05.25.23 City Council Study Session Transcript00:00:06.360 --> 00:00:18.750
Junie Joseph: Welcome and good evening, and welcome to the Thursday, May
20, fifth city, Count. study session of the Boulder City Council. I am
Council Member Junior Joseph.
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Junie Joseph: We don't have any special announcement today, so we can get
right into it
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Junie Joseph: tonight. We will be covering 3 items which are Alpine
balsam update for about 90 min.
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Junie Joseph: We will also cover family leave program for about 45 min
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Junie Joseph: and we will do the regional minimum wage update for about
30 min.
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Junie Joseph: We will stop after each items, discussions, and directions.
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Junie Joseph: Now I will turn the meeting over to Noria to kick off the
fine balsam discussion.
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Nuria Rivera-Vandermyde (she/ella): Thank you so much, Council Member,
and we've got, as you mentioned, the a rich study session today before
us. So I believe I'm going to send it to our director of Facilities Fleet
Joanna Kran to kick us off and just wanted to make a note of a a quick
note of thanks to our Fsc. Committee members on Council. They have seen
this presentation, I think, a couple of times now and provided tremendous
feedback on what is a really dense presentation. So just appreciate that
time, Joanna.
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Joanna Crean: Yeah, that's great. Hi, I'm Joanna Korean, the director of
facilities and fleet, and we're excited to be here this evening, and, as
Nuri was just mentioned, really do appreciate those that have seen some
of this presentation before.
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Joanna Crean: So we're gonna be talking about the implementation of our
facilities master plan specifically around financial strategy. And as
folks may recall, facilities, Master Plan was accepted by Council back in
October 2021,
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Joanna Crean: and once it was accepted, the the next steps that we talked
about were developing a more detailed strategy for funding and
implementing the key initiatives that were identified in the plan, those
being the Maintainer Building Wells and consolidating services.
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Joanna Crean: So we're excited to be here tonight to share with you that
financial strategy and implementation plan. And this work has been
developed by a staff team within the facilities and fleet department as
well as in partnership with our Central Finance staff, and the city team,
has been supported by a great group of consultants, and specifically at
this phase. That's included Ernst and Young, and we have some of their
folks here tonight to help answer any questions that may be needed.
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Joanna Crean: and as you may recall the facilities. Master Plan provided
a fundamental shift in how we look more comprehensively at our city
buildings, across the entire building, portfolio and thinking more system
wide. And how we address these building needs. So this financial strategy
provides a roadmap for funding the many projects in buildings. And we'll
need to obviously implement them over a number of years.
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Joanna Crean: and tonight we have some questions for council that affirm
the approach in the facilities master plan and then guide staff. As we
refine, detailed budget proposals on specific projects.
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Joanna Crean: So to share these specific details of the financial
strategy, I will turn it over to our architect cities, architect Michelle
Crane.
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Michele Crane: Thanks, Joanna and Good evening, council members. I'm
pleased to be here I am, Michelle Green, our facilities architect and
capital projects. Manager.
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Michele Crane: I'm gonna go ahead and share my screen.
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Let's see.
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Michele Crane: Okay? And hopefully, everybody is
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Michele Crane: so in a high level, our facilities, master Plan
established a new strategic direction to take with our city buildings as
Joanna was mentioning. It's really a policy roadmap
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Michele Crane: for decision making. And tonight we'll provide a recap of
some of the key aspects of that master plan.
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Michele Crane: And then we'll dive into the financial strategy. we've
developed, and we'll also be providing an update on Alpine all them. And
we're going to use that as an example of this financial strategy in
action.
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Michele Crane: But Alpin Bathroom is only one of many building projects,
as was mentioned in building project needs. So we want to talk about the
value of public private partnership could bring to realize our goals.
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Michele Crane: At the end of our presentation we do have some key
questions for council around the sale of properties
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Michele Crane: leveraging savings, savings from efficiency and exploring.
P. 3. Further is an opportunity to realize these building goals.
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Michele Crane: So the facilities master Plan was an assessment of 75
buildings just under 2 million square feet, and at that time it was
roughly, 600 million dollars a replacement value.
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Michele Crane: In less than the 2 years since we brought you that plan,
the value of our building portfolio has increased over 700 million
dollars.
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Michele Crane: Some buildings, as we noted, were intentionally
decentralized, serving specific areas of our community. while others have
become dispersed over the years in a way that today does not serve our
community well.
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Michele Crane: collectively, the average age of our building portfolio is
just under 50 years. So more than half of our facilities were built prior
to the 1,900 seventys.
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Michele Crane: meaning many of our buildings, are beyond their useful
life.
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Michele Crane: when buildings are new, it is easy to turn our attention
away from them and towards other priorities. At that time we minimized
our spending and investment in those early years. If they were running
really well.
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Michele Crane: Our building's been slipped into and past middle life, and
with little of our attention.
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Michele Crane: But now, in many buildings we have crept past this
inflection point. The time when our cost to own operate and maintain
building starts to rapidly escalate.
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Michele Crane: In recent years the number of emergency repairs in our
buildings has been quickly increasing
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Michele Crane: and fixing these old and antiquated systems now is
becoming more and more challenging. It's increasingly becoming more
costly. And it's putting a drain on our staffing reasons, diverting them
from other work.
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Michele Crane: An example of this is found really our recreation center.
So our East Boulder community center is at that inflection point. There
is an urgency to address the systems in the infrastructure in this
building, and in addition to refresh the interior, to meet community
expectations
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Michele Crane: to support current and future use and stay competitive in
terms of service delivery.
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Michele Crane: North Boulder Recreation Center is in better shape, but
infrastructure replacements are right around the corner, and it has a
similar need to ensure the space stays relevant
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Michele Crane: itself. We have been highly reactive state for the past
couple of years
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Michele Crane: responding to emergencies on a routine basis. And we've
had to shut the pool and other areas of the building down for extended
periods of time to impacted services to the community
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Michele Crane: spending on this building is escalating without with
limited return.
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Michele Crane: Also it it should be noted, our recreation centers are 3
of our top 4 producers of carbon emissions.
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Michele Crane: in particular, east and north are huge consumers of
natural gas, and as we consider investments in these buildings, we do see
a big potential to convert these systems to better align with our climate
commitment.
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Michele Crane: Addressing these 3 buildings will make a significant
impact portfolio. Why, from a climate force perspective.
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Michele Crane: So our recreation centers are one of our real big
priorities to
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Michele Crane: going back and looking portfolio. Why, the condition of
the city's buildings can be more accurately reflected in our facility.
Condition. Index score. which shows the deferred maintenance costs
proportional to the replacement value of these buildings.
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Michele Crane: Holistically, our building portfolio is in poor condition,
and it crosses to critical just beyond 2,030. If we just simply maintain
our current approach to investing in these buildings.
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Michele Crane: this condition is also expressed in terms of funding, is
an unfunded liability by the graph on the right.
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Michele Crane: This unfunded liability. Another way to put that is the
risk of building failure, which is increasing. like we talked about in
the past 2 years. As we have continued to start to shift focus on these
types of emergencies. Our liability has grown from about 55 million at
the time we presented the plan to 86 million. Now across the portfolio.
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Michele Crane: when we did our master plan, and we looked to address
these concerns in our building portfolio.
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Michele Crane: Our master plan was really built on these 3 pillars of
good asset management. Our buildings need to do more than just get ahead
of our system failures. And as we make improvements in our buildings, we
want to convert systems to provide clean energy and be more
environmentally responsive.
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Michele Crane: Likewise, bundle buildings are fundamental to supporting
community resilience
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Michele Crane: and spaces in our buildings can shape our interactions
with each other.
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Michele Crane: they can provide a sense of safety and inclusion, they
make us feel welcomed, they support mental and physical health, and they
create places to foster connection.
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Michele Crane: These finer details of our pillars are found in those 6
guiding principles. and we identified key performance indicators in each
of those principles to help assess today's building portfolio against our
goals.
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Michele Crane: This is a snapshot of Appendix D, that was in our master
plan, and it provided a scoring of our current buildings in relation to
those key performance indicators. And by just glancing at this, for what
we see here is just too much work.
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Michele Crane: We have too many buildings that are in poor condition. And
this is creating competing priorities between different building types
that support our community and everyone.
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Michele Crane: And we simply don't have enough funding to just address
all these. It will require some creativity and some new thinking to make
changes.
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Michele Crane: and we will need to consider some trade off and maybe make
some hard choices to responsibly fund our infrastructure improvements
across our portfolio
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Michele Crane: in 2,021, when Council accepted the facilities master
Plan, you put in action. The 2 key initiatives recommend in that plan
make the most impact portfolio wide and help turn us in a new strategic
direction.
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Michele Crane: The first is to maintain buildings. Well, the primary goal
of this initiative is to face all of our buildings to a model with
governance and operational. This is the path to sustainably investing in
our building, so that 20 years from now, 50 years from now, we don't find
ourselves in the same situation today.
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Michele Crane: no matter what we will need to make some capital
investment.
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Michele Crane: However, following these large investments, we want to
maintain buildings in a predictable, and
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Michele Crane: that lowers our total.
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Michele Crane: Thank you for your running reliably and efficient.
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Nuria Rivera-Vandermyde (she/ella): Michelle. I'm sorry you're you're
cutting out.
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Michele Crane: Oh, I'm sorry.
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Michele Crane: am I back in there now? Okay.
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Michele Crane: our second key initiative was to consolidate services. and
those are the ones that are scattered right now, currently across more
than 20 buildings to 2 key campuses.
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Michele Crane: one in the West at Alpine, Boston, and one in the East. In
our current municipal Service Center.
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Michele Crane: By vacating space in areas around the city, we allow for
other opportunities and community benefits to advance. Choosing this new
strategic direction at the time we share this plan, that divesting and
current buildings that would go towards consolidation.
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Michele Crane: seizing real estate opportunities in a timely way that
supported that
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Michele Crane: creating high-performance buildings and restructuring
funding.
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Michele Crane: So the first 2 points in particular underpin a lot of the
financial strategy that we're going to get into more. Yeah.
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Michele Crane: So the financial strategy that we're presenting here today
consists of these key building blocks that can be applied towards any one
of our major capital projects.
