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From YouTube: Boulder Planning Board Meeting 2-6-20
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A
Just
really
nailing
in
the
dis
way:
okay,
we're
starting
off
a
little
bit
too
chatty.
Here
we've
got
a
set
of
minutes
to
approve.
Does
anyone
have
any
modifications
to
that
that
weren't
already
made
anybody
want
to
make
a
motion?
I'll
move
to
approve
them,
yeah
all
in
favor
aye,
all
those
passed
unanimously.
A
B
A
A
So
we
can
skip
straight
to
our
public
hearing
item,
which
is
one
thing
which
is
a
public
hearing
and
recommendation
to
City
Council
for
acceptance
of
the
Boulder
Fire
Rescue
master
plan
and
action
on
the
proposed
amendment
of
the
Boulder
Valley
comp
plans,
Boulder
Fire,
Rescue
master
plan.
This
summary,
which
you
guys
all
know,
we've
been
through
this
routine
a
few
times.
A
We've
reviewed
a
master
plan
and
then
because
that
master
plan
has
impact
on
the
language
in
the
comp
plan,
we
have
to
make
a
modification
best
summary
as
well,
so
we're
gonna
start
way
with
an
application
or
a
presentation
by
see
staff
well
broader
city
staff,
I
guess
maybe
it's
not
quite
that
criminalized
and
then,
if
anyone
shows
up
to
speak
to
us
but
taking
questions
from
the
public
and
past
questions
back
and
forth,
and
this
one
can
be
a
little
bit
more
of
a
dialogue
than
a
normal
site
plan.
Review
kind
of
hearing.
C
Great
thanks
Brian,
so
I'll
start
by
introducing
myself.
My
name
is
Christopher
Anglos
I
work
in
the
conference
planning,
department
and
I
also
worked
on
coordinating
all
of
the
city's
department.
Master
plans
in
the
annual
capital
improvement
program.
A
couple
other
folks
here
with
me
tonight,
so
I'll
allow
Michael
to
introduce
himself
and
then
he'll
introduce
a
few
other
staff
members
in
the
audience
sure.
D
Thank
you
Chris
for
the
record
good
evening.
Members
of
the
board,
my
name
is
Michael
Rosen
I'm,
the
fire
chief
with
me
today,
I
brought
a
couple
of
members
of
the
department,
senior
planning
team
and
administration
in
white
is
our
deputy
chief
of
Support
Services,
holger
dura
and
next
to
him
on
his
left
on
his
right.
Actually,
my
left
is
Devin
Billingsley,
our
senior
budget
analyst
I
brought
them
with
me
today.
C
This
evening
before
we
do
jump
into
the
iron
master
plan,
specifically
I
wanted
to
just
touch
base
an
update,
the
board
on
where
some
of
our
other
Department
master
plans
are
at,
and
so,
as
you
read
through
this
list,
you'll
notice
that
two
have
been
accepted
in
2019.
That
was
the
open
space
and
mountain
parks
master
plan,
as
well
as
a
transportation
master
plan.
The
board
saw
these
and
recommended
acceptance
to
City
Council
back
in
fall
of
2019
there's
two
that
are
currently
underway.
C
This
includes
the
parks
and
recreation
master
plan,
as
well
as
the
fam
or
facilities
and
asset
management
master
plan
to
will
be
kicking
off
here
shortly
in
q1
of
2020.
These
include
the
police
department
and
the
comprehensive
flood
and
storm
water
utility
master
plan,
bringing
us
to
a
total
of
four
master
plan
to
the
next
year
and
a
half
or
so
so
there
are
quite
a
few
master
plan
updates
underway.
In
addition
to
the
one
that's
before
you
this
evening,
I
also
want
to
provide
a
bit
of
context
about
what
exactly
our
department
master
plans.
C
What
do
they
do?
What
are
they
strive
for,
and
so
and
so
really
what
it
comes
down
to
at
a
high
level.
Master
plan
is
really
attempting
to
provide
a
vision
for
the
future
of
that
department.
It's
acts
as
a
bridge
between
it,
the
master
plan
and
the
BBC
P,
it's
a
common
city
framework
for
planning
and
delivery
of
services,
facilities
and
programs
and
really
is
the
basis
for
capital
planning.
So
it's
image
that
you
see
to
the
right.
We
always
reference
it
as
the
umbrella
diagram.
C
C
Also,
the
department
master
plans
are
governed
by
what
we
call
the
city
plans
and
projects
handbook.
This
handbook
essentially
describes
a
city's
process
for
master
planning
and
capital
projects.
The
figure
that
you
see
to
the
right
here
is
really
meant
to
depict
the
general
phases
that
are
outlined
in
this
handbook,
and
you
can
see
we're
at
phase
1,
which
is
master
planning,
and
that
really
includes
the
highest
amount
of
community
dialogue
to
identify
policies
and
projects
for
that
master
plan.
C
Now
to
be
very
explicit
about
what
the
planning
boards
role
is
with
master
plans
and
so
I
bring
the
diagram
the
umbrella
diagram
up.
One
more
time
because
I
think
it
really
is
and
it
related
with
what
the
planning
boards
role
in
master
planning
is
so
the
first
thing:
the
Boulder
Valley
Comprehensive
Plan,
the
Planning
Board
reviews
all
master
plans
specifically
for
consistency
with
the
goals
and
policies
outlined
in
the
Boulder
Valley
comp
plan.
C
It
reviews
master
plans
to
ensure
the
coordination
and
integration
among
departmental
programs
and
goals.
It
ensures
the
plan,
identify
future
capital
needs
and
really
this
is
a
result
of
the
playing
boards
role
in
the
development
and
the
approval
of
the
capital
improvement
program
every
year,
typically
in
August,
as
it
gets
tracked
with
the
budget
every
year
as
well,
and
then
finally,
the
planning
board
makes
a
recommendation
to
City
Council
on
the
accept
of
the
master
plan,
as
we've
alluded
to
sort
of
as
a
reminder
here,
the
board
taking
two
separate
actions
this
evening.
C
The
first
is
to
make
a
recommendation
to
City
Council
on
the
acceptance
of
the
master
plan,
as
I
had
mentioned,
but
also
the
second
is
Brian
had
mentioned
is
to
look
at
the
Boulder
Valley
comp
plan
master
plan
summary
for
this
department
and
then
the
Boulder
Valley
Conference
fund.
This
is
largely
a
housecleaning
item,
but
it
is
something
that
we
have
to
do.
This
is
a
two-body
decision,
meaning
that
it
is
just
planning
board
and
City
Council
that
have
to
take
action
on
it
and
does
not
include
the
county,
and
this
was
included
as
attachment.
C
Eight
here
guys'
memo
packet,
so
per
the
city
plans
in
projects
handbook
once
again.
The
key
issues
for
consideration
tonight
really
are
as
follows:
is
the
master
plan
consistent
with
the
goals
and
policies
of
the
Boulder
valley,
comp
plan?
Does
the
master
plan
outline
be
vcp
service
standards
and
a
plan
to
meet
those
in
the
future
and
then,
finally,
are
the
capital
needs
and
funded
sources
outlined
in
the
master
plan?
C
So,
let's
really
these
three
key
issues
that
the
remainder
of
the
presentation
is
sort
of
organized
by
and
is
really
what
the
three
key
issues
are,
that
the
Planning
Board
should
be
directing
their
conversation
as
we
get
to
a
recommendation
later
in
the
evening
with
that
I'm
gonna
turn
it
back
over
to
Michael
Michael's
gonna.
Give
you
guys
a
bit
more
of
an
overview
of
the
fire
department
with
the
fire
department,
doesn't
a
little
bit
more
background
information
on
the
master
planning
process.
How
we've
gotten
from
point
A
to
where
we
are
this
evening,
thanks.
D
Chris,
so
what
I'll
do
now
is
put
the
whole
master
plan
process
in
context
of
where
we
are
today
as
one
of
the
city's
core
services
before
I
get
there,
we
thought
it
would
be
good
to
share
at
least
the
mission
and
vision
that
were
actually
changed
during
this
process,
that
the
planning
team
changed
it
to.
The
bigger
one,
I
think
is
the
vision
itself,
because
the
planning
team
coalesced
around
the
idea
that
every
one
of
our
goals
ought
to
be
around
what
a
customer
experiences
as
opposed
to
talking
about
ourselves.
D
Now
I
am
going
to
talk
about
the
department,
but
but
the
master
plan
itself,
you'll
notice
as
we
go
through.
It
is
really
designed
to
mortu
when
I
call
9-1-1
or
when
I
need
assistance
from
from
this
particular
city
service,
what
do
I
get?
What
do
I
get
for
my
tax
dollars.
We
hope
that
becomes
pretty
clear,
but
the
mission
itself
kind
of
explains
that
we're
more
than
just
a
fire
department,
so
the
name
may
be
a
little
misleading.
D
D
The
idea
is
not
only
do
we
want
to
shift
more
and
more
away
from
response,
which
is
which
is
really
when
someone
is
having
a
bad
day
or
our
community
is
having
a
bad
day
but
more
on
the
lines
of
preventing
and
trying
to
reduce
risk
in
the
community,
so
we're
shifting
more
and
more
as
a
service
generally
across
the
country.
But
here
in
Boulder
as
well,
the
department
itself
has
124
full-time
equivalents
of
those
in
any
given
year.
D
It's
between
about
a
hundred
and
I'd
say
around
a
hundred
actual
what
we
call
structural
firefighters,
who
also
provide
some
of
those
other
response
services,
and
then
we
have
eight
wildland
responders
whose
job
it
is
to
prepare
our
community
for
the
wildland
risk
that
we
face
all
the
time
and
that
last
piece,
a
community
risk
staff,
are
the
ones
that
go
out
and
do
code
enforcement
prevention,
related
activities,
community
education,
things
like
that.
So
that's
the
breakdown
of
the
department.
We
have
seven
fire
stations
plus
one
station
located
at
the
reservoir.
D
So
I
thought
this
might
be
helpful
to
show
that
the
Department
of
50
years
ago
was
probably
one
more
around
fire
and
wildfire.
Now
most
of
our
responses
are
emergency
medical.
As
a
matter
of
fact,
structure
fire
probably
represents
less
than
5%
of
our
we'll
call
volume.
The
rest
of
it
is
all
related
to
the
average
emergency
medical
call
to
911.
D
We
have
twenty
five
point,
eight
square
miles
that
we
protect
of
direct
incorporated
city
limits
and
then
or
the
reason
we
have
wildland
responders-
is
because
of
the
open
space
around
us.
We
work
with
our
partners
and
other
fire
districts
to
help
protect
open
space
land
from
from
the
threat
of
wildfire,
and
some
of
those
statistics
are
on
the
right
there.
