[Call to Order and Roll Call]
          [00:00:06]
          I BET YOUR LIFE. ALRIGHT, WELL GOOD AFTERNOON, EVERYBODY, AND WELCOME TO THE IDAHO FALLS CITY COUNCIL WORK SESSION. WE'RE STARTING A COUPLE OF MINUTES LATE. WE ARE DOWN BY TWO COUNCIL MEMBERS. WE STILL HAVE A QUORUM, SO WE'RE GOING TO GO AHEAD AND START THE MEETING, I EXPECT. I HAVEN'T HEARD FROM EITHER OF THEM THAT THEY'RE NOT COMING. AND I KNOW ONE WILL BE HERE JUST MOMENTARILY. SO WE'LL GO AHEAD AND GET GOING. CITY CLERK, WILL YOU CALL THE ROLL FOR US, PLEASE? COUNCIL PRESIDENT BURTONSHAW. SHE'S ON HER WAY. I BELIEVE COUNCILOR RADFORD. 
          UNKNOWN. COUNCILOR DINGMAN HERE. COUNCILOR FREEMAN HERE. COUNCILOR FRANCIS HERE. 
          COUNCILOR LARSON HERE. MAYOR, YOU HAVE A QUORUM. ALL RIGHT. VERY GOOD. AND TO ANYBODY WHO MAY BE WATCHING THIS LIVE OR STREAMING, I UNDERSTAND THAT OUR AUDIO HAS BEEN GIVING US SOME TROUBLE HERE AND THERE. AND SO WE'RE WE HAVE AN EXPERT WHO'S WORKING WITH US DURING THIS MEETING. AND I APOLOGIZE IF ANYTHING GOES FUNNY WHILE THAT TESTING AND MONITORING IS HAPPENING. THE COUNCIL MEMBERS, WE HAVE A LENGTHY MEETING. AND SO WE'RE GOING TO TRY TO KEEP IT 
          [Municipal Services]
MOVING AT A CLIP. THE VERY FIRST ITEM THAT WE HAVE COMES TO US FROM MUNICIPAL SERVICES DIRECTOR ALEXANDER IS HERE. AND I'M GOING TO ASK YOU TO GO AHEAD AND INTRODUCE OUR GUESTS AS WE TAKE UP THE MATTER OF THE AUDIT FROM THE FISCAL YEAR THAT CLOSED ON SEPTEMBER 30TH LAST YEAR. SO THANK YOU, MAYOR AND CITY COUNCIL. SO THIS HAS TRULY BEEN A TEAM EFFORT. AND WE'LL HAVE SOME INTRODUCTIONS HERE SHORTLY. BUT WE ARE VERY PLEASED TO HAVE OUR AUDITOR HERE. HIS NAME IS KEVIN. HE'S FROM THOMAS ADAMS. AND HE'S BEEN WORKING DILIGENTLY WITH OUR TEAM. AND I WILL SAY THAT WHAT YOU'LL SEE THIS AFTERNOON IS, IS VERY DIFFERENT THAN WHAT YOU SAW LAST YEAR. I KNOW THAT BROOKS HAS BEEN WORKING WITH HER TEAM AND REALLY HAS REVAMPED A LOT OF THE THINGS IN THE TRAINING AND THE ONE ON ONE WORK THAT HAS BEEN HAPPENING OVER THIS PAST, PAST YEAR. AND SO WITH THAT, I'M GOING TO HAND THE MIC OVER TO OUR AUDITOR, KEVIN FROM US. ADAMS. I THINK HE'S GOING TO MAKE SOME OPENING COMMENTS, AND THEN WE'LL HAVE HIM TAG TEAM A LITTLE BIT WITH BROOKS. TERRIFIC. WELCOME KEVIN BROOKS FIRST AND THEN KEVIN. YOU'RE ON. OKAY. CAN WE GO TO THE NEXT SLIDE. OKAY. I JUST WANT TO WALK YOU THROUGH THE TIMING OF OUR AUDIT REAL QUICKLY. SO OUR FISCAL YEAR END IS SEPTEMBER 30TH. AS I'M SURE YOU'RE AWARE, FROM SEPTEMBER THROUGH DECEMBER, WE ARE WORKING ON OUR AUDIT AND PREPARING FINAL WORK PAPERS. WE'RE CLOSING OUT OUR TRIAL BALANCE. WE'RE MAKING ADJUSTMENTS SO THAT WE'RE READY FOR WHEN THE AUDITORS SHOW UP IN JANUARY. THEY COME OUT FOR FIELD WORK AND TEST, DO LOTS OF TESTING, AND KEVIN WILL TALK A LITTLE BIT MORE ABOUT THAT. BUT WE ALSO DRAFT THE FINANCIAL STATEMENTS AND GET THOSE READY FOR THE AUDIT. SO THAT'S THE JANUARY THROUGH MARCH IS KIND OF FINALIZING EVERYTHING AND GETTING IT ACTUALLY AUDITED BY KEVIN'S TEAM. TO THEN PRESENT TO YOU HERE AT COUNCIL. SO I'M GOING TO TURN THE TIME OVER TO KEVIN. HE'S GOING TO TALK ABOUT HIS PROCESS AND HIS TEAM. OKAY. 
          THANK YOU BROOKS. AND I'M ON. HI EVERYONE. I HAVE PREPARED SOME SLIDES TO WALK THROUGH THE AUDIT RESULTS FOR FY 24. I'LL SAY YOUR LAST NAME FOR US. YEAH, THAT'S A GREAT QUESTION. IT'S MORE LIKELY GRANDPARENTS SPOKE GERMAN FROM SWITZERLAND. THAT'S RIGHT. SO I'LL SHARE A LITTLE ABOUT MYSELF. THE TEAM I WORK WITH ON THE AUDIT. AND THEN, IF YOU DON'T MIND, I'VE THOUGHT OF MAYBE FIVE QUESTIONS YOU, AS ELECTED OFFICIALS, MAY HAVE FOR ME. AND I'LL WALK THROUGH THOSE AND TRY TO ANSWER THOSE. AND THAT'LL BE MY SLIDES. UNDERSTAND? YOU WILL HAVE QUESTIONS OF YOUR OWN. FEEL FREE TO ASK THOSE WHENEVER YOU WISH. SO I AM THE OVERALL ENGAGEMENT LEAD FOR MOSS ADAMS. MY RESPONSIBILITY AT THE END OF THE DAY IS TO SIGN YOUR AUDIT REPORT AND THE OTHER AUDIT DELIVERABLES THAT ARE INCLUDED WITHIN THE LARGE FINANCIAL STATEMENT DOCUMENT THAT BROOKS AND HER TEAM PREPARES. I OVERSEE OUR STAFF AND OUR IN CHARGE. NOW, WHILE THIS IS MY FIRST TIME AUDITING THE CITY, THIS ISN'T MOSS ADAMS FIRST TIME. PRIOR TO THE PANDEMIC, WE AUDITED A CITY FOR FIVE YEARS, AND KEITH SIMOVIC WAS A PARTNER THAT OVERSAW THAT. KEITH IS STILL INVOLVED. HE'S THE CONCURRING REVIEWER OR QC TECHNICAL REVIEWER, MEANING HE'S NOT INVOLVED IN THE ENGAGEMENT. HE'S NOT INVOLVED WITH OUR TEAM, REALLY, OR CITY MANAGEMENT, BUT HE DOES A COLD REVIEW, SO HE REVIEWS YOUR FINANCIAL STATEMENTS AND THE AUDIT DELIVERABLES TO MAKE SURE IT MEETS ALL THE REQUIREMENTS. SO WE DO HAVE A LITTLE HISTORY THERE WITH KEITH. AND THEN I HAVE LESLIE A DAG IT UP THERE. 
          [00:05:05]
SHE WORKS CLOSELY WITH ME. SHE'S THE SENIOR KIND OF RESPONSIBLE FOR THE DAY TO DAY. OVERSEEING OUR STAFF, MAKING SURE OUR OPEN ITEMS ARE BEING ANSWERED, EXCHANGING AUDIT INFORMATION WITH BROOKS. SO SHE'S REALLY WHAT I RELY ON. PAM ASKED IF SHE WAS GOING TO BE HERE, BUT SHE'S BUSY ON MANY OTHER ENGAGEMENTS AS WE'RE WORKING ON 1231 AUDITS. SO YOU HAVE JUST ONE TODAY. SO WHAT DOES AN AUDIT OF THE CITY ENTAIL? YOU KNOW, BROOKS ALREADY TOUCHED ON THAT. OUR ROLE IS TO COME IN AND PROVIDE THAT INDEPENDENT VERIFICATION, LOOKING AT SOURCE DOCUMENTS, REACHING OUT TO THIRD PARTIES TO VALIDATE BALANCES IN YOUR FINANCIAL STATEMENTS. AND GOING OUT THROUGHOUT THE CITY AND ASKING DIFFERENT DEPARTMENTS IF THEY'RE SEEING THE SAME THING. 
          ARE WE HEARING KIND OF THE SAME TONE AS WE'RE GOING THROUGH THE AUDIT? SO WE'RE PROVIDING THAT INDEPENDENT VERIFICATION THERE. AND THE CITY IS RESPONSIBLE FOR HAVING INTERNAL CONTROLS. WE'LL TALK ABOUT IF THERE ARE ANY FINDINGS OR ANYTHING LIKE THAT, BUT YOU DO NEED TO HAVE CONTROLS IN PLACE JUST BECAUSE THE FINANCIAL STATEMENTS LOOK GREAT. THERE NEED TO BE CHECKS AND BALANCES. SO WE'RE GOING TO COME IN AND PERFORM PROCEDURES TO MAKE SURE THAT THE CONTROLS THAT WE UNDERSTAND ARE ACTUALLY DESIGNED AND IMPLEMENTED ON A DAILY BASIS. AND THEN BECAUSE YOU HAVE A FEDERAL GRANT, I BELIEVE YOU HAD MAYBE 20.5 MILLION DURING FY 24 FEDERAL EXPENDITURES. WE AUDIT SOME OF YOUR LARGEST FEDERAL AWARDS. AND THEN WITH THE AIRPORT, WE LOOK AT THE FAA AUDIT GUIDE AND TEST THE PASSENGER FACILITY CHARGE COMPLIANCE AS WELL. SO IT'S KIND OF THE SCOPE OF THE. A COUPLE OTHER ASPECTS TO THE AUDIT ARE THE LARGE FINANCIAL STATEMENTS. 
          SO BROOKS GOES ABOVE AND BEYOND AND PREPARES THE ACT FOR THE ANNUAL COMPREHENSIVE FINANCIAL REPORT. IT'S NOT SUBMITTED YET TO THE GFOA FOR THE CERTIFICATE OF EXCELLENCE, BUT UNTIL YOU IT'S AWFULLY CLOSE TO THAT. AND I THINK THAT MAY BE THE PLAN TO SUBMIT THAT NEXT YEAR. SO KEITH AND I DID A DETAILED REVIEW TO MAKE SURE THAT ALL THE REQUIRED GAAP DISCLOSURES, SUPPLEMENTARY INFORMATION IS ALL PROPERLY PRESENTED IN THE FINANCIAL STATEMENTS. AND THEN THE KIND OF THE FIFTH LAYER TO AN AUDIT IS MEETING WITH ALL OF YOU AND GOING OVER THE AUDIT RESULTS. I MET WITH SO MANY OF YOU DURING THE PROCESS. MORE ON THE FRONT END OF THE ENGAGEMENT. AND NOW I'M HERE TO GO OVER THE RESULTS. SO ARE THE FINANCIAL STATEMENTS ACCURATE? BEFORE I ANSWER THAT QUESTION, I'LL LET YOU KNOW KIND OF HOW WE GOT THERE. WE LOOKED AT RISK ASSESSMENT PROCEDURES AND I KIND OF EMPHASIZED WITH OUR STAFF, YOU KNOW, WE DID YOUR AUDIT BACK IN, I WANT TO SAY 2019. WE HAVE THAT AUDIT DOCUMENTATION. BUT THIS IS FIVE YEARS LATER. SO LET'S KIND OF COME IN WITH A FRESH START. WE'LL LOOK AT SOME OF THAT DOCUMENTATION. BUT A LOT HAS CHANGED SINCE THEN. SO WE UNDERSTOOD YOUR INTERNAL CONTROLS. IN SOME AREAS WE ARE ABLE TO PUT RELIANCE ON THOSE CONTROLS. AND BY DOING SO MAYBE WE DO A LITTLE LESS OF THAT DETAILED TESTING OF LOOKING AT LARGE SAMPLES OF INVOICES AND CASH RECEIPTS. ALSO PART OF THE AUDIT WAS DOING SUBSTANTIVE TESTING. THERE'S KIND OF TWO PARTS THERE. ONE IS DOING ANALYTICAL PROCEDURES WHERE WE COME UP WITH AN EXPECTATION FOR A BALANCE. MAYBE YOUR WATER FUND. WE LOOK AT CHARGES USAGE AND WE COME UP WITH AN EXPECTATION FOR REVENUE. IF IT'S CLOSE ENOUGH, WE CAN PUT RELIANCE ON THAT TEST. BUT ANOTHER WAY IS DOING THAT DETAILED TESTING OF LOOKING AT INVOICES, INTER-GOVERNMENTAL AGREEMENTS, THINGS LIKE THAT TO GET AUDIT ALIGNS. SO THAT'S KIND OF EVERYTHING WE DID TO BE ABLE TO ISSUE AN OPINION. AND WE DID ISSUE A CLEAN OPINION, WHICH IS AN UNMODIFIED OPINION THAT CITY'S FINANCIAL STATEMENTS ARE MATERIALLY CORRECT IN ACCORDANCE WITH GENERALLY ACCEPTED ACCOUNTING PRINCIPLES. SO THAT'S THE HIGHEST AUDIT REPORT THAT YOU CAN RECEIVE. SO THAT'S WHAT YOU WANT TO HEAR. NOW WE DID HAVE SOME ADDITIONAL AUDIT COMMENTS. WE ISSUE A REPORT ON GOVERNMENT AUDITING STANDARDS. 
          AND IN THAT REPORT WE CONSIDER INTERNAL CONTROLS OVER FINANCIAL REPORTING. WE DID HAVE ONE FINDING TO REPORT THERE. I'VE ALREADY TALKED TO SOME OF YOU ABOUT THAT INDIVIDUALLY. AND WHAT THAT WAS IS THERE WAS A RESTATEMENT BECAUSE THERE WAS SOME MATERIAL ERRORS IN PREVIOUSLY ISSUED FINANCIAL STATEMENTS. THE FIBER FUND AND THE POWER FUND HAD CAPITAL 
          [00:10:07]
PROJECTS AS THOSE LINES AT THE CITY HAVE. IT'S HEAVILY, YOU KNOW, CAPITALIZED A LOT OF EXPENDITURES THERE. BUT THOSE EXPENDITURES WERE NOT BEING CAPITALIZED AND ADDED AS ASSETS TO THE BALANCE SHEET OF THE CITY. SO I WILL GIVE THE CITY CREDIT. AND THAT'S BEFORE WE REALLY GOT STARTED WITH THE AUDIT. BROOKS IDENTIFIED THAT AND LET ME KNOW THAT THERE MAY BE SOMETHING TO CORRECT AND RESTATE THE BEGINNING BALANCES FOR THOSE TWO FUNDS. SO, BROOKS PREPARED THE REPORTING FOR THAT. WE TESTED IT. WE GOT INTO THE UNDERLYING DOCUMENTATION TO MAKE SURE THAT THOSE EXPENSES WERE LEGITIMATE ASSETS TO PUT ON THE BALANCE SHEET, AND WE DID AGREE WITH THE CITY'S DECISION TO CORRECT THE PRIOR YEAR. IN ADDITION TO THAT, WE HAD SOME OTHER BEST PRACTICE RECOMMENDATIONS. SO THESE AREN'T FINDINGS. THESE ARE JUST OBSERVATIONS THAT WE WANTED TO SHARE WITH MANAGEMENT DURING THE ENGAGEMENT. SO WE'VE TALKED WITH MARK, PAM AND BROOKS HERE AND GONE OVER THOSE RECOMMENDATIONS AND WILL SHORTLY BE ISSUING A WRITTEN DOCUMENT ON THOSE OBSERVATIONS. SOMETHING ELSE I MENTIONED, THE FEDERAL AWARDS YOU HAVE. SO HOW DID THE COMPLIANCE WITH THAT LOOK? WELL, WHAT WE DO IS YOU HAD 20.5 MILLION IN FEDERAL EXPENDITURES. SO WE'RE OBLIGATED TO TEST YOUR MAJOR FEDERAL PROGRAMS. AND GENERALLY THAT'S A PROGRAM THAT HAS MORE THAN $750,000 IN EXPENDITURES. AND THEN WE KIND OF DO A RISK ASSESSMENT. SO THE OMB PUTS OUT A COMPLIANCE SUPPLEMENT EACH YEAR, AND THERE'S A HANDFUL OF PROGRAMS. THEY SAY REGARDLESS OF WHAT YOU THINK AUDITOR, THIS IS A HIGH RISK PROGRAM. SO THE ARPA AWARD WAS LIKE THAT THIS YEAR. SO IT WAS AUDITED LAST YEAR. 
          REGARDLESS OF THE RESULTS OF THAT, THEY SAID IT NEEDS TO BE AUDITED. SO THAT'S HOW WE SELECTED THAT. ALSO, IF A PROGRAM HAS A PRIOR YEAR FINDING, WE'RE OBLIGATED TO AUDIT THAT AGAIN. SO I BELIEVE THE AIRPORT FUNDS FELL INTO THAT. AND THEN MAYBE FEDERAL TRANSIT I CAN'T REMEMBER THAT ALSO HAD A PRIOR YEAR FINDING. SO THAT'S THREE. AND THEN A FOURTH ONE WAS YOUR SAFER AWARD. THAT'S FOR A FIRE EMERGENCY READINESS. THAT JUST HADN'T BEEN AUDITED FOR THE PAST TWO YEARS. SO THEN WE'RE OBLIGATED TO AUDIT THAT. SO WHAT WE LOOKED AT FOR PROGRAMS, I THINK THAT TOTAL MAYBE ABOUT 45% OF ALL YOUR FEDERAL EXPENDITURES. AND THE GOOD NEWS THERE, THERE WAS NO COMPLIANCE FINDINGS IN OUR AUDIT WORK. THERE. AND THEN THE FINAL REPORT IS THE PASSENGER FACILITY CHARGE COMPLIANCE. AND THAT WAS ALSO A CLEAN OPINION. SO NO ISSUES WITH THAT PROGRAM. SO THOSE WERE OUR REPORTS. YOU KNOW IF I WAS SITTING HERE SHOES I'D WANT TO NOT BE SURPRISED BY THINGS LIKE FRAUD, WASTE, ABUSE. AND I'D LIKE TO UNDERSTAND IF THE AUDITOR FOUND THAT. SO WHAT WE DO IS ALL OF OUR STAFF, SENIORS, WE GET TOGETHER ON THE FRONT END AND WE HAVE A BRAINSTORMING MEETING THINKING ABOUT HOW A FRAUD COULD OCCUR AT THE CITY. YOU KNOW, LIKE I SAID, WE HAVEN'T AUDITED ALSO HAS AN AUDIT OF THE CITY IN A NUMBER OF YEARS. SO WE STILL THINK ABOUT WE TALKED WITH KEITH ABOUT THINGS HE THOUGHT OF FROM HIS DAYS, AND THEN ALSO JUST WHAT WE'RE SEEING IN OTHER CITIES AND COUNTIES THAT WE'VE AUDITED. WE YOU'RE KIND OF ON THE BACK END BECAUSE WE AUDIT A LOT OF JUNE 30TH CLIENTS. SO WHAT HAVE WE SEEN IN ALL THOSE CITY AUDITS THAT WE'VE DONE. AND WE THOUGHT OF WAYS AND WE INCLUDED THAT IN OUR AUDIT APPROACH. AND THEN WHEN WE'RE OUT ON IT, EXCUSE ME, WHEN WE'RE ON SITE HERE, WE MEET WITH A NUMBER OF PEOPLE BECAUSE THE ASSOCIATION OF CERTIFIED FRAUD EXAMINERS SAY THE NUMBER ONE WAY THAT A FRAUD IS IDENTIFIED AS SOMEONE PROVIDES A TIP THAT'S WITHIN THE ORGANIZATION. YOU KNOW, WE'RE HERE A COUPLE OF WEEKS OUT OF HERE. WE'RE NOT HERE ON A DAY TO DAY BASIS. SO WE WANT TO HEAR WHAT STAFF THINK ABOUT THE TONE AT THE TOP. IS ANYONE LIVING BEYOND THEIR MEANS? MAYBE THINGS THAT WE SHOULD INCORPORATE IN OUR AUDIT. SO BASED ON ALL OF OUR AUDIT WORK, WE DID NOT IDENTIFY ANY FRAUD, WASTE OR ABUSE TO REPORT TO YOU. SO 
          [00:15:03]
THAT'S KIND OF THE SCOPE OF THE AUDIT. WE'RE NOT NECESSARILY REQUIRED TO REPORT ON THE CITY'S FINANCIAL CONDITION. YOU COULD BE A STRUGGLING CITY AND WE COULD STILL ISSUE A CLEAN OPINION. BUT I JUST DID WANT TO TOUCH ON A FEW THINGS THAT ARE IN YOUR FINANCIAL STATEMENTS. 
          YOUR FY 24 FINANCIAL STATEMENTS ARE JUST A SINGLE YEAR PRESENTATION. YOU MAY SEE SOME FINANCIAL STATEMENTS IF YOU'RE WITH ANOTHER BUSINESS OR YOU'VE SEEN OTHER STATEMENTS BEFORE, THEY'LL BE A CURRENT YEAR IN A PRIOR YEAR SIDE BY SIDE. BUT CITY'S FINANCIAL STATEMENTS, LIKE OTHER CITIES, ARE JUST SIMPLY A PRESENTATION. BUT IF YOU GO IN THE VERY BACK IS THE STATISTICAL SECTION MIGHT BE ABOUT 40 PAGES IN THE FIRST TEN OR SO. PROVIDE A TEN YEAR COMPARATIVE HISTORY OF THE FINANCIAL STATEMENTS. SO I WANTED TO JUST SHOW A FEW BAR GRAPHS THERE. THIS IS THE CITY'S OVERALL NET POSITION. AND WHAT NET POSITION TRIES TO DO IS IT PUTS ALL OF THE CITY'S FUNDS, AND IT COMBINES IT INTO ONE NUMBER ON THE FULL ACCRUAL BASIS, LIKE A COMMERCIAL ENTITY. SO IT HAS ALL THE CAPITAL ASSETS, THE LONG TERM DEBT OF THE CITY ON THERE, THE PENSION AND EVERYTHING. AND WHAT THIS GENERALLY REPRESENTS IS IT'S A LITTLE THEORETICAL, BUT WHAT HAPPENS IF THE CITY LIQUIDATES ALL OF ITS ASSETS AND THEN PAYS ALL HIS, ALL OF ITS LIABILITIES, WHAT WOULD BE LEFT OVER AS NET POSITIONS? SO THIS IS THE PAST FIVE YEARS, AND THE TOTAL NET POSITION IS THE DARK BAR. AND THEN THE THREE COMPONENTS OF NET POSITION ARE THE OTHER THREE COLORS. THE LARGEST THE YELLOW BEING YOUR CAPITAL ASSETS NET OF FINANCING OR DEBT FOR THOSE CAPITAL ASSETS. AND WHAT I SEE HERE IS A GROWTH. SO EACH YEAR THE CITY'S NET POSITION HAS GROWN. AND I THINK THAT'S GOOD FOR A GROWING CITY LIKE IDAHO FALLS. I CURRENTLY FOR THE PAST THREE YEARS RESIDE IN BOZEMAN, MONTANA. THAT CITY IS PROBABLY ARGUABLY EVEN GROWING FASTER PACE. AND I KNOW LOCALS THERE DON'T LIKE TO HEAR THAT. SO DON'T LIKE ME MOVING THERE. BUT I KNOW IDAHO FALLS IS ALSO A GROWING CITY, AND WHEN YOU ARE LIKE THAT, YOU HAVE CAPITAL AND NEEDS AND THE FACT THAT THE CAPITAL BAR IS CONTINUING TO GROW, I THINK IS A GOOD SIGN TO THE COMMUNITY THAT THERE IS GOOD FINANCIAL CONDITIONS HERE, AND THE CITY IS PROBABLY MAKING SOME GOOD DECISIONS ON THAT. AND THEN ANOTHER IMPORTANT THING WITH ANY CITY IS THE GENERAL FUND. I KNOW THIS 1ST MAY NOT LOOK AS STRAIGHT LINE UPWARD, BUT I THINK ONE CAUSE FOR THAT IS 2021 HAS THE BIG SPIKE BECAUSE DEBT WAS ISSUED FOR THE POLICE COMPLEX. SO THAT INCREASE I THINK THAT WAS A $30 MILLION ISSUANCE. SO YOU HAVE AN INFLOW OF CASH. YOU DON'T SPEND THAT RIGHT AWAY FOR THE CONSTRUCTION. AND THEN IT'S SPENT OVER A COUPLE OF YEARS. BUT IF WE LOOK GENERALLY FROM 2020 TO 2024 AND YOU WERE TO SMOOTH THAT OUT, I THINK IT WOULD GENERALLY BE A KIND OF A SAME SORT OF INCREASE THERE. SO I THINK THAT'S A POSITIVE SIGN AS WELL. SO THAT'S REALLY MY REMARKS ON THE AUDIT. I REALLY WANT TO THANK EVERYONE YOU AS ELECTED OFFICIALS, WE'RE GREAT TO WORK WITH. I DID HAVE AN OPPORTUNITY TO TALK WITH YOU DURING THE ENGAGEMENT. AND THEN PAM'S LEADERSHIP REALLY WAS WAS GREAT, GAVE ME SOME GOOD PERSPECTIVE ON THINGS. AND MARK HERE I KNOW HAS BEEN WITH THE CITY FOR A LONG TIME. AND. 
          BROOKS IS NEWER. SO MARK KIND OF HAS ALL THAT THAT EXPERIENCE OVER THE YEARS. AND HE WAS TELLING ME SOME STORIES ABOUT WHEN WE USED TO AUDIT, AUDIT THE CITY. AND SOME OF THE STAFF HE GOT TO WORK WITH WAS WAS REALLY NEAT TO HEAR. AND THEN I THINK BROOKS IS DOING A REALLY GOOD JOB OF DRAFTING THE FINANCIAL STATEMENTS AND TALKING WITH KEITH. AND HE SAID, WELL, THEY'RE IN REALLY GOOD SHAPE. SO THE OTHER THING I'LL SHARE IS OUR TEAM IS NEW TO THE CITY, JUST LIKE MYSELF. AND SOME OF THEM DON'T HAVE 25 YEARS AUDITING CITIES LIKE I DO. BUT EVERYONE TOOK A LOT OF CARE AND TIME AND ANSWERING OUR QUESTIONS. I THINK WE'LL HAVE FEWER NEXT YEAR AS WE'RE UP TO SPEED. PEOPLE ARE IN YEAR TWO, BUT EVERYONE TOOK TIME OUT OF THEIR DAY AND I REALLY APPRECIATE THAT. SO WITH THAT. I DON'T KNOW IF BROOKS OR. OKAY, JUST SO I WAS GOING TO GIVE AN UPDATE ON THE STATUS OF OUR PRIOR YEAR FINDINGS AND THEN A LITTLE MORE DETAIL AROUND OUR CURRENT YEAR FINDINGS. OKAY. OKAY. SO LAST YEAR WE HAD SIX 
          [00:20:08]
DIFFERENT FINDINGS, THREE RELATED TO OUR FINANCIAL STATEMENTS LISTED HERE. SO THE FIRST ONE WAS JUST LACK OF TIMELINESS. SO WE HAD OUR TRIAL BALANCE. WE HAD A LOT OF ADJUSTMENTS AFTER THE AUDITORS ARRIVED. SO THAT WAS SOMETHING WE WANTED TO DEFINITELY IMPROVE THIS YEAR. WE STILL HAD SOME ADJUSTMENTS I'D SAY WHEN YOU GUYS GOT HERE, BUT FOR THE MOST PART WE HAVEN'T CLOSED BOOKS, WHICH WAS GREAT. AND THEN JUST CONTINUOUSLY IMPROVING OUR MONTH END, OUR YEAR END CLOSE IS SOMETHING WE'VE BEEN WORKING ON AND IMPROVING, SO THAT WILL CONTINUE TO IMPROVE OVER THE UPCOMING YEAR AS WELL. WE HAD A FINDING RELATED TO OUR INVENTORY BALANCES LAST YEAR. WE'VE BEEN WORKING WITH ALL THE DEPARTMENTS ON THAT PROCESS AND MAKING SURE WE CAN HAVE GOOD INVENTORY COUNTS. AND AGAIN, THAT'S ONE THAT CONTINUOUSLY WE'RE JUST GOING TO CONTINUE TO WORK WITH OUR DEPARTMENTS, GET OUT THERE AND DO COUNTS AND MAKE RECOMMENDATIONS FOR SMALL IMPROVEMENTS OR THINGS THAT WE NOTICED TO IMPROVE THINGS. WE'VE GOT THE PROJECT OUT OF THE POWER WAREHOUSE TO GET THAT OLD INVENTORY SYSTEM UPGRADED, AND WE'VE BEEN WORKING WITH EACH DEPARTMENT ON THEIR DIFFERENT INVENTORIES TO MAKE SURE WE HAVE GOOD CONTROLS IN PLACE, AND WE WILL CONTINUE TO DO THAT. THEN WE ALSO HAD AN ADJUSTMENT RELATED TO OUR OPIOID SETTLEMENT MONIES. THAT'S SOMETHING THAT IF YOU REMEMBER LAST YEAR, OUR AUDITORS BROUGHT IT UP THAT A LOT OF ORGANIZATIONS WERE HAVING THE SAME THREE STATEMENTS. WE GOT BETTER INFORMATION AVAILABLE. AND IT'S A UNIQUE TYPE OF SITUATION WHERE WE DON'T OFTEN GET THESE NATIONAL SETTLEMENTS. SO A LOT OF US ACCOUNTANTS GOT IT WRONG ON HOW WE ORIGINALLY BOOKED IT. SO WE FIXED THAT THIS LAST YEAR. AND THEN WE'LL JUST CONTINUE TO BOOK THAT CORRECTLY GOING FORWARD. THEN WE HAD A FINDING RELATED TO OUR FAA REPORTING. IT WAS JUST THE TIMELINESS AND ACCURACY OF THOSE REPORTS. WE'VE RECTIFIED THAT ISSUE. SO GOING FORWARD, OUR ANNUAL REPORTS FOR OUR AIRPORT GRANTS FOR MAKING SURE WE GET THOSE IN ON TIME AND ACCURATELY. THEN WE HAD AN ADDITIONAL ONE RELATED TO OUR PROCUREMENT POLICY AND CHECKING ON SUSPENDED AND DEBARRED VENDORS FOR OUR FEDERAL AWARDS. SO THAT'S SOMETHING WE'RE WORKING ON DEVELOPING OUR PURCHASING POLICY. YOU'LL BE SEEING THAT IN THE UPCOMING MONTHS. COUNCIL, WE HAVE A DRAFT RIGHT NOW THAT'S UNDER REVIEW THAT WE'LL BE TAKING PARTLY WILL HELP US WITH OUR ERP IMPLEMENTATION SO THAT WE HAVE DEFINED POLICIES. WE WANT TO MAKE SURE WE INCORPORATE ALL OF THE FEDERAL REQUIREMENTS INTO OUR PURCHASING POLICY. THAT WAS THE BIGGEST PIECE THAT WAS MISSING IN THAT FINDING. AND THEN WE'VE ALSO HIRED TIM MCKINNON, TIM MCKINNON. WE SOLD HIM FROM THE ZOO TO SUPERVISE OUR PROCUREMENT AND PAYABLES GROUP. SO HE'S BEEN DOING A GREAT JOB DIVING INTO THE DETAILS THERE AND MAKING SURE WE HAVE GOOD PROCESSES IN PLACE AND HELPING TO IMPROVE THINGS CITY WIDE. ON OUR PROCUREMENT AND PAYABLES PROCESS, AND THEN ALSO ENSURING WE CHECK ANY VENDORS THAT WERE ISSUING FEDERAL MONIES. TO THAT, WE CHECK THE SUSPENDED INTO OUR LIST TO MAKE SURE WE'RE NOT GIVING MONEY AWAY TO SOMETHING WE'RE NOT ALLOWED TO. SO YES. IS THAT WHAT THAT VERIFYING VENDOR IS NOT SUSPENDED? WE HAVE TO KEEP A LIST OF THAT. THEN THERE'S A FEDERAL LISTING THAT WE CHECK. 
          SO IF WE'RE GOING TO ISSUE A CONTRACT, WE GO AND CHECK THAT WEBSITE TO MAKE SURE THEY'RE NOT ON THAT LISTING. OKAY. THEN THE LAST ONE IS OUR QUARTERLY REPORTS FOR OUR ARPA GRANT. WE WERE JUST HAVING SOME ISSUES WITH GETTING THOSE. THERE'S AN ODD TIMING THAT WE HAVE TO DO AND OUR BOOKS GETTING CLOSED IN TIME TO GET THE QUARTERLY REPORTS ACCURATE. SO WE'VE UPDATED AND IMPROVED THAT PROCESS FOR OUR ARPA GRANTS TO MAKE SURE WE GET THOSE QUARTERLY REPORTS IN AND ON TIME AND ACCURATELY. SO THEN THE CURRENT YEAR FINDING KEVIN TALKED A LITTLE BIT ABOUT IT. IT'S A MATERIAL WEAKNESS BECAUSE WE'RE HAVING TO RESTATE THOSE PRIOR FINANCIAL STATEMENTS. THE DETAIL BEHIND THAT IS IT WAS A FINANCE ERROR. SO WHILE IT WAS IN THE FIBER AND THE POWER FUND, IT WAS NOT A POWER AND FIBER OPERATIONAL ISSUE. IT WAS JUST AN ACCOUNTING ISSUE. THE UNDERSTANDING OF OUR WORK ORDER SYSTEM, WHICH IS KIND OF WHAT WE'VE USED FOR POWER AND FIBER TO BUILD OUT OUR CAPITAL ASSETS. WE ISSUE INVENTORY TO THOSE WORK ORDERS, THE PROCESS IN THE SYSTEM WE DIDN'T FULLY UNDERSTAND. AND SO WHEN WE HAD BIG PROJECTS GOING, WE WERE ONLY CALCULATING THOSE WHEN THEY GOT CLOSED. SO IF WE HAD A MULTI-YEAR PROJECT, IT WAS JUST SITTING THERE GETTING EXPENSED UNTIL THE END. SO IT WAS GETTING CLOSED AT THE END AND THEN CAPITALIZED AT THE END. SO IT'S KIND OF IN THE WRONG YEAR. SO IN LOOKING AT OUR FINANCIALS, WE WERE ABLE TO IDENTIFY THAT THIS YEAR TO GET IT CLEANED UP. SO THE FIBER TO HOME PROJECT IS THE BIGGEST DRIVER OF THIS FINDING BECAUSE POWER HAD SOME COSTS ABOUT 12 MILLION. AND OUR FIBER FUND HAD ABOUT 7 MILLION IN COSTS. FIBER TO HOME AND THEN SOME ADDITIONAL WORK ORDERS THAT JUST WERE NOT CAPITALIZED YET. THEY WOULD HAVE GOTTEN CAPITALIZED, BUT WE WOULD HAVE SEEN A BIG UPSIDE DOWN IN FINANCIALS. THIS YEAR. WE HAD ANOTHER. SO WE'VE IMPROVED OUR PROCESS INTERNALLY TO MAKE SURE WE CAN CAPTURE THAT GOING 
          [00:25:04]
FORWARD. AND IN OUR REVIEW OF OUR FINANCIALS, MAKING SURE THAT THE MONIES THAT WE'RE SPENDING ARE KIND OF IN ALIGNMENT WITH THE CAPITAL, THAT WE'RE THAT WE'RE ADDING IN EACH YEAR. THERE WAS ONE RECOMMENDATION FROM OUR AUDITORS THAT WE ARE PAST ADJUSTMENTS THAT WE DID NOT CORRECT THIS YEAR, JUST DUE TO THE KIND OF TIMING OF WHEN WE GOT IT AND THE SIZE OF IT. IT WASN'T HUGE FOR THE GENERAL FUND, BUT OUR LEASES RECEIVABLE, MAKING SURE THAT WE BOOK THOSE CORRECTLY IN OUR FINANCIAL STATEMENTS THAT THEY'RE SINCE THEY'RE A NON-CURRENT ASSET, WE WANT TO MAKE SURE WE DON'T LOOK THOSE IN OUR BUDGETARY STATEMENTS. SO WE'LL BE FIXING THAT NEXT YEAR. SO ANY QUESTIONS? OVERALL WE'RE JUST GOING TO WHAT YOU PRESENTED ALL OF THE ABOVE I DO HAVE SOME QUESTIONS, BUT I'LL WAIT TO SEE COUNCIL MEMBERS. DO YOU WANT TO GO FIRST. STICK RIGHT ON THAT SLIDE. HELP ME UNDERSTAND THIS ONE A LITTLE BIT BETTER. LIKE OUR LEASE IS LIKE POLICE VEHICLES OR LEASES ON OFFICE EQUIPMENT. LIKE, WHAT IS IT THAT WE'RE TALKING ABOUT? THE MILLION. THESE ARE THE LEASES. RECEIVABLE. I THINK THIS ONE PRIMARILY IS A COUNTY LEASE THAT WE HAVE. SO IT'S MONEY COMING IN THE CITY FOR PROPERTY THAT WE RECEIVE. OH. OH OKAY. OKAY. THESE RECEIVABLES ON THAT SAME THING. SO THE CURRENT PORTION AND THE LONG TERM PORTION WE'RE AT CORRECTLY WE NEED TO BREAK THOSE OUT. YEAH OKAY. AND SO HE ALSO PROVIDED A COPY OF THE LETTER TO THOSE CHARGED WITH GOVERNANCE. THAT'S NOT. AND SO IT TALKS ABOUT ALL THE DIFFERENT THINGS THAT THEY'VE DONE IN THEIR AUDIT THE ESTIMATES USED AND THEN THE RECOMMENDATION AND THE FINDING THERE ARE DETAILED AS WELL. THAT ABOUT. YEAH. 
          ANOTHER PIECE IN THERE IT TOUCHES ON THE AUDIT GO AS PLANNED. AND YES IT DID. THE GOAL WAS TO ISSUE BY MARCH 31ST. AND THE AUDIT WAS ISSUED ON 28TH OF. FOR THE EQUIPMENT. YOU TALKED ABOUT PROVIDING. I'M NOT SURE HOW YOU SAID FEEDBACK ON THINGS WE MIGHT COULD DO BETTER. 
          SO THAT'S AS A RESULT OF YOU'RE LOOKING AT OUR POLICIES AND OUR PROCESSES, AND THEN YOU, BASED ON YOUR EXPERIENCE, PROBABLY IN LARGE MEASURE WITH OTHER MUNICIPALITIES, SAY, OKAY, YOU MIGHT WANT TO LOOK AT THIS. HERE'S SOME IDEAS ON HOW TO MAKE IT WORK BETTER. YEAH. YEAH. 
          THAT'S RIGHT. WHEN WE SEE A THING WE MAY SAY IT'S A CONTROL DEFICIENCY OR MAYBE NOT EVEN THAT, BUT LET'S SAY WE THINK IT IS. AND WE NEED TO SAY IS IT SOMETHING THAT'S MATERIAL AND IT WOULD BE MATERIAL FINDING LIKE THIS CORRECTION OF AN ERROR. IT MAYBE IT'S NOT MATERIAL, BUT WE THINK IT'S IMPORTANT ENOUGH TO SHARE WITH YOU IN THIS MEETING. SO THESE ARE THINGS WE DIDN'T THINK AROSE TO THAT LEVEL. BUT WE STILL WANT. GIVE THEM TO STAFF TO WORK WITH. THANK YOU. 
          IF I COULD ADD JUST ONE OF THE THINGS WE DID AT THE BEGINNING OF THE AUDIT IS WE DID USE A LITTLE BIT OF BAILEY'S GOVERNMENTAL UNIT. IF YOU RECALL, WE TALKED A LITTLE BIT ABOUT, YOU KNOW, UTILIZING AND LEVERAGING THAT TEAM A LITTLE BIT TO KIND OF HELP MOBILIZE US. 