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Michele Crane: First, we know there are city dollars that will need to be
allocated to these projects. There are a variety of sources of these
dollars, and we are looking to match the most appropriate source to the
specific.
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Michele Crane: Second, there are over savings that come from our existing
buildings. Every project can leverage some sort of efficiency, support,
and fund our projects.
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Michele Crane: We are specifically recommending new fencing, safe from
operations and maintenance efficiency and avoided capital replacement in
our built. So this means holding these savings separately and
specifically to fund our new building projects and help sustain those
assets rather than allowing those things to just be back
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Michele Crane: into the budget for maybe some unrelated I.
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Michele Crane: And we are also looking at divesting in properties and
using those sale proceeds to help reduce capital costs which in turn
would help lower our annual death.
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Michele Crane: Lastly, we will look to external sources to help find
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Michele Crane: there are an increasing number of brand opportunities that
help projects meet climate goals and social values and partnerships.
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Michele Crane: both with other public partners who can realize mutual
benefit working with us
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Michele Crane: and from private markets who can help us deliver.
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Michele Crane: So these are the financial billing blocks that we have to
fully evaluate on any one of our large capital projects to really create
a good funding strategy.
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Michele Crane: And so now we break these blocks down first to fund
initial capital costs. or put another way to reduce the amount of debt
that would need to be financed.
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Michele Crane: These debt reductions come in the form of one-time city
dollars proceeds from sale of buildings, partnerships. You bring capital
to projects and brands.
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Michele Crane: And then we're left with an amount that would need to be
financed over some term which is typically 20 years in the city.
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Michele Crane: Now, as we look at that annual payment or that annual
death service, we look at other source of those blocks to help make that
debt service payment, and those come in the form of ongoing city dollars,
captured savings from operations and maintenance efficiency
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Michele Crane: and avoided capital replacement costs and then
partnerships that could bring ongoing them.
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Michele Crane: So now we're going to look specifically, and I can follow
them as an example of this long term financial strategy in action.
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Michele Crane: But first, I want to get a little update in orientation to
what we've been developing on the site
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Michele Crane: for. Well, more than a year now we've been working in
partnership with older housing partners to co-develop the study, and I
want to draw emphasis to the partnership aspect, because again, it is one
of our building blocks to that financial strategy.
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Michele Crane: Bhp is developing the housing portions of the project.
These center 2 parcels will be affordable housing. The 2 parcels on
either end will be entitled. And then.
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Michele Crane: Michelle, you're breaking up again.
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I'm sorry.
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Michele Crane: Can you hear me now? Sorry. Okay.
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Michele Crane: did you catch those last 2 parcels? I think we've got
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Michele Crane: missed the last 2 or 3 sentences.
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Michele Crane: are going to be our affordable housing projects.
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Michele Crane: and then the 2 parcels on either end that are in the blue
rings, or will be sold as market rate housing projects that will help
support that affordable project. And then the yellow parcel that we're
showing there are really what we're using to create. Our Western city
campus.
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Michele Crane: shown in green is the shared infrastructure that supports
the housing, the campus, and the surrounding community
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Michele Crane: with new multi-use cap and enhanced pedestrian walker to
sail through the site, and a green way which is part of the recently
accepted this Creek flood mitigation plan
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Michele Crane: that connects the commercial center to North Boulder Park.
and here, too, with the floodways, an example of a partnership in action.
We are actually working with mile high flood districts to help construct
and possibly maintain that channel.
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Michele Crane: The parking garage that is shown in yellow and will be
part of the new. We'll also support the housing and the parking for the
housing.
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Michele Crane: and there are many other mobility features that are being
designed into area around the site to help encourage and support
alternative modes of transportation.
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Michele Crane: So now we're going to focus our attention specifically on
the Western city campus, which is that yellow portion. And what this
means when we talk about buildings to consolidate here
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Michele Crane: we have 10 buildings that we could possibly vacate for
consolidation to this thing. 7 of those buildings are in the civic area,
and when we vacate the staff and services from those buildings we can
advance on that transformation that was envisioned to the civic area
master Plan.
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Michele Crane: There are 9 buildings that the city owns now that are in
for a critical condition.
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Michele Crane: And this graph here shows the forecasted spending on these
buildings as they are today.
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Michele Crane: The light blue bars are a projection of the Plan city
investments in those buildings based on the infrastructure needs that we
know are there, and our spending history
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Michele Crane: and the orange barriers reflect the 2 to 4 times increased
cost associated with what's happening when we meet costly emergency
repairs.
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Michele Crane: So there is some significant financial value really locked
up in these buildings.
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Michele Crane: consolidation of staff and services to the new Western
city campus provides financial, environmental and social them. we have
already made large investments in this site in the land itself in
deconstruction of the hospital
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Michele Crane: we've invested in the infrastructure currently on the site
and Re having buildings like the Brenton building back in 2,018.
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Michele Crane: So we have spent money, but we are also receiving a lot of
value back for these investments.
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Michele Crane: Brenton is a great example. When the city turned to
renovating this building. We actually at the time had been looking for
these space when we strictly look at the cost of leasing that same space
compared to the renovation cost we spend.
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Michele Crane: We're close to realizing a direct return on our
investment.
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Michele Crane: but we also got an all electric high performing building
that now provides a good work, environment for staff and better customer
service. Not to mention it remains a city asset.
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Michele Crane: Our government is physically fragmented now it's spread
across many buildings which has been detrimental to staff and servicing
the community. Consolidation is not only efficient in this new physical
space, there is an opportunity to create something beyond the some of its
parts, the connectedness of well beyond what we have right now.
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Michele Crane: beyond the city canvas. Looking at the whole site, we will
be able to sell back to parcel, but market rate for housing, and we will
achieve one of the largest, just affordable housing projects to date in
the city.
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Michele Crane: we are not ready to do quite the full reconciliation on
this project, but for all the spending and the upfront investments that
we are making, we are realizing significant returns on those investments
again, financially, environmentally and socially.
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Michele Crane: Now back to looking at funding this vision as we move
forward and focusing first on the importance of debt reduction
strategies.
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Michele Crane: So in the case of the Western city campus, it is
leveraging. Sale proceeds on on go and ongoing savings from vacant. We
are still refining our costs for redevelopment, but we're working in
orders of magnitude of around 150 million dollars, which would include
infrastructure across the site
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Michele Crane: site work and other buildings. This excludes the housing
work. Vhp is specifically developing, but it does include shared
infrastructure. some of those cost sharing show up along with the grants,
and that purple block is part of our initial debt reduction.
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Michele Crane: And then there is the sale of the properties we are
vacating. There are 6 of them that could whose sale proceeds could be
leveraged towards the step reduction.
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Michele Crane: And lastly, there are some one-time city dollars that we
would inject into those initial capital cost reductions. And then that
leaves a certain amount that would need to be fine.
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Michele Crane: So then, we have an annual debt service payment that's now
shown on the right there. next to those initial capital costs
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Michele Crane: funding of that debt service, part of it is already
programmed into our city's budget. But another big contributor comes from
the savings realized from vacating those buildings.
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Michele Crane: and then we may still be left with a small gap to build.
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Michele Crane: But when we don't sell companies we get hit kind of in 2
ways that are critically detrimental to funding this project.
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Michele Crane: First, we don't get the initial debt reduction through the
sale proceeds, which increases the amount that needs to be financed. and
then our annual debt service payment now increases, and we don't have
those ongoing savings from those buildings that vacated
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Michele Crane: more. So we would still be carrying those buildings and
all of their liabilities.
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Michele Crane: so that gap now increases to something that the city looks
like we cannot afford to fund.
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Michele Crane: And so I I want to help with the sale of properties,
though, in context of our city, wide portfolio and for some projects like
the Western city campus, you know, this looks like getting out of
expensive properties.
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Michele Crane: These sale. The sale of these 6 properties that we've
mentioned represents about 3% of the total square footage of the
buildings in the master plan.
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Michele Crane: But that does not actually account for the square footage
we would be gaining at the new city campus, which in total would still
add a net to our a net increase to our square footage across the
portfolio.
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Michele Crane: but if we look at it in terms of total acreage, the city
holds not including our Osmp land. These sales become negligible less
than a fraction of percent of the the total city holdings. and so it's
small when we compare that to the value of getting out of some of these
properties.
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Michele Crane: So looking across our building portfolio this long term,
financial strategy actually can be applied and must be applied really to
the projects we need to implement across the portfolio.
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Michele Crane: like in our recreation centers and our fire stations and
other buildings that support critical services to our community.
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Michele Crane: When we're looking at each new project in their cost, we
see similar opportunities to employ the first step reduction strategies
and identify sources of on those debt service payments.
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Michele Crane: There are a lot of efficiencies that we see to be gained,
and how we deliver services from buildings when we kind of get out of
some silent thinking that has historically led to lots of buildings
supporting just one service or duplicating services around the city
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Michele Crane: buildings are very expensive to build to own an author,
and as I shared at the beginning, we have a lot of large capital needs
across the buildings with competing priorities, and we simply don't have
the funds
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Michele Crane: to spend on every in each one of them.
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Michele Crane: So we are trying to be creative and strategic, to limit
our trade offs and those hard decisions and make the most out of that one
as we meet the needs for our community.
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Michele Crane: Another way we could look at addressing our building
infrastructure needs is by considering a public private partnership or A.
P. 3.
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Michele Crane: There are many local and State governments that are
confronted with similar issues that we have in there. Turning to p. 3 s.
To help invest in their infrastructure and financially sustainable ways.
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Michele Crane: So a a private partner is a team who would provide
investors who provide equity in the project of contractors who normally
are a national or global firms who work with local subs to design and
build projects.
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Michele Crane: and then operators who again, probably national firms, who
provide an ongoing major maintenance and operations that would be defined
in a contract.
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Michele Crane: and those operators would be obligated to meet ongoing
performance standards that would be defined by the city
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Michele Crane: private partnerships today as opposed to in years past
they are strongly motivated to achieve. Yeah, Esg bonds where that is,
environmental, social and governance goals.
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Michele Crane: In fact, recently the Security and Exchange Commission has
started requiring reporting from private firms on their progress towards
meeting.
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Michele Crane: So the city is really in a strong position to look for and
then qualify to share our values and can demonstrate except on other
projects.
