
on
our
budget
right
now.
Okay,.
F
And
then
again,
I'm
sorry
if
someone
said
this
looking
at
the
packet
from
last
year
under
the
year
2022
discussing
revenue
projections,
it
gives
it
to
you
from
2021
to
2027.
So
you
have
six
years
of
figures
and
2022
is
when
it
jumps
from
25
million
to
29
million
expected
revenue.
So
it's
you
know
a
pretty
decent
increase
from
the
year
before.
F
Did
we
say
why
or
what
that
is
and
again,
if
you
need
to
wait
till
the
next
meeting,
because
we're
not
discussing
this
now,
but
I
I
was
just
curious
what
the
big
jump
was.
O
Yeah
I
can
share
some
high
level
details
and
then
we'll
be
able
to
share
more
specifics
when
we
get
those
projections
and
then
especially
as
we
dig
into
operating
budget
in
july
and
august,
we'll
have
even
more
details
to
share
there
generally.
So
we
get
six-year
projections,
six-year
forecasts
for
our
revenues
from
the
finance
department.
We
expect
another
six
years,
they
update
the
six
years
every
time.
O
So
if
we
have
a
projection
for
2023
from
last
year,
they'll
update
that
project
projection
again
and
we'll
incorporate
that
new
number
into
our
our
budget.
O
The
jump
was
really
it's
sort
of
what
we're
expecting
now
that
we,
we
are
anticipating
some
level
of
revenue,
recovery
from
2020
and
2021
numbers,
and
so
that's
where
those
are
coming
from
the
finance
department
works
closely
with
cu
to
come
up
with
those
projections
and
they
generally
pick
more
of
the
conservative
projection.
F
I
think
you're
on
mute.
Oh
sorry,
this
might
be
a
dumb
question,
but
none
of
that
is
federal
dollars.
Is
that
correct?
So
we
that's.
O
Correct
yeah,
we
don't
that
is
all
revenues
from
sales
and
use
tax
and
investments,
and
things
like
that.
F
And
then
I
know
that
you're
relatively
new,
so
if
it's
easier
for
someone
else
to
answer
the
question
just
because
I
don't
know
when
it
just
got
brought
up-
and
I
feel
like
we
discuss
finance
it
does,
can
someone
describe
to
me
the
engagement
or
process
the
city
does
with
cu
when
doing
these
budgets?
F
I
don't
know
if
having
a
large
university
in
a
city,
if,
if
that's
kind
of
a
normal
thing
that
the
university
and
the
city
does
with
each
other
or
if
that's
unique,
to
boulder
and
and
what
their
their
process
processes.
O
Yeah,
so
every
city
will
be
different
in
previous
years.
The
finance
department
will
work
directly
with
cu
economists
and
present
at
city
council
with
those
economists,
and
so
the
projections
are
really
they
come
up
with
the
projections
together
and
I'm
not
sure
I
actually
am
not
quite
sure
what
they're
planning
to
do
for
the
later
may
presentation,
but
in
previous
years,
like
I
mentioned,
they
have
actually
presented
it
together.
A
O
A
A
Okay,
john,
do
you
have
some
questions.
A
Okay,
my
questions
revolve
around
the
increase
in
capital,
enhancement
and
capital
maintenance,
and
I
know
from
our
work
on
the
master
plan
that
reducing
the
backlog
of
maintenance
needs
was
a
huge
theme
in
the
master
plan
in
just
about
every
eric
topic
area,
and
my
question
is
if
we
are
trying
to
get
rid
of
the
back
maintenance
backlog
and
yet
we're
increasing
the
number
of
trail
miles
that
need
to
be
maintained.
M
I'll
I'll
answer
in
it
and
in
two
different
ways
and
I'd,
I
welcome
sam
and
lauren
or
any
deputies
to
chime
in
too.
So
I
think
the
first
question
is
is
we'll
have
to
also
look
at
the
operating
budget,
because
a
lot
of
our
maintenance
maintenance
type
projects
are
embedded
in
our
operating
budget.
Okay,
since
all
of
our
trails,
staff
that
are
out
there
working
on
maintenance
projects,
that
is
all
funded
out
of
our
operating
budget,
typical
maintenance
projects
from
the
trails
perspective
are
a
lower
cost.
M
M
You
know
some
pr
pretty
major
investments
in
the
cip,
but
for
using
trails
as
an
example,
the
bulk
of
all
of
our
trail
maintenance
programs
will
be
funded
from
our
from
our
property,
and
I
think
that
that's
that
will
be
true
for
a
lot
of
our
asset
management
work,
but
cip
certainly
does
represent
some
significant
investments
in
in
that
area,
specifically,
if
I'll
just
point
out
to
commitments
prior
commitments
that
we
made
to
the
community,
in
which
the
master
plan
does
recognize
that
the
master
plan
is
made
up
of
prior
prior
plans
that
have
been
approved
by
council
and
and
recommended
by
board
and
had
significant
community
input
so
in
in
the
case
of
north
trail
study
area.
M
M
So
I
I
I
just
want
to
paint
that
picture
because
it
wasn't
like
the
trail
was
a
the
plan
was
approved
in
2016
and
then
2017.
We
drastically
changed
our
budget
to
go
address
that
particular
enhancements.
That
came
out
of
that
plan.
M
We've
we've
tried
to
do
it
in
a
more
longer
term,
sustained
approach,
so
we
didn't
have
to
sacrifice
one
for
the
other,
and
so
we
do
feel
like
with
some
enhanced
revenue
projections
that
we're
able
to
sort
of
do
both
we're
able
to
finally
get
to
some
implementation
of
of
an
important
trail
study
area
plan
that
was
approved
while
maintaining
and
even
increasing
investments
in
the
on
the
maintenance
side.
A
Jeff,
I
saw
you
turn
your
camera
on.
I
did
you
want
to
say
anything
about
that.
S
A
Okay,
and
so
so,
it
seems
to
me,
there's
a
bit
of
a
problem
with
needing
to
approve
the
cip
before
we
get
to
the
operating
budget,
so
that
we
can't
see
the
interaction
between
the
two
and
how
what
progress
we're
making
on
reducing
the
trail
maintenance
backlog
and
how
much
we're
investing
in
that,
both
within
the
cip
and
the
operating
budget.
Because
we
have
to
deal
with
one
of
them
at
a
time.
H
A
question
for
you,
karen
would:
would
that
change
your
decision
to
follow
a
recommendation
on
implementation
of
plans
that
were
approved
six
years
ago.
No.
A
F
Unless
there's
maybe
something
in
beehive,
I
don't
know
how
often
that's
been
used,
but
that
was
the
point
of
when
we
approved
that
as
well.
M
F
M
Getting
outside
of
this
annual
year
and
looking
at
10-year
implementation
of
the
master
plan
and
and
and
annual
reports
and
I'll,
just
just
so
everybody
has
this
context.
So
from
the
trails
maintenance
standpoint.
As
everybody
knows,
we
we
monitor
20
of
the
system
in
any
given
year,
so
every
five
years
we're
able
to
sort
of
sweep
the
system
and
give
us
a
status
report
of
of
how
things
are
doing
from
a
condition
standpoint.
M
So
using
that,
as
as
an
example,
our
plan,
as
as
you
know,
we
have
these
program
updates,
which
are
done
monthly.
We
have
annual
budgets
and
work
plans
which
we
daylight,
where
we're
sort
of
putting
our
investment
from
a
percentage
standpoint
and
then,
at
the
fifth
year,
sort
of
master
plan
period.
M
We're
proposing
to
do
a
pretty
extensive
check-in
if
you
will
in
which
we're
going
to
be
present
for
lack
of
a
work
better
word,
a
scorecard
type
of
type
of
thing
of
where
we
are
at
based
on
these
annual
monthly
and
annual
investments.
Where
we're
at
from
a
trend.
Standpoint
from
let's
say
overall
trail
condition:
are
we
moving
the
needle
and
then
that
will
allow
us
time
to
basically
look
into
the
back
half
of
that
10-year
period
and
say?
Is
there.
D
M
M
Are
we
starting
to
feel
confident
that
some
of
these
tier
ones
are
are
well
underway
and
we
want
to
switch
it
out
with
a
tier
three
strategy,
so
the
the
the
tiering
the
five-year
check-in
will
allow
us
the
time
to
really
look
at
where
we're
moving
the
needle
after
five
years
of
annual
investments
and
and
then
help
for
us
to
really
strategically
work
together
and
collaborate
as
a
board
and
a
staff
and
as
a
community
to
say,
do
we
need
to
make
any
major
adjustments
to
the
master
plan
moving
into
the
back
half
of
the
plan
in
terms
of
any
redoing
of
our
tearing
or
where
our
emphasis
needs
to
be
so
that
that
I
know
this
doesn't
help
from
this
annual
perspective,
but
that,
I
think,
will
help
maybe
paint
a
picture
of
of
how
monthly
updates
and
annual
updates
feed
into
a
five-year
check-in
and
then
a
10-year
renewal
of
a
plan.
S
S
So
there's
a
wealth
of
projects
I
mean
I
can
just
say
off
the
cuff
that
I
feel
confident
we
are
reducing
that
backlog
and
I
really
appreciate
that
that
question,
because
also
as
a
new
staff
member
to
the
team,
that
was
one
of
my
key
questions
is.
Are
we
really
getting
you
know
making
a
dent
on
that
backlog
and
as
I've
engaged
with
the
staff
and
learn
more?
S
S
F
If
and
if
this
isn't
in
the
right
spot
karen,
you
can
stop
me,
and
I
can
ask
it
later,
if
it's
more
appropriate
there,
but
when
you
made
the
statement
about
approving
one
function
without
being
able
to
see
the
other.
I
immediately
thought
about
beehive,
because
when
we
approved
the
full-time
position,
if
I'm
getting
that
right,
beehive
at
that
point
was
expected
to
100
cover
all
of
the
trails
within
a
four-year
period.
F
So
if
that's
still
moving
forward
at
that
rate,
then
I
think
that
that
would
make
any
decisions
or
questions
that
you
have
related
to
that
a
lot
easier.
So
I
don't
know
if
anyone
can
can
talk
about
that.
If
this
is
the
right
time
for
that.
M
I
yeah
so
we
monitor
20
of
the
trail
system
every
year,
so
every
five
years
we'll
have
a
every
four
to
five
years.
We'll
have
a
sort
of
a
complete
look,
we'll
have
an
analysis,
an
analysis
period
after
that-
caroline,
it's
just
you
know
the
day
after
that
last
trail
is
monitored.
Then
you
take
all
the
information.
You'll
do
some
analysis
and
get
ready
to
be
able
to
present
out
on
that.
So
one
one
thing
that
we
can
be
prepared
for
is
this
fall.
I
think
early
fall
jeff.
M
The
trails
program
will
be
providing
this
board
with
an
update
on
the
trail
program
and
while
we
we
wouldn't
be
having
gone
through
a
full
cycle
at
and
be
prepared
to
report
out
on
that,
we
could
certainly
hit
on
the
beehive
aspect,
the
the
condition
aspect
of
of,
and
maybe
even
report
out
on
some
things
that
we're
seeing
on
some
completed
sections
of
of
of
of
monitoring
and
then,
of
course,
at
the
five-year
period,
we'll
we'll
report
out
on
all
the
whole
system
having
been
monitored
and
where
we're
at
compared
to
where
we
were
at
a
couple
of
years
ago.
F
Sorry
I
feel
like
I
and
I
saw
dave
trying
to
talk
too
so
I'll
make
it
quick.
Do
you
do
you
feel
that
beehive
is
doing
what
it
was
planned
to
do?
Are
there
any
disruptions
with
it,
and
then
I
guess
kind
of
an
add-on
to
that
is
I
I
think
I
understood
that,
like
the
whole
city
was
going
to
be
using
beehive
and
various
functions,
does
it
seem
like
it's
being
implemented
in
the
other
departments
in
boulder
or.
S
S
That's
that's
the
great
benefit
of
beehive,
it's
relational
across
many
departments,
so
other
departments
can
see
where
trails
are
located
or
roads,
bridges,
etc.
So
we
can
always
be
planning
together,
and
you
know
as
an
example
not
disrupting
each
other's
infrastructure.
I
would
say
it
has
been
successful.
S
Anything
from
our
various
like
temporary
staff
out
in
the
field,
using
it
to
update
condition
information
or
make
changes
in
how
the
the
condition
of
the
trail
is
or
the
work
they
did
that
day
and
logging
that
so
it's
a
very
effective
tool
and,
like
dan
said
in
september,
when
we
come
back
both
with
our
trails
program
and
undesignated
trails,
we
can
show
that
longitudinal
kind
of
look
over
time
and
and
give
a
status
of
where
we're
at
but
beehive.
It
is
a
pretty
advanced,
sophisticated
tool
and
we're
working.
S
In
fact,
we
just
had
a
meeting
this
week,
how
we
incorporate
data
and
how
we
use
that
data
to
really
be
strategic.
So
it's
it's
looking
at
what
do
we
have?
What's
the
current
condition?
If
something
needs
to
be
repaired,
how
do
we
repair
it?
We
can
schedule
that
we
can
plan
that,
and
that's
really
what's
giving
informing
this
cip
as
sam
is
presenting
that
the
other
thing
too.
You
know
what
trails
are
interesting
a
lot
of
times
to
your
point,
karen.
S
S
So
those
are
the
kind
of
things
we're
doing
with
the
data
to
really
make
sure
we're
again
we're
reducing
that
backlog
of
maintenance
getting
rid
of
the
problem.
So
all
that
to
say
we'll-
and
we
can
talk
more
in
a
moment
during
the
master
plan-
update
too
and
september-
will
be
the
big,
the
big
data
dump
and
really
showing
that,
where
we're
at.
F
And
is
that
the
because
you
stated
that
you
had
evidence
that
the
the
trail
maintenance
backlog
was,
you
know
being
being
dealt
with
or
reduced?
Is
that
where
you
got
that
evidence
from
was
from
the
data
from
beehive.
S
Yeah
as
as
dan
was
mentioning
it's,
we
have
a,
I
don't
want
to
get
too
into
the
the
detail.
In
fact,
we've
got
some
data
folks
coming
up
next
in
the
agenda,
but
yeah
we're
using
beehive
to
capture
that
data.
As
along
with
other
tools,
we
have
a
program
called
he
tap,
so
long
story
short
there's
people
out
in
the
field
with
eyes
on
the
trails
on
the
system.
S
You
know
downloading
information,
capturing
data
in
beehive
again
that
we
can
look
at
what's
the
most
critical
condition,
we
can
overlay
that
with
visitation.
If
we
see
over
time
a
trail
is
getting
more
visitation.
What's
the
impact,
that's
having
that's
why
you
know
this
past
couple
years
we've
been
working
on
royal
arch,
highly
visited
trail.
You
know
high
impact
once
that
trail
is
eroded
and
damaged.
It's
unsafe.
It's
it's
harder
to
bring
it
back
to
an
acceptable
standard
condition.
So
yeah
beehive
is
the
tool.
That's
really
helping
inform
that
so
great
great
observation,
yeah.
M
Thank
you
and
I
think
we
did
a.
We
did
a
beehive
sort
of
tutorial,
maybe
about
18
months
ago
for
this
board,
and
I'm
wondering
karen.
We
could
talk
about
whether
or
not
we
want
to
do
a
sometime
in
in
the
near
future.
2023
2022,
whether
we
should
come
back
and
and
get
an
updated
status
report
on
beehive,
because
at
that
time
beehive
was,
I
think,
we're
in
our
second
or
third
year
of
using
it.
M
What
is
your
priorities
and
what's
your
annual
work
plan
going
to
be
to
hit
your
highest
priorities
based
on
what
that
data
was,
and
so
we've
been
sequencing
in
loading
all
of
our
asset
classes
into
beehive?