          AND THAT FREED UP BERKS TO BE ABLE TO DO THE FOCUS ON THE ACTUAL AUDIT DELIVERABLES. AND SO WE HAD THEM HELP US WITH SOME, YOU KNOW, JUST PUTTING SOME PAPERS TOGETHER FOR US AT THE AT THE BEGINNING OF THE AUDIT, WHEN WE FIRST STARTED OUT. AND THAT WAY WE WERE, YOU KNOW, WE WERE GETTING A DIFFERENT NOT OUR AUDITORS NEUTRAL OPINION, BUT SOMEONE WHO HAD WORKED WITH US BEFORE, AND THEY SPECIALIZED IN GOVERNMENTAL UNITS. SO THEY WERE ABLE TO HELP US IDENTIFY A FEW THINGS THAT WE COULD WORK ON AS WELL. SO, AND I DON'T SPEAK ACCOUNTING, SO I DO APOLOGIZE, BUT BY FINDING FOR THIS YEAR AND THE I GUESS THE WAY THAT SOME OF THESE CAPITAL PROJECTS WERE THEN RECORDED, THE GOAL IS TO CHANGE WHAT WE'RE DOING SO THAT WE CAN AVOID MISSTATING OUR FINANCIAL POSITION. IS THERE OTHER THAN MAYBE. WANTING TO HAVE THAT FINANCIAL POSITION CLEARLY AND ACCURATELY RECORDED FOR SOMEONE WHO'S DOING, SAY, A CREDIT REVIEW OR SOMETHING, WHICH WE'VE HAD IN RECENT YEARS AS WE'VE GONE OUT FOR A BOND. BUT OTHER THAN THAT, IS THERE ANY OTHER HARM OR WAY THAT IT CUTS IN A NEGATIVE WAY, EITHER TO THE CITY, TO THE EMPLOYEES, OR TO THE RESIDENTS? IF YOU MEAN IF THAT ERROR KEPT, KEPT CONTINUING, WELL, I THINK IT WOULD EVENTUALLY BE IDENTIFIED IN WHEN YOU DO HAVE A MATERIAL 
          [00:30:09]
WEAKNESS, THAT AUTOMATICALLY MEANS FOR THE FEDERAL AWARDS AUDIT, A SINGLE AUDIT, 40% OF THE CITY'S EXPENDITURES NEED TO BE AUDITED. ONCE YOU'RE CLEAR OF THAT FOR TWO YEARS, THEN ONLY 20%. SO OKAY, THAT THAT WILL REDUCE YOUR AUDIT COSTS. THAT'S NOT SOMETHING I HAD APPRECIATED BEFORE. I APPRECIATE UNDERSTANDING BEING TAUGHT THAT RIGHT NOW. YEAH. OKAY. CAN YOU WANT TO SAY SOMETHING ELSE BEFORE I ASK MY NEXT QUESTION? YEAH, I WANTED TO ADD TO THAT TOO. SO ANNUALLY WE ARE REQUIRED TO SUBMIT OUR SINGLE AUDIT TO OUR GRANT AGENCIES THAT REQUEST THEM, PARTICULARLY WHEN IT COMES TO OUR COPY. WE'RE REQUIRED TO DO THAT. SO THEY GET TO SEE THE RESULTS OF THE AUDIT, AS WELL AS ANY COPIES OF THE AUDIT PIECES THAT THEY WANT TO SEE. SO WE DO THAT ON AN ANNUAL BASIS. SO IT IS IDENTIFIED AND IT IS SHARED WITH OUR GRANT AGENCIES AS PART OF OUR APPLICATION PROCESS. OKAY. THANK YOU. THEN THE SECOND QUESTION HAS TO DO WITH AND MAYBE KEVIN, BASED ON YOUR MANY YEARS OF EXPERIENCE HERE, YOU TALKED ABOUT THE WHOLE FRAUD, WASTE AND ABUSE. I KNOW THAT WHEN I FIRST ARRIVED AT THE CITY, WE DIDN'T HAVE A LOT OF INTERNAL CONTROLS THAT WERE BEST PRACTICE. WE DIDN'T HAVE A LOT, AND THE ONES WE HAD WEREN'T ALL BEST PRACTICE, I'LL SAY IT THAT WAY. AND SO WE'VE COME A LONG WAY IN THE LAST DECADE, AND I DO BELIEVE THAT THERE HAVE BEEN TIMES WHEN WE'VE BEEN FORTUNATE TO HAVE HONEST PEOPLE AND NOT NOT NECESSARILY SYSTEMS THAT WOULD CATCH THE NON HONEST PEOPLE. RIGHT. BUT WE HAVE, WE, WE'VE BEEN LUCKY TO HAVE SOME HONESTY HERE. BUT YOU CAN'T BANK ON THAT OR RELY ON THAT. BUT I GUESS THE QUESTION IS YOU HAVE MENTIONED THAT ONE OF THE TOOLS FOR PICKING THESE UP, AND YOU MENTIONED YOUR PROCESS WAS TIPS FROM FROM EMPLOYEES. AFTER I WAS ELECTED, I DID SET UP A REPORTING LINE FOR JUST A FEW MINUTES, NOT FOR WASTE, FRAUD AND ABUSE, BUT FOR IDEAS PEOPLE HAD FOR HOW WE COULD DO THINGS MORE EFFICIENTLY AND BETTER. THAT DIDN'T LAST SUPER LONG BECAUSE I COULDN'T STOP IT ALL BY MYSELF, AND THERE WAS NOBODY ELSE TO REALLY MONITOR THAT. BUT WE DON'T HAVE, I THINK, A REGULAR REPORTING LINE. OKAY, WE WELL, PAM SAYS WE DO, BUT I, I DON'T KNOW HOW WELL IT'S USED AND IF IT'S WHERE WE'RE MANAGING IT THE WAY WE SHOULD, IF I DIDN'T KNOW WE HAD IT UNTIL JUST THIS MOMENT AGO WHEN PAM SAID WE DID, I'M JUST WONDERING, IS THERE SOMETHING WE COULD DO TO BE MORE ROBUST IN THAT AREA WITH OUR PRACTICES THAT WE DO HAVE OR SHOULD HAVE? WELL, WOULD YOU LIKE ME TO DESCRIBE WHAT WE CURRENTLY HAVE? SURE. SO WE HAVE WE HAVE POSTERS. WE HAVE POSTERS. WE ACTUALLY DID A CAMPAIGN A FEW YEARS AGO WHERE WE ACTUALLY HAD SOME POSTERS AND SOME CARDS MADE UP, AND THEN WE ACTUALLY HAVE A DIRECT LINE WHERE PEOPLE CAN CALL, AND WE'VE GOTTEN A FEW CALLS OVER THE YEARS. IT IS ANONYMOUS. AND SO WE HAVE ONE PERSON OVER IN OUR IT, OR 1 OR 2 PEOPLE IN OUR IT DIVISION THAT TAKES THOSE CALLS. 
          THEY ARE NOTIFIED WHEN THERE'S A CALL DROPPED INTO THAT PARTICULAR VOICEMAIL, AND THEN THEY ARE DISTRIBUTED OUT TO THE APPROPRIATE DEPARTMENT. SINCE WE HAVE PUT THIS CALL LINE ON, WE HAVEN'T RECEIVED ANY. WE'VE RECEIVED SOME CALLS, BUT NOTHING SPECIFICALLY ABOUT NECESSARILY LIKE FRAUD OR ABUSE OF CITY FUNDS. WE'VE HAD SOME OTHER CALLS WHERE PEOPLE WANTED TO SHARE SOME CONCERNS ABOUT SOME THINGS THAT WERE GOING ON IN THE CITY, AND THAT WAS ACTUALLY THOSE CALLS WERE TRANSFERRED OVER TO OUR HR DEPARTMENT. BUT THAT'S WHAT WE HAVE IN PLACE RIGHT NOW. WE'VE HAD THAT FOR I WANT TO SAY IT'S PROBABLY BEEN ABOUT FOUR YEARS OR SO, NOT A LOT OF ACTIVITY, BUT THERE IS A POTENTIAL FOR SOMEONE TO BE ABLE TO REACH OUT WITH THE POSTERS AND THAT TYPE OF THING, TO BE ABLE TO REPORT THAT TYPE OF ISSUE. THANK YOU PAM. WHAT CAN WE DO BETTER ON THAT FRONT? DEFINITELY. AS YOU HIRE NEW EMPLOYEES, LET THEM KNOW ABOUT IT. AND I WOULD RECOMMEND SOMEONE AT A TOP LEVEL SENDING AN ANNUAL EMAIL TO EVERYONE TO REMIND THEM OF IT. I THINK THAT'S IMPORTANT. LIKE PAM SAID, IT IS GOING TO IDENTIFY PROBABLY SOME FRUSTRATED COMMENTS FROM FOLKS. USUALLY IS WHAT I HEAR IS THE MOST COMMON THING, BUT AT THE END OF THE DAY, IF THERE IS THAT RESOURCE THERE FOR THAT TIP TO COME THROUGH, I THINK THAT IS VALUABLE. ONE TIME WE FOUND AN AUDIT, WE RECEIVED A TIP. IT WASN'T LIKE THAT. WE HAD GONE AWAY FOR LUNCH AND A STAFF ACCOUNTANT ACTUALLY ON HIS LAPTOP, SOMEBODY HAD LEFT. 
          EXCUSE ME, LEFT A NOTE THERE THAT SAID, INTERESTING LOOK INTO THIS. SO THAT'S QUITE UNUSUAL. 
          BUT I THINK THAT THE HOTLINE IS THE BEST WAY TO HEAR ABOUT SOMETHING. OKAY. SO JUST CALLING 
          [00:35:04]
PEOPLE'S ATTENTION TO IT, PERHAPS EVEN DOING IT SOMETHING IN THE CITY NEWSLETTER. SO MARGARET, IF YOU COULD HELP ME REMEMBER THAT, WE'LL PASS IT ON TO THE NEWSLETTER, FOLKS. THANK YOU. I APPRECIATE THAT. ANY OTHER THINGS YOU WOULD IF YOU WERE TOOK THE REINS OF OUR CITY TOMORROW, WHAT WOULD YOU FIX? ANYTHING ELSE? I DON'T KNOW IF I HAVE ANYTHING ELSE TO ADD. 
          THAT'S NICE TO HEAR YOU SAY IT WITH A BIG GRIN. I PUT YOU IN THE HOT SEAT THERE. I APOLOGIZE, BUT THANK YOU FOR ENTERTAINING THE THOUGHT. GOOD QUESTION. ANYBODY ELSE HAVE ANY QUESTIONS? WELL, I'LL END WITH ONE MORE. I SIT ON ANOTHER BOARD AND WE HAD A MEMBER OF THAT BOARD WHO HAD A LOT OF FINANCIAL SAVVY. AND ONE OF THE THINGS HE WOULD ALWAYS ASK THE AUDITOR WAS HIS FAMOUS LAST QUESTION. AND THAT WAS, WHAT DO YOU WISH YOU WERE ASKING YOU THAT WERE NOT THAT WE DON'T KNOW TO ASK. OKAY. GOOD. YEAH. BOY. NOTHING. I'M STRUGGLING TO THINK OF SOMETHING THERE. THAT'S THAT'S A GOOD SIGN. I KNOW, I MEAN, I MET SEVERAL TIMES WITH LISA DURING THE ENGAGEMENT, AND I DON'T HAVE OTHER CITY COUNCIL MEMBERS ON EITHER SIDES. YOU KNOW, MAKING THEM THAT AVAILABLE. THERE'S ACTUALLY SOME WHERE I, I, I'M DEDICATING MY TIME TO SPEAK WITH ONE PERSON ROTATED EACH YEAR. AND AFTER THREE CALLS, I'M TELLING THE FINANCE PEOPLE, I CAN'T GET THIS PERSON TO BE WITH ME. SO DEFINITELY A DIFFERENT EXPERIENCE HERE. WELL, GOOD. 
          WELL I JUST COUNCIL MEMBER I'LL LET YOU GUYS HAVE THE LAST WORD. MY SECOND TO LAST WORD IS THAT THIS IS A BIG TURNAROUND FROM WHERE WE WERE LAST YEAR. LAST YEAR WE WERE A LITTLE BIT DISCOURAGED COMING OUT OF THIS MEETING, FEELING LIKE WE WERE BANGING OUR HEADS AGAINST THE WALL WONDERING, YOU KNOW, WHAT ARE WE GOING TO WHAT'S THE THING? AND OUR TEAM HAS REALLY PICKED IT UP AND TURNED IT AROUND THIS YEAR. AND IT FEELS FEELS GOOD. EVEN WITH THIS FINDING, IT WAS A SELF-REPORTED SELF-IDENTIFIED FINDING. AND THAT'S KIND OF INTERNALLY IT'S IMPRESSIVE. AND SO THANK YOU PAM AND MARK AND BROOKS FOR ALL THAT YOU'VE MANAGED TO DO ACCOMPLISH IN THIS PAST YEAR. IT'S BEEN QUITE A BIT. AND WE'RE HAVING I'M HAVING A MUCH DIFFERENT EXPERIENCE THAN I DID BEFORE. DOES ANYBODY ELSE WANT TO? I WOULD JUST SHARE THAT. WE DISCUSSED A LOT ABOUT PERSONNEL AND INTERPERSONAL RELATIONSHIPS AND HOW THINGS WERE GOING, AND WHETHER IT WAS SMOOTH AND ALL OF THE CONTACT STUFF, YOU KNOW, BECAUSE THAT WAS JUST SOMETHING THAT I FELT LIKE MAYBE LAST YEAR WAS PART OF THE ISSUE, AND EVERYTHING WAS POSITIVE IN THAT ARENA AS WELL AS HERE EVERY TIME WE SPOKE. SO THAT'S A REPORT BACK AS WELL FROM OUR CONVERSATIONS. VERY GOOD. ANYTHING ELSE? PAM? ANYTHING? WELL WELL DONE. WELL DONE EVERYBODY. THANK YOU. THANK YOU. ALL RIGHT. WELL FOR A DAY THAT YOU MIGHT BE HERE TILL 8 P.M, IT'S KIND OF GOOD TO GET DONE A FEW MINUTES EARLY. SO LET'S GO AHEAD AND KEEP MARK WITH US. AND MARK IS GOING TO TALK ABOUT THE ERP AND ENTERPRISE RESOURCE PLANNING PROCESS THAT WE'RE INVOLVED IN. HE'S LEADING THE WORKING TEAM. AND THANK YOU KEVIN. HAPPY TRAVELS I HAVE PAPER COPIES. THERE ARE OTHER FOLKS HERE. SO WE HAVE THE STEERING COMMITTEE AND THE PLANNING OR EXCUSE ME, THE CORE TEAM CORE COMMITTEE. AND MARK LEADS THE CORE COMMITTEE. 
          MARGARET IS SORT OF A LEADER AMONG PEERS OF THE STEERING COMMITTEE. THANK YOU. AND SO SHE'LL BE SITTING AT THE TABLE HERE AS IT GETS. THIS INFORMATION GETS PRESENTED. WE HEARD FROM THEM NOT TOO, TOO LONG AGO, A COUPLE OF MONTHS AGO. AND SINCE THEN THEY'VE BEEN MEETING AND REFINING THEIR TASKS. AND SO THAT'S PRETTY MUCH THE KIND OF INFORMATION THAT MARK'S GOING TO BRING BACK AS THEY REFINE THE SCOPE OF WORK, GET SOME NEW GRAPHICS SOFTWARE. 
          NOPE. SO FANCY. ALL RIGHT. WE'RE HERE TO TALK ABOUT THE ENTERPRISE RESOURCE PLANNING, WHICH IS KNOWN AS THE ERP, WHICH MEANS IN MY WORLD, NOTHING BECAUSE IT'S JUST A FINANCE SOFTWARE. BUT THAT'S THE TECHNICAL TERM FOR IT. SO WE WANTED TO COME COME IN AND GIVE YOU AN UPDATE OF WHERE WE'VE BEEN SINCE WE LAST MET WITH YOU BACK IN JANUARY, END OF JANUARY 27TH AND 30TH. AND SO THIS IS JUST GOING TO GO THROUGH THAT. WE WANT TO GIVE YOU AN UPDATE ON THE STATUS WHERE WE'RE AT. WE'RE GOING TO TALK ABOUT THE CHANGES IN SCOPE, CHANGES IN PRICING AND THE BUDGET AND THE FUNDING OF HOW WE'RE GOING TO ACCOMMODATE THIS TASK. AND. IT'S GOING TO 
          [00:40:06]
REMIND YOU OF WHAT WE'RE TRYING TO ACCOMPLISH IS THAT WE'RE TRYING TO UPDATE OUR FINANCIAL SYSTEM, UPDATE OUR WORK ORDER AND ASSET MANAGEMENT, AND UPDATE HR RESOURCE MANAGEMENT TO MAKE THIS AND THIS DECADE TECHNOLOGY AND. WE STARTED DOWN THE LINE WITH BABYLON IN 2000 AND 2001. 
          SO WE'VE HAD THAT FOR 25 YEARS. A LOT HAS CHANGED IN TECHNOLOGY SINCE THEN. AND SO EVEN THOUGH WE WERE ABLE TO DO SOME PATCHES AND UPDATES, IT'S STILL NOT IN THE REALM OF NATURE OF TODAY'S TECHNOLOGY. AND SO THIS IS REALLY REVOLUTIONARY. AND WHEN WE MEET AS A GROUP, AS A CORE TEAM AND AS A TEAM, WE TALK ABOUT ENVISIONING THE FUTURE, WHAT CAN OUR FUTURE BE. AND THESE ARE SOME OF THE AREAS THAT WE ARE GOING TO IMPROVE ON AND MAKE THE LIFE OF AN EMPLOYEE HERE MORE EFFICIENT AND MORE USER FRIENDLY. SO LET'S TALK ABOUT TIMELINE. TIMELINE. WE THIS WILL COME TO YOU THIS THIS THURSDAY FOR APPROVAL TO APPROVE THE STATEMENT OF WORK AND THE A FEW OF THE MASTER AGREEMENTS. AND THAT WILL KICK OFF IN A RELATIVELY QUICK PACE WITHIN A WEEK. WE'LL GET SOME. LITERATURE AND DOCUMENTATION THAT WE HAVE TO START FILLING OUT WITH THE READINESS DATE THAT WILL BEGIN AT THE END OF APRIL, ON APRIL 28TH, AND THEN WE'LL GO THROUGH PHASES. READINESS IS JUST GETTING EVERYTHING READY AND GATHERED IN AND IDENTIFYING THE AREAS THAT WE'RE GOING TO BE IN, AND THEN WE'LL GO INTO PLANNING THAT. WE'LL PLAN OUT AND HOW WE'RE GOING TO EXECUTE THE CONTRACT. AND THEN WE GET INTO THE ARCHITECTURE AND THEN AND THE PROGRAM DEVELOPMENT. AND THEN YOU GET INTO TESTING AND THEN PARALLEL TESTING AND DEPLOYMENT, THE FAST TIMELINE THAT WE'RE GOING TO TRY AND EXECUTE IN LESS THAN 18 MONTHS. 
          BUT WE'RE COMMITTED TO THIS TIMELINE, AND WE HAVE THE RESOURCES AND THE ABILITIES AND THE COMPETENCIES TO DO THIS. AND WE'RE EXCITED TO GET THIS, THIS PROCESS GOING. WE'VE ALREADY BEEN INTO A DEMO ENVIRONMENT IN WORKDAY, AND AS REVOLUTIONARY, IT IS SO MUCH INTUITIVE AND EASY TO PICK UP AND DO. AND YOU CAN JUST CLICK THROUGH EVERYTHING AND IT TAKES YOU TO WHERE YOU WANT TO BE. AND SO THAT'S KIND OF WE'RE REALLY EXCITED ABOUT THIS PRODUCT THAT WE ARE IMPLEMENTING. OKAY. SO LET'S TALK ABOUT WHAT'S WHAT'S CHANGED SINCE JANUARY. WELL WHEN WE GET INTO PAPER WORK IT'S KIND OF A LITTLE BIT DIFFERENT. WHEN YOU DO AN RFP FOR THIS, THEY KIND OF GIVE YOU WHAT THEY THINK THEY KNOW ABOUT YOU. AND THEN YOU REVIEW THAT AND THEY GIVE YOU YOU GIVE THEM SOME LIKE OVER A THOUSAND LINES OF, OF, OF THINGS THAT WE NEED THEM TO BE ABLE TO COMPLETE. AND THEN THEY DO THEIR BEST ABILITY. BUT THEN AFTER YOU AWARD THAT BID, THEY GET IN THERE AND THEY COME AND THEY START ASKING QUESTIONS AND LOOKING AT OUR DATA, AND THEY START SEEING THINGS THAT NEED TO BE ADJUSTED IN THEIR STATEMENT OF WORK. AND SO WE HAVE THREE AREAS OF ADJUSTMENTS. WE HAVE ADDED SKUS WHICH ARE IS THEIR TERM, WHICH IS KIND OF LIKE A MODULE. THEY HAVE ADDED CONVERSIONS, WHICH IS KIND OF LIKE THINGS THAT WE'RE CONVERTING FROM ONE SYSTEM TO THE OTHER. AND THEN INTEGRATIONS WHICH PARTNERS WE'RE INTEGRATING WITH. AND SO THOSE ARE THE THINGS THAT HAVE BEEN IDENTIFIED IN THE STATEMENT OF WORK. SO LET'S TALK ABOUT EACH ONE OF THOSE THREE AREAS AS SKUS OR MODULES. SO WE HAD WE BASICALLY HAD SEVEN. THEY HAVE OTHER THINGS WITHIN THE PROGRAM THAT WE DIDN'T REFERENCE IN OUR RFP THAT WE ARE INTERESTED IN. ONE IS GRANTING A GRANTING MODULE THAT TRACKS EACH GRANT INDIVIDUALLY AND LISTS OUT ALL THE COMPLIANCE REQUIREMENTS AND THE REPORTING DATES AND IT KEEPS TRACK OF THAT AND FLOWS INTO YOUR. INTO YOUR GRANT REPORTING IN THE AUDIT. THAT'S WHAT WE'RE LOOKING FOR. AND SO IT'S SOMETHING RIGHT UP OUR ALLEY THAT WE WOULD BE INTERESTED IN BECAUSE WE DON'T HAVE THAT KIND OF CENTRALIZED TRACKING OF GRANTS. EACH GRANT IS REALLY LEFT UP TO THAT DEPARTMENT TO TRACK THEIR OWN GRANT, WITH FINANCE TRAINED TO PULL THAT IN AND REPORT ON IT, AND THEN ALSO MAKE SURE THAT THEY MET ALL OF THE THERE'S LIKE 13 OR 15 ASSERTIONS THAT EACH GRANT HAS TO COMPLY WITH THAT IS PUT OUT BY THE CIRCULAR. EACH YEAR COMES OUT FROM THE WHITE HOUSE. THAT TELLS YOU WHAT GRANTING FUNCTIONS. YOU HAVE TO FOLLOW IT AT EACH GRANT. AND SO THIS WILL HELP TRACK THAT RIGHT AND HELP US BE AWARE OF WHAT WE NEED TO BE REPORTING ON AND MONITORING. SO THIS IS THE KEY PIECE OF GETTING COMPLIANCE TO MAKE SURE WE'RE ON COMPLIANCE AND DOCUMENT THEM. THAT'S CORRECT OKAY. AS WELL I'LL TRACK THE FINANCIAL ASPECTS OF HOW MUCH THE GRANTS LEFT. WHAT'S BEEN RECEIVED, WHAT'S STILL LEFT TO BE RECEIVED. SO IT'S A WHOLE MODULE OR SKU INTO ITSELF. AND WE WERE THINKING THAT THIS MIGHT NEED TO BE A PERSON THAT SITS IN A DEPARTMENT, BUT NOW THIS WOULD NOT BE A PERSON RUNNING THIS. 
          [00:45:06]
THIS WOULD BE EVERY DEPARTMENT WOULD SEE IT IN A REPORT OF WHAT THEIR DEPARTMENT HAS TO KEEP TRACK OF, AND WHAT THESE 13 TO 15 ASSERTIONS ARE. IT WILL DEFINITELY HELP EACH DEPARTMENT. 
          I WOULD STILL ADVISE THEY WOULD WANT A PERSON TO MONITOR ALL OF IT AS A WHOLE, WHETHER THAT NEEDS TO BE A FULL TIME FTE OR NOT. THAT COULD BE DECIDED AFTER WE DEPLOY, BUT YOU STILL NEED SOMEONE TO MAKE SURE THAT THINGS ARE BEING COMPLETED IN A TIMELY MANNER, LIKE A GRANT COORDINATOR. KIND OF. IT COULD BE. DID YOU HAVE EXPENSES? THIS ONE'S A LITTLE BIT. DIFFERENT BECAUSE THE WORD EXPENSES SEEMS LIKE THAT SHOULD BE THERE, RIGHT? THIS IS REALLY INTERNAL APPROVAL PROCESS OF EXPENSES THAT ARE DERIVED FROM AN EMPLOYEE LEVEL. SO A GOOD EXAMPLE OF THAT WOULD BE EDUCATION REIMBURSEMENTS. IT WOULD FOR US REPLACE TRAVEL. IT WOULD BE THE INTERNAL TRAVEL APPROVAL PROCESS. SO RIGHT NOW WE HAVE A PAPER FORM. THIS WOULD AUTOMATE IT. IT WOULD BE INTERNAL TO THE PROGRAM. SO IT AUTOMATICALLY ROUTES TO THE APPROPRIATE PEOPLE. AND IT GETS TO THE APPROPRIATE DESTINATION. SO THIS IS KIND OF LIKE AN INTERNAL REIMBURSEMENT TO EMPLOYEE AS WELL AS IT WILL MANAGE ANY. PAYMENT THAT'S NOT CONSIDERED AN RFP LIKE IT WOULD REPLACE PAY CASH, WHICH WE'VE BEEN TRYING TO MINIMIZE AS WELL. 
          IT JUST BECOMES AN INTERNAL PROOF PROCESS FOR MINOR EXPENSES AND REPAYMENTS TO EMPLOYEES. 
          PRISM, WHICH IS THE THIRD ONE DOWN. THIS IS A REPORT WRITING PROGRAM. RIGHT NOW WE USE COGNOS. SO THIS WOULD BE COGNOS REPLACEMENT FOR WORKDAY. AND IT ALLOWS US TO DO ANALYTIC REPORTING AS WELL AS IT HELPS US HOUSE DATA FROM OUR OLD SYSTEM. AND WE'LL GET INTO THAT HERE IN A SECOND. THE LAST FOUR ON THIS LIST ARE HR SPECIFIC. SO MESSAGING THIS WILL ALLOW US TO IF PEOPLE SIGN UP FOR COMMUNICATION UNDER A CELL PHONE, THAT THEY CAN SEND OUT A TEXT TO AN EMPLOYEE, AS WELL AS CANDIDATES THAT ARE APPLYING FOR A JOB. SO THIS WOULD BE AN OUTBOUND COMMUNICATION TOOL. IF YOU WANT AN OUTBOUND COMMUNICATION TOOL, THERE ARE SEVERAL RULES YOU HAVE TO COMPLY WITH WITH THE FCC. AND SO THIS WILL ACCOMMODATE US BEING ABLE TO DO THAT BY CREATING THE WITHIN WORKDAY. AND SO PEOPLE WOULD BE ABLE TO SIGN UP FOR AND BE ABLE TO RECEIVE MESSAGING THROUGH THIS APP. THE NEXT ONE IS CALLED HEALTH. IT IS A SUPPORT TICKET FOR HR. BASICALLY EVERYONE ON THEIR LOG IN THE WORKDAY WOULD HAVE A HELP ICON, WHICH THEY CAN SEND QUESTIONS, COMMENTS, CONCERNS TO. HR PUTS THEM INTO A TRACKING SYSTEM, AND THEN THEY WILL BE ABLE TO BE RESPONDED TO AS WELL AS TRACK HOW LONG IT TAKES TO RESPOND TO THAT AS WELL. SO IT'S KIND OF LIKE AN IT. WE HAVE A TICKETING SYSTEM FOR DEALING WITH IT RELATED ISSUES. THIS IS THE SAME TYPE OF SYSTEM, BUT FOR HR. JOURNEY IS A EMPLOYEE DEVELOPMENT PROGRAM. BASICALLY FOR GROUPS OF POSITIONS, YOU'LL BE ABLE TO CREATE A JOURNEY FOR THAT EMPLOYEE FOR HOW THEY GET FROM WHERE THEY ARE NOW TO WHERE THEY WANT TO BE IN THE FUTURE. 
          SO FOR IN THE ACCOUNTING DEPARTMENT, WE HAVE ACCOUNTANTS ONE, TWO AND THREE AT THEIR DIFFERENT LEVELS OF ACCOUNTING. THIS WILL ALL BE SET UP ON JOURNEY. I'LL LET THE EMPLOYEE KNOW HOW THEY CAN PROGRESS THROUGH EACH LEVEL AND GET TO PROGRESSING IN THE ACCOUNTING FIELD, BUT THIS WILL BE APPLIED TO ALL THE POSITIONS THAT A DIRECTOR MAY WANT TO SET UP A JOURNEY FOR THOSE GROUPS OF POSITIONS THAT HAVE A PROGRESSION TO THEM. SO THIS WOULD BE LIKE CAREER PLANNING FOR AN INDIVIDUAL EMPLOYEE. WHAT DO THEY WANT AND HOW CAN THEY GET THERE? THAT'S THE IDEA. OKAY. AND THEN THERE'S A SMALL ONE CALLED TENANT ENGAGEMENT. 
          THIS IS IT'S A HELP TOOL TO HELP PEOPLE GET ENROLLED IN. FAMILIAR AND APPLY FOR CITY POSITIONS. SO THOSE ARE THE SEVEN ADDED MODULES THAT WE ARE REQUESTING TO BE ADDED TO OUR SCOPE OF WORK. AND I WILL ADDRESS THE COST OF THOSE HERE IN JUST A MOMENT. ANY QUESTIONS ON THAT? MAYBE I'M DRILLING DOWN TOO FAR ON THE JOURNEY PORTION OF THAT. COULD SOMEONE LOOK AT A CAREER PATH IN SOMETHING OTHER THAN WHERE THEY ARE RIGHT NOW? IF THEY WERE INTERESTED IN MAKING A SHIFT, NOT SURE HOW IT'S SET UP OR WHETHER IT'S DONE BY IT'S DONE BY PERMISSIONS. WHETHER WE OPEN ALL THE CAREER PATHS TO ALL EMPLOYEES OR IF IT'S SCOPED TO THEIR THEIR POSITION OR FIELD. I DON'T KNOW YET IF THAT'S SOMETHING WE'LL GET INTO. IT DOES. EXCUSE ME, IT DOES SOUND 
          [00:50:01]
LIKE SOME OF THESE ARE POWERFUL ENOUGH THAT THEY CAN STRETCH THE EMPLOYEE TIME THAT WE HAVE NOW, AND SLOW THE NEED TO HIRE EMPLOYEES, AT LEAST IN THE INTERIM, IN THE INTERMEDIATE TIME FRAME. NOT NOT SHORT TERM OR LONG TERM NEEDS. BUT IT'S NICE THAT IT LOOKS LIKE SOME OF THESE MODULES REALLY DO EXTEND. YEAH. I MEAN, ENVISIONING THE FUTURE, RIGHT? IT GIVES YOU SO MANY MORE TOOLS AND ASPECTS TO LOOK AT. AND IT'S GOING TO, YOU KNOW, CHANGE THE WAY WE THINK ABOUT STAFFING. ANY OTHER QUESTIONS? NO. BUT WITHOUT LOOKING AT THE COSTS, I STILL THINK THIS IS SOME REALLY GOOD ONES THAT WE NEED. OKAY. NOW TELL ME ABOUT THOSE OKAY. SO NEXT WE'RE TALKING ABOUT CONVERSIONS. SO THIS IS ABOUT DATA AND SETUP. AND SO WHEN THEY COME IN AND THEY SAY ON OUR STATEMENT OF WORK THIS IS WHAT WE FORESEE WE'RE GOING TO DO FOR YOUR COMPANY. THEN THEN WE LOOK AT IT LIKE OKAY, YES, BUT WE'LL NEED MORE. AND SO IN SOME CASES WE HAVE ASKED FOR ADDITIONAL DATA. SO ON THE PAYROLL DATA WE NEED, THEY QUOTE US SO MANY CODES THAT WE CAN USE FOR EARNINGS DEDUCTIONS. WE'VE ASKED FOR AN ADDITIONAL AMOUNT BECAUSE OF THE COMPLEXITY OF US AND OUR UNIONS. AND SO WE NEED ADDITIONAL CODING THAT COMES WITH A LITTLE BIT ADDED COST AS WELL AS ASSET DATA. THEY WERE THINKING THEY WERE GOING TO CONVERT ABOUT 1 TO 2000 ASSETS. WE'RE TRYING TO CONVERT RIGHT NOW. WE HAVE A LISTING OF 5000 ASSETS. AND SO WE HAVE WE NEED MORE OF THAT CONVERSION. THAT CONVERSION TAKES MORE TIME, WHICH COSTS US A LITTLE MORE COST TO IT. EMPLOYEE DATA. THEY WERE LOOKING AT ONLY CONVERTING CURRENT DATA. WE WANT TO WE WANT TO WE WANT TO CONVERT ALL HISTORICAL DATA BY POSITION. SO IF YOU HAVE A 30 EMPLOYEE, WE WANT TO SEE ALL 30 YEARS OF THEIR STATUS HISTORY, NOT JUST THE LAST YEAR. AND THEN PURCHASING DATA, HOW MUCH PURCHASING DATA DO WE HAVE TO CONVERT AS WE GO LIVE? THE INITIAL SALES WERE CALLED FOR ABOUT 300 OPEN POS CURRENTLY RIGHT NOW ARE IN THE OF YEAR. WE ARE AVERAGING ABOUT 5 TO 600 OPEN POS AND SO WE WOULD NEED A LITTLE MORE TIME FOR THAT. SO. A LITTLE MORE DATA TO CONVERT. TIME TRACKING SAME ISSUE. WE NEED MORE CODES. WE HAVE MORE MORE POSITIONS, MORE TYPES OF EMPLOYEES. AND ESPECIALLY WITH OUR OUR UNIONS THAT WE ASK FOR MORE CODING ON TIME TRACKING. CAN I ASK A QUESTION? CAN YOU REMIND ME THE CONVERSATION THAT WE HAD AROUND ASSET DATA? MAYBE IT WAS IN THE LAST BUDGET THAT WE HAD 10,000 ITEMS, AND THEN WE DROPPED TO FIVE, OR IT WAS A LEGISLATIVE ISSUE. I JUST SO I CAN'T REMEMBER. SO WE HAVE TWO THINGS, TWO TYPES OF TWO TYPES OF ASSETS. WE HAVE PROPERTY AND WE HAVE ASSETS. PROPERTY IS ANYTHING THAT'S FROM 1000 TO 10,000. THAT'S CONSIDERED PROPERTY. WE PUT A TAG ON IT. WE TRACK IT. OUR INTENTION IS TO INVENTORY IT, BUT WE DON'T ACTUALLY HAVE THE TIME BECAUSE THERE WAS TOO MUCH OF IT. SO WE WENT FROM 500 TO 1000. SO THAT WAS JUST AN INTERNAL DECISION, AN INTERNAL DECISION. SO WE COULD GO FROM 2000 TO 10,000. I MEAN, JUST IT'S JUST AN INTERNAL IT'S AN INTERNAL CHOICE. HOW WHAT VALUE DO YOU WANT TO TRACK? OKAY. RIGHT NOW WE THINK WE CAN MANAGE THAT AT 1000. AND WE'LL GET INTO THAT. AS FAR AS I JUST KNEW THAT I CAN'T I JUST COULDN'T REMEMBER THE CONVERSATION. BUT THE PART THAT WE'RE MOST CONCERNED ABOUT IS OUR CAPITAL ASSETS. WE HAVE RIGHT NOW ABOUT 5000. OKAY. 
          THANK YOU. OKAY. INTEGRATIONS. SO WHEN WE'RE TALKING INTEGRATIONS WE ARE CONNECTING SOFTWARES TOGETHER. IT'S YOU CAN EITHER DO A FILE TRANSFER OR YOU CAN DO AN AUTOMATIC PROCESS INTEGRATION WHICH IS CALLED AN API WHERE WE PUT HOOKS IN BOTH SOFTWARES AND THEN THEY COMMUNICATE AUTOMATICALLY. RIGHT NOW MOST OF OUR INTEGRATIONS ARE FLAT FILE WHICH TAKES A EMPLOYEE TO MOVE THE DATA AND UPLOAD IT FROM, EXPORT FROM ONE AND UPLOAD IT TO ANOTHER. THIS WILL MAKE THEM AUTOMATIC SO WE DON'T HAVE TO HAVE AN EMPLOYEE DO THAT. AND SO THEY INITIALLY CALLED US ABOUT 20 THAT THEY WOULD DO AND OURS FOR 20. WE'RE ASKING FOR ABOUT 45 TO 50 INTEGRATIONS. AND SO WE'RE LOOKING AT BANKING POINT OF SALE SYSTEMS. OUR CORE CITY LIKE ESRI. AND WE'RE TALKING ABOUT EMPLOYEE BENEFITS PROVIDERS. THAT INCLUDES EVERYTHING FROM HEALTH INSURANCE TO. TO BACKGROUND CHECKS TO HAVE INTEGRATIONS SO THAT THE SYSTEMS COMMUNICATE WITH EACH OTHER. AND THEN WE HAVE A FEW INVENTORY AND THEN SPRITE POINT, WHICH IS A AS WHICH WAS THE GROUP THAT IS 
          [00:55:03]
WORKING WITH WORKDAY FOR OUR WORK ORDER PIECE THAT HAS AN INTEGRATION TO IT AS WELL. AND SO HERE'S ALL THE THINGS WE'RE TRYING TO INTEGRATE WITH SO THAT AN EMPLOYEE DOESN'T HAVE TO MANAGE THAT DATA BEING TRANSFERRED. AND THERE'S A LITTLE BIT ADDITIONAL COST FOR THAT. OKAY. THEN THERE'S SOME THINGS SOME OTHER THINGS THAT WE GOT INTO SOME CLARIFICATIONS. 
          ONE OF THE FIRST QUESTIONS WE HAD WHEN WE OPENED AND STARTED THE CONVERSATION WITH SAM AT WORK WAS, WHO COVERS TRAVEL? WAS THAT IN YOUR BID OR WAS THAT OUTSIDE YOUR BID? SO WE HAD SOME CONVERSATION ON THAT AS WELL AS TRAINING HOW WORKDAY DOES TRAINING AND THEN THE AND THEN THE SPRY POINT, HOW IT PARTNERS WITH WORKDAY. SOME OF THOSE THINGS HAD SOME SOME UNDERSTANDING FOR US TO GO THROUGH AND HAD A LITTLE BIT OF ADDITIONAL COSTS ONCE WE UNDERSTOOD HOW THEY WORK TOGETHER. AND SO WE HAVE SOME OF THAT TO PRESENT TO YOU TODAY. 
          ANY COMMENTS? OKAY. WHAT'S THE BRIGHT POINT? BRIGHT POINT IS A WORK ORDER ASSET MANAGEMENT SYSTEM. SO WORKDAY IS CORE FINANCIALS FOR FINANCIALS AND HR. SPRY POINT IS THEIR INTEGRATION PARTNER FOR THIS PROJECT FOR WORK AND ASSETS. THAT'S CORRECT. AND STRATA IS OUR IMPLEMENTER. SO WORKDAY IS AN IMPLEMENT THEIR OWN SOFTWARE. THEY CONTRACT WITH. THEY PROVIDED PROVIDER AND STRATA WHICH IS IN THEIR TOP GROUP FOR MENTORS. SO LET'S TALK ABOUT WHAT THIS MEANS ON COST. I APOLOGIZE IT'S A LITTLE SMALL, BUT WHEN I PRESENTED LAST TIME, I SAID IT WAS GOING TO BE ABOUT 3.5 MILLION TO INTEGRATE THIS SYSTEM. AND THROUGH THE PAYMENT WORK, WE'VE KIND OF UNDERSTOOD HOW THEIR BID WORKS. AND I'LL JUST SHOW THE FIRST TWO ON HERE IS JUST UNDERSTANDING THEIR BID. AND SO ONCE WE UNDERSTAND THEIR BID, IT DIDN'T REALLY CHANGE AS MUCH. IT'S ACTUALLY LIKE AN A NET DECREASE BY 23,000. BUT WE ARE NOW PRESENTING IT MORE ACCURATELY WHERE I PRESENTED SPRY POINT AS A 488,000 FOR INTEGRATION, THAT'S INTEGRATION AND SAAS FEE, WHICH IS A SUBSCRIPTION FEE. AND SO I JUST BROKE THOSE THIS BREAKING THOSE OUT SO THEY BELONG IN THE RIGHT COLUMN. TRAINING CREDITS A WORKDAY. DOES A UNIVERSITY. THEY HAVE A UNIVERSITY STYLE TRAINED PLATFORM. SO YOU BUY CREDIT HOURS. AND THAT CREDIT HOURS GOES TO CLASSES THAT YOU WANT TO DO. SO IF I WANT TO DO A CLASS ON PURCHASING, IT COSTS ME A CREDIT HOUR OR 2 OR 3, DEPENDING ON THE LENGTH. AND THEN IT'S MY JOB TO BRING A GROUP TOGETHER AND HAVE THAT THAT GROUP READY TO HAVE THAT TRAINING. IT'S DIFFERENT THAN OTHER WHERE OTHER SOFTWARES WILL BRING THAT TEAM IN FOR A FEW WEEKS OR MONTHS, AND THEN JUST TRAIN FROM TOP TO BOTTOM. THAT'S NOT HOW WORKDAY DOES IT. THEY DO A UNIVERSITY, AND BECAUSE OF THAT, WE'RE ABLE TO START TRAINING TODAY. WE'VE BEEN IN THERE AND DOING TRAINING ON SYSTEMS. SO WE'RE FAMILIAR BEFORE YOU EVEN IMPLEMENT HOW THE SOFTWARE WORKS AND ITS FUNCTIONALITY. AND SO WITH THAT, THERE WAS A IN THEIR RFP, THERE WAS A SECOND SEPARATE SECTION ON TRAINING THAT WE THOUGHT WAS AN ADD ON. BUT IT'S REALLY PART OF THEIR THEIR STANDARD BID. SO I DIDN'T PRESENT IT LAST TIME. I'M JUST ADDING IT THIS TIME. AND THAT IS THEIR TRAINING CREDITS. THEN WE GET DOWN TO THE CHANGES IN SCOPE. SO THOSE THREE AREAS THAT I TALK ABOUT ON CHANGES IN SCOPE, YOU HAD, YOU HAD MODULES AND SKU CHANGES, YOU HAD CONVERSION CHARGES AND YOU HAD INTEGRATIONS THERE. YOU CAN SEE THE COST. ADDING THOSE SEVEN SKUS IS AN ADDITIONAL COST OF $185,390. THEN YOUR DATA, THE DATA TRANSLATION 494,000 49,180. AND THEN YOUR INTEGRATIONS WITH OTHER SOFTWARE 70,000. OUR TOTAL TRAVEL THAT WE HAVE BUDGETED IS 350,000. THAT'S CALLED A CONTINGENCY BECAUSE IT'S BASED ON US WANTING THEM TO COME OUT. EVERYTHING'S BASED 90% ON TEAMS. WE CAN REQUEST THEM TO COME ON SITE. AND SO IF WE REQUEST THEM TO COME ON SITE, IT'S ON US TO COVER THEIR TRAVEL EXPENSES. 
          IT'S NOT A GUARANTEE COST. SO THAT'S WHY I PUT IT AS A CONTINGENCY. SO WHAT I SAID IN IN THE JANUARY 3.5 MILLION IS NOW I'M REQUESTING A CHANGE TO 3.9 MILLION FOR THOSE ADDED FUNCTIONALITIES, WITH A CONTINGENCY FOR TRAVEL OF 350,000. THIS NET CHANGE IN TOTAL, WHEN YOU ADD IN ALL THE OTHER COSTS, IS ABOUT 500,000 WITH THE CHANGES. SO WHAT AM I? 
          [01:00:09]
HERE'S THE PROJECT COSTS. HERE'S ALL THE THINGS IMPLEMENTATION, SUBSCRIPTION, CONTINGENCY AND CONSULTING. HERE'S WHAT WE ALL PRESENTED LAST TIME 4.9 JUST UNDER 5 MILLION TO WHAT WE'RE PROPOSING NOW, WHICH IS 5.5 MILLION. SO AN ADDED COST OF ABOUT JUST OVER 500,000. JUST JUST AROUND 10% INCREASE AFTER THE STATEMENT OF WORK. ANY QUESTIONS ON PRICING? ALL RIGHT. SO YOU SAID BEFORE WE'RE USING A $5 MILLION NUMBER. SO IS THAT THE NUMBER THAT GOT KIND OF PUT INTO THE BUDGET PROCESS WAS 5 MILLION. I'LL GET TO HOW WE BUDGET IN THE CITY IN A SECOND. THIS IS JUST COST. IF YOU GIVE ME A SECOND, I'LL ANSWER YOUR BUDGET QUESTION. SO SHOULD WE BE ABLE TO FIND THE NUMBERS FOR THIS PAGE ON THE OTHER PAGE? YES. SO I PUT A ALPHA NUMBERING ON THERE TO TELL YOU HOW YOU CAN CROSSWALK FROM ONE PAGE TO THE OTHER. SO THE SUM OF THE A'S GO WITH THE A RIGHT HERE. THAT'S WHERE THAT CHANGE COMES IN. IF YOU ADD ALL THE A'S TOGETHER, THAT'S WHERE YOU GET THAT NUMBER. IF YOU ADD ALL THE B'S TOGETHER, THAT'S WHERE YOU GET THIS NUMBER. AND C IS JUST A PLUG TO GET TO THE 350. SO YOU CAN SEE RIGHT HERE, YOU CAN SEE THESE NUMBERS THESE LETTERS SORRY THEY'RE SITTING OUT THERE. THAT'S HOW THEY CROSSWALK FROM ONE PAGE TO THE OTHER. OKAY. FEEL FREE TO CHECK MY MATH. ANY QUESTIONS. OKAY. 