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Michele Crane: staff. We have looked at some of the key considerations
that are most relevant to the city of older when we think about the value
of a partnership.
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Michele Crane: financing costs are higher typically but likely can be
recouped over time, because maintenance and performance are built into
the contract versus the city's ability and our discipline to maintain
these buildings at the same level over 20 years on our
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Michele Crane: partnerships with Zoom, a lot of risk and liability. But
this can be limiting on future decision making.
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Michele Crane: But the biggest value we see. it appears that it appears
really worth exploring is when we consider bundling multiple projects
together in one opportunity.
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Michele Crane: This approach has the greatest potential to reduce our
overall cost is compared to the city trying to complete projects, sort of
one by one on its own.
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Michele Crane: From our initial look we believe there could be good value
in entertaining a. P. 3. Relationship to help the city, address our
failing buildings and simultaneously deliver on our goals and values.
One.
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Michele Crane: So staff are proposing to explore the P. 3 in more detail
through a direct market sound. so that entails refinement of our business
case. to take to the market, and then directly engaging with these real
market participants
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Michele Crane: to react to what the city is offering and then help refine
an approach that if palatable and it looks really opportunistic. We would
then develop a procurement strategy
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Michele Crane: required.
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Michele Crane: So that concludes our presentation, and it brings us to
our key questions from Council this evening, which are focused around the
sale of properties.
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Michele Crane: capturing our savings from those buildings and efficiency
and investing in or investigating a p. 3.
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Michele Crane: But, before we get to this questions. I think I'm turning
it back to our moderator for some clarifying questions, and I think these
questions will be posted in the chat. So I will
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Junie Joseph: take this week.
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Junie Joseph: Thank you, Michelle. This council have any question
concerning the facilities master plan implementation and financial
strategies or Alpine wholesome
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Junie Joseph: at this time. I'm not seeing any hands up at all. All
right, I see. council Member Wallace.
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Mark Wallach: Thank you. Appreciate it. Thanks for that presentation. And
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Mark Wallach: this is a very difficult subject.
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Mark Wallach: do we in in your program? Are you contemplating the
continued sales as we go along, of the of the balance of our real estate
portfolio
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Mark Wallach: to do more and more projects. basically converting what
we've got into something new.
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Michele Crane: you know, I I a lot of the properties that we're looking
at is opportunities for sale are are really are focused in this first
phase without. I'm all of them. But I think that as we look at some
isolated projects. There could be opportunities for sale in the future.
But it's not like wholesale trying to disperse or dispose of a lot of
city properties. It's it's opportunity, opportunistic.
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Michele Crane: parcels that help leverage towards a consolidation.
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Mark Wallach: Okay, thank you. you talk about the trade offs and hard
choices. Could you be a little more detailed about what that looks like?
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Mark Wallach: What are those hard choices and and trade offs
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Mark Wallach: something? And you know, building?
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Michele Crane: Well, some of them might be, and I know it's a hard choice
to think about selling property. So that is one, you know, looking at the
value of of what it takes to own and operate all these properties versus
consolidating to a site. So that is certainly one of those those choices.
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Michele Crane: There could be others in The way. Again, we duplicate some
services. Now, sometimes in different areas, we have 2 buildings kind of
supporting similar uses. there could be opportunity to consolidate. That
could include some some choices and some trade offs. in how we we do
those consolidations, but they also generate efficiencies
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Michele Crane: that allow us to actually achieve some of those goals in
and address our building infrastructure. Those are the things I think, as
we go through specific projects, we would bring up on a project by
project basis.
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Mark Wallach: Okay? you talk about ring fencing. Our savings
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Mark Wallach: is that sort of a a type of dedicated funding.
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Michele Crane: Well what it is, and I might lean on some of our folks in
Central Finance to help clarify further. But really
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Michele Crane: there are a lot of savings to be gained. We've quantified
this a couple of different ways through our master plan. And then again,
through this work.
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Michele Crane: When we consolidate, there is efficiency. What we are
talking about is really ensuring
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Michele Crane: that we identify those savings very specifically, and then
hold on to them year over year as part of a debt service payment and not
let them just kind of get re-absorbed as savings back into the budget.
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Mark Wallach: What what what happens if those savings are not realized?
For whatever reason, the the structure doesn't require the emergency
repairs, you know, or or
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Mark Wallach: remedial work. because, in in fact, your your taking money
saved, not not real money. You're saying the money is saved and that
savings we want to apply
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Mark Wallach: to a project.
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Michele Crane: Yeah. So we've historically done this, and and it's been
done for years. In a simpler form. You might be familiar with this energy
performance contracting, or epc, where a a firm or company comes in. We
can do this as well ourselves, and then
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Michele Crane: they define an amount of savings. It's normally very
conservative. We would not be
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Michele Crane: trying to estimate savings on projected emergency
failures. It's really we've within a fairly conservative band have
recognized the kind of
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Michele Crane: operations and maintenance now that we're spending, which
is about 2 times the industry standard.
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Michele Crane: and that we know actually through our work on the Brenton
Building that we can achieve an industry standard which is about half
that. And so any savings we're looking to leverage towards a debt service
would be very concerned.
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Mark Wallach: Okay, just a couple more.
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Mark Wallach: how do the the financing rates available, the rates
available for debt, financing, and P. 3 projects
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Mark Wallach: a. Compared to the rates we would have to pay in in
conventional mortgage, financing or in bond financing. Is that simply a
matter of negotiation?
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Michele Crane: Well, that's really where we'd love to go out directly to
the markets and start talking to them, and that that's really the not,
you know, that we're looking for is is, we've been kind of playing around
with with
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Michele Crane: hypothetical numbers. And and again. We have our
consultants, and I know our finance team.
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Michele Crane: Who could look more? But
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Michele Crane: we'd like to discuss this specifically with that market
stakeholders.
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Mark Wallach: And and the last question, I guess, is, when you talk about
the public-private partnerships. Have you
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Mark Wallach: thought to what that might look like? Is that a bill to
suit where we rent the building or have shared equity in the building.
Have you focused on or determined what that structure would would look
like to you and and what you would want to achieve.
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Michele Crane: We've kind of looked at a variety of things over the
years, and we recognize the value in the city owning the property. So not
really looking to kind of lease back, if you will.
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Michele Crane: you know, if the city is a long-term tenant, we're not
going anywhere. And there's value in our in our ownership properties.
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Michele Crane: the types of p. 3 s. That we've been considering are
things like infrastructure as a service.
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Michele Crane: where we do have an operator who might come in and be able
to operate some of our new major mechanical systems a lot more
efficiently and effectively, and
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Michele Crane: if that is actually leveraged over a number of buildings,
they bring a lot of economy to scale
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Michele Crane: in parts and servicing buildings. And so that might be the
type of partnership we're entertaining.
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Michele Crane: But again, I think a very structured way of going out and
talking to the markets would also probably bring some more insight to
what's there but the city wanting to still hold a pretty significant
position, you know.
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Mark Wallach: Good, that's all I've got, and thank you for a really
really excellent presentation.
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Mark Wallach: Thank you again.
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Junie Joseph: Thank you, Mark. Now we have Nicole. Go ahead with your
questions.
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Nicole Speer, Boulder City Councilmember (she/ella): Thank you. and
thanks so much for the presentation. it never gets old. Thank you. So one
of the things that I was wondering about is just if if we didn't sell
these buildings that are kind of a and of what what would we do with
them? Do? Do we have to maintain them? Is there a cost to just kind of
vacate in the buildings and banking the land, or something like that. I
mean, what's the what? What's the alternative? If we weren't going to
sell the buildings.
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Michele Crane: Well, a lot of these properties are located like, right in
the downtown core. And so.
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Michele Crane: you know, if you sell the building. It can become like And
so and you know, it becomes a risk. In fact, it's one thing we've been
mitigating up at the Alpine Boston site with the vacant hospital for a
lot of energy securing that property.
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Michele Crane: and you know, from value to the community, you really want
to activate these areas. And I think that there's a potential. For you
know, this development comes over for us to guide how those sales to go.
There's certainly ways that we can position, you know, who that that sale
might go to that really meets more community values.
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Michele Crane: But yeah, we would be in a position to keep
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Michele Crane: investing in those properties. and I think shelling them
would probably not be a great option. It would be something, you know,
trying to figure out a new use. But then we're just adding
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Michele Crane: to the portfolio.
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Nicole Speer, Boulder City Councilmember (she/ella): Thank you. And then
another question with with this sort of method that the financial
strategy that you've demonstrated with the Alpine Balsam project. I mean,
do you anticipate that if we kind of do this at that site and move
forward in a way that we're intentionally think about how we're
maintaining buildings over time. well, we end up in a place where
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Nicole Speer, Boulder City Councilmember (she/ella): we're not having to
sell buildings to pay for the maintenance of buildings. That we really
should have been saving some money for and dealing with decades ago is
that I mean, is this sort of a one time thing? Is it something that's
gonna set a precedent that we sell buildings and land every time a
building approaches the end of its life.
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Nicole Speer, Boulder City Councilmember (she/ella): Are we from here on
out going to be accounting for adequate maintenance costs, and
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Nicole Speer, Boulder City Councilmember (she/ella): how we save for
that? Sorry? That was like 5 questions in one. Yeah, no, I I think I've
got them, though. But it. It is the fundamental principle, and that
maintain well, initiative is that once we make these large investments.
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Michele Crane: we put that 2 to 4% current replacement value.
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Michele Crane: and really towards those buildings to maintain them over
their like. So we are not selling properties. We don't want to be back in
this position.
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Michele Crane: it is another element that p. 3 is sometimes put into
their actual upfront. bids and proposals is that ongoing? So in some ways
that that maintenance can be baked into
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Michele Crane: those payments naturally that way which helps create some
discipline
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Michele Crane: to again keep performing and being ahead of the curve. But
it's exactly what we don't want to do is be selling properties again in
20 years. Or you're kind of getting behind. So maintain well, is that
initiative that it funds buildings in a way we can sustain them.
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Nicole Speer, Boulder City Councilmember (she/ella): Okay? And just kind
of one other. Follow up question about the ring fencing strategy. this,
you know, 2 to 4 that we're kind of setting aside for maintenance costs.