As
far
as
the
budget
goes
this
year,
it's
around
twenty
three
million
dollars
in
that
really
really
dark
blue.
You
can
see
that
most
of
our
resources
go
to
the
response,
part
of
things.
D
That's
what
operations
is,
and
the
remainder
goes
either
supporting
that
there's,
a
small
sliver
there
that
is
related
to
our
community
Risk
Reduction
activities.
My
personal
goal
is
fire
chief
over
time
is
to
increase
that
community
risk
reduction
allocation.
So
we
adhere
to
the
old
men.
Franklin
maxim
of
an
ounce
of
prevention
is
worth
more
than
a
pound
of
cure,
so
spending
money
in
the
risk
reduction
pays
far
more
in
terms
of
benefits
in
the
community
than
having
to
respond.
Of
course,
we
will
always
need
to
spend
money
on
response.
That's
just
reality.
D
So
let
me
take
you
through
the
process.
This
is
actually
coming
in
front
of
you
now
in
2020.
The
beginning
here
is
really
the
culmination
of
about
two
years
of
work,
but
if
you
count
the
original
master
plan
from
five
years
ago,
or
actually
seven
years
now,
2012
was
our
last
master
plan
update
at
the
five-year
mark
in
2017,
we
began
the
process
to
update
the
master
plan
and,
as
you
know,
they're
really
ten-year
plans
but
kind
of
designed
to
be
revisited
at
the
halfway
mark.
D
We
fell
behind
a
little
bit,
but
but
it
was
a
good
for
a
good
reason.
The
the
city
has
begun
piloting
a
lot
more
community
engagement.
They
did
it
with
open
space.
We
signed
on
for
the
same
thing,
so
it
actually
allowed
us
to
fully
fully
engage
our
this
topic.
It's
not
one
that
of
course
rose
the
level
of
engagement
that
open
space
may
have,
but
we
got
tons
of
input
and
it
was
actually
kind
of
fun.
D
I
mean
it
personally
speaking
with
folks
who
don't
normally
think
of
what
we
do
and
and
how
we
do
it
and
engaging
with
them,
and
so
we
took
all
that
feedback.
It
all
found
its
way
into
the
master
plan
and
we
got
the
team
together
in
octo
September
October
of
last
year
to
actually
take
all
of
that
input.
Put
it
together
and
the
plan
you
have
in
front
of
the
culmination
of
that
work
and
activity.
D
D
We
used
every
city
engagement,
opportunity
to
physically
visit
with
folks
and
we
even
handed
out
postcards
to
encourage
people
to
get
online
and
let
us
know
what
they
felt
and
a
lot
of
that
is
reflected
in
our
master
plan.
So
without
belaboring
that
point,
let
me
kind
of
take
you
to
the
big
areas
that
the
planning
team
had
us
put
down
as
our
strategic
areas
of
focus.
The
first
two
probably
make
the
most
sense,
because
that's
what
we
we
know,
we're
known
for
number
one
is
All.
D
Hazards
response
and
emergency
medical
services:
that
is
what
we're
organized
for
that's
what
we're
historically
organized
for,
but
also
the
expectation
that
most
people
have
when
you
think
about
the
fire
department.
I
expect
to
call
nine
one.
Why
don't
I
expect
you
to
get
there
pretty
quickly
and
that's
what
the
category
one
is
about?
The
second
piece
is
about
that
idea
of
helping
the
community
help
itself
and
we
learned
anything
in
the
2013
floods.
We
knew
you
know
I
we're
hopeful.
D
The
community
recognized
that
being
resilient
as
a
community
is
bigger
than
just
local
government
being
able.
We
just
can't
help
in
every
aspect
without
needing
the
community
to
help
us
help
itself,
and
so
that's
a
big
part
of
category
to
the
the
third
area
focus
is
about
our
infrastructure.
Much
of
it
is
old
and
outdated,
and-
and
we
felt
it
very,
very
important
to
highlight
not
only
where
we've
been
and
where
we've
come,
but
also
what
we
need
to
just
maintain
the
levels
of
service
or
improve
level
of
service.
D
So
what
we'll
do
is
we'll
just
there
are
more
goals
under
each
of
these
areas
of
focus,
but
what
we
did
was
we
thought
we'd
pull
just
some
of
the
bigger
highlights
to
give
you
an
idea
of
the
flavor
of
that
particular
area
of
focus,
and
so,
when
we
talk
about
all
hazard
response,
the
idea
was,
if
you
look
at
the
preamble
again
that
whole
idea
of
focusing
on
people,
so
the
planning
team
basically
said
if
you're
a
resident
or
a
visitor
of
Boulder.
You
should
expect
fast
response.
D
That
goes
without
saying,
but
what
we
want
to
be
able
to
do
is
measure
what
that
looks
like,
and
one
of
the
big
ones
is
cardiac
survival
rate.
Now
the
the
challenge
is,
if
you
have
an
arrest
in
Boulder
or
anywhere
else
in
this
country,
the
survival
rates
are
pretty
low,
especially
if
it's
not
witnessed,
but
if
it
is
witnessed.
You're
looking
at
around
8
percent
of
folks
actually
survive.
D
Walk
out
of
the
hospital
and
resume
their
normal
lives,
the
goal
for
the
planning
team
was
we
at
least
need
to
get
in
the
double
digits
over
the
next
three
to
five
years.
If
not
better
than
that
and
all
the
ways
we
need
to
do
that,
we
have
to
figure
creatively
how
to
get
there.
The
other
one
is
around
advanced
life,
support
and
I'm,
going
to
explain
what
that
means
here
in
a
little
bit,
so
I
won't
I.
D
You
know,
bear
with
me
and
I'll
get
to
what
that
actually
means,
but
the
idea
was
an
advanced
level.
Responder
would
be
able
to
get
to
someone's
home
or
business
from
the
current
10
minutes
and
40
seconds
six
seconds
down
to
eight
minutes,
and
that
was
the
idea
of
improving
our
total
response
to
hazards.
In
this
particular
case,
is
emergency
medical.
D
A
second
area
focus
on
again
residents
and
visitors
around
our
resilient
community
is
being
able
to
harden
our
community
against
some
of
the
big
threats
that
we
ought
normally
face
and
when
we
went
out
and
reached
out
to
folks
and
ask
them
what
concerns
you,
the
most
I
I
guess
you
could
say
it's
a
no
brainer.
Most
people
are
worried
about
wildfire
as
a
big
one.
It
did
come
across
that
way.
He
a
messed
it
as
well.
Actually,
but
but
wildfire
was
a
big
one,
and
so
our
goal
is
in
the
next
few
years.
D
D
The
second
one
is
about
reducing
the
burden
of
what
we
call
low,
acuity
or
less
severe
emergency
calls
on
the
9-1-1
system.
If
we
divert
these,
then
the
burden
on
the
system
allows
is
it's
less
and
it
allows
the
advanced
level
responders
to
be
available
for
the
truly
critical
calls.
So
we
can
do
this,
we
feel
over
the
next
few
years
and
start
reducing
that
burden
and
focus
entirely
on
the
true
emergencies
that
require
the
kind
of
lights
and
sirens
and
advanced
responders
that
you
that
we
typically
expect
have
respond.
D
They
were
built
for
a
different
Department,
different
workforce
and
a
different
level
of
services,
and
one
of
the
input
documents
to
the
master
plan
highlighted
the
need
for
us
to
actually
work
on
our
facilities
turn
them
into
a
modern
fire
station
that
supports
the
modern
level
of
services
that
we
provide
today,
and
so
we
chose
a
goal
of
35%
which
will
be
halfway,
helped
as
you'll
see
later
we're
talking
about
moving
our
station
3,
that's
already
in
the
works
kind
of
helps
us
with
that.
Go
a
little
bit
and
the
other
piece
is
just
fire.
D
Stations
are
community
assets
and
therefore,
as
a
community
facility,
they
ought
to
have
these
kinds
of
things
ad,
a
compliance.
They
ought
to
have
net
zero
energy
goals
and
those
can
only
be
achieved
with
remodels
or
retrofits
or
a
complete
overhaul
of
stations,
and
so
that's
one
of
the
goals
that
you
see
in
there
around
our
facilities.
The
last
part
is
about
the
workforce,
and
that
is
really.
D
We
chose
a
very,
very
specific
goal
that
the
fire
service
struggles
with
in
general,
but
it's
also
true
in
Boulder,
and
that
is
the
makeup
of
our
workforce-
is
still
largely
male.
It
is
still
largely
seen,
I
think
generally
in
in
our
culture
as
a
masculine
job,
something
we
have
to
fight,
not
just
in
Boulder
but
in
America
in
general,
because
we
know
that
female
firefighters
can
do
the
job.
Just
fine
and
and
that's
been
a
challenge.
D
So
we've
set
an
actual
target
in
10
years
to
get
to
25
percent
nationally,
it's
probably
less
than
10.
It
might
even
be
you
know
around
where
we
are
today
around
7%
I
mean
any
other.
One
is
about
our
patients,
and-
and
this
is
about
the
level
of
care
that
folks
receive
again,
it's
a
focus
on
what
our
customers
feel
they
got
after
calling
911.
D
So
if
you
call
for
emergency
medical
service,
we
ought
to
be
checking
up,
even
if
it's
the
ambulance
provider,
that
does
the
work
in
our
behalf,
we
ought
to
be
getting
back
information
about
how
well
that
person
thought
they
received
care.
I,
get
a
lot
of
anecdotal
stuff,
but
to
actually
have
a
survey
that
goes
with
them.
It
would
be
extremely
helpful
to
us,
so
we
know
how
to
improve
our
service
down
the
line.
So
so
that's
those
that's
just
a
highlight
of
the
key
areas.
D
What
we
wanted
to
do
and
when
we
spoke
with
council
earlier
during
a
study
session,
was
kind
of
drill
down
to
the
really
really
key
areas
of
the
master
plan,
and
our
basic
message
is
because
the
big
scuttlebutt
has
been
around
emergency
medical
services
and
what
we
do.
What
do
we
bring
the
ambulances
in-house
and
we'll
talk
about
that
in
a
minute?
But
regardless
of
whatever
decision
the
council
makes
and
the
community
wants,
our
infrastructure
is,
it
is
not
that
it's
old,
it
is
truly
that
it
no
longer
meets
what
we
do
today.
D
So
we
have
two
choices:
we
can
change
what
we
do
and
stop
responding
to
all
the
different
hazards.
I
think
is
not
a
good
idea
or
we
can
modify
our
support
services,
our
infrastructure
to
actually
meet
the
needs
today
and-
and
so
we've
highlighted
the
two
biggest
ones
that
need
replacement
our
station
in
station
for
the
station,
for
is
our
southernmost
station.