          NOW I WANTED TO TAKE A STEP FURTHER AND TELL YOU HOW WE'RE PAYING EACH VENDOR. AND SO. THE FIRST YEAR SUBSCRIPTION FOR THE TRAINING COSTS FOR WORKDAY IS 338,000. AND THEN STRATA THEIR CONTRACT WITH THEIR CONTINGENCY TRAVEL IS 3.3 MILLION. SPRITE POINT IS JUST JUST OVER A HALF MILLION. AND THEN WHITLOCK, WHICH I HAVEN'T REALLY MENTIONED YET, WE TALKED ABOUT IS THAT QUALITY ASSURANCE CONTRACT. THEY'RE A THIRD PARTY THAT COMES IN AND HELPS US TO ENSURE THAT THE CITY INTEREST IS BEING PROTECTED, THAT THERE'S THIS NEUTRAL PARTY BETWEEN STRATA AND OURSELVES. THAT KIND OF GIVES US SOME ADVICE ON THINGS THAT WE CAN LOOK AT, THINGS THAT WE SHOULD CONSIDER, AREAS THAT WE NEED TO MAKE SURE THAT WE'RE PROTECTED IN OUR CONTRACT. AND SO THAT'S WHAT HAS DONE FOR US. WE'LL CONTINUE TO DO THAT THROUGH THE LIFE OF THE PROJECT. 
          SO, YOU KNOW, THEY ARE PROFESSIONAL PROJECT MANAGERS. AND SO THEY'LL PROVIDE US ASSISTANCE EACH MONTH TO MAKE SURE THE CITY IS MEETING ITS DEADLINES, AND IT'S ON THE RIGHT TIMELINE, AND THAT WE'RE THINKING ABOUT ALL THE ISSUES THAT WE SHOULD BE THINKING ABOUT AND RESOLVING THEM AS THEY COME UP. AND THAT CONTRACT IS 125,000 PLUS TRAVEL COSTS. IF WE EVER REQUEST THEM TO COME ON SITE, WE SHOULD BE FAMILIAR WITH WHITLOCK. THEY'VE BEEN WITH US THIS PROCESS FROM THE VERY BEGINNING. THEY'VE BEEN THERE. THEY'VE HELPED US IDENTIFY. THEY DID MEET ASSESSMENTS. THEY HELPED US WRITE THE RFP, AND THEN WE'RE CONTINUING TO USE THEM TO ENSURE THAT THESE INTERESTS ARE BEING PROTECTED AS IT ENTERS INTO THIS CONTRACT WITH WORKDAY STRUGGLES. RECALL. AND IF I COULD JUST ADD ON THAT, IN PREVIOUS CONVERSATIONS, THERE HAS BEEN SORT OF SOME, SOME DISCUSSION ABOUT THE IMPORTANCE OF SORT OF STICKING WITH THAT, THAT THAT TIMELINE TO MAKE SURE THAT WE ARE IMPLEMENTING THE SYSTEM IN A TIMELY MANNER. AND WHITLOCK, I THINK, IS GOING TO PLAY A BIG ROLE IN NOT ONLY ITS SUPPORT OF THE CORE TEAM AS THEY WORK THROUGH THIS PROJECT, BUT ALSO WITH THE EXECUTIVE TEAM AS WELL, SO THAT IF THERE ARE ISSUES THAT ARE COMING DOWN THE PIPE, THEY CAN KIND OF GIVE US A HEADS UP AND THEN AS NECESSARY, WE CAN LOOK AT, YOU KNOW, WHAT DO WE NEED TO DO TO CHANGE TO SORT OF ADDRESS THOSE ISSUES BEFORE THEY BECOME A PROBLEM? OR DO WE NEED TO, YOU KNOW, REALLOCATE RESOURCES SO THEY CAN REALLY HELP US BE PROACTIVE ON THAT, THAT TIMELINE. MOST OF THE COUNCIL MEMBERS HERE HAVE WORKED WITH WHITLOCK BEFORE. IF YOU'LL RECALL THE CONVERSATION WE HAD AT ITECH, THEY WERE THE 
          [01:05:02]
MEDIATORS MODERATORS THERE. ALL RIGHT. SO THE NUMBERS AS THEY MOVE FROM EACH OF THESE AROUND THESE THREE PAGES, I GET CONFUSED. SO IF WE'RE ON THE PRICING CHANGES PAGE AND WE'RE LOOKING AT PRICE POINT, FOR EXAMPLE, OR LET'S YEAH SPRY POINT. AND THAT TOTAL IS 392 800 AT THE BOTTOM THERE. AND THEN YOU GO AND I SEE A DIFFERENT NUMBER FOR SPRY POINT HERE 502 PAGES LATER 500,800. SO I'M JUST HAVING A HARD TIME TRYING TO FIGURE OUT ALL THE DIFFERENT WAYS WE'RE TELLING THIS STORY. OKAY. THAT'S EASY. SPRY POINT IS A SUBSCRIPTION COST AND THE INTEGRATION COST. SO ON THE FIRST PAGE WHEN YOU LOOK AT THE PRICES AND CHANGES, PART OF THAT YOU'LL SEE AS AS MOVE FROM THEIR INTEGRATION PRICE TO THEIR SUBSCRIPTION PRICE. AND SO IT'S GROUPED IN THE SUBSCRIPTION COLUMN. AND SO THAT'S 108,000 PLUS THE 392 PLUS THE TRAVEL CONTINGENCY GIVES YOU THAT NUMBER. RIGHT. SO THEN WHEN I SAY DIRECT COSTS BY VENDOR ON THE TWO PAGES LATER, THE SPRY POINT NUMBER IS DIFFERENT. THAT'S RIGHT. OKAY. YOU'RE RIGHT. SO IN ORDER TO GET TO THAT NUMBER I DID CROSSWALK THAT ONE I'LL GET THAT FOR YOU. YOU HAVE YOU HAVE TO GO ACROSS HERE. IT'S THIS NUMBER PLUS THEIR SUBSCRIPTION. OH OKAY. ADD THAT BACK IN OKAY. THAT'S CORRECT. ALL RIGHT. SO WHEN IT'S ALL SAID AND DONE, WE THOUGHT WE WERE SPENDING THE 347. BUT NOW WE FIND WE'RE SPENDING OR NEEDING TO SPEND THE FIVE FIVE, TWO, 2 OR 5.5 MILLION. OUR FIRST, OUR FIRST GUESS AT THIS WAS. JUST UNDER 5 MILLION WITH THE CITY DIRECT AND DIRECT COSTS OF WHAT WE WERE PROVIDING. BUT IF YOU LOOK AT JUST THE DIRECT SIDE, IT WAS THREE. IT WAS 3.8 WITH THE WHITLOCK CONTRACT. AND THEN IF WE'RE GOING TO 4.3 ON DIRECT COSTS AND THEN ON INDIRECT COSTS, WE'RE STAYING THE SAME. SO 1.1 MILLION. THAT'S FOR CITY BACKFILL. THAT'S WHERE THE COST OF THE BUILDING AND COMMERCE AND TRAINING OKAY. AND PART OF THESE CHANGES ON SORT OF HOW WE'RE SHARING THE PROJECT COSTS WAS REALLY CAME THROUGH A CONVERSATION WITH THE EXECUTIVE TEAM THAT PREVIOUSLY WE HAD SORT OF LUMPED IN THOSE INDIRECT COSTS WITH THE DIRECT COSTS. SO IT WAS HARD TO SEE SORT OF WHAT WE WERE PLAYING FOR, THE SERVICES AND THE IMPLEMENTATION AND THE TRAINING. SO THAT'S ONE REASON WHY WE SORT OF PULLED THOSE THOSE OUT, ESPECIALLY THAT BACKFILL LABOR, THE OPERATIONAL EXPENSE, THE PREP, ALL OF THOSE KINDS OF THINGS. WE WANTED TO SORT OF PULL THOSE OUT SO THAT IT'S CLEAR WHAT THE VENDOR COSTS ARE, THE DIRECT COSTS, AND THEN WHAT THOSE INDIRECT COSTS ARE. I KNOW IT'S COMPLICATED A LITTLE BIT MOVING FROM DIFFERENT POINTS OF VIEW, BUT WE WANT TO MAKE SURE WE GOT EVERY ANGLE OF THAT. 
          LISA. YEAH. SO HELP ME UNDERSTAND THE ADDED MODULES. I MEAN SOME OF THEM IT FEELS LIKE THIS MAKES SENSE. THIS IS REALLY HELPFUL. OTHERS OF THEM IT'S LIKE, OH, THAT MIGHT BE NICE. SO WHAT ARE LIKE WITHIN THE EXECUTIVE TEAM I GUESS IS WHERE THESE CAME FORWARD. LIKE WHO KIND OF VETTED THESE AND SAID, THIS IS GOING TO SAVE US A TIME A PERSON OR JUST KIND OF LIKE, WELL, THIS WOULD BE NICE TO HAVE. I'D BE INTERESTED IN THEIR COST AND, AND KIND OF HOW HOW WE ENDED UP WITH SO MANY EXTRA MODULES. OKAY. THAT'S EASY. I COULD GO THROUGH THAT. SO WE ASKED FOR THREE. THEY GAVE US SEVEN. THEY SAID IF YOU BUY YOU ASKED OKAY. SO WE ASKED WORKDAY IF WE WANT GRANTING EXPENSES IN PRISON. THOSE ARE THE THREE THEY WANT. HE SAID WELL IF YOU GET THESE THREE WE'LL GIVE YOU THESE FOR THESE OTHER FOUR AS WELL. OKAY. AND SO THE MOST EXPENSIVE ONE ON HERE IS THE GRANTING PIECE THAT THAT ONE RIGHT THERE IS ABOUT 75,000 JUST FOR THAT ONE. OKAY. AND THEN EXPENSES WAS ABOUT 40. AND I CAN'T REMEMBER WHAT PRISM WAS THESE THESE THREE WE IDENTIFY AS VITAL TO WHAT WE'RE DOING TODAY. THIS WILL TAKE ONE WE DON'T HAVE FOR ANYTHING GRANTING RELATED. THAT'S A MUST HAVE. THE EMPLOYEES EXPENSES. THAT'S ALL PAPER. AND IT HAS MANY DIFFERENT LIVES. AND WE WANTED TO CONSOLIDATE THAT INTO ONE WHERE IT HAS AN AUTOMATED APPROVAL PROCESS THAT WE CAN, YOU KNOW, MAKE SURE THAT'S CONSISTENT AND WHERE IT GOES AND HOW IT IS BEING APPROVED. AND PRISM IS JUST A REPLACEMENT COST, BECAUSE AT THE END OF THE DAY, WHEN WE GET PRISM, WELL, INEVITABLY COUNCIL COGNOS, BECAUSE THAT'S JUST KIND OF A SWATH FROM OUR OPINION. OKAY. SO THAT WAS EASY BECAUSE I YEAH, BECAUSE WE GET 
          [01:10:07]
FOR FREE. YES. PRETTY MUCH. OKAY. OKAY. SO I APPRECIATE THAT. WHEN WE WENT INTO THIS THEY SAID THEY WOULD THEY WOULD GIVE US A DISCOUNT AS WE WERE NEGOTIATING THIS, THAT WE WOULDN'T PAY THE SUBSCRIPTION COST FOR THE FIRST TWO TO HELP US COVER THE IMPLEMENTATION COST. AND SO WE GET A BREAK ON THE FIRST TWO YEARS ON THE SUBSCRIPTION COSTS, WHICH SAVED US ABOUT 60,000, 60,000 A YEAR. EXPLAINED PRISM. AGAIN, WHAT IT DOES PRISM IS AN ANALYTIC REPORT WRITING TOOL AS WELL AS DATA HOUSING. SO WHEN WE ASK FOR EMPLOYEE DATA, THERE'S TWO AVENUES TO THAT. WE TALK ABOUT THE ANALYTICS. THIS ALLOWS OUR BUSINESS INTELLIGENCE ANALYSTS TO GO IN AND CREATE REPORTS AS WE NEED THEM. SO WE HAVE THEM CREATE A LOT OF REPORTS FOR US. 
          WE WANT SPECIFIC THINGS, SPECIFIC THINGS. THEY CAN GO IN THE SYSTEM, GO TO THE TABLES, PULL THAT DATA IN AND CREATE A REPORT FOR US. CAN YOU JUST GIVE AN EXAMPLE OF A REPORT, MAYBE TWO EXAMPLES OF REPORTS. SO THE QUARTERLY FINANCE REPORT THAT I PRESENT TO YOU THAT'S DONE THROUGH A BI ANALYST CREATED REPORT. I DON'T HAVE TO GO AND ADD THAT DATA TOGETHER AND GET ALL THE NUMBERS IT AUTOMATICALLY POPULATES. SO ONCE YOU'VE ESTABLISHED REPORT WITHIN THERE, THEN EVERYONE CAN MAKE SURE IT RUNS. IF I IF I RUN IT, I SEE THAT IT DOESN'T LOOK RIGHT. THEY GO BACK AND LOOK TO MAKE SURE NOTHING'S CHANGED. AND THEN THE REPORT IS SAME, SAME ONE. WHAT WE'RE DOING RIGHT NOW, OUR MONTHLY FINANCE REPORT, WHICH WE USED TO CALL BLUE BOOK, THAT IS A BUILDING INTELLIGENCE GROUP CREATED REPORT THAT THEY BUILT OFF OF OUR REPORT. THOSE ARE TWO REPORTS. WE USE ALL THE TIME. BUT PAYROLL HAS TONS OF THESE DEPARTMENTS HAVE REQUESTS FOR NEEDS. WELL, WE BUILT ONE JUST FOR INFORMATION REQUESTS BECAUSE WE HAVE SOME THAT WE KNOW THAT COME REGULARLY. SO THERE'S A LOT OF REPORTS THAT THEY BUILD FOR US AS WE NEED THEM. THIS GOES BEYOND JUST HAVING STANDARD REPORTS. EVERY SOFTWARE HAS STANDARD REPORTS THAT THEY DON'T. THEY ARE BOX REPORTS, WHICH MEANS THEY DON'T ALWAYS FIT OUR NEEDS, WHICH MEANS THEY ONLY NEED AN ANALYST TO GO THROUGH AND CREATE IT IN A DIFFERENT PERSPECTIVE. THIS ALLOWS US TO DO THAT. SO EVERY DEPARTMENT COULD HAVE A SIMILAR REPORT WHERE CORRECT 25% IN YOU SPENT 15% OF YOUR BUDGET, OR 80% IN ALL OF THAT. IT JUST COULD BE STANDARDIZED EVERY DEPARTMENT. 
          THAT'S CORRECT. OKAY. I THINK WHAT CONCERNS ME IS THAT IT'S LIKE IT'S LIKE BUYING A TRUCK, RIGHT? AND YOU BUY THE BASELINE MODEL AND THEN YOU HAVE TO ADD ALL THESE DIFFERENT THINGS. IF YOU IF YOU WANT HEATED SEATS OR YOU WANT YOU WANT A BACKUP CAMERA OR WHATEVER, RIGHT? EACH OF THOSE THINGS COSTS A LITTLE MORE. HOW MANY OF THESE THINGS. AND WE'RE ADDING ALL THIS STUFF NOW. HOW MANY THINGS ARE WE GOING TO HAVE TO ADD IN THE FUTURE BECAUSE WE HAVEN'T, YOU KNOW, THERE'S GOING TO BE MORE STUFF OUT THERE THAT WE THAT'S BECOMES AVAILABLE. SO THIS IS THE DYNAMIC OF THE SOFTWARE COMPANY IS THAT EVERY YEAR THERE ARE ARE ADDING MORE THINGS TO IT. RIGHT. THAT'S WHERE WE LACKED IN OUR CURRENT SYSTEM BECAUSE OF THE WAY IT'S PROGRAMED. IT'S RPG OR SOME OTHER LANGUAGE THAT REQUIRES A PROGRAMMER. THE WAY WORKDAY WORKS IS THAT IT'S ABLE TO DEVELOP ITSELF AND MOVE FORWARD WITH ADDING FUNCTIONALITY WHERE YOU CAN ADD ON AS YOU NEED THEM, WHERE IT UPDATES ITSELF EVERY YEAR THAT WE DON'T HAVE TO PAY FOR, WE NO LONGER HAVE TO PAY FOR THE UPDATE. WE JUST HAVE TO. WE HAVE TO PAY FOR THINGS IF WE WANT TO ADD FUNCTIONALITY. RIGHT? BUT THAT'S A CONTINGENCY FOR US, RIGHT? YEAH. WE I MEAN, AND THAT'S NOT NECESSARILY BUILT IN, IS IT? I MEAN, WE HAVE LOTS OF CONTINGENCIES BUILT INTO THIS. BUT BUT I'M JUST SAYING THAT WE YEAH, THERE'S ONE ON THE HORIZON RIGHT NOW. WE'RE DOING WE'RE USING GRAVITY FOR BUDGET AND FOR REPORTING. WHAT DOES THAT HAVE THAT. BUT THEY WILL IN THE FUTURE. SO WHEN THAT COMES IN WE'LL ADD THAT TO OUR PORTFOLIO AND WE'LL LET GRAVITY GO. RIGHT. THAT'S JUST KIND OF HOW IT WORKS. I MEAN, THE MORE WE CAN INTEGRATE THE BETTER. BUT THE ONE THING THAT WE THE REASON WHY WE CHOSE WORKDAY IS THAT THEY'RE BEST IN CLASS AT INTEGRATIONS, WHICH MEANS WE DON'T HAVE TO WE DON'T HAVE TO MAKE SURE THAT OUR SOFTWARE IS AN ALL IN ONE. THEY WILL ADAPT AND CONNECT WITH ANY SOFTWARE THAT WE NEED THEM TO CONNECT WITH, AND THEY GIVE US THE TOOLS TO DO THAT. AND SO WE'RE NOT NECESSARILY LOOKING AT ADDING WORKDAY SKUS AS WE GO. WE'RE MORE LOOKING AT WHAT ARE WE GOING TO HAVE TO CONNECT TO GET DATA AND MAKE DECISIONS. THAT'S WHERE WE'RE LOOKING TO. OUR FUTURE IS INTEGRATING WITH OTHER BEST IN CLASS SOFTWARE PROVIDERS, WHICH SPEAKS TO THE SECOND PART OF THE PROJECT. 
          YEAH. SO JUST ANOTHER QUICK QUESTION AND I CAN GET THIS ANSWERED LATER IF IT'S TEACHING 
          [01:15:03]
ME. AND THIS MEETING IS TOO MUCH HERE, BUT THE INDIRECT COST, WILL THOSE THEN BE TAKEN FROM WHATEVER MONIES WE BUDGET EACH YEAR AND CREDITED BACK TO THE DEPARTMENTS TO PAY FOR THE EMPLOYEES THAT ARE ON LOAN TO THE PROGRAM, SUCH AS YOURSELF AND THE OTHER MEMBERS OF THE CORE TEAM? OR IS IT SOMETHING ELSE? WE ARE ONLY ASKING THE DEPARTMENTS TO PAY FOR THE BACKFILL, NOT FOR THE ACTUAL COST OF EMPLOYEES, BECAUSE WE UNDERSTAND THAT WHEN WE PULL IN A GROUP TO DO SOFTWARE, IT'S USUALLY THE MORE SENIOR, MORE EXPERIENCED PEOPLE, WHICH IT HAS A HIGHER COST. AND SO WE'RE ONLY FOCUSING ON WHAT WE HAD TO HIRE TO BACKFILL THE POSITIONS SO THEY CAN GO INTO THE PROJECT. AND SO THAT IS WHAT WE ARE ALLOCATING TO THE DEPARTMENTS. 
          IS THAT TOTAL PROJECT COST DOWN HERE OF 5.5 MILLION. WE OUR FIRST ESTIMATE WAS 4.997. NOW WE'RE AT 5.522. SO THAT'S THAT THAT THAT AMOUNT, WHICH I GUESS ADDS UP TO ACTUALLY THE LABOR COSTS ARE THE INDIRECT COSTS AREN'T AS MUCH. RIGHT. THEY'RE JUST 1.1. YEAH. THAT'S CORRECT. 
          BUT THOSE WILL BE BACK IN THE APPROPRIATE YEAR TO THE APPROPRIATE DEPARTMENT FOR THE BACKFILL FOR THE PERSONS THAT THEY HAVE ON LOAN TO THE PROJECT. I THINK WHAT YOU'RE ASKING IS THAT THE DEPARTMENT HAS GIVEN THE BACKFILL IS GOING TO GET A CREDIT FOR THEY DON'T HAVE TO PAY FOR THE COST OF THE PROJECTS THAT WE WERE ASKING. I GUESS I'M JUST TRYING TO FIGURE OUT WHY WE'RE IDENTIFYING THIS MONEY, AND IT'S NOT SO THAT WE CAN SAY, OH, THAT'S HOW MUCH THIS REALLY COST US. NO, THIS IS GOING TO BE REAL MONEY THAT IS GOING TO BE ALLOCATED TO THE DEPARTMENT. THAT'S CORRECT. OKAY. THAT'S RIGHT. OKAY. AND SO I'LL GET YOU AND THIS IS SAYING I'LL GET THE BUDGET. THIS IS WHAT WE ARE GOING TO BASICALLY FUND THE PROJECT. WE NEED 5.5 MILLION COVERS BACKFILL THAT COVERS THE BUILDING, THE ELECTRICAL COSTS AND COVERS SOME PREP WORK AND SOME TRAINING. AND SO THAT'S WHAT THE COST IS GOING TO BE. HOW WE'RE ALLOCATING IT IS BY A THREE YEAR. AND I TALKED ABOUT THIS LAST TIME. IT'S A THREE YEAR AVERAGE OF THE BUDGETED COSTS BY FUND. AND THEN THEY GET THAT PERCENTAGE. AND THAT'S WHAT EACH FUND IS GOING TO COVER. WHAT WE'RE SUGGESTING HERE. WHAT I MENTIONED LAST TIME IS THAT WE WOULD LOAN THE GOVERNMENTAL SIDE AND PAY THAT OVER A YEAR, SO THAT WE DON'T HAVE TO SPEND ALL OUR CAPITAL MONEY IN ONE YEAR. IT GIVES YOU SOME FLEXIBILITY FOR OTHER NEEDS AS THEY COME ALONG. SO ENTERPRISE FUNDS ULTIMATELY PAY THEM, WILL PAY 3.1 MILLION OF THE PROJECT. THAT MEANS 2.4 MILLION WILL BE PAID BY GOVERNMENT FUNDS, WHICH ARE RECOMMENDATIONS THAT WE SET UP A LOAN FOR THAT OVER FIVE YEARS, 5 TO 7 YEARS, DEPENDING ON THE TERMS. CHRIS IS WILLING TO WORK WITH ME ON THAT, SO THAT WILL COME FORWARD AS WELL. AND THAT WAY WE DON'T HAVE TO BURDEN EVERY FUND. WE CAN JUST GENERALIZE THAT THROUGH THE FINANCE BUDGET ON THE REPAYMENT AND THE PROJECT COSTS. WE'RE GOING TO BE OVER TWO YEARS. CORRECT. SO THAT'S JUST ANOTHER AT WHAT POINT IT SEEMS LIKE WE WERE ASKING ENTERPRISES TO EACH GIVE A MILLION. SO BEFORE WE DIDN'T KNOW WHAT THE COSTS WERE WHEN WE DID THE RFP AND WHEN WE BUDGETED. SO WE DID WE DID WHAT WE'VE DONE IN THE PAST, WHICH IS 1 MILLION FROM THE GENERAL FUND, 1 MILLION FROM PUBLIC WORKS AND 1 MILLION FROM POWER. THAT WAS TO START THE PROJECT. BUT THIS IS ULTIMATELY HOW IT WILL BE CHARGED OUT AS THE PROJECT GOES ON. SO WHEN YOU SAY GOVERNMENT FUNDS, THAT'S THE FIRST FORM. 
          THAT'S CORRECT. WAS THE FIRST TO GO DOWN THE HEAD OF YOUR BURDEN ON THE ON THE GOVERNMENT FUNDS THEN WE'VE HAD ORIGINALLY WE ORIGINALLY THOUGHT TO BE ABOUT A 66, 33, 33 AND A THIRD RIGHT FOR EACH. AND SO NOW IT'S AT 57, 42, SOMETHING SPLIT. AND KIND OF THE DIFFERENT SPREAD. AND THE REASONS ARE THAT WE HADN'T THOUGHT AS CAREFULLY ABOUT THE GOVERNMENT FUNDS. TALK TO ME A LITTLE BIT ABOUT SPECIAL REVENUE AND INTERNAL SERVICE. SPECIAL REVENUE FUNDS ARE ANYTHING THAT OUTSIDE THE GENERAL FUND THAT IS CONSIDERED A GOVERNMENT FUND THAT HAS A SPECIAL PURPOSE. PARKS AND REC, LIBRARY, STREETS ARE ALL SPECIAL REVENUE FUNDS. PARKS AND REC ARE JUST REC. REC. OKAY. THANK YOU. ALL RIGHT. OKAY. GOLF. YEAH. AND THEN INTERNAL SERVICE. THAT'S YOUR. THAT'S OUR WORKER'S COMP SELF-INSURANCE PROGRAM. OKAY. ANY OTHER QUESTIONS? COUNCIL 
          [01:20:01]
MEMBERS ABOUT THIS ONE CAPITAL FUND. THE. JUST WITHIN COUPLE FUNDS A PARTICULAR DEPARTMENT. 
          OR IS IT ALSO A IT'S SO IT'S AN EXTREME IMPROVEMENT FOR CHRIS OKAY. YEAH THERE'S ABOUT THERE'S ABOUT TEN OF THEM OKAY. THAT'S CORRECT. OKAY. SO WE ARE PRETTY MUCH AT THE END OF THE PRESENTATION. ARE THERE QUESTIONS THAT YOU HAVE FOR FEELING OKAY ABOUT THIS. YEAH. 
          WELL I MEAN I'LL MAKE ONE COMMENT TRYING TO GET THIS EXACTLY RIGHT. IT'S GOING TO BE LIKE I HOPE A TEN YEAR BENEFIT TO THE CITY. I MEAN, LET'S GET IT RIGHT THE FIRST TIME AS BEST WE CAN. YEAH. WE HAD NAV LINE FOR 25 YEARS. I FORESEE YOU USING WORKDAY FOR AT LEAST 10 TO 20 THERE AT THE FOREFRONT OF TECHNOLOGY. THEY HAVE A VERY ROBUST SYSTEM AND THEY'VE INCORPORATED AI INTO THEIR SYSTEM. SO IT'S ALREADY ON THE TECHNOLOGY SIDE OF ON THE FOREFRONT WHERE WE WILL BE USEFUL FOR THE YEARS TO COME. SO, MARK, GOING BACK TO THE TIMELINE, I HAD THOUGHT THAT THE CLOCK STARTED TICKING AFTER WE HAD OUR LAST PRESENTATION, BUT IT SEEMS TO ME THAT, YOU KNOW, THE CLOCK STARTS TICKING ON APRIL 28TH AND FOR THEIR 18 MONTHS. SO THIS THIS IS THE SAME TIMELINE THEY PRESENTED BACK IN JANUARY. THEY KNEW THAT THAT STATEMENT OF WORK WOULD TAKE A FEW MONTHS TO GET DONE, AS WELL AS THEM TO GET PULL THE RESOURCES TOGETHER. SO THE TIMELINE HASN'T CHANGED SINCE THEN. I JUST DIDN'T PAY ATTENTION, MAYBE AS CAREFULLY AS I OUGHT TO. AND SO WE GET TO 18 MONTHS. WELL, ACTUALLY, NO, YOU ONLY GET TO FEWER THAN THAT BY THE TIME WE GET TO AUGUST. HOW LONG IS THE STABILIZATION PERIOD? IT'S TWO MONTHS. JUST JUST THE TWO MONTHS. THE END OF AUGUST. WE'RE DONE. OKAY. THAT'S GREAT. SO WE'LL DEPLOY. REALLY? IT SAYS JULY. IT'S THE END OF JUNE. JUNE 19TH IS OUR DEPLOYMENT DATE. THAT'S WHEN WE KICK OFF PAYROLL. THAT'S WHEN THAT PAYROLL PERIOD ENDS. AND WHAT DATE PERIOD PERIOD PERIOD STARTS. SO WE DEPLOYMENT IS AT THE END OF THE PAY PERIOD. AND SO WE'LL START END OF JUNE AND WE'LL FINISH IN AUGUST OKAY. AND THE TIMELINE TO START INTEGRATING THAT SECOND PIECE COMES MIDWAY BETWEEN THIS I MEAN WHEN WE'RE ALREADY BECAUSE WE'RE GOING TO COME BACK WITH ANOTHER PROPOSAL OF HOW TO DO THE BILLING. RIGHT? I MEAN, WE'RE WORKING THROUGH WHAT THAT TIMELINE LOOKS, WHAT THAT TIMELINE LOOKS LIKE, AND SORT OF WHEN IS THE WHEN DOES IT MAKE SENSE TO START THAT WORK? BECAUSE WE DO NEED TO DRAFT THAT RFP. AND THEN WE'LL GO THROUGH THE SAME PROCESS THAT WE'VE GONE THROUGH AS FAR AS SETTING UP DEMOS AND DOING ALL OF THAT. SO THERE WILL BE SOME KIND OF OVERLAP, BUT WE'RE STILL KIND OF WORKING THROUGH THAT, THROUGH THAT TIMELINE, AS WELL AS HOW THAT HOW WILL WE SORT OF HAVE THAT PROCESS STRUCTURED. SO COST WILL STILL I MEAN, IT'S NOT GOING TO BE DOUBLE THIS. THIS WILL BE THE FINANCIAL BASE. AND THEN WE'LL JUST BASICALLY ADD MODULES TO IT AS WE GO THROUGH THAT NEXT. SO THE NEXT PHASE IS A SAS SYSTEM WHICH IS A COMPLETELY DIFFERENT BEAST. AND THAT ONE WILL BE. BUT IT INTEGRATES WITH THIS BECAUSE THIS IS THE BASE FINANCIAL PIECE. YOU HAD TO PICK THIS ONE FIRST SO WE KNOW WHICH PARTNERS COULD INTEGRATE WITH IT. OKAY. 
          BUT THAT PIECE WILL COME AND THAT WILL BE FULLY FUNDED BY ENTERPRISE ZONES. OKAY. AND WE STARTED HAVING THOSE THOSE CONVERSATIONS. AND AS I SAID, IT'S JUST A MATTER OF SORT OF. 
          SORT OF LOOKING AT SORT OF WHAT THAT TIMELINE IS GOING TO LOOK LIKE. AND THEN ALSO JUST SORT OF THE STRUCTURE AND TAKING THE LEAD ON, ON THAT PIECE SO THAT WE CAN MAKE SURE THAT WE'RE SUPPORTING THE CORE TEAM AND THAT WE'RE DOING THIS ERP WORK WHILE WE'RE GETTING THAT THAT PIECE PREPPED AND READY TO GO SO WE CAN MOVE AS QUICKLY AS POSSIBLE WITH, WITH THAT PIECE. 
          OKAY, 100% BY ENTERPRISES. THE PART THAT I HAVE NOT SO THE ADD INTEGRATIONS YOU MENTIONED THOSE ARE THE INTEGRATIONS WERE THE PIECES WHERE WE ARE INTERFACING BETWEEN WORKDAY AND OTHER SOFTWARE. YEAH. BUT BUT ALL THESE AS YOU LOOK THROUGH IT OKAY. IT ALL MAKES SENSE FOR THINGS WE'RE PLANNING TO DO. THERE'S NOT THERE'S NOT A LINE HERE FOR THE CIS SYSTEM BECAUSE IT HASN'T BEEN IDENTIFIED YET OKAY. AND SO AND SIS I MEAN THE SIS PROJECT WILL PAY FOR THAT INTEGRATION AS WELL. WE PUT THAT UNDER CITY CORE SYSTEMS. OKAY. IS WHERE THAT ONE SITS OKAY. 
          THANK YOU. I DIDN'T KNOW IF YOU GUYS WOULD ARE REALLY INTERESTED IN THE ACTUAL NAMES OF ALL THE 
          [01:25:01]
SOFTWARE, SO I CATEGORIZED THEM BECAUSE I THOUGHT IT WOULD HAVE MORE MEANING. YOU HAD A BIG CLOUD LAST TIME, RIGHT? WITH ALL THE DIFFERENT NAMES, CORRECT? YEAH. OR BUBBLES, WHATEVER THEY WERE. BUT THIS IS HELPFUL. AND I IMAGINE SOME OF THIS STUFF YOU ARE SAYING, WHO TOLD YOU THIS BEFORE? AND THEN WE'RE TELLING YOU AGAIN. BUT IT'S HELPFUL. IT'S LIKE THE REINFORCES EACH TIME WE UNDERSTAND. WE UNDERSTAND THE PROJECT BETTER EACH TIME. THANK YOU. OKAY. SO THIS IS SO WHAT'S COMING ON THURSDAY IS THIS DIRECT COST PIECE. THIS IS WHAT WE'RE TYING UP. WE ALREADY GOT THE WORKDAY ONE SIGNED. NOW WE GET TO GET THAT ONE SIGNED WHICH IS THE STRATUS BRIGHT POINT CONTRACT. AND THE WHITLOCK THAT WILL COME FOR APPROVAL. THAT'S PARTLY WHY I PUT THIS OUT THERE IS BECAUSE THESE ARE THE THINGS THAT WILL BE APPROVING FOR THE CONTRACTS TO BE SIGNED. THAT'S BY THE WAY, TRYING TO TIE THIS PRESENTATION WITH THE COUNCIL MEMO. OKAY. 
          BECAUSE IN JANUARY, I MEAN, THE COUNCIL GAVE APPROVAL TO SORT OF MOVE FORWARD INTO THIS PHASE. 
          THERE WERE SOME NUMBERS ATTACHED TO THAT. IT WAS SORT OF A 3.2 FOR THE IMPLEMENTATION AND THEN THE SUBSCRIPTION. THIS THESE COSTS NOW HAVE CHANGED NOW THAT WE FINALIZED THE SCOPE OF WORK. 
          SO THE MEMO REFLECTS THAT. AND THAT'S, THAT'S IN PART WHY WE THERE ARE A LOT OF NUMBER SLIDES. BUT WE WANTED TO KIND OF DO THAT THAT CROSS WALK FROM WHAT WAS PRESENTED IN JANUARY TO SORT OF WHERE WE ARE NOW AND HOW ALL THE PIECES SORT OF FIT, FIT, FIT TOGETHER. I COME BACK TO WHY THIS PROJECT IS IMPORTANT. IT'S JUST THIS PROJECT EMBODIES THE PHILOSOPHY ONE CITY, ONE TEAM. 
          THIS IS A PROJECT THAT BENEFITS EVERYONE, THAT EVERYONE'S COMING TOGETHER, ALL AGREE ON WHAT WE WANT TO DO AND WHERE WE WANT TO GO. THEY'RE LOOKING TO THE FUTURE AND SO WE'RE EMBRACING DATA. WE'RE MAKING GOOD DECISIONS AND WE'RE WORKING TOGETHER. SOUNDS GREAT. AND THANK YOU FOR PULLING THIS TOGETHER, COUNCIL MEMBERS, BECAUSE WE HAVE A LOT GOING ON. 
          IT'S MY INTENTION THAT WE WON'T TAKE A FORMAL BREAK UNTIL AFTER THE POLICE REPORT, WHICH IS ABOUT SCHEDULED TO BE ABOUT ANOTHER HOUR AND A HALF. AND SO AT 6:00, WE'LL TAKE A LITTLE BREAK. BUT FOR RIGHT NOW, WE'RE GOING TO KEEP GOING AND JUST INVITE YOU TO MOVE AND MOVE AROUND AS YOU NEED TO. IF YOU NEED TO STEP OUT HERE AND THERE. MARK AND MARGARET, THANK YOU SO 
          [Police]
MUCH. ALL RIGHT, CHIEF, WE'RE GOING TO INVITE YOU AND ANY MEMBERS OF YOUR TEAM THAT ARE HERE TO PRESENT WITH YOU. PLEASE COME FORWARD OR COME FORWARD AS NEEDED. THANK YOU. 
          NO CANCER. ALL RIGHT. SO, COUNCIL MEMBERS, YOU'LL REMEMBER THAT YOU HAVE EACH DEPARTMENT ASSIGNED TO A DIFFERENT MONTH TO GIVE US A SORT OF A COMPREHENSIVE LOOK AT ITS COST CENTERS AND ITS OPERATIONS AND HOW WE GET THAT. SO WE'RE ACTUALLY IN FORMAL SESSION HERE. 
          SO COUNCIL MEMBERS IS YOU'RE DISHING UP YOU NEED TO BE FOCUSING. BUT THE IDEA HERE IS THAT THIS THIS PRESENTATION TODAY IS PART OF OUR ONGOING YEAR ROUND BUDGETING. AND THIS IS DESIGNED TO INFORM YOU A LITTLE BIT BETTER SO THAT WHEN YOU ARE FACED WITH THE BUDGET FROM THE VARIOUS DEPARTMENTS IN THE MONTH OF JULY, YOU'LL BE ABLE TO MAKE MORE INFORMED DECISIONS ABOUT THE DEPARTMENT'S TOTAL OPERATIONS. AND SO IT LOOKS LIKE THE CHIEF HAS HIS WHOLE CONTINGENT OF CAPTAINS HERE. AND SO I'LL TURN IT TO YOU, CHIEF, AND LET YOU TAKE THE BALL AND RUN. THANKS, MAYOR. THANK YOU. COUNCIL. AND YOU SHOULD ALWAYS GRAB SNACKS BEFORE YOU TALK ABOUT THE POLICE DEPARTMENT. IT ACTUALLY HELPS QUITE A BIT. AND THANK YOU VERY MUCH FOR LETTING US COMING BACK. YEAH. I'M, I'M I LOVE POLICING. I LOVE THE POLICE DEPARTMENT. I LOVE EVERYTHING ABOUT IT. I LOVE TALKING ABOUT IT. IF YOU WANT TO GO TO LUNCH OR DINNER OR WHATEVER, I'LL SIT AND TALK TO YOU FOR HOURS ON END. BUT WE'LL DO OUR BEST TO KEEP IT TO THE 90 MINUTES THAT WE HAVE ALLOTTED. BUT SUPER GRATEFUL FOR THE OPPORTUNITY TO DO THIS. SO THE IDAHO FALLS POLICE DEPARTMENT, WE ARE A FULLY ACCREDITED, FULL SERVICE MUNICIPAL POLICE DEPARTMENT. WHAT THAT MEANS IS WE DO EVERYTHING THAT ANYONE ELSE DOES ANYWHERE IN THE COUNTRY, JUST AT SCALE FOR THE SIZE OF OUR CITY. IF THEY'RE DOING IT ANYWHERE ELSE, WE'RE PROBABLY DOING IT HERE AS WELL. IT'S A VERY COMPLEX, DIVERSE, BUSY COMMUNITY. AND THEN SO ARE THE CHALLENGES OF THE IDAHO FALLS POLICE DEPARTMENT. ONE OF THE THINGS I POINT OUT SOMETIMES. WE'RE PROUD OF A LOT OF THINGS. SOME THINGS WE WISH WEREN'T. SO IDAHO FALLS IS A REGIONAL HUB. IT'S A REGIONAL HUB FOR BUSINESS, A REGIONAL HUB FOR COMMERCE, FOR SHOPPING, A REGIONAL HUB FOR MEDICINE. PEOPLE COME HERE, DO ALL THAT STUFF. WHAT THAT MEANS, THOUGH, 
          [01:30:02]
IS ALSO REGIONAL HUB FOR CRIME. PEOPLE COME HERE TO DO THEIR CRIME. THEY COME HERE AFTER THEY DO THEIR CRIMES AS THEY'RE COMING HERE TO SHOP. THEY ALSO SHOPLIFT AS THEY'RE COMING HERE TO DO OTHER STUFF. THEY'RE ALSO BUYING NARCOTICS. AND SO WE JUST DON'T SERVE THE POPULATION OF IDAHO FALLS. WE SERVE A REGIONAL AREA THAT INCLUDES MULTIPLE STATES, THE SAME AS THE COMMUNITY DOES. THE MISSION OF THE IDAHO FALLS POLICE DEPARTMENT. I'VE TALKED A LOT ABOUT THIS LATELY. I'M NOT GOING TO GO TO MY FULL, LENGTHY YOU CAN SEE ME AT A SCREEN OR SOMETHING LIKE THAT, AND I'LL TALK ABOUT IT A LOT MORE LENGTH. BUT OUR MISSION IS TO MAKE A POSITIVE DIFFERENCE IN THE COMMUNITY, TO HELP PEOPLE LIVE SAFER, MORE PROSPEROUS AND HEALTHIER LIVES. WE OUR MISSION IS TO MAKE THE PLACE A BETTER CITY. I DON'T KNOW HOW MANY OF YOU REMEMBER SERGEANT GLENN REYNOLDS. HE WAS JUST A LONG TIME SERGEANT. KIND OF FUN TO WORK WITH. WE HAD HIS RETIREMENT CEREMONY LAST YEAR PLUS AGO NOW. HAVE YOU EVER BEEN TO AN IPD RETIREMENT CEREMONY? I KIND OF DO AN OPEN MIC PORTION WHERE ANYONE CAN GET UP AND SAY WHATEVER THEY WANT, AND IT'S ALWAYS WORKED OUT PRETTY GOOD ABOUT THAT RETIREMENT CEREMONY. 
          I LOOKED AROUND, I WAS LOOKING AT A FEW PEOPLE. I'M LIKE, YOU DON'T LOOK LIKE POLICE OFFICERS. 