You know that we know we're gonna come so that in 20 or 30 years feature
council isn't having to sell stuff off to pay for new buildings.
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Nicole Speer, Boulder City Councilmember (she/ella): when when the debt
is paid off, is it is that the sort of realized savings going toward that
2 to 4% is the 2 to 4 that we're saving over time in addition to the
savings that we're applying toward toward debt. I mean, I guess I guess
what I'm wondering is, you know, do we have that?
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Nicole Speer, Boulder City Councilmember (she/ella): the savings that's
applying toward the debt, as well as sort of the depreciation that we are
kind of filling in less saving. So that we're we're thinking about the
eventual, you know, replacement costs or maintenance costs of buildings
as they age.
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Michele Crane: Yeah, I think I I guess so. There's 2 different pieces.
There's 2 to 4 which we recommend on all buildings, which is of the
replacement value, and that is
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Michele Crane: to invest in future infrastructure problems. the savings
that we're talking about born out of the inefficiency now. So in our
budgets.
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Michele Crane: you know, we're spending more than we could in an
efficient budget or an efficient building.
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Michele Crane: We'll take those savings and apply it, and I think, to
your point.
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Michele Crane: We'll apply that to pay debt over, we'll say 20 years. At
the end of the month.
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Michele Crane: Those savings that we continue to see will become all
city.
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Michele Crane: So once we we pay that debt, you get to realize those
additional savings. Just back in the budget.
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Michele Crane: there's different structures about how we
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Michele Crane: structure through the debt service. And then, after those
2 to 4 that that keeps that on remake. And again, that's where
partnership structures, those in a lot of times we, as we look at our
funding model and our our debt model, if we end up self performing, would
look at how we fund in that future ongoing.
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Michele Crane: Does that answer, yeah, no, thank you. That that helps.
Thank you. So it it's not that we're sort of maintaining 2 2 separate
things that we're trying to save for over time. Once the debts kind of
paid off, then then those are broader realized savings that we have
there. And then one final question, just to make sure I understood,
really appreciated the slide that showed
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Nicole Speer, Boulder City Councilmember (she/ella): these buildings in
the context of all the property and buildings that we have. So it sounds
like, we're basically gaining about 100,000 square feet of building space
at Alpine balsam. And we would be losing about 56,000 square feet of
space and other buildings that we'd be selling. So we would have like
connecting of almost 50,000 square feet. Did I get that right
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Michele Crane: roughly. That's where we're we're balancing, based on a
lot of the discussion here tonight and understanding we're we're
balancing that total opportunity to find. Possibly. Yes, we would be at a
net gain overall.
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Nicole Speer, Boulder City Councilmember (she/ella): Okay, thank you.
That's all my questions. Appreciate it.
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Junie Joseph: Thank you, Nicole. Mark.
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Mark Wallach: Yeah. Forgive me for going again. I just forgot one
question. with the with the portfolio with the replacement value of of
over 700 million dollars 2 to 4 annually is 14 to 28 million dollars
allocated
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Mark Wallach: towards this project of of you're having sufficient funds
for redevelopment, or, you know, reconstruction, or whatever
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Mark Wallach: I think it's desirable. But it's a pretty big ask. And
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Michele Crane: I understand your question. I think so. We're not talking
about getting 2 to 4% 700 million. Right now, I think that's part of the
idea phasing in as we make
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Michele Crane: really large capital investments.
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Michele Crane: in buildings. That's when the ask comes on the heels that
you know the annual budget assets. Now let's maintain this new well
performing building. Well, so it's a phase in approach. And hopefully,
then consolidation helps, you know, bring down some of that and
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Michele Crane: provide some efficiency. But yeah, where it's it's very
phased in over the entire building portfolio. I'm I'm not even sure when
we would quite get there. But
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Mark Wallach: thank you that you've answered it perfectly. Thanks.
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Junie Joseph: Are there any other questions at this time from fellow
council members? I don't see any. I don't see anyone stand up. But I did
have a clarifying question from a comment that was made by Council Member
Mark Wallick, And it was about
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Junie Joseph: when you talked about the sell of or release the portfolio
for conversion to more projects. And I think the comment was, I just
wanna make sure that I was clear. You said, this is an opportunity for
sale is actually to focus.
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Junie Joseph: To use the money for Alpine balsam at this time. Is that
correct? Did I understand that correctly.
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Michele Crane: the properties that we're currently looking to sell
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Michele Crane: would be used towards outside Boston, because they're
specifically taking the services in those buildings now and and
consolidating them there
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Michele Crane: in the future. There could be something where, you know,
we're building a new fire station, a new location, and we're, you know,
moving. And so then, you know, this, this scale would be directly
relative to the project that's that's moving forward.
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Junie Joseph: Thank you. I do have another question for you. I was.
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Junie Joseph: and I am not sure. I saw that when I was reading through
the packet analysis of Heisenberg's value research for the sell of these
current properties, because ultimately we live in Boulder. I mean, I can
think of housing. We need more housing. Yes, we're selling older
properties that we have.
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Junie Joseph: But all we are we looking at? Okay? Are we just selling
them? We? It really doesn't matter what happened to them once they are
sold? Or are we doing also analysis, and also ensuring that, hey? Maybe
this property should be used for this particular intent?
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Michele Crane: Yeah, we would do some detailed analysis on, and the
value, because, unlike, maybe, you know, just a developer who's looking
for just monetary value.
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Michele Crane: we can go out and define the social environmental balance
that would be attached to that and really guide how properties would be
redeveloped.
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Michele Crane: So that would be definitely another detailed piece of
looking at how these properties are disposed of.
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Junie Joseph: Thank you so much. Now, seeing no, for the
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Junie Joseph: questions coming from Council, we do have 3 questions to
help direct a staff. The first one does council agree with the approach
to selling properties and using proceeds to fund projects, advancing the
key initiatives of the facilities. Master Plan. Who wants to go first?
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Junie Joseph: Hello! Wake up!
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Junie Joseph: We'll go with Council Member Spear, and then we have
Council Member Wallick.
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Nicole Speer, Boulder City Councilmember (she/ella): thanks. I think
Mark's hand just beat mine, though?
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Junie Joseph: I was just Jenny. I was wondering. Can we just answer all 3
of these questions as we're commenting? Is that. Okay, I think that's a
great I, and would you need 3 of them? So the first one, do we agree with
the approach to selling properties and using the proceed to fund
projects, advancing the key initiative
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Junie Joseph: of the facilities master Plan this council support ring
fencing captured saving to finance annual debt services payments and fun
on ongoing operations and maintenance of city buildings, and the third
one, this council support for the investigation of the public private
partnership to build, operate, and maintain facilities through direct
engagement with the private market.
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Junie Joseph: Go ahead, Nicole.
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Nicole Speer, Boulder City Councilmember (she/ella): for me, then it's
yes, yes, and yes, I think this is a really clever solution to a problem
that
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Nicole Speer, Boulder City Councilmember (she/ella): none of us really
created. But we're now forced to solve. And so thank you to facilities.
Thank you to finance. thank you to staff for for coming up with these
clever solutions out of our Turkey hard problems.
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Nicole Speer, Boulder City Councilmember (she/ella): I heard you say on
that last one staff, just that that we would be making sure that these
public private partnerships, any that we would be looking into are really
aligned with our city values and goals and priorities, things that we're
trying to achieve. And I'm very supportive of that approach. And I think
it would be wonderful for council to hear a little bit more. if my
colleagues agree as some of those details get get sorted out just to to
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Nicole Speer, Boulder City Councilmember (she/ella): just to hear a
little bit more about that. So but thank you so much for all this work.
Really appreciate it. wonderful work.
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Junie Joseph: Thank you, Nicole. Now we'll go with Mark, and then Aaron
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Mark Wallach: and you said Brevity! Yes, yes, and yes, thank you.
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Junie Joseph: Oh, awesome, Aaron!
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Junie Joseph: Can you make it.
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Aaron Brockett (he/him/él): I I I'm going to go slightly longer. But yes,
agree with my colleagues. fantastic work, very creative financing
approaches here. I'll I'll just say on on the number one definitely agree
with the approach. Just I know you're thinking about the future of work,
but I just want to encourage you to continue that right. Like as as we
continue to have remote work, be a really big and important part of the
city organization
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Aaron Brockett (he/him/él): to just think about. Maybe there's one other
building that we could consolidate away from, you know, as as we're able
to be more thrifty with our use of space and you know, health hoteling
spaces and things like that. So I know you're thinking about that, but
just wanted to to emphasize that because we might could go even a little
bit further with the consolidation, you know, based on what how things
may look like in the future. And then I'll just say I think the the ring
fencing is a good idea. I would just.
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Aaron Brockett (he/him/él): We want to preserve some flexibility in the
event of future emergencies, right? Like, if we're for having to cut city
services left and right and pull down our reserves, you know, maybe we
think about potentially accessing some of these funds as well, so just
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Aaron Brockett (he/him/él): they, they should be identified. The savings
should be identified in debt and and used for that purpose. But in case
of emergency, just maybe to preserve some flexibility and appreciate what
Nicole said about the P. 3 s. Being reflective of Boulder's values, and
to pass on more details as you get them. Thanks. So much
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Junie Joseph: awesome. Thank you, Erin. Are there any other council
members? I mean to give direction? I think, having a majority of those
who are present would be helpful. So Rachel and Bob, do you have any
comments? And maybe Matt as well mapped, I see your hands up, and then
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Junie Joseph: yes, go ahead, Matt. How?
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Matt Benjamin: Thanks, Jane. we'll keep it simple. So we get clear to
yes, yes, and yes, and share thoughts of my colleagues on all those
pieces. They said it well, And thanks for the presentation at those
really well detailed and the intentionality around thinking about these
things is really important. As we face some of these tougher challenges,
or get exposed in some of our vulnerabilities in our portfolio. So,
thanks for the adaptation and and sort of trying to maintain that robust
portfolio going forward. So thank you, guys.
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Junie Joseph: thank you, Matt. Rachel, I'll be a triple. Yes, as well.
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Junie Joseph: Thank you, Rachel. Bob
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Bob Yates: did it on the triple. Yes.