And
of
course
one
of
the
most
difficult
one
is:
is
sort
of
the
natural
resource
asset
class,
yeah
and
but
yeah.
I
think
we're
cracking
the
code
on
that
one.
So.
L
I
So
I
want
to
make
sure
that
I
I
think
karen
asked
a
very
important
question
in
that
we
don't
lose
the
message,
and
that
is
we.
We
as
a
board
are
the
messages
we
as
a
board
are
needing
to
see
and
the
operating
and
capital
improvement
budget
conversation
more
closely
aligned,
and
I
don't
know-
maybe
you
know
dan,
why
the
capital,
the
cip
budget
gets.
I
You
know
first
crack
in
the
city
process
before
the
operating
budget,
but
it
strikes
me
that
you
know
from
the
open
space
program
perspective
we
may
only
tentatively
want
to
approve
a
cip
until
we've
had
a
chance
to
look
at
the
operating
budget
and
then
come
back
and
make
you
know
a
formal
or
official
decision
on
on
both
budgets,
because
it
starts
me
that
yeah,
if
those
budgets
are
so
closely
aligned
breaking
them
apart
by
seven,
you
know
by
several
months.
I
Distance
is
not
helpful
and
from
my
perspective
I
think
the
operating
budget
should
be
the
primary
budget
conversation
initially
and
then
the
cip
budget
conversation
subsequent
to
that.
But
anyway,
that's.
I
The
message,
I
think,
is
that
we
need
to
have
those
budget
conversations
more
closely
aligned
and
if,
in
fact,
the
cip
budget
conversation
has
to
occur
initially,
then
there
ought
to
be
some
flexibility
or
accommodation
for
us
as
a
board
to
return
and
make
sure
that
you
know
we've
aligned
the
various
aspects
of
both
of
those
budget
conversations
so
that
they
make
sense
in
in
the
coming
year.
Yeah.
M
No,
I
appreciate
that
dave.
I
could
tell
you
from
a
department-only
perspective
that
we
we
have
been
moving
toward
a
strategy
of
of
trying
to
merge
those
timelines.
The
city
as
a
whole
has
some
various
deadlines.
That
sort
of
presents
this
an
inherent
challenge,
and
you
know
I
don't
know
if
lauren
wants
to
pop
in
and
and
speak
a
little
bit
about
the
city
structure
but
dave.
M
I
agree,
I
think,
and
we
are
moving
towards
our
work,
planning
processes
and
timelines
movement
department
standpoint
to
get
closer
and
closer
aligned
in
that
we're
not
there
yet
and
because
the
city
puts
deadlines
up
front
on
the
cip,
it
just
sort
of
forces
our
hand
of
where
we
need
to
be,
but
that
doesn't
mean
that
we
can't
keep
making
progress
as
a
department
to
eventually
get
them
aligned,
but
lauren.
I
don't
know
if
you
want
to
add
anything
to
that.
T
Yeah,
we
actually,
philosophically,
I
think,
agree
with
you
and
we've
made
a
couple
of
runs
at
that
kind
of
citywide.
The
previous
budget
officer
had
looked
into
the
city
charter
and
the
way
those
things
were
spelled
out
when
all
of
this
first
started
and
it
actually
designates
two
separate
processes
with
two
separate
approval
streams
in
like
the
city
regulations.
T
So
the
previous
budget
officer
was
actually
interested
in
exploring
something
similar
and
it
ended
up
that
this
was
not
the
time
to
to
be
able
to
change
that.
So
the
cip
goes
through
planning
board,
which
is
what
what
sam's
been
mentioning.
So
the
the
sort
of
process
is
osbt
recommendation
in
time
for
planning,
board
review
and
then
city
council,
where
the
operating
budget
goes
through,
the
executive
budget,
team
city,
manager's
office
board
and
council.
So
it's
it's
codified
in
some
way,
and
I
don't
remember
the
specifics
on
that.
T
But
what
we've
been
trying
to
work
on
to
dan's
point
now
that
we
have
the
work
planning
software
is:
is
there
something
we
can
do
as
a
department
in
our
presentations
to
the
board?
It
wouldn't
change
what
we're
doing
with
planning
board
or
executive
budget
team
or
council,
but
is
there
a
way
we
could
better
align
those
things
for
you
when
we
come
to
the
board
so
we're
in
the
middle
so,
for
example,
in
the
cip
packets?
We
present
you
all
these
charts
right
like
here.
T
It
is
my
focus
area
and
we
have
not
done
things
like
that
on
the
operating
side,
because
you're
talking
about
320
projects,
so
we
are
internally
working
on
aligning
our
ongoing
services
to
the
work
planning
system,
the
same
way
that
you
see
it
at
cip.
So
we
can
in
terms
of
in
terms
of
getting
you
anything
by
june.
I
think
what
we
can
say
is
we
do
anticipate
increases.
T
We
anticipate
that
one
of
the
biggest
increases
for
the
operating
budget
will
be
the
ongoing
component
for
the
comp
class
project,
the
salary
stuff
that
we
talked
about
in
the
april
packet.
We'll
have
some
small
increases
elsewhere,
but
but
the
storytelling
piece
is
what's
missing
right
now:
how
to
how
to
take
a
percentage
of
an
fte
or
a
percentage
of
an
ongoing
pro
program
or
project
and
tie
it
to
a
strategy.
So
that's
what
we're
working
on
internally
right
now.
I
Great
well,
we
would
encourage
that
to
continue
to
happen
and
just
suffice
to
say
that
I
think
moving
a
long
neck.
That
continuum
would
be
very
helpful
for
the
board's.
You
know
kind
of
assessment
of
the
budget
in
general.
A
Yeah
yeah
and
understanding
what's
happening.
I
have
a
few
quick
questions
before
we
go
on
and
I'd
like
to
to
ask
them:
they're
they're
on
page
11
and
12
in
the
project
listings,
so
that
I
can
understand,
what's
a
little
bit
more
about.
What's
there,
I
don't
see
anything
about
the
the
trail
work
on
sanitas
that's
been
going
on
is
that
in
the
operating
budget-
or
I
mean
that's
a
huge
trail
project.
O
C
N
Sorry,
I
was
gonna
say
from
what
I
understand
the
higher
youth
corps
and
contracted
crews
for
trail
projects
a
bit
of
that
we
used
to
hire
ace
corp
and
they
had
historically
worked
on
austenitis
in
there.
So
I
know
some
of
that
275
thousands
is
worked
on
sinevis
almost
annually,
but
not
the
entire
amount
of
that.
So.
N
No
someone
in
charles
could
speak
better
to
that.
I
know
it's
not
all
mount
sinitas,
but
I
know
a
decent.
S
R
M
Out-
and
I
don't
know
if
jeff
or
chad,
they
might
know
how
we're
utilizing
the
specific
crews
that
we
bring
out
the
season.
But.
S
Yeah
exactly
and
chad
brotherton
is
here
on
the
the
meeting
this
evening,
he's
our
trails
manager.
A
Just
to
just
to
speed
us
along
to
the
next
agenda
item,
maybe
you
can
make
a
list
of
these
things
and
just
get
back
to
this.
A
Because
there's
another
item
pardon
me
near
the
end:
that's
trailhead
improvement
projects
and
I
have
no
idea
what's
included
there
either,
and
I
was
wondering
where
the
undesignated
trail
program
items
were.
If,
for
all
three
of
those,
you
could
give
us
some
sense
of
yeah.
M
Bulk
of
the
capital
money
for
trailheads
is
the
south
mesa
redo
project
that
we
daylighted
a
couple
of
months
ago
to
the
board,
yeah,
okay
and
then
and
then
the
last
is
so
trail
heads
and
then.
M
Right
and
that
will
be
mainly
out
of
operating,
we
have
a
a
couple
of
staff
people
that
are
dedicated
to
that
program,
as
well
as
a
small
crew.
That's.
H
M
That's
it's
the
final
it's
part
of
it
is
for
the
new
foot.
The
foothills
trailhead
calls
for
a
redesign
or
a
redo,
and
so
it's
design
work
for
the
foothills
trailhead.
It's
restoration
at
schneider.
Draw
we've
got
a
a
restoration
project
that
is
on
on
the
agenda
for
doing
restoration
on
the
schneider
aspect.
R
M
The
final
design
and
permitting-
and
it's
actual
the
construction
of
the
north
sky
trail
itself.
So
those
are
the
various
elements
that
are
made
up
of
the
north
foot
north.
D
M
As
soon
as
we
sign
it,
no,
but
as
soon
as
we
sign
anything
to
extend
the
money,
all
the
money
is
associated
with
that
particular
budget.
Here.
H
M
S
And
encumbered
for
a
contract
and
dan
just
so,
we
have
three
trail
bridges
that
are
associated
with
that
north
sky
trail,
and
so
those
bridges
you
can
imagine
they
they
tend
to
cost
quite
a
bit
more
than
just
you
know,
cutting
tread
along
the
the
route,
the
alignment,
so
those
bridges
include
engineering
design,
pretty
in-depth
construction
up
on
the
open
space,
so
those
those
bring
in
some
of
the
larger
costs.
With
that
project
too,
michelle.
A
A
M
Yeah
use
me
as
the
sink
for
them
and
I
could
get
those
out
to
the
appropriate
staff.
That
would
be
helpful
to
be
responding.
A
Great
and
now
we're
going
on
to
ris
and
mo
and
company.
M
Well,
you
stole
my
thunder
mo
mo
valenta,
our
our
it
senior
manager
will
be
doing
a
presentation.
I
believe
you
all
came
before
us
a
few
years
ago,
when
you
developed
a
a
strategic
plan
for
your
particular
program
area
and
tonight,
you're,
providing
us
a
status
report
on
where
you're
at
with
that
plan
and
and
to
maybe
emphasize
how
you're
the
underpinnings
and
the
odds.
If
you
will
the
behind
the
curtain
group
behind
a
lot
of
what
we
do
so
turn
it
over
to
john
morley
and
flo
valento.
A
A
U
U
U
Jennifer
sherry
focuses
on
web
maps,
web
apps
and
portals
harris
kellett
manages
our
databases,
does
scripting
and
performs
data
analysis
and
sarah
hill
and
brad
lose
provide
project
management
for
our
tech
projects
and
manage
our
other
internal
applications.
U
So
even
though
I'm
going
to
be
doing
most
of
the
talking
tonight,
these
are
the
folks
who
actually
get
the
work
done
and
we're
going
to
be
highlighting
some
of
their
projects
from
the
last
two
years.
So
they're
here
to
answer
questions
for
you
and
please
feel
free
to
geek
out
with
them
after
the
presentation
is
over.
U
U
We
were
all
now
working
from
home
and
you
know
as
a
workforce,
we
had
to
adapt,
but
you
know
really,
for
the
most
part,
osmp
was
ready.
We
already
had
a
mobile
workforce,
we
started
eliminating
desktop
computers
and
and
cut
the
cords
to
landlines.
When
we
moved
to
the
hub
in
2018,
every
standard
employee
had
a
laptop
and
a
cell
phone,
and
we
had
established
a
sharepoint
site.
So
folks
could
work
in
the
cloud.
U
U
So
we
updated
our
interactive
map
to
highlight
the
widest
trails,
so
folks
could
say
farther
apart
and
we
provided
visitation
information
to
direct
people
to
maybe
some
of
our
less
busy
trailheads
and
we
displayed
circle
hikes
and
we
suggested
one-way
loops
to
you
know:
minimize
people
crossing
paths
out
on
the
trails-
and
you
know
the
feedback
we
received
was
that
this
was
helpful
and
since
osmp
osmptrails.org
is
second
only
to
the
city's
main
landing
page
in
the
number
of
page
views.
This
is
a
really
good
place
to
focus
our
efforts.
U
There
were
other
workflows
that
we
needed
to
revise
as
well
over
half
the
ris
team
supports
gis
response
at
the
emergency
operations
center.
It's
also
staffed
by
county
people,
county
gis
people.
This
can
be
really
stressful
work,
particularly
during
initial
response.
So
I'm
super
grateful
to
this
group
because
they're
always
ready
to
step
up
when
we
get
that
that
call
that
we've
been
activated.
U
U
We
were
prepared
to
respond
remotely
because
we'd
already
moved
our
data
and
workflow
up
to
the
cloud,
and
that
was
to
make
response
easier
because
we
were
a
cross-agency
team,
but
cowood
was
the
first
time
where
we
were
going
to
test
the
process
during
a
real
event
and
it
actually
went
pretty
well.
It
was
the
quickest
that
we
were
able
to
spin
up
the
public
information
map
because
we
didn't
have
to
drive
to
the
eoc,
so
we
just
logged
in
threw
together
a
ad
hoc
meeting
and
got
busy
during
calwood.
U
The
public
information
map
received
2.3
million
hits.
Marshall
resulted
in
4.9
million,
hits
to
the
public
information
map,
and
then
ris
also
managed
the
data
collection
effort
for
reporting
damage
on
our
properties
to
fema,
then
ncar
it.
You
know
it
was
a
shorter
mobilization,
but
still
342
000
hits
and
because
that
fire
was
on
our
property.
Our
interactive
trail
map
spike
like
crazy.
During
that
time,.
V
We
also
assisted
in
taking
some
of
our
normal
public
engagements
to
a
virtual
format
as
an
alternative
to
our
normal
in-person
trail
and
ecology,
open
houses
and
to
update
the
public
on
our
master
plan.
Progress
res
worked
with
staff
from
across
the
department
to
create
a
web
page
highlighting
some
of
our
past
and
upcoming
work,
including
an
interactive
project
map.
V
The
number
of
site
views
far
exceeded
our
normal
in-person
attendance
and
we're
planning
to
continue
offering
an
online
option.
Chad
will
be
giving
a
more
a
deeper
background
on
the
evolution
of
the
open
house
and
a
little
preview
of
that
map
later
on.
V
A
city-wide
hiring
fees
in
2020
led
to
it,
pausing
the
rehire,
a
central
gis,
enterprise
administrator
gis
staff
from
osmpe,
ite
and
planning
and
development
formed
an
interim
gis
administration
team
to
prioritize
and
collaborate
on
common
gis
issues
and
needs
across
the
city
of
boulder
through
osmp's
leadership.
On
the
gis
administration
team,
we've
helped
to
ensure
that
city-wide
licensing
purchases
and
maintenance
of
infrastructure
and
processes
that
support
gis
are
optimal
to
support
the
work
of
osmp.
V
Mobile
technology
continues
offering
new
opportunities
to
improve
business
processes
and
service
levels.
We've
updated
our
workflows
to
allow
data
to
move
freely
from
field
to
office
and
back
from
the
office
to
the
field,
equipping
our
workforce
with
mobile
maps
and
data
collection.
Apps
has
reduced
our
paperwork
and
duplicate
data
entry,
while
optimizing
resource
allocation.
V
Key
aspects
of
these
improvements
include
moving
away
from
dedicated
data
collection
hardware
to
bring
your
own
device
approach
where
we
use
existing
smartphones
to
meet
our
staff's
needs
for
higher
accuracy.
Work.
Supplementary
antennas
and
receivers
allow
staff
to
choose
what
equipment
and
workflows
meet
their
requirements.
V
Raptor
short
for
ranger
patrol
capture
is
a
mobile
digital
patrol
log
system
that
allows
rangers
to
track
their
daily
activities
on
the
osap
system,
using
their
phones
rangers
collect
data
on
their
patrol
routes,
the
number
and
types
of
visitor
contacts
and
their
enforcement
actions.
The
system
seamlessly
integrates
two
commercial
off-the-shelf
mobile
applications.