It's
the
one
on
the
right.
It
was
built,
probably
50
or
60
years
ago.
I
forget
the
actual
date,
but
it's
a
house
and
they
took
the
house
and
they
converted
the
garage.
D
So
you
could,
if
it's
ever
purchased,
you
could
probably
put
an
RV
in
it
I'm
thinking,
because
the
the
the
room
and
now
is
enough
to
fit
a
fire
truck,
maybe
not
a
big
RV,
but
you
could
fit
something
in
there,
but
it
was.
It
was
basically
designed
as
a
house.
It
has
bedrooms,
as
you
would
expect
in
a
house.
It
is
not
outfitted
for
the
fire
service
of
today
with
emergency
medical
response,
the
need
for
decontamination
facilities.
D
The
other
one
on
the
left
is
station,
that
one's
that
baseline
and
Broadway
I'm,
sorry
that
the
southernmost
station
is
on
Darley
right
off
of
93,
and
then
this
station
on
the
left
is
a
baseline
and
Broadway
and
it
used
to
have
it
was
built
actually
with.
This
is
also
about
50
or
60
years.
It
was
built
for
two
trucks
that
were
really
small.
D
It
had
actually
two
bays
and
it
got
converted
to
single
Bay,
but
we
still
stick
two
trucks
in
there,
but
the
way
it
works
is
the
one
on
the
left
is
our
wildland
truck?
That's
the
other
problem
with
our
southernmost
station.
It
is
not
equipped
for
wildland
firefighting;
it
can
only
fit
that
truck.
That's
it
and
the
second
one
on
the
on
the
left
has
a
wildland
truck,
but
to
get
it
out,
they
have
to
pull
out
the
first
truck
move.
D
It
out
of
the
way,
then
get
the
other
one
pull
it
out,
put
the
other
one
back
in
and
then
go
so
obviously,
that's
not
ideal.
If
you
want
to
be
responding
from
a
9-1-1
perspective
and
that's
not
even
getting
into
all
of
the
other
non-compliant
issues
around
the
station
where
there's
workout
facilities
that
should
never
be
where
diesel
exhaust
is
decontamination,
facilities
non-existence
places
to
clean
their
bloody
uniforms,
not
ideal.
The
way
we
have
it
set
up,
because
these
stations
were
built
under
completely
different
circumstances.
D
So
our
needs
assessment
said
these
two
stations
need
building,
they
need
to
be
rebuilt.
Problem
is
neither
facilities
sight
works.
We
can't
build
up.
We
can't
build
out,
for
instance,
the
one
on
the
left
has
about
0.2
acres
of
usable
space
for
a
building,
so
so
these
are.
These
structures
cannot
be
renovated
and
fixed
on
the
existing
site,
and
so
when
you
see
the
numbers
that
we
attach
to
these,
these
projects
they're
actually
pretty
big
because
they
include
needing
to
acquire
additional
land.
D
So
that
creates
a
real
problem
for
us,
regardless
of
where
we
go
as
a
service.
These
are
highlights
in
the
master
plan,
say
we
really
need
to
address
this
before
we
talk
about
anything
else,
special
about
what
the
fire
department
should
or
shouldn't
be
doing
over
the
long
haul.
The
other
thing
we
talked
to
council
about
is
one
that
was
brought
up
on
the
heels
of
the
living
wage
conversation
and
as
ironic
as
that
is
I'm.
D
Just
glad
that
we
were
able
to
talk
about
the
topic
more
now
as
a
service
level
and
I'll
explain
what
advanced
life
support
is
as
opposed
to
hey.
We
need
to
pay
these
people
better
than
what
the
average
fast
food
worker
makes
in
which
they
were
not
making
more
than
that.
So,
thanks
to
councils
policy,
we
actually
change
that
in
our
contract
and
our
third-party
provider.
D
The
aim
of
this
contractor
now
has
the
living
wage
as
part
of
the
rules,
but
it
means
that
we
subsidize
their
operation
plus
they
collect
all
the
patient
care
revenue
they
were
collecting
before,
but
before
I
get
into
that
mm.
Let
me
explain
actually
what
what
what
it
is
we
do
and
what
the
two
diversions
of
email,
EMS
response
are
all
about.
D
The
first
most
basic
level
is
called
basic
life
support
and
the
idea
is
we
get
somebody
to
a
professional
level
responder
who
can
do
more
than
just
compression
based
CPR
conduce
and
slightly
more
advanced
interventions
on
scene
that
are
related
to
critical
care.
What
they
can't
do
are
invasive
or
medication
based
interventions.
They
can't
they
can
start
an
IV,
but
they
can't
actually
push
medications
and
they
can
do
some
work
with
resuscitation,
but
the
more
advanced
stuff
they
can
put
in
a
defibrillator
on
they
can
they
can
shock
patients,
but
the
advanced
defibrillators.
D
Those
come
with
the
advanced
life
support
responders.
Those
are
your
paramedics,
so
an
EMT
basic.
That's
what
we
do.
That's
what
the
fire
department
has.
We
can
send
that.
That's
what
we
provide.
We
use
the
third-party
provider
to
do
advanced
life,
support
that
includes
advanced
level,
invasive
procedures,
special
kinds
of
intravenous
interventions,
including
medications
that
they
can
push
so
I'd
like
to
simplify
it.
Although
every
doctor
in
the
country
would
slam
me
for
this,
but
it's
a
little
like
basic
life
support,
we'll
get
you
some
professional
level
responders.
D
That
will
be
able
to
do
some
critical,
life-saving
care,
but
that's
about
yes,
they
can
stabilize,
for
the
most
part,
probably
one
step
below
a
true
ER,
which
has
doctors
and
nurses
and
everything
is
getting
your
advanced
life
support
responders
that
are
your
paramedics
in
Boulder.
Your
fire
department
will
get
you
the
BLS
and
the
ambulance
provider
will
get
you
the
ALS
piece
of
it.
That's
how
it
works
today.
D
It
doesn't
necessarily
mean
that
an
ambulance
is
an
advanced
life
support,
responder
fire
trucks
with
paramedics
and
the
appropriate
medications
can
also
be
considered
advanced
life
support
responders.
We
just
don't
do
that
in
Boulder
now,
so
the
fire
trucks
just
have
basic
life
support
gear.
The
ambulances
in
Boulder
have
the
advanced
life
support,
responders
and
gear.
D
So
what
we
did
is
in
the
master
plan-
and
this
is
just
the
one
specific
area
in
the
master
plan
around
response
was
proposed.
The
idea
that
we
could
continue
as
we
do
today.
We
can
stay
with
our
eight
basic
life
support
units
in
the
city
around
town,
that
is
the
fire
trucks
and
continue
to
require
the
advanced
life
support
responders.
D
The
problem
with
that
approach
as
a
service
level
is
take
cardiac
arrest,
which
is
not
a
huge
percentage
of
calls.
But
if
it's
one
of
our
goals
in
the
master
plan,
our
best
approach
is
going
to
be
a
combination
under
fiscally
constrained
of
trying
to
get
more
compression,
CPR
and
education
out
to
the
public
to
help
us.
D
So
a
bystander
see
someone
go
down
is
able
to
do
compression
CPR,
maybe
even
apply
a
public
publicly
available
advance
our
defibrillator
to
them
and
then,
when
the
professional
BLS
responders
get
there,
they
can
take
over
from
there
and
then
the
ambulance
after
that.
So
we
can
still
move
the
needle
as
what
we're
saying
under
fiscally
constrained,
but
it
would
take
with
a
minimum
amount
of
funding
and
that's
what
fiscally
constraint
is
all
about.
If
we
don't
do
anything,
we
can
move
the
needle.
D
It
simply
won't
be
that
much
and
that's
that's
the
conversation
really
about
advanced
life
support
we
want
the
community
to
be
considering
is
at
what
level
is
an
appropriate
level
for
advanced
life,
support
to
get
to
your
side
and
right
now,
it's
around
ten
minutes
plus
ninety
percent
of
the
time.
Now
that's
fiscally
constrained!
That's
if
we
get
minimal
new
funding
over
and
above
what
we
normally
get
year
in
year
out
under
advanced
life
support.
D
If
there,
the
action
vision,
are
sorry,
the
action
I
shouldn't
use
the
vision
piece
because
that's
the
third
part
under
the
action
version
of
the
plan.
It
actually,
in
a
nutshell,
basically
means
we
take
our
eight
BLS
providers,
our
eight
firetruck
companies,
and
raise
their
level
of
certification
to
paramedic
status.
D
So
now
we
have
eight
ALS
responders
throughout
the
city
and
with
them,
and
even
if
it's
a
third-party
provider
of
ALS
services
and
ambulance,
now
we
have
10
to
12
to
13
ALS
providers
all
over
the
city,
but
in
order
to
do
that,
it
would
require
that
we
invest
that
bottom
bullet
there
about
1.78
million
in
annual
cost
to
purchase
the
vehicles
more
than
anything
else.
It
does
require,
though,
that
we
have
a
house
for
them
and
part
of
the
problem
with
with
our
proposal.
D
Here
is
the
only
couple
of
stations
under
the
new
scenario
we
could
manage
that
in
the
next
few
years
is
the
brand
new
station
3
that
should
be
built
the
next
three
to
five
years
and
our
existing
station,
one
which
is
downtown
it.
It
would
need
the
other
two
stations
in
the
mix
of
funding
longer
terms.
So
we
could
build
out
this
idea
of
increasing
our
service
level.
Now
we
don't
need
to
build
the
stations
to
upgrade
all
of
our
existing
eight
units
that
could
be
done
today.
D
It
does
require
annual
costs
to
make
that
happen.
Training,
maybe
even
hiring
paramedics
that
slash
firefighters,
but
the
advantage
of
doing
this
is
that
it
also
improves
our
all-hazards
response,
because
their
firefighters
/
paramedics
and
they
can
do
rescue
and
they
can
do
all
so
that
they
can
do
it
all
as
opposed
to
the
way
it
works.
Now
is
if
it's
a
traffic
accident,
you
need
the
firefighters
and
then
the
ambulance
comes
in
after
the
fact
and
does
only
EMS.
D
They
do
not
do
any
of
the
rescue
based
stuff,
but
under
a
different
scenario,
you're
actually
increasing
the
number
of
all
hazard
responders.
That's
the
next
version
of
this
plan,
so
this
simply
upgrades
our
existing
staff
units.
This
improves.
This
lowers
that
ALS
response
time,
and
this
is
probably
far
less
expensive
in
the
shorter
term
than
the
vision
version
which
I'll
take
you
to
next.
So,
in
the
simplest
form,
the
the
vision
version
of
ALS
basically
says
you
need
the
new
stations
for
full
build-out.