          I DON'T KNOW WHY YOU'RE HERE AT THIS RETIREMENT CENTER. LIKE, WHO ARE YOU? AND I KIND OF GOT INTO A STEREOTYPING SITUATION, AND THEN A COUPLE OF THOSE PEOPLE STARTED TO GET UP AND TAKE THE MIC AND TALK, WHICH CAUSED ME A LITTLE BIT OF CONCERN BECAUSE WHO KNOWS WHAT THEY'RE GOING TO SAY WHEN THEY SAID, HEY, LOOK, A LOT OF YOU FOLKS TALKING TO US POLICE OFFICERS, YOU'VE ARRESTED ME, SERGEANT REYNOLDS. YOU'VE ARRESTED ME A BUNCH OF TIMES, AND I'M SO GRATEFUL FOR THAT, BECAUSE THAT'S WHAT GOT ME TO CHANGE MY LIFE AROUND. AND NOW I'M A FATHER AND WORKING HARD AND HAVE MY OWN KIDS. AND SO YOU CAN TAKE THOSE TYPE OF STORIES AND TIMES THEM OVER AND OVER AGAIN. AND OUR JOB IS TO HELP PEOPLE LIVE BETTER LIVES, PROTECT PROPERTY, PROTECT LIFE. IN OUR VISION. YOU KNOW, I'LL JUST POINT OUT A COUPLE THINGS OUT. WE'RE OPEN. WE CAN TALK ABOUT BEING TRANSPARENT. WE'RE OPEN. IF YOU WANT TO KNOW WHAT WE'RE DOING, WE'RE WELCOME TO TALK ABOUT IT. YOU KNOW, WE RELEASE OUR BODY CAMERA FOOTAGE QUICKER THAN ANY AGENCY IN THE IN THE STATE FOR OFFICER INVOLVED SHOOTINGS. WE'RE JUST AN OPEN POLICE DEPARTMENT. WE WANT TO WORK AS A TEAM. TEAMWORK IS A LOT MORE FUN TO WORK TOGETHER WITH OTHER PEOPLE. AND IT GETS A LOT MORE PRODUCTIVE. SO TEAMWORK IS PART OF WHAT OUR VISION IS. A BIG PART OF OUR VISION THOUGH, IS WE JUST WANT TO TAKE CARE OF THE PUBLIC, BUT WE ALSO WANT TO TAKE CARE OF THE PROFESSIONALS WHO TAKE CARE OF THE PUBLIC. WE HAVE, IN MY OPINION, AN ETHICAL, MORAL OBLIGATION TO TAKE CARE OF OUR EMPLOYEES WHO WE EXPECT TO GO OUT THERE AND ENGAGE IN SO MANY TRAUMATIC INCIDENTS. AND SO THAT'S ALL PART OF THE VISION OF THE IDAHO FALLS POLICE DEPARTMENT. AND THEN OUR VALUES, OUR CORE VALUES ARE INTEGRITY, COURAGE, HONOR, TRUST AND EXCELLENCE. SO A COUPLE OF UPCOMING PROJECTS FOR THE POLICE DEPARTMENT. FIRST IS THE GRAFFITI CLEANUP PROJECT THAT'S NEW THIS YEAR. JESSICA CLEMENTS HAS WORKED REALLY HARD ON THIS. WE'RE PARTNERING WITH SOME OF OUR LOCAL BUSINESSES THAT RUN LASER REMOVAL MACHINERY, AND WE'LL BE WORKING ON COORDINATING WITH VOLUNTEERS AND SOME OF OUR FOLKS. AND TO BE ABLE TO TAKE THAT STUFF OUT AND GET SOME OF YOUR FEET AND STUFF AROUND TOWN TAKEN DOWN. AND WE PLAN TO DO THAT VIA AN ANNUAL CLEANUP. I TALKED A LITTLE BIT ABOUT THAT WHEN WE TALKED ABOUT THE CHANGE TO THE GRAFFITI ORDINANCE. SO WE'RE TAKING US OUT OF THE BUSINESS OF DOING WHAT WE STILL TRY TO ENCOURAGE FOLKS TO DO IT. SO THAT'S COMING UP. GEOGRAPHIC POLICING. WE SWITCHED TO A BEAT MODEL WITH FOR BEATS AND GEOGRAPHIC POLICING. YOU'LL SEE THOSE BEATS A LITTLE BIT LATER, BUT ONE OF THE THINGS WE'LL BE DOING IS A VERSION OF COFFEE WITH THE COPS ON A BEAT BASIS. SO THE BEAT OFFICER, WHICH THERE'S MULTIPLE OF THEM, SHOW UP AT THESE COFFEE FOR THE COPS. SO THE PEOPLE THAT ACTUALLY LIVE IN THOSE AREAS CAN TALK TO THE OFFICERS TO PATROL THEIR AREAS AND HAVE THAT INTERACTION BETWEEN THEM. SO WE'LL BE DOING FOUR OF THOSE THIS YEAR, ONE FOR EACH OF THE BEATS. AND THEN OUR NEW STRATEGIC PLAN WILL BE COMING OUT THIS YEAR. OUR FIVE YEAR STRATEGIC PLAN EXPIRED IN 2024. I DON'T HAVE TIME TO GO INTO ALL THE PREVIOUS STRATEGIC PLAN. IF YOU HAVE A CHANCE EVER TO LOOK AT THAT. I THINK IT'S STILL UP ON OUR WEBSITE. BUT MOST EVERYTHING IN THAT STRATEGIC PLAN WAS ACCOMPLISHED AND WE PUT CHECK MARKS BY IT. THERE'S A FEW CARRYOVERS, AND I THINK EVERYONE IN HERE WAS INTERVIEWED BY THE DEPUTY CHIEF, BILL ROTH, ABOUT WHAT WE'RE LOOKING TO DO IN THE FUTURE. THE BIGGEST DIFFERENCE BETWEEN OUR ORIGINAL STRATEGIC PLAN RELEASE, THE ORIGINAL ONE I HAD TO WORK ON, AND THEN THIS ONE WE'RE WORKING ON NOW IS WE WERE VERY INTERNALLY FOCUSED DURING THE FIRST ONE. WE HAD A LOT OF THINGS THAT WE HAD TO TAKE CARE OF AS A POLICE DEPARTMENT. AND THIS NEXT ONE, WE'RE MORE EXTERNALLY FOCUSED ABOUT HOW WE CAN BETTER TAKE CARE OF OUR I'M GOING TO CALL THEM CUSTOMERS, WHATEVER THAT MAY MEAN IN ANY IN ANY DIRECTION. SO IFP ANNUAL COMMUNITY EVENTS. YOU. SO THE CITIZENS POLICE ACADEMY WE DO THAT EVERY YEAR. THERE'S ONE 
          [01:35:01]
COMING UP. THE APPLICATIONS ARE OUT RIGHT NOW. I THINK IT'S GETTING PRETTY FULL. A LOT OF YOU HAVE BEEN TO IT. SO YOU SAID YOU'D LIKE TO GO TO IT THIS YEAR. THAT'S A SEVEN WEEK ACADEMY. THEY GET TO DO EVERYTHING FROM FROM FIRING RANGE, SHOOTING RANGE TO EMERGENCY VEHICLE OPERATION TO K-9 DEMONSTRATION, TO WHAT USE OF FORCE IS WHAT THE STANDARDS OF USE OF FORCE ARE AND THINGS LIKE THAT. THE POLICE MEMORIAL THAT'S DURING POLICE WEEK, WHICH IS USUALLY IN MAY. IT'S THE FIRST RESPONDER CAR SHOW THAT'S NEW. THIS YEAR, TETON MALL REACHED OUT AND WANTED TO DO SOMETHING ALONG WITH THE POLICE DEPARTMENT. SO WE'RE DOING KIND OF A IT'S LIKE A MINI NATIONAL NIGHT OUT, BUT NOT A FULL NATIONAL NIGHT OUT. WE'LL PULL OUT SOME OF THE VEHICLES WE HAVE THAT ARE PRETTY, PRETTY COOL. THIS WILL BE DONE IN COOPERATION WITH THE BONNEVILLE COUNTY SHERIFF'S OFFICE, IDAHO STATE POLICE AND ANY OTHER LAW ENFORCEMENT AGENCIES WANT TO PARTICIPATE IN THE AREA. AND WE'LL DO A LITTLE CAR SHOW THERE AT THE TETON MALL. THE COP, WHICH I'VE TALKED ABOUT DOING THAT BY THE NATIONAL NIGHT OUT, THAT'S THE FIRST TUESDAY IN AUGUST EVERY YEAR THAT'S PICKED BY THE NATIONAL NIGHT OUT. SO IT'S DONE NATIONALLY. IT'S NOT A DAY WE PICK. WE DO THAT AS IFP AND WE PULL EVERYTHING OUT FOR THAT. THAT'S ALWAYS REALLY WELL ATTENDED. WE'RE WE'RE ALWAYS LOOK FORWARD TO THAT. THE NINE OVER 11 MEMORIAL STAIR CLIMB WE STARTED THE LAST COUPLE OF YEARS, THE BUDWEISER PLANT LETS US GO USE THEIR GREAT BIG STAIRS AND IF YOU HAVEN'T CLEANED THEM, IT IS A TREAT. CAPTAIN MARTY LOVE DOING IT. IF YOU'RE A LITTLE BIT AFRAID OF HEIGHTS. YEAH, I DON'T KNOW WHAT TO TELL YOU BECAUSE YOU'RE HANGING OUT THERE, BUT WE, OUR SWAT TEAM DOES IT IN FULL, FULL GEAR. THE PATROL GUYS ARE ALL HERE. THEY'RE WEARING. THAT'S KIND OF THE IDEA OF WHAT THE FIRST RESPONDERS DID ON NINE OVER 11. THEY HAD TO CLIMB ALL THOSE STAIRS AS THEY WERE TRYING TO GET UP THERE AND THEIR FULL GEAR. WE RECREATE THAT A LITTLE BIT AND GIVE THEM FULL GEAR. BUT THIS IS ALSO A ONE THING IMPD DOES AS A FUNDRAISER TO GIVE BACK TO THE COMMUNITY. SO WE HAVE A COUPLE OF NONPROFITS THAT WE WORK CLOSELY WITH, LIKE DOMESTIC VIOLENCE SEXUAL ASSAULT CENTER, CHAPLAINS OF IDAHO, SOME PLACES LIKE THAT. AND SO WE TRY TO GET SPONSORSHIPS AS THE OFFICERS CLIMB THAT AND RAISE SOME MONEY FOR SOME REALLY GREAT CAUSES. AND WE DO THAT AS CLOSE TO NINE OVER 11 AS WE CAN DO IT OVER A WEEK. THE TRUNK OR TREAT, WHICH HAS BEEN A HIT EVERY YEAR, GETS BIGGER AND BIGGER EVERY YEAR. USUALLY THE FIRST SATURDAY BEFORE HALLOWEEN, AND WE HAND OUT A LOT OF CANDY AND THERE'S A LOT OF PEOPLE AND IT IS GOING PEOPLE AREN'T ARM, SHOULDER TO SHOULDER FROM WHEN WE START TO WHEN WE END. AND IT'S A GREAT EVENT, A SHOP WITH A COP, THAT'S WHEN WE DO BOTH THE TRUNK OR TREAT AND SHOP WITH A COP IS DONE WITH THE MOST OF THE POLICE DEPARTMENT'S FIRST RESPONDERS IN THE AREA SHOP WITH THE COPS. PROBATIONS BONNEVILLE COUNTY SHERIFF ISP. LOTS OF AGENCIES PARTICIPATE IN THAT, AND WE DO A LOT OF THAT BECAUSE WE BOTH HELP GET THE KIDS INTO THE PROGRAM THROUGH OUR SCHOOL RESOURCE OFFICERS AND THEN PARTICIPATE WITH PEOPLE OUT THERE TO DO SHOP AT THE COP, SOME OTHER EVENTS THAT WE PARTNER WITH IS THE DRUG TAKE BACK PROGRAM. SO WE DO HAVE A PRESCRIPTION DROP OFF BOX AT THE IDAHO FALLS POLICE COMPLEX, WHICH IS REALLY EASY TO GET TO, AND WE GET A LOT OF STUFF IN THERE. THE SHERIFF'S OFFICE HAS ONE, AND THE COURTHOUSE ALSO, WHICH YOU CAN LEAVE STUFF IN. BUT THEN WE ALSO DO COMMUNITY EVENTS WHERE IT'S MOBILE AND YOU CAN DROP OFF PRESCRIPTION DRUGS AND THINGS LIKE THAT, AND THOSE GET ADVERTISED, AND WE DO THEM A COUPLE OF TIMES A YEAR. LAW ENFORCEMENT TORCH RUN. THAT'S DONE ALSO WITH SOME OTHER AGENCIES AND ASKED TO BENEFIT SPECIAL OLYMPICS. IT'S A LOT OF FUN. WE DO SAFETY FAIRS, NEIGHBORHOOD EVENTS. JULY 4TH IS A RELATIVELY LARGE OPERATION FOR US. I WON'T TALK A LOT ABOUT THAT, BUT IT'S A RELATIVELY LARGE OPERATION. SO THOSE ARE THE ANNUAL COMMUNITY EVENTS. SO CITY COUNCIL PRIORITIES. SO PRIORITY ONE I WANT TO TALK ABOUT IS CODE ENFORCEMENT. AND THAT WAS INCREASED CODE ENFORCEMENT, INCREASED CODE ENFORCEMENT ENFORCEMENT. AND TO KIND OF UNIFY THE CITY, I WANT TO GO BACK AND TALK A LITTLE BIT ABOUT THE HISTORY OF CODE ENFORCEMENT. SO I HAVE PD WE PICKED UP CODE ENFORCEMENT IN THE 2122 BUDGET YEAR. IT WAS HOUSED AT A DIFFERENT CITY DEPARTMENT BEFORE THAT. AND I WANT TO BE REALLY CAREFUL HOW I PHRASE THIS, BECAUSE I THINK EVERYONE DOES THEIR BEST AND DOES A REALLY GOOD JOB, BUT WE WEREN'T ASKED TO TAKE IT BECAUSE IT WAS GOING REALLY WELL. THAT'S NOT WHY YOU DO THINGS LIKE THAT. SO I DIDN'T ASK FOR IT, BUT IT WAS PRESENTED AND I UNDERSTOOD THE REASONS WHY THEY WANTED TO MOVE IT TO THE POLICE DEPARTMENT MADE SENSE TO ME AS WELL. THE THOUGHT WAS BECAUSE IT WAS A FIELD OPERATION, THAT WE HAD MORE ABILITY TO SUPERVISE, MONITOR OPERATIONS THAT OCCUR IN THE FIELD. SO WE TOOK IT ON WHEN IT WAS HOUSED IN A DIFFERENT DEPARTMENT. IT HAD TWO CODE ENFORCEMENT OFFICERS, PLUS A FULL TIME ADMINISTRATIVE ASSISTANT THAT DID A LOT OF THE PAPERWORK AND THINGS LIKE THAT THAT WOULD GET SENT OUT TO FOLKS. WHEN WE GOT IT. IT CAME WITH THE TWO CODE ENFORCEMENT OFFICERS, BUT NOT THE 
          [01:40:01]
ADMINISTRATIVE ASSISTANT. THEY STAYED IN THE OTHER DEPARTMENTS. THERE WERE OTHER THINGS THAT THEY WERE DOING WITH THE BUILDING ENFORCEMENT AND OTHER STUFF THAT WE DIDN'T TAKE ON. AT THIS SAME TIME, WHEN THE CITY STOPPED DOING PARKING DOWNTOWN AND CONTRACTED WITH THE DOWNTOWN DEVELOPMENT AND PARKING ENFORCEMENT. SO WE TOOK OUR PARKING ENFORCEMENT PERSON THAT WAS DOING THAT, AND WE CONVERTED THEM TO A CODE ENFORCEMENT OFFICER. SO WE ADDED ONE THERE AND HAD THREE CODE ENFORCEMENT OFFICERS. SO THAT FIRST TIME WE WERE TRYING TO UNDERSTAND WHAT CODE ENFORCEMENT DID, HOW IT WOULD INTEGRATE WITH THE POLICE DEPARTMENT, HOW WE COULD HELP THEM BE MORE EFFECTIVE, WHAT WHAT THEY WOULD NEED FROM US TO BE MORE EFFECTIVE. AND THERE WAS A LOT OF LEARNING GOING ON, A LOT OF UNDERSTANDING. WE HAD TO WORK THROUGH THE ISSUES THAT WERE PRESENTED TO US WHEN IT WAS GIVEN TO US, AND WE SPENT A LOT OF TIME DOING THAT AND GOT TO WHERE WE WERE LAST YEAR. SO LAST YEAR THIS CAME UP AS ONE OF THE TWO PRIORITIES FROM CITY COUNCIL DURING THE RETREAT. AND THEN WE HAD TO PRESENT A FIVE YEAR PLAN TO COUNCIL OF WHAT WE WERE GOING TO DO BASED OFF OF THIS PRIORITY AND WHAT WE PRESENTED IN THAT FIVE YEAR PLAN WAS THAT WE WERE GOING TO REALIGN THE CODE ENFORCEMENT STAFF. SO WHAT THAT MEANT IS WE HAD A SUPERVISOR AND TWO OFFICER, TWO ENFORCERS, AND WE'RE GOING TO REALIGN THAT. SO WE HAD ALL THREE OF THEM DOING CODE ENFORCEMENT AND MOVE THE SUPERVISION TO A SWORN LIEUTENANT. AND THEN WE WANTED TO REBALANCE WARNINGS VERSUS CITATIONS. I THINK THE I'M GOING TO TALK ABOUT DATA A LITTLE BIT. 
          I THINK THE IMPRESSION WAS, IS THAT THERE WEREN'T JUST THERE WEREN'T CITATIONS BEING WRITTEN AND THAT THERE SHOULD BE MORE CITATIONS. THAT'S KIND OF THE UNDERSTANDING I HAVE. AND I THINK THERE WAS A NEED TO REBALANCE THAT. AND THEN WE WERE GOING TO DO MORE COORDINATION WITHIN THE CITY WITH THE PUBLIC WORKS, ESPECIALLY SANITATION. THE OTHER CITY EMPLOYEES THAT ARE OUT ALL OVER THE CITY AND SEE EVERYTHING AROUND THE CITY, PARKS AND REC, FOLKS FROM MUNICIPAL SERVICES AND THINGS LIKE THAT, WE WERE WE WERE GOING TO TRY TO INCREASE THAT COORDINATION. AND THEN THE OTHER PART OF THE PLAN WAS A STREAMLINED REPORTING PROCESS. 
          SO SOMEONE AT SOME POINT SAID AN APP AND APPS ARE AWESOME. BUT AS I TELL YOU, WE WON'T QUITE GET TO AN APP, BUT WE WANT TO STREAMLINE THAT REPORTING PROCESS. AND THEN THE METRICS FOR SUCCESS, WHETHER WE PICK THE RIGHT METRICS, I'M OPEN TO CRITIQUE ON THAT AND TO COME UP WITH DIFFERENT METRICS. BUT THE WHAT WE HAD TALKED ABOUT A YEAR AGO WAS THAT WE WERE GOING TO LOOK FOR A 10% INCREASE IN CITATIONS TO TRY TO MEASURE THAT REBALANCING BETWEEN WARNINGS AND CITATIONS, AND A 25% INCREASE IN COMPLAINTS THAT WE'D HAVE 25% MORE VOLUME OF WORK BECAUSE WE HAD MORE EYES OUT ON THE STREET AND MORE FOLKS REPORTING AND MADE IT EASIER TO REPORT. SO THAT WAS THE PLAN THAT WAS PRESENTED. SO WITH THE REALIGNMENT OF THE STAFF, THE SUPERVISION WAS MOVED TO A LIEUTENANT THAT WORKS IN PATROL. AND WHEN CAPTAIN MOLLY TALKS, SHE'LL SHE'LL TALK A LITTLE BIT MORE OF THAT. BUT ALL THE SUPERVISION WAS TAKEN ON BY THE LIEUTENANT. AND THEN SO ALL THREE OF THE PEOPLE THAT WERE IN CODE ENFORCEMENT BECAME ENFORCERS OUT IN THE FIELD. IN ADDITION, IN THE ORIGINAL FIVE YEAR PLAN, WE SAID IN ABOUT YEAR FOUR WE WOULD WE WOULD LOOK TO ADD A FOURTH CODE ENFORCEMENT OFFICER. WE DID GET THAT, FOURTH CODE ENFORCEMENT OFFICER ADDED. AND THEY CAME ONLINE AT THE BEGINNING OF THIS YEAR. SO JANUARY OF THIS YEAR. AND THAT WAS A MOVE OF A PERSON FROM ANIMAL SERVICES TO CODE ENFORCEMENT. SO WE WERE ABLE TO DO THAT MANY YEARS PRIOR TO WHEN WE HAD TALKED ABOUT IT. WITH THE REBALANCING OF WARNINGS VERSUS CITATIONS, THIS IS WHERE DATA GETS HARD IN OUR CITATION WRITING FOR CODE ENFORCEMENT. IT'S NOT DONE ELECTRONICALLY. I CAN'T HIT ANY BUTTON. YOU GET A REPORT THAT SAYS THIS IS HOW MANY CITATIONS THEY'VE WRITTEN. THEY HAVE TO GO BACK TO THEIR HANDWRITTEN TICKET BOOKS AND COUNT HOW MANY TICKETS ARE WRITTEN. SOME OF THOSE BOOKS GET KEPT, SOME DON'T. I CAN'T GIVE YOU SOLID DATA ON HOW MANY TICKETS ARE WRITTEN IN THE PAST. 
          I CAN GIVE YOU MY SENSE AND MY FEELING THAT IT WASN'T A LOT OF THEM, BUT I CAN'T. I CAN'T GIVE YOU HARD DATA ON THAT ON THAT TICKET. THEN CITY COORDINATION. SO AND MOST OF THIS WAS DONE BY OUR GREAT PEOPLE IN CODE ENFORCEMENT. CAPTAIN MARLEY, CAPTAIN MARLEY WORKED VERY HARD WITH PUBLIC WORKS. SHE WENT OUT AND TALKED TO ALL THE SANITATION DRIVERS, GAVE THEM, TRAINED ON HOW TO REPORT IT, CAN REPORT CODE VIOLATIONS IN FRONTLINE, WHICH IS OUR ONLINE REPORTING SYSTEM. YOU CAN DO IT IN THE FIELD FROM YOUR PHONE. YOU CAN DO IT WHEN YOU GET HOME. YOU CAN DO IT WHEREVER YOU ARE. IT'S RELATIVELY EASY TO REPORT IT. AND THE PUBLIC WORKS FOLKS HAVE EMBRACED THAT, AND THEY ARE DOING A LOT OF THAT REPORTING NOW, AND THERE'S A LOT OF COORDINATION THERE. SHE WENT OUT AND TRAINED PARKS AND REC FOR THOSE THOSE FOLKS THAT ARE OUT AND ABOUT AS WELL AS WELL AS MUNICIPAL SERVICES, AND THAT TRAINING WILL CONTINUE TO BE ONGOING AS PEOPLE. CAN'T JUST DO IT ONCE AND BE DONE. THERE'S TURNOVER IN EVERY DEPARTMENT, SO 
          [01:45:03]
IT'LL BE ONGOING. BUT BUT IT HAS BEEN DONE AND IT'S BEEN VERY, VERY SUCCESSFUL. I'LL SHOW YOU THE NUMBERS HERE IN A MINUTE. SO THAT CITY COORDINATION IS TAKING PLACE AND THEN THE STREAMLINED REPORTING PROCESS AGAIN, WE IMPLEMENTED FRONTLINE, WHICH IS OUR ONLINE REPORTING SYSTEM, AND ALL CODE ENFORCEMENT WENT TO FRONTLINE. SO IT CAN BE REPORTED REALLY EASILY. SO IF YOU LOOK AT COMPLAINTS. SO AGAIN THE METRIC FOR SUCCESS WE HAD PROPOSED WAS A 25% INCREASE IN THE NUMBER OF CASES CODE ENFORCEMENT HANDLES. SO IN 2023 THEY HANDLED. THAT NUMBER OF TIMES 2500. SORRY 1520 COMPLAINTS HAD COME IN. THAT'S HOW THEY HANDLED FOR CODE ENFORCEMENT IN 2024 WAS 2872, SO IT HAD AN 86% INCREASE IN THE NUMBER OF COMPLAINTS THEY HANDLED DURING THE YEAR. AGAIN, THAT'S MORE EYES ON THE STREET, MORE COMING IN FROM SANITATION FROM PARKS AND REC, MAKING IT EASIER FOR FOLKS TO REPORT ONLINE. SO I THINK WE HIT THAT 25% BENCHMARK AND THEN SURPASSED THAT BY A GREAT DEAL WITH TICKETS. I CAN'T GIVE YOU ANY HARD DATA ON WHAT THE INCREASE IS. I DON'T KNOW IF WE INCREASE IT BY 10%, BUT THAT'S GOING TO BE A SNAPSHOT OF THE MONTH OF FEBRUARY. SO IN THE MONTH OF FEBRUARY, THERE WERE 31 CODE ENFORCEMENT CITATIONS ISSUED FOR CODE VIOLATIONS. I CAN'T GIVE YOU A HARD NUMBER, BUT MY SENSE IS WE PROBABLY DIDN'T DO 31 A YEAR BEFOREHAND. SO I THINK, AGAIN, THAT 10% INCREASE HAS BEEN HIT. AND THEN AGAIN MULTIPLE TIMES. I JUST CAN'T QUANTIFY THAT. BUT MY SENSE IS THAT WE'VE ACCOMPLISHED THAT IN SIGNIFICANTLY MORE. ANOTHER THING IS I'VE TRIED TO UNDERSTAND BETTER WHAT COUNCIL WANTS WITH CODE ENFORCEMENT. IT WASN'T SOMETHING WE TALKED ABOUT LAST YEAR THAT I REMEMBER, BUT I THINK I WHAT I, WHAT I'M TRYING WHAT I, WHAT I UNDERSTAND FROM WHAT YOU WANT IS, IS WE'VE ALWAYS BEEN RESPONSIVE IN CODE ENFORCEMENT. WE'VE ALWAYS ONLY RESPONDED WHEN THINGS ARE COMPLAINED ON. AND MY SENSE IS YOU WANT MORE THAN THAT. YOU WANT SOME PROACTIVE WORK OR SOME OBVIOUS THINGS OUT THERE. WE OUGHT TO JUST BE ABLE TO GO AND TAKE CARE OF. AND SO WE ARE PIVOTING TO DO MORE OF THAT. SO IN THE MONTH OF FEBRUARY, AT THE END OF ALL THE CODE ENFORCEMENT CASES, THEY WORK, 187 OF THEM WERE BASED OFF OF COMPLAINTS THAT CAME IN FROM CITIZENS OR OTHER CITY EMPLOYEES, AND 89 OF THEM WERE SELF-INITIATED, PROACTIVE CASES THAT WERE INITIATED BY THE CODE ENFORCEMENT OFFICERS THEMSELVES. SO ABOUT 32% OF ALL THE CODE ENFORCEMENT COMPLAINTS THEY HANDLED IN FEBRUARY WERE WERE SELF-INITIATED. SO WE'RE REALLY STRIVING TO BE RESPONSIVE TO WHAT I UNDERSTOOD COUNCIL'S DIRECTION WAS I THINK WE'RE MOVING IN THE RIGHT DIRECTION. I THINK THE DATA SAYS WE'VE WE'VE DONE THAT ALWAYS 100% OPEN TO TRYING TO UNDERSTAND HOW WE CAN DO IT BETTER AND WHAT WHAT THE INTENT IS. AND WE WOULD WANT TO CONTINUE TO IMPROVE ON THAT. BEFORE I MOVE ON TO THE OH NO, I GOT MORE SORRY WHEN I PRACTICED THIS WITH YOU GUYS. SO MORE THINGS FOR CODE ENFORCEMENT. SO THE CITY DOES SPRING CLEANUP, RIGHT? THAT'S DONE BY PUBLIC WORKS. BUT THE CODE ENFORCEMENT FOLKS PARTNER WITH PUBLIC WORKS. 
          THERE'S CERTAIN NEIGHBORHOODS, THEY JUST HAVE MORE PROBLEMS THAN OTHER NEIGHBORHOODS. SO THEY PARTNER WITH PUBLIC WORKS. AND WE'RE ABLE TO DO FOR CLEANUPS SPECIFICALLY TO NEIGHBORHOODS THAT HAVE A LOT OF CODE ENFORCEMENT ISSUES IN PARTNERSHIP WITH THE CLEAN CITY CLEAN AND GREEN PROGRAM. THERE WERE FOUR DONE IN THE SPRING AND THE FOUR DONE IN THE FALL. 
          AGAIN, IT'S STAFFING INTENSIVE TO DO THAT BECAUSE PUBLIC WORKS WANTS WANTS US TO LEAVE A CODE ENFORCEMENT OFFICER WITH THE DUMPSTERS THE ENTIRE TIME. AND I UNDERSTAND THAT. WHY? BECAUSE PEOPLE THROW WEIRD STUFF IN DUMPSTERS TO KIND OF MONITOR THAT. BUT THEY WERE REALLY, REALLY PROACTIVE ABOUT IT AND GOT THEM DONE. A LOT OF PLACES GOT CLEANED UP. ONE OF THE THINGS THAT HAPPENED IS DURING THAT FALL CLEANUP, THEY WERE USING ONE OF THE CITY VACANT LOTS WHERE THE DUMPSTERS WERE. THE LOT ITSELF WAS ALSO A JUNK PILE AND HAD A LOT OF GARBAGE AROUND IT. AND SO ONCE THEY GOT THE NEIGHBORHOOD CLEAN UP DONE, THEY DID PARTNER WITH THE CLICK THAT ICON, CLICK. YOU'RE YOU'RE LOOKING AT THAT, WHICH IS NOT THAT A. HOMELESS RIGHT THERE. 
          I'M SORRY. THERE YOU GO. THERE WE GO. SO THAT LOT THE DUMPSTERS WAS ALSO KIND OF KIND OF TRASH YOU SEE A LOT. SO THE CODE ENFORCEMENT FOLKS GOT AHOLD OF IDOC DEPARTMENT OF CORRECTIONS AND GOT A WORK CREW OUT TO CLEAN UP THE CITY LOT AS WELL. THE GRAFFITI CLEANUP PROJECT. 
          THEY'LL BE WORKING WITH THE CODE ENFORCEMENT BEATS. THEY HAVE FOUR BEATS. THEY CORRESPOND WITH THE FOUR PATROL BEATS. SO THERE'S COORDINATION BETWEEN CODE ENFORCEMENT AND PATROL THE SAME AREAS. AND THEN WE'LL CONTINUE TO TRY TO ENHANCE COMMUNICATION AND PUBLIC EDUCATION. SO THAT'S PRIORITY ONE CODE ENFORCEMENT I'LL MOVE ON TO PRIORITY TWO ANY. YES. 
          THAT WOULD NOT BE A GOOD TIME TO ASK A QUESTION OKAY. SO WHEN PUBLIC WORKS IS OUT AND ABOUT 
          [01:50:07]
AND THIS MIGHT BE A QUESTION MARK FOR ME, ARE THEY LOOKING FOR THINGS SPECIFIC TO PUBLIC WORKS OR ARE THEY LOOKING. AND IT'S LIKE, GOSH, I'VE DRIVEN THIS ROUTE EVERY DAY FOR THE LAST TWO WEEKS WITH GARBAGE JUST KEEPS COMING OUT. IT'S NOT LIKE SANITATION GARBAGE, BUT JUST FURNITURE. I MEAN, ARE THEY LOOKING BROADLY? YEAH, BROADLY. SO IT'S BOTH BECAUSE THEY'RE SOMETIMES THEY WERE COMPLAINING THEY COULDN'T GET THROUGH THE ALLEYS. YOU KNOW, THEY'RE DRIVING AND THEY'RE TRYING TO DO THOSE THINGS WHERE THEY COULDN'T MOVE THROUGH OR THEY NOTICED, LIKE ONE HOUSE IS PARTICULARLY TERRIBLE. WHAT WE CAN'T SEE IS CODE ENFORCEMENT IS INTO THE BACKYARD. AND SO THEY'RE ABLE TO SEE THAT. SO WE'VE GOTTEN A FEW REPORTS LIKE THAT OKAY. AND THEN THE OTHER ONE AND I'M GLAD YOU BROUGHT IT UP, IS LIKE OUR OWN CITY LOT. ONE OF THE BIG CONCERNS THAT I KNOW WE HAD WITH COUNCIL PRIORITIES IS THAT WE'VE BEEN TOLD, LIKE THE CITY IS ITS WORST OFFENDER, AND MAYBE THEY WOULDN'T BE TURNING IN LIKE THERE WOULDN'T BE A REASON TO SAY, OH, THIS, THIS LOT IS FULL OF WEEDS OR THIS RAILROAD OR THIS RIGHT OF WAY. DO WE HAVE A SENSE OF WHAT WAS OR WERE OUR OWN OFFENDERS? WE DO. WE OFTEN GET COMPLAINTS, AND THEN WE LOOK UP THE PART WHERE OUR CODE ENFORCEMENT OFFICERS LOOK UP THE PROPERTY, AND THEN WHEN THEY SEE IT'S OWNED BY THE CITY, I'VE MET WITH ALL OF THE DIVISIONS NOW, AND WE HAVE A PROCESS IN PLACE TO SOLVE THOSE ISSUES NOW. THANK YOU VERY MUCH. SO AGAIN, WITH WITH CODE ENFORCEMENT, I THINK WE'RE MOVING IN THE RIGHT DIRECTION. I BELIEVE THE CODE ENFORCEMENT OFFICERS ARE DOING A PHENOMENAL JOB. I KNOW CAPTAIN MARVEL IS DOING A GREAT JOB AND I WANT TO BE RESPONSIVE. AND IF THERE'S SOMETHING ELSE THAT I DON'T UNDERSTAND, I'M TOTALLY OPEN TO ANY, ANY DIRECTION OR ADDITIONAL THINGS YOU'D LIKE US TO DO. I DO BELIEVE IN THE COMING YEAR, THE PRIORITY INCLUDED DEVELOPING MESSAGING TO MAKE THE COMMUNITY MORE AWARE OF THE CITY STANDARDS. THAT'S AN INTERESTING ONE, BECAUSE THEN YOU MIGHT GET MORE PEOPLE, MORE EYES ON THE PROBLEM, MORE REPORTING. BUT IT'S SOMETHING THAT WE WANT TO DO. I THINK, WITH EDUCATION IN MIND. SO AND THERE'S TWO WAYS THAT WE'RE WE'RE WANTING TO ACCOMPLISH THAT. AND THAT'S THAT LAST BULLET POINT IS ENHANCED COMMUNICATION AND PUBLIC EDUCATION, BOTH THE DIRECTED EDUCATION. SO SOME TYPE OF HANDOUT FLIER THAT WE CAN GIVE DIRECTLY TO FOLKS THAT MAY BE OFFENDING OR PEOPLE THAT THAT ARE COMPLAINING ABOUT STUFF, SAY HERE'S, HERE'S WHAT, WHAT THE STANDARD IS. THAT WOULD BE DIRECT TO PEOPLE, I'M GOING TO CALL IT IN THE SYSTEM. AND THEN THE GENERAL TYPE OF COMMUNICATION, WHICH IS MORE SOCIAL MEDIA, FACEBOOK, STUFF LIKE THAT, MORE GENERALLY TO THE ENTIRE POPULATION. SO THERE'S AN ASPIRATION, A GOAL TO DO MORE OF BOTH OF THOSE COMING HERE. THANK YOU. ALL RIGHT. COUNCIL PRIORITY NUMBER TWO. THAT WAS COMMUNITY POLICING. THIS WAS REALLY, AS I UNDERSTOOD IT HAD TO DO WITH THE IACP AUDIT. AND THEY'RE TALKING ABOUT STAFFING NEEDS, ESPECIALLY THAT CONCEPT OF AVAILABLE TIME. AND AVAILABLE TIME IS WHEN ALL THAT PROACTIVE POLICING, THE RELATIONSHIPS AND THINGS LIKE THAT CAN HAPPEN. SORRY, I HIT MY WATCH RIGHT. SO THAT'S WHAT WE'VE BEEN WORKING ON. WE DID AGAIN PRESENT A FIVE YEAR PLAN LAST YEAR TO TRY TO ADD OFFICERS TO WORK ON THIS THIS PRIORITY. THE AUDIT RECOMMENDED A GOAL OF 33% OF AVAILABLE TIME. WHEN WE LOOK AT 2024, WE START. WE LOVE STAFF AT THE POLICE DEPARTMENT. 
          WE STAFF EVERY POLICE OFFICER EVERY SECOND THAT THEY'RE WORKING. THEY'RE TIED TO A RADIO. THEY CALL IT EVERYTHING THEY DO. SO WE STAT EVERYTHING THEY DO. AND CAPTAIN MARVEL HAS DONE A PHENOMENAL JOB ABOUT HELPING THEM CALL OUT WHEN THEY SHOULD BE CALLED OUT, BE ATTACHED TO A CALL WHEN IT SHOULD BE ATTACHED TO A CALL. AND SO WE THINK WE HAVE A GOOD SENSE OF WHEN PEOPLE ARE AVAILABLE. THE AVERAGE OVER 2024 WAS ABOUT 20% OF AVAILABLE TIME. 
          AND I'M GOING TO GO OVER SOME DATA HERE IN A MINUTE TO TELL YOU KIND OF WHAT THE FRUITS OF THAT ADDITIONAL AVAILABLE TIME ARE. BUT ONE OF THE THINGS THAT I WANT TO POINT OUT WITH THAT INCREASE IN AVAILABLE TIME THAT SUBSIDIZED BY OVERTIME TO A GREAT EXTENT, THAT'S NOT JUST OUR CORE SET OF OFFICERS OUT THERE WORKING. WE HAVE TO BACKFILL ON OVERTIME SIGNIFICANTLY TO BE ABLE TO KEEP THAT UP. SO THAT IS SUBSIDIZED WITH OVERTIME. WE DON'T HAVE ENOUGH OFFICERS TO REACH THAT GOAL. JUST ON THE ON THE SET WE HAVE. SO THAT FIVE YEAR PLAN THAT WE SET FORTH LAST YEAR, WHICH WAS TWO OFFICERS PER YEAR, PLUS A SIX OFFICER COPS GRANT, IS STILL THE PLAN THAT WE'LL LOOK AT FOR THIS, THIS PARTICULAR PRIORITY. SO THE DATA SO IN 2024 TRAFFIC STOPS WHICH IS SELF-INITIATED POLICE OFFICER ACTIVITY WAS UP 32%. THEN DRUG CASES AGAIN THIS IS A SELF-INITIATED ACTIVITY THAT WAS UP 23%. SO AS I AS I WAS 
          [01:55:05]
SPEAKING TO MY LIAISONS EARLIER TODAY, IF YOU SEE AVAILABLE TIME, GET UP TO 30%. BUT WHAT THAT MEANS IS WE'RE SPENDING MORE TIME SITTING IN OUR CARS DOOR TO DOOR, TALKING ABOUT WORLD POLITICS OR STUFF LIKE THAT. THAT'S NOT REALLY WHAT WE'RE WHAT WE'RE GOING FOR. WHAT WE'RE GOING FOR IS PROACTIVE POLICE WORK AND RELATIONSHIP BUILDING THE COMMUNITY. SO AS AS THAT AVAILABLE TIME GOES UP, YOU WANT THE TRAFFIC STOPS TO INCREASE THE NUMBER OF THINGS THAT THEY DO TO ENGAGE WITH THE PUBLIC INCREASE AS WELL. AND WE HAVE SEEN THAT TAKE PLACE. SO 32% IS A PRETTY, PRETTY GOOD INCREASE IN TRAFFIC STOPS. I'VE BEEN APPROACHED BY A LOT OF PEOPLE, CITY COUNCIL MEMBERS, TO SAY, HEY, I SAW A POLICE OFFICER DOING TRAFFIC ON THIS STREET. I SAW SOMEONE GOING IN THIS STREET. I'VE BEEN APPROACHED BY A LOT OF COMMUNITY MEMBERS SAYING THE SAME THING. SO BOTH THE DATA AND ANECDOTALLY I THINK THEY'RE DOING THAT. I THINK WE CAN CONTINUE TO MOVE TOWARDS THAT 33% AVAILABLE TIME. BUT AS THEY DO MORE TRAFFIC STOPS, THAT TAKES AWAY FROM THAT AVAILABLE TIME. SO IT CAN BE A LITTLE BIT OF A FLOATING NUMBER, BUT WE'RE MOVING IN THE ABSOLUTE CORRECT DIRECTION. AND AT THE SAME THING WITH THOSE AVAILABLE TIMES WITH THE DRUG CASES, SOME OF THE THINGS WE'RE SEEING AS A RESULT, VIOLENT CRIME. I THINK I'VE SPENT YEARS TELLING YOU VIOLENT CRIME IS UP. I KNOW I SPENT YEARS TELLING YOU THAT WE NOW HAVE A SIX MONTH PATTERN OF VIOLENT CRIME GOING DOWN. IT'S GONE DOWN EVERY MONTH FOR THE LAST SIX MONTHS. YOUR DATE RIGHT NOW WE'RE DOWN ABOUT 13%. AND SO THAT'S ONE OF THE THINGS THAT WE THAT WE SEE BENEFITING US FROM ALL OF THIS EXTRA WORK. SO THE THINGS WE'RE DOING ARE NEIGHBORHOOD POLICE OFFICERS. RIGHT NOW WE HAVE TWO NEIGHBORHOOD POLICE OFFICERS. WE WOULD ANTICIPATE ADDING THOSE WITH THE COPS. GRANT, YOU KNOW, ONE OF THE NEIGHBORHOOD POLICE OFFICERS IS PRIMARILY RESPONSIBLE FOR DOWNTOWN. THE OTHER ONE HAS SOME OF THE NUMBER OF OTHER STREETS AREAS. THERE WAS A HOUSE IN THAT NUMBER, GLOVER STREET AREA, WHERE THE RESIDENTS THERE HAD HAD A NEIGHBOR FOR A LONG TIME, HAD LOTS OF DRUG ACTIVITY, HAD THINGS GOING ON. IT REALLY AFFECTED QUALITY OF LIFE FOR THEM. IT WAS REALLY A MAJOR DEAL FOR THOSE NEIGHBORS, THEY THEY SAW THEIR NEIGHBORHOOD POLICE OFFICER, THEY START TALKING TO THEM. THE NEIGHBOR TALKED TO THE OFFICER. THE OFFICER GOT THE INFORMATION, WATCHED THE HOUSE A LITTLE BIT, MADE A FEW TRAFFIC STOPS, GOT SOME OTHER INFORMATION AND UPRIGHT THE SEARCH WARRANT. THE SEARCH WARRANT THEY SEE THEY SEIZED A LARGE AMOUNT OF DRUGS, A LARGE AMOUNT OF CASH, GUNS, A WHOLE BUNCH OF STUFF. LOTS OF PEOPLE WENT TO JAIL. THAT WAS A DIRECT RESULT OF THAT. THAT NEIGHBORHOOD POLICE OFFICER BEING OUT WITH THEM IN THE DOWNTOWN AREA, THE YOU KNOW, I WAS OUT WORKING WITH THEM A WHILE BACK, AND WE WERE DOWNTOWN PATROLLING. RIGHT. WE KIND OF BY FORD'S BAR, WHICH SEEMS TO BE EVERYONE WANTS TO TALK ABOUT THAT. WE STOPPED THERE. I GOT OUT OF THE CAR. THERE WAS A GROUP OF ABOUT FOUR PEOPLE WALKING DOWN ONE SIDE OF THE STREET. THEY SAW US. THEY IMMEDIATELY STOPPED WALKING AND STARTED HEADING TOWARDS US. AND SO I'M LIKE, OH, THEY'RE COMING TO GET ME, AND THEY'RE GOING TO TRY TO PUT ME IN A GARBAGE CAN AND DO WHATEVER THEY DO. BUT THEY HAD GREAT BIG SMILES ON THEIR FACE, AND THEY ASKED ME FOR A STICKER, AND I WAS LIKE, BECAUSE I TAKE STICKERS, I USUALLY HAND THEM OUT TO THE LITTLE KIDS. BUT I WAS UNPREPARED FOR BEING STICKERS FOR THE ADULTS WHO MAY OR MAY NOT HAVE BEEN A LITTLE BIT INTOXICATED. THE NEIGHBORHOOD POLICE OFFICER CAME OUT AND SAID, I GOT HIM, AND HE STARTED PASSING OUT STICKERS. AND BY THE END OF THE NIGHT, YOU KNOW, THERE WERE POLICE OFFICERS DOWN THERE, BUT PRETTY MUCH EVERYONE WALKING AROUND WEARING AN IFP STICKER BADGE AND HAD BEEN DEPUTIZED TO HELP US OUT. SO THERE'S A GREAT PRESENCE DOWN THERE. WE'VE SEEN IN THE NUMBERS THAT THINGS GOING IN THE RIGHT DIRECTION DURING OUR AWARD CEREMONY. IF YOU WERE AT THE AWARDS CEREMONY BY THE END OF THAT CEREMONY, I WAS REALLY TIRED AND I JUST WANTED TO GO HOME. I WAS HELPING SWEEP UP AND THROW GARBAGE AWAY, AND ONE OF THE PEOPLE WHO WAS THERE TO HELP PUT ON THE CEREMONY ALSO WORKS FOR THE CELT, I PRONOUNCED, I DON'T KNOW HOW YOU PRONOUNCE IT CELT. I'VE HEARD IT BOTH WAYS. 