V
Raptor
improves
our
prior
efforts
by
bringing
data
entry
to
the
field
and
reduces
the
work
required
of
rangers
in
the
office
to
enter
their
logs
while
adding
specific
spatial
locations
which
can
be
used
to
quickly
visualize
issues
within
areas
or
identify
hot
spots.
To
inform
ranger
strategic
operations
over
the
next.
S
V
U
So,
each
time
we
deploy
one
of
these
apps
we're
creating
data,
osmpt
manages
hundreds
of
data
sets.
We
have
web
mapping,
applications
story,
maps
dashboards
and
we
use
all
this
information
to
provide
analysis
and
help
make
decisions,
create
reports
and
much
of
this
information
is
available
via
the
city's
website
and
on
the
open
data
portal.
U
But
others
are
primarily
primarily
for
internal
staff,
use
this
working
data
it
informs
projects
or
serves
as
the
basis
for
data
collection
and
you've.
Seen
much
of
this
in
the
packets
that
you
receive
in
the
presentations
in
2021,
ris
started
focusing
on
aggregating
these
data
sets
and
the
maps
and
the
data
collection
apps
under
a
single
secured
internal
website
that
we
currently
refer
to.
As
our
internal
data
portal.
U
So
today
nearly
300
data
sets
documents
and
maps
have
been
loaded
up
to
the
internal
data
portal.
This
one-stop
shop
for
staff
to
access
our
working
data
is
scheduled
to
launch
on
june
1st
this
year.
U
U
U
U
The
new
website
won
two
awards.
It's
focused
on
the
user
experience
and
their
needs,
so
we
took
the
content
and
detached
it
from
the
departmental
silos
that
the
old
website
used
and
grouped
it
by
content
type
instead.
So
this
helps
it
make
information
easier
for
people
to
find
and
provides
a
better
user
interface.
U
148
pages
were
created
for
trail
and
trailheads
alone.
We
gathered
data
and
photos
and
content
from
work
groups
all
across
the
department.
The
new
site
includes
trail
difficulty,
mileage,
total
elevation
loud
uses,
and
you
can
also
filter
on
that
information.
Now,
if
you
want
to
use
it
to
plan
your
trip,
these
pages
are
they're
also
fully
integrated
with
our
interactive
web
map.
U
U
U
During
the
process,
the
design,
the
future
team
presented
ideas
and
brainstormed
with
executive
leadership
at
various
milestones
throughout
the
project,
the
end
product
included.
This
prioritized
four-year
implementation
timeline,
and
this
was
ratified
by
the
city
manager
and
all
the
city
directors
in
may
of
2021..
U
The
implementation
of
this
recommendation
is
it's
the
responsibility
of
the
I.t
department
and
their
data
and
analytics
team.
The
design,
the
future
groups
going
to
support
that.
But
we've
also
formed
a
data
advisory
committee
to
help
with
that.
U
U
So
how
we
doing
on
our
plan,
the
sop
set
some
pretty
high
goals
for
our
team
and
we
often
revisit
it
to
identify
how
far
we've
come
or
or
where
we
need
to
continue
to
focus.
Our
efforts
on
these
dials
were
part
of
the
original
2018
plan.
The
dark
portion
highlights
where
we
were
at
our
assessment
in
2018,
and
the
lighter
green
is
the
progress
that
we've
estimated
based
on
completing
tasks
in
each
one
of
the
categories
through
the
end
of
2021.
U
U
So,
what's
next
for
us!
Well,
we've
been
back
in
the
office
for
a
full
week
now
and
once
again,
we're
adapting
rs
has
trained
staff
on
how
to
manage.
Now
what
a
hybrid
meeting
looks
like
in
a
team's
conference
room
we've
refreshed
their
memory
on
the
tech
in
the
large
community
rooms,
we've
provided
equipment,
so
they
can
be
productive,
whether
they're
working
from
home
or
at
the
hub
or
really
any
of
the
touchdown
spaces
around
the
city-
and
you
know
like
working
from
home
folks-
are
still
getting
kind
of
used
to
these
things.
U
But
you
know
it'll
become
second
nature
and-
and
I
think
we'll
be
able
to
settle
into
hybrid
working
too
for
the
rest
of
this
year.
U
A
What
seemed
it
seems
to
me
that
the
eight
people
who
are
the
service
not
only
for
osmp
but
providing
service
for
extended
operations
within
the
city
deserve
some
kind
of
a
medal
of
valor.
For
all
that,
we've
been
through
in
the
last
few
years.
F
It
yeah
thank
you
mo
for
that
presentation.
I
think
that
the
city's
new
website
is
so
good
and
I
think
that
the
osmp
portion
and
the
science
portion
and
all
of
it
was
so
good.
I
was
like
getting
emails
during
the
updating
process.
You
know
asking
me
for
surveys
and
stuff
and
I
was
happy
to
do
it
because
it
was
just
such
a
nice
website
to
visit.
So
thank
you
for
all
of
your
hard
work
with
that.
F
Just
like
a
quick
clarifying
question
and
then
I'll
let
someone
else
go
and-
and
I
might
have
a
couple
more
at
the
end,
did
you
say
renewing
the
sop
as
in
we're
creating
a
completely
new
one
and
I'm
so
sorry
if
I've
missed
something
very
obvious,
but
is
that
what
you
were
stating
at
the
end?
You
know.
U
Caroline,
it's
just
going
to
be
an
update
to
the
plan.
Some
of
the
things
we've
completed
and
you
know
we
created
this
in
2018.
There's
things
have
changed.
Software
has
changed
the
way
we
collect.
Data
has
changed,
so
we
just
want
to
freshen
it
up
in
2023,
so
I
don't
expect
it
to
be
a
whole
new
thing,
but
I
I
do
want
to
get
an
update
and
a
new
direction.
U
You
know
we've
crossed
some
things
off
the
list:
let's
throw
some
new
stuff
in
there
and
get
it
prioritized
and
keep
moving
forward
that
we
really
need
to
keep
up
with
technology,
because
it's
what
it's?
What
allowed
us
to
you
know
make
this
jump
to
work
from
home
when
others
might
have
struggled
a
little
bit
because
they
weren't
really
ready
for
that.
Well,
none
of
us
were
ready
for
that,
but
but
we
were
prepared.
You
know.
F
L
I
Let
me
start
over
thanks,
you
guys
that
was
very
helpful
and
instructive
and
inspiring
actually
for
all
the
years
that
we've
been
at
this.
My
question
relates
to
the
proverbial
and
infamous
data
backlog
are:
are
you
guys
kind
of
instrumental
in
assessing
and
working
on
that
or
how?
How
are
the
those
data
that
we've
collected
that
have
been
collected
over
the
years
that
are
still
not
you,
know,
inputted
or
and
analyzed?
How
are
those
being
handled.
I
Well,
all
the
monitoring
that
has
occurred-
and
you
know
more
recently,
I'm
sure
is
you
know-
is-
is
up
to
date.
It's
the
monitoring
and
information
that
was
collected
earlier
on
in
the
program
that
either
has
sat
in
people's
files
or
on
shelves
or
in
drawers
or
or
wherever,
and
that's
what
I'm
I'm
concerned
about
because,
as
we've
talked
all
along
you
know,
trends
are
extremely
important
and
I
think
that
some,
if
not
many
of
those
data,
would
be
very
helpful
in
determining
the
number
of
trends
that
we're
interested
in
in
observing.
I
Yeah
visitation
data,
though
as
well,
and
you
know
so,
yeah
whatever
you
know
data,
that's
that's
out
there
that
still
is
still
out
there
kind
of
what
is
its
status
and
how
are
we
dealing
with
it?.
U
Let
me
start
to
answer
that
dan
and
then
dave,
and
then
you
know
harrison
and
brian
could
jump
in
we've
been
doing
a
lot
of
work.
That's
the
not
fun
stuff!
I
was
referring
to
on
data
cleanup
and
and
trying
to
to
manage
these
monitoring
efforts
that
you're
right,
we're
like
in
boxes
under
people's
desks
or
in
spreadsheets
that
we
need
to
to
incorporate
into
our
databases
and
harris
has
been
working
tirelessly
to
sort
of
tease
that
out
and
work
with
the
data
collectors
to
get
it
into
our
production
databases.
U
Our
master
layer
list
really
shows
us
where
we're
where
we
need
to
do
some
work
and
again
that
was
a
project
that
harris
brought
forward
for
us.
I'm
going
to.
Let
them
talk
about
that.
Some
more.
B
B
B
It's
a
little
bit
better.
Okay,
I
apologize
for
a
low
volume,
so
the
2018
sops
contained
a
list
of
data
sets
that
were
not
yet
in
our
databases,
so
these
are
either
in
excel
or
on
paper.
So
that
was
an
inventory
of
them.
It
wasn't
necessarily
complete
and
if
there
are
more
datasets
other
than
that's
something
that
we
would
want
to
know
about,
so
it's
something
that
we're
keeping
an
eye
open
for
when
it
comes
to
these
data
sets
importing
them
into
a
more
modern
format.
B
Is
time
consumption,
but
it's
something
that
we've
been
chipping
away
at
over
the
past
several
years.
Just
this
year
there
will
be
two
such
datasets
entering
the
databases
and
being
modernized,
so
we're
making
progress
on
these,
but
there's
more
work
to
be
done.
M
Yeah
harris
just
we're
having
a
really
difficult
time
hearing
you
so
maybe
we'll
turn
things
over
to
brian
just
for
a
little
bit.
I
don't
know
if
there's
anything
else,
you
could
try
with
your
with
your
voice
and
we'll
see
if
you
can
jump
jump
jump
in
a
second.
If
we
can't,
then
we
could
perhaps
follow
up
mo
on
on
some
of
the
things
information
that
harris
may
have,
and
we
can
maybe
do
it
in
written
format.
But
brian
do
you?
R
Yeah
thanks
for
the
question
dave
and
no
great
presentation.
R
Let's
see,
I
think,
we've
been
trying
to
get
better
at
solving
the
data
backlog
or
reducing
the
data
backlog,
but
we've
been
trying
to
bring
a
lot
more
data
forward
into
osb
meetings.
You
know
I'm
thinking
about
the
tall
grass
data
we
presented
for
the
in-car
fire
science
updates
that
I
get
each
year.
R
Of
course,
the
master
plan
had
a
bunch
of
information
we
were
able
to
put
together
for
both
the
system
of
report
and
the
master
plan,
so
those
are
just
opportunities
to
get
data
analyze
and
get
it
presented,
visitation
data.
Of
course
we
have
the
visitation
data
explorer,
which
is
popular
and
gives
you
pretty
much
real-time
information
on
visitation
across
the
system,
and
then
I
guess
what
I
would
add
to
that
is
we
have
an
internal
science
team?
That's
functioning!
That's
cross-functional
members
from
a
lot
of
different
work
groups,
including
mo's,
and
in
2021.
R
We
completed
an
internal
report
on
science
project
assessment,
where
we
looked
at
the
30,
ongoing
monitoring
projects
and
looked
at
all
the
components
of
the
context
of
why
we're
doing
them.
What
the
methods
are
like,
what
the
results
are
showing
us
and
kind
of
wrap
that
up
in
terms
of
an
impact
score
feature
those
projects
and
began
a
conversation
in
the
science
team
about
how
we
might
connect
some
dots
and
resolve
any
deficiencies
that
the
report
uncovered.
R
One
of
them
is
exactly
the
thing
you
discussed,
which
is
that
we
feel
good,
that
we
know
what
we're
doing.
Why
we're
doing
it?
We
feel,
like
our
methods,
are
really
sound,
that
the
data
we're
getting
is
really
good,
but
there
is
some
roadblocking
between
the
data
collection
through
the
to
the
analysis
and
reporting,
and
so
we're
still
kind
of
working
on
best
practices
to
reduce
that
backlog.
R
Some
approaches
include
having
some
best
management
practices
or
setting
out
your
reporting
expectations
at
the
beginning
of
the
project,
not
only
what
kind
of
reports
you're
going
to
issue,
but
what
kind
of
analysis
you're
going
to
do
so
that,
when
you
get
to
the
point
where
you
have
the
data,
it's
more
of
a
plug
and
play
instead
of
a
feeling
of
trying
to
figure
out
how
to
analyze
the
information
and
make
sense
of
it.
R
Working
on
what
are
the
minimum
requirements
for
any
given
monitoring
project
in
terms
of
its
reporting,
styles
and
reporting
intervals,
and
then
another
concept
we've
been
developing
is
data
science
sprints,
which
a
lot
of
what
we
are
hearing
from
project
managers
is
that
it's
difficult
to
protect
their
time
to
do
the
work
of
analysis
and
reporting,
because
we
have
so
many
other
priorities
in
the
department
for
our
subject
matter.
Experts
to
work
on
so
a
data
science.
Sprint,
then,
is
something
you
can
put
on.
The
calendar
treat
it
as
an
out
of
office.
R
Type
of
work
block
can
be
up
to
a
week
or
two
weeks
long,
and
then
you
would
get
support
from
myself,
forks
in
moh's
group
and
a
couple
other
data
nerds
in
the
department
to
do
some.
You
know
thinking
about
what
kind
of
analysis
you
want
to
accomplish
in
that
time,
constrained
approach,
doing
regular
check-ins
during
the
one
or
two-week
period
and
then
figuring
out
what
those
report
expectations
look
like
so
a
dedicated
time
to
do
focus,
work
on
one
thing
at
a
time
and
hopefully
produce
those
reports
to
help
solve
that
backlog.
A
Am
I
missing
something
on
page
six,
I
really
like
the
master
layer
list
chart
that's
there,
but
it
seems
to
me
that
natural
resources
are
not
included
on
that
master
layer
list.
Am
I
missing
something.
U
I
Great,
I
still
had
a
follow-up
question,
both
brian
and
mo
so
so
similar
to
trail
maintenance
backlog.
Are
we
expecting
that
we're
ever
going
to
catch
up.
A
R
It's
not
as
easy
sitting
down
for
an
afternoon
and
coming
up
with
an
answer,
but
I'm
confident
that
as
long
as
we're
not
adding
new
data
collection,
that
creates
additional
burden
that
we
can't
quite
meet
and
we
can
keep
on
keeping
those
projects
up
to
date
that
we
can
chip
away.
R
I
don't
know
that
it's
an
urgent
priority
for
the
department
to
solve
the
backlog,
because
we
are
feeling
confident
that
we
are
able
to
produce
the
information
we
need
to
make
decisions,
but
also
do
some
reporting.
You
know
as
we
pull
together
system
overreport.
I
think
we
were
pretty
happy
with
the
way
that
came
about
and
was
able
to
describe.
E
R
Status
of
the
system,
and
then
you
know
if
we
want
to
look
at
25
years
of
tolerance,
state
natural
area
data
great
if
we
can
get
it
out
tomorrow,
but
if
it
has
to
wait
until
december
or
one
one
year
from
today.
R
U
And
aside
from
the
reporting
piece
dave
the
this
things
on
in
paper
files
under
people's
desks
or
spreadsheets
on
their
hard
drives
that
I
can
guarantee,
you
is
not
going
to
happen
anymore,
mostly
through
the
work
of
charlie
and
kendall,
who
have
been
building
mobile
applications.
So
it's
going
right
from
their
cell
phone
into
a
database.
U
Now
is
the
data
perfect?
No,
do
we
have
a
data
cleanup
backlog,
yes
and
as
the
entire
team
is,
is
also
trying
to
chip
away
at
that.
So
when
you
look
at
the
master
layer
list-
and
you
see
things
that
are
red
on
there-
we
know
that,
like
that
needs
some
attention
and-
and
you
know,
depending
on
the
priority
of
the
data
set-
that's
those
are
the
ones
we're
going
to
focus
on.