D
The
way
we
have
it
built
in
it's
really
sort
of
a
ten-year
plan
where,
as
each
station
comes
online,
you
add
responders
to
the
system
till
you
get
to
a
system
that
basically
brings
even
the
transport
units
in-house
staffed
by
firefighter
paramedics,
and
now
they
do
All
Hazards
approach
to
everything
and
we
have
between
10
and
15.
Actually
I
think
the
number
is
8
+
5
13,
total
units
in
the
system
that
are
run
by
the
fire
service
and
it's
completely
in-house
it
is
offset.
D
D
C
C
Lastly,
for
workforce
development,
service
standards
met
include
proficiency
of
personnel
and
BBC.
P
policies
include
policy,
5.1
9,
which
reads
diverse
workforce
education
and
training,
so
the
next
lens
of
the
board
should
really
be
looking
at
this
master
plan
through
his
identification
of
its
capital
needs
and
funded
sources.
Now,
as
this
is
a
reminder,
departmental
master
plans
provide
that
bridge
between
the
BBC
P
and
the
annual
capital
improvement
program
and
the
prioritization
of
these
strategies
in
the
fire
master
plan
described
under
each
area
of
focus,
will
guide
feature
CIP
request
in
the
coming
years.
C
The
implementation
of
the
master
plan
can
be
pursued
according
to
three
levels
of
investment
in
which
the
chief
already
spoke
to
a
bit,
but
those
include
fiscally
constrained
action
and
vision
so
to
identify
some
of
the
capital
requests
that
are
coming
through
under
each
one
of
these
funding
scenarios.
I'll
go
with
fiscally
constrained
first,
and
this
is
what
it
really
does
is
represents
the
investment
needed
to
maintain
the
status
quo.
C
Now,
that's
in
the
meantime,
but
not
necessarily
in
the
long
term,
which
is
it
important
to
differentiate
little
to
no
additional
investment
is
made
in
the
operations
of
the
department
if
this
does
include
the
capital
investment
required
to
complete
the
construction
of
Fire,
Station
3,
but
no
other
capital
investment.
Under
this
scenario
for
the
action
plan,
this
adds
approximately
nine
point
four
million
dollars
in
cumulative
funding
over
the
next
five
years.
This
does
include
the
majority
of
capital
investment,
including
the
replacement
of
fire
station
two
and
four,
as
well
as
construction
of
a
storage
facility.
C
This
includes
the
deployment
the
the
deployment
of
fire
fire
paramedics
on
each
engine
and
the
purchase
of
capital
equipment
necessary
to
support
ALS.
First
response
in
metaphors,
launce
teams,
as
the
chief
had
alluded
to
this,
does
assume
that
a
capital
facility
acquisition
is
debt
financed
and,
lastly,
with
the
Vision
Plan.
This
adds
roughly
seven
point
eight
million
dollars,
which
is
eight
point
four.
On
top
of
what
we've
outlined
for
the
action
plan.
This
includes
the
full
deployment
of
fire-based
ALS,
including
the
ambulance,
transport
and
community
paramedicine.
C
Now
I
do
think
it
is
important
to
discern
between
the
capital
requests
need
a
full
deployment
of
firebase
to
ALS,
with
the
capital
infrastructure
needs
surrounding
fire
stations.
Two
three
and
four,
as
the
chief
had
alluded
to
as
he
had
mentioned,
these
are
heavily
outdated,
outperforming
structures
that
really,
regardless
of
ALS
decision-making,
will
need
to
be
addressed
in
the
CIP
in
the
short
and
long
term.
C
So,
a
couple
next
steps,
a
City
Council,
will
be
hearing
this
item
and
hopefully
recommend
an
acceptance
on
February
18.
So
just
a
few
weeks
from
now,
and
then
after
that
will
begin,
implementation
and
the
budget
development
for
22
2021,
just
a
reminder
for
the
board.
The
key
issues
for
consideration
tonight
is
a
master
plan
consistent
with
the
goals
and
policies
in
the
comp
plan.
C
Does
it
outline
BBC
peace,
service
standards
and
a
plan
to
meet
those
in
the
future
and
then
finally,
are
the
capital
needs
and
funded
sources,
and
a
master
plan
outlined
with
that
staff
recommends
to
actions
for
the
board
this
evening?
First,
is
the
recommendation
to
City
Council
for
acceptance
of
the
Boulder
Fire
Rescue
master
plan
and
to
approval
of
the
Boulder
Valley
Comprehensive
Plan
Boulder,
Fire,
Rescue
master
plan
summary,
and
with
that
we
will
be
happy
to
take
any
questions.
The
board
may
have
great.
A
Thanks
Chris
and
Mike,
so
we'll
do
is
we'll
do
around
the
questions,
for
people
have
hopefully
a
questions
that
are
germane
to
making
a
decision
tonight
a
recommendation
and
then
we'll
go
through
the
three
key
issues
after
that
and
I
think
we
probably
is
negative
to
pull
our
way
through
them.
If
we,
as
we've
done
before
on
master
plans.
So
does
anyone
have
any
questions
we
might
start
off
with.
E
F
F
What's
a
community
benefit
and
the
idea
of
where
there
might
there
might
funding
for
facilities
that
are
necessary
in
Boulder,
be
part
of
the
community
benefits,
discussion
and
I
know
in
other
cities
in
Washington
DC,
for
example,
there
are
buildings
that
were
built
as
a
collaboration
between
the
city
and
they
place
a
fire,
a
fire
fire
office,
a
fire
building
there
and
then
apartments
above
and
I'm
just
curious.
If
that
is
something
you
all
have
thought
about
as
well.
D
Our
main
challenge
was
that
we,
the
the
CIP,
is
it
it's
an
unfunded
list
and
without
the
funding
to
come
to
the
table
to
say
we
have
a
dedicated
source
here
that
we
can
work
with
a
developer
or
work
with
somebody
wants
to
do
something
we
were
challenged
to
do
anything.
We
even
had
some
concepts
that
were
thrown
our
way
for
station
3
with
the
SPARC
development
as
an
example,
but
without
any
funding
to
come
to
the
table
and
say
yeah,
we've
already
got
a
dedicated
funding
source
for
this
particular
project.
D
We
have
to
sort
of
wait
on
the
better
off
we're
going
to
be,
but
as
it
stands
today,
these
two
projects
have
been
in
the
CIP
for
a
long
time,
but
without
the
funding
it's
been
hard
to
do
that
kind
of
stuff,
but
we
have
been
we're
absolutely
we
desired.
It
is
that
kind
of
stuff.
It's
definitely
helpful
if
we
can
go
in
with
someone
else
and
even
save
the
city
money
on
the
backend
and
saver
for
other
capital
projects.
G
Got
a
couple
actually
that
I
think
are
short,
but
firstly,
I
just
like
to
congratulate
you
on
on
a
beautiful
presentation.
Thank
you
and
the
material
we
received
earlier
very
useful.
Thank
you
just
a
couple
questions.
Are
you
satisfied
with
the
level
of
coordination
that
the
fire
rescue
has
with
the
surrounding
Boulder
Rural,
Fire
Department,
and
the
other
local
departments
that
you
may
be
coordinating
with
on
open
space
type
issues?
Is
there
any
need
to
review
that
coordination
or
change
it
in
context
of
of
the
master
plan
that
you're
dealing
with
that's.
D
A
great
question:
we
actually
considered
that
in
the
development
of
the
master
plan,
one
of
the
things
that
I've
been
working
really
hard
in
the
last
five
years
with
my
counterparts
and
all
those
departments
is
what
we
call
in
I.
Guess
common
jargon
is
closest
unit
dispatch.
The
idea,
really
among
all
the
chiefs,
is
to
blur
the
political
lines
a
little
bit
and,
if
you're
the
closest
unit,
then
you're
the
one
that
gets
dispatched,
because
at
the
end
of
the
day,
the
person
calling
them
when
one
is
not
going
to
notice
the
patch.
D
They
noticed
the
care.
So
so
we've
been
working
really
hard.
Our
we're
challenged
in
particular
in
Boulder,
because
we're
on
an
island
really
we're
on
a
land
island,
because
we
have
open
space
all
around
us
and
with
the
exception
of
Boulder
rural,
which
is
actually
right
there
in
Gunbarrel,
we're
usually
the
second
second
in
unit
five
minutes
out
and
vice
versa.
So,
but
we
are
working
with
them
and
we're
doing
a
much
better
job
regionally
than
we
have
in
a
very
long
time.
D
As
a
perfect
example,
we
have
we
have
formed
hazardous
materials
authority
responsibilities,
because
no
one
jurisdiction
can
afford
them.
The
massive
expenses
that
go
with
hazardous
materials
response,
but
we
all
have
these
response
time
goals
for
those
particular
emergencies,
an
overturned,
tank
truck
or
a
facility
that
has
the
hazard
material
spill.
Boulder
couldn't
do
it
on
its
own,
with
the
number
of
responders
you
would
need.
So.
We've
worked
together
with
all
our
counterparts
as
far
up
as
Longmont
mountain
view
and
all
of
us
sources
around
the
county.
D
So
we
may
have
to
work
with
them
around
that,
but
they
actually
respond
through
town
to
go
to
the
rest
of
their
jurisdiction
and
they're
actually
closer
many
times
as
some
of
our
stuff
and
Gunbarrel,
and
to
be
able
to
work
with
them
and
swap
even
if
that
we
could
do
that
at
an
equal
level
of
service
we'd
love
to
do
that.
Actually
is
a
comment
in
our
in
our
master
plan
going
forward.
So
so
we
had
this
short
answer.
Your
question
is
yes.
D
G
You
go
ahead
just
a
couple.
More
recently,
there's
been
problems
associated
with
pollution
due
to
leaking
tanks
in
holding
firefighting
liquids
of
various
types
and
also
I've,
read
recently
that
some
of
the
firefighting
equipment
may
be
hazardous
to
the
firefighters
health,
from
skin
contact
and
stuff,
like
that
and
I
didn't
see
that
addressed
here
and
I'm,
just
wondering
how
how
you're
thinking
of
addressing
those
issues
we.
D
Probably
didn't
do
a
good
job
of
calling
that
out
the
second
part
of
your
statement,
the
someone
when
the
firefighters
go
fight
the
average
fire
we
require
them
to
decontaminate
first
on
scene,
save
the
water,
don't
just
dump
it
anywhere
and
then,
when
they
get
back
to
the
station
they're
required
to
take,
we
have
two
sets
of
mucker.
They
take
the
one
instead
of
bunker
gear
and
they
have
to
get
it
washed
and
put
the
other
set
on.
The
idea
is
to
prevent
the
contaminants
that
got
on
their
gear.