          ANYWAY, ONE OF THE MANAGERS FOR THE CELT WAS THERE AND SO SHE SAYS, HEY CHIEF, CAN I TALK TO YOU? I WAS LIKE, NO, YOU CAN'T, I'M GOING HOME. I CAN'T HANDLE ANOTHER COMPLAINT. AND SO SHE GRABBED ME AND SAID, HEY, I JUST WANTED TO TELL YOU THE NEIGHBORHOOD POLICE OFFICER, DOWNTOWN OFFICER IS DOING GREAT. AT THE END OF MY BUSINESS, I TALKED TO ME. WE SEE THEM THERE ALL THE TIME. AND I WAS LIKE, YEAH, YOU CAN TALK TO ME FOR ANOTHER 20 MINUTES. I DON'T THIS IS WHAT YOU WANT TO TALK ABOUT. SO BOTH WITH THE DATA AND ANECDOTALLY, I THINK THAT PROGRAM IS WORKING, WORKING REALLY, REALLY WELL. GEOGRAPHIC POLICING IS IN THE EARLY STAGES, BUT IT'S REALLY PROMISING. THERE WAS A NEIGHBOR HOOD THAT HAD NEIGHBORS THAT JUST WERE NOT GETTING ALONG, AND IT CAUSED A LOT OF CALLS FOR SERVICE. THE BEAT OFFICER SAW THAT AND PUT ON A LITTLE MINI NEIGHBORHOOD MEETING, KIND OF A MINI TOWN HALL, YOU KNOW, VERY, VERY MINOR 
          [02:00:03]
JUST FOR THIS ONE LITTLE SPECIFIC NEIGHBORHOOD. ONE OF THE PEOPLE WHO LIVED IN THE HOUSE THAT EVERYONE WAS COMPLAINING ABOUT WAS LIKE, I HAD NO IDEA OUR HOUSE WAS CAUSING SO MANY PROBLEMS. INSTEAD OF GOING OUT AND THEY TALKED ABOUT IT, THE NEIGHBORS TALKED AND THEY WERE ABLE TO RESOLVE THEIR ISSUES, AND THEIR CALLS FOR SERVICE HAVE BEEN SIGNIFICANTLY REDUCED. SO WE'RE LOOKING AT PROBLEMS TO FIX PROBLEMS. AND THAT'S AND THAT'S GOING GOING REALLY WELL RIGHT NOW. SO RECAP FOR NEIGHBORHOOD FOR COMMUNITY POLICING. THE DATA SHOWS REALLY GOOD PROGRESS. AVAILABLE. TIME IS UP. THE WORK VOLUME OF THE OFFICERS IS UP. 
          CRIME RATES ARE GOING DOWN AGAIN CURRENTLY BEING SUPPLEMENTED WITH OVERTIME. AND WHEN YOU NEED ADDITIONAL OFFICERS TO REACH THE COMMUNITY POLICING GOALS. DEPARTMENT OVERVIEW FOR THE WHOLE DEPARTMENT. SO WE HAVE 154 FULL TIME EMPLOYEES, 103 OF THEM ARE SWORN OFFICERS. OF THAT 103 SWORN OFFICERS, WE HAVE ONE CHIEF, ONE DEPUTY CHIEF, THREE CAPTAINS, SIX LIEUTENANTS, 12 SERGEANTS AND 80 POLICE OFFICERS. THEN THERE'S 51 PROFESSIONAL STAFF THAT INCLUDES DISPATCH, ANIMAL SERVICES RECORDS AND THE PROFESSIONAL STAFF THAT THAT DOES THE WORK THAT WE DO. WE'RE DIVIDED INTO THREE MAIN BUREAUS. AND SO FOR THE NEXT PART, WE'RE GOING TO BREAK THOSE THREE MAIN BUREAUS DOWN AND TALK ABOUT THEM. AND THEN WE ALSO CARVED OUT ANIMAL SERVICES AND THE DISPATCH CENTER AS THEIR STANDALONE TOPICS. SO THOSE WILL BE THE FIVE TOPICS THAT WE COVER FROM THERE. ANY QUESTIONS ON ANY OF THAT BEFORE I HAND IT OFF TO CAPTAIN MARK, I JUST WANT TO MAKE SURE COMMUNITY POLICING IS A BIG CATEGORY THAT THIS COUNCIL HAS EMBRACED VOCABULARY WISE. AND NOW I'M SEEING THE TERM GEOGRAPHIC POLICING. SO IN THE WAY THAT IT'S BEEN PRESENTED, LET ME JUST SEE IF I'M RIGHT. GEOGRAPHIC POLICING IS A SUBSET OF COMMUNITY POLICING THAT REFERS TO HOW YOU RENAMED BEATS. CORRECT? OKAY. SO IF YOU GO BACK TO, TO SIR ROBERT BOBBY PEEL, THE METROPOLITAN POLICE ACT, WHERE THE WAY WE DO POLICING WAS REALLY INVENTED THERE. THE IDEA WAS THAT POLICE OFFICERS WOULD BE ATTACHED TO NEIGHBORHOODS. 
          AND I CAN'T GIVE YOU THE LITTLE EXAMPLE, EVERY TIME YOU SEE IN THE NEWS, YOU HAVE MAJOR RIOTS ALL OVER THE COUNTRY BECAUSE POLICING HAS GONE WRONG IN SOME WAY. IT'S BECAUSE WE FAIL TO REMEMBER THE LESSON OF PEOPLE DO NOT LIKE ANY SORT OF OCCUPYING FORCE TO JUST COME IN AND RESTORE ORDER AND LEAVE. THEY DON'T LIKE THAT. IT DIDN'T WORK IN THE 1830S. IT DIDN'T WORK IN THE 1930S. IT WON'T WORK IN THE 2030S. WHAT PEOPLE WANT IS SOMEONE THAT IS THERE AND THEY'RE CONSTANTLY THAT THEY CAN UNDERSTAND AND KNOW. THEY DON'T LIKE TO BE OCCUPIED. THEY LIKE TO BE WORKED WITH, WHICH IS THE ESSENCE OF COMMUNITY POLICING. GEOGRAPHIC POLICING IS PART AND PARCEL OF COMMUNITY POLICING. BEFORE I HAND IT TO CAPTAIN MARLEY, THOUGH, I'LL JUST RUN THROUGH A COUPLE OF BENCHMARKS BECAUSE THESE QUESTIONS COME UP. HOW DO WE HOW DO WE PUT PEOPLE IN THE DIFFERENT LOCATIONS WHERE THEY'RE AT? FOR PATROL? THERE WAS A STUDY DONE TO SEE WHAT THE AVERAGE AMERICAN AGENCY HAD OF THEIR ASSIGNED FOLKS INTO PATROL, AND THE AVERAGE AMERICAN AGENCY HAS 56% OF THEIR SWORN ASSETS IN PATROL. THERE WAS A STUDY DONE BY A REALLY SMART GUY WHO WAS MUCH SMARTER THAN ME, THAT HAS A PHD BEFORE HIS NAME, AND THEY CALL HIM DOCTOR. AND HE DID A FULL ACADEMIC STUDY, AND THE RECOMMENDATION WAS 60%. AND SO MOST DEPARTMENTS STRIVE TO GET TO 60, BUT 56% IS THE AVERAGE, DEPENDING ON HOW YOU BREAK IT DOWN. WE'RE BETWEEN 70 AND 76% OF OUR ASSETS ARE PATROL. SO WE'RE ABOVE THE AVERAGE FOR PUTTING FOLKS IN CONTROL. AT THE SAME TIME, WE ALSO BEAT THE AVERAGE FOR INVESTIGATIONS FOR, FOR. WHERE IT WAS BENCHMARKED FROM THE AVERAGE POLICE DEPARTMENT. WHAT I SEE SAID IS THE WAY WE'RE ABLE TO DO THAT IS WE HAVE A SMALLER COMMAND STAFF THAN YOUR AVERAGE POLICE DEPARTMENT. AND THEN THE IDEA ABOUT THE RATIO BETWEEN A SERGEANTS AND OFFICERS IS ANOTHER ONE THAT COMES UP QUITE A BIT. AGAIN, WHEN YOU'RE DECIDING HOW MANY SERGEANTS YOU WANT, THERE'S A COUPLE OF FACTORS YOU LOOK AT. ONE IS WE HAVE TO HAVE 24 HOUR COVERAGE OF SERGEANTS IN THE FIELD, SO WE HAVE TO HAVE ENOUGH THAT WE CAN COVER A 24 HOUR CLOCK. AND THEN THE HISPANIC CONTROL, WE'RE REALLY COMPLEX OPERATIONS. LIKE IF YOU'RE IF YOU'RE TALKING ABOUT THE MILITARY, YOU'RE TALKING ABOUT A FIRE TEAM IN THE MILITARY, THEY LIKE ONE SUPERVISOR FOR FOUR OPERATORS IS KIND OF SPAN OF CONTROL. THEY'RE LOOKING AT VERY COMPLEX SITUATIONS WHERE YOUR OPERATIONAL IN THE FIELD. WE TEND TO BE MORE OPERATIONAL IN THE FIELD AS OPPOSED TO ALL BE SITTING IN THE OFFICE. SO WE WOULD LEAN TOWARDS CLOSE TO THAT 1 TO 4. ON AVERAGE. WE'RE LOOKING AT ABOUT 1.61 TO 8, THOSE OF PRACTICALITY. IF YOU HAVE HIGHER THAN ONE DAY, YOU'RE REALLY ASKING FOR TROUBLE. AND WE'RE AT 1 TO 7 IN PATROL, WHICH AGAIN, IS RIGHT IN THERE WITH THE BENCHMARKS WHERE YOU WANT TO BE. AND OUR INVESTIGATION IS 1 TO 9, WHICH IS A LITTLE HIGH. 
          [02:05:05]
AND WE WOULD LOOKED AT AS SERGEANT DARREN AS THE YEARS COME, BUT BOTH BY NATIONAL BENCHMARKS AND RECOMMENDATIONS, WE HAVE THE PROPER ALLOCATION OF PEOPLE AT THE RIGHT PLACE AND THE PROPER ALLOCATION OF SUPERVISORY PERSONNEL TO OFFICERS. AND THEN REVENUE. SO REALLY, I WANT TO BE CAREFUL HOW I SAY THIS. REVENUE IS REALLY, REALLY IMPORTANT. POLICE DEPARTMENT, BY DEFINITION, IS A GENERAL FUND DEPARTMENT THAT YOU AREN'T GOING TO BE ABLE TO PAY FOR. OTHERWISE. HAVING SAID THAT, I KNOW THAT REVENUE IS REALLY, REALLY IMPORTANT. SO IF YOU LOOK AT THE GROWTH IN REVENUE GOING BACK TO THE 26 2017 BUDGET, WE HAD $695,000 IN REVENUE THAT WE GOT OUT OF THE POLICE DEPARTMENT, AND OUR CURRENT BUDGET IS 2,954,000 PLUS. IT'S ABOUT A 324% INCREASE IN REVENUE OVER THE LAST 4 OR 5, SIX YEARS. BUT THAT'S NOT AN INCREASE OF FEES FOR SERVICES. THAT'S AN INCREASE IN COST SHARING. THAT INCLUDES OUR AGREEMENT WITH THE COUNTY FOR THE DISPATCH CENTER, WHICH IS 1.1 MILLION. IT INCLUDES THE COST RECOVERY FOR POLICE OFFICERS IN THE SCHOOL DISTRICT, WHICH IS 500,000, ABOUT 540,000. 
          IT INCLUDES THE ICAP POSITION, WHICH IS THE INTERNET CRIMES AGAINST CHILDREN, WHICH IS PAID FOR BY THE STATE, AND THEN SOME GRANTS. WE HAVE TO PAY FOR THE VICTIM ADVOCATE AND THEN THE OPIOID SETTLEMENT MONEY WHICH PAYS FOR THE SOCIAL WORKER. SO THAT'S WHERE THE VAST MAJORITY OF OUR REVENUES COME FROM. OCCASIONALLY IT'S LIKE, WELL, IF YOU WRITE ENOUGH TICKETS, YOU COULD ADD ANOTHER OFFICER. AND I WOULD ALWAYS SAY THAT THAT'S A REALLY BAD WAY TO LOOK AT IT. 
          AND IT'S IT WOULD BE UNETHICAL IN MY PROFESSION TO LOOK AT IT THAT WAY, BECAUSE THE REASON WE WRITE TICKETS IS NOT TO CREATE REVENUE TO BENEFIT OURSELVES. WE WRITE TICKETS BECAUSE IT NEEDS TO BE DONE FOR PUBLIC SAFETY. IN FACT, THE TICKET REVENUE DOES NOT COME BACK TO THE POLICE DEPARTMENT. IT GOES BACK TO GENERAL FUND GIVEN TO A DIFFERENT DEPARTMENT. SO WE'LL TALK ABOUT REVENUES THROUGHOUT THE POLICE DEPARTMENT. BUT I JUST WANT TO MAKE THAT POINT THAT WE SEE REVENUE MEANS SOMETHING DIFFERENT TO US THAN A LOT OF OTHER DEPARTMENTS, WITH THE EXCEPTION OF ANIMAL SERVICES. WHEN WE TALK ABOUT ANIMAL SERVICES, THEN WE TALK ABOUT FEES FOR SERVICES, AND THAT REVENUE SHOULD COVER COSTS. AND WE DO TALK ABOUT ALL THE THINGS WE TALK ABOUT THE OTHER DEPARTMENTS IN THE IN ANIMAL SERVICES, THE ADMINISTRATIVE BUDGETS. THAT'S ME AND A COUPLE OTHER PEOPLE. THAT'S FIVE OF US. THE LION'S SHARE OF THAT COST IS THE BUILDING, THE BUILDINGS $2.7 MILLION COST IS IN MY LINE. THEN THERE'S FIVE EMPLOYEES IN THE IN THE CHIEF'S OFFICE. ME, THE DEPUTY CHIEF EXECUTIVE ASSISTANT, PIO AND CRIME ANALYST. AND WE ARE AT 23% OF OUR BUDGET WITH, I GUESS, 43% OF THE YEAR HONORS RIGHT NOW. AND JUST IN CASE, I THINK, ALL RIGHT, THE PATROL BUREAU, PROBABLY MY FAVORITE BUREAU, I'VE WORKED IN LOTS OF THEM. AND I'M HAPPY TO BE THE CAPTAIN OF THE PATROL BUREAU AND NOT THEIR BUREAU. SO WE HAVE PATROL OFFICERS, OUR K-9 UNIT, OUR TRAFFIC UNIT, OUR NEIGHBORHOOD PATROL UNIT, ANIMAL CONTROL AND CODE ENFORCEMENT. SO THE PATROL OFFICERS ARE THE ONES THAT YOU SEE OUT THERE, FRONTLINE RESPONDING TO THE EMERGENCIES. AND WE'LL TALK ABOUT ALL OF THE OTHER ASPECTS OF IT. SO IN THE PATROL BUREAU, THERE ARE 85 FULL TIME EMPLOYEES BROKEN DOWN BY 74 SWORN OFFICERS, EIGHT ANIMAL SERVICES OFFICERS, FOUR CODE ENFORCEMENT AND THREE PART TIME EMPLOYEES. THERE'S A CAPTAIN. I GET TO HAVE TWO PART TIME ADMINISTRATIVE ASSISTANTS, WHICH IS EXTREMELY HELPFUL WITH EVERYTHING THAT WE HAVE GOING ON WITH THAT MANY EMPLOYEES, AS YOU CAN SEE. AND THE THREE LIEUTENANTS AND THEN ANIMAL SERVICES, WE'LL TALK A LITTLE BIT MORE ABOUT THEM LATER. OUR NINE SERGEANTS, ONE OF THOSE SERGEANTS IS AT THE AIRPORT. 
          EIGHT OF THEM ARE COVERING PATROL SHIPS AND TALK ABOUT THEIR DUTIES. WE HAVE CURRENTLY 45 POSITIONS FOR JUST PATROL. SO THAT'S JUST THE SHIFT PATROL OFFICERS WHO ARE OUT THERE TAKING CALLS AND RESPONDING TO EMERGENCIES AS THEIR PRIMARY DUTY. AND THERE'S 38 OPERATIONAL, FOUR AND SOME FORM OF TRAINING, AND THREE HAVE WE HAVE THREE OPENINGS WHICH IF YOU FOLLOW POLICING TRENDS, THAT'S PRETTY MIRACULOUS FOR IDAHO FALLS. THAT SAYS A LOT ABOUT OUR CITY, OUR POLICE DEPARTMENT AND OUR HIRING PRACTICES HAVE CHANGED A LOT TOO. SO THEN WE HAVE THE ONE AIRPORT OFFICER, A COUPLE OF NEIGHBORHOOD PATROL OFFICERS, TRAFFIC OFFICERS AND SCHOOL RESOURCE OFFICERS, ONE PART TIME AND ONE PART TIME OFFICER. SO IF YOU LOOK AT ALL OF THE DUTIES, I HAVE, THOSE THREE LIEUTENANTS WHO HAVE ALL OF THOSE RESPONSIBILITIES, THEY HAVE TO SUPERVISE THEIR TEAMS OF SERGEANTS, THE AIRPORT RESPONSIBLE FOR ONLINE REPORTING, MAKING SURE THAT'S GOING WELL, NEIGHBORHOOD PATROL SUPERVISOR, ONE OF THEM 
          [02:10:03]
SUPERVISES OUR VOLUNTEERS. WE HAVE EIGHT CITIZEN'S WATCH PERSONNEL RIGHT NOW. CHILD PROTECTION REFERRALS. I DON'T KNOW IF YOU'RE AWARE OF THIS. THE STATE OF IDAHO SENDS ALL CHILD PROTECTION REFERRALS THAT HAPPEN IN THE CITY OF IDAHO FALLS OR BONNEVILLE COUNTY. AND THEY SPLIT THOSE UP. THEY SPLIT THEM UP BY COUNTY AND CITY THROUGHOUT THE STATE. BUT THEY SEND ALL OF THOSE TO ONE PRIMARY EMAIL. AND THEN OUR ONE OF OUR LIEUTENANTS REVIEWS THOSE AND DECIDES AND DETERMINES WHAT STILL NEEDS TO BE INVESTIGATED OR WORK WITH CHILD PROTECTIVE SERVICES TO WORK THROUGH THOSE FIELD TRAINING PROGRAM, OUR SECONDARY EMPLOYMENT PROGRAM. A LOT OF TIMES FOR ONE OF OUR BIGGEST SECONDARY EMPLOYER IS THE MOUNTAIN AMERICA CENTER. SO THEY WORK WITH US TO EMPLOY AND WE HAVE AN OFF DUTY MANAGEMENT SYSTEM THAT THEY REQUEST OFFICERS AND THEY PAY THE OFFICER DIRECTLY. AND WE MANAGE THAT WITH THE COMPENSATION A LITTLE BIT TO THE CITY FOR OUR USE OF VEHICLE AND EQUIPMENT, THINGS LIKE THAT. SO THAT HAS TO BE OVERSEEN BY THE LIEUTENANTS, THE TRAFFIC PROGRAM, SPECIAL EVENTS TO INCLUDE THE ENTIRE OPS PLAN FOR THE 4TH OF JULY. YOU GUYS ARE FAMILIAR WITH THAT DAY. THEY ALSO HAVE TO REVIEW PURSUITS AND ANY INCIDENTS OF USE OF FORCE OR ANYTHING THAT GOES TO THE LIEUTENANT LEVEL ON ON THOSE THINGS, THEN COMES TO ME AND CITIZEN RIDE ALONGS. THEY REVIEW ALL OF THOSE AND APPROVE THOSE AS WELL. YOU KNOW, THE SERGEANTS AGAIN, WE HAVE THE EIGHT PATROL SERGEANTS, BUT A LOT OF THE THINGS THAT THEY DO WILL SUPERVISE THEIR PATROL TEAMS, MAKE SURE THE SCHEDULING IS CORRECT FOR EACH OF THEM, REVIEW AND APPROVE ALL OF THE PATROL OFFICERS REPORTS, MAKING SURE REPORTS ARE GETTING DONE IN A TIMELY MANNER AND ALL THE PAPERWORK IS GETTING DONE. THEY SUPERVISE AND REVIEW OUR FIELD TRAINING PROGRAM AGAIN. THEY START THE PURSUIT REVIEW AND THOSE USE OF FORCE REVIEWS GO TO LIEUTENANT AND THEN AGAIN ON TO ME AS THE CAPTAIN. I SEE ALL OF THE PURSUIT REVIEWS AND USE OF FORCES. HERMAN, IF THERE'S ANYTHING ELSE THAT NEEDS TO BE DONE WITH THOSE, FURTHER REVIEW FROM OUR FROM OUR PERSPECTIVE, THEY FIELD A LOT OF CITIZEN COMPLAINTS. SAME WITH THE LIEUTENANTS. THEY DO THAT AS WELL. SUPERVISION OF OUR K-9 PROGRAM. ONE OF OUR SERGEANTS IS SOLELY THE SUPERVISION OF THE K9 PROGRAM. HE'S THE K9 COORDINATOR SERGEANT. AND BUT HE ALSO COVERS A PATROL SHIFT AS WELL. SO THEY HAVE MULTIPLE DUTIES WITHIN THEIR DUTIES AS A SERGEANT. AND AGAIN, THOSE 61 PATROL OFFICERS, WE HAVE 45. AND THEN THEY'RE BROKEN DOWN IN THAT WAY. SO WE HAVE FOUR TRAFFIC, TWO NEIGHBORHOOD PATROL OFFICERS, ONE OF THE AIRPORT OR FIVE, EXCUSE ME, SROS. AND THEN THE CODE ENFORCEMENT CITIZENS WATCH. 
          AND THEN WE HAVE ONE VOLUNTEER THAT COMES IN AND HELPS US TWO DAYS A WEEK AND SORTS THROUGH OUR ONLINE REPORTING. FOR US, IT'S REALLY HELPFUL. SO HE'S BEEN AWESOME. ALL RIGHT. JUST. 
          GO. OKAY. SO WE'LL TALK ABOUT CODE ENFORCEMENT FIRST. A LOT OF TIMES WHEN THE CHIEF TOUCHED A LOT ON THIS, IF YOU HAVE ANYTHING ELSE WHEN WE'RE DONE JUST ASK ME. BUT THEY PRIMARILY RESPOND TO COMPLAINT GENERATED RESPONSES. AND AS YOU CAN SEE, EVEN THOUGH IT WAS NEEDED IN WORKING WITH THE OTHER DIVISIONS WITHIN THE CITY, IT DID CREATE A LOT MORE COMPLAINTS FOR THEM. SO FELT IMPORTANT TO ME TO MOVE ONE OF OUR AVAILABLE ANIMAL SERVICES FULL TIME EMPLOYEES OVER TO CODE ENFORCEMENT, WHICH SPED UP THE PLAN AND WERE ABLE TO RESPOND TO THOSE A LOT MORE QUICKLY. 
          ORDINANCE VIOLATIONS, GRAFFITI ABATEMENT. YOU SAW PROBABLY IN THE NEWS THAT WE CAUGHT ONE OF OUR MAJOR GRAFFITI OFFENDERS WHO HAD BEEN TAGGING A LOT OF PLACES. ONE OF THE THINGS THAT CODE ENFORCEMENT DID IS THEY WORKED WITH NOT ONLY OUR NEIGHBORHOOD PATROL OFFICERS, BUT THEY ALSO THEY CAME TO THE DIVISION MEETING WITH ME TO TRY TO HELP CATCH THIS. SOME OF OUR WORST OFFENDERS, THEY DOCUMENT THAT GRAFFITI. AND THEN WHEN HE WAS CAUGHT, THEY PUT A SPREADSHEET TOGETHER AND PUT ALL OF THOSE CASES AND INFORMATION TOGETHER FOR THE DETECTIVE THAT'S WORKING THE CASE. SO THEY ARE ABLE TO DETERMINE, I THINK, CAPTAIN, THERE WAS OVER 100 CASES, 60 SOMETHING OVER CITY PROPERTIES. I THINK YOU SAID EARLIER 3535 OTHER VICTIMS. SO THEY WERE ABLE TO WORK TOGETHER AND PUT THAT TOGETHER. IT'S BEEN A BENEFIT. WEEDS, ABANDONED VEHICLES. ONE THING THAT THEY DID ADOPT LAST YEAR WAS THE SIDEWALK AND GUTTER REPAIRS. 
          THAT WAS QUITE A MAJOR EVENT. THEY WORKED WITH STREET DEPARTMENT BECAUSE WHEN THE ROADS GET REDONE, THEN THE CUT, THE GUTTER AND CURBS AND SIDEWALKS, THOSE ALL NEED TO BE REDONE AND THEY HELP TO EXPLAIN TO CITIZENS AND BUSINESSES WHY THEY NEEDED TO DO THEIR TAKE CARE OF THAT. AND SO THAT WAS REALLY A COLLABORATIVE, COLLABORATIVE EFFORT BETWEEN CODE ENFORCEMENT AND THE STREET DEPARTMENT. THEY WORK REALLY HARD ON SOME NEIGHBORHOOD CLEANUPS. A COUPLE OF YEARS IT'S BEEN A COUPLE YEARS AGO, WE MET WITH SANITATION AND STARTED THAT ROLLED OUT WHERE WHERE IN ADDITION TO THE GREEN, THE CLEAN AND GREEN, THEN THEY PICK 
          [02:15:03]
SPECIFIC NEIGHBORHOODS WHERE THEY HAVE THE MOST CONCERNS OR WHERE THEY THINK THEY CAN HELP THE MOST. PEOPLE THAT NEED TO CLEAN UP THEIR THEIR RESIDENCES AND THEY WORK ON THAT. AND SO THEY SET THOSE UP IN DIFFERENT AREAS. AND THEY DO A LOT OF THEY WORK WITH JESSICA CLEMENS, THEY WORK TO PASS OUT FLIERS, AND THEY WORK REALLY HARD TO MAKE SURE THAT EVERYBODY IN THAT NEIGHBORHOOD KNOWS ABOUT IT. THEY TOLD ME A STORY ABOUT SOME SOME GUY BROUGHT HE COULDN'T HE DIDN'T HAVE A TRUCK. AND SO HE KEPT BRINGING THINGS OVER ON A SKATEBOARD, YOU KNOW, SOME OF HIS BIGGER THINGS THAT HE NEEDED TO GET IN THERE. BUT THEY WERE CLOSE ENOUGH NOW BECAUSE OTHERWISE HE WOULDN'T HAVE BEEN ABLE TO GET IT TO THE DUMP. AND SO IT WAS A FUNNY, THEY SENT ME PICTURES OF THE SKATEBOARD AND THEY MADE FRIENDS WITH THAT GUY. IT WAS A GOOD IT'S A GOOD THING THAT THEY DO FOR THOSE FOR THE COMMUNITY. THEY CAN'T ALWAYS GET TO THE DUMP. THEY DO A LOT OF SNOW REMOVAL. THIS YEAR WAS A GOOD SNOW REMOVAL YEAR AND HAVE A LOT OF EXPENSE. BUT THEY'RE AND THEN AGAIN, YOU CAN SEE THAT AS WE START TO TRACK THINGS BETTER, I THINK YOU'LL SEE A LOT MORE PROACTIVE ENFORCEMENT. WE HAVE A REALLY GOOD GROUP OF FOUR HARD WORKING CODE ENFORCEMENT OFFICERS. SO WHEN YOU SAY SNOW REMOVAL, IS THAT GETTING PEOPLE TO SHOVEL THEIR WALKS OR BUSINESSES TO CLEAR THEM OR THAT IS PART OF IT. BUT THEN WHEN I TALK ABOUT IT'S LIKE THE CITY SNOW REMOVAL EVENTS TOO. OH, SO YEAH, CODE. CODE IS PART OF MAKING SURE SIDEWALKS. ARE SHOVELED. AND YEAH, THEY'RE WITH THE A AND B SECTIONS WHEN WE'RE GOING OUT IN THE MORNING. 
          CORRECT. YEAH. AND THEY JUMP IN AND HELP US WITH THE MAJOR SNOW REMOVAL. ARE THERE ANY COUNCIL MEMBERS WHO HAVE NOT DONE A RIDE ALONG FOR THAT SNOW REMOVAL ENFORCEMENT? IF YOU HAVE NOT, I ENCOURAGE YOU TO SIGN UP TO, I GUESS WITH PUBLIC WORKS TO DO THAT BECAUSE YOU SEE DO YOU SEE DEPARTMENTS WORKING TOGETHER AND YOU KIND OF SEE AGAIN A BETTER VIEW OF THE PROBLEM, AND IT'S USUALLY THE FIRST OR SECOND SNOW OF THE SEASON, PROBABLY THE SECOND ONE BECAUSE THE FIRST ONES USUALLY THE, YOU KNOW, NIGHTMARE SHOW. BUT AFTER THAT IT GETS A LITTLE MORE. ANYWAY, SORRY TO INTERRUPT. NO. YOU'RE FINE, PATROL OFFICER. HERE'S OUR HARD WORKING YOUNG MEN AND YOUNG WOMEN. I SAY YOUNG BECAUSE I'M IN THE OLD GROUP NOW. THEY RESPOND TO THOSE EMERGENCIES AND THE NON-EMERGENCY CALLS. THE NON-EMERGENCY CALLS WITHOUT SUSPECTS. THOSE ARE THE ONES THAT ARE GOING TO OUR FRONT LINE, OUR ONLINE REPORTING, WHICH IS CLEARED UP A LOT OF TIME FOR THEM TO SPEND BEING MORE PROACTIVE, FOR THEM TO BE OUT THERE MAKING THE TRAFFIC STOPS THAT I'VE ASKED THEM TO A COUPLE OF YEARS AGO, YOU KNOW, I JUST HAD SAT DOWN WITH ALL THE SUPERVISORS AND WORKED REALLY HARD TO TRY TO MOTIVATE AND TRY TO GET THEM MOTIVATED, THAT IT WAS IMPORTANT TO MAKE OURSELVES VISIBLE. AND AS YOU CAN SEE, THE RESULT OF THOSE, THEY'VE DONE JUST A PHENOMENAL JOB. AND I'VE HEARD A LOT OF COMPLIMENTS AND A LOT OF PEOPLE OUT THERE SAYING, WOW, I'VE NEVER SEEN SO MANY TRAFFIC STOPS AND YOU CAN SEE THE FRUITS OF THAT, I THINK. 
          PUBLIC RELATIONS JESSICA CLEMENTS HEADS UP THE BLUE IN THE SCHOOL. BUT WE HAVE A LOT OF AMAZING OFFICERS. THEY TAKE THAT VERY SERIOUSLY. THEY ARRANGE FOR K-9 DEMONSTRATIONS. THEY SPEND TIME. THEY'LL GO TO THE WHAT IS THAT, THE FIELD DAY AND THEY'LL HAVE RACES WITH THEM. ONE ONE GUY DID A DODGEBALL. DODGEBALL? YEAH. DODGEBALL TOURNAMENT WITH THE KIDS. THEY FIFTH GRADE. IT'S KIND OF EMBARRASSING. THAT SHOULD BE EMBARRASSING. ANYWAY, THEY DO A GREAT JOB OF GETTING OUT PUBLIC RELATIONS TO. SO IT'S REALLY GREAT TO SEE THE LONGER I'VE BEEN A POLICE OFFICER, THE HARDER IT IS FOR ME TO UNDERSTAND. PEOPLE DON'T REALLY UNDERSTAND WHAT POLICING IS ABOUT AND WHAT POLICE OFFICERS DO. AND THE MORE IMPORTANT I FIND THAT IT IS THAT WE SHARE THE JOB. SO AND ANY SPECIALIZED TRAINING AND CERTIFICATIONS THAT GOES INTO JOHN, CAPTAIN MALIS BUREAU, AND HE TAKES CARE OF ALL THOSE INSTRUCTORS FOR US, OUR TRAFFIC ENFORCEMENT. ONE THING THAT'S NEW ABOUT TRAFFIC ARE FOUR OFFICERS THAT DO TRAFFIC ENFORCEMENT THIS YEAR. ONE THING THAT I'VE ASKED THAT THEY DO IS NOT RESPOND TO OUR MINOR TRAFFIC ACCIDENTS. OUR REGULAR PATROL OFFICERS WILL SPAWN, RESPOND TO THE ONES THAT ARE NOT REPORTED ONLINE. THE REASON FOR THAT IS I WANTED TO INCREASE THEIR VISIBILITY AND GET OUT INTO THOSE. TRAFFIC AREAS WHERE WE HAVE A LOT OF ACCIDENTS, WHERE WE HAVE A LOT OF RED LIGHT ISSUES AND HAVE THEM DO A LOT MORE ENFORCEMENT THAN THEY'VE HAD TIME TO DO, BECAUSE AGAIN, THERE'S ONLY FOUR OF THEM. AND SO I SPLIT THEM UP AND DIVIDED THEIR TIME AMONGST SOME OF THE HIGH TRAFFIC TIMES AND AREAS AND SPLIT THEIR SCHEDULE IN THAT WAY SO THEY CAN RESPOND BETTER. THEY ALSO RESPOND TO THE FATALITY CRASHES. ANY SERIOUS INJURY ACCIDENT. YOU REMEMBER THAT THERE WAS A FATALITY OF TWO MOTORCYCLE RIDERS LAST AUGUST THAT THAT WAS IN THE MIDDLE OF THE NIGHT, BUT THEY GET CALLED OUT AND DO THE RECONSTRUCTION WORK ON ALL OF THAT FOR US. SO OUR SCHOOL RESOURCE OFFICERS, LOOK HOW MANY STUDENTS THEY HAVE. WE HAVE FIVE OF THEM. AND I FOUND IT INTERESTING WHEN THEY SENT ME THE NUMBER OF STUDENTS THAT THEY ARE RESPONSIBLE FOR. AND I KNOW THAT EACH OF THEM TAKES THAT JOB VERY SERIOUSLY AND CARES ABOUT THE SAFETY AND SECURITY OF THOSE IDAHO FALLS 
          [02:20:03]
SCHOOLS. THEY WORK TO DETER CRIME. ONE OF THE THINGS THAT I ASKED THEM ALL TO DO THIS YEAR WAS WEAR A UNIFORM BEFORE THEY WERE WEARING, YOU KNOW, LIKE A TRAINING UNIFORM OR SOMETHING THAT I WANTED THEM IN THIS, IN THIS POLICE UNIFORM, THAT THEY'RE EASILY IDENTIFIED AND VISIBLE TO THE PUBLIC AND TO OUR STUDENTS, THAT IF THERE WERE ANY EMERGENCY EVENT THAT HAPPENS, THAT THEY'RE IDENTIFIED, THEY'RE RESPONSIBLE TO COORDINATE ALL THOSE EMERGENCY DRILLS THAT, YOU KNOW, WE GET THE TEXT MESSAGE FOR OUR KIDS. THERE'S GOING TO BE A LOCKDOWN TOMORROW. THEY'RE RESPONSIBLE FOR COORDINATING THAT AND HELPING THAT HAPPEN EVERY YEAR. AND THEY TAKE CARE OF TRAFFIC AND ANY ISSUES WITHIN THEIR SCHOOL BOUNDS AND DISTRICT OR THEIR SCHOOL BOUNDARIES, AND ON THEIR PARKING LOT, THOSE ISSUES WITHIN THOSE SCHOOLS. SO THEY NOT ONLY HAVE THEIR MAIN SCHOOL THAT THEY'RE ASSIGNED TO, BUT THEN THEY HAVE ALL THE OTHER ONES THAT THEY'LL RESPOND TO AS WELL. AND OUR NEIGHBORHOOD PATROL OFFICERS, I DON'T THINK WE COULD HAVE PICKED A COUPLE OF BETTER NEIGHBORHOOD PATROL OFFICERS. EVERYBODY WAS A LITTLE BIT LEERY ABOUT THIS PROGRAM, BUT AS YOU CAN SEE, THIS IS A PHOTO THAT HAD BEEN SENT IN BY A COMMUNITY MEMBER. JESSICA POSTED ON OUR ON OUR IDAHO FALLS PAGE, AND THE COMMENTS ARE PHENOMENAL. THEY DO A GREAT JOB WITH BOTH THE INTERACTION. THEY HAVE A GOOD MIX OF THAT LAW ENFORCEMENT AND ENFORCEMENT SIDE OF IT AND THE PUBLIC. THE PUBLIC AWARENESS AND GETTING TO KNOW THE COMMUNITY AND KNOW WHAT THAT COMMUNITY NEEDS. YOU KNOW, THEY LISTEN TO THE NEIGHBORHOOD THAT SAYS, HEY, THERE'S THE DRUG HOUSE LIKE CHIEF JOHNSON DESCRIBED. AND THEY ALSO SPEND A LOT OF TIME DOWN THERE ON FOOT PATROL AND MAKING SURE THAT THOSE ISSUES AND EVEN THOUGH THEY'RE STANDING RIGHT THERE, SOMETIMES PEOPLE STILL JUST START A FIGHT RIGHT IN FRONT OF THEM. SO THEY'LL JUST JUMP RIGHT IN THERE AND TAKE CARE OF IT. SO THE RESPONSE TIME IS WITHIN SECONDS VERSUS A COUPLE OF MINUTES. SO IT'S BEEN AN EXCELLENT PROGRAM AND I'M VERY PROUD OF ALL THE WORK THEY'RE DOING. IN OUR PATROL CANINES. WHO DOESN'T LOVE OUR CANINES. THAT IS PROBABLY THE ONLY HARD ASSET THAT I COULD IDENTIFY IN PATROL. IT'S $23,000 ROUGHLY, TO REPLACE OUR CANINES. WE DO GET ONE OF THEM GETS FUNDED FROM A DOE EVERY TIME THAT WE HAVE AN EXPLOSIVE CANINE AND CAPTAIN MARLEY JOHN WOULD BE ABLE TO DESCRIBE THAT A LITTLE BIT MORE IF YOU WANTED TO. BUT THEY IN EXCHANGE, WE HELP THEM OUT WITH WHATEVER THEY NEED, ANY KIND OF SEARCHES, DRUG SEARCHES OUT THERE ON THEIR CAMPUSES. WE GO OUT THERE AND HELP THEM WITH THAT OR ANY EXPLOSIVE DETECTION, BUT THEY LIKE TO ENSURE THAT THERE'S AN EXPLOSIVE DETECTION DOG RIGHT CLOSE TO THEM. SO I WILL RESPOND. WE CURRENTLY HAVE TWO EXPLOSIVE DETECTION. THE REASON THAT THOSE TWO STAY SEMI-RETIRED IS WE DON'T KNOW THEIR LONGEVITY. THERE ARE TWO OF OUR OLDER DOGS. WE LOVE THEM VERY MUCH, BUT THEY'RE GETTING TO THE END OF THEIR CAREER, SO WE'RE NOT QUITE SURE HOW MUCH LONGER THEY WILL HAVE. BUT THE FOUR OR THE SIX UP TOP, THOSE ARE ALL FAIRLY YOUNG GUYS. WE ONLY HAVE ONE FEMALE DOG, SO THAT'S SCOTTY DOWN THERE IN THE BOTTOM AND SHE'S WITH BROOKE. 
          SHE'S ONE OF OUR EXPLOSIVE CANINES. SHE ACTUALLY CAME FROM THE BLACKFOOT ANIMAL SHELTER. IF YOU DON'T KNOW HER STORY, ONE OF MY FAVORITES, AND SHE'S PROBABLY MY FAVORITE DOG, DON'T TELL THE OTHERS. SO THEY DO A PHENOMENAL JOB. THEY KEEP US SAFE. THEY SEARCH BUILDINGS FOR US. THEY TRACK DOWN SUSPECTS. PRETTY PHENOMENAL TEAM. IT TAKES A LOT OF TRAINING AND EXPERTISE TO BE A K-9 OFFICER. HERE'S OUR THE OVERVIEW OF THE PATROL BUDGET. SO. SO THE PROJECTED REVENUE MY UNDERSTANDING IS THAT'S REALLY JUST THE SRO DISTRICT 91 REIMBURSEMENT. RIGHT. OUR SHARED COSTS WITH THEM. SO WE'RE RIGHT ABOUT WHERE WE SHOULD BE. IT LOOKS LIKE. AND WITH THAT THE SCHOOL DISTRICT PAYS OUT USUALLY THE END OF THE SCHOOL YEAR. WE ANTICIPATING AFTER JUNE. SO ALWAYS GOES FROM 0 TO 100 JUST A COUPLE OF WEEKS. HERE'S WHAT WE'VE BEEN TALKING ABOUT. THOSE ARE THE PATROL BEADS. SO HOW THAT CAME ABOUT IS CHIEF JOHNSON SHOWED ME THAT. IMAGINE IF HOW THOSE WERE DIVIDED UP IN THAT STUDY THAT WAS DONE. AND THEN I GOT WITH GIS AND WORKED ON THESE BEADS FOR A MONTH OR SO. WE WENT BACK AND FORTH. HOW THAT WORKS IS BASED ON POPULATION FROM GIS PERSPECTIVE, AND HOW THE CRIME NEIGHBORHOODS FROM MY PERSPECTIVE. SO PUTTING THAT ALL TOGETHER, COLLABORATING THAT THAT'S WHY EACH ONE LOOKS LARGER IN GEOGRAPHICAL SIZE IS BECAUSE THE CRIME RESPONSE IN THAT AREA IS LOWER. DOES THAT MAKE SENSE? SO I TRIED TO REVAMP THEM IN THAT WAY. AND YOU CAN SEE THAT THERE'S A1A AND ONE B, TWO A AND TWO B. THAT'S FOR FUTURE GROWTH. 
          AS WE GET MORE OFFICERS AND WE'RE ABLE TO SHORT OR MAKE OUR GEOGRAPHIC AREAS SMALLER, AND THAT'S WHEN WE CAN EVEN MORE FOCUS IN ON THE COMMUNITY POLICING IN THOSE AREAS. AND THE NEIGHBORHOODS GETS A LITTLE BIT SMALLER FOR OUR OFFICERS, OUR FUTURE NEEDS. WE'RE LOOKING AT 
          [02:25:06]
GANG ENFORCEMENT. WE'VE BEEN TRYING ON AND OFF FOR THE LAST SEVERAL YEARS. WE JUST HAVEN'T HAD THE PATROL STAFFING TO KEEP THAT GOING. AND MORE TRAFFIC ENFORCEMENT. IT'S CLEAR HOW MUCH IMPACT THAT HAS ON THE CITY, SO WE HOPE TO SEE THAT IN THE NEXT FEW YEARS. ALL RIGHT. ANIMAL SERVICES. SO OUR ANIMAL SERVICES ANIMAL CONTROL ALL RELATED INVESTIGATION AND ENFORCEMENT RELATING TO ANIMALS IN THE CITY OF IDAHO FALLS AND SHELTERING WITHIN THE CITY OF IDAHO FALLS. 