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Junie Joseph: thank you very much, all. And I just want to add, Thank
you, Staff, for this great presentation, and I don't have any more to
add, but to see. Yes, yes, and yes, and that It was such a great
presentation. We we get it. Thank you so much, and
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Junie Joseph: and thank you very much for all the work I think council
members fear. Just put some appreciation on this chat for the
presentation as well. So thank you for the great presentation greatly
appreciated. And There is no further discussion on this one at this time.
And I wonder, did Staff get everything that it needed in order to move
forward today?
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Michele Crane: Yes, I we did.
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Michele Crane: Thank you. Yeah, I appreciate it.
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Junie Joseph: Thank you so much. Now we will move on to the discussion to
reaffirm the family participation, seasonal and temporary employee
benefits, and I will pass the baton to Norea.
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Nuria Rivera-Vandermyde (she/ella): Thank you so much. Councilmember and
I, last time we were talking about family
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Nuria Rivera-Vandermyde (she/ella): in Colorado family medical leave
insurance program we came to you in November to pass a resolution. saying
we are sticking sort of with our city lead program because it offered
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Nuria Rivera-Vandermyde (she/ella): in our estimation, better benefits as
we move forward, but we took to heart what you had mentioned to us about.
Can we look a little bit more at the kind of benefits and support that we
provide our season on temporary employees and our chief human resources.
Director is our officer is here to tell you a little bit more about that
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Nuria Rivera-Vandermyde (she/ella): foray into the work. So I pass it on
to David.
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COB, David Bell - HR: Thank you, Nuria. I appreciate the introduction. I
am David Bell, the chief Human Resources officer. I'm happy to be here
this evening and visiting with all of you about seasonal and temporary
employee benefits. primarily around lead support, income support, and it
is related to the Colorado Family and Medical leave insurance program. I
love to just jump into the slides and have them walk us through our
conversation a little bit this evening, and end with a touch of
discussion and questions. So we'll jump into the next slide, please.
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COB, David Bell - HR: It was November in which we had conversation. on
the family program. November third, 2,022. We recommended as staff to the
City Council to opt out of the car out family insurance program. What
that did was it to delayed any participation until we opt in in a future
date? If we so choose to this family insurance program. The year of 2,023
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COB, David Bell - HR: is a contribution only, with no benefits paid for
any participants. We have an opportunity to jump in at any future date.
At the start of a year
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we have to reaffirm formally with the State of Colorado, how once every 8
years our participation status for the Colorado family program
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COB, David Bell - HR: employees are able to direct, participate to the
State program by their own hand. Another option that was available that
we also did not choose was to facilitate employee choice payroll
deductions to the State of Colorado. One other piece of background we did
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COB, David Bell - HR: choose to recommend the opt out of this program, as
did many other municipalities at this time. We have that often where
private employers do not. for this particular program, we are interested
in watching the development of the program over time, and given that we
have collective bargaining agreements that have certain benefits in place
and certain insurance is that support various aspects of leave
management. It was important for us to be able to take time to study all
the different programs that are available to us
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COB, David Bell - HR: and build the best program and make changes over
the appropriate timeline for our benefits. Support next slide, please.
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COB, David Bell - HR: On November third there was discussion prior to the
opt-out vote, to, as an area mentioned, investigate ways to support our
seasonal and temporary employees, that the message was delivered and
received around the support that could be offered to seasonal and
temporary employees often are lower wage earners, partially based on the
rate of pay for certain positions, but also just on the length of
employment and the
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a volume of hours per week. We often employ individuals for less than a
full year in a seasonal capacity. 3 months, 6 months, 9 months, than any
variable in between, and those seasonal positions could be 15 h a week,
10 h a week up to 35 h a week.
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We also have temporary employees, and they receive a certain portion of
benefits, and they could be full time for up to generally a year, but we
don't go beyond that for temporary employees. In most cases
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COB, David Bell - HR: we also know that we have a number of seasonal
employees who return season after season, so we might have folks who
return 3 or 4 or 5 years in a row, and we actually have some folks who
work in seasonal roles, who have been here for a double digit years of
employment with the city of Boulder. So we did look into the on the
request of city council. Some options that could be available for us in
support of our seasonal and temporary employees in regards to leave
leave, support and income replacement.
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COB, David Bell - HR: First and foremost, we worked with our vendors, we
actually have a sport from disability program. And that vendor we engage
with that group around the cost to process. And and not only process
claims but support income replacement for seasonal and temporary
employees. We asked about building a program specific for the city of
Boulder through one of our vendors. That also added absences for a care
of family member, which most short term disability plans do not do.
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COB, David Bell - HR: What we've learned is that there's a lack of desire
by most vendors to participate in kind of a income support for non
personal injury or illness, and we began watching with our local
partners, options they were using. And we have seen some transition into
kind of a local run program similar to Colorado family, and a handful of
others have participated in Colorado family.
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COB, David Bell - HR: Next slide, please.
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COB, David Bell - HR: is a touch more about our program review. We did
review not only the leave management piece, but also other seasonal
employee benefits with certain hours of work on a schedule and in a
planned employment. Engagement, seasonal and temporary employees may, in
fact, be eligible for
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COB, David Bell - HR: medical leave, dental leave, etc. I'm sorry.
Medical insurance and dental insurance, etc., and earning of some paid
sick time, but there are limits to that amount of sick time depending on
the employment type. But we actually reviewed a a bit of our medical
insurance benefits and our disability benefits and leave management
benefits
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COB, David Bell - HR: next slide, please.
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COB, David Bell - HR: This evening. I'm here to there that we are
recommending the staff of the human resources to not address our
participants in status, but the city of boulder during 2,023.
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COB, David Bell - HR: That would be for any potential implementation or
use of the program. In 2,024. Again, we can go back and make changes to
participate at a future date. But at this time, with the web of benefits
that we provide in different manners to all of our different employees.
We're not here to make a recommendation of pain at this particular time.
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COB, David Bell - HR: Next slide.
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COB, David Bell - HR: We are here to talk about some ideas and thoughts
that we think are implementable, which we're calling our boulder program
or boulder leave program.
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COB, David Bell - HR: What we've done is we have developed a framework
for program that could provide support to the seasonal and temporary
employee benefits specifically for income replacement in the event of
personal injury and illness and family illness or injury.
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COB, David Bell - HR: What that looks like for us is trying to support
with income replacement small numbers of individuals that may need this
particular benefit. If we were using Colorado, family individuals would
have that ability to file a claim to the State of Colorado. So we're
trying to build something similar within the confines of the city boulder
benefit package. Next slide.
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COB, David Bell - HR: Our program currently
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COB, David Bell - HR: is focused on seasonal and temporary employees. And
again, with our other employment groups having disability benefits from
either the Standard insurance company or from Fpa for our public safety
employees. It's important for us to focus on our seasonal and temporary
employees who do not have access to that seasonal. I'm sorry to the lead
benefit.
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COB, David Bell - HR: Our eligibility piece would be for all seasonal and
temporary employees again. Seasonal employees could be a handful of
months could be 9 months. We've seen 10 months seasonal employees and
temporary employees for any length in any given year.
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COB, David Bell - HR: Next slide
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COB, David Bell - HR: we needed to develop that amount of benefit payment
has a potential for this program, and we developed a sliding scale to
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COB, David Bell - HR: provide a full time employee, somebody who is
working 12 months a year, 40 h per week. The 12 weeks of qualified income
replacement leave similar to that of the Colorado family program.
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COB, David Bell - HR: Colorado family program would require medical
documentation, etc., to qualify for that particular payment. We would do
the same in some form. But this sliding scale we have made takes into
consideration the length of the planned engagement for the seasonal
temporary employee, and the hours worked per week, and we have a sample
of that on the next slide, please.
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COB, David Bell - HR: I'm only showing you a handful of items here just
to keep it simple. But you can imagine, there is a column on this larger
chart that we have in our office for each of the 12 months, 12 months, 11
months, 10 months all through, and a calculation for every hour,
increment that could exist in the grid in any given week. So it is 12 by
40, but you can see the very top left hand quarter
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COB, David Bell - HR: 12 months, 40 h per week would qualify for 480 h of
potential leave, 9 months, 40 h a week, 360 h of leave and income
replacement. 6 months would be half of the 12 month. Value 240 h. And you
see the increments down based on the number of hours worked per week.
It's incumbent on us in this program to clearly identify an individual
status. How long we expect that engagement to be in month, and what that
planned work week would look like
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and be very deliberate and careful to make sure we have that process
correctly. To make sure we're giving proper benefit to individuals
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COB, David Bell - HR: next slide.
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COB, David Bell - HR: The concept is that the employees would accrue
these particular hours. So one of our learnings from the healthy family
Workplace act and emergency Health lead is that we can dedicate certain
leave types for certain activities. So this concept would allow seasonal
and temporary employees to accrue specific leave for income replacement
alongside their general sick. Leave the general sick leave of the smaller
amount based on the requirements of the healthy Family Workplace Act.
This would be in parallel, and it crew in a different way.
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COB, David Bell - HR: Our goal would be to have individuals approve each
pay period, and by the halfway point of their planned engagement with us,
they will have accrued their full bucket of lead to use in case of
personal injury or illness, or family injury or illness. It would not be
available for a general sick day, for a cold, for a fever, for illness,
of a child, for a single day. It's more for the extreme leaves that would
be covered by family medical Leave Act and the Colorado family programs.
We're following that path of claim submission and approval.
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COB, David Bell - HR: The next piece of this is to determine the payment
amount, and while we have not yet determined or recommending a full
percentage of pay for income replacement, we are modeling different
samples based on the 60% to 90% income replacement available in the
Colorado family and program that 60% to 90% scale by Colorado family is
based on general earnings.
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COB, David Bell - HR: We're not sure but that fits for this particular
solution right now. But we're modeling that piece on a flat rate for any
of our seasonal and temporary employees.
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COB, David Bell - HR: Our next slide, please.
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COB, David Bell - HR: This is a costing component here. And what we're
noting is that with a percentage of potentially 10% of seasonal
employees. These are all temporary employees using the program. There
could be a cost of 200 to 250 K in income replacement with sort of A, A
75 to 80% estimate for income replacement at this time.