D
Well,
it's
the
same
issue
with
their
regular
uniforms
when
they're
on
medical
calls
and
they
get
splashed
with
blood
or
other
things,
they're
not
supposed
to
track
that
stuff
back
to
the
station
back
even
back
to
their
homes,
and
our
facilities
are
mixed
with
regard
to
the
ability
to
accommodate
that
in
the
master
plan,
station-to-station
for
all
new
stations
accommodate
that,
just
as
a
if
you
build
a
new
station
anywhere
in
the
country
that
acknowledgement
is
already
there.
As
for
the
fire,
I
think
you
might
be
alluding
to
the
firefighting
foam
that
actually
leaked
right.
G
D
Water
supply
of
some
areas
here
in
Colorado
in
particular,
but
it's
it's
elsewhere
as
well.
We
don't
use
that
foam
at
all
and
in
our
training
round
at
the
reservoir,
we've
don't
use
that
foam
never
have
so
it's
not
an
issue
for
us.
It
is
for
some
of
the
surrounding
mountain
towns,
as
you
know,
and
they're
continuing
to
monitor
that
kind
of
thing.
That's
not
in
the
master
plan,
because
it
isn't
an
issue
for
us
in
Boulder,
proper
and.
G
D
Not
that
we're
aware
of,
in
fact
the
ones
we
use
actually
are
all
approved
surfactants,
whether
they're,
ul
listed
or
approved
I
know
the
EPA
does
not
approve,
but
they've
already
been
reviewed
by
those
kinds
of
authorities.
So
so,
and
we
only
really
use
in
city
of
Boulder.
We
only
use
one
type
of
surfactant.
That's
that's
already
had
that
kind
of
approval.
So
we're
not
that's
why
it's
not
in
our
master
plan,
because
we
don't
use
it
in
appreciable
amounts
and
even
the
ones
we
have
are
already
environmentally
friendly.
G
The
city
is
considering
spending
X
millions
of
dollars
to
for
flood
safety
and
flood
mitigation
for
parts
of
town,
and
you
know
that
has
ultimately
the
concern.
There
is
also
life
and
safety
and
I'm
trying
to
understand
what
the
actual
benefit
to
life
and
safety
is
for.
Boulder
by
you
know
diminishing
the
response
time
by
two
minutes
and
I
understand
the
challenges
with
coming
up
with
a
saying:
that's
gonna
save
a
hundred
lives
over
ten
years
or
something
like
that.
G
D
D
There
were
in
that
one
three-week
period.
There
were
thousands
of
people
calling
for
help
had
we
maybe
had
better
flood
mitigation
beforehand.
Maybe
that
could
have
been
far
less
so
it's
a.
It
is
a
hard
policy
type
question
and
our
approach
was
well.
The
best
I
think
we
can
do
is
try
to
say
how
much
we
could
shave
off
on
response
times
and
what
we
think
we
could
do
with
cardiac
survival
rates,
and
no,
it
doesn't
look
like
a
lot
going
from
hey
percent
to
12
percent.
D
That's
what
it
is
nationally,
but
it's
a
big
deal
to
the
eight
or
12
percent.
Oh
yeah,
who
have
an
event
and
and
I'm
not
the
one
that's
I
certainly
want
to
cover
is
they're,
all
babies
are
gonna
die
and
that
kind
of
thing
the
the
deal
really
is.
What
do
we
want
to
push
our
percentage
to
and
how
much
is
it
worth,
and
that's
really
that's
a
tough
one.
D
I
think
we
can
move
the
needle
with
not
huge
amounts
of
investment,
but
as
a
community
we
have
to
kind
of
decide
in
terms
of
response
times
which
are
sort
of
a
surrogate
for
improved
outcomes.
What
are
we
comfortable
with?
Do
we
want
to
track
with
the
rest
of
the
Front
Range?
Do
we
want
to
track
with?
What's
out
there
generally
around
the
country
and
and
the
conversations
that
have
come
back
to
us
have
been
more
along
the
lines
of
well.
What
is
everybody
else
doing
not
not
response
times?
What
does
everybody
else
doing?
D
Are
they
doing
fire
based?
We
know
that
we
know
who's.
Doing
that.
That
to
me
is
not
really
the
discussion
discussions
more
lines
I've.
Would
you
like
an
advanced
level
responder
to
get
to
your
home
at
seven
minutes,
eight
minutes
and
and
if
we
follow
the
comp
plan,
the
compound
actually
says
six
minutes,
but
I
wouldn't
don't
hold
us
to
the
six
minute
thing.
D
G
Thank
you,
I
I
certainly
get
your
point.
What
what
I'm
trying
to
get
at
is,
if
there's
some
statistical
relationship
and
I
understand
that
there's
gonna
be
a
huge
variation
depending
on
the
circumstances,
and
all
that
between
that
indicates
the
actual
benefit
in
terms
of
life
saved
or
improved
outcomes
for,
in
the
you
know,
the
population
over
ten
years
of
of
a
better
response,
time
and
I
understand
it
won't
be
specific
for
a
boulder,
but
maybe
nationwide,
there's
some
numbers
or
there.
D
But
I
can
honestly
tell
you
I'm,
not
I
I,
don't
think,
there's
a
whole
lot
of
science
behind
that
it
is
more
tied
to
if
you
have
a
cardiac
event
and
you
go
down,
it
is
five
minutes
before
brain
death
starts
occurring
without
any
intervention
whatsoever,
that's
kind
of
where
the
science
really
is
but
time
there
are
some
who
said
fast
response
times.
Don't
get
you
anything
and
I,
don't
mind
saying
that,
because
there
isn't
a
lot
of
science
behind
it.
The
theory
is
the
faster.
D
We
get
advanced
level
responders
there,
the
faster
the
interventions
that
occur,
but
you
can
also
do
that
with
community
responders.
That's
why
we
pointed
out
in
the
fiscally
constrained
environment.
If
we're
teaching
people
how
to
do
CPR
and
there's
more
of
them-
and
we
make
use
of
some
of
those
new
apps
that
actually
alert
people
to
an
event
for
much
smaller
incremental
cost,
we
could
maybe
move
the
Neal
I,
don't
know
how
much
but
I
we
can.
D
If
people
are
right
there
at
your
side,
start
in
CPR,
and
so
that's
why
that's
in
our
fiscally
constrained
version.
So
it's
really
all
theory
to
be
perfectly
honest
with
you
that
we
can
really
really
improve
outcomes
by
shaving
time
off,
but
to
tie
it
to
an
actual
outcome.
That's
a
tricky
one
and
it's
and
I
don't
even
think
that
data
is
available
nationally.
To
be
honest,
thank
you.
A
C
H
H
Great
I
have
my
next
question:
the
AMR
third
party
you
referenced
that
they
are
making
on
average
minimum
wage,
but
not
an
evolving
wage.
It
were
living
away,
living
guys
living
with
lean
wage,
the
training
that
they
have.
First,
let
me
back
up
the
bfr
staff
that
would
have
that
training
that
would
substitute
be
a
substitute
for
the
same
unit
arriving
would
be
in
addition
to
AMR.
It
wouldn't
be
an
environment
where
we
would
then
be
not
having
that
AMR
systems,
because
it
would
be
an
addition
to
under
the
action.
D
Version
of
the
plan
is
unit
would
be
a
replacement
vision
would
replaced,
got
it
but
and
I'll
try
to
be
real
quick
here.
The
there's
still
a
place
for
an
ambulance
provider
in
town
for
surge.
So
when
we
get
exhausted
and
the
other
part
is,
we
would
never
do
inner
facility
transfers
so
to
take
it
from
the
hospital
down
to
Denver,
because
that
would
lock
up
a
unit
outside
of
city.
But
it's
a
very
lucrative
part
of
the
aimless
market
got.
H
It
and
all
your
numbers
were
net
of
all
the
adjustments
made
for
what
we
do:
pay
third
parties,
what
we
would
no
longer
pay
third
parties
and
what
we
would
then
be
paying
VFR.
Yes,
got
it
last
question
in
the
fire
station
two
and
four
that
need
to
be
replaced
again.
It
was
a
great
presentation
and
I
was
looking
for
the
numbers.
What
was
the
budget
number
that
was
associated
with
those
two
replacements?
D
I
D
D
Slow,
that's
right.
There
are
60
that
we
did
detailed
review.
Then
it's
in
the
hundreds
of
the
street
assessments
where
they're
just
walking
down
the
street
and
they
look
from
the
street
or
without
interfacing
with
the
home
and
are
just
kind
of
getting
an
idea.
And
then
the
homeowner
comes
down.
I.
Think
we've
done
around
60
of
those
with
the
homeowner
sees.
I
D
F
D
So
that's
that's
been
our
main
challenge.
A
couple
of
the
stations
actually
do
accommodate
females
a
little
better
than
others,
but
but
all
of
them
we
have
to
do
a
lots
of
workarounds
to
make
that
an
inviting
place.
So
the
good
thing
is:
there's
all
separate
sleeping
quarters.
It's
not
like
everybody's
in
one
big
room,
but
it's
still
it's
still
a
station,
all
of
them
designed
for
one
gender.
So.
F
D
D
They
did
look
around
at
our
racial
and
ethnic
diversity
and
then
actually
turns
out
to
be
pretty
good
right
now,
and
so
we
can't
we
can't
start
focusing
just
on
females
and
then
forget
the
other
pieces
of
diversity,
but
the
female
workforce
has
declined
so
much
in
the
last
30
years
in
Boulder
that
the
team
said
we
took
our
eye
off
the
needle
here
and
we're
not
even
seeing
the
numbers
of
females
coming
in
to
the
testing
to
get
in
the
department,
and
so
we
knew
we're
not
recruiting.
Well
we're
not
doing
any
of
that.
D
B
I'm
gonna
try
to
be
brief,
but
let
me
just
say
two
things:
you're
monitoring
I.
It
is
the
lights
on
yeah
that
are
comments.
One
is
just
a
compliment.
I
I
think
you
know
we
see
a
lot
of
master
plans,
we
have
over
the
years
and
we
throw
all
kinds
of
questions
from
left
field
at
whichever
chief
is
in
front
of
us,
whether
it's
library
or
fire
or
whatever,
and
you
guys
just
handle
them
with
unbelievable,
broad-based
aplomb.
B
B
Thanks
to
the
team
too,
and
and
then
just
just
a
gratitude
for
all
the
service
that
you
provide
and
what
you
do
for
our
community.
So
thank
you
for
that.
Wait
around
long
enough
and
your
colleagues
will
ask
all
your
questions
for
you.
So
thanks
for
not
using
pitas.