A
I
I
think
it's
important
for
all
of
us
to
articulate
the
fact
that
that
what
you've
repeatedly
said
in
your
report
mo
about
how
this
information
that
you
work
on,
can
and
should
and
does
inform
decision
making,
is
really
an
important
aspect
of
what
you
do
and
what
you
provide
to
the
department.
A
E
Yes,
I
I
actually
have
like
a
million
questions.
I
could
sit
here
all
night.
I
actually
really
enjoyed
reading.
E
To
just
a
couple,
it
was
really
impressive
to
see
what
you
all
have
done.
You
know
such
a
small
team.
Are
you?
Are
you
all
developing
a
lot
of
these
applications?
You
know
custom
in-house
are.
Are
you
using
a
lot
of
off-the-shelf
solutions.
U
You
know
our
goal,
john,
is
to
try
to
use
as
many
off-the-shelf
solutions
as
we
can,
but
you
know
charlie
and
kendall
and
jen.
They
do
configurations
of
that,
or
they
do
integrations
like
kendall,
could
speak
to
the
raptor
application,
which
is
really
a
number
of
commercial
off-the-shelf
things
mashed,
together
into
a
really
slick,
mobile,
app.
W
Yeah
so,
but
the
products
use
the
quick
caption
survey,
one
two
three
are
esri
products,
and
but
there
is
there's
customization
within
that,
but
the
product
itself
is
yeah,
it's
out
of
the
box
specific
customizations
to
work
better
for
the
work
groups
and
for
the
workflows
and
then
that
information
to
be
able
to
use
it
for
visualization
and
reporting
feeds
directly
into
dashboard,
which
is
another
off-the-shelf
commercial
off-the-shelf
product
again
with
just
some
customizations
with
some
programming
and
things
on
the
back.
E
But
that's
that's
fantastic
to
to
piggyback
on
what
karen
was
saying
about
open
data.
I
love
the
data
explorer
website.
I
got
lost
on
there
for
about
an
hour
just
looking
at
all
the
the
data
that
was
available,
but
one
thing
I
did
notice
is
that
there
wasn't
like
a
button
for
me
to
download
a
csv
of
that
data,
or
you
know
json
of
that
data.
That
was
there
was
that
an
intentional
choice
to
not
kind
of
make
that
more
accessible.
C
Hi
hi
jen,
okay,
just
making
sure
I'm
I'm
on.
I
did
and
that's
interesting
because
I
was
just
working
with
somebody
at
esri
creating
that
creates
the
software
a
few
weeks
ago.
C
He
had
noticed
that
there
was
an
issue
downloading
a
specific
shapefile,
so
I
will
have
to
say
I
don't
know
at
the
moment,
but
I
believe
we
do
have
that
functionality
in
place.
It's
not
intentionally
hidden
from
you
because
it
wouldn't
be
very
useful
to
you
otherwise,
so
I
can
double
check
and
follow
up
and
let
you
know
how
to
go
about
doing
that.
It's
probably
just
a
matter
of
continuing
to
click
until
you
find
it.
E
A
Great
one
quick
question
from
me:
is
it
still
best
to
search
using
google
to
find
where
to
go
on
the
website,
or
is
there
someplace
within
the
osmp
pages,
where
I
can
search.
U
K
Yeah,
so
google
is
great,
definitely
works.
Well,
the
city's
new
website
does
have
a
really
good
search
now.
I
know
our
past
one
that
was
kind
of
the
top
complaint
by
mile
that
the
search
was
not
very
good.
This
one
is
quite
good.
Some
people
do
have
trouble
finding
it,
though
okay.
K
C
K
Google,
this
one
does
work
a
lot
better
than
the
previous
website,
so.
C
A
I
M
Well,
I
would
say
that
the
work
that
we
would
be
involved
in
and
working
together
with
our
colleagues
over
at
it,
so
gis
is
a
huge
city-wide
program,
but
between
utilities
and
open
space,
we're
probably
the
two
largest
entities
or
users
on
that.
So
we
get
involved
when
there's
city-wide
decision-making
based
on
decisions
that
could
impact
our
department.
M
So
our
collaboration
is
typically
around
those
areas
in
which
we
have
a
lot
at
stake
of
what
decisions
are
being
made.
So
we
will
participate
in
citywide,
gis
conversations
and
policy
development
and
protocols,
and-
and
you
know
how
this
work
is
being
carried
out
because
between
us
and
utilities,
we're
going
to
be
the
most
impacted
same.
M
And
our
role
on
citywide,
it's
like
a
lot
of
the
times
participating
in
eoc
is
we're
either
adjacent
to
or
the
epicenter
of
it
of
disaster
management.
So
I
would
say
that
to
me
our
cooperation
and
collaboration
makes
total
integrated
sense.
But
as
far
as
like,
are
we
tracking
an
hour
that
we
give
toward
a
citywide
project
that
has
an
osmp
element
and
trying
to
parse
that
out
from
a
cost
allocation
standpoint?
T
That's
correct,
yeah,
it's
more
it's
by
strategic
service,
so
I
would
say
within
it
the
gis
charges
are
are
more
around
like
our
share
of
licensing
for
access
to
software,
and
things
like
that.
So
I
think
there's
one
central
gis
admin
and
maybe
one
other
employee,
but
they
their
time
goes
to
those
other
city
departments
that
don't
have
embedded
gis
staff
so
of
all
of
rit
cost
allocation.
I
would
say
that's
a
very,
very
small
element.
T
It's
more
we'll
talk
about
it
in
july
too,
but
the
the
biggest
share
is
really
around
like
hardware,
like
computer
replacement
funding
licenses
office,
365
licenses
on
all
of
that
so
gis
we
we
could
find
out
what
the
line
item
detail
is
there,
but
it
it
will
be
very
small
relative
to
the
other
elements
of
it
cost
allocation.
I
Okay,
so
open
space
isn't
really
underwriting.
You
know
any
partial
position
or
anything
like
that.
As
far
as
assistance
to
the
department.
T
Yeah,
I
would
say,
they've
had
a
vacancy,
so
it
was.
It
was
wrapped
up
in
that
citywide
hiring
freeze,
so
they
had
a
vacant
gis
position
and
we're
not
able
to
refill
it.
The
same
way
we
weren't
able
to
refill
our
vacancies,
and
so
a
lot
of
that
interim
work,
john,
was
speaking
to
was
was
a
bunch
of
folks
pitching
in
and
stepping
up,
but
the
reverse
is
probably
true
in
other
areas
of
our
business
like
if
we're
short,
staffed,
we're
we're
calling
them
for
help
on
other
things.
T
So
I
I
don't
think
I
I
wouldn't
say
we're
underwriting
anything
in
the
in
the
gis
space,
for
it.
L
M
Thanks
moe
karen,
I
think
we'll
carry
on
to
the
last
formal
agenda
item
and
my
voice
is
trailing.
You
might
notice.
I
feel
like
I'm
starting
to
lose
my
voice
a
little
bit.
So
hopefully
I've
got
a
little
bit
of
a
kickoff
presentation
here.
So
hopefully
it
lasts
a
little
bit.
So
we
have
our
presentation.
Next
is
going
to
be
divided
into
sort
of
two
parts.
M
One
is
to
sort
of
provide
some
emphasis
to
the
memo
of
the
over
some
highlights
from
2021
and
speaking
to
some
emphasis
in
2020
or
2022
areas
of
the
master
plan,
implementation
and
then
the
second
half
was
going
to
be
more
of
the
interactive
map
so
to
give
members
of
the
public
and
the
board
a
little
tutorial
of
where
you
can
find
a
lot
more
project
detail
on
projects
that
are
significant
for
master
plan
implementation.
M
So
we
do
have
a
little
bit
of
a
powerpoint
and
I'm
going
to
be
sharing
this
presentation
with
our
deputies
and
then
the
second
half
of
the
presentation
is
going
to
be
chad.
Brotherton
is
going
to
walk
us
through
the
interactive
map
that
we
sometimes
have
referred
to
in
the
past
two
years
as
our
virtual
open
house.
M
Thank
you,
so
I
I
sort
of
gave
this
a
little
bit
of
this
opening
at
the
very
beginning
of
the
of
the
kicking
off
matters
from
the
department,
but-
and
that
is
to
emphasize
that
so
we
we
want
to
as
a
department,
you
utilize
various
tools,
various
strategies
in
order
to
kind
of
keep
the
master
plan
alive
and
the
public
size
and
the
board
eyes,
and
also,
of
course,
we're
living
and
breathing.
M
This
almost
every
day
through
our
work
planning
process,
which
is
a
year-long
process
and
through
budget
development,
but
really
the
I
this
is
one
particular
tool-
is
to
sort
of
provide
an
annual
highlights
if
you
will,
in
order
to
kind
of
keep
it
alive.
M
I've
referred
to
it
at
a
number
of
times
all
the
various
ways
that
we
tend
to
try
to
do
that
as
well
in
various
ways
through
board
meetings,
and
the
interactive
map,
of
course,
is
another
particular
strategy
and
there's
other
ones
as
well,
and
so
this
highlight
report
in
and
of
itself
is
not
to
be
construed
as
a
an
exhaustive
list
of
everything.
We
do
it's
one
tool
of
many
as
a
ways
to
kind
of
hit
the
master
plan
pretty
consistently
throughout
the
year.
So
if
we
go
to
the
next
slide,.
M
So
one
of
the
big
keys
of
other
opportunities
to
learn
about
the
master
plan
is
through
the
budget
development
and
that's
why
we
kind
of
paired
these
together,
because
a
lot
of
the
charts
and
figures
and
graphs
that
you
see
in
our
budget
budget
reports
has
to
do
with
how
we're
linking
directly
to
the
master
plan.
So
the
cip
budget
had
a
number
of
different
elements
to
it
in
terms
of
how
it
links
to
particular
strategies
how
it
links
to
particular
focus
areas.
M
Obviously,
there's
opportunities
at
board
meetings
through
setting
the
agenda
in
terms
of
our
retreats,
our
regular
meetings,
our
field
trips,
in
which
we're
trying
to
bring
programs
alive
and
project
updates
alive
and
how
those
are
linked
to
master
plans.
Of
course,
we
have
continual
media
and
community
outreach.
Our
upgraded
and
enhanced
field
notes.
E-Newsletter
goes
out
monthly.
M
We
have.
We
commented
on
our
a
number
of
web
pages.
In
fact,
we
just
built
a
lot
of
new
web
pages
a
while
around
wildfire
and
response
press
releases
a
lot
of
times.
These
are
related
to
specific
projects
and
strategies
of
the
master
plan
and,
of
course,
again
we'll
hit
on
that
community
virtual
open
house
in
just
a
few
minutes.
So
those
are
other
opportunities
that
we
try
to
purposely
keep
the
master
plan
alive
in
people's
eyes.
If
you
will
next
slide.
M
So
just
a
quick
summary,
I
know
that
most
of
you
are
very
very
familiar
with
this.
So
I'll
spend
30
seconds
on
it,
but
starting
off
we
did
create
a
a
system
system
overview
report
about
a
200-page
document
that
sort
of
tries
to
give
us
a
state
of
the
state
of
the
system
as
it
as
as
we
felt
it
existed
going
into
the
master
plan
development
stage.
M
We
then
had
a
process
committee
that
helped
staff
talk
about
how
the
community
will
be
engaged,
how
border
will
be
engaged
out,
the
council
will
be
engaged
and
the
plan
was
adopted
in
september
of
2019..
M
We
have
five
focus
areas.
Each
focus
area
has
a
number
of
outcomes
that
we
are
hoping
to
see
out
on
the
system.
At
the
end
of
this
10
10
10,
we
said
basically
it's
a
10
to
50
year
horizon,
and
then
we
have
46
strategies
and
most
of
those
have
been
tiered
into
tier
one
tier
two
and
tier
three
tier
one
being
the
most
important
next
slide,
and
my
last
slide
is
just
going
to
be
talking
a
little
bit
about
the
connection
between
funding
and
the
master
plan.
M
So
we
have
three
levels
of
funding
that
could
be
available
to
us
at
any
given
year
during
master
plan
implementation.
For
our
first
couple
of
years
we
are
operating
under
the
constrained,
what
we
view
as
a
constrained
version
due
to
budget
cuts
and
furloughs
and
and
and
response
to
covet.
We
are
now
moving
into.
I
think
sam
described
it
well
more
into
a
restored
budget.
We
had
one
of
our
sales
tax
that
was
renewed.
M
We
have
the
cuts
that
were
from
covid
that
have
been
restored
and
then
the
other
scenario
that
the
master
plan
envisioned
could
be
a
full
funding
scenario
and
we
are
not
there
yet
in
terms
of
moving
even
beyond
the
restoration
of
of
of
of
a
restored
budget
in
2020
and
2021
budget
and
work
plan,
developed
and
constrained.
As
I
mentioned
before,
and
now
we're
moving
into
a
fully
restored
budget
and
implementing
one
of
the
sales
tax
0.15
sales
tax
site.
M
That
was
that
got
renewed
in
the
same
year
that
the
budget
was
approved.
Master
plan
was
approved,
so
our
next
slides
are
going
to
be
focusing
more
on
the
five
focus
areas
and
each
deputy
is
going
to
take
at
least
one
and
a
couple
of
and
a
few
deputies
will
take
multiple,
a
couple
of
different
focus
areas
to
provide
some
highlights
from
2021
and
also
to
provide
some
fun
facts
and
to
also
take
a
peek
into
some
interesting
things
that
are
going
to
be
happening
this
year.
M
So
if
we
go
to
the
next
slide,
we're
going
to
start
off
with
ecosystem
health
and
resilience
and
we'll
bring
on
john
potter,
deputy
of
resource
and
stewardship
and
sort
of
the
manager
of
this
particular
part
of
our
master
plan.
Q
Good
evening
everybody
I'm
going
to
talk
about
ecosystem
health
and
resilience
focus
area.
First
and
in
this
focus
area
we
have
four
main
outcomes
in
the
master
plan
that
we're
going
for
and
those
are
a
high
diversity
of
native
plants
and
animals
restored
and
resilient
habitat,
system-wide,
climate
action
and
informed
shared
stewardship.
Q
And
so
those
are
the
that's.
What
staff
are
focused
on
for
their
projects
and
really
looking
back
at
2021
kind
of
pulled
out.
This
fun
fact
that
we
removed
a
lot
of
cattail
from
open
space
ponds
last
year
to
restore
habitat
for
native
amphibians,
a
wildlife
staff
coordinated
with
veg
management
staff
to
remove
a
13-ton
cattail
mat
from
a
spring
near
the
junction
of
mesa
and
big
blue
stem
west
to
open
up
water
and
improve
habitat
habitat
condition
there.
Q
Some
highlights
for
ecosystem
health
and
resilience
in
2021
just
wanted
to
talk
about
a
few
projects.
We
we
had
many
great
projects
last
year
for
ecosystem
health,
as
we
as
we
do.
Every
year
we
had
about
72
projects
with
a
primary
goal
of
ecosystem
health,
but
maybe
three
that
jump
out
are
these
three
first
staff's
rapid
response
to
the
discovery
of
invasive
new
zealand
mud,
snail
in
south
boulder
creek,
a
staff
team
proposal
for
system-wide
management
of
this
species
was
accepted
by
the
department
in
march
and
implementation
really
started
soon.
Q
After
that,
with
closing
stream
access
and
restoring
riparian
habitat
at
south
mesa
trailhead,
we
we
installed
new,
fencing
and
implemented
a
regulatory
closure
installed.
New
signs
conducted
in-person
outreach,
mailed
out
a
bunch
of
educational
materials
to
nearby
residents
and
user
groups
and
increased
enforcement
efforts.
Q
So
that
was
our
response
to
new
zealand
mud.
Snail
second
highlight
we
got.
We
got
50
head
of
cattle
up
on
all
500
acres
of
the
tall
oak
grass
containment
zone
up
on
shanahan
ridge.