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COB, David Bell - HR: The concern we have here is that we do not have a
measurement of employee behaviors in regards to leave management right
now we know that our current employees use a series of our benefits at
around that 10% level of accessing Fmla and the standard disability
insurance Fpa, etc. And we tried to apply that model. But we think it may
be a touch high. The other piece we would not know at this time is a a
length of a period of leave, and right now we've modeled then, based on a
full allotment
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COB, David Bell - HR: at the 12 week. I'm sorry. 12 month accrual rate
rather than kind of dialing back a 20. Our employee on a 6 month accrual,
I would have a smaller amount available to them. So we're trying to build
that proration and then to our cost estimates. So this may be a bit high.
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COB, David Bell - HR: The last piece is, we're still determining funding.
We are in the development and exploration of this program. So we have not
submitted directly for any budget components. We know that we have
current wage budgets and departments for seasonal and temporary employees
that are planned for wages that could be considered as part of the
payment, but we have not yet determined that, or we made determination of
requesting new funding at this time.
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COB, David Bell - HR: this is
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COB, David Bell - HR: a very different number than the 1.3 million
dollars that we expected the fees would be, and contributions would be to
the Colorado family program. Should we fully participate across all of
our employment groups, standard employees, seasonals, and temporaries.
Again, this covers only the approximately 900 to 1,000 individuals who
work some part of the year. In that seasonal and temporary calendar, 10%
estimate of their usage, and a very large assumption that they'd be using
a significant amount of hours.
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COB, David Bell - HR: So with that, you know, the the intent here is not
to dig deeply into the cost and processing of the Colorado family plan,
but we know how we are still waiting on information on how they will
process claims and what the administration of that program will look
like. But we're really building that safety net for our seasonal and
temporary employees. With this exploration, and determining what we can
provide to individuals who engage with us in its order, term employment,
especially year after year employment.
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COB, David Bell - HR: One last piece we do have a couple of the
thresholds in place, and that are a match to the Colorado family
programs. There is a requirement with Colorado family that an individual
earns $2,500 with an employer before they become eligible for the
benefits. We have some small kind of run in
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COB, David Bell - HR: gates that we would have in place for this program
as well. We want to make sure that individuals are working a significant
portion of their
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COB, David Bell - HR: seasonal employment or temporary employment before
stepping into a leave. And then we were happy to focus on that income
replacement with that staff member.
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COB, David Bell - HR: Now our last slide is opening to Temple.
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COB, David Bell - HR: This step we are at now is hearing feedback from
you about the boulder seasonal temporary employee program and
specifically questions for staff to consider about our proposed plan to
support our seasonal and temporary employees with income replacement.
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Junie Joseph: Alrighty. This council have any question.
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Junie Joseph: I'm starting the family
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Junie Joseph: program or the new city of bolder, seasonal temporary
employee program
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Junie Joseph: seeing. Not at? Well, yes, Nicole.
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Nicole Speer, Boulder City Councilmember (she/ella): it's gotta give us a
second Joni. It's been a long week. all right. So the one of I think most
of my questions are just around. Kind of how would these benefits for the
seasonal and temporary workers here on Boulder have! How? How does that
compare to what what folks would get if we were to enroll in the family
program. I mean, I know you know we're
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Nicole Speer, Boulder City Councilmember (she/ella): not. We decided we
wouldn't last fall. But I think that's that's sort of in my mind is, how
do these things compare? So you know, for example, how quickly would you
know majority of our seasonal and temporary workers accrue, leave leave
hours and earn towards their total allotment under the family program
versus under this program that you're proposing here.
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COB, David Bell - HR: So the first step there. Thank you for the
question. The first step there is around the initial eligibility
requirement, and whether it would be our program or the Colorado family
program, there's a minimum amount of earnings that have to come in place,
that 2,500 minimum earning before a person could submit a claim. So we
would follow that same first threshold of becoming eligible. At that
point we would have throughout the employment period of the seasonal and
temporary employees an earning of a portion of their
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COB, David Bell - HR: allotment, based on their hours worked, and it is
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a half an hour per hour worked
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01:07:23.710 --> 01:07:34.759
COB, David Bell - HR: over the course of their employment. But we need,
we're elevating that we actually earning half hour per hour, worked each
pay period, so that total it is a quarter of their whole
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COB, David Bell - HR: earned time during their engagement period.
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01:07:38.990 --> 01:07:53.429
COB, David Bell - HR: The short way of saying that is, that full time,
40 h, week, 12 month employee would earn 480 h. That's nearly 500, which
is one quarter of these standard, 2,080 h that individuals are in. So
we're trying to make it available
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01:07:53.610 --> 01:08:03.780
COB, David Bell - HR: as soon as a person hits that $2,500 earning mark
based on what they've accrued to date, and then continue earning and
still have some earnings occurring once they return from their leave.
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COB, David Bell - HR: The next piece in relation to the Colorado family
plan is that the benefit of that program. And this developing program is,
it covers personal injury and illness and family injury and illness. When
many other plans, such as that short term disability plan, only covers a
personal injury or illness, we would engage with our short term
disability provider to determine
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COB, David Bell - HR: the cost for claim processing we can handle leave
management within human resources, however fairly low cost to have that
quick turnaround processing. When a person becomes eligible with our
short term disability and fmla processor to be able to qualify that leave
and begin the income replacement.
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Nicole Speer, Boulder City Councilmember (she/ella): Thank you. and I, I
think one of the other questions I have is, what are other cities doing
around this kind of seasonal and temporary worker. I mean, this is what
we're talking about here
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Nicole Speer, Boulder City Councilmember (she/ella): kind of a newer
thing for other local governments, for example, that did knocked into the
family program or other cities. Do they do this kind of thing
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COB, David Bell - HR: at this particular moment? We feel we are walking
at a very similar pace and program development as a lot of other cities,
counties, etc. Individual individuals have reported to us that they are
tapping into their short term disability vendor and asking the same
questions we asked. Some organizations have put in a local program for
all of their employees. We are not recommending that at this time. But
we're starting to see people step in and and address the seasonal and
temporary employee
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COB, David Bell - HR: group in a similar manner to what we are doing.
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01:09:35.760 --> 01:09:56.729
COB, David Bell - HR: In addition, we're all learning from the Colorado
family program as they have a public comment public hearing about the
features of their plans. And they're just now beginning to communicate
more of that information, and within the past month they actually shared
information on determining if an employee, as a seasonal and temporary is
qualified to submit wages to the Colorado family program
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01:09:56.730 --> 01:10:15.500
COB, David Bell - HR: meeting. They're very much on the on the edge right
now of how they collect contributions and how they qualify individuals
in, but nothing about program development. So we're kind of out here
working and chatting with our cohorts about what kind of plan might be
available. I think this could be a more common solution. within this year
and next year for municipalities.
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01:10:16.040 --> 01:10:30.539
Nicole Speer, Boulder City Councilmember (she/ella): Thank you. And then
I just have 2 2 more relatively quick questions, I think. Are there any
employees, then, if we were to put this in place for seasonal and
temporary workers? Are there any employer employees in our city that are
not
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01:10:30.810 --> 01:10:35.060
Nicole Speer, Boulder City Councilmember (she/ella): eligible for paid
family medical leave
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01:10:36.750 --> 01:10:40.990
Nicole Speer, Boulder City Councilmember (she/ella): like this kind of
capture all the folks who who aren't covered.
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01:10:41.520 --> 01:10:55.270
COB, David Bell - HR: This is the group that Council identified through
conversation in November that we wanted to address because of that very
issue. We felt that they were the employees that were not covered by our
other disability programs that fully covered for paid family leave.
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01:10:55.270 --> 01:11:14.209
COB, David Bell - HR: Not exactly. We have a short term disability that
comes into place for a personal injury and illness or disability through
other vendors outside of our non Union plan Union, have different
benefits of those generally cover in just the personal injury and
illness, and then we have our sick leave and parental leave for other
types of issues.
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01:11:14.260 --> 01:11:27.329
COB, David Bell - HR: so in general, we believe most injury and illness,
and Fmla family and personal protections are covered in some form, and
this is the last bit of of lack of coverage that existed for the city.
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01:11:27.620 --> 01:11:38.659
Nicole Speer, Boulder City Councilmember (she/ella): Okay, thank you. And
then have we gotten any feedback from employees on on what they think
about this? Or were you wanting to come to us first and then, and then do
some outreach to that.
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01:11:38.750 --> 01:12:03.530
COB, David Bell - HR: It is the latter we wanted to hear from you, given
our November third conversation, and make sure that we brought this
forward not only for your feedback so, but also that you would see the
timing of the program, especially in relation to the budget The message
also delivered in November was that we were a bit late opting in to to be
able to choose to impact the budget or not by participation. so we
certainly want to visit with you first. And now we will begin some
general engagement.
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01:12:03.530 --> 01:12:14.470
We do know that the seasonal employees have, Asked in small batches about
different benefit plans over time. hasn't been widespread, but we're
ready to begin some version of engagement with our staff.
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01:12:15.340 --> 01:12:21.920
Nicole Speer, Boulder City Councilmember (she/ella): Thank you. I
appreciate that, David? and Tony, do you want like any comments now? Or
do you want to do questions and then comments.
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01:12:22.410 --> 01:12:24.230
Junie Joseph: you welcome to comment.
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01:12:24.770 --> 01:12:45.710
Nicole Speer, Boulder City Councilmember (she/ella): Thanks. Yeah, no, I
I really appreciate. You know that that you all are thinking about this
and how we can meet the needs of our seasonal and temporary workers. I
think it's a a group of of workers that are often left out of really
critical benefits. And I think I kind of came into this this discussion
tonight with just a little bit of a different
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01:12:45.710 --> 01:13:09.539
Nicole Speer, Boulder City Councilmember (she/ella): memory of what it
was we were gonna be kind of talking about tonight. I think one of the
things that I have been really interested in knowing about as we head
into budgeting for 2024 is just a little bit more, you know, end up like,
what's the benefit of you know, the family program versus the the the
programs that we already have in place. Kind of with this one captured,
too. And
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01:13:09.540 --> 01:13:16.409
I may have been this this remembering and misunderstanding our previous
conversation. But you know, my.