          SO I'VE REALLY ASKED OF THEM, WHICH IS HARD. THESE ARE THE HARD, TOUGH INVESTIGATIONS, IN MY OPINION. ARE THOSE CRUELTY AND NEGLECT CASES? THEY'VE HAD SOME REAL TOUGH ONES THE LAST LITTLE WHILE, BUT I'VE ASKED THEM TO REALLY FOCUS ON THEM AND LET'S TRY TO GET THOSE TAKEN CARE OF AND THOSE ANIMALS TAKEN CARE OF AND FOCUS ON MAKING SURE THAT THE THAT THOSE PEOPLE ARE, THAT THEY FACE WHAT THEY NEED TO CRIMINALLY. SO THAT'S WHAT I'VE ASKED OF THEM. IN ADDITION TO THAT, THEY SPENT A LOT OF TIME LICENSING, MICROCHIPPING AND TREATING CREMATION OF ANIMALS. 
          THAT'S NEVER FUN FOR THEM. AND THE TNR PROGRAM TREAT, NEUTER AND RELEASE, WHICH THEY ARE ALL VERY PROUD OF AND SEEMS TO BE WORKING ACCORDING. SITUATION OF CATS. JUST OVER HERE, JUST A FEW BLOCKS AWAY FROM HERE. AND THEY'RE WORKING REALLY HARD ON THAT ONE. SO THIS IS HOW THAT OVERVIEW LOOKS. THERE'S ME AS THE CAPTAIN OVER THERE. AND THEN I HAVE A SUPERVISOR AND I HAVE TWO LEAD ANIMAL CONTROL OFFICERS THAT ARE EACH IN CHARGE OF THEIR TWO OFFICERS ON THEIR TEAM. AND WE HAVE THREE PART TIME EMPLOYEES, A SHELTER COORDINATOR, AND I THINK WE HAVE 14 VOLUNTEERS RIGHT NOW THAT ARE REGULAR VOLUNTEERS. THERE'S SOME THAT COME AND GO, BUT 14 REGULAR THAT REGULARLY SHOW THIS WOULD BE OUR ONLY HARD ASSET WOULD BE THE BUILDING AT 2450 HAMMERED. 
          HERE'S THE OVERVIEW OF THE BUDGET. SO OUR REVENUE MOSTLY COMES FROM DONATIONS. AND THEN THE FEES THAT ANIMAL SERVICES. SO THE DONATIONS LUCKILY WORKED WITH THE COUNTY TO GET THOSE IN THE CORRECT LINE SO THAT WE CAN USE THOSE FOR IMPROVEMENTS. HERE'S THE FEES WE DID. JUST YOU GUYS WERE ALL INVOLVED RECENTLY IN INCREASING THOSE SO THAT WE COULD NOT HAVE A DEFICIT REGULARLY, THAT WE WOULD BE ABLE TO COMPENSATE FOR JUST THE COSTS THAT ARE ASSOCIATED WITH EVERYTHING THAT WE HAVE THERE. WE HOPE IN FUTURE PLANNING TO DO SOME EDUCATION WITH LICENSING AND LICENSING COMPLIANCE WITHIN THE CITY. IT IS NOT AN EASY PROCESS, AND I THINK THAT VERY FEW DOGS ARE PROBABLY LICENSED FROM WHAT WE FIND IN THE CITY. SO. SPECIAL PROJECTS COMING UP, WE'RE REALLY WORKING HARD TO IMPROVE THE DOG AREA AND THE CAT AREA, THOSE WE ARE IN NEED OF IMPROVEMENT. WE DO ALREADY HAVE THE DONATION MONEY FOR THAT. IT'S JUST BEEN HARD TO FIND THEIR SMALLER PROJECTS, AND SO WE'RE WORKING ON THOSE TO DO THAT. AND OF COURSE THE LONG TERM NEED IS THE CREMATORIUM. THAT'S EXPENSIVE. AND WE HAVE STARTED TO SET SOME MONEY ASIDE FOR REBUILDING THAT. SO WE'RE TEARING DOWN AND REDOING THE WHOLE THING IS WHAT IT NEEDS. 
          SO. AGAIN, THOSE CAPITAL PLANS AND EXPENDITURES THAT PARKING LOT DOES NEED IT. THERE'S A LOT OF RIGHT OF WAYS AND ISSUES WITH THE PARKING LOT AND HOW MANY DRIVEWAYS. AND THERE'S A LOT TO DO THERE THAT WE NEED TO OVERALL KIND OF REVAMP THAT AREA. AND SO WE'RE LOOKING TO DO THAT IN THE NEXT FIVE YEARS. SO WHEN WE TALK ABOUT CONTRACTING WITH SHELTER, WE DID PUT THAT OUT FOR BID. WE ARE JUST STILL OPEN TO THAT. IF SOMETHING HAPPENS, GREAT. IF NOT, WE'LL CONTINUE AS AS AS WE ARE RIGHT NOW. SO. ANY QUESTIONS FOR ME? I HAVE A COUPLE HERE. OKAY. YEAH. THE PARKING LOT. IT SEEMED LIKE A COUPLE YEARS AGO THERE WAS GRANT MONEY AND IT WAS GOING TO WAIT. COUNCIL NEVER FALL THROUGH. YEAH, COUNCIL FUNDED $30,000 TWO YEARS AGO TO REDO THE PARKING LOT. CAPTAIN MARTY PUT TOGETHER A PLAN TO DO THAT. THE. AS IT TURNS OUT, THE DRIVEWAY THAT GOES IN IS TOO CLOSE TO AN INTERSECTION. SO TO EXPAND IT, WE WOULD HAVE VIOLATED THE CODE AND IT JUST COULDN'T GET THROUGH THE PLANNING STAGE. THE SPACE WAS THERE TO DO IT. WHAT YOU HAVE TO BE ABLE TO DO IS DO THE PARKING ON THE OTHER SIDE OF IT AND PUT A NEW ENTRANCE INTO IT. THAT GOES FROM THE PUBLIC WORKS BUILDING, FROM THE GARAGE IN ORDER TO GET INTO THERE. SO ONCE WE DID THE PLAN, IT WAS FAR MORE EXPENSIVE THAN $30,000. WE WEREN'T ABLE TO ACCOMPLISH THAT, SO WE DIDN'T END UP SPENDING THAT. OKAY, THAT WAS GOOD. AND THEN I ONE OTHER THING. THE SPEED LIMIT SIGNS THAT WE SEE LIKE SPEED LIMIT AND THEN ACTUAL SIGNS DO THOSE WORK AS WELL FOR OTHER PEOPLE AS THEY DO FOR ME, LIKE THEY ACTUALLY DO. I FORGOT TO TALK ABOUT THOSE. WE DID PURCHASE SOME SEVERAL SIGNS THIS LAST YEAR AND THEY ARE WORKING GREAT. WE ALSO HAVE A BOX. I 
          [02:30:03]
DON'T KNOW WHAT IT'S CALLED. THE TRAFFIC GUYS KNOW THE CORRECT TERMINOLOGY, BUT IT TRACKS OUR SPEED. AND SO WHEN PEOPLE CALL AND SAY, HEY, THERE'S PEOPLE GOING 50 MILES AN HOUR CONSTANTLY HERE, WE'RE ABLE TO SEE HOW MANY ARE. AND SO THOSE ACTUALLY DO. THEY'RE VERY GOOD DETERRENT OKAY. SO I PLAN AND HOPE TO GET MORE OF THOSE. THEY SEEM TO BE. AND THEN TO THAT POINT OF PEOPLE CALLING AND SAYING, ALL OF THESE PEOPLE ARE USING THIS ROAD AS KIND OF THEIR ALTERNATIVE TO GET AROUND TOWN. AND IT'S INCREASING SPEED. I DON'T EVEN KNOW WHAT TO SAY, BUT IT SEEMS LIKE AS SOON AS I HEAR THAT THERE'S ONE OF THOSE BOXES UP THERE, IT'S LIKE, WHOA, THEY'RE REALLY ON THAT. SO THANK YOU. ONE OF THE THINGS WE USED TO TRACK THOSE TRAFFIC COMPLAINTS JUST IN THE EMAIL SYSTEM, WHICH IS A TERRIBLE WAY TO TRACK THAT. SO WHEN WE COME IN, WE SEND AN EMAIL OUT. AND IF ANYONE LOOKED AT IT, WE HAVE NO IDEA. NOW ALL OF THAT TRAFFIC GOES INTO THAT FRONTLINE REPORTING SYSTEM AND SO SYSTEMATICALLY GETS ASSIGNED TO ONE OF THE TRAFFIC OFFICERS. AND THE IDEA IS INITIALLY, THEY'LL TAKE A PIECE OF EQUIPMENT OUT THERE TO TRACK IT, BECAUSE THAT'S A LOT LESS EXPENSIVE THAN PUTTING A LIVE, BREATHING POLICE OFFICER OUT THERE. THAT PIECE OF EQUIPMENT SAYS, YEAH, WE HAVE TWO SPEEDERS IN TEN HOURS. 
          THAT'S REALLY NOT ENOUGH TO GET A LIVE PERSON OUT THERE. THE HOLY COW, WE HAVE 50. YOU'RE RIGHT. WE NEED TO PUT SOMETHING OUT THERE. SO THEY'VE DONE A GREAT JOB TO TRY TO MANAGE THE RESOURCES WE HAVE. LESS NOTICEABLE. THANK YOU CATHERINE. SO JUST TO POINT OUT THE OBVIOUS, WE HAVE TWO THIRDS OF THE TIME IS GONE AND ONLY HALF OF YOU HAVE PRESENTED. SO I'M HOPING THAT WE WON'T RUSH YOU TOO MUCH. BUT WE DO HAVE A LONG DAY, LONG EVENING AHEAD OF US STILL, SO WE'RE HOPING THAT WE CAN HEAR EVERYTHING YOU PREPARED. I'LL PUSH THROUGH MINE. PRETTY SPEEDY HERE. SO I'M BRIAN TRIMBLE. I'M THE CAPTAIN OF THE INVESTIGATION AND SPECIAL OPERATIONS BUREAU. AN OVERVIEW OF OUR BUREAU IS THAT WE'RE RESPONSIBLE FOR INVESTIGATING MAJOR CRIMES AND OUR SPECIAL TEAMS OPERATIONS. WE MANAGE THOSE. OUR SPECIAL TEAMS CONSIST OF OUR SWAT TEAM, OUR MOBILE FIELD FORCE TEAM. EMERGENCY SORRY, EXPLOSIVE ORDNANCE DISPOSAL. CRISIS NEGOTIATIONS. AND THE UNMANNED AERIAL SYSTEMS. AS FAR AS WE PROVIDE PROFESSIONAL VICTIM SERVICES, WE MANAGE THE COPE AND PERRY PROGRAM. SO THE ADDICTION RECOVERY INITIATIVE PROGRAM THERE. SO WE SEND PEOPLE OUT AFTER THEY'VE OVERDOSED, SEE IF WE CAN OFFER THEM SOME HELP TO GET TREATMENT, THAT TYPE OF THING. WE ALSO HAVE JUST SIT OR CRISIS INTERVENTION TECHNIQUES, PSYCHIATRIC FOLLOW UP CASES, AN EXAMPLE OF MAJOR CRIMES. THESE ARE THE LIST IS NOT ALL INCLUSIVE, BUT THERE ARE SEVERAL UP THERE. WE COVER HOMICIDE OR SUSPICIOUS DEATHS. WE INVESTIGATE ROBBERIES, SEX CRIMES FOR BOTH ADULT AND OR CHILD VICTIMS ARE PRESENT. GRAND THEFT CASES, DOMESTIC VIOLENCE CASES, STALKING, FELONY INJURY TO PROPERTY, WHICH IS WHAT CAPTAIN MOLLY WAS TALKING ABOUT EARLIER WITH THAT GRAFFITI CASE AS AN EXAMPLE, RESIDENTIAL AND VEHICLE BURGLARIES. WE MAYHEM, ARSON, FELONY CHILD ABUSE, MISSING PERSONS, JUVENILE RUNAWAYS. WE HAVE A TEAM WITHIN OUR INVESTIGATIONS BUREAU. IT'S CALLED THE SPECIAL INVESTIGATIONS UNIT. AND THEY MANAGE AND INVESTIGATE NARCOTICS RELATED CRIMES, TRYING TO CATCH DEALERS MORE THAN THEY ARE USERS, FOR SURE. WE INVESTIGATE VICE VICE ACTIVITIES, HUMAN TRAFFICKING INVESTIGATIONS, AND THEN WE ALSO HAVE AN INTERNET CRIMES AGAINST CHILDREN INVESTIGATOR. A BREAKDOWN OF THE WAY THE BUREAU LOOKS IS LIKE THAT. WE GOT ONE PART TIME ADMINISTRATIVE ASSISTANT THAT HELPS MYSELF AND LIEUTENANT OUT. 
          THE LIEUTENANT MANAGES BOTH SERGEANTS, AND HE'S ALSO THE TEAM COMMANDER FOR ALL OF THOSE PREVIOUSLY MENTIONED SPECIAL TEAMS. WHEN THOSE TEAMS GET ACTIVATED, IF YOU LOOK ON THE RIGHT THERE TO THE GRAY, THE NUMBERS, THIS IS THE HALO HERE MAYBE. NO IT'S NOT. IS IT? THERE IT IS. OKAY. THE GRAY UP HERE REPRESENTS THE NUMBER OF OFFICERS THAT ARE ASSIGNED TO THAT TEAM WHEN THEY GET ACTIVATED. SO FOR INSTANCE, SWAT WOULD CONTAIN 18 WHEN WE WHEN THEY'RE EVERYBODY IS ACTIVATED AND RESPOND TO A CALL 18 OFFICERS RESPOND EOD CONSISTS OF FOUR CITY OFFICERS RIGHT NOW TWO COUNTY DEPUTIES. BUT ALSO ALONG WITH THAT AND CAPTAIN MARLEY ALSO TALKED ABOUT THIS WAS THE TWO CITY CANINE TEAMS WHERE WE STILL HAVE TWO DOGS WITH EXPLOSIVE DETECTION CAPABILITIES. AS FAR AS THE GENERAL INVESTIGATIONS GO, ONE SERGEANT IN THE UPPER LEFT MANAGES FIVE PEOPLE CRIMES DETECTIVES AND FOUR PROPERTY CRIMES DETECTIVES. BUSY CASELOAD THERE AND THEN. THE OTHER SERGEANT MANAGES THE SPECIAL INVESTIGATIONS UNIT. LIKE WE TALKED ABOUT DRUGS AND WHATNOT. HE'S BASICALLY THE POINT OF CONTACT FOR THE INTERNET CRIMES AGAINST CHILDREN INVESTIGATOR, WHERE THAT INVESTIGATOR 
          [02:35:04]
SPECIFICALLY ANSWERS TO THE CHAIN OF COMMAND OF THE ATTORNEY GENERAL'S OFFICE. BUT WE GET AN OUT FOR FIREARMS QUALIFICATIONS, CUT YOUR HAIR, THAT TYPE OF THING. SO IT'S A POINT OF CONTACT LOCALLY HERE FOR IF YOU HAVE SEARCH WARRANTS THAT HE HAS TO SERVE THOSE TYPES OF THINGS. 
          WE HAVE TWO INVESTIGATORS WHO'S MOST OF THE TIME THEIR FULL TIME RESPONSIBILITY IS TO CONDUCT DIGITAL FORENSIC EXAMINATIONS. AND WHAT THAT ENTAILS IS THEY PULL DIGITAL EVIDENCE FROM COMPUTERS, CELL PHONES, THAT TYPE OF THING. IN THE ERA THAT WE LIVE IN, THERE ARE MORE AND MORE EVIDENCE OF CRIME IS CONTAINED ON THOSE DIGITAL DEVICES. AND SO WE NEED TO BE ABLE TO PULL THAT INFORMATION AT TIMES TO BE ABLE TO BUILD OUR CASE. AND IT HELPS FOR ALL DIFFERENT TYPES OF CRIME TYPES, WHETHER IT BE NARCOTICS OR HOMICIDE INVESTIGATIONS. WE HAVE ONE SIT DETECTIVE, ONE CRIME SCENE INVESTIGATOR. THOSE TWO ARE BOTH FULL TIME POLICE OFFICERS. WE HAVE ONE SOCIAL WORKER AND ONE VICTIM SERVICES COORDINATOR. AS FAR AS HARD ASSETS GO FOR THE BUREAU, WE'LL TALK A LITTLE BIT ABOUT THIS. YOU GUYS ARE VERY WELL AWARE OF THIS. THE BEARCAT TACTICAL ARMORED VEHICLE THAT WAS ALREADY APPROVED LAST YEAR, THAT IS ANTICIPATED FOR DELIVERY LATER ON THIS FALL OR THE WINTER. THEY'VE GIVEN ME A FEW UPDATES AS THEY'VE GONE THROUGH THE PROCESS. AND THEY'RE BUSY COMPANY AS WELL. BUT ANY ANY TIME THE BUILD IS DONE, THEY'RE THEY TAKE BETWEEN 12 AND 18 MONTHS. WE DO HAVE A HUMVEE ARMORED VEHICLE DONATED BY THE DOE, AND THAT'S BEEN APPROXIMATELY 10 TO 15 YEARS. 
          WE'VE HAD THAT VEHICLE AS WELL. WE HAVE A FEDERAL 3D SCANNER, AND THAT'S HELPFUL FOR CRIME SCENE RECONSTRUCTION. IT CREATES DIGITAL IMAGES WITH MEASUREMENTS, LAYOUT OF WHAT A CRIME SCENE WOULD LOOK LIKE WITHOUT IT ACTUALLY LOOKING LIKE A PHOTOGRAPH. IT'S MORE OF A DIGITAL IMAGE, BUT THAT'S SUPPLEMENTED WITH CRIME SCENE PHOTOGRAPHY AND EVERYTHING ELSE TOO. SO WE DO HAVE SOME ENCLOSED TRAILERS FOR OUR SPECIALTY TEAMS, AND ONE OF THOSE IS FOR OUR SWAT TEAM. ONE IS FOR OUR MOBILE FIELD FORCE TEAM. THEY CONTAIN EQUIPMENT, REACHING GEAR, CROWD CONTROL GEAR, THOSE TYPES OF THINGS. OUR CRIME SCENE INVESTIGATOR TRAILER. WE'VE HAULED THAT AROUND THE REGION FOR NOT ONLY CRIMES THAT HAPPEN WITHIN THE CITY OF IDAHO FALLS OF A VERY SERIOUS NATURE, BUT FOR REGIONAL ONES. IF WE HAVE OFFICER INVOLVED SHOOTINGS ACROSS THE REGION, FROM POCATELLO TO FREMONT COUNTY, AND THAT CRIME SCENE TRAILER CAN BE USED TO STORE EVIDENCE, COLLECT EVIDENCE OF ALL KINDS OF GOOD THINGS THAT WE KEEP IN THERE. 
          SO. WE DO. OH, I'M SORRY, EXPLOSIVE ORDNANCE DISPOSAL. SO OUR BOMB SQUAD OKAY, SO WE DO HAVE A TRAILER RIGHT NOW THAT IS BEING WE'RE KIND OF IN A TRANSITION PHASE BETWEEN TWO BOMB BOMB SQUAD TRAILERS. ONE'S ON THE WAY OUT, THE OTHER ONE'S ON THE WAY IN. AND SO IN THE COMING MONTHS, WE SHOULD HAVE ONE OUT AND THEN ONE PRIMARY THAT WE USE ALL AT ALL TIMES FOR THAT. WITH THAT, SEPARATE FROM THOSE, WE HAVE A SINGLE BLAST, A SINGLE VENT BLAST TRAILER, WHICH IS USED TO TRANSPORT EXPLOSIVES SO THEY CAN BE DETONATED AT A SAFE LOCATION. AND THEN WE HAVE TWO EXPLOSIVE STORAGE BUNKERS, ONE FOR INITIATORS, ONE FOR EXPLOSIVE MATERIAL. WE ALSO JUST RECENTLY FROM THE ATTORNEY GENERAL'S OFFICE, RECEIVED ABOUT 320 ADDITIONAL TERABYTES OF DATA STORAGE FOR THE IPSC SERVER FOR THE SERVER ARRAY. THAT BRINGS US UP TO JUST OVER 800TB, AND WE DON'T SEEM TO BE HAVING A PROBLEM FILLING THAT. IT'S SAD, BUT IT'S UNFORTUNATE. I FORESEE THAT GETTING BIGGER AS THE YEARS GO ON. SO. AND WE ALSO LAST YEAR AS A ONE TIME PURCHASE WAS THE AWARE APEX TRACKER AS A FINGERPRINT MACHINE THAT WE PURCHASED. AND RIGHT NOW IT'S COMMUNICATING WITH EVERY TIME AN INMATE GOES INTO BONNEVILLE COUNTY JAIL, THAT FINGERPRINT PROFILE GETS SENT OVER TO OUR MACHINE SO THAT WE CAN DO LOCAL COMPARISONS FOR ANY OTHER CRIME SCENE THAT WE MIGHT HAVE TAKEN FINGERPRINTS FROM. WE DO HAVE PLANS TO WORK WITH OTHER SHERIFF'S OFFICES AROUND THE REGION TO TRY AND GET THAT INFORMATION AS WELL, BECAUSE A LOT OF OUR OFFENDERS ARE THEIR OFFENDERS AND VICE VERSA. AS FAR AS THE BUDGET OVERVIEW GOES, MOST OF THE REVENUES HERE LIKE WHAT YOU'RE SEEING THERE. MOST OF IT IS THE ATTORNEY GENERAL'S OFFICE FUNDING OUR INTERNET CRIMES AGAINST CHILDREN INVESTIGATOR. IT'S OPIOID SETTLEMENT MONEY THAT FUNDS HELPS FUND OUR SOCIAL WORKER. AND IT'S THE IACP GRANTS THAT HELPS TO FUND OUR VICTIM SERVICES COORDINATOR AS WELL. THERE'S SOME OTHER LITTLE THINGS THAT COME IN THERE AS WELL, BUT THOSE ARE THE PRIMARY CONTRIBUTORS TO THAT. WE TALKED ABOUT THE APEX. WE TALKED ABOUT THE BEARCAT. ONE THING FOR BUDGET CONSIDERATIONS IS WE'RE LOOKING IN THE YEARS TO COME TO FUND THE VICTIM SERVICES COORDINATOR, AND THAT WILL THAT GRANT WILL LIKELY EXPIRE. THE PLAN FOR THREE WE TALKED ABOUT FOR CHIEF, WHO ORIGINALLY WAS A TWO YEAR GRANT AND GOT FOUR YEARS OUT OF IT. SO THAT'LL PROBABLY ACTUALLY NEED TO BE 
          [02:40:01]
LOOKING AT FOR THE 2028 BUDGET CYCLE FOR FUNDING FOR HER POSITION THERE. FIVE YEAR NEEDS. 
          OVERALL, WE'RE LOOKING AT ADDING THREE INVESTIGATORS. THAT'S WITHIN THE OVERALL DEPARTMENT. 
          ASK FOR THE HIRING PLANS THERE. THE BOMB BUNKER IS WE'RE LOOKING AT SOME MODIFICATIONS, EITHER A RELOCATION OF THE STORAGE FACILITY ALTOGETHER OR MODIFICATIONS TO IT TO GET IT MORE COMPLIANT WITH ATF REQUIREMENTS. CURRENTLY, WE'RE IN THE PROCESS OF IMPLEMENTING 13 FLOCK SAFETY CAMERAS, AND THE BUILD PLAN CALLED FOR MORE. THAT WOULD BE SOMETHING THAT WE WOULD LOOK AT FOR THE FUTURE PLANNING AS WELL. THESE LICENSE PLATES, LICENSE PLATE READERS AND VEHICLE RECOGNITION SOFTWARE IS WHAT WE'RE TALKING ABOUT SPECIFICALLY HERE. AND THEY DEFINITELY CONTRIBUTE TO SOLVING CRIMES. SEVERAL AGENCIES THROUGHOUT THE STATE ALREADY HAVE THAT, AND LIAISONS EARLIER. THERE IS A BILL THAT'S ON THE GOVERNOR'S DESK NOW, I DID READ THROUGH THAT, AND WE CAN DISCUSS THAT LATER, IF YOU CARE TO DO THAT. BUT EVERYTHING UP HERE IS OKAY. THE SAFETY EQUIPMENT THERE WOULD BE USED FOR LAW ENFORCEMENT PURPOSES. AS THE BILL SPELLS OUT THERE, THE PROPOSED BILL AND THEN FINALLY THE FORMATION OF A SPECIAL VICTIMS UNIT. SO THE CHIEF WAS TALKING ABOUT SOME DATA EARLIER, HOW THE VIOLENT CRIME TREND IS GOING DOWN. AND THAT IS TRUE. BUT THE OVERALL SEX OFFENSES HAVE GONE UP BY 20% OVER THE LAST THREE YEARS. AND SO THOSE ARE REPORTED SEX OFFENSES FOR BOTH ADULT AND CHILD VICTIMS. SO THE FORMATION OF THAT UNIT WOULD WOULD SPECIALIZE IN THOSE TYPES OF CASES AS WELL AS FELONY CHILD ABUSE. MOST OF OUR COLD CASES, THE COLD CASES IS LISTED UP THERE. MOST OF THOSE CASES ARE ACTUALLY A REPORTED SEX OFFENSES AS WELL. AND THAT IS ALL I'VE GOT. IS THERE ANY QUESTIONS? OKAY, THANKS. I'LL BE QUICK. I'LL BE QUICK TO PROFESSIONAL STANDARDS BUREAU IS PROBABLY THE LEAST RECOGNIZED OR UNDERSTOOD BUREAU THAT WE HAVE IN THE POLICE DEPARTMENT. PATROL BY FAR IS THE MOST HIGH PROFILE. AND THEN EVERYONE KNOWS WHAT DETECTIVES DO. BUT PROFESSIONAL STANDARDS IS RESPONSIBLE FOR TO OVERSEE ALL ADMINISTRATIVE AND OPERATIONAL SUPPORT FUNCTIONS WITHIN THE DEPARTMENT. THAT INCLUDES ALL THE TRAINING, INCLUDING THE IN-HOUSE TRAINING. 
          WHEN WE WHEN WE GET NEW RECRUITS IN, THEIR POST REQUIREMENTS, THE IDAHO PEACE OFFICER STANDARDS AND TRAINING BUREAU, ALONG WITH RULES TO MAKE SURE THAT ALL OF OUR OFFICERS MEET THOSE CERTIFICATIONS AND THEN SOME, AND THEN OVERALL DEPARTMENT TRAINING OR RECURRENT TRAINING FOR THOSE RECERTIFICATIONS THAT HAPPEN EVERY YEAR AND THEN HOSTED REGIONAL TRAININGS. AS THE CHIEF MENTIONED, THE CITY OF IDAHO FALLS, AS YOU KNOW, ONE OF THE LARGEST, IF NOT THE LARGEST CITY OUTSIDE OF THE TREASURE VALLEY IS THE HUB OF RETAIL. IT IS ALSO THE HUB OF THE, AS HE MENTIONED, CRIME, BUT THE HUB OF LAW ENFORCEMENT TRAINING, ESPECIALLY WITH OUR NEW COMPLEX PROFESSIONAL STANDARDS BUREAU AND LOOKS INTO THE RECRUITMENT AND THE HIRING AND THE RETENTION OF OUR, OF OUR, OF OUR PERSONNEL. AND THEN WE ALSO DO THE INTERNAL AFFAIRS, THE EMPLOYEE CONDUCT. IT'S IMPORTANT TO ME THAT OUR POLICE OFFICERS ACT LIKE POLICE OFFICERS WHEN THEY'RE OUT DOING THEIR THING. AND SO THAT'S WHERE WE SPEND SOME OF OUR TIME. THERE USED TO BE LOGISTICS INVOLVED IN THIS TITLE. IT USED TO BE PROFESSIONAL STANDARDS AND LOGISTICS BUREAU, AND WE TOOK THAT OUT. BUT I TOOK THAT OUT BECAUSE IT WAS TOO LONG. BUT I'M TEMPTED TO INCLUDE THAT BACK INTO THE TITLE, BECAUSE LOGISTICS IS A IS A VERY LARGE PART OF WHAT WE DO, AND THAT COMES DOWN TO THE EQUIPMENT AND UNIFORMS. EVERYTHING THAT YOU SEE A POLICE OFFICER DRIVE OR WEAR OR USE ON THEIR GUN BELT COMES FROM PROFESSIONAL STANDARDS, VEHICLES AND FLEET OPERATIONS. AS YOU ALL WELL KNOW, WE'VE HAD MANY DISCUSSIONS THROUGHOUT THE LAST FEW YEARS ABOUT THAT. WE ALSO OVERSEE OUR EMPLOYEE WELLNESS AND OUR HONOR GUARD. THE OPERATIONAL SUPPORT FUNCTIONS. WE HAVE, THE RECORDS BUREAU, THE OVERALL EVIDENCE MANAGEMENT DIVISION. THAT'S THAT'S PART OF PROFESSIONAL STANDARDS. AND OUR OUR EMERGENCY COMMUNICATIONS CENTER OR DISPATCH. WE ALSO WORK CLOSELY WITH MUNICIPAL SERVICES WITH IT. 
          EVERYTHING THAT WE DO AS THE POLICE DEPARTMENT HAS AN IT COMPONENT TO IT, WHETHER THAT'S BODY CAMERAS OR IN-CAR VEHICLES OR COMPUTER MANAGEMENT SOFTWARE, MOBILE REPORTING, THINGS LIKE THAT. SO WE HAVE WORKED CLOSELY WITH THEM AND THEIR IT. THIS IS THE OVERVIEW OF THE PROFESSIONAL STANDARDS BUREAU. CAPTAIN. THE ADMINISTRATIVE ASSISTANT. THE ADMINISTRATIVE ASSISTANT HANDLES ALL THE ADMINISTRATIVE STUFF, INCLUDING TRAVEL FOR OUR TRAINERS. AND THEN WE HAVE AN EQUIPMENT COORDINATOR THAT'S A CIVILIAN POSITION. AND THAT THAT PERSON OVERSEES ALL OF THE EQUIPMENT AND FLEET VEHICLES. SO ALL THE GUN BELTS, HOLSTERS, UNIFORMS, THOSE THINGS FOR OVER A HUNDRED OFFICERS, THE DOTTED LINES, YOU'LL SEE THE TRAINING INSTRUCTORS, WE CONDUCT ALL DEPARTMENT OVERALL TRAINING. AND WE HAVE TRAINERS OR INSTRUCTORS THAT ARE IN THE PATROL BUREAU OR IN THE DETECTIVES BUREAU. BUT WHEN WE'RE DOING OVERALL DEPARTMENT TRAINING, THEY FALL UNDER PROFESSIONAL STANDARDS. SO WE'LL HAVE THE LESSON PLAN, MAKE SURE THAT'S VETTED WITH THE 
          [02:45:01]
POLICY. AND WE AND WE FACILITATE THEM, ALONG WITH THE HONOR GUARD, TWO LIEUTENANTS, ONE OVERSEES PROFESSIONAL STANDARDS AND A SERGEANT WHO OVERSEES THE DAY TO DAY OPERATIONS TO MAKE SURE THAT OUR TRAININGS DAILY ARE ARE WORKING. OUR IN-HOUSE ACADEMY AND THEN AND ANY HOSTED TRAININGS. WE HAVE TWO TRAINING OFFICERS. ONE OFFICER USUALLY FACILITATES THE IN-HOUSE ACADEMY AT ANY GIVEN TIME, WHILE THE OTHER ONE IS FACILITATING THE OVERALL DEPARTMENT TRAINING THAT'S ONGOING THROUGHOUT THE YEAR. AND THEN WE HAVE THE EVIDENCE AND MANAGEMENT TECHNICIAN WHO MANAGES ALL OF THE EVIDENCE FOR DETECTIVES AND PATROL FOR THE ENTIRE BUREAU AT OUR AT OUR IN OUR FACILITY. THE OTHER LIEUTENANT IS OVER THE EMERGENCY COMMUNICATIONS CENTER OR DISPATCH THEY HAVE FOR EMERGENCY COMMUNICATIONS SUPERVISORS AND 22 EMERGENCY COMMUNICATION OFFICERS AND AN ADMIN ASSISTANT. THERE THEY ARE. THEY ARE THE EQUIVALENT OF LAKE PATROL. THEY WORK 24 HOURS A DAY, SEVEN DAYS A WEEK. THEY'RE ANSWERING CALLS FOR FIRE FOR THE FIRE DEPARTMENT, FOR THE BONNEVILLE COUNTY SHERIFF'S OFFICE, AND THEN FOR THE IDAHO FALLS POLICE DEPARTMENT. AND THEN WE HAVE A RECORD SUPERVISOR WHO OVERSEES FIVE RECORDS CLERKS AND TWO FRONT DESK PERSONNEL. SO THAT'S THE OVERVIEW FOR THOSE POSITIONS FILLED RIGHT NOW IN THE NO. OH, YES. YES. THOSE POSITIONS. WELL NO. LET ME LET ME GO TO LET ME GO. YOU HAVE MORE. YEAH, I HAVE MORE. LET ME GO, LET ME GO. I'LL GET TO THAT. OKAY. AND THERE'S A REALLY GOOD SLIDE HERE OKAY. SO OUR HARD ASSETS, IT'S HARD TO GET TO WITH THE HARD ASSETS BECAUSE THERE'S, THERE'S JUST SO MUCH. FOR EXAMPLE, IF YOU WERE TO TAKE AN OFFICER'S FIREARM, THEN WE WOULD HAVE TO PURCHASE THE FIREARMS FOR ALL THE OFFICERS. WE'D ALSO HAVE TO SPEC HOLSTERS. WE'D HAVE TO SPEC OPTICS, WE'D HAVE TO SPEC AMMUNITION FOR TWO QUALIFICATIONS PER YEAR PER OFFICER, AND FOR QUARTERLY QUARTERLY TRAININGS. SO BUT IF YOU THE HAT IN THE HANDOUT THAT WE'D GIVEN YOU, THERE'S A BRIEF LIST OF WHAT IT COSTS TO EQUIP A NEW OFFICER WHEN ONE GETS HIRED. 
          IT'S ABOUT A LITTLE OVER $21,000. SO WE'RE LOOKING AT UNIFORMS AND COLD WEATHER GEAR, TASERS, BODY CAMERAS, RADIOS, EVERYTHING THAT IT WOULD TAKE TO EQUIP A NEW OFFICER. SO THAT'S KIND OF THE TIP OF THE ICEBERG THERE FROM THAT GRAPHIC, BECAUSE IT'S HARD. YOU KNOW, WHEN I, WHEN I HIRED ON, WE GOT ONE SET OF HANDCUFFS, A FLASHLIGHT AND A GUN AND IT'S A COMPLETELY DIFFERENT BALL GAME NOW WITH BODY CAMERAS AND CELL PHONES AND, AND THINGS LIKE THAT. OTHER HARD ASSETS FOR THE DEPARTMENT. WE HAVE 164 FLEET VEHICLES. THAT'S THE OVER OVERALL FLEET. 
          BOTH MARK UNMARKED AND SPECIALTY VEHICLES. THE COMMAND TRAILER, WHICH WE WOULD USE ON INCIDENTS, ALL THE AMMUNITION AND THE LESS LETHAL AMMUNITION. DUTY GEAR FOR SPECIALTY POSITIONS, TRAINING EQUIPMENT SUCH AS THE MATTIS OR THE VR SYSTEM. THE VR SYSTEM IS THE VIRTUAL REALITY SYSTEM WHERE WE GET A LOT OF TRAINING ON DE-ESCALATION TRAINING, SHIELDS AND MUNITIONS, JUST TO NAME A FEW OF THE TRAINING EQUIPMENT. AND THEN WE THE SHARED REGIONAL OUTDOOR RANGE THAT WE SHARE WEST OF TOWN WITH BONNEVILLE COUNTY AND IDAHO STATE POLICE AND PROBATION AND PAROLE. AND THEN, OF COURSE, OUR BUILDING, OUR NEW BUILDING BUDGET OVERVIEW THERE NO REVENUE, OBVIOUSLY, BUT IN SERVICE TRAINING PROJECTED. RECORDS AND SERVICES AND EXPENDITURES, IN-SERVICE TRAINING, RECORD SERVICES AND COMPUTER SUPPLIES. SO WE ALSO OVERSEE ALL THE COMPUTERS FOR THE DEPARTMENT, WHETHER THAT BE A RECORDS OR MOBILE DATA TERMINALS IN THE CARS OR WHATNOT. THAT REVENUE LINE THERE, THAT'S ALL ARPA MONEY. THAT'S WHERE I PUT THE BEARCAT ARPA MONEY. SO IT SHOWS ZERO RECEIVED. IT'S JUST BECAUSE THEY HAVEN'T MOVED IT FROM THAT ACCOUNT. YOU KNOW, THAT'S ARPA MONEY THERE. OTHER BUDGET CONSIDERATIONS FOR 2025 IS THE INDOOR SHOOTING RANGE THAT WOULD BE AT THE POLICE COMPLEX. OUTSTANDING LOANS BUILDING IS OBVIOUSLY ONE THE LEASED VEHICLES THAT ARE MULTI-YEAR AND THAT ARE MULTIYEAR CONTRACTS. 
          OUR TASER AND BODY CAMERAS, THOSE THOSE ARE ELECTRONIC DEVICES THAT WE USUALLY HAVE FIVE YEAR CONTRACTS WITH, THOSE TO MAKE SURE THAT THEY GET REPLENISHED AS THEY BREAK AND UPGRADED AS AS NEW TECHNOLOGY COMES OUT, FUTURE PLANNING. ONE OF THE NEWEST PROGRAMS THAT WE HAVE IS THE SOUTHEAST IDAHO REGIONAL POLICE ACADEMY. THAT'S IN A PARTNERSHIP WITH CEI, AND IT'S BEEN A GOOD PARTNERSHIP TO BE ABLE TO HAVE A PATROL, DETENTION AND DISPATCH ACADEMY IN OUR REGION FOR OTHER LAW ENFORCEMENT AGENCIES UP AND DOWN THE VALLEY HERE IN EAST IDAHO, CAPITAL PLANS AND EXPENDITURES IN THE NEXT FIVE YEARS. REGIONAL TRAINING FACILITY WITH FIRE. 
          FIRE HAS SPOKEN TO YOU GUYS ABOUT THAT SEVERAL TIMES, ABOUT HOW THEY WOULD LIKE TO GET ONE OF THOSE UP AND RUNNING AND WE WOULD WE WOULD TO OBVIOUSLY THAT WOULD BE A BENEFIT TO OUR, OUR DEPARTMENT AND THE REGION. AND THEN EMERGENCY VEHICLE OPERATIONS TRACK. RIGHT NOW ONE OF THE HARDEST PART LOGISTICALLY FOR OUR OVERALL DEPARTMENT TRAINING IS FINDING A PLACE TO 
          [02:50:01]
RUN EMERGENCY VEHICLE OPERATIONS. I KNOW MOUNTAIN AMERICA, THE MOUNTAIN AMERICA CENTER OFFERED US THEIR PARKING LOT, BUT THERE'S A LOT OF LIGHT POLES AND CURBS, AND I DON'T THINK THEY COMPLETELY UNDERSTOOD WHAT EMERGENCY VEHICLE OPERATION ENTAILED. SO WE TRY TO LIMIT THIS TO THE SUMMERTIME, WHEN WE MIGHT BE ABLE TO GET A HIGH SCHOOL PARKING LOT. BUT HAVING A JUST A FLAT TRACK OF OUR OWN, A FLAT PAD OF OUR OWN WOULD BE ABLE TO INCORPORATE THAT EMERGENCY VEHICLE OPERATIONS. TRAINING VEHICLES ARE SOMETHING THAT'S VERY YOU KNOW, THEY DO IT ALL DAY LONG, EVERY DAY DURING THEIR SHIFT. AND IT'S A HIGH LIABILITY ISSUE FOR US AS A POLICE DEPARTMENT. ANY QUESTIONS ABOUT PROFESSIONAL STANDARDS BEFORE I MOVE INTO DISPATCH? YES. YEAH. LET'S SEE WITH THE EVIDENCE ON THE WORK CHART, YOU HAVE ONLY ONE PERSON WHO OVERSEES EVIDENCE. YES. THAT'S A SINGLE POINT OF FAILURE. YES. HOW DO WE DEAL WITH THE FACT THAT THAT SOMEONE MIGHT GET SICK OR GO ON VACATION? WELL, WE'VE BEEN WE'VE BEEN IN CONTACT ABOUT OR WE'VE BEEN IN TALKS ABOUT GETTING SOMEBODY ELSE THERE, HAVING ONE PERSON THERE, ESPECIALLY WE FOUND DURING THIS MOVE WITH THE QUANTITY OF EVIDENCE THAT WAS THAT WAS THERE FOR THE ENTIRE POLICE DEPARTMENT OF OUR SIZE. WE NEED TO HAVE REDUNDANCY THERE. WE NEED TO HAVE WE NEED TO BRING OTHER, YOU KNOW, OTHER EMPLOYEES AND GET THEM TRAINED UP. OKAY. YES. JUST MISCELLANEOUS QUESTIONS. YOU USED THE WORD SIMUNITION. SIMUNITION ARE NOT REAL AMMUNITION. SO. SO WE'RE NOT TALKING ABOUT BULLETS, WE'RE TALKING ABOUT TRAINING BULLETS. 