Q
Vegetation
monitoring
and
photo
point
monitoring
within
those
grazing
units
was
also
completed
in
late
summer
to
track
the
success
of
the
project
and
that
that
informed,
a
presentation
that
chris
waner
gave
you
recently
the
end
car
fire
and
it
kind
of
showed
us
really
well
what
the
reduction
in
in
fuel
height
there
as
a
result
of
this
grazing
has
done.
Q
Q
Finally,
a
third
highlight,
I
think,
if
you
look
back
on
the
whole
year
and
what
we
got
done
in
this
focus
area,
I
think
it's
important
to
note
that
a
total
of
140
acres
of
forest
land
were
thinned
during
the
21
season
in
shanahan
ridge
and
sunshine
project
areas,
240
trailer
loads
of
logs
were
moved
out
over
the
course
of
the
year,
and
staff
were
also
successful
in
getting
fuel
mitigation
grants
to
help
fund
many
of
those
activities.
Q
Looking
forward
in
this
focus
area
upcoming
this
year
again
a
lot
going
on,
but
perhaps
a
a
really
significant
new
area
is
the
expanded
climate
action
work
that
we're
doing
I
mean-
and
this
includes
work
on
a
long-term
carbon
inventory
and
developing
natural
climate
solutions
for
the
osmp
system.
Specifically,
while
this
works
likely
to
continue
on
into
2023
as
well
we're
getting
started
on
a
system-wide
baseline
inventory
of
above
and
below
ground
carbon
stocks,
hopefully
at
a
scale
that
can
be
used
to
understand
climate
action.
Q
This
area
of
work
was
around
the
field,
lateral
ditches,
and
last
year
we
were
able
to
do
burns
on
about
8
900
feet
of
of
those
field
laterals
by,
and
that
was
done
by
osmp
staff,
as
well
as
boulder
fire
wildland
division.
We
work
closely
with
on
that.
Q
This
occurred
at
three
properties,
including
63rd
street
farm
and
ibm.
We
had
a
really
had
a
goal
of
burning
laterals
at
five
properties
in
21,
but
with
the
abnormally
wet
spring
and
a
record
dry
fall.
We
we
only
got
three
burn
days
in
that
were
possible,
but
I
was
glad
to
see
that
they
did
get
some
done
there.
Q
Q
We
replaced
the
historic
windows
and
repaired
those
and
got
them
operable
and
energy
efficient,
and
we
also
fixed
exterior
wood
that
had
been
damaged
over
the
years
by
age
and
weather,
and
we
we
got
that
all
painted
up
nice
and-
and
you
know,
among
a
number
of
other
other
important
rehab
projects
that
were
part
of
that
renovation.
Q
A
second
highlight
that
I
wanted
to
mention
was
that
we,
the
water
resource
staff,
worked
with
a
consultant
last
year
to
develop
a
number
of
new
tools
and
improve
existing
tools
to
better
track
our
ditch
water
rights
and
be
able
to
assess
water
allocations
across
the
fields.
On
the
system
we've
been
using
these
tools
consistently
for
decision
support.
Q
Q
So
we're
making
really
good
strides-
and
I
know
staff
are
excited
to
show
you
that
in
the
field
coming
up
on
the
25th,
we
also
did
compost
applications,
field
leveling
and
cover
crop
seeding
on
fields
where
the
prairie
dogs
had
been
removed.
Last
year
and
prairie
dog
colony
mapping
was
completed
in
september
early
november
and
that
documented,
a
7.1
percent
decrease
in
active
prairie
dog
acres
from
2020
to
2021
and
staff
put
together
a
nice
annual
prairie
dog
public
meeting
in
december
as
well,
which
we've
reported
to
you
on.
Q
Looking
at
upcoming
projects,
I
wanted
to
mention
a
new
effort
around
bailing
twine
that
the
ag
staff
developed
and
are
working
on
so
osmp
leases.
Several
thousand
acres
for
agricultural
hay
production
and
bailing
twine
and
mesh
are
incorporated
as
part
of
the
baling
process
and
it's
a
difficult
material
to
dispose
of
for
the
agricultural
community
and
can
cause
conflict
with
wildlife
and
livestock.
Q
So
staff
have
been
facilitating
twine
collection
this
year
to
reduce
the
waste
stream
and
send
more
to
recycling
and
also
to
reduce
accumulation
of
that
polypropylene
that
bright
orange
polypropylene
material.
You've
probably
seen
it
real,
really
trying
to
reduce
that
accumulation
on
osmp
properties
and
to
reduce
the
risk
to
wildlife.
Q
It's
the
material
can
get
bound
up
in
the
feet
of
osprey
and
other
raptors,
and
adult
osprey
and
chicks
that
get
tangled
in
baling.
Twine
can
get
trapped
in
their
nest
or
lose
toes
or
even
limbs
that
when
it
cuts
off
their
circulation,
so
staff
began
outreach
throughout
the
winter
and
during
the
bulk
of
hay
feeding
season
this
past
winter
and
tenants
have
been
extremely
receptive
and
seeing
the
benefit
to
the
program,
because
they've
always
kind
of
dealt
with
this
challenge
of
disposing
twine,
and
you
know
we're
we're
thinking.
Q
We
may
reach
a
total
of
about
a
a
ton
of
material
collected
this
year,
which
is
which
is
great,
and
this
is
really
an
example
of
a
pilot
program.
That's
part
of
our
reaching
our
desired
outcome
for
high
value
habitat
on
ranches
and
farms.
S
Thanks
john
again,
jeff
haley
deputy
director
for
trails
and
facilities
and
leah
yeah,
so
the
next
focus
area.
We
talked
a
bit
about
this
earlier
in
the
budget
discussion,
but
it's
really
our
focus
on
responsible
recreation,
stewardship
and
enjoyment,
and
it's
really
looking
at
the
fact
that
we're
reunited
by
our
connection
to
and
enjoyment
of,
nature
and
our
obligation
to
protect
it.
S
So
these
projects-
or
I
should
say
these,
these
outcomes,
similar
to
what
john
mentioned
for
the
other
focus
areas,
we're
really
hoping
to
see
outcomes
that
look
at
a
diverse
range
of
recreational
experiences.
S
We
want
folks
to
have
enjoyable,
responsible
recreation
within
open
space
and
mountain
parks.
We
want
welcoming
accessible
trail
heads
great
experiences
for
all
in
terms
of
reducing
conflict
and
providing
equitable
experiences
across
the
system
and,
finally,
a
high
quality
trail
network
and
again
just
to
refer
back
to
our
overall
theme
this
evening
is
how
do
we
provide
funding
and
do
those
projects
that
really
meet
the
goals
of
the
community
in
this
focus
area
and
similar
to
what
we've
been
mentioning
in
the
other
focused
areas,
just
a
fun
fact
again.
S
Again
it's
about
a
three
mile
little
over
three
mile
loop
and
the
great
thing
about
that
is:
we've
been
able
to
reduce
or
close
about
five
miles
of
undesignated
trails
in
that
region,
so
again
by
providing
that
new
planned
sustainable
trail.
We're
now
able
to
protect
the
resource
and
really
support
high
quality
ecological
values
up
there.
S
But
if
anybody's
wanting
to
get
some
good
exercise
and
get
in
shape,
you
can
always
come
along
and
help
out
on
our
trail
projects.
You
can
see
here
our
trail
workers
that
were
on
that
project.
S
The
average
distance
hiked
was
about
608
miles,
so
in
comparison,
that's
about
28
percent
of
the
the
at
the
appalachian
trail
and
maybe
even
more
fantastic
than
that
is
the
average
elevation
gain
that
each
trail
worker
climbed
as
they
worked
on
that
corridor
throughout
the
project,
was
about
133
000
vertical
feet.
So
imagine
climbing
everest
about
four
and
a
half
times
is
what
that's
looking
at
so
some
fun
facts
there
just
about
how
that
project
went
and
and
again
back
to
the
overall
theme
of
how
that
trail
really
provides
that
responsible,
recreation
and
stewardship.
S
So
the
next
slide
will
indicate
just
a
little
bit
about
2021.
So
what
did
we
really
accomplish?
What
are
those
highlights
from
last
season?
S
Again,
it's
really
looking
at
the
infrastructure
and
our
operations
and
programming
that
we
use
to
understand
visitation
to
support
those
visitor
experiences
to
reinforce
those
great
experiences
for
all,
as
they
visit
the
system
and
again
providing
that
safety
and
stewardship
of
the
the
ecological
values
so
trail
maintenance.
Obviously,
we've
we've
mentioned
that
this
evening.
S
S
We
had
about
780
rock
steps
and
our
staff
built
about
4
500
square
feet
of
retaining
wall,
so
a
lot
of
work
just
in
the
trail
maintenance
category
again
we'll
we'll
come
back
next
month,
as
we
mentioned
earlier,
and
talk
more
about
trail,
maintenance
and
again,
the
trail
heads
so
those
areas
that
we
have
set
up
for
folks
to
access
our
system.
S
You
know
each
week
we
do
major
trailhead
maintenance,
where
we
go
to
different
ones
and
rebuild
regrade,
and
it's
really
looking
at
what
is
the
environmental
sustainability
of
those?
Do
we
need
to
address
storm
water
management?
Is
there
issues
with
accessibility?
You
know
are
folks
not
able
to
access
them
so
we're
always
working
on
trailheads
each
year
as
well.
That
includes
wayfinding
signage
and
some
of
our
more
programmatic
areas.
You
know,
of
course,
our
junior
rangers,
which
is
our
premier
legacy
program.
S
I
believe
it
was
last
month
or
pre.
Recently,
you've
heard
from
colin
in
our
human
dimensions
program
about
all
the
monitoring
of
visitation.
So,
as
he
recalled
last
year,
we
had
about
five
additional
long-term
and
ninety
short-term
visitor
counters.
That's
how
we
capture
all
that
data.
That
colin
is
able
to
inform
the
board
in
our
community
about
where
we're
seeing
visitation
again.
S
S
I
won't
go
through
these
projects
in
great
detail,
but
again
here's
just
a
sampling
of
work,
that's
happening
now.
You
can
see
in
these
images
again
how
this
this
trail
work.
These
projects
really
build
stewardship
and
really
ownership
of
our
system
and
giving
back
so
north
sky.
We
talked
a
bit
about
that
already.
We
are
actively
designing
planning
that
work
going
through
the
permitting
process.
S
All
that
to
get
us
to
the
point
as
which
we
can
construct
and
start
building
that
trail
next
year
that
we
talked
about
earlier
south
mesa.
We
also
mentioned
through
our
trailhead
improvements
and
again,
as
john
talked
a
moment
ago
with
south
boulder
creek
and
new
zealand
mud,
snails
and
other
ecological
factors.
We
want
to
make
sure
these
trail
heads
are
also
doing
their
part
in
sustaining
the
ecological
values
in
the
area
and
how
we
have
visitation
in
that
area,
so
general
renovation,
refurbishment
to
that
area,
system-wide
sign
and
communication.
S
We
talked
a
moment
ago
about
interpretive
signage,
wayfinding
signage.
You
all
did
see
the
presentation
earlier
this
year
from
our
signage
program
about
all
the
great
work,
with
spanish
translation
and
other
forms
of
communication,
so
that's
really
again
pointing
towards
how
do
we
and
inform
our
our
visitors
and
encourage
good,
responsible
recreation
and
then
the
visitation,
visitor
experience
survey
will
continue
this
year
as
well.
S
I
talked
a
bit
about
that
and
just
gathering
data
from
our
visitors
through
those
survey
tools,
chapman
drive
another
trailhead,
that's
under
design,
currently
we're
working
with
the
county
to
really
highlight
and
kind
of
do
the
next
phase
of
work.
Now
that
the
boulder
canyon
has
been
restored
and
rebuilt
with
the
boulder
canyon
path
up
to
chapman
drive,
this
trailhead
will
support
that
and
allow
visitors
to
access
that
area
as
well
and
then
gun
barrel
site
planning
implementation.
S
There's
a
host
of
work.
That's
called
out
in
a
plan
for
the
gun,
barrel
area,
and
this
will
next
or
this
year
rather
in
22,
we're
hoping
to
continue
moving
towards
the
phase.
One
trail
improvements
once
again
that
allows
to
really
preserve
and
sustain
that
that
ecological
area
with
having
designated
sustainably
built
trails
in
the
in
the
corridor
and
then
finally,
similarly
at
red,
rocks
trails,
we've
been
working
with
our
teams
over
the
years
to
really
look
at
how
we
improve
those
areas
as
well.
S
S
P
P
And
I'll
follow
up
now
with
the
focus
area.
That's
looking
at
community
connections,
education
and
inclusion.
When
we
did
the
master
plan,
the
feedback
from
the
community
for
the
value
related
to
this
focus
area
was
that
together
we
build
an
inclusive
community
of
stewards
and
seek
to
find
our
place.
An
open
space.
P
Part
of
that
discussion
led
us
to
seven
outcomes.
For
this
focus
area,
often,
I
would
say,
inspiring
environment,
environmental
education,
fulfilling
community
involvement,
lifetime
connections
with
nature,
and
that
is
in
part
to
inspire
a
long-term
response
to
the
climate
crisis
as
well
as
engage
youth
and
inspired
by
nature
are
some
of
those
sort
of
main
focuses
or
outcomes
we're
hoping
to
achieve
in
this
focus
area.
P
In
terms
of
the
fact
I
just
wanted
to
point
out,
you
see
on
the
right-hand
side,
obviously
rangers
go
about
their
work
and
you
know
either
was
it
whether
it's
excuse
me?
The
king
super
shooting
the
fires
that
have
occurred
or
day-to-day
rescues
that
they
do
it's
all
about
public
safety
and
taking
care
of
the
community,
and
I
just
wanted
to
point
out
that
rangers
never
ask
for
recognition.
P
It's
just
part
of
the
job
to
them,
but
you
can
see
that
last
year
they
received
11
11
awards,
two
medals
of
valor,
one
life
saving
award,
one
sheriff's
commendation,
two
distinguished
service
awards,
three
rocky
mountain
ranger
association
awards
and
two
blue
gamma
rewards
and
in
some
ways
that
just
highlights
the
professionalism
of
the
group
and
the
outstanding
service.
They
provide
the
community
next
slide,
presley
so
strategy
equity.
What
are
we
doing
about
that
in
terms
of
welcoming
diverse
backgrounds
and
abilities?
P
And
I
just
want
to
point
out
three
projects
from
last
year
that
were
pretty
successful,
jeff
touched
on
one
earlier.
Basically,
we
set
up
a
partnership
with
el
centro
amistad.
They
actually
worked
with
us
on
the
master
plan
in
terms
of
the
community
outreach.
But
if
you
remember,
juliette
binnell
came
to
the
board
last
year
to
talk
about
our
first
bilingual
signage
project
at
sawhill
ponds.
P
It
was
a
complete
success.
We
got
fantastic
feedback
from
the
latinx
community
and
in
fact
it
led
to
changes
in
the
way
we
make
signs
that
bill.
Our
assigned
manager
looked
at
the
way
we
even
communicate
in
terms
of
signage,
and
how
do
we
improve,
for
instance,
not
just
the
words
but
the
symbology
of
the
signage,
so
that
now
is
a
project
where
we're
hoping
to
grow
across
the
system
over
time,
as
jeff
touched
upon.
P
That's
great
that
we
do
that,
but
they
become
somewhat
exclusive.
It
becomes
only
that
underserved
community,
where
the
program
goes
to
and
karen.
I
know
you've
pointed
this
out
before
some
of
the
successes
that,
with
this
is
making
it
inclusive
programming
where
underserved
communities
are
participating
in
typical
programs,
so
that
it
is
really
inclusive
and
that's
been
a
big
success
last
year.