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01:13:16.460 --> 01:13:20.869
Nicole Speer, Boulder City Councilmember (she/ella): what I remembered
from that was that we were going to be
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01:13:21.600 --> 01:13:44.510
Nicole Speer, Boulder City Councilmember (she/ella): not not opting in
because of the kind of late late decision. because, you know, we hadn't
allocated any money for it in the budget, because we're still exploring
what impact it might have on our employees relative to the benefits that
they already had, but that we were going to be coming back to it in the
course of the budgeting process, and being able to think more about, you
know, do we?
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01:13:44.520 --> 01:14:12.990
Nicole Speer, Boulder City Councilmember (she/ella): Do we want to step
into this to have a more kind of intentional and mindful discussion?
Having gathered some of that information. So I think that. And that's
that's my bad for not not kind of looking at the packet a couple of weeks
ago, and giving, you know that that feedback prior to this week. But I I
think I I would still like to have that discussion, because I don't
really want to end up in a place where maybe it's 10 years down the road,
and we're just starting to think about family. But
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01:14:12.990 --> 01:14:20.599
Nicole Speer, Boulder City Councilmember (she/ella): you know, I think
this is a really important program for for people across the State and
for employees. And I I would still just like to
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01:14:20.760 --> 01:14:35.900
Nicole Speer, Boulder City Councilmember (she/ella): to know. What what
does it mean? To be a part of family versus not, and to be kind of
putting together some other solutions, as we're doing on our own, as
others are are engaging in family. So
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01:14:36.310 --> 01:14:44.130
Nicole Speer, Boulder City Councilmember (she/ella): depending on you
know what what other folks are interested in hearing about. I think that
is still something I would love to hear about at some point.
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01:14:45.740 --> 01:14:54.309
COB, David Bell - HR: Thank you. And I I do apologize. If I missed a
little bit of the mark or a bunch of the mark, and we'll continue to work
on this issue. Of course.
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01:14:54.310 --> 01:15:18.550
COB, David Bell - HR: you know, we were really focused on this one gap in
benefits primarily knowing that we cover so many other pieces for all of
our employees, and that we had some complexities in the web of benefits
that we have, and there's some timing to undo certain components at
certain times. But we're we're well aware, and it is a growing area of
interest and conversation amongst our peers and other cities and
counties. So you can rest assured that we will be engaged with this on
ongoing basis.
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01:15:18.880 --> 01:15:39.439
Nicole Speer, Boulder City Councilmember (she/ella): Yeah. And and thank
you. I don't. I don't mean to dismiss. I mean, it's clear that you all
put a lot of thought and work into trying to figure out how to how to
cover our seasonal and temporary workers. And I I really appreciate that.
that we're thinking about those things. So thank you for all that you are
continuing to do, to understand these different programs, and how we can
help benefit our employees
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01:15:40.760 --> 01:15:43.520
Junie Joseph: next. Aaron.
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01:15:43.920 --> 01:15:46.170
Aaron Brockett (he/him/él): And I've got a comments, if that's correct.
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01:15:47.010 --> 01:16:09.309
Aaron Brockett (he/him/él): just David, thanks so much to you and your
department and the other finance people who contributed to this this
looks like a really well thought design thoughtful approach to helping
out our seasonal and temporary employees with family medical leave. So
I'm I'm proud that we're taking this step you to to plug this gap in our
benefits system, saying, from my memory of the conversation
403
01:16:09.320 --> 01:16:11.130
Aaron Brockett (he/him/él): last fall, was that
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01:16:11.250 --> 01:16:30.240
Aaron Brockett (he/him/él): your analysis generally showed that our
benefits. If the city were equal to work greater than those provided by
the family program would, which was why, you know, I was comfortable at
that time saying, Okay, I guess we don't need to engage with that at as a
city, because it looks like we're we're doing better, except that there
was this gap
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01:16:30.270 --> 01:16:57.500
Aaron Brockett (he/him/él): for temporary and seasonal employees. And you
seem to, if you'd be proposing something that will ablely plug that gap.
So I really appreciate that fully supportive. And then to Nicole's point.
I think it's it'll be important to watch how the family program develops
over the years, right? And, as we you know, go through different
negotiations with our unions on different benefit packages, and just to
always keep an eye on what the future of this program is.
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01:16:57.500 --> 01:17:09.679
Aaron Brockett (he/him/él): and to see if it ever might be a a better fit
for the city. But it seems pretty clear that right now we're we're on a
really good path with with this addition for the temporary and seasonal
employees. So thanks so much for your work with all your work. I'm very
proud of
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01:17:11.360 --> 01:17:15.880
Junie Joseph: awesome. Next we have Rachel, and then, Matt.
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01:17:16.150 --> 01:17:22.910
Rachel Friend: I'd be super quick. I just wanted to say thank you for
bringing this back This is what what I was
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01:17:23.020 --> 01:17:42.960
Rachel Friend: expecting us to talk about, and I, many of you will recall
that I've complained over the years that we asked for things, and then we
never circle back. And so I actually had, like a a little calendar note.
Extra staff came back to us on this to make sure that seasonal and temp
employees are not left behind. So I didn't have to act on that note. And
I just want to say, Thank you.
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01:17:44.860 --> 01:17:46.700
Junie Joseph: Thank you, Rachel. I'm at.
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01:17:48.210 --> 01:17:58.499
Matt Benjamin: Yeah, thanks, David, for for this. And I I I agree with
Rachel. This is kind of right in the wheelhouse where I thought we would
land on this, and I always viewed family as the floor, not the ceiling
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01:17:58.500 --> 01:18:22.750
Matt Benjamin: and that I always had the expectations based on our city
values that we would never just rest on the floor, we would always go
above and beyond, because that's who we are as a community. And so I
always view us being able to take that floor and expand and improve and
go beyond that. And that's what we're doing and filling this gap, I
think, stays true to that. So I appreciate all the hard work in order for
us to do that. And certainly I you know we're Aaron pointed out of. Let's
monitor it.
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01:18:22.750 --> 01:18:41.920
Matt Benjamin: I have expectations that we will always be exceeding what
family is, because that's meant to be a floor for for for other folks
that may not have the the same threshold and level of commitment that we
do. So I appreciate all that work, and and really all to the entire city
starts with an area and everybody else. That commitment to staff is
really important. So thanks for following up with that.
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01:18:43.070 --> 01:18:45.940
Junie Joseph: Thank you, Matt Rachel, your hand is still up
415
01:18:48.030 --> 01:18:49.930
Junie Joseph: lazy.
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01:18:50.470 --> 01:18:55.950
Junie Joseph: Are there any other comments for David?
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01:18:57.530 --> 01:19:08.960
Junie Joseph: Seeing none at this time? I just wanted to add, Thank you
for the presentation, and I appreciate you the comments that you made
because it put things into perspective for me. You mentioned the
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01:19:09.140 --> 01:19:18.979
Junie Joseph: 1.3 million as opposed to the 200 to $250,000 coming from
the city, and that somehow or programs, or
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01:19:19.070 --> 01:19:34.920
Junie Joseph: better, or comparable to what the State is providing. and I
understand as well a lot of people at the capital. When you're drafting
us, they hope that the laws will be implemented, or if there is an uptown
process or portion.
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01:19:34.920 --> 01:19:54.780
Junie Joseph: is that the Cds or there will be other mechanism use as
well to ensure that people get the coverages that they need so ultimately
knowing the process how it works. I I I mean, I read by reading the
legislative declaration of that bill. I can see the intent of
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01:19:54.790 --> 01:20:06.429
Junie Joseph: the drafters or the people who carried the bill, but
ultimately, seeing that, or seasonal and temporary workers will be
provided so that gap will be plugged in so
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01:20:06.460 --> 01:20:24.559
Junie Joseph: ultimately, I would say, we are moving in the right
direction to ensure somehow, even though we are not up 10 into this
particular program. We are doing the work we are ensuring that community
not community members, but all workers who
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01:20:24.680 --> 01:20:29.029
Junie Joseph: at times or community members as well, all protected. So
424
01:20:29.580 --> 01:20:56.039
Junie Joseph: At first, when this first came before council, I was in
full support of up 10 into the process, and hearing from what I'm hearing
from you at this time. even though I still believe in this in the family
program, I believe that the city is moving in the right direction and up
ultimately, if you decide to join into this particular process or
program, I
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01:20:56.180 --> 01:21:15.480
Junie Joseph: I would welcome it. I think it would be great, but
ultimately, I think we are doing the work. whether we are in or not into
this particular program at this time based on what I heard. So thank you
for that. And are there any other comments coming from council at this
time? Seeing none, or ever hold your piece?
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01:21:15.580 --> 01:21:35.549
Junie Joseph: No one else great. Well, thank you for coming by David, and
thank you for this presentation and moving on right along. We are killing
it tonight. the next conversation is the presentation on minimum wage,
and I will pass it on to Thank you.
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01:21:36.090 --> 01:21:57.589
Nuria Rivera-Vandermyde (she/ella): Thanks so much. And it it is moving
quite a lot. So thank you that council member. our next conversation is
really an update on what have been to date the minimum wage efforts. I
know that Council Member folks has been leading that effort on behalf of
council, and she is making her way over
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01:21:57.590 --> 01:22:08.840
Nuria Rivera-Vandermyde (she/ella): to the meeting, as I am talking and
trying to buy enough time, but if that's not there we will. We have
staff, and Taylor Ryman, as you know, has been working with
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01:22:09.090 --> 01:22:35.420
Nuria Rivera-Vandermyde (she/ella): with a council member corporate to
really move in this direction and has a staff presentation. I'll say,
last time we had spoken about the topic, you all voted to have a council
member for groups, be the Council representative on a regional consortium
that is looking at the issue of minimum wage. on this. and with that we
had staff supporting that work.
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01:22:35.530 --> 01:22:54.110
Nuria Rivera-Vandermyde (she/ella): as I do not see Council Member Focus,
and I'm sure she'll be coming in shortly and provide a little bit more of
of context for that, Taylor. Why don't I just suggest that you provide a
little bit of that conversation and a presentation, and I'm sure we will
out. There she is.
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01:22:54.410 --> 01:23:01.319
Nuria Rivera-Vandermyde (she/ella): I spoke just long enough council
member to give you some time. Thank you so much.