That
was
one
of
my
questions
and
as
far
as
diversity
is
concerned,
do
you
have
any
numbers
on
racial,
ethnic
and
and
and
when
I
say
gender
diversity
I
mean
LGBT
diversity
as
well?
That's.
D
D
We
have
a,
we
have
more
women
in
the
support
areas
and
other
areas
of
the
apartment,
but
I
think
this
one
was
geared
more
towards
there's
a
structure,
firefighters
goal:
it's
seven
I'm
gonna
lose
two
I'm
losing
two
am
I
not
so
it
goes
down
to
five
this
year,
but
I
gained
I'm
gaining
to,
or
at
least
one
in
an
academy.
That's
going
through
now
for
this,
so
I
lose
one
I'll
get
a
net
loss
of
one
in
this
year.
Okay,.
B
Last
question:
one
thing
I
noticed
in
the
pie
chart
of
the
budget
is
that
in
the
the
big
dark
blue
chunk,
which
was
over
16
million
dollars,
which
is
the
actual
physical
service
piece,
21
percent
of
that
the
second
biggest
part
of
that
pie,
piece
was
water
rescue,
and
so
now
we're
talking
about
three
million
dollars.
We're
talking
about
you
know,
15
out
of
every
thousand
dollars,
Boulder
spends
goes
to
water,
rescue
and
and
I
was
just
wondering
along
the
lines
of
what
you
said
about
community
responders.
B
Is
there
some
money
we
can
get
back
on
that
with
better
education
around
ice
fishing?
Things
like
that
I
mean
I
know
you
can't
stop
people
from
driving
it
to
Boulder
Creek
when
they
slide
out
on
the
ice,
but
there
are
things
that
that
maybe
we
can
do
better,
it
would
save
what's
a
pretty
huge
chunk
of
money
actually
so.
D
I,
you
I
think
you're
referring
to
the
big
part
of
the
pacman
there,
the
blue
and
then
in
there
it
says
water,
rescue,
21
percent,
that
part
yeah.
That
represents
a
a
piece
of
the
the
response
under
emergency
operations.
The
actual
total
is
how
much
because
includes
the
overtime,
piece
and
training
I,
don't
I,
don't
know
off
the
top
of
my
head.
How
much
that
is
you
make
a
good
point?
There
may
be
some
offsets
for
that.
D
The
other
piece
that
we've
talked
about
is
is
water
rescue
truly
something
Boulder
should
bear
all
the
cost
of,
or
can
we
regionalize
that
type
of
response?
So
it
is
a
conversation
we're
having
as
a
service
whether
or
not
this
is
something
we
can
do
the
way
we
did
with
hazardous
materials,
because
before
hazardous
materials,
that's
our
portion
of
the
regional
approach.
D
That's
a
conversation
we'd
want
to
have
with
our
regional
responders
because
we're
big
we
have
most
of
the
risk,
but
there's
lots
of
bodies
of
water
around
here
and
being
able
to
share
the
burden
with
like
a
long
mountain
or
mountain
view,
and
others
would
be
helpful
and
we're
trying
to
do
that
with
all
of
our
services,
with
the
exception
of
well
even
with
structure
fire.
We're
doing
that.
B
B
E
A
J
This
is
something
that
so
right
now
we
are
basically
reflective
of
the
community.
Now
that
is
a
statement
that
has
a
lot
of
things
loaded
in
it,
because
we
are
a
fairly
Caucasian
community.
However,
our
department
currently
is
basically
one
percent
trending
with
the
community
on
Caucasians
two
percent.
We
exceed
the
community
on
Hispanic
or
five
percent
african-american
or
the
community's
about
one
percent,
and
we
do
lag
behind
in
Asian
demographics,
where
the
community
is
five
percent
and
we're
two
percent.
D
With
sure
they,
as
a
technical
excuse,
me
I'm
sorry
technical
volunteer
squad.
We
call
them
in
to
supplement
our
response.
They
have
a
contract
with
the
county
and
with
us,
and
so
we
have
when
we
have
an
incident.
They
respond
with
divers,
along
with
our
divers
and
as
a
matter
of
fact,
we
have
divers
that
are
networked
on
with
them,
but
they
come
and
work
alongside
us
on
a
technical
rescue
of
that
kind.
So
they're
volunteers,
so
they
say
just
simply
augment
so
whoever
responds
from
them
augments
what
we
already
have
on
duty.
G
A
You
creating
their
relevant
burning
questions
for
this
No.
Okay,
we
can
go
in
Canada,
yeah
right
yeah.
He
is
using
I
guess,
let's
just
see
if
we
get
a
negative
pull
our
way
through
these.
Thank
you
for
putting
those
up.
So
the
first
ones
is
the
master
plan
consistent
with
the
goals,
policies
and
growth
predictions
of
the
comp
plan.
Does
anyone
feel
like
that's?
Not
that
it's
not
everybody
agrees
with
staffs
assessment?
Okay,
you
want
to
say
something
I.
B
B
About
well
social,
cultural,
racial
and
ethnic
equality
and
diversity,
creating
a
valuable
human
value,
human
capital
that
contributes
to
economic
and
environmental
sustainability,
principles
of
social
sustainability,
talks
about
respecting
and
valuing
cultural,
social,
racial
and
ethnic
diversity
policy.
5.16
talks
about
diversity
and
employment
opportunities,
5:19
that
was
cited.
Talks
about
a
diverse
workforce
in
8.05
talks
about
diversity,
so
I
want
to
commend
the
fire-rescue
for
having
a
Mort
I
should
say
a
more
diverse
work
population
than
we
have
as
a
whole.
B
In
Boulder
five
times,
the
african-american
percentage
is
pretty
darn
good,
but
I
think
that
something
in
your
master
plan
that
that
actually
celebrates
that
diversity
and
and
makes
a
point
of
it
and
and
talks
about
the
value
of
maintaining
it
in
conformity
with
the
comp
plan
would
be
very
welcome
and
I.
Think
if
you're
looking
to
hire
a
more
diverse
workforce,
I
doubt
that
all
that
you
know
the
most
Poindexter
ish
of
your
job
applicants
actually
read
your
master
plan
before
their
job
interview.
B
A
A
good
point
any
other
comments
on
that
real
quickly.
Are
we
good
okay?
So
on
Kishu
number
two?
Does
the
master
plan
outline
be
vcp
service
standards
and
a
plan
to
meet
them
in
the
future?
They
wouldn't
disagree
with
that.
I
have
a
comment.
Comment,
I
agree
with
it,
but
I
have
a
comical
I
didn't
see.
There
were
two
hands
out
there,
so
I'm
sort
of
Street
you're
good
David,
you
didn't:
okay,
okay,
go
ahead,
make
it
John,
mcComish
yeah,.
G
In
terms
of
you
know,
live
saved
or
something
the
sort
of
like
that
would
be
very
useful
because
the
city
has
to
make
these
trade-offs
between
various
programs
and,
to
the
degree
possible
that
it
can
can
make
useful
comparisons,
is,
is
very
important,
but
I
we've
talked
about
this
before
you've
said
that
that
data
may
not
exist
to
to
show
the
benefit,
but
but
to
some
in
some
manner,
to
make
it
as
clear
as
possible.
What
the
actual
benefit
is
beyond
just
saving
two
minutes
off
a
response.
Time
is
useful.
I
just.
F
Respond
to
that-
and
it
strikes
me
that
one
of
the
I
think
the
plan
is
great
and
it
puts
Boulder
assuming
it's
accepted.
It
puts
Boulder
on
the
path
the
trajectory
to
become
to
meet
national
standards.
In
terms
of
how
many
officers
you
have
on
a
truck
and
the
capacity
of
those
officers
to
serve
the
public,
and
it's
maybe
into
your
question
John,
it
might
be
some
measurements,
some
metrics
that
are
about
the
Nash.
The
way
in
which
communities
are
evaluated
on
by
the
whatever
is
your
national
body?
I?
F
A
Yeah
we'll
put
I
guess
I'll
just
make
one
comment
too.
In
the
sense
of
you
know,
the
comp
plan
does
have
a
stretch
goal
of
six
minutes,
and
you
know
some
of
the
things
like
that,
which
is
very
comp.
Plan
is
kind
of
thing
to
have
in
there
I
think
the
I
really
appreciate
this
sort
of
small
medium
large
approach,
you're
taking
to
the
structure
here
and
the
vision
seems
like
it's
got
a
lot
of
good
stuff
in
it.
A
I
really
feel
like
one
of
the
big
steps
inside
that
middle
piece
is,
you
know,
getting
fire
medics
on
the
trucks
now
it
seems
like
that's
a
really
huge
advantage,
so
hopefully
you're
able
to
get
enough
funding
to
do
that.
Although
we
don't
really
weigh
in
on
that,
but
throwing
my
head
in
that,
we
should
do
that
ring
then.
The
Kishin
number
three
is:
are
the
capital
needs
and
funded
funding
sources
outlined
in
the
master
plan,
to
the
extent
that
they
are
unfunded,
capital
needs.
F
A
F
E
You
could
make
it
in
form
of
emotion
from
the
action
and
vision
plan
is
going
to
be
accomplished
through
the
capital,
improvement
projects
and
and
the
funding
that's
approved
every
year.
I
believe
do
you
agree
with
that,
so
it
would
come
up
every
year
when,
when
the
budget
comes
in
front
of
the
Planning
Board
and-
and
you
can
revisit
that-
and
we
emphasize
that,
but
but
I
would
do
that,
and
you
can
say
it
right
now,
just
understand:
that's
how
it's
actually
implemented
that.
E
I
A
B
A
A
Was
thinking
you
could
happen
as
a
separate
motion
after
these
yeah?
So
does
anyone
who
speak
that
motion
I
don't
need
to
all
of
my
curiosity's
answered,
so
I'll
go
ahead
and
call
the
question
all
in
favor
aye
passes
unanimously
I'll
go
ahead
and
make
a
motion
that
we
approve
the
Boulder
Valley
comprar
plan,
Boulder
Fire,
Rescue
master
plans,
summary
second,
okay
same
thing,
and
you
want
to
speak
to
it.
No
favor,
okay,
pass
that
yeah.
F
F
B
F
What
the
chief
focused
on,
but
if
you
read
the
whole
plan,
there
are
many
many
components
of
it
that
are
layer
on
top
of
each
other
over
the
next
ten
years,
to
get
them
to
to
get
the
department
to
the
facilities
and
trained
employees
that
that
they
hope
to
get
to
as
I'm
understanding
the
plan.
So
what
I'm
trying
to
do
is
put
before
the
City
Council
a
recommendation
that
they.