          SO SOMETHING THAT WE COULD USE FOR FORCE ON FORCE TRAINING WITHOUT GOING LIVE FIRE. SO MUNITIONS ALSO LESS LETHAL. WE HAVE A LOT OF LESS LETHAL OPTIONS WITH OUR POLICE DEPARTMENT, INCLUDING 40 MILLIMETER DIRECT IMPACT ROUNDS OR OR PEPPER BALL, THINGS LIKE THAT. SO THAT WOULD FALL UNDER SIMUNITION WOULD BE TRAINING AMMUNITION THAT'S NOT LIVE FIRE OR ANY LESS LETHAL AMMUNITION THAT WE USE IN THE FIELD FOR DE-ESCALATION. WHAT WE USED TO DO IS USE PAINTBALL GUNS WHEN WE SHOOT EACH OTHER WITH PAINTBALL GUNS TO TRY TO SIMULATE WHAT IT WOULD LOOK LIKE. BUT NOW THEY'RE THEY'RE SIMULATIONS. SO YOU RUN A WEAPON SYSTEM JUST LIKE WHAT YOU'RE ISSUED, BUT IT SHOOTS AROUND, HAS A COLORED A MARKING ROUND, A MARKING ROUND. SO YOU KNOW WHAT YOU HIT WHERE YOU HIT IT AND IT GIVES A LITTLE PAIN RESPONSE ALSO. SO WHEN YOU GET HIT WITH THAT, YOU KNOW, YOU GOT HIT WITH IT AND IT'S LIKE, OH, I DON'T WANT TO DO THAT AGAIN. BUT IT'S NOT SO MUCH IT'S GOING TO CAUSE YOU PERMANENT INJURY. SO IT HELPS WITH THE TRAINING, MAKE IT MORE LIFELIKE. THANK YOU. EMERGENCY COMMUNICATIONS OR DISPATCH. AS WE ALL KNOW, THE EMERGENCY CENTER IS RESPONSIBLE FOR ALL EMERGENCY AND NON-EMERGENCY DISPATCH IN BONNEVILLE COUNTY. SO THEY THEY DISPATCH AND HANDLE ALL EMERGENCY OR NON-EMERGENCY CALLS FROM THE BONNEVILLE COUNTY SHERIFF'S OFFICE, THE IDAHO FALLS POLICE DEPARTMENT, AND IDAHO FALLS FIRE AND EMS. THAT'S THEIR ORG CHART THERE. AND THIS WOULD EXPLAIN EXACTLY WHAT WE'RE TALKING ABOUT WITH STAFFING FOR ECOS. SO THE CAPTAIN, THE LIEUTENANT OVERSEES FOUR ECHO SUPERVISORS IN RED. YOU'LL SEE THERE TODAY WE HAVE 14 ECHOES, WHICH IS ROUGHLY THREE ECHOES PER SHIFT. AND IF WE TALK ABOUT THE INFLUX AND AUTHORIZED STRENGTH WITH BONNEVILLE COUNTY FIRE AND THE POLICE DEPARTMENT, THE LAST 5 TO 7 YEARS, DISPATCH CAN NO LONGER FUNCTION WITH THREE PEOPLE ON SHIFT. THERE'S SO MANY MORE PEOPLE ON THE RADIO. THERE HAS TO BE MORE PEOPLE TAKING THOSE CALLS. WE'RE AUTHORIZED TO 22. THAT WOULD GIVE US FIVE PER SHIFT. AND IF YOU LOOK AT THE FULLY STAFFED SHIFT, WE WOULD LOOK AT ONE SUPERVISOR FOR FOUR FLOOR POSITIONS BECAUSE WE HAVE A CALL TAKER POSITION, A LAW POSITION, A FIRE AND EMS AND A WANTS AND WARRANTS. THOSE ARE YOUR THOSE ARE THE BASICS AT DISPATCH. NOW, BARRING A CATASTROPHE LIKE THE FLOODING IN IDAHO FALLS, WHEN CALLS ARE COMING IN, WE WOULD NEED MORE THAN ONE CALL TAKER OR ONE PERSON WORKING LAW. IT BECOMES HAZARDOUS AND TEDIOUS WHEN YOU HAVE SOMEBODY MANNING OR STAFFING THE LAW RADIO, BUT THEY'RE TRYING TO DO OTHER THINGS AS WELL, LIKE BE A CALL TAKER TOO. SO IT'S IMPORTANT THAT WE THAT WE KEEP THAT IN MIND WHEN WE LOOK AT STAFFING WHAT'S WHAT'S LAW. LAW IS WHAT THE LAW ENFORCEMENT GETS DISPATCHED ON THE CHANNEL THAT THE BONNEVILLE COUNTY SHERIFF'S OFFICE OR THAT THE IDAHO FALLS POLICE DEPARTMENT GETS DISPATCHED ON. SO THAT'S A CHANNEL. YEP. YEAH. SO WHEN YOU'RE LOOKING AT MINIMUM STAFFING, THERE YOU THIS WOULD BE THE BARE MINIMUM. ONE PERSON TAKING INCOMING CALLS EMERGENCY OR NON-EMERGENCY CALLS. ONE PERSON STAFFING LAW DISPATCHING POLICE ONE PERSON STAFFING ALL FIRE AND EMS FOR THE FOR THE COUNTY AND THEN WANTS AND WARRANTS. AND THAT'S WHEN THEY'RE RUNNING A LICENSE PLATE OR THEY'RE RUNNING A DRIVER'S LICENSE OR THEY'RE THEY'RE CHECKING WARRANTS ON SOMEONE. SO WE WOULD LIKE TO GET TO THAT GOAL, YOU KNOW, ADDING MORE ECHOS TO THAT. AND THAT WOULD GIVE US FIVE ECHOS PER SHIFT PLUS ONE FLOATER. SO AT TIMES YOU KNOW THAT WOULD COVER BREAKS THAT WOULD ALSO COVER IF PEOPLE CALLED IN SICK OR IF OR IF YOU 
          [02:55:02]
KNOW WHAT OTHER STAFFING ISSUES THERE WERE PTO OR BREAKS. AND THEY COULD ALSO AUGMENT ONE OF THOSE OTHER CHANNELS WHEN DURING THE BUSY TIMES OF THE DAY. THAT WOULD ALSO GIVE US THREE COVER SHIFTS, EMPLOYEES THAT COULD COVER DURING THE BUSIEST TIMES OF THE WEEK. IS THAT AUTHORIZED MEAN WE PUT IT IN YOUR BUDGET. YOU HAVE THE MONEY FOR IT? YES. PEOPLE? YES, YES. AND THAT'S JUST A SHORTAGE OF AND THAT'S PART OF THE TRAINING. MIGHT TRAIN SOME. YEAH. AND THAT WOULD TRAIN THE BASIC. THEY HAVE A THEY HAVE A BASIC ACADEMY FOR EMERGENCY COMMUNICATIONS AS WELL. BUT WE'VE JUST STREAMLINED THE PIPELINE FOR HIRING FOR ECHOS LIKE WE DID WITH POLICE OFFICERS A FEW YEARS AGO. IT WAS TAKING TOO LONG FOR US TO GET POLICE OFFICERS. SO WE STREAMLINED THE PIPELINE, NOT LOWERED THE STANDARD, BUT STREAMLINED THE PIPELINE. WE HAVE JUST RECENTLY DONE THE SAME IN DISPATCH, AND SO I FORESEE I'M VERY OPTIMISTIC. I MIGHT BE THE ONLY ONE HERE, BUT I'M VERY OPTIMISTIC THAT WE'RE GOING TO GET THOSE POSITIONS FILLED. I THINK DISPATCH WILL HAVE A DIFFERENT OUTLOOK IN SIX MONTHS. AND WHEN WE TALK ABOUT STAFFING, CHIEF, IF THERE IS A STORY TO TELL, LET'S NOT WAIT UNTIL NEXT MAY OR APRIL TO TELL THAT STORY. 
          IF WE GET A STORY TO TELL IN SIX, SEVEN, EIGHT MONTHS, LET'S PUT IT ON ANOTHER WORK SESSION JUST TO SHARE THE NEWS. WE'LL DO. THANKS, BECAUSE I THINK WE ALL CARE ABOUT THAT. WE ALL KNOW IT'S A IT'S A CHRONIC WORRY. HOW LONG IS A SHIFT? 12 12 HOURS. YEAH. AT LEAST 12. AND YOU KNOW WHEN YOU'RE TALKING ABOUT THOSE NUMBERS THERE'S A LOT OF OVERTIME A LOT OF HOLDOVER A LOT OF SWITCHING. SO. HARD ASSETS FOR THE DISPATCH CENTER. THE 911 BUILDING IS OWNED BY THE CITY, BUT IT'S LEASED BY THE COUNTY. AND THEN THE HARDWARE AND INFRASTRUCTURE INFRASTRUCTURE IS THE COUNTY RESPONSIBILITY. SO THE EQUIPMENT IS PROVIDED BY THE COUNTY. AND WE PROVIDE THE PERSONNEL, THE EQUIPMENT PROVIDED BY THE E911, E911 OUT OF THE COUNTY GENERAL FUND. IT'S VERY SPECIFIC. THEY HAVE TO SPEND IT ON THAT. AND THAT'S AGAIN THE BUDGET OVERVIEW. THE PROJECTED AND CHIEF, CORRECT ME THAT IS THE CONTRIBUTION THE CONTRIBUTIONS FROM THE E911 FUND. NO. THE 1.1 MILLION IS THE BONNEVILLE COUNTY SHERIFF'S OFFICE PORTION OF THE EMPLOYEE. 
          THAT'S THE CONTRACT WE'VE WORKED ON, COUNCILMEMBER FRANCIS, THAT'S THEIR CONTRIBUTION FROM IT. OKAY. COST SHARING IS THAT ONGOING AGREEMENT WITH WITH BONNEVILLE COUNTY. AND THEN THE FUTURE PLANNING, FIVE YEAR EMERGENCY COMMUNICATIONS. WE'D LIKE TO RAISE THE STAFFING UP FIVE MORE RIGHT TO GET US TO THAT TO THAT STAFFING GOAL THAT WE WERE LOOKING FOR ON THE OTHER SLIDE. AND THEN THE NEXT FIVE YEARS, EMERGENCY COMMUNICATIONS CENTER PARKING, THEY'RE IN NEED OF A REMODEL OF THE PARKING LOT OR ADDITION OF SOME PARKING STALLS. I THINK IF YOU'D SEE AN OVERHEAD OF LIKE ON GOOGLE EARTH, WOULD YOU BRING UP AN OVERHEAD? THERE'S 5 OR 6 CARS PARKED ON THE GRASS BECAUSE THERE'S JUST NOT A NOT A LOT OF PARKING THERE ON THAT CORNER. 
          AND THEN OBVIOUSLY IN THE FUTURE, THE GOAL FOR WOULD BE TO BRING THAT EMERGENCY COMMUNICATION CENTER TO THE POLICE COMPLEX AND ADD IT TO THAT BUILDING WHERE WE COULD ALL HAVE EVERYBODY HOUSED THERE. WOULD IT BE CONNECTED OR WOULD IT BE OUT IN ONE OF THE OTHER SPOTS WHERE WHERE THE SHORTER ROOF IS? IF YOU'RE GOING DOWN NORTHGATE MILE, YOU SEE THAT SHORT ROOF AND THEN IT COMES UP. THAT WAS DESIGNED TO BE THE FUTURE DISPATCH CENTER. SO EVERYTHING THERE IS DESIGNED FOR THE WALLABY KNOCKOUT, AND THEN WE BUILD UP ON TOP OF THERE. SO IT WOULD IT WOULD SIT RIGHT ON TOP OF THAT PARKING, SELLING OUT ONE FLOOR TO IT. WE'VE TALKED ABOUT IT. I JUST COMPLETELY FORGOT. IT'S READY TO GO. BUT I DON'T ENVISION US DOING IT IN THE NEXT COUPLE OF YEARS. IT'D BE A JOINT PROJECT WITH THE COUNTY, LOTS OF SKIN IN THE GAME. SO I THINK THIS IS MANY YEARS IN THE FUTURE, BUT WE WOULD LIKE TO DO IT TOMORROW. IF ANYBODY IS HERE, THEN JUST TO GET EVERYTHING DOCUMENTED FOR THE PEOPLE WHO COME AFTER. ALL. 
          RIGHT. SO IS THERE ANY QUESTIONS ABOUT EMERGENCY COMMUNICATION? SORRY I WENT THROUGH THAT KIND OF FAST, BUT. SO OVERALL TRENDS, RECRUITMENT AND RETENTION IS STILL A BIG DEAL IN LAW ENFORCEMENT ALL OVER THE COUNTRY. THERE ARE STILL FEWER PEOPLE GETTING INTO LAW ENFORCEMENT AS THERE ARE PEOPLE RETIRING AND IT IS COMPETITIVE EVERYWHERE. I COULD APPLY AND GET $100,000 SIGNING BONUS TOMORROW IN AGENCIES. THERE'S STATES, THE ENTIRE STATE. THE STATE OF FLORIDA WAS PASSING OUT SIGNING BONUSES, NOT JUST FOR THEIR STATE POLICE. THEY'RE DOING SIGNING BONUSES AS A STATE FOR EVERY LAW ENFORCEMENT ENTITY IN THE STATE. THERE'S SEVERAL STATES DOING THAT NOW. IT IS INCREDIBLY COMPETITIVE. WE'RE DOING GOOD. BUT BUT EVERY TIME, IF WE IF WE REST AND SLEEP, WE'LL FALL BEHIND. IT'S NOT NECESSARILY ONLY A MONEY 
          [03:00:02]
PROBLEM. THERE'S A LOT OF THINGS YOU HAVE TO PUT TO THAT. BUT BEING COMPETITIVE IS PART OF THAT. AND LUCKILY WE HAVE A REALLY GREAT HR DIRECTOR AND I TRUST HIM IMMENSELY. I TALKED TO POCATELLO QUITE A BIT OVER THE LAST LITTLE BIT AND THEY ARE GOING TO ACCELERATE THIS FOR US. 
          I THINK THEY'RE GOING TO BE ABOUT 15% HIGHER THAN US ON AN ENTRY LEVEL WITH WHAT THEY'RE LOOKING AT DOING IN THE NEXT CONTRACT. SO THAT'S ALWAYS SOMETHING THAT'S ON MY MIND BECAUSE IT DOESN'T MATTER WHAT PLAN WE HAVE, WE DON'T HAVE THE PEOPLE TO DO THAT PLAN. WE'RE A PEOPLE BUSINESS. SO RECRUITMENT RETENTION IS ALWAYS BIG AND IT'S NOT GOING AWAY. IT WILL CONTINUE TO BE FOR YEARS AND YEARS TO COME. WE'RE DOING A GOOD RIGHT NOW, BUT WE'LL HAVE TO KEEP WORKING ON THAT IN THE FUTURE. TECHNOLOGY. YOU KNOW, BODY CAMERAS, WE WORK ON THAT TOGETHER. OVER THE LAST MANY YEARS, THESE LICENSE PLATE READERS THAT ARE THE NEW THING, TECHNOLOGY IS ALWAYS COMING OUT. IT'S GOING TO CONTINUE TO COME OUT. IT'S GOING TO INTEGRATE. 
          AND MANAGING THAT IS SOMETHING THAT'S GOING TO HAVE TO BE DONE FOR, FOR YEARS TO COME. JUST THAT THAT ACCELERATED PACE OF TECHNOLOGY ISN'T SLOWING DOWN. SO MAKING SURE WE GET IT RIGHT. 
          EMPLOYEE WELLNESS THAT'S ALSO PART OF RECRUITMENT RETENTION. BUT THE DATA STILL SHOWS THAT WE TAKE THESE PEOPLE AND WE PUT THEM IN THE HARDEST SITUATIONS THAT WE CAN POSSIBLY DO. THE AVERAGE AMERICAN, ACCORDING TO THE DEPENDS ON WHICH STUDY YOU READ THAT THE AVERAGE AMERICAN ADULT IS GOING TO HAVE THREE TO 5 TO 7, DEPENDING TRAUMATIC INCIDENTS IN THEIR LIFE, AND MOST OF THEM ARE END UP WITH PTSD AFTER THAT AND HAVE TO GO TO LOTS OF COUNSELING. THAT'S JUST STANDARD. IN AMERICA, THE AVERAGE POLICE OFFICERS ARE GOING TO HAVE SEVERAL HUNDRED IN JUST A FEW YEARS. AND SO WHAT WE DO TO HELP OUR PEOPLE BE WELL IS SOMETHING THAT WE'LL HAVE TO CONTINUE TO DO, AND WE DO A LOT WITH THAT, BUT IT'S NOT GOING TO GO AWAY, AND IT'S SOMETHING WE'RE GOING TO HAVE TO CONTINUOUSLY WORK ON. ONE DAY. IF WE HAVE TIME. I'D LOVE TO DO A DEEP DIVE JUST ON THE WELLNESS PROGRAM BECAUSE WE WORK REALLY HARD ON THAT. BUT AS A TREND IS NOT GOING TO GO AWAY, WE'RE GOING TO CONTINUE TO GO AWAY. SO WE HAVE TO CONTINUE TO WORK ON THAT FOR YEARS TO COME. THE GOALS WE'RE STILL LOOKING AT IS WE WANT TO POSITIVELY IMPACT THOSE CRIME RATES, RIGHT? CRIME RATES AREN'T ONLY DRIVEN BY POLICE DEPARTMENTS, AND I DON'T WANT TO SUGGEST THEY DO THAT TO DO WITH SOCIOECONOMICS. THEY HAVE TO DO WITH EDUCATION. THEY HAVE TO DO WITH CHILD CARE, HOUSING. THERE'S A LOT OF THINGS THAT DRIVE CRIME RATES, HOWEVER, THEY HAVE TO DO WITH JAILS AND PROSECUTIONS AND PRISONS. BUT THE POLICE DEPARTMENT DOES HAVE AN IMPACT AS WELL, AND WE THINK WE HAVE A POSITIVE IMPACT. SO WE WANT TO CONTINUE TO POSITIVELY IMPACT THOSE CRIME RATES. WE'RE VERY HOPEFUL. SEEING A SIX MONTH TREND OF THE VIOLENT CRIME RATE GOING DOWN, AND THEN MAINTAIN OUR STAFFING LEVEL KEEPING, KEEPING OUR POSITIONS FILLED IS AN ONGOING GOAL. AND THEN KIND OF WHAT I'M GOING TO SAY AND WHAT I'LL SAY DURING OUR BIG BUDGET MEETING IS WE HAVE A PLAN WE PUT TOGETHER LAST YEAR. I THINK WE ALL HAD INPUT INTO IT. 
          WE TALKED ABOUT IT WAS A FIVE YEAR PLAN. WE'RE NOT GOING TO DEVIATE FROM THAT. I'M NOT GOING TO ASK YOU FOR ANYTHING THIS YEAR THAT I DIDN'T ALREADY TELL YOU OR ASK FOR LAST YEAR, SO WE'RE PRETTY FOCUSED ON THAT PLAN. AND I THINK WE HAVE SOME DATA THAT SAYS WHAT WE'VE DONE HAS BEEN MOVING US IN THE RIGHT DIRECTION. SO THAT'S KIND OF WHAT WE'RE HOPING FOR IS JUST JUST CONTINUING ON WITH THAT FIVE YEAR PLAN. WE INTEND TO ASK FOR THE COPS GRANT AGAIN THIS YEAR IF WE GET IT PHENOMENAL. IF WE DON'T, WE WOULD HAVE TWO POLICE OFFICERS. WE DO EXACTLY WHAT WE PUT IN THE IN THE GRANT LAST YEAR. QUESTIONS ABOUT ANYTHING ON THE ON EVERYTHING COUNCIL. FRANCIS NOBODY CAN ANSWER THIS YET. BUT WITH THE NEW IMMIGRATION LAW THE STATE PASSED, IS THAT GOING TO IMPACT OURS ASSIGNMENTS? WILL IT BE LESS UNASSIGNED TIME OUT OF THIS? HOW DO YOU FIGURE THAT'S GOING TO HURT OR IT I, I DON'T THINK IT IS. I'LL HAVE TO REALLY LOOK AT WHAT WHAT IT MEANS PRACTICALLY, BUT I DON'T THINK IT'S GOING TO FORCE US TO DO ANYTHING THAT WE AREN'T ALREADY DOING. I JUST WANT TO BE CAREFUL AND TALK ABOUT THIS BECAUSE BECAUSE FEDERAL LAW REQUIRES US TO COOPERATE WITH FEDERAL LAW ENFORCEMENT. RIGHT. AND I THINK I'VE TALKED TO EVERYONE. I THINK WE'RE ALREADY DOING WHAT WE'RE SUPPOSED TO BE DOING WHEN IT COMES TO THAT. SO IT DOESN'T LOOK LIKE THERE'S GOING TO BE SOMETHING EXTRA LOADED ON YOU. I DON'T THINK SO. OKAY, TIME WILL TELL. I'LL HAVE TO LOOK AT IT MORE CLOSELY. BUT I THINK WE'RE ALREADY DOING WHAT WE WOULD BE DOING ANYWAY. OKAY. COULD YOU KIND OF INFORM US THROUGH THE LIAISONS IF IT DOES CHANGE? YES. OKAY. SO, CHIEF, YOU MENTIONED SOMETHING WHEN YOU WERE TALKING ABOUT CODE ENFORCEMENT AT THE VERY BEGINNING IN THE CONTEXT OF PRIORITIES, THAT RIGHT NOW IT'S REALLY HARD FOR YOU TO, TO JUST YOU CAN'T PUSH A BUTTON AND GET THE STATS THAT IT HAS TO BE TABULATED BY HAND KIND OF THING. BUT THEN I THOUGHT I HEARD WHEN CAPTAIN JESSICA MARLEY WAS TALKING, THAT YOU, THAT THERE WAS SOME KIND OF A TRACKING SOFTWARE. YOU SAID SOMETHING AND 
          [03:05:07]
I DIDN'T WRITE IT DOWN. BUT I'M JUST WONDERING, DO WE NEED TO GET A SOFTWARE OR DO WE HAVE ONE? BUT IT'S JUST NOT ROBUST. OR THERE'S A TRACKING SOFTWARE THAT TRACKS THEIR CASES. SO CITY WENT FROM THE CITY OVERALL WENT FROM TRACKING IT TO CITY WORKS. AND WHEN THE CITY WENT FROM TRACK TO CITY WORKS, WE LOST THAT TICKET TRACKING FUNCTIONALITY IN IT, WHICH WASN'T A BIG DEAL TO ANYONE ELSE, AND WE REALLY DIDN'T KNOW THAT WAS GOING TO HAPPEN. WE'RE THE ONLY ONES THAT REALLY WRITE THOSE TICKETS, BUT WE LOST IT. SO MOST OF THAT, THE CASE DATA WE CAN GET OUT OF OUT OF CITY WORKS THE TICKETS THEMSELVES. WE HAVE TO HAND COUNT THEM. BUT NOW WE KNOW WE HAVE TO DO THAT. SO THEY'RE TABULATING THEM AS THEY DO IT, INSTEAD OF TRYING TO GO BACK AND COUNT HOW MANY THEY DID LAST YEAR, WE WOULD LOOK TO MOVE TO MORE OF A ELECTRONIC TICKET WRITING SYSTEM. WE ALREADY HAVE ONE AT THE POLICE DEPARTMENT TO LOOK AND SEE IF WE CAN INTEGRATE THAT PROCESS. BUT BUT WE DO A LOT OF TICKET WRITING AT THE POLICE DEPARTMENT, SO WE WOULD LOOK AT A WAY TO INTEGRATE THAT PROCESS HAS A CODE ENFORCEMENT COMPONENT. THAT WOULD BE COOL. I CAN'T IMAGINE THE CITY WORKS DOESN'T HAVE SOMETHING THAT WE COULD A MODULE, SO TO SPEAK, THAT CAN BE PURCHASED. I'M REALLY SURPRISED. ASKEW. YEAH. YEAH. THAT'S IT. WHATEVER. SO I IT MIGHT BE WORTH LOOKING AT FROM THE IT PERSPECTIVE OR MUNICIPAL SERVICES PERSPECTIVE. 
          WE WILL LOOK TO THAT. AND YOU WOULD THINK IN 2025 WE COULD HAVE IT ALL DIGITIZED AND DIGITAL. WE'LL WORK ON THAT. IT MAY NOT HAPPEN QUICKLY THOUGH. NO, NO. AND WE DEFINITELY UNDERSTAND THAT. SO ALL RIGHT ANY OTHER QUESTIONS. COUNCIL MEMBERS VERY THOROUGH. THANK YOU. YOU YOU CLIPPED ALONG AND YOU SHOWED US A LOT OF THE THINGS WE REALLY NEEDED TO KNOW. 
          I'M GRATEFUL NOW WHEN THIS HAPPENS IN PUBLIC WORKS, THEY FEED US. SO YOU GUYS ARE GETTING OFF EASY. YOU BUILD. OUR BRAIN'S JUST NOT OUR STOMACHS, DARN IT. BUT THIS WOULD HAVE BROUGHT DONUTS. WAS REALLY GOOD. I'LL LEAVE. I'LL LEAVE YOU TO ONE THING. THAT'S OKAY. ONE. ONE OF THE CORE VALUES IS HONOR. AND I PUT THE HOW WE DEFINE HONOR UP THERE. BUT A PART OF THAT HONOR IS WHAT WHAT AN HONOR IT IS FOR US TO BE PART OF LAW ENFORCEMENT. AND I'VE TALKED ABOUT HOW THERE'S NOT A LOT OF PEOPLE ANYMORE WANTING TO GET INTO LAW ENFORCEMENT, BUT WHAT'S YOUR ONCE YOU'RE IN IT? IT JUST IS AN HONOR. AND IT BURNS INSIDE OF ALL OF US THAT WE GET TO WEAR THIS BADGE AND WE GET TO DO WHAT WE DO. AND ALL THE WAY DOWN THE LINE, WHEN YOU TALK TO THE OFFICERS, IT IS JUST SUCH AN HONOR TO BE IN LAW ENFORCEMENT IF I JUST TAKE TWO SECONDS. ON A PERSONAL NOTE, THE OTHER PART OF THAT IS WHAT AN HONOR IS TO BE PART OF THE IDAHO FALLS POLICE DEPARTMENT. AND THEN FOR ME PERSONALLY TO BE ABLE TO WORK WITH THESE THESE FOLKS HERE AT THIS TABLE, THEY JUST DO SUCH A GREAT JOB. AND WE ARE A PEOPLE BUSINESS. AND BECAUSE WE'RE A PEOPLE BUSINESS, WE ARE NOT PERFECT. IF YOU WANT TO POINT OUT A MISTAKE THAT WE MADE, YOU'RE GOING TO BE RIGHT. IT MIGHT PROBABLY SHOW YOU 5 OR 6 MORE MISTAKES THAT YOU DON'T KNOW ABOUT IT. RIGHT? SO DON'T MISUNDERSTAND WHAT I'M SAYING. THERE'S PLENTY TO IMPROVE ON, BUT OUR FOLKS, FROM THE VERY NEWEST TO THE OLDEST, THEY ARE SOME OF THE BEST HUMAN BEINGS I'VE EVER GOTTEN TO WORK WITH. AND IT IS SUCH AN HONOR FOR ME PERSONALLY TO BE ASSOCIATED WITH THEM AND TO WORK WITH THEM. AND I WOULD JUST LIKE TO TAKE THIS MOMENT TO THANK ALL THE EMPLOYEES OF THE IDAHO FALLS POLICE DEPARTMENT WHO JUST DO A PHENOMENAL JOB. THANK YOU. THE ONLY THING WE CAN SAY TO THAT IS THAT BECAUSE THAT HAS BEEN MY EXPERIENCE, WHENEVER I DO A DEEP DIVE OR INCURSION INTO THE DEPARTMENT, WHETHER IT'S WITH THE CITIZENS POLICE ACADEMY OR A RIDE ALONG OR ANYTHING ELSE, I ENCOUNTER MUCH OF WHAT YOU ARE DESCRIBING TO COUNCIL MEMBERS. 
          ANY OTHER THINGS YOU WANT TO SAY? THANK YOU, THANK YOU. APPRECIATE YOUR TIME TONIGHT. 
          SORRY IT WENT LATE INTO YOUR EVENING TONIGHT. WE APPRECIATE IT. GREAT. OKAY, COUNCIL MEMBERS, LET'S GO AHEAD AND TAKE A QUICK BREAK AND TRY TO BE BACK IN OUR SEATS BY 20 AFTER OR SHORTLY AFTER 20 AFTER. THE CITY. CORRECT? THERE WE GO. WELL IT TAKES SOMEBODY TAKES LONGER TO CLICK ON EVERY TIME. I JUST WANTED TO LET YOU KNOW, COUNCIL MEMBERS, AS WE COME BACK INTO AFTER A LITTLE BREAK, THAT COUNCILOR RADFORD IS FOLLOWING THE MEETING VIA LIVE STREAM. SO HE'S NOT OUT OF THE LOOP, BUT HE JUST WASN'T ABLE TO MAKE IT AS PERHAPS HE 
          [City Attorney with Mayor's Office and City Clerk]
HAD ORIGINALLY INTENDED TODAY. SO WITH THAT, I'M GOING TO TURN IT OVER TO OUR CITY ATTORNEY AND OUR CITY CLERK TO BRING THIS NEXT ITEM TO OUR ATTENTION AND GIVE YOU A CHANCE TO GET QUESTIONS ASKED AND ANSWERED. WE WILL HAVE THIS ON OUR AGENDA THURSDAY EVENING FOR YOUR CONSIDERATION. FORMALLY, THIS IS THE INFORMATION PORTION OF THAT ACTION. SO AND ONCE YOU HAVE 
          [03:10:06]
LOTS OF QUESTIONS, THERE'S NO WAY THIS WILL TAKE A HALF AN HOUR. BUT JIM, AS AS YOU I'VE GOT 17. EXCELLENT. WE'LL GO THROUGH ALL OF THEM. AS YOU'RE AWARE OF, THE LEGISLATURE PASSED A BILL THAT REMOVED THE AUTHORITY FROM IDAHO CITIES TO REGULATE DAYCARE. SO AS A CONSEQUENCE, THE CITY IS PREPARING TO REVOKE CHAPTER THREE OF TITLE SIX IN THE CITY CODE, WHICH HAS THE DAYCARE LICENSING IN ADVANCE OF THE LEGISLATION TAKING EFFECT ON JULY 1ST. THERE'S A LOT OF REASONS TO DO THAT EARLY. ONE IS THAT BY REVOKING IT, IT ISN'T THAT PEOPLE ARE NOT SUBJECT TO DAYCARE REGULATION. THEY JUST DEFAULTS BACK TO THE STATE. SO THEY'LL JUST NEED TO TRANSITION EARLIER THAN IF WE HELD ON UNTIL THE BITTER END. THE STATE HAS ALREADY STARTED MAKING TRANSITION EFFORTS IN THE CITY CLERK'S OFFICE, HAS ALREADY MADE TRANSITION EFFORTS OUT OF YOUR PLACE. YOU'LL SEE A LETTER THAT THE CLERK SENT OUT. EMILY SENT OUT TO ALL THE DAYCARE LICENSEES EXPLAINING THE CHANGE, AND THAT THE CITY IS NOT GOING TO BE DOING DAYCARE REGULATION IN THE NEAR FUTURE. WITH A FREQUENTLY ASKED QUESTION PAGE FOR PEOPLE TO GET SOME ANSWERS ON. AND WE'VE BEEN WORKING WITH PEOPLE WHO HAVE BEEN CALLING THE CITY, ASKING WHAT THEY MIGHT EXPECT. SO THAT'S SORT OF THE END OF MY PITCH ON WHAT THE ORDINANCE YOU'LL SEE PROPOSED FOR THURSDAY IS VERY SIMPLE. IT JUST SIMPLY STRIKES OUT THE ENTIRETY OF THE DAYCARE REGULATION. SO I'LL STAND FOR QUESTIONS. GO AHEAD. SO DOES DOES OUR CODE GO AWAY AS SOON AS WE DO THAT? OR DOES IT GO AWAY JULY 1ST? IT'LL GO AWAY IMMEDIATELY AS SOON AS IT'S PUBLISHED. IS THERE ANY ISSUE WITH THERE BEING A GAP IN THERE, OR IS THAT. WELL, THERE REALLY ISN'T A GAP BECAUSE IF WE DIDN'T HAVE A DAYCARE ORDINANCE, THEN THE STATE REGULATION WOULD ALREADY APPLY. SO ALL THAT'S HAPPENING IS PEOPLE ARE BEING FORCED TO TRANSITION TO THE STATE A LITTLE EARLIER. SO JUST FOR CLARITY, THE BILL 312 PASSED AFTERWARDS. SO DID THAT PUT ALL THE IDAHO RULES INTO STATE STATUTE? I THINK WHAT THAT STATUTE SAID IS THAT THEY WILL. 
          THE DEPARTMENT OF HEALTH AND WELFARE IS REQUIRED, THAT THEY ONE YEAR PROTOCOL DOES IT STATE STATUTE. IT'S A STRANGE THING TO WRITE IN THE STATE CODE, BECAUSE THERE'S ONLY ONE BODY THAT CAN PUT THINGS IN THE STATE CODE, WHICH IS THE IDAHO LEGISLATURE. SO I DON'T KNOW WHAT THE DEPARTMENT OF HEALTH AND WELFARE IS GOING TO DO. IT'S POSSIBLE TO DRAFT A BILL AND THEY'LL PRESENT TO SOMEBODY TO SPONSOR NEXT SESSION. SO MAYBE MY NEXT QUESTION WOULD BE EASIER IF I JUST TRY TO MAKE AN APPOINTMENT AND TALK TO YOU. I JUST NEED TO KNOW WHAT BACKGROUND CHECKS WE HAD THAT ARE GONE. WHY DON'T YOU COME? JACOB'S GOT A REALLY GOOD HANDLE ON WHAT THE FIGURES ARE. 
          THERE'S A THERE'S A FEW KEY DIFFERENCES, AS YOU'RE AWARE. YEAH, BUT IT IS A LITTLE BIT IMPORTANT, I THINK AS WE'RE HAVING THIS DISCUSSION, WHETHER WE HAVE IT NOW OR IF WE HAVE IT ON THURSDAY EVENING, BUT JUST TO MAYBE VERY SUCCINCT OR BRIEFLY, I SHOULD SAY HIGHLIGHT THAT AS THE CITY LOSES THE AUTHORITY TO BE ABLE TO. REGULATE CHILD CARE AND CHILD CARE PROVIDERS, WE ARE THE CITIZENS WHO CARE ABOUT THE QUALITY OF DAYCARE, ARE LOSING AN ELEMENT THERE BECAUSE THE STATE DOESN'T REGULATE IN THE SAME WAY THAT THE CITY DID. NOW, AS I SAY, THAT THERE WILL BE DAYCARE PROVIDERS WHO DON'T LOVE HAVING LOTS OF RULES TO FOLLOW WHO ARE DOING THE HAPPY DANCE BECAUSE THEY HAVE LESS OVERSIGHT AND FEWER RULES THAT THEY HAVE TO ABIDE BY. BUT AT THE SAME TIME, THERE MAY BE OTHERS, WHETHER THEY'RE PROVIDERS OR OTHERS IN THE SENSE PARENTS WHO MIGHT BE SAYING, WELL, CRUD, NOW I HAVE TO BE, YOU KNOW, ON THE LOOKOUT FOR THIS PROBLEM, AND I HAVE TO ASK THESE QUESTIONS, AND I HAVE TO DO THIS RESEARCH BEFORE I CAN EVEN ENTRUST MY KIDS TO A PROVIDER'S CARE. AND SO I'M TRYING TRYING TO FIGURE OUT A SUCCINCT WAY TO SAY WHAT, WHAT THE DIFFERENCE WILL BE. AND IT'S JUST THAT THE DAYCARE PROVIDERS THEMSELVES WILL NO LONGER BE SCRUTINIZED FOR AS EXTENSIVE A CRIMINAL OR POLICE BACKGROUND AS THEY ONCE WERE. SO 
          [03:15:02]
EMILY ACTUALLY TELLS ME THAT SHE KNOWS THE SPECIFIC DISQUALIFYING OFFENSES THAT ARE AT DIFFERENCE HERE. SO I CAN'T SPEAK TO ALL OF THE OFFENSES. BUT AS FOR THE AS FAR AS THE BACKGROUND CHECK GOES, THE DIFFERENCE IS THAT THE CITY REQUIRED A BACKGROUND CHECK. THE STATE ACTUALLY REQUIRES WHAT'S CALLED AN ENHANCED BACKGROUND CHECK. AND ENHANCED SIMPLY MEANS IT'S CERTIFIED FOR CHILD CARE. SO IT IS A LITTLE MORE I DON'T KNOW, IT'S ALMOST LIKE HAVING AN ENDORSEMENT. SO THE ENHANCED IS ADDED TO THE BACKGROUND CHECK TO SPECIFY THAT THE BACKGROUND CHECK WAS DONE FOR THE PURPOSE OF THAT PERSON TO HAVE TO GET A CHILD CARE WORKERS LICENSE OR FACILITY, BUT THEY DON'T HAVE TO HAVE THAT UNTIL THEY'VE BEEN ON THE JOB. THEY'VE NOT CHECKED FOR THAT UNTIL AFTER THEY'VE BEEN ON THE JOB FOR A YEAR OR SO. YEAH, THE WORD ENHANCED MAKES IT SOUND LIKE IT'S MORE STRENUOUS THAN WHAT THE CITY WAS DOING. THAT ISN'T TRUE. THE CITY ACTUALLY HAS MORE OFFENSES THAT DISQUALIFY YOU FROM LICENSURE THAN THE STATE DOES. BUT THERE'S NOT THAT ENDORSEMENT ON IT THAT IT'S A SPECIFICALLY CHILD CARE BACKGROUND CHECK BECAUSE IT'S A CREATURE OF THE CITY'S OWN INVENTION. SO WE COULD CALL IT AN ENHANCED BACKGROUND CHECK. 
          AND PEOPLE WOULD SAY, WOW, CITY VITAL HAS AN ENHANCED BACKGROUND CHECK. WHAT DOES THAT MEAN? WELL, IT MEANS THAT WE HAVE A LIST OF QUALIFYING OFFENSES AND SO DOES THE STATE. AND WHAT EMILY IS SAYING IS THAT THAT'S WHAT THEY CALL IT IS A SPEAKING OUT OF TURN THERE. NO, YOU'RE RIGHT. IT'S MORE OF A SIMPLE CLASSIFICATION SAYING THIS WAS DONE WITH THE PURPOSE OF A CHILD CARE LICENSE BEING ISSUED. IT DOESN'T NECESSARILY MEAN THAT THERE'S MORE DONE. A FEW OF THE DIFFERENCES THAT I DO KNOW OFF THE TOP OF MY HEAD IS THAT WE HAD A DISQUALIFYING OFFENSE FOR SOMEBODY WHO HAD A CONTROLLED SUBSTANCE VIOLATION THAT WAS MORE STRENUOUS THAN WHAT THE STATE DID. WE HAD A DISQUALIFIER FOR SOMEBODY WHO'D BEEN CONVICTED OF THE CRIME OF DISTRIBUTING ILLICIT MATERIALS TO CHILDREN THAT THE STATE MISSED, THERE'S A FEW OTHER THINGS THAT YOU WOULD THINK, WELL, WHY ISN'T THIS ON THE STATE'S LIST? AND THAT WAS REALLY THE PURPOSE FOR THE LOCAL OPTION TO REGULATE IS IF THE COMMUNITY FELT LIKE THE STATE WASN'T DOING A GOOD ENOUGH JOB, OR THAT THE RESTRICTIONS WERE WHERE THEY OUGHT TO BE, THAN THE CITY COULD STEP IN. ONE SIGNIFICANT DIFFERENCE THAT IS GOING TO BE TRUE NOW IS THAT THE CITY REQUIRED OUTDOOR SPACE FOR THE LARGER DAYCARE FACILITIES. SO THIS IS WHAT WE CALL A DAYCARE CENTER, THE DAYCARE WITH THE MEDIUM CLASSIFICATION. YOU'VE GOT GROUP, YOU'VE GOT FACILITY GROUP AND FACILITIES. WE DIDN'T REQUIRE IT FOR WHAT'S CALLED A FAMILY DAYCARE, WHICH IS A SMALL DAYCARE THAT'S USUALLY RUN OUT OF FOLKS HOMES. BUT FOR THOSE LARGER FACILITIES, WE REQUIRED OPEN SPACE WITH THE STATE TAKING OVER THAT, THAT'S NOT GOING TO BE A REQUIREMENT GOING FORWARD. OKAY. HOW DOES THIS AFFECT FIRE? WHAT'S THE ARE YOU GOING TO TALK ABOUT YOUR PART OF IT, OR IS IT IS THIS THE TIME TO ASK THAT QUESTION? I MEAN, YEAH, WHAT WHAT ARE WE GOING TO BE ARE WE GOING TO BE DOING ANY INSPECTIONS OF THESE PLACES ANYMORE? I CAN SPEAK TO THAT. OKAY. SO THE WAY IT'S HISTORICALLY WORKED WITH THE CITY DOING THE LICENSING IS THE CLERK'S OFFICE STARTS THE PROCESS, RECEIVES THE APPLICATION AND THEN ELICITS THE HELP OR ENLISTS THE HELP OF THE OTHER DEPARTMENT. SO THE BACKGROUND CHECK, THE HEALTH INSPECTION, THE FIRE INSPECTION RIGHT NOW INSTEAD, FROM WHAT WE UNDERSTAND, THE RESPONSIBILITY TO REQUEST THAT FIRE INSPECTION WILL FALL ON THE APPLICANT. THE STATE WILL STILL REQUIRE IT, BUT IT WON'T BE INITIATED BY THE CITY. THE REQUEST FOR THE FIRE INSPECTION. IT WILL BE INITIATED AND REQUESTED BY THE APPLICANT. AND IT. WHAT IF THEY DON'T ASK FOR IT? THEN WE ARE OUT OF THAT BUSINESS SO WE WON'T ASK QUESTIONS. YEAH, SO THEY COULD JUST NOT HAVE A FIRE INSPECTION. 
          BASICALLY I'M GETTING TO IT. I BELIEVE THE STATE REQUIRES THE STATE. THE STATE MAY REQUIRE IT, BUT WHETHER OR NOT THE STATE ENFORCES ADMINISTRATES. YEAH, WE'LL HAVE TO SEE WHETHER OR NOT THEY HOLD PEOPLE TO IT. THAT'S GOING TO BE OUTSIDE OF THE CITY'S CONTROL. WILL WE HAVE A FEE? IN OUR FEE SCHEDULE FOR FIRE INSPECTIONS. SO WE'LL CHARGE FOR THAT? OF COURSE. 
          WE'RE IT WAS PART OF THE PART AND PARCEL OF YOUR DAYCARE LICENSURE FEE WAS. SO THAT'S JUST THERE'S ANOTHER REASON THEY WON'T COME TO US BUT COST MONEY. YEAH. IT WON'T ADD COST TO US, 
          [03:20:05]
BUT IT WON'T TAKE AWAY WORK BECAUSE OUR FIRE PREVENTION FOLKS WILL STILL BE DOING THAT. 
          BUT WHAT IT WILL TAKE AWAY IS THE CITY'S ABILITY TO ENSURE THAT IT'S THAT IT'S BEING DONE. 