The
final
one
I
mentioned
is
nature
kids
builder
pilot.
P
You
see
the
photograph
on
the
right,
one
of
the
programs
career
risotto
delivered.
Well,
that's
been
a
real
success
because
it's
it's
you
know
it's
basically
working
with
families
and
kids
outside
of
a
more
curriculum-based
approach,
more
of
a
sort
of
weekend,
nighttime
approach
to
have
people
involved
in
open
space
next
slide.
P
So
this
is
a
piece
where
I've
got
two
slides
on
how
we
think
about
enhancing
communication
with
visitors
cci2,
and
this
first
one
you'll
have
heard
the
ris
group
talking
about
a
new
database
for
the
rangers
it'd
been
a
few
years
in
the
making,
maybe
52
years
in
the
making
and
honestly
the
length
of
the
range's
lifetime.
P
P
They
took
it
on
board
because,
like
our
as
mentioned,
it's
data
we
can
report
out
on
to
the
community
the
board
about
the
presence
we
have
on
the
land,
but
it's
also
informing
where
we
need
to
focus
patrols
where
we
need
to
think
about
where
these
issues
are
popping
up
and
we're
seeing
over
time.
If
you
imagine
this
five
down
five
years
down,
the
road
we'll
have
more
patterns
emerge
that
will
help
direct
how
rangers
do
their
work.
P
So
that's
a
very
exciting
development,
and
just
a
couple
of
factoids
coming
out
of
it
so
far
is
rangers,
made
17
000
contacts
from
july
to
december
and
on
the
right
you
see
a
little
pie
chart
that
talks
about
the
different
types
of
way
rangers
do
their
work,
374
miles
of
biking
and
6
700
miles
of
hiking,
which
just
starts
to
give
a
sense
of
how
much
work
the
rangers
do
within
the
system
and
starts
to
over
time
will
be
able
to
provide
more
information
about,
like
I
was
saying
earlier.
P
What
is
that
presence
in
the
field
and
what
effect
is
it
having
on
visit,
behavior
safety
and
enjoyment?
Next
slide,
please,
and
so
in
terms
of
just
continuing
on
with
this
theme,
the
other
two
focus
groups
that
really
are
like
the
front
line
as
it
were
of
working
with
visitors
is
obviously
on
the
bottom
left.
Here
the
education
and
outreach
group
and
coming
out
of
covert.
P
We
sort
of
programs
were
362
last
year,
a
bit
lower
than
normal,
but
still
a
really
good
delivery.
That
includes
online
programs
with
17
000
participants
and
again
later
in
the
year,
you'll
have
lisa,
curry
and
dakota.
Coming
back
to
talk
about.
I
think
it's
in
october
a
lot
of
the
sort
of
basically
advancement
we've
made
in
education
programming
over
recent
years,
because
we
had
a
strategic
plan
and
we've
got
interpretive
themes
for
the
system
now
and
we've
got
sig
training.
P
It's
that's
interpretive
training
for
all
staff
to
participate
in
education
programming
and
what
that's
doing
is
it's
building
up
this
more
focused
attempt
to
really
figure
out
how
we
explain,
for
instance,
land
management,
how
we
do
focus
on
what
it's
like
for
a
youth
to
participate
more.
What
is
it
like
to
think
about
climate
change
in
our
system
and
with
these
focuses
now
in
our
education
programming,
we're
hoping
that
will
improve
communities,
understanding
of
the
land
and
their
participation
within
any
projects
or
programs?
We
have
on
the
right,
janelle
came
to
you.
P
I
think
it
was
last
month
with
a
volunteer
update.
So
I
won't
spend
much
time
on
this,
but
you
just
get
a
sense
of
you
know:
1
800,
volunteers,
20
hours,
20
000
hours
of
time,
and
there
you
see
like
six
hundred
thousand
dollars
just
about
in
terms
of
the
contribution
that
comes
in
terms
of
a
monetary
value
for
the
com
from
the
volunteers.
P
One
of
the
things
about
this
enhanced
communication
with
visitors
is
you
see
in
the
top
left
that
sort
of
phrase
presence
on
the
land
we've
been
working
really
hard
across
the
ranger
work
group,
the
education
outreach
work
group
and
the
volunteers
to
really
think
about
what
that
means,
as
a
focused
effort
and
you'll
hear
more
about
that
in
the
years
to
come.
Next
slide,
please,
lea.
P
The
next
strategy
is
cci3
youth
and
some
of
the
work
we've
been
doing
in
2021,
and
I'd
like
to
point
out
that
this
is
a
sort
of
I
would.
I
don't
want
to
say,
emergent
work
because
we've
been
I'd,
say
it's
more
focused
work
and
there
is
some
because
of
the
fires.
It's
actually
given
us
a
little
bit
more
urgency.
Let's
say
what
it
is.
Is
we've
been
working
with
growing
up
boulder
on
a
partnership
to
work
with
them
on
youth,
and
the
idea
is
many
of
you
will
know.
P
P
It's
a
wonderful
paper.
She
wrote
on
connecting
youth
for
nature,
building
resilience
and
hope
focuses
on
like
four
main
areas
and
the
first
office
she's
noticing,
through
her
research
and
desktop
study,
work
in
this
paper
that
sixty
percent
of
youth
now
have
anxiety
about
climate,
and
that
is
a
huge
number.
Isn't
it.
So
how
do
we
start
work
with
youth
through
this
partnership
effort
with
gov
on
understanding
their
emotions
and
range
of
experiences?
P
And
the
point
about
that
is
on
the
flip
side,
when
we
look
at
how
we
think
about
it,
it's
well.
What
is
the
hope
for
the
future?
P
So
if
we
can
look
at
the
sort
of
trauma
side
of
this
and
the
emotions
that
create
fear
on
the
positive
side,
you've
got
things
like
hope,
excitement
enjoyment,
relaxation
in
nature.
How
do
we
get
those
the
kids
to
connect
with
the
nature
connection,
along
with
that
general
anxiety
connection,
so
we'll
be
looking
at
making
the
connection
between
the
two
and
then
once
we've
got
that
in
place.
P
What
actions
can
you
take
on
the
ground,
and
hopefully
that
will
lead
to
some
ideas
from
the
youth
about
how
we
can
improve
our
education
programming
or
even
some
like
small-scale,
interpretive
instruction,
so
we're
hoping
we
really
got
a
good
youth
voice
here
to
talk
about
climate
and
get
really
involved
in
some
of
the
nitty
gritty
of
what
this
means
for
the
next
generation
next
slide.
Please
here.
P
In
terms
of
cci4,
this
is
work
that
mostly
actually
dan
and
phil
have
been
doing
really.
I
want
to
give
a
huge
shout
out
there
for
all
that
work.
That's
been
going
on
and
it
is
it's.
You
know.
We've
got
these
old
mousse
that
we
had
with
tribal
nations
that
basically,
in
the
last
couple
years
the
city
council
has
picked
up
on,
and
the
city
manager's
office
and
dan
has
been
a
leader
in
working
with
american,
indian
tribes
and
indigenous
peoples
over
the
last
few
years.
P
What's
emerged
from
that
is
a
really
good
sort
of
tribal
consultation
process
that
we're
now
doing.
I
know
board
members
have
participated
in
that
and
that'll
be
continuing,
but
it
we've
heard
from
the
tribes
that
boulder
is
viewed
as
a
city
that
is
reaching
out
to
the
tribes,
and
they
very
much
appreciate
that
and
it's
almost
a
model
for,
however,
cities
may
be
able
to
work
with
the
tribes
in
terms
of
a
couple
of
projects
that
have
come
up.
P
I
think
you're
aware
this
fort
chambers,
poor
farm
site
management
plan,
our
new
planning
staff
person
will
be
working
on
this
project
with,
like
allison,
eglin,
phil,
yates
and
few
other
folk,
curry,
rosado
kristen
from
in
terms
of
the
archaeological
side
of
things.
P
P
How
do
we
think
about
what
visitors
need
to
know
beforehand?
What
do
during
a
fire?
How
do
we
build
resiliency
and
hope,
and
what
does
taking
action
look
like,
and
how
do
we
do
this
collectively,
so
they're
not
like
isolated
topics,
so
the
education
team
is
working
really
hard
on
that
and
you'll
see
more
to
come
pretty
soon
the
volunteer
and
who
also
managed
the
volunteer
group
with
janelle
freester.
Who
also
concludes
the
ready
to
work.
You've
heard
them
mention
tonight,
who've
been
saying:
well
when
ready
to
work.
Do
projects
for
open
space?
P
T
That's
right,
thank
you
and
I'm
gonna
keep
it
short
and
sweet,
because
the
last
two
presentations
on
budget
and
technology
covered
most
of
this,
and
I
don't
want
to
be
too
repetitive.
T
This
first
slide
here
is
about
funding
in
2021
and
you
all
spend
a
lot
of
time
with
the
funding
and
with
the
budget
at
least
five
touches
over
the
course
of
the
year,
so
you're
very
familiar
with
the
ins
and
outs
here,
but
2021
as
much
as
we
had
hoped
it
would
be
a
focus
on
further
implementation
of
the
things
we've
been
talking
about,
aligning
the
work
planning,
the
master
plan,
getting
progress
going
on
behalf,
and
we
did
those
things,
but
we
we
know
we
had
a
lot
of
emergent
work
around
budget
reductions
and
making
sure
we
were
stewarding
our
funds
during
economic
uncertainty.
T
So
we
went
kind
of
from
a
scenario
around
the
action
plan
to
kind
of
quickly
adjusting
to
a
fiscally
constrained
version
of
master
plan
implementation
as
we
were
reducing
budget.
So
in
2021
we
met
that
requirement
to
reduce
10
percent
of
budget.
We
did
that
we
we,
we
feel
in
a
very
responsible
way
that
set
us
up
for
for
resilience
and
success
in
2022
and
restoring
budget,
so
that
included
cuts
to
non-personnel
budgets,
capital
budgets,
some
ongoing
services
and
and
we're
able
to
restore
that
through
the
2022
budget.
T
Even
in
a
fiscally
constrained
scenario,
budget
downturn,
budget
reductions,
we
were
still
able
to
invest
70
percent
of
our
funding
over
70
percent
of
our
funding
into
tier
1
projects
and
programs.
So
super
proud
of
the
work
that
we
were
able
to
get
done
in
tough
circumstances
in
the
community
and,
of
course,
globally
and
nationally.
T
So
with
the
2022
budget.
You
all
work
on
this
in
2021,
so
it's
tough
to
call
it
a
2021
accomplishment
when
it's
a
22
budget,
but
really
that
is
when
the
work
went
in
to
building
and
approving
the
22
budget.
We
were
able
to
bring
those
things
back,
restore
the
cuts
and
we
actually
were
able
to
invest
just
over
a
half
million
dollars
additional
funding
through
the
2022
budget
in
those
tier
one
top
priority
items
so
above
and
beyond
what
we
had
done,
pre-covered.
So
a
lot
of
success
there.
T
We
feel
really
positive
about
the
2022
budget
and
we
feel
like
even
after
you
know,
one
quarter
of
22
we're
seeing
things
get
off
the
ground,
our
field,
season's
starting
and
we
feel
like
in
2021.
We
set
ourselves
up
for
for
success
in
2022.,
so
we've
talked
a
couple
times
about
the
extension
of
the
0.15
sales
tax
increment,
which
was
huge,
particularly
in
an
economic
downturn
and
a
tough
time
during
covid.
T
We
we
talked
about
it
in
terms
of
it
was
less
of
a
cut
which,
which
maybe
is
hard
to
kind
of
rally
around,
but
it
really
was
so
impactful
for
us.
We
we
did
meet
the
requirement
to
cut
10
percent,
but
that
that
sales
tax
extension
allowed
us
to
have
a
short
up
based
funding,
so
that
we
could
be
confident
that
we
could
get
through
the
tough
times
and
and
begin
to
program
that
money
fully
in
2022
next
slide,
and
then
this
slide
kind
of
covers
the
the
non-financial
elements
of
financial
sustainability.
T
So,
within
the
financial
sustainability
focus
area,
we
also
have
strategies
around
real
estate
technology,
which
is
covered
under
things
like
workforce
development
and
operational
needs
and
the
planning
framework.
So
bethany
is
here
with
you
virtually
every
month.
I
think
she
had
a
record
streak
of
the
last
eight
months
of
having
different
agenda
items
here
at
osbt,
so
tons
of
work
on
those
strategies,
particularly
in
the
in
the
world
of
conservation,
easement
amendments.
T
A
lot
of
the
work
that
you
all
saw
in
2021
will
finish
process
in
22,
so
we
get
a
recommendation
from
the
board
and
then
there's
subsequent
work
with
landowners
and
council
to
close
out
those
projects.
So
a
lot
of
what
you
saw
last
year
will
be
finalized
in
2022,
but
the
big
one,
of
course,
is
the
acquisition
acquisition
of
the
conservation
easement
at
long's
garden.
T
And
again
I
I
anticipate
that
when
we
come
back
to
the
2022
report,
you'll
see
a
long
list
of
of
others
that
you've
reviewed
over
the
last
few
months
technology.
I
don't
think
I
need
to
say
anything
additional
to
what
you've
heard
tonight.
Some
of
the
focus
is
what
you
heard
were
around
asset
management,
deploying
additional
data
sets
continuing
to
invest
in
work
planning
and
connecting
asset
management,
work,
planning,
budget
master
plan
implementation
to
make
sure
we're
really
moving
in
a
consistent
and
clear
direction.
T
So,
in
terms
of
what's
upcoming,
the
the
only
strategy-
I
think
I
haven't
really
touched
on-
is
the
planning
framework.
So
we
have
a
strategy
in
there
that
that
calls
for
an
update
to
the
planning
framework.
That
is
something
that
mark
and
casey
french
and
team
are
working
on,
and
we
anticipate
that
we'll
be
coming
to
you
in
july
with
an
update
on
that.
So
that
is
it
for
me
and
I
believe
we
have
the
interactive
trail
map
to
close
out.
M
Yeah,
we're
gonna
close
it
out
with
that,
and
I'm
going
to
invite
chad
brotherton
in
here
to
provide
us
a
little
bit
of
background
of
of
the
virtual
open
house
concept
and
what
its
version
looks
like
for
2022..
X
Thanks
stan
and
hello,
everyone
trails
manager
for
open
space,
chad,
brotherton,
and
so
I
want
to
jump
into
the
open
house
and
kind
of
give
you
a
little
bit
of
background
of
the
evolution
of
the
open
house
in
years
past.
We
we
started
a
trails,
open
house,
it
was
in
person.
Typically,
we
would.
We
would
do
that
around
february,
or
so
you
know
giving
some
information
about
upcoming
projects
for
that
year.
X
X
So
we
got
to
a
point
where
we
had
these
two
open
houses
and
we
got
some
feedback
and
decided
to
pull
it
all
together
and
do
like
one
one
general
open
house,
you
know
so
that
was
kind
of
evolution
in
the
direction
we
were
going
and
then
covet
hit
in
2020,
as
you
all
are
well
aware
of,
and
that
really
put
us
on
hold
with
the
open
house
concept.
You
know
we
didn't
want
to
do
anything
in
person.
X
Nobody
was
doing
anything
in
person,
but
as
as
that
evolved,
you
know
as
as
covet
evolved,
and
you
know
we
started
thinking
about
this.
We
came
up
with
the
idea
of
a
virtual
open
house
to
provide
that
same
information.
X
You
know
just
virtually
so
it
was
easy
to
access
you
know
and
that
that
similar
information
or
even
possibly
more
built
out
information,
was
a
little
more
easily
accessed.