F
A
A
F
A
H
I
I
have
to
admit
that
I've
had
so
much
fun
being
on
this
board
with
you
for
a
moment
just
like
this,
because
I
do
enjoy
you,
but
I
I
want
to
go
on
record
and
saying
how
much
I
disagree,
that
there
are
trade-offs
being
made
currently
in
the
budget,
and
we
need
to
quantify
the
cardiac
arrest
survival
rates
while
at
the
same
time
as
much
as
I'm
an
environmentalist.
They
don't
hear
the
same
call
for
a
quantification
of
Preble,
jumping
Mouse
and
its
impact.
I
What
we're
voting
on
here,
because
we
went
through
the
budget
numbers
for
the
ALS
action
plan
and
vision,
which
were
would
add
one
point.
Seven,
eight
one
point
one:
four
in
for
the
action
five
point:
four
five
and
one
point:
six,
eight
for
the
vision,
so
that
was
just
for
the
ALS
piece,
but
then
we
saw
a
slide
that
showed
the
overall
numbers,
which
was
nine
point,
three,
nine
million
for
action.
Seventeen
point:
eight
million
for
vision,
incorporates
those
earlier
numbers,
bundles
them
into
a
larger
action.
Envisioned
and
that's
what
we're
talking
about
here.
F
I
appreciate
I
totally
appreciate
that
the
City
Council
will
ultimately
have
to
make
these
trade-offs,
but
the
city
Boulder
is
growing
and
I
think
we
would
want
a
Fire
and
Rescue
Department
that
is
keeping
up
with
our
growth
and
our
needs
and
has
the
technology
and
the
staffing
and
the
equipment
and
the
facilities
necessary
to
do
that.
I.
B
A
A
K
A
F
B
Really
so
that
it's
different
it's
different
than
what
we
voted
on
and
it
talks
about
city
council,
approving
this
budget
and
I,
don't
think
they're
gonna
do
that.
It's
part
of
the
what.
B
L
M
Can
you
hear
me
yeah
now
I
was
here
in
October
and
introduced
this
project,
which
had
been
going
on
for
a
couple
of
months
and
promised
that
I'd
be
back
with
an
update
and
have
been
giving
updates
to
the
Planning
Board,
as
well
as
the
Parks
and
Recreation
Board
open
space
parks,
keeping
the
landmarks
board
in
the
loop,
as
well
as
the
Colorado,
should
talk
with
sociation
board.
So
just
as
a
refresher.
M
What
we're
doing
here
is
working
collaboratively
with
the
Colorado
Chautauqua
Association
to
develop
a
sustainability
and
resilience
strategy
for
the
national
historic
landmark
that
is
Chautauqua,
and
that
refers
to
the
24
acres
that
you
see
on
the
screen
on
the
right.
That
is,
the
designated
historic
district
which,
as
I'm
sure
you
you
all
know,
is
a
really
important
place
to
the
to
the
heart
and
soul
of
Boulder,
but
really
to
the
to
the
state
and
to
the
country
as
a
whole.
M
With
view
to
doing
that
now
it
became
apparent
through
those
conversations
that
it
didn't
really.
It
didn't
quite
jive
with
some
of
the
some
of
the
issues
that
were
going
on
at
Chautauqua
as
far
as
the
various
jurisdictions
that
are
up
there,
because
there
is
parks
and
recreation,
as
you
know,
there's
open
space,
mountain
parks,
utilities
and
then
their
private
Cottagers
as
well.
So
CCA
is
one.
M
The
Colorado
Chautauqua
Association
is
one
stakeholder
up
there,
but
they
certainly
don't
run
the
show,
and
so
the
idea
was
to
come
up
with
a
strategy
that
would
plan
for
sustainability
and
a
resilient
place
at
Chautauqua
in
the
context
of
a
historic
district.
So
we've
been
working
towards
that
collaboratively
with
Chautauqua
and
the
strategy.
The
idea
is
that
the
strategy
will
be
a
model
of
sustainability
and
resilient
practices
for
the
community
and
historic
districts
around
the
country.
So
that's
really
the
Charter
there
there
is
a.
There
is
a
charter.
M
There
is
a
fairly
well
designed
and
I
think
articulate
statement
of
purpose
for
this
place
and
for
the
project
as
a
whole.
So
we're
working
towards
doing
this
in
a
way
that
collaboratively
works
with
the
Colorado
Chautauqua
Association,
which
is
a
not-for-profit,
not
part
of
the
city.
We
don't
typically
do
this,
so
a
plan
like
this
doesn't
fit
into
our
typical
planning
process.
So
just
anticipating
a
question
that
Harman
a
question
that
Harman
asked
at
the
last
meeting
and
actually
yesterday
during
the
agenda
meeting.
Where
would
this
plan
fit
into
the
city's?
M
You
know
various
plans
and
looking
at
the
fire
master
plan,
you
saw
all
the
the
many
plans
that
Boulder
is
adopted,
we're
not
sure
but
I
think
probably
what
would
make
most
sense
is
that
this
would
be
part
of
a
Chautauqua's
master
plan
and
as
well.
It
would
somehow
be
attached
to
the
lease
agreement
and
those
agreements
that
have
been
negotiated
and
renegotiated
with
Chautauqua
since
its
establishment
in
1896,
so
we're
not
quite
sure
exactly
how
that
works,
but
we'll
be
figuring
that
out.
M
Obviously,
Chautauqua
is
kind
of
unique
in
that
it
is
on
three
sides
surrounded
by
wild
lens
and
and
then
it
has
a
you
know,
very
distinct
urban
interface
as
well,
and
what
it's?
What
Chautauqua
itself
is
is
is
a
is
a
camp
like
sort
of
place.
It
still
really
retains
that
character.
So
as
well
as
that,
it's
you
know
it.
It's
got
a
pretty
steep
grade,
so
there
are
drainage
problems
that
have
been
certainly
identified
since
since
the
place
was
established.
M
Schedule
is
to
be
determined,
but
the
idea
is
through
the
vulnerabilities
assessment
to
find
out
what
the
issues
are
up
there
in
a
really
objective
way,
without
trying
to
solve
or
come
up
with
solutions.
First,
you
want
to
really
identify
what
all
the
issues
are
up
there.
So
with
that
in
mind
and
I
have
to
apologize
for
not
getting
you
this
in
advance,
but
it
really
wasn't
finalized
and
until
just
a
couple
of
days
ago-
and
we
posted
it
on
the
website
today.
M
But
the
vulnerabilities
assessment
is
the
final
draft
is
essentially
finished
and
I
handed
a
couple
of
copies
out
to
you
at
the
meeting
tonight.
I'm
sorry,
it's
a
62
page
document
and
not
really
giving
you
time
to
digest
there's
a
lot
in
there.
But
the
hope
is
this
evening
that
I
can
just
go
over
the
high
points
and
then,
subsequent
to
that,
you
can
react
to
what
I'm
going
to
talk
to
you
about
tonight
and
I've.
Some
questions
as
well
general
questions
about
the
assessment
and
the.
M
M
The
slide
on
the
screen
actually
shows
the
the
vulnerabilities
assessment
and
is
really
being
the
datum
from
which
the
options
developments
going
to
occur.
Great
thanks,
and
so
yes,
that's
that's
good
question
Thanks,
so
yeah,
that's
where
we
are
right
now
and
going
into
the
second
step
of
the
project,
which
is
options
development.
M
So
what
the
consultants
have
done-
and
this
is
been
put
together
by
resilient
analytics
as
well
as
a
consultant
who's
done.
A
lot
of
work
nationwide
with
historic
properties
and
resilience,
is
to
take
a
systems
approach
to
the
identification
and
assessment
of
the
place,
so
it
sort
of
breaks
down
chautauqua
into
a
variety
of
systems,
infrastructure
system
which
is
stormwater,
water,
distribution,
power,
distribution,
communications,
etc.
M
The
transportation
system,
which,
of
course
is
the
physical
infrastructure
that
supports
transportation
and
vehicular
traffic,
the
neighborhood
system,
which
is
adjacent
as
well
as
the
Chautauqua
neighborhood
itself,
and
constitutes
the
historic
demographic
component
of
the
place.
As
well
as
the
community,
identity,
identity
and
cohesion,
the
economic
system,
because
Chautauqua
is
actually
a
has
developed
into
a
pretty
robust
economic
engine
for
the
city
of
Boulder,
the
ecological
system
and,
of
course,
because
it
is
bordered
on
three
sides
by
wild
lands.
The
ecological
implications
are
pretty
intense
but
as
well.
M
This
place
has
really
transformed,
over
the
last
hundred
years,
from
a
high
prairie
high
desert
environment,
to
a
man-made
cultural
landscape,
with
a
lot
of
trees
that
were
never
really
there.
So
it's
a
very
different
place
and
it
was
historically
and
then
a
cultural
system
representing
the
cultural
system
that
both
influences
and
reflects
the
cities.
M
The
buildings,
so
in
a
small,
very
small
area,
you've
got
a
number
of
different
people
who
are
making
decisions
so
part
of
the
and
I'd
say
a
fairly
large
piece
of
this
project
is
to
try
and
align
everybody's
goals
so
that
people
are
moving
in
the
same
direction.
There
have
been
instances
in
the
past
where
that
hasn't
been
the
case
and
that's
caused
some
problems,
so
I'll
just
go
over
a
very
quickly
a
summary
of
the
vulnerabilities
assessment
and
some
of
the
findings
and
what
they
do.
M
None
of
these
are
a
real
surprise,
but
I
think
they
validate
what
what
we
knew
or
what
we
suspected,
but
also
I,
think
they.
They
provide
some
some
pretty
good
data
to
demonstrate
what
the
actual
issues
are,
but
the
NHL
district
is
facing
significant
threats
from
projected
climate
change,
vulnerabilities
from
heat
fire,
wind,
increased
precipitation,
as
well
as
increased
energy
demand
as
a
result
of
rising
temperatures,
are
putting
a
lot
of
pressure
on
the
place,
and
this
is
going
to
continue
the
scenarios
resulting
from
the
change
in
each
of
these
environmental
factors.
M
Project
increased
damage
to
the
sure,
supporting
the
district,
and
in
the
report
it
really
does
highlight
the
vulnerability
of
the
electrical
system.
That's
there,
many
of
the
poles
look
as
though
they
might
date
back
to
the
beginning
of
Chautauqua,
and
some
of
the
lines
that
run
over
those
poles,
too,
are
very
old.
M
The
roads,
pathways,
drainage,
swales
and
ecological
features
are
at
risk
and
then,
as
I
mentioned
before,
the
multiple
jurisdictional
authorities
that
are
operating
up,
there
sometimes
work
at
cross-purposes,
and
this
has
caused
problems
in
the
past
and
then,
of
course,
the
increasing
use
of
Chautauqua,
which
has
really
dramatically
risen
in
the
last
decade.