          WE WON'T KNOW WHETHER IT'S BEING DONE OR NOT, BECAUSE WE WON'T KNOW IF SOMEBODY NEEDS A DAYCARE FIRE INSPECTION UNLESS A DAYCARE PERSON CALLS US AND ASKS US FOR ONE. I WAS JUST GOING TO ASK BEFORE THE PASSAGE OF 243, DID DAYCARE HAVE TO GET A LICENSE FROM THE CITY? ON THE STATE? NO, JUST ON THE CITY. DID YOU HAVE SOMETHING ELSE? JIM? YEAH, I WAS JUST CURIOUS ABOUT I MEAN, DID THE WHEN THEY PASSED THIS STATE LAW, IS THERE ANY DID THEY FIND ANY FUNDING IN ORDER FOR THERE TO BE PEOPLE TO ACTUALLY ENFORCE THIS? I MEAN, IS IT AN UNFUNDED IS IT AN UNFUNDED FOR THE FIRE INSPECTIONS? YOU MEAN FOR ANYTHING FOR I MEAN, I DON'T KNOW, I WAS GOING THROUGH HEALTH AND WELFARE, BUT I MEAN, I IMAGINE THOSE PEOPLE ARE ALREADY BUSY. YEAH, I THINK THEY JUST THEY DIDN'T SAY WE'RE GOING TO ADD TEN PEOPLE TO THEIR STAFF TO TAKE CARE OF THIS. IT'S OUR UNDERSTANDING THAT ON THE SENATE FLOOR, COUNCILOR, EXCUSE ME, SENATOR JULIE VANORDEN FROM THE BLACKFOOT AREA SAID THAT SHE HAD HAD A CONVERSATION WITH ALEX ADAMS, WHO WAS AT THAT TIME THE DIRECTOR OF HEALTH AND WELFARE. HE MAY STILL BE, BUT I KNOW HE'S MOVING ON. BUT AND THE ANSWER SHE WAS GIVEN WAS THAT THEY ARE READY TO GO AND THEY'LL HAVE A SEAMLESS CHANGEOVER ALL BY JULY 1ST. AND SO THAT'S THAT'S THE ANSWER THAT WAS GIVEN THAT I'M AWARE OF, WE'LL JUST HAVE TO SEE. I MEAN, I THINK IF I WAS PUTTING MY BUDGET TOGETHER FOR THE LOCAL. DIVISION OF HEALTH AND WELFARE, I'D WANT SOME ADDITIONAL STAFF TO DEAL WITH THE ADDITIONAL WORKLOAD. BUT THANKFULLY I'M NOT RUNNING THAT DEPARTMENT. I'LL BE BACK TO ASK FOR MY THINGS LATER ON IN THE YEAR, BUT WE FIND WE HAVE 67 DAYCARE FACILITIES IN IDAHO FALLS, SOMETHING LIKE THAT. SO WE HAD 59. OKAY, THE COVER LETTER THAT YOU HAVE IN FRONT OF YOU WAS SENT ALONG WITH THAT FAQ SHEET TO THE FACILITIES LAST WEEK. AND THERE ARE THERE WERE 59 OF THOSE SENT OUT. OKAY. 
          THANK YOU. SO WHAT I WAS TRYING TO SAY EARLIER AND CATCH ME IF I'M RIGHT OR WRONG AND, AND IT JUST MAY BE THAT I'M SO WRONG THAT WE CAN'T FIX THIS, BUT I GUESS MY THOUGHT WAS THAT ONE MORE DIFFERENCE WOULD BE THAT WE REQUIRE THE INDIVIDUAL TO BE LICENSED. THE CHILD CARE WORKER TO BE LICENSED UPFRONT. THEY CAN'T PRACTICE UNTIL THEY'RE LICENSED, WHEREAS THE STATE JUST WANTS AN ACCOUNTING ANNUALLY FOR HOW MANY PEOPLE IN THEIR EMPLOY WHO ARE. YEAH. SO THERE'S THE WAY I UNDERSTAND IT IS THAT THE FACILITY CONDUCTS THE BACKGROUND CHECK OR RECEIVES THE BACKGROUND CHECK FOR THE EMPLOYEES THAT'S SUPPOSED TO START. THAT'S SUPPOSED TO HAPPEN BEFORE THEY START. BUT WE'VE HEARD IS THAT THAT DOESN'T ALWAYS HAPPEN. BUT THE STATE'S ABILITY TO ENFORCE ON THAT IS KIND OF LIMITED TO IF THEY DO AN UNANNOUNCED INSPECTION OR UPON THE RENEWAL OF THE LICENSE. AND WHAT WE'VE HEARD IS THAT THERE HAVE BEEN CASES WHERE YOU'LL SEE SOMEONE'S APPLICATION FOR RENEWAL OF THEIR STATE LICENSE, AND ATTACHED TO THAT APPLICATION WILL BE THE DOCUMENTATION THAT THEIR EMPLOYEES HAVE HAD A BACKGROUND CHECK. AND ALL THOSE BACKGROUND CHECKS HAVE BEEN CONDUCTED SHORTLY BEFORE THE APPLICATION DATE. BUT WHETHER THAT'S JUST ONE BAD APPLE AMONGST MANY, I DON'T KNOW. THAT'S JUST WHAT WHAT WE'VE HEARD, WHICH IS PART OF THE REASON WHY THE CITY LICENSED DAYCARE WORKERS THEMSELVES TO ENSURE THAT THAT BACKGROUND CHECK WAS COMPLETED BEFORE PEOPLE INTERACTED WITH CHILDREN. ALL RIGHT. THANK YOU. 
          JOHN DID MENTION THAT IT WAS DUPLICATIVE AND THAT THEY HAD TO HAVE A STATE LICENSE ANYWAY. SO IT WAS THE CITY WAS DOING ONE AND THE STATE WAS DOING ONE. SO IT'S NOT GOING TO BE ANY EXTRA WORK FOR THE STATE OTHER THAN ENFORCEMENT AND OVERSIGHT. BUT BUT THEY ALREADY HAD TO HAVE A LICENSE ANYWAY, BUT I DON'T I AM SURPRISED THAT THEY HAD TO HAPPEN BECAUSE THIS IS ALL NEW FOR THE STATE. THEY'RE TREATING IT LIKE THIS IS ALL BRAND NEW, BRAND NEW CLIENTS. THEY EVEN WANT THEY PUT OUR CLERK'S OFFICE THROUGH A LOT OF WORK TRYING TO SEND THEM THE INFORMATION ON WHO'S BEEN LICENSED. AND SO JOHN'S COMMENT CONFUSES ME A LITTLE BIT. YEAH. FROM WHAT I UNDERSTAND, IF A FACILITY UTILIZES CERTAIN FUNDS THROUGH THE STATE, I. THEY HAVE TO BE 
          [03:25:08]
LICENSED THROUGH THE STATE. THAT IS TRUE. IF YOU ARE RECEIVING STATE FUNDS, YOU HAVE TO COMPLY WITH CERTAIN STATE REGULATIONS AND INCLUDING GOING THROUGH THERE. SO NOT ALL PROVIDERS, BUT JOHN'S ORGANIZATION DOES RECEIVE THOSE FUNDS. OKAY. THAT STARTS TO THAT'S THAT'S A LITTLE CLEARER I APPRECIATE THAT. AND ALONG THE SAME NOTE, JOHN'S ORGANIZATION ALSO REQUIRES THAT THEIR EMPLOYEES GET THAT ENHANCED BACKGROUND CHECK TO START WITH, RATHER THAN GOING THE CITY'S ROUTE. YEAH, THE TOWN'S ORGANIZATION IS DIFFERENT. THEY'RE HIGH CLASS AND NO ONE'S NO ONE'S DISPUTING THAT THERE. AND THERE'S A LOT OF REASONS WHY THEY'RE A TOP NOTCH PROVIDER. IT'S MORE THE CONCERN ABOUT FOLKS THAT ARE TRYING TO SKIRT THE LAW INSTEAD OF. ICAP IS TRYING TO NOT JUST FOLLOW THE LAW EXACTLY, BUT GO ABOVE AND BEYOND WHAT THE LAW PROVIDES. SO THEY'VE NEVER BEEN SOMEONE THAT'S BEEN ON OUR CONCERNS. FRANKLY, I JUST WANT TO QUICKLY NOTE THAT BECAUSE FRANCIS AND I WORKED A LOT OF HOURS ON OUR ORDINANCE RELATED TO THIS TOPIC, AND, YOU KNOW, WE HAD DIFFERING OPINIONS ON THE VARIOUS CRIMES THAT, YOU KNOW, WOULD BE DISQUALIFIED. I HAVE BEEN PAYING VERY CLOSE ATTENTION TO THE CONVERSATION ABOUT THIS, AND I THINK THAT THERE'S A LOT OF PEOPLE THAT ARE CONFUSED. I THINK WE'RE GOING TO CONTINUE TO GET PHONE CALLS. I KNOW THAT I'VE ALREADY GOTTEN SOME QUESTIONS ABOUT IT, AND I'M NO EXPERT ON ON WHERE THIS HAS LANDED. BUT I WILL SAY THAT OVERWHELMINGLY, IT SEEMS LIKE THE COMMUNITY IS, GENERALLY SPEAKING, CONFUSED BECAUSE THEY WANT THEIR KIDS TO BE SAFE. THEY DON'T UNDERSTAND A SYSTEM THAT COULD PERHAPS BE LESS SAFE, WHICH I'M NOT NECESSARILY CHARACTERIZING THE STATE'S NEW LAW THAT WAY, BUT BUT I THINK WHAT TURNED ENOUGH PEOPLE WAS SAYING THAT THE WAIT IS JUST HURTING DAYCARES, AND IT'S HURTING THEIR ABILITY TO SERVE THEIR KIDS. AND SO WAITING FOR OUR LICENSING PROCESS IN THE CITY VERSUS BEING ABLE TO WORK DAY ONE. AND I THINK WE SAW THAT AND HEARD THOSE COMMENTS FROM THE COMMUNITY WE WERE DISCUSSING, YOU KNOW, A VARIETY OF THINGS. AND SO ANYWAY, I THINK THAT PROBABLY TURNED A LOT OF PEOPLE TO THIS IDEA OF, YEAH, BUT I CAN'T GET YOUR KID INTO MY DAYCARE IF I CAN'T HIRE SOMEONE RIGHT AWAY. AND IF I HAVE INTERVIEWED THEM AND I KNOW THEY'RE GOOD, I NEED THEM TO START TOMORROW. AND SO. ALL RIGHT, WELL, THERE IS A LOT ASSOCIATED WITH THIS. ONE OF THE THINGS THAT WAS UPPERMOST IN MY MIND WAS THE STATE GRANTING AUTHORITY TO LOCAL AND THEN STATE PULLING THE AUTHORITY AWAY. IT'S CONFUSING, BUT IT ALSO CONNOTES THAT THERE'S A MAYBE LACK OF TRUST. BUT THE FUNNIEST THING TO ME OF ALL WAS THAT THIS WAS CHARACTERIZED AS A WAY TO DEREGULATE AND THEREFORE PROVIDE MAKE IT EASIER FOR DAYCARE TO BECOME DAYCARE. 
          SORRY, DAYCARE BUSINESSES TO SPRING UP BECAUSE NOW THEY'RE LESS REGULATED. AND THAT WAS EVEN THE GIST OF THE GOVERNOR'S PRESS RELEASE WHEN HE SIGNED IT. AND I DON'T THINK THAT REGULATION IS THE PROBLEM IN THIS INDUSTRY. AND TO NOT UNDERSTAND THAT THIS INDUSTRY CONSISTS OF PEOPLE WHO GET HIRED, WHO DON'T REALLY HAVE MUCH OPPORTUNITY TO ADVANCE. YOU MIGHT GO FROM THE INFANT ROOM TO THE TODDLER ROOM OR TO THE SIX YEAR OLD ROOM, BUT THERE'S NOT THIS CAREER ADVANCEMENT PATH THAT MAKES IT A LUCRATIVE, BECAUSE YOU DON'T GET PAID A WHOLE LOT MORE IF YOU ADVANCE. MAYBE EVEN GOING TO THE INFANT ROOM IS WHERE YOU GET PAID THE MOST. I HAVE NO IDEA HOW THE PAY STRUCTURE WORKS, BUT IT'S NOT A PROFESSION THAT ATTRACTS A LOT OF PEOPLE. THAT'S WHY IT'S NOT GROWING. IT'S NOT THAT THERE WERE REGULATIONS. AND SO I'M KIND OF DISMAYED THAT THERE WAS THIS MISUNDERSTANDING AT THE LEGISLATIVE LEVEL AND THE GOVERNOR'S OFFICE ABOUT WHAT, WHAT, WHAT NEEDS TO HAPPEN FOR DAYCARE. AND IT'S NOT THAT YOU CHANGE OVERSIGHT, IT'S THAT THAT YOU HAVE TO FIND WAYS TO MAKE IT MORE ATTRACTIVE TO BE IN THE INDUSTRY IN GENERAL. THE OTHER THING I'LL TELL YOU IS A DIFFERENCE IS THAT, WEIRDLY ENOUGH, 243 A DOES IT REQUIRE THAT YOU DISPLAY YOUR LICENSING ON THE WALL? AND SO THAT'S A WEIRD ONE. I DON'T UNDERSTAND THAT. IT DIDN'T SEEM LIKE IT WAS AN ONEROUS THING TO DO. ANY OTHER QUESTIONS OR COMMENTS? OKAY. THEN WE'RE READY TO MOVE ON. COUNCIL BUSINESS. THANK 
          [Mayor and City Council]
THANK YOU TO EMILY AND MIKE FOR THAT. SO I PASSED OUT A FEW THINGS REALLY QUICKLY. CALENDAR 
          [03:30:01]
HERE A LOT OF QUICK THINGS ON IT. YOU'LL NOTE THAT THE IDA BOARD MEETING NEXT WEEK IS CANCELED. OUR AIRPORT DIRECTOR FEELS LIKE THERE JUST ISN'T ENOUGH TO POPULATE A FULL MEETING. ANYTHING THAT HAS TO BE CONSIDERED BEFORE WE GET TO THE MONTH OF MAY MEETING WILL JUST BE PUT ON AT WORK SESSION AGENDA, BUT THERE'S NOT A REAL CONCERN THERE THAT WE'LL BE MISSING OUT ON ANYTHING NEXT WEEK. VOLUNTEER CLEANUP DAY 9 A.M. ZOO OPENS ON THE 24TH. NEW NUCLEAR FORM COMING UP. LOTS OF OTHER THINGS GOING ON, BUT IF YOU ARE HAVE ANY BILLS THAT YOU WANT THE GOVERNOR TO VETO, THERE'S A NUMBER THERE I PUT FOR YOU THE AIC SPRING DISTRICT ACADEMY. I HIGHLIGHTED IT IN RED. IF YOU WANT TO GO TO THAT ON THE 29TH OF APRIL, CHECK WITH CARLA. I PULLED FROM THE WEBSITE THE AGENDA THAT THEY'VE CREATED FOR THAT TRAINING. WHAT'S INTERESTING TO ME IS THAT THIS TRAINING IS BEING HELD. I'M SORRY. SORRY. NEVER MIND. BUT NOTE IF YOU DON'T WANT TO MAYBE GO OVER THE WHOLE THING, I WOULD THEN SUGGEST TRYING TO GO IN THE MORNING, BECAUSE THAT'S WHEN THEY'LL DO THE LEGISLATIVE UPDATE AND EXPLAIN A LOT OF THE BILLS THAT HAVE PASSED THAT. 1045 THEY'RE GOING TO SPEND QUITE A BIT OF TIME, IT LOOKS LIKE, ON WILDFIRE MITIGATION AND MANAGEMENT. THAT'S SOMETHING THAT WE PROBABLY ALREADY UNDERSTAND. I'LL BE REALLY INTERESTED TO LEARN. I HAVEN'T ASKED YET BECAUSE I JUST NOTICED THIS. WHETHER THEY'RE GOING TO BE TALKING TO WITH WILL HART AND ASKING HIM TO HELP PRESENT, OR WHY THEY'VE ALLOTTED AN HOUR AND 15 MINUTES FOR THAT IS INTERESTING TO ME. AND LET'S SEE. MOVING ON TO. THE. I GAVE YOU ALSO PROGRAM FROM THE MAYOR'S SCHOLARSHIP FUND LAST WEEK. WE HAD THE 20TH YEAR. WE CELEBRATED OUR 20TH YEAR, WE GAVE OUT $62,000. WE'RE JUST HOVERING AROUND $800,000, MAYBE A LITTLE BIT MORE. I'M NOT SURE IF THE 62,000, THE 800 INCLUDES 62, OR IF WE'VE NOW GIVEN OUT 862, BUT PRETTY SOON WE SO WE PASSED THAT MILESTONE WITH 20 YEARS. THE NEXT MILESTONE WILL BE WE'LL BE GIVEN OUT $1 MILLION. BUT THOSE ARE LOCAL DOLLARS FOR LOCAL STUDENTS TO GO TO IDAHO SCHOOLS. SO IT FEELS VERY GOOD. MANY OF YOU ARE ALREADY AWARE THAT THE SPUD TEAMS HAVE MADE IT TO THE FINALS. THEY ADVANCED OUT OF THE SEMIFINALS. THE FINALS ARE ANOTHER 5 MILLION SERIES, THIS TIME AGAINST THE OGDEN MUSTANGS. 
          FIRST GAME STARTS IN A SHORT BIT OF TIME HERE. THEY'LL PLAY TONIGHT, TOMORROW NIGHT AT THE MOUNTAIN AMERICA CENTER, AND THEN AT LEAST ONE GAME IN OGDEN. THEY HAVE A BEST OF FIVE OR SO. 
          THEY HAVE TO WIN THREE TWO GAMES IN OGDEN LATER ON THIS WEEK. AND IF THEY WIN THAT, THEY'LL COME BACK HERE ON THE 16TH. AND AFTER THAT THEY HAVEN'T SET THE BRACKET FOR THE BUT THEY DON'T KNOW WHO'S PLAYING WHO. AND SO WITH THAT, I WANTED TO JUST TAKE A MOMENT TO REVIEW THIS. I HAD SENT YOU SEVERAL THINGS LAST FRIDAY OR THURSDAY NIGHT OR WHATEVER. I CAN'T REMEMBER WHAT IT WAS, BUT YOU'LL RECALL THAT WE HAD GONE THROUGH THE COUNCIL RETREAT. ALL OF THE DIFFERENT PRIORITIES THAT YOU HAD SET. WE RETIRED SOME PRIORITIES, AND I PUT THOSE IN A SEPARATE HANDOUT, WHICH I EMAILED TO YOU, BUT I DIDN'T GIVE YOU A COPY OF TONIGHT. WE TOOK SEVERAL OF LAST YEAR'S PRIORITIES AND WE'VE CARRIED THEM ON AND THEY'RE ON A MASTER LIST. BUT WE ALSO HAD SOME THAT IN EITHER THE RETREAT OR THE CONVERSATION CONVERSATION WE HAD AT THE LAST WORK SESSION OR IN THE DIRECTOR'S WORKSHOP. WE DID SOME WORK TODAY. AND SO THIS HANDOUT THAT I'VE GIVEN YOU TODAY TAKES THOSE OR EXCUSE ME, THOSE COUNCIL PRIORITIES AND PUTS THEM BENEATH THE ASPIRATIONS THAT THEY BELONG TO. AND IT SHOWS THE NEW VERSION, MEANING NEW IS IN THE COUNCIL MEMBERS. YOU HAD PROPOSED NEW LANGUAGE THAT JIM AND I AND WITH MARGARET'S INPUT AS WELL, HAD REWRITTEN OR RE SUMMARIZED, OR THAT YOU SAID, HEY, WE WANT TO HEAR DIRECTORS HAVE TO SAY ABOUT THIS ONE. AND THEY CAME UP WITH SOME LANGUAGE AT THE DIRECTOR'S WORKSHOP. AND SO EVERYTHING HERE IS EITHER ATTRIBUTED, YOU'LL SEE, IN EITHER GREEN FOR COUNCIL OR BLUE FOR DIRECTORS IS JUST LANGUAGE THAT THEY HAD SUGGESTED OR THAT HAD BEEN SUGGESTED. AND BEFORE WE CAN GET TO WORK ON WRITING THE PLANS FOR ALL OF THESE PRIORITIES, WE NEED YOUR BUY IN ON LANGUAGE. I DON'T KNOW IF I NECESSARILY. I'VE BEEN VERY CAREFUL NOT TO SAY WE NEED YOUR APPROVAL, BUT I'VE SAID ACCEPTANCE. AND WHAT I'M THINKING IS THAT RATHER THAN GO THROUGH A FORMAL MOTION, WE CAN 
          [03:35:02]
JUST EITHER HAVE AN INFORMAL CONVERSATION AND THEN YOU SORT OF GIVE ME GROUP CONSENSUS THAT THIS IS OKAY TO MOVE FORWARD WITH, OR AND WE WILL OR WHAT DO WE WANT? THE ONLY ONE TO ME THAT SEEMS A LITTLE ANEMIC IS THE. WELL, NO, SOME OF THEM SEEM ANEMIC AND THE ONES THAT SEEM ANEMIC. I WOULDN'T WORRY ABOUT IT, BECAUSE THAT JUST MEANS THAT THE DIRECT MEANING THERE'S NOT A LOT OF BULLET POINTS. THAT JUST MEANS THAT THE DEPARTMENTS CAN BUILD THIS OUT THE WAY THEY THINK IT SHOULD BE, AND YOU'LL SEE A PLAN FOR IT, BUT IT WILL PROBABLY BE A MORE PASSIVE PLAN THAN SOME OF THE ONES WITH LOTS OF BULLET POINTS THAT ARE THAT FEEL MORE ACTIVE. AND LISA, IS THERE ANYTHING YOU WANTED TO SAY OR MARGARET, ABOUT WHAT WE'RE ASKING HERE? JUST TO TAKE A LOOK AT THE LANGUAGE, IF IT'S IN ITALICS AND WHITE WITH THE WHITE BACKGROUND, IT'S NEW LANGUAGE. 
          THE ONE THAT AND I ALREADY SPOKE TO THE MAYOR ABOUT THIS ONE EARLIER TODAY IS THE DEVELOP RELIABLE DATA FROM PUBLIC AND PRIVATE SECTORS TO INFORM WAGE ADJUSTMENT. THAT'S ONE THAT WAS IT WAS RANKED VERY LOW BY COUNCIL WHEN WE DID OUR RANKING OF GOOD GOVERNANCE. AND SO IT DID SHOW UP AS BEING ONE OF THOSE. BUT H.R. HAS BROUGHT FORWARD. AND SO I THINK THAT FOR ME, THE REASON THAT I RANKED IT LOW, I'LL JUST THROW THIS OUT THERE IS BECAUSE AFTER WE DID THE STUDY AND I CAN'T REMEMBER THE NAME WE YEARS AGO, NOT I MEAN, I HAVE ONLY BEEN ON COUNCIL FOR FIVE YEARS, SO THERE WAS LIKE A STUDY THAT HAD BEEN DONE, AND THEN WE HAD THE MILLIMAN STUDY, AND THEN FIRE WENT AND DID THEIR OWN STUDY, AND THEN POLICE WENT AND DID A STUDY. AND SO FOR ME, IT RANKED LOW BECAUSE IT JUST ALWAYS FELT LIKE THERE WAS NOT A LOT OF CONSENSUS AROUND THAT ONE. AND SO THAT'S PROBABLY THE ONLY ONE THAT I FEEL LIKE THERE WOULD NEED TO BE. AND I'M GLAD THAT HE'S HERE, THAT THERE WOULD HAVE TO BE A LITTLE BIT MORE BUY IN FROM THE DIRECTORS COLLECTIVELY ON WHAT THAT STUDY LOOKS LIKE. I JUST DON'T WANT TO GO OUT AND DO WHAT FOR THE FIRST THREE YEARS OF ME BEING A LIAISON, IT SEEMED LIKE EVERY DEPARTMENT WAS DOING THEIR OWN. YEAH. AND IT WAS LIKE, WELL, WE HAVE A STUDY AND WE HAVE A STUDY, AND IT JUST BECAME REALLY DISCOURAGING. WELL, THERE'S A DIFFERENCE BETWEEN A PROFESSIONAL STUDY THAT HR WILL ENDORSE AND A DEPARTMENT THAT GOES OUT AND CHERRY PICKS AGENCIES AROUND THEM THAT THEY KNOW HAVE GOOD BENEFITS AND PAY WELL, AND THEY COLLECT ALL THAT. AND SO THERE WASN'T THERE WERE THERE WERE DIFFERING DEGREES OF, OF WHAT'S THE WORD I'M LOOKING FOR SCIENTIFIC RIGOR. YES. BUT THE VARIOUS DO YOU REMEMBER THEN BECAUSE WE HAD ALL THOSE, WE WENT OUT AND DID A REALLY COMPREHENSIVE ONE THAT WE THOUGHT WAS GOING TO BE RIGHT, BUT THAT WAS MORE ON THE PHILOSOPHY OF COMPENSATION AND LESS ON THE ACTUAL. YEAH. SO THAT'S THE THAT'S THE BACKGROUND TO THAT ONE THAT GOT A LOWER RANKING IS BECAUSE JUST WITHIN PROBABLY TWO YEARS, THERE WERE FOUR STUDIES THAT I SEEN BEEN PARTICIPANT TO. SO THAT'S JUST MY WHERE THAT ONE CAME DOWN THAT IT WASN'T REALLY A PRIORITY WITHIN COUNCIL. BUT OTHER THAN THAT I THOUGHT IT LOOKED. YOU'RE SAYING THIS WORDING ISN'T SPECIFIC ENOUGH? NO, IT JUST WASN'T ONE OF THOSE THAT CAME UP. OH, OKAY. AS A COUNCIL TOP PRIORITY OKAY. BUT BUT YET THE ASPIRATION OF THE CITY ATTRACTS, DEVELOPS, REWARDS AND RETAINS THAT THAT WAS RETAINED. AND SO THIS WAS THE DIRECTOR'S WAY OF SAYING, WELL, THESE THINGS KIND OF FIT UNDER THAT. SO IF YOU DON'T WANT TO RETAIN THAT ASPIRATION UNDER GOOD GOVERNANCE THEN OR EXCUSE ME, THAT, THAT, THAT AS THE LEAVE ORANGE PEACH COLOR, IF YOU DON'T WANT TO RETAIN THAT THEN YOU CAN ALSO MOVE TO GET RID OF THAT AS A PRIORITY FOR THIS. NO, I MEAN I THINK THAT THAT'S STILL IMPORTANT. I WAS JUST GIVING A LITTLE BIT OF MY OWN PERSONAL DIALOG AS TO WHY THAT DIDN'T RANK HIGH. I MEAN, IT WAS A SPECIFIC IT WAS A SPECIFIC ONE THAT WAS RANKED UNDER THAT ASPIRATION, AND IT DID NOT GET A HIGH RANKING FROM COUNCIL. I WILL SAY TO THAT THERE IS A SPECIFIC ACTION ASSOCIATED WITH THAT ONE. DEVELOP RELIABLE DATA FROM PUBLIC AND PRIVATE SECTORS. 
          THE THERE SORRY, DIRECTOR JONES HAD REACHED OUT TO AIC TO SEE ABOUT GETTING A STATEWIDE REPOSITORY OF WAGES AND BENEFITS, GETTING THEM TO HOST ONE AND HAVE ALL THE DATA. WELL, THEY SHOULD OR THEY COULD. AND A LOT OF PEOPLE HAVE THOUGHT THAT THAT WOULD BE WONDERFUL IF THEY COULD JUST GO TO A PART OF THE PART OF THE WHAT'S THE WORD? RETURN ON. THE INVESTMENT OF BEING AN AIC MEMBER IS THAT YOU GET ACCESS TO STATEWIDE DATA. THAT WOULD HELP HR FOLKS ALL 
          [03:40:07]
OVER THE STATE, BUT THAT ISN'T MOVING AS FAST AS I WANTED IT TO. WE'LL SEE HOW THAT GOES. BUT WE KIND OF HAVE BEEN DOING THAT IN A NON NOT NON-FORMAL KIND OF WAY, RIGHT? I MEAN, YOU DO YOU DO ASK OTHER PEOPLE YOU CAN CALL OTHER DIRECTOR, OTHER HR DIRECTOR AND YOU ASK THOSE QUESTIONS DON'T YOU. YES I KNOW YOU HAVE. I MEAN I THERE'S PUBLIC WEBSITES NOW THAT HAVE A LOT OF DATA. AND NOW I'VE GOT A POSITION THAT'S AN ANALYST POSITION WHO'S RUNNING A LOT OF NUMBERS. THE BIGGEST PROBLEM I THINK FOR THE CITY IS BEING ABLE TO CONSISTENTLY GET THE DATA IN A SIMILAR WAY, SO THAT WE CAN USE IT HERE AND NOW. AND LISA'S POINTS ARE ALL VALID. IF THERE'S BEEN A LACK OF CONSENSUS ON HOW WE MOVE FORWARD AND WE'LL WORK TOGETHER, I THINK THERE'S A LOT OF GREAT DIRECTORS WILL FIND WAYS TO CREATE A BENCHMARK THAT'S MEANINGFUL FOR THE CITY, BUT IT'S NOT. IT'S NOT THERE YET. NEITHER THE DATA NOR THE COMPENSATION PHILOSOPHY AND CONSENSUS. BUT IT'S IN THE WORKS. OKAY, BUT THINK HOW MUCH TIME WOULD BE SAVED IF WE DIDN'T HAVE TO MAKE A PHONE CALL TO TEN CITIES? EVERY TIME WE WANTED TO KNOW SOMETHING, WE LOOK AT HOW GREAT MILLIMAN WORKS FOR POWER. RIGHT. AND IT'S. YEAH. ANYWAY, ARE THERE ANY OTHER THAN THAT THAT ASTERISK, THE ASTERISKS, WHATEVER THAT ARE COUNCIL PRESIDENT HAS PUT NEXT TO THIS PARTICULAR ONE BECAUSE IT WASN'T AS AS HIGH OF A CONCERN. ARE THERE ANY OTHERS THAT YOU THINK. 
          OH NO, I'M NOT SURE IF THIS IS WHAT WE HAVE. I JUST HAVE A QUESTION. I'M NOT CLEAR WHAT THE DIFFERENCE FOR YOU, STATE COUNCIL OR DIRECTOR. THAT'S WHO INITIATED THE NEW LANGUAGE OR THE SO THE PRIORITY ITSELF LIKE ON THE SECOND ONE UNDER HEALTHY COMMUNITY, THOSE WERE BULLETED POINTS COMING FROM THE DIRECTORS. OKAY. THEY THOUGHT THAT THAT WOULD BE A HELPFUL WAY OF ADDING TO THE BUILDING STEWARDSHIP PLAN. OKAY. ABOVE AND BEYOND WHERE WE WHERE OUR DIRECTOR ALEXANDER HAS ALREADY BROUGHT THAT. SHE BROUGHT IT TO A CERTAIN LEVEL, AND WE'RE GOING TO START PLUGGING AWAY AT ENHANCING IT, I GUESS, BECAUSE SOME OF THOSE ASPIRATIONS, THE COUNCIL HAD IDENTIFIED THE ASPIRATION AS BEING A PRIORITY, BUT NOT NECESSARILY WHAT WE NEED TO DO IN ORDER TO MAKE THAT ASPIRATION HAPPEN. SO THESE WERE BRAINSTORMING WITH THE DIRECTORS ABOUT, OKAY, WHAT DOES THAT LOOK LIKE IF WE'RE ENCOURAGING AND FACILITATING COLLABORATION WITH STATE, COUNTY, NEARBY MUNICIPAL GOVERNMENTS IDENTIFIED SORT OF SOME KEY GROUPS THAT WE WANT TO WORK WITH AND WHICH ENHANCE THOSE RELATIONSHIPS. SO THE ONES THAT CAME FROM DIRECTORS ARE HOW DO WE HOW DO WE BRING TO LIFE THE ASPIRATIONS THAT HAVE BEEN IDENTIFIED BY COUNCIL AS PRIORITIES. THAT WAS UNDER PLANNING RELATIONSHIPS WITH PARTNERSHIPS, THAT IT WAS BLANK. 
          SAME WITH ASPIRATION PLANNING FOR TOMORROW. THAT ONE WAS LEFT BLANK AND THEN THE ONE UNDER RESOURCE STEWARDSHIP, THE DEVELOP A RIVER PLAN. YEAH, I'D LIKE THAT A LOT. YEAH. THE ONLY THING THAT COUNCIL MEMBERS YOU HAD PROVIDED WAS THE LAVENDER AREA. THE CITY'S COMMITTED TO RECOGNIZING AND PROTECTING THE SNAKE RIVER. YEAH, RIGHT. NO, THAT'S THAT'S REALLY IS NICE. I WANTED TO COMMENT ABOUT HOW NICE THE RIVER PARK WAS. YOU'LL NOTE THAT CDS IS THE CHAMPION THERE, AND CDS HAS SOME OTHER PREEXISTING PRIORITIES THAT WILL PROBABLY TAKE PRECEDENCE OVER GETTING THIS ONE STARTED. SO THIS 1ST MAY BE A MULTIYEAR BECAUSE IT WAS AN IDEA, BUT IT WASN'T. IT'S NOT SOMETHING WHERE THEY CAN JUST GO EXECUTE IT EASILY, QUICKLY. IT'S GOING TO TAKE A LOT OF THOUGHT. SO LOOKING AT THAT, THAT ONE ASPIRATIONS. WELL SEVERAL THEY'LL HAVE VERBIAGE AND THEN IT'LL SAY COUNCIL OR DIRECTORS AND THERE'S NOTHING BELOW THAT. 
          SO THE VERBIAGE ABOVE THAT YES, I'M SORRY I WAS DOING THIS REALLY SPEEDILY BEFORE THE MEETING STARTED. I JUST WANT TO UNDERSTAND WHAT I'M LOOKING AT. SO IF IT'S BELOW IT, IT'S REFERRING TO THE TEXT ABOVE. YEAH. SO FOR EXAMPLE AN ASPIRATION SAFETY. IT SAYS COUNCIL BELOW EXPLORE METRO FIRE. SO DID THAT COME FROM COUNCIL. THIS ONE HAS A QUESTION MARK BECAUSE I THINK IT SHOULDN'T HAVE EVEN BEEN INCLUDED HERE. I THINK THIS ONE WAS ALREADY PRETTY CLEAR. AND IT WAS IT WAS ALREADY ONE THAT WE WERE. WHAT'S I STAND FOR. IT STANDS FOR INACTIVE. CONTINUE TO EXPLORE. AND THAT ONE WE'D ALREADY IDENTIFIED IT AS THAT. 
          SO I THINK I MADE A GOOF BY PUTTING IT HERE. OKAY, I HAVE ONE MORE THING ABOUT THE RIVER THING. I'LL CIRCLE BACK TO THAT. I JUST I THINK IT WOULD BE A GOOD IDEA WHERE YOU CAN TELL ME WHY YOU DON'T THINK IT WOULD BE TO HAVE POWER AS A PARTNER. BECAUSE OF THEIR INVESTMENTS ON THE RIVER. AND IT'S NOT JUST ABOUT DEVELOPMENT ALONG THE RIVER, BUT IT'S INVESTMENTS IN THE RIVER AS WELL THAT, YOU KNOW, I'M HAPPY TO PUT THAT THERE. IT WAS. THAT WAS ALL MY 
          [03:45:01]
BRAIN AND PROBABLY A LATE NIGHT, DID AGREE THAT THE POWER SHOULD BE INVESTED IN THAT. THE ONLY REASON THAT I WAS THINKING, I WAS JUST MOSTLY THINKING, OH, THIS WILL BE A CDS KIND OF COMMUNITY PLANNING ACTION. THAT'S I STOPPED THINKING AT THAT POINT. SO HAPPY TO ADD POWER. OKAY. AND I THINK I THINK YOU SHOULD ADD PARK. YEAH. THANK YOU. OKAY. ALL RIGHT. SO AT THIS POINT, THIS INTEGRATED LIST WITH THE NEW LANGUAGE AS WELL AS LAST YEAR'S CONTINUING PRIORITIES WILL THEN BE WHAT DIRECTORS USE TO TAKE ALL 20 PRIORITIES AND CREATE ACTION PLANS FOR THEM. 
          OKAY, OKAY. WITH THAT, WE CAN VERY QUICKLY GO AROUND THE ROOM AND SEE IF ANYBODY HAS ANYTHING THEY NEED TO SHARE. COUNCIL PRESIDENT, ANYTHING YOU ONLY THAT I CONTINUE TO GET GOOD FEEDBACK ON THE. AIRPORT MASTER PLAN. UNSOLICITED FEEDBACK IS COMING, IS STILL COMING IN. SO I THINK WE'VE GOT A GOOD A GOOD PLAN OUT THERE AND THAT WILL BE ON THE AGENDA ON THURSDAY. 
          APPROVAL OF THAT. ALL RIGHT. COUNCIL PRESIDENT BUILDING OR FORMER PRESIDENT OKAY. YOU ARE GOOD. ONE THING I SHOULD PROBABLY SHOULD MENTION DURING IHOP'S UPDATE, WHICH IS THE GOVERNOR SIGNED HOUSE BILL NUMBER 457, WHICH REMOVES TAXES, SALES TAX FROM ANIMAL ADOPTION AND RESCUE FEES FOR BOTH GOVERNMENTAL ENTITIES SUCH AS ANIMALS, ANIMAL SHELTER AND ALSO NONPROFIT ENTITIES. SO AS A SUPER INTERESTING ORIGIN STORY, WHICH IT TURNS OUT, THERE'S SOME ANIMAL SHELTERS THAT DIDN'T KNOW THEY'RE SUPPOSED TO BE CHARGING SALES TAX. IT WAS NOT A TAX EXEMPT SALE. ADOPTIONS OF ANIMALS. AND SOMEONE ALERTED THEIR REPRESENTATIVE. AND ANOTHER REPRESENTATIVE THAT I WAS WORKING WITH WAS ALSO TRYING TO WORK THIS OUT, AND IT ENDED UP BEING SMOOTH SAILING. SO STARTED OFF FOR NONPROFITS ONLY, AND THEN THEY ACTUALLY SENT IT BACK AND ADDED LOCAL GOVERNMENTS TO IT. SO JUST ONE MORE WAY TO ENCOURAGE COMMUNITY MEMBERS TO ADOPT IT GOES INTO EFFECT JULY 1ST. ALL RIGHT. VERY GOOD. THANK YOU. COUNCILOR FRANCIS. YEAH, THERE'S ACTUALLY SEVERAL THINGS. THE ART MUSEUM IS HAVING ANOTHER FUNDRAISER, I THINK, FOR THEIR EXPANSION. THIS SATURDAY STARTS AT SIX. AND I WANTED TO SAY SOMETHING ABOUT SISTER CITIES THAT THEY ARE DISCUSSING, MODIFYING THE ORDINANCE. AND I HELPED TO WRITE THE ORDINANCE. 
          SO WHEN IT COMES TO US, JUST KNOW THAT I LIKE THE DIRECTION YOU'RE GOING. I'M NOT GOING TO. 
          IS THAT THAT MAKES SENSE. IN OTHER WORDS, I'M WILLING TO MODIFY THAT THING. I THINK THEY'VE THOUGHT IT THROUGH REALLY WELL. SOME THINGS CAME OUT OF THE PARKS AND REC COMMISSION TODAY. ARBOR DAY IS MAY 9TH AT HERITAGE PARK. THEY'LL PLANT 18 TO 22 TREES AND IT'S AT 1030. AND TIM FRANK'S GRADUATION, WHILE RETIREMENT IS APRIL 25TH AT 4:00 TO 8:00, KIND OF A BIG OPEN HOUSE AT PINE CREST. HE INSISTED IT BE AT PINE CREST. AND JUST FOR DETAILS, THE SOCCER TOURNAMENT THAT BISSELL IS DOING IN THE SPRING ON MAY 16TH AND 17TH HAS 217 TEAMS COMING TO THIS CITY WITH AN ESTIMATE OF $1 MILLION INTO THE CITY ECONOMY. WHEN WILL THAT BE HAPPENING? THE 16TH AND 17TH OF MAY. IT'S A FRIDAY. LOOKING FOR A HOTEL ROOM? THAT'S A. THAT WOULD NOT BE THE NIGHT. IT'S GOING TO BE A CHALLENGE. OKAY. WELL, THAT'S I BELIEVE, THE REASON WHY ROOMS ARE SO EXPENSIVE IN BOISE FOR AIC IS FOR THE AIC CONFERENCES. AND IT HAS BEEN UP AND DOWN OVER THE LAST 5 OR 6 YEARS, I DON'T KNOW, 6 OR 7 YEARS. AND THAT HAS TO DO WITH THE TOURNAMENTS COMING UP. ALL RIGHT. THANK YOU. ANYTHING FROM YOU, COUNCILOR FREEMAN? I DON'T HAVE ANYTHING, MAYOR. THANK YOU. OKAY. AND COUNCILOR LARSON. OH. ALL RIGHT, WELL, JUST FOR YOUR REFERENCE, WE NOT ONLY HAVE WEDNESDAY'S MEETING IN THE MORNING FOR POWER, BUT WE ALSO HAVE OUR MEETING THURSDAY NIGHT, AND WE HAVE 25 ITEMS ON THE AGENDA RIGHT NOW. TEN OF THOSE ARE CONSENT. 15 OF THEM ARE REGULAR ITEMS. AND JUST A SMATTERING. DON'T DO THE MATH HERE, BUT ONE OF THEM IS MEMORANDUM OF UNDERSTANDING. THREE SEEK TO CHANGE, AMEND, MODIFY OUR ORDINANCES, OR REPEAL THEM. ONE OF THEM IS A AN AGREEMENT OF SORTS. FOUR OF THEM ARE HEARINGS OF THE HEARINGS, TWO ARE REZONES. SO THEY'RE QUASI JUDICIAL. BUT IT APPEARS THAT THERE'S NOT A LOT FROM MY REVIEW THAT THERE'S NOT A LOT OF THERE WASN'T A LOT OF CONTROVERSY WHEN THEY WENT THROUGH PNC. ONE IS URBAN RENEWAL THE ONE THAT WE HAD TO DEFER FROM LAST TIME, AND ONE OF THEM IS A FEE HEARING FOR PARKS AND REC FOR THEIR ZOO FEES. AND SO IT'LL BE, I WOULD SAY, AN EVENING BECAUSE THAT URBAN RENEWAL PRESENTATION CAN TAKE 
          [03:50:01]
SOME TIME. I WOULD SAY MAYBE AN HOUR AND A HALF ISH. NOT THE LONGEST MEETING WE'VE EVER HAD, NOT THE SHORTEST ONE WE'VE EVER HAD. AND SO WITH THAT, THE CHAIR WILL ENTERTAIN A MOTION. NO, WE HAVE TO DO THAT TO APPROVE, TO RECEIVE THOSE MINUTES. GO AHEAD. I MOVE COUNCIL RECEIVE THE RECOMMENDATIONS FROM THE APRIL 1ST, 2025 MEETING OF THE PLANNING AND ZONING COMMISSION PURSUANT TO THE LOCAL LAND USE PLANNING ACT, SECOND, WE HAVE A SECOND CITY CLERK. WILL YOU CONDUCT THE ROLL? BURTONSHAW. YES. DINGMAN. YES. FRANCIS A. FREEMAN. YES. LARSEN. YES. 
          [Executive Session]
MOTION CARRIES. FANTASTIC. THANK YOU. AND THEN THE CHAIR WILL NOW ENTERTAIN A MOTION THAT WE GO INTO EXECUTIVE SESSION. BUT LET'S MAKE IT CLEARLY UNDERSTOOD THAT WE WILL GO INTO EXECUTIVE SESSION AT. MAYBE IF IT PASSES AT MAYBE 710, GIVE PEOPLE A MINUTE TO CLEAR OUT OF HERE AND GET OVER THEIR SMALL BREAK IF ANYBODY NEED ONE. OKAY. I MOVE COUNCIL MOVE INTO AN EXECUTIVE SESSION BEING CALLED PURSUANT TO THE PROVISIONS OF IDAHO CODE SECTION 74-2061J TO CONSIDER LABOR CONTRACT MATTERS AUTHORIZED UNDER IDAHO CODE SECTION 74206A, ONE A, AND B. 
          THE COUNCIL WILL NOT RECONVENE AFTER THE EXECUTIVE SESSION. SECOND. ALL RIGHT. CITY CLERK BURTONSHAW. YES. DINGMAN. YES. FRANCIS. ALL RIGHT. FREEMAN. YES. LARSON. YES. MOTION CARRIES. VERY GOOD.
* This transcript was compiled from uncorrected Closed Captioning.