So
last
year
we
kicked
off
our
our
first
virtual
open
house
and
we
got
a
lot
of
positive
feedback
from
it
and
it
was
a
combination
of
you
know,
trails,
vegetation
and
restoration
projects,
and
you
know
we
decided
to
extend
that.
You
know
towards
other
master
plan,
highlights
you
know
and
and
really
kind
of
highlight
projects
across
the
department.
X
You
know,
as
you
know,
all
our
deputies
have
been
talking
about
this
evening.
So
this
is
this.
Is
you
know?
The
open
house
is
a
a
way
to
access
a
lot
of
that
information
and
look
at
at
like
a
general
context
also.
X
So
this
is
our
second
annual
open
house
and
some
of
the
projects
that
will
be
highlighted.
You
know,
will
education
and
outreach
numbers
will
be
included.
The
ranger
statistics
as
mark
was
talking
about
the
you
know:
funded
research
projects,
trails
projects,
vegetation
management,
restoration,
you
know
riparian
and
wetland
restoration.
X
So
those
are
all
you
know,
projects
that
will
be
highlighted
in
this.
This
virtual
open
house.
It
will
be
live
next
week,
may
18th
and
we'll
be
advertising.
You
know
through
all
sorts
of
avenues.
You
know
on
our
site,
you
know
via
email,
lists
and
social
media,
I'm
not
going
to
go
into
how
it's
all
going
to
be
advertised,
but
you
know
we'll
we'll
be
spreading
the
word
out.
X
So
people
know
where
to
to
find
it
and-
and
you
know,
explore
the
information
that's
in
there
and
you
know
one
of
the
the
really
neat
things
you
know
some
of
the
pages
on
projects.
You
know
there's
a
lot
of
information
about
the
projects,
but
one
of
the
neat
things
is
the
the
virtual
map
and
I
just
want
to
say
thank
you
again
to
mo
and
mo's
team.
You
know
great
presentation
and
also
you
know
this
is.
X
This
is
one
more
example
of
of
their
their
great
work
and
how
they
help
us.
You
know,
share
out
information,
so
I'm
going
to
share
my
screen
and
give
you
a
quick
tour
of
the
of
the
virtual
map.
X
Is
that
showing
up
now?
Okay,
thanks
dan,
okay,
so
here
you
know,
there'll
be
a
link
in
the
the
virtual
open
house,
so
you
can
click
right
in
there
and
this
is
what
will
come
up
and
there's
a
couple
of
ways
to
access
this
information.
X
X
X
So
as
an
example,
you
can
click
on
a
the
canyon
side,
forest
thinning
project,
and
it
will
bring
you
right
to
that
in
the
map
and
give
you
a
little
bit
of
a
highlight
of
you
know
a
brief
explanation
of
what
the
project
entails
and
kind
of
a
time
frame.
So
there's
there's
some
information
there
and
I'm
not
going
to
dig
into
all
that
because
it's
really
fun
to
kind
of
dig
around
in
here
and
explore
the
information.
X
Another
example
is,
you
know,
enchanted
mesa.
You
know
forest
routine.
X
Our
femme
team
is
looking
at
80
acres
in
that
area,
so
again,
just
great
information
on
all
these
different
types
of
projects,
and
I
was
actually
going
to
point
out
a
little
bit
more
of
the
ecological
side
of
things,
because
I
just
find
those
so
interesting,
but
in
part,
because
you
know
this,
one
of
the
topics
tonight
has
been
trail,
maintenance,
backlog
and
all
of
this
you
know,
I
think
it's
really
interesting
to
look
at
the
context
across
our
system
and
the
projects
that
we're
looking
at.
X
So
this
goes
beyond
just
cip
requests.
This
is
like
a
balance
of
okay.
These
are
generally
the
highlight
projects
of
the
year.
You
know
2022
and
if
you
know,
if
I'm
looking
across
this,
you
see
all
the
yellow
is
trail
repairs
all
the
yellow,
triangles
green,
our
trail
re-routes
and
in
fact,
all
of
those
trail
repair
and
all
those
trail.
Reroute
projects
are
actually
taking
care
of
pieces
of
maintenance
backlog
and
then
you
know
so
you
can
you
can
zoom
in
and
or
actually
there's
two
ways
to
look
at
it
so
trail
repairs.
X
You
know
you
can
zoom
in
to
like
the
first
and
second,
you
know
legacy
trail
that
we're
you
know
working
on
consistently
working
on.
You
know
mount
sinaidis
was
brought
up.
You
know,
that's
another
one,
we're
we're
doing
and
continue
we'll
be
continuing
for
years
on
that
one.
So
that's
a
really
neat
way
to
explore
the
data
and
then
the
other
way
to
explore.
It
is
if
you
close
out
this
index,
you
can
actually
just
click
on
the
projects
themselves.
X
So
if
you're
interested
in
an
area
you
can
you
can
hone
in
on
that
area,
and
you
know,
what's
you
know
what's
going
on
in
gum
barrel
and
you
can
look
at
this,
this
project
there's
also
the
cottontail
project.
X
So
if
you
look
at
the
context
in
2022,
really
it's
mostly
almost
entirely
trail,
repairs
and
reroutes
that
take
care
of
maintenance,
backlog.
X
So
and
then
one
other
thing
that
jumps
out
at
me
is,
is
the
you
know
if
you
look
at
the
chautauqua
area,
where
we
have
a
lot
of
legacy
trails,
we're
focusing
a
lot
of
energy,
a
lot
of
resources
on
the
legacy
trails
of
that
area
to
to
address
the
maintenance
backlog
and
that
you
can
dig
into
that
information.
X
So
that's
the
interactive
map
and
you
know
some
of
the
information
that
you
can
dig
into
it's.
It's
really
fun.
I
actually
got
lost
for
quite
a
while
in
here
learning
about
the
resource
projects
in
further
depth
and
just
looking
at
things
in
context-
and
I
think
I
guess
with
that-
I
will
pass
it
back
to
dan
and
yeah
I'll
pass
it
back
to
dan.
M
Thank
you,
yeah
thank
you,
chad
and,
and
that
really
concludes
the
presentation,
and
I
I
hope
that
the
interactive
map
we
we
decided
to
spend
a
little
more
time
on
that
this
year
than
last
year,
just
because
it
relates
so
much
to
everything
we've
been
talking
about
today
is
where
can
I
find
more
information
on
it
and
where
it
is,
and
so
I
hope
you
all
have
fun
with
that
one
and,
like
I
said
it,
goes,
live
very
shortly.
So
with
that
bring
it
back
to
you,
karen.
A
M
Well
I'll
chat
I'll
turn
over
to
just
a
second,
so
we
had
to
make
the
decision
of
whether
or
not
we
wanted
to
go,
live
or
or
stick
to
the
virtual,
or
do
a
hybrid
situation
early
this
winter,
and
at
that
time
we
just
didn't
know.
So
we
made
the
call
on
the
virtual
for
again
for
this
year,
but
I
think
going
forward.
We
would
love
to
have
a
hybrid
situation
where
we
actually
have
a
kickoff
to
this
and
reeled
in
real
life.
M
That
was
the
format
we
were
going
to
aim
for
until
we
had
to
make
a
decision,
and
at
that
time
things
were
not
looking
good.
So,
ideally,
karen
going
forward
as
we
would
have
sort
of
a
kickoff
celebration,
an
open
house
people
come,
we
have
staff
there
to
interact,
and
at
that
time
we
do
a
little
presentation
about
the
interactive
map
as
well
as
entertaining
one-on-one
questions.
So,
ideally,
that's
the
format.
We
would
like
to
move
towards.
A
Nice
idea
thanks,
tell
me
about
opportunities
to
ask
questions
or
make
suggestions
to
the
number
of
staff
who
just
presented
on
the
master
plan
part
of
the
segment.
Is
there
an
opportunity
to
do
that
or.
S
H
There
was
a
lot
there,
but
I
wanted
to
ask
jeff
how
they
knew
how
you
knew
that
they
had
done.
4.6
everest.
S
T
S
No,
that
no,
that
that's
kind
of
assumption
we
just
looked
at
how
long
the
contractor
kind
of
looked
through
the
numbers
and
the
contract.
We
actually
keep
pretty
detailed
work,
tracking
and
invoicing
for
the
for
the
contractors,
and
so
we
know
how
many
days
they're
out
there
and
just
given
how
long
it
took
to
do
the
work
and
then
to
go
up
and
down
that
slope.
So
some
some
assumptions
there
and
just
kind
of
gathering
all
the
details
from
the
project.
A
I
mentioned
earlier
that
I
had
a
suggestion
back
when
we
were
talking
jeff
about
some
of
the
previous
items
on
the
agenda
and
one
of
the
things.
As
I
read
through
the
packet
about
the
master
plan,
I
kept
writing
down.
A
How
much
of
that
is
in
comparison,
for
instance,
on
I'm
on
page
six
right
now
it
says
you,
you
made
progress
on
the
maintenance
backlog
and
my
question
is
how
much
I
know
you
installed
over
400
new
timber
steps
and
784
rock
steps
and
so
much
retaining
wall.
But
when
I
look
at
the
the.
A
Information
services
data
I
see
dashboards
and,
for
instance,
the
dashboard.
That's
on
page
three
made
me
think
man,
if,
if
everybody,
if
every
section
of
the
master
plan,
could
have
a
couple
of
of
dashboards
like
that,
it
would
really
put
in
context
the
work
that
you're
doing
and
give
those
of
us
who
are
not
staff
a
sense
of
how
much
backlog
had
been
taken
care
of
or
in
the
case
of
55
pounds
of
dog
waste
55
pounds.
A
Setups
in,
like
the
one
on
page
five
of
the
of
mo's
group's
packet
information,
so
that
we
can
all
see
how
much
you've
done
in
the
context
of
how
much
is
to
be
done,
yeah,
how
much
of
the
agricultural
infrastructure
backlog
has
been
worked
on
this
year?
How
much
of
the
trails
backlogged?
How
much
so
that
so
that
we
have
a
sense
of
you
know
like
the
old
thermometers
for
red
cross
pledges.
M
Yeah
that
that's
an
excellent
excellent
point
and
we're
in
alignment
on
that
and
I'll
answer
that,
in
a
in
in
two
different
ways,
one
is
the
dial
that
mo
presented
that
was
a
2018
baseline
and
now
four
or
five
years
later,
providing
where
we're
at
with
that
dial.
We
definitely
intend
to
come
at
the
five-year
point
and
provide
you
a
scorecard
if
you
will,
with
several
different
measurement
ways
of
looking
at
how
we're
doing
on
our
strategies.
M
So
that
is
definitely
in
the
works
where
in
fact,
I
just
had
a
another
I'll
call
them
brainstorming
meeting,
but
we're
continually
talking
about
that
and
brian,
and
I
just
met
about
some
enhancements
to
what
that
scorecard
looks
like
what's
the
expectation
going
to
be
from
various
groups.
So
that's
definitely
where
we
hope
to
be.
I
will
say
that
our
asset
management
program
when
starting
in
2019
was
not
as
comprehensive
as
it
would
have
been
great
to
have
had.
M
M
Trails
would
be
one
of
those
ones
that
we
feel
really
confident
that
in
2024,
we'll
have
a
full
system
of
monitoring
with
some
bait,
with
a
baseline
of
2019
that
we
can
reference
for
and
we'll
we'll
probably
be
able
to
provide
an
enhanced
look
at
okay,
five
years
in
where
are
we
at
with
that
dial?
I
would
say,
I'd
be
feel
pretty
confident
that
for
a
number
of
them
we'll
have
that
for
some
of
it
we're
still
collecting
that
asset
management
inventory
and
condition
of
where
we're
at
with
at
at
a
certain
location.
M
So
I
think
it's
going
to
be
a
little
bit
of
a
mixed
value
between
having
already
having
a
baseline,
established
and
being
a
report
out
on
it
versus
the
master
plan,
now
told
us
what
to
focus
on
where
our
strategies
are,
and
some
of
that
baseline
needed
to
be
collected
in
the
first
few
years
of
the
master
plan
implementation
period.
So
we're
on
the
same
page,
karen
we
and
it
and
and
at
the
five-year
touch
point
you're
going
to
probably
see.
M
Maybe
it
wouldn't
be
dials
but
you're
going
to
see
a
a
nice
score
card
attached
with
okay.
Now
that
we've
invested
the
money,
where
you
told
us
to
invest
the
money.
Now
that
we
focused
on
the
focus
areas
that
we
were
told
to
focus
in
and
to
implement
the
strategies
that
we
thought
would
be
most
effective
in
carrying
out
those
focus
areas,
did
we
move
the
needle
so
that
that's
where
we're
headed.
A
That
sounds
good,
but
in
the
beginning,
when
you
introduced
this
master
plan
section,
you
said
that
the
charge
was
to
simply
and
graphically
for
the
public
convey
where
we
are,
and
I
would
advocate
that
every
year
you
could
very
simply
without
the
level
of
complexity
that
you
just
described,
show.
For
instance,
somebody
said:
7.1
percent
decrease
in
the
prairie
dog
population
out
in
the
northern
grasslands.
Well,
you
know
what
the
council
approved
goal
was
for
prairie
dog
reductions
out
there.
A
You
know
how
much
you've
done
in
any
given
year
and
there
could
simply
be
a
little
graphic
that
says
so.
Many
we've
we've
removed
so
many
prairie
dogs
in
comparison
to
this
goal.
A
I'm
not
talking
about
the
the
wheels
and
the
level
of
complexity
that
you
just
described,
I'm
talking
about
on
an
annual
basis,
getting
the
information
in
a
simple
graphic
form,
so
that
the
public
at
a
glance,
can
see
some
of
the
markers
for
some
of
the
more
important
elements
of
of
the
work,
that's
being
done.
Like
trail,
maintenance,
backlog,
prairie,
dog
removal,
those
kinds
of
things
all
right-
and
I
really
don't
want
to
wait
five
years.
I
want
to
see
it
year
by
year.
F
I
don't
know
that
I
have
a
specific
question.
I
just
want
to
say
thank
you
to
everyone
that
presented
mark.
I
really
like
the
stuff
that
you
were
talking
about
with
connecting
youth
with
nature.
I
think
that
all
of
that's
you
know
so
valuable
to
the
system,
if
not
the
most
important
thing
to
the
system.
So
thank
you
guys
for
for
all
of
that.
F
I
I
guess
it's
getting
late
and
I'm
tired.
I
just
wanted
to
say
I'm
looking
at
my
notes,
real
quick
to
see
if
there's
anything.
A
Thanks,
caroline
dan,
you
were
going
to
go
ahead
and
do
a
few
more
verbal
updates.
M
Yeah
I'll
try
to
keep
these
really
brief.
The
end
car
fire,
as
most
of
you
know
we
presented
to
council,
along
with
some
other
city
departments
on
the
end
car
fire,
provided
us
an
opportunity
to
talk
about
land
management
and
mitigation
strategies
which
is
fantastic
just
want
to.
Let
you
know
that
it's
still
not
quite
clear
of
where
council
is
going
to
be
headed
with
this.
M
As
you
know,
they
selected
it
in
the
beginning
of
their
term
10
priority
pro
initiatives
or
projects
they
want
to
focus
in
on
they'll
have
a
mid,
mid
term
sort
of
mid-year.
Look
at
that.
I
wouldn't
be
surprised
if
maybe
sort
of
wildfire
or
disaster
resiliency
became
a
top.
I
guess
we
caught
a
a
baker's
11
if
you
will
so,
but
we're
still
waiting
to
kind
of
see
what
the
next
step
with
council
may
be,
but
that's
not
slowing
our
work
down
at
all.