So
I
think
I've
seen
numbers
of
something
around
a
million
visitors
to
Chautauqua
year,
which
is
pretty
incredible
for
such
a
small
place.
M
Fire,
of
course-
and
we
heard
from
the
fire
chief
about
some
of
the
vulnerabilities
that
the
city
has
as
a
whole,
but
Chautauqua
I,
think
is
particularly
vulnerable
again
because
of
its
location
and
the
way
fire
would
travel
from
the
west
and
sweep
over
that
place.
Most
of
the
historic
buildings
are
wood,
they're,
very
old,
they're,
very
dry,
and
it
just
takes
a
spark
or
two
and
those
buildings
can
go
up
as
well
drainage
on
the
property,
because
there's
a
200-foot
net
change
in
grade
from
baseline
to
the
top
of
the
district.
M
So
that's
a
pretty
steep
grade.
The
2013
floods
demonstrated
you
know
how
the
water
really
gets
out
of
control
when
it
runs
across
that
place.
So
a
lot
of
the
focus
in
terms
of
thinking
about
options
is
ways
to
better
move
the
water
across
that
property
and
do
it
in
a
way
that
doesn't
require
a
great
deal
of
engineering.
M
We're
upset
to
the
you
know
to
the
landscape,
where
the
historic
resources
and
I
mentioned
again
the
the
infrastructure
and
the
power
system,
which
is
pretty
inadequate.
Now
one
of
the
things
that
I
think
really
helpful
about
the
vulnerabilities
assessment
is
we
asked
the
consultants
to
put
together
a
ranking
of
the
identified
vulnerabilities,
so
they're
broken
down
into
short,
medium
and
long
term
and
then
high
medium
and
low
risk.
M
So
with
that,
we've
got
a
pretty
good
idea
of
what
some
of
the
short-term
high
risks
are,
and
the
longer-term
low
medium
and
high
risks
and
that'll
be
helpful
in
terms
of
planning
for
the
future
as
well.
The
the
assessment
identifies
broad
opportunities
up
there,
including
sustainable
and
resilient
practices,
that
the
CCA
is
already
instituted
up
there,
as
well
as
of
the
city
agencies
that
work
up
their
community
involvement,
which
is
a
huge
opportunity,
the
idea
of,
and
development
of
on-site
or
off-site
renewable
power
generation.
M
This
is
something
that
Chautauqua
is
very
interested
in
doing
and
perhaps
designing
a
place
where
all
of
the
electricity
that
is
used
up
there
can
be
generated
on
site
through
solar
and
perhaps
other
other
ways.
Now
there
is
a
kind
of
a
conflict
there,
because
it's
a
historic
district,
so
you
might
not
want
to
festoon
all
the
buildings
with
solar
power
panels
or
necessarily
put
you
know,
solar
panels
on
the
ground
either.
So
it's
a
way
of
at
least
identifying
what
that
need
is.
M
M
So
I
think
you
saw
that
so
I'll
just
go
for
the
project
steps
again.
We
run
kind
of
a
fast
track
with
this
project,
and
this
has
to
do
I.
Think,
with
a
couple
of
things,
but
primarily
I,
think
CCA
would
really
like
to
see
the
project
finished
in
a
in
a
fairly
short
timeline.
Now
what
we
are
really
trying
to
do
is
engage
the
public.
At
the
same
time,
we
haven't
done
a
great
deal
of
outreach
to
this
point
because
it's
been
primarily
data
collection.
M
The
next
step,
this
phase,
two,
the
next
couple
of
months,
will
be
doing
a
considerable
amount
of
public
outreach
and
engagement
with
the
public
to
and
identified
stakeholders
to
find
out
what
they
think
about
some
of
the
identified
options,
which
will
be
then
hopefully
developed
into
the
final
strategy
which
we're
planning
to
bring
back
to
you
in
April
of
this
year
and
then
ultimately
to
the
City
Council.
So
I've
put
a
couple
of
questions
up.
M
Perhaps
these
questions
which
ask
for
comments
on
the
work
so
far
the
issues
topics
not
addressed
and
suggestions
for
options,
development.
You
could
certainly
give
us
feedback
on
the
email
and
we
do
have
a
website
which
is
pretty
live
and
we're
going
to
be
updating
it
on
a
weekly
basis.
Now,
as
this
project
starts
to
gain
momentum-
and
we
do
the
public
outreach,
so
the
URL
is
up
there
and
certainly
if
you
have
questions,
please
contact
me
directly
great.
A
A
So,
instead
of
asking
a
ton
of
questions,
if
you
have
any
high-level
questions-
or
you
know
big
concerns
that
you
think
might
not
be
in
here-
maybe
this
is
a
good
time
to
ask
them
and
then
just
know
that
we
can
follow
up
with
with
James
and
if
we
need
to
have
James
come
back
for
a
discussion
of
this,
we
can
do
that.
Do
you
let
another
meeting.
M
Know
there
there
it's
identified,
but
it's
not
really,
there's
not
an
analysis
of
it
of
those
issues.
You
know,
I
think
that
there
has
been
a
lot
of
progress.
That's
been
made
in
the
last
several
years
with
the
guiding
principles
for
place
management
up
there,
which
this
is
sort
of
part
of
well.
It
really
is
part
of
that,
so
it
identifies
it
I
think,
as
the
options
are
developed,
that's
probably
going
to
be
one
of
the
one
of
the
issues
that
will
be
will
be
grappling
with
a
bit
okay.
F
A
I
guess
I've
got
one
quick
question
which
is
just
James.
Did
you
find
when
you
went
through
this?
Were
there
any
surprises
for
you
or
things
that
were
particularly
game-changing?
It
seems
like
it's
all
fairly,
like
just
from
the
read
I've
get
in
it
and
the
during
that
presentation,
like
yeah
I'm,
not
surprising,
you
know.
M
It
it
validated
what
we
thought,
I
think
what
what
really
struck
me
was
the
state
of
the
infrastructure
up
there
and
I
know
we
have
that
city
wide
and
it's
I
think
a
function
of
the
climate
here.
M
The
you
know
the
wind
when
it
starts
to
blow
some
of
the
bigger
lines
and
they
start
to
arc
that
can
cause
some
really
major
problems
but
as
well.
There
are
black
power
lines
running
through
trees
and
like
hanging
off
people's
roofs
and
that's
a
obvious
fire
hazard,
so
that
was
that
was
a
surprise
to
me.
M
A
Seems
kind
of
odd,
but
it
actually
is
really
parallel
to
what
we
discovered
when
we
were
doing
work
on
the
Ponderosa
project
and
a
lot
of
the
same
issues
arose
for
who's
kind
of
the
same
reasons.
You
know
relatively
seasonal
or
like
lightly
insulated
buildings,
old
infrastructure
stuff
like
that
so
I
think
Kurt
Ferber
has
some
good
strategies
he
could
share
about
how
to
reelect
Rifai
that
kind
of
a
place.
That's
my
sand.
Yeah
corollaries.
There.
M
I
think
the
ten
years
ago
there
was
really
now
air-conditioning
up
at
Chautauqua
and
now
there's
many
of
the
cottages,
if
not
most
of
them
have
some
sort
of
air
conditioning
and
in
the
summer,
when
they're
all
running
at
the
same
time,
you
know
it's
really
drawing
a
lot
of
power.
So
that's
that's
taxing
the
the
infrastructure.
It's
it's
just
not
made
for
that.
You
know
that
extent
of
draw
so
yeah,
that's
its
something's
gonna
have
to
happen
and
should
talk.
M
What
I
think
is
approach
to
the
city
many
times
over
the
curves
very
those
lines.
For
that
very
very
reason.
But
you
know
it's
not
the
city's
responsibility,
its
its
Excel
still
and
it's
very
expensive
to
Barre
lines
and
in
terms
of
aesthetics
to
while
you
get
rid
of
the
power
lines,
those
poles
have
been
there
since
the
beginning.
So
that's
one
of
the
things
that
the
vulnerabilities
assessment
sort
of
talks
about
is
in
1898.
There
were
light
posts
up
there.
M
Some
of
them
are
still
there
taking
them
down
yet
would
look
better,
but
it
is.
Is
that
a
historic
feature
of
Chautauqua,
and
if
you
bury
them,
then
you're
putting
these
transformers
on
the
landscape
too?
So
that
would
be
a
change
to
the
landscape
but
I
think
overall
it
would.
It
would
be
a
benefit
to
the
place
cool
David.
You
had
him
yeah.
I
I
just
wanted
to
point
out
that
it
was
a
two
and
half
years
ago.
Maybe
it
was
only
one
and
a
half
years
ago,
but
I
would
came
to
the
tour
that
you,
the
landmarks
board
put
together
before
the
annual
awards,
epic
Chautauqua
and
just
want
to
give
a
shout
out
that
was
really
useful
in
giving
a
visual
to
a
lot
of
these
things
and
I.
Remember
the
gentleman
who
gave
the
tour
was
genetic
Jeff.
What
he
was
very
knowledgeable
knows
every
inch
of
that
property
and
he
planned
out
those
strange
swales
I.
I
Remember
that
very
distinctly,
because
they're,
actually
historic,
they're
May
they're
made
out
of
these
big
stones
that
they're
you
know
they
need
a
special
kind
of
maintenance.
It's
very,
and
so
it's
pretty
interesting
to
see
that
and
realize
yeah.
We.
We
have
to
keep
these
wonderful,
these
wonderful
drainage
conduits,
but
but
they
have
to
be
specially
maintained.
So
it's
interesting
to
see
and
I
guess,
I
I,
guess:
I
hope
that
I
think
the
challenge
is
going
to
be
how
this,
where
this
funding
all
gets
with
all
the
complexities.
M
Right,
it's
gonna
come
down,
I
think
yeah
resources
because
it
you
know
taking
steps
to
do
many
of
these
things
is
gonna
cost
money.
I
mean
the
swales
is
a
good
example.
Lots
of
them
need
to
be
rehabilitated,
but
it's
really
expensive
to
do
it
properly.
Mm-Hmm.
You
can
just
like
pave
them,
and
you
know
with
concrete
that
would
be
a
cheap
and
easy
way
to
do
it,
but
it
would
have
a
really
major
effect
on
the
historic
fabric.
K
I
So
tomorrow
night
it
we're
having
a
meeting
and
then
two
weeks
in
every
couple
weeks
after
that
for
a
little
while,
so
it's
and
we're
holding
them
here
so
that
we
can
spread
out
stuff,
it
was
fun
to
meet
at
all
the
little
cafes
around
town,
but
it's
becoming
a
little
bit
of
a
challenge
hearing
each
other
and
not
getting
distracted
so
we'll
we'll
wrap
it
up,
wrap
it
up
here.
There's
crumbs,
there's
chrome,.