M
M
That
is
an
effort
that
jeff's
heading
up
and
we're
really
making
great
progress
and
look
forward
to
reporting
out
of
that
to
you
in
the
coming
months,
if
not
before
the
end
of
the
year
and
john
is
setting
up
a
collaborative
project
with
fire
department
to
look
at
enhanced
ways
that
we
could
collaborate
more
effectively
and
efficiently
with
fire
department
and
other
regional
agencies
on
the
ground,
fire
prevention
and
mitigation.
M
And
again
that
is
one
that
I
would
suspect,
would
be
getting
daylighted
once
that
project
is
completed
and
we've
had
a
chance
to
go
over
that
with
the
city
manager
and
get
feedback
from
city
manager's
perspective,
and
so
we'll
get
back
to
you
when
that
project
is
done
as
well.
So
unless
there's
any
other
questions,
I
think
from
the
in-car
fire
update.
I
think
that's
that's
pretty
much
the
story.
M
I
will
let
you
know
that
we
participated
in
a
field
trip
that
did
an
on-site
assessment
of
the
in-car
burn
area
to
determine
the
severity
of
it
and
the
risk
of
let's
say
runoff.
If
you
will-
and
it
was
determined
that
it
was
a
low
burn
severity
across
the
vast
majority
of
the
burn
area-
there's
a
lot
of
roots
intact.
There's
active
regrowth
happening
throughout
the
impacted
areas
and
there's
a
lot
of
rock
in
the
area
which
sort
of
helps
in
in
that
regards.
M
So
overall,
the
field
trip
confirmed
what
staff
was
already
intuitively
coming
up
with
a
conclusion
that
unless
we
have
a
significant
event,
you
know
100
year
type
of
storm
event
that
that
we'll
probably
will
not
be
seeing
high
sedimentation
loads
and
debris
coming
into
bear
creek.
So
that
was
an
interesting
field
trip
that
staff
got
to
participate.
Hearing
from
experts
out
on
the
field.
It
was
nice
to
see
that
our
initial
thoughts
were
confirmed
so.
F
If
they
give
you
any
written
updates
from
what
you
just
described,
I
don't
know
if
anything
was
like
internal
or
if
there
was
like
a
report
about
it.
M
This
field
trip
just
occurred,
but
I
I
don't
know
john,
if
you,
you
would
have
a
sort
of
a
next
step
in
in
what
that
I.
F
Q
They
are
working
on
a
burn
severity
map.
It's
it
was
described
as
rough
gis,
maybe
not
for
you
know,
regular
use
or
anything,
but
I
I
I
do
have
a
request
in
to
get
a
copy
of
anything
that
they
have
and
we'll
we'll
see.
If
it's
useful
or
not.
K
M
Next,
I
just
wanted
to
provide
just
another
plug
for
our
may
25th
field
trip
we're
meeting
at
the
hub
at
three
o'clock
we're
gonna
visit
some
irrigated
field,
restoration
areas.
We
had
a
little
rain
what
eight
days
ago
or
seen
if
it
holds.
Hopefully
things
looked
progressed
in
terms
of
the
vegetation
and
but
looking
forward
to
spending
the
late
afternoon
with
you
all
on
the
25th.
M
I
don't
know
if
there's
any
questions
amongst
the
board,
for
that,
karen
did
raise
a
good
suggestion
of
if
there's
any
possibility
of
getting
some
pertinent
materials
out
ahead
of
time,
rather
than
handing
them
out
to
you
at
the
day
of
the
event.
M
So
we
will
treat
it
sort
of
like
a
regular
board
meeting
in
which
we'll
get
a
meeting
packet
prepared
and
we'll
get
that
in
your
hands
at
least
a
few
days
ahead
of
time
and
we'll
try
to
be
as
responsive
and
give
you
as
much
information
ahead
of
time
as
we
can
so
we'll
do
that
and
also
post
it
so
look
forward
to
a
a
packet
that
will
ahead
of
time
that
will
support
the
field
trip.
A
And
you
mentioned
the
the
ag
fields:
will
there
will
we
be
attending
to
prairie
dog
removal
at
all
in
the
field
trip
as
well.
M
Well,
these
sites
will
be
where
prairie
dogs
were
removed
last
year
and
then
how
we
came
in
and
so
be
more
focused
on
what
do
we
do
once
they're
removed
and
what
restoration
look
like.
So
that's
sort
of
the
theme.
M
And
finally,
just
a
couple
of
quick
updates
one
is
we
have
some
a
couple
of
volunteer
opportunities
tomorrow.
In
fact,
at
5
15,
at
dowdy,
bme,
boulder
mountain
bike
alliance
and
open
space
is
leading
a
volunteer
trail
restoration
maintenance
project
to
address
some
erosion
and
braiding.
M
So,
if
anyone's
interested
at
meeting
that
dowdy
draw
trailhead
at
5
15
tomorrow,
there'll
be
a
group
that
will
be
doing
some
restoration
work
and
if
you
love
trail
work
june,
4th
is
national
trails
day
and
last
year
I
believe
we
had
about
50
participants
this
year,
we're
going
to
be
meeting
at
the
chautauqua
and
walking
up
to
the
ski
jump
trail,
where
we're
going
to
be
doing
a
really
good
maintenance
project
up
there
that
whole
day,
eight
to
four
staff
will
be
up
there.
M
Volunteers
in
public
are
welcome
to
attend
any
portion
of
that
day
that
they
can
that's
available
to
them
so
eight
to
four
on
june
4th,
if
you
go
to
the
ranger
cottage,
I'm
sure
our
staff
can
put
you
to
the
way
of
where,
where
we're
at
work
up
there.
M
And
finally,
I
just
wanted
to
alert
you
that
there's
a
lot
of
interrelated
items
and
decision
making
going
on
around
el
dorado
springs
drive
and
el
dorado
state
park.
As
you
know,
every
year
it
seems
the
past
couple
of
years
after
there's
been
various
aspects
that
has
been
tried
out.
Last
year
we
participated
in
a
checkpoint
in
order
to
address
congestion
that
was
happening
when
the
park
became
full.
This
year
it
gets
a
little
bit
more
complicated
because
we
have
several
things
going
on.
One
is
earlier.
M
This
week
a
cpw
approved
a
res,
a
timed
entry
reservation
system,
I
believe
for
the
park.
So
the
park
staff
has
the
go
ahead
on
saturday,
sundays
and
holidays
to
go
to
a
reservation
system
for
el
dorado
state
park.
That
will
take
a
little
bit
of
time
to
put
in
place,
so
it's
likely
not
going
to
be
until
later
in
the
summer
when
that
becomes
available
and
it
depending
on.
M
If
any
hiccups,
it
could
even
be
pushed
more
towards,
let's
say
august
september,
but
that
at
least
provides
us
some
clarity
of
what's
going
to
be
happening
in
terms
of
the
park,
because
things
cascade
from
there
in
terms
of
what
we
might
participate
in
or.
M
Impacts
to
to
that
roadway,
if
you
will
so
we
don't
know
whether
or
not
there's
going
to
be
another
checkpoint,
I
think
until
the
reservation
system
is
in
place,
there
could
be
a
checkpoint
system
like
we
did
last
year.
It
actually
ran
very
smoothly.
Rangers
were
very
you,
know,
surprised
and
happy
on
on
on
how
that
went.
It
is
very
staff
intensive
for
sheriff's
office
and
so
we'll
get
confirmation
of
whether
not
a
checkpoint
is
planned,
leading
up
to
the
reservation
system.
M
The
shuttle
system
is
definitely
going
to
be
a
go,
and
so
osmp
has
been
asked
to
participate.
M
If
we
decide
to
participate,
we
will
do
so
on
a
one-year
trial
basis
and
want
to
make
sure
that
we
have
any
monitoring
in
place
to
so
we
can
report
out
on
what
we
feel
were
the
changes
and
the
impacts
to
that
a
lot
of
the
details.
All
this
is
all
basically
fresh
news
as
of
in
the
last
week
or
so
so
I
don't
have
a
lot
of
details,
but
we
know
from
the
shuttle
perspective.
M
If
we
for
a
one
year
pilot
project
from
the
osmp
perspective,
it
would
not
cost
us
any
money
to
participate,
we're
just
talking
about
ways
that
we
could
actually
measure
outcomes
of
that
particular
option
and
the
other
thing
that's
feeding
out
into
this
is
the
sheriff's
office
and
whether
or
not
on
how
aggressively
they
are
going
to
approach
no
parking
along
that
whole
roadway.
M
There's
been
some
talk
about
closing
all
parking
on
that
roadway
to
reduce
fire
risk
and
to
reduce
the
danger
of
dogs
and
people
walking
along
that
roadway,
because
what
we're
seeing
is
now
people
parking
a
half
mile
away
from
the
trailhead
and
walking
that
road
and
parking
along
in
dry
grass,
so
that
decision
is
yet
to
come.
So
it's
all
these
moving
parts,
a
long-winded
way
of
saying.
M
M
Well,
I
think
the
reservation
system
was
a
big
component
of
that,
so
they're,
obviously
moving
into
the
implementation
phases
of
the
plan.
The
reservation
system
was
one
of
the
key.
You
know
components
of
it,
but
as
far
as
are
you
are
you
referring
a
little
bit
to
the
trail
connectivity
and
that
sort
of
thing?
No,
there
hasn't
been
any
any
talk
with
that.
As
far
as
I
know,
unless
we're
informed
otherwise
that
that's
not
moving
forward
and
so.
P
P
A
M
Now,
shooting
for
july,
the
complicating
so
outside
of
the
technology
and
the
training
that
needs
to
be
done
for
staff
and
the
hiccups
and
that
they're
working
through
the
other
thing
is.
This
council
is
now
moving
to
thursday
nights
starting
in
july,
and
what
that
means
is
several
boards
and
commissions
need
to
be
shifting
and
so
to
be
honest,
it
hasn't
even
been
set.
Is
who's
going
to
be
using
council
chambers
when
we
all
come
back,
and
so
I
just
wanted
to
daylight
that
there's
been
no
decision
making
on
that.
M
Yep
yep,
so
there's
been
some
date
reshuffling
that
has
that
has
landed,
but
I
know
that
the
configuration
of
who's
going
what
rooms
are
going
to
be
used
and
where
the
technologies
need
to
be
and
who's
using
those
technologies
has
has
not
been
decided.
So
I
was
unfortunate.
I
was
trying
to
get
a
little
bit
more
detail
before
I
hopped
on
tonight.
M
I
I
just
don't
have
more,
so
I
would
say,
look
forward
to
our
monthly
email
update
that
I
put
out
to
you
all
and
I'll
try
to
get
as
much
detail,
but
again
we're
shooting
for
july
to
do
a
hybrid
scenario.
B
A
Right
right,
okay
and
the
only
other
question
that
I
have
for
the
board
tonight
before
we
adjourn
is.
I
want
to
ask
if
the
board
has
an
interest
when
we
have
information
items
in
our
packet,
as
we
do
this
month
and
most
months,
whether
you
want
to
have
a
time
during
the
matters
from
the
board
segment
of
the
meeting
to
ask
questions
of
staff
or
comment
about
those
information
items.
I
F
Yeah
I
mean,
I
think,
that
that's
a
good
idea
I
do
feel
like
you
know,
everyone
does
get
tired
at
the
end.
So
I
feel,
like
I've
always
have
been
been
one
to
say
that
I
would
be
fine
with
like
adding
a
meeting
time.
F
So
I
don't
know
if
there
would
be
like
just
another
option
like
once
a
month
where
we
meet
to
really
just
discuss
matters
from
the
board
and
able
to
cover
all
of
it
and
something
that
isn't
drawn
out
late,
because
I
I
would
like
to
feel
that
I
can
discuss
it
with
like
the
depth
and
entirety
that
I
need
to
and
and
not
worry
so
much
about
how
late
we're
going.
So
that's
an
option
maybe
to
problem
solve.
You
know
like
a
super
late
hour,
because
I
I
definitely
agree
there.
F
There
are
things
that
I
think
you
know
warrant
discussion
for
for
the
position
and
and
I'd
like
to
do
it
without
feeling,
like
I'm
keeping
everyone
up
real
late.
A
E
Yeah,
I
agree
it's
challenging
at
the
end
to
talk
about
these
issues,
but
I
wonder
how
much
would
be
appropriate
for
us
to
you
know:
email,
our
dan,
our
questions
one-on-one,
because
all
all
both
of
the
topics
we've
written
updates
on
you
know
we're
going
to
discuss.
E
You
know
see
you
south
next
month
in
excruciating
detail,
and
you
know
the
update
on
the
bikes
implies.
We're
gonna
have
several
meetings
to
talk
about
it
and
get
public
input
so.
A
M
That's
where
the
action
item
will.
A
F
And
john,
I
I
think
that,
like
the
emailing
back
and
forth
and
stuff
is
sufficient
for
a
lot
of
things,
but
at
least
for
myself
speaking
personally,
I
do
find
that
I
wish
that
I
had
more
time
to
communicate
with
all
the
board
members,
and
you
know
obviously
doing
that
is
only
possible
in
the
public
setting.
So
that's
just
something.
I've
noticed
since
my
time
on
the
board
that
I
I
would
always
welcome
more
time
with
you
guys.
A
Well
and
and
the
kinds
of
questions
that
that
you
might
have
john,
I
might
not
even
think
of
so
I
can't
find
out
what
questions
you
had
and
what
kind
of
responses
you
had
unless
it's
done
in
a
public
meeting
yeah,
I
can't
get
a
copy
of
your
email.
E
Yeah
of
of
course,
and
when
I
read
the
update
on
e-bikes,
for
example
right,
I,
it
seemed
implied
that
there
would
be
several
opportunities
for
us
to
discuss
it
at
upcoming
meetings.
And
maybe
I
misread
that.
M
Yeah
so
I'll
go
back
with
project
staff
on
that
and.
M
Evolving
of
what
the
next
eight
months
is
looking
like,
so
I'll
promise
to
go,
have
a
touch
base
and
and
see
if
what
I'm
hearing
is
initially
before
we
go
into
the
recommendation
mode.
A
touch
before
that
to
support
ultimate
decision
making
would
be
recommended.
I
Yeah,
I
think
that
I
think
that's
right,
and
you
know
I
I
think
it
warrants
some
further
conversation
about
an
additional
meeting
where
you
know
these
items
are
the
information
items
or
items
of
note
for
board.
Members
are
the
agenda,
and
maybe
you
know
we
have
an
one
additional
meeting
a
month
where
that's
the
case,
because
I
agree
at
the
late
hour.
I
You
know
when
it
comes
up
matters
from
the
board.
Come
up.
You
know
we're
we're
not
at
our
finest
and
it
would
be
much
better.
I
think
if
we
had,
you
know
somewhat
more
informal
conversation
about
some
of
these
things
than
you
know,
specific
board
meeting
warrants.
So
I
think
it's
worth
our
considering,
perhaps
as
necessary
having
an
additional
meeting.
You
know
once
a
month
to
handle
some
of
that
stuff.
Do.
F
Mean,
let's
start
and
see,
see
what
you
know
at
the
end
of
the
meeting.
Do
we
feel
good?
Do
we
feel
like
we
were
able
to
cover
like
there
might
be
times
where
we
are
able
to
like
cover
what
what's
happening,
that
quarter
and
then
maybe
time
there's
one
particular
topic
that
we,
you
know,
spend
time
on.
M
Karen,
maybe
we
could
spend
a
little
bit
more
time
than
just
you
know
how
we
go
over
the
next
three
months
and
just
dive
into
this
a
little
bit
when
we
touch
base
next
about
future
agendas
and
just
have
a
little
brainstorm
about
that.
A
Okay,
any
other
comments.
Anybody
on
the
board
wants
to
make.
A
Hey,
thank
you
very
much
and
I
will
call
the
meeting
adjourned
and
I'll
see
you
all
on
wednesday
may
25th
at
3
p.m.
Good.