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01:23:01.450 --> 01:23:06.640
Lauren Folkerts: and thank you for your patience. Everyone
433
01:23:06.670 --> 01:23:17.200
Lauren Folkerts: I just wanted to start with talking about why we're
looking at minimum wage, at the municipal and regional levels the sort of
origins of this effort.
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01:23:17.390 --> 01:23:27.359
Lauren Folkerts: in 2,019, the State legislature a passed, an ordinance
that gave local governments the right to set their own minimum wage.
435
01:23:27.970 --> 01:23:42.779
Lauren Folkerts: and later that year, with support from count, then
council members, what like the consortium, began discussions on that
topic. But, as we all. Remember, 2019 was the beginning of the COVID-19
pandemic.
436
01:23:43.620 --> 01:23:46.900
Lauren Folkerts: 4 years later we have some new council members.
437
01:23:46.950 --> 01:23:57.949
Lauren Folkerts: The pandemic is endemic and We have felt numerous
impacts to our economies, evidenced by sharp increases in inflation,
interest rates, and cost of living in general
438
01:23:58.130 --> 01:24:07.510
Lauren Folkerts: wages in our community just haven't capped up with cost
of living increases, and the differences are becoming more and more
challenging for our community members to overcome.
439
01:24:08.040 --> 01:24:12.010
Lauren Folkerts: And this challenge is shared by many of our surrounding
communities.
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01:24:12.380 --> 01:24:26.690
Lauren Folkerts: So through the consortium of cities, a working group has
formed to looked at this this issue collectively, because we recognize
that changing the minimum wage in any community changes our regional
economy.
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01:24:27.230 --> 01:24:38.649
Lauren Folkerts: and many people in Boulder live in different communities
than where they work. boulder based businesses, nonprofits and other
organizations have operations and customers throughout the country.
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01:24:38.950 --> 01:24:54.220
Lauren Folkerts: and for these reasons and many others, we believe a
regional approach to considering a minimum wage would be best for
understanding and meeting the needs of our unique and interdependent
economies, while also providing consistency for both employees and
employers.
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01:24:55.590 --> 01:25:02.620
Lauren Folkerts: In April of 2,022. This council supported my
participation in the minimum wage working group
444
01:25:02.940 --> 01:25:10.909
Lauren Folkerts: through the consortium of cities and over the last year
that working group has meant to a met to examine the enabling
legislation.
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01:25:10.970 --> 01:25:27.939
Lauren Folkerts: understand the required process and conduct early
engagement with cities and stakeholders to initially assess the needs and
interests of our communities. These conversations have established the
foundation necessary for exploring this joint effort.
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01:25:28.100 --> 01:25:35.520
Lauren Folkerts: and tonight we are not proposing a recommendation or
asking for a final decision on a wage target or timeline.
447
01:25:35.980 --> 01:25:43.680
Lauren Folkerts: but we are at a point where it would be helpful to have
our Council, for all the various working group
448
01:25:43.710 --> 01:25:46.589
Lauren Folkerts: members weigh in on next steps.
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01:25:46.630 --> 01:25:57.359
Lauren Folkerts: So tonight we are checking in on your support for
continued collaboration with the working group. and so that we can better
scope the needs and next steps for future decision making.
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01:25:57.890 --> 01:26:01.299
Lauren Folkerts: With that I'd like to kick it over to Taylor for the
presentation.
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01:26:05.060 --> 01:26:12.049
Taylor Reimann (she): Thank you so much, Lauren. and thanks so much for
your continued leadership on this effort. Is everybody seeing my screen?
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01:26:13.430 --> 01:26:25.959
Taylor Reimann (she): All right. Good evening, counsel. Taylor Ryman,
assistant to City Council, and we're going to talk about the update on
the work of the minimum wage working group through the Boulder County
consumption of cities.
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01:26:27.720 --> 01:26:41.860
Taylor Reimann (she): So, as Lauren mentioned in 2019, the State lifted
the preemption on local government setting their own minimum wage laws.
Here's some highlights from the Bill ordinance adoption must be preceded
by community engagement with the groups listed here.
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01:26:41.860 --> 01:26:58.689
Taylor Reimann (she): In addition to the reasons Lauren mentioned, the
second piece is another big part of what's informed our regional
approach. Only 10% of jurisdictions across the State can adopt a
different minimum wage ordinance but an iga covering several
municipalities within the county is considered one in that calculation.
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01:26:58.890 --> 01:27:12.730
Taylor Reimann (she): Next, any raise, either an escalation to a target
or an annual adjustment must coincide with the State increase. On January
the first and finally, escalation is limited to a dollar 75 or 15,
whichever is higher.
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01:27:15.250 --> 01:27:27.140
Taylor Reimann (she): So there's some Saturday limits laid out in the
bill, and on one hand, these reduce the decisions we'd need to make. On
the other hand, it does create a one size. It's all approach that might
not be suitable for all communities.
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01:27:27.200 --> 01:27:43.890
Taylor Reimann (she): implementation, date and dates for escalation and
adjustments are fixed to January first employee time and a jurisdiction
is covered. But passing through is not. It covers all workers and
emancipated miners, and does not allow exemptions for things like small
businesses
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01:27:44.170 --> 01:28:10.169
Taylor Reimann (she): and tipped wages, can be $3 and 2 cents less than
the adopted wage, or whatever the State tip credit is that that those
most align on the policy discretion front? These are choices that we have
a little bit more flexibility in a regional approach, though most of
these discretionary items will need consensus from participating
communities, except for items like enforcement and escalation schedules
which can be local decisions.
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01:28:10.960 --> 01:28:25.189
Taylor Reimann (she): So target and annual increase to reach that target
typically escalation periods are about 3 to 5 years after escalation, we
can choose how to make regular adjustments into the future otherwise
known as indexing
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01:28:25.450 --> 01:28:36.289
Taylor Reimann (she): whether or not to expand the wage to cover on
emancipated minors. and we can rely on the State's existing enforcement
system or create our own. So those are all things that we have more
decision in.
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01:28:39.910 --> 01:28:56.670
Taylor Reimann (she): So these the slide here outlines where the current
wages are, and communities pursuing the new authority, and for reference
city of border falls under the State minimum wage at $13 and 65 cents an
hour this fall. We know that the State's gonna announce the 24
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01:28:56.670 --> 01:29:17.539
Taylor Reimann (she): 24 increase and based on the first quarter of 2023
inflation estimates we might see that adjustment in 2024 come to about
$14 and 24 cents an hour. If the 4.3% inflation rate from 2023 first
quarter remains about that rate
463
01:29:17.560 --> 01:29:24.210
Taylor Reimann (she): city self imposed. Living wage does exist for our
workforce, and it is right now, at $17 and 42 cents.
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01:29:24.550 --> 01:29:42.339
Taylor Reimann (she): Denver was the first to pursue the new authority,
and they completed the process in 3 months. This was supported by strong
council engagement and years of engagement right beforehand on a self-
imposed city. Minimum wage like we have. It was sort of a springboard
into expanding that to a community wide minimum wage.
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01:29:43.080 --> 01:30:04.360
Taylor Reimann (she): 2 weeks ago cu campuses across the State raised
their minimum wage to $16 an hour for students and $18 an hour for early
workers. Last week Fort Collins considered an ordinance Council, did vote
against it, and their direction was to consider to to pursue a regional
approach. Pretty cool idea.
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01:30:04.420 --> 01:30:12.999
Taylor Reimann (she): this is just to give an idea of where we're at
right now, as you can see, there is several movements on raising wages
across the State.
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01:30:15.370 --> 01:30:43.680
Taylor Reimann (she): So these are some possible target wage approaches.
And, like Lauren said, we're not asking for a decision on a target
tonight. council. This is your first real update on this work, and and we
wouldn't rig a decision like that to you at this stage. but we wanted to
outline what wage approaches could look like. These are not staff
recommendations. They're either external recommendations or local wages
that fall outside the State minimum. They demonstrate a spectrum of
options, and while some may be appropriate for us to duplicate
468
01:30:43.680 --> 01:30:54.300
Taylor Reimann (she): the best option for our community is still to be
determined at a Forum. On April 20 fourth, the Colorado Center for law
and policy presented a guiding wage proposal
469
01:30:54.460 --> 01:31:12.640
Taylor Reimann (she): based on the November 2,022 self sufficiency wage
report, it would raise it to the the rage to $15 an hour and 41 cents in
2024. So next year, with an increase of 12.9% until reaching the target
of $25 an hour in 2,028.
470
01:31:12.690 --> 01:31:21.769
Taylor Reimann (she): The city already has our own living wage, and
lastly, we just could attempt to align with our metro or university
partners who already well exceed the state minimum.
471
01:31:25.960 --> 01:31:41.389
Taylor Reimann (she): Next, we'd like to talk about the actual working
group efforts the communities listed here are have been involved. over
the last year. Boulder County. they have a little bit lower mistake in
the game just because they don't have a lot of major workforce centers.
And so
472
01:31:41.760 --> 01:31:57.599
Taylor Reimann (she): a minimum wage with their participation would only
apply to unincorporated county. So while they are a bit of a lower player
in the game. They have been a really important convener for the working
group and just helping facilitate all of our conversations. City of
Boulder, of course, is a working group. Member
473
01:31:57.600 --> 01:32:12.419
Taylor Reimann (she): city of Lewisville has this on their work plan, and
they've been strong partner. Longmont is another strong partner, and they
will be receiving a similar update to the one tonight on January sixth.
So your feedback here will also inform that update
474
01:32:12.670 --> 01:32:18.540
Taylor Reimann (she): we did some early engagement over the last year,
and full engagement has not been launched.
475
01:32:18.590 --> 01:32:24.730
Taylor Reimann (she): But we've had limited check-ins with Chambers of
Commerce Labor groups and some and the university
476
01:32:24.730 --> 01:32:48.769
Taylor Reimann (she): Some stakeholders have been aware of the last
year's efforts of the working group, and they started engaging groups in
February to advance minimum wage conversations across the county. For
example, the Boulder Area labor Council hired Siegel long public affairs
to do community engagement and advocacy work and convene a coalition.
They are calling themselves the Boulder County Self Sufficiency
Coalition, and they formed in February.
477
01:32:49.040 --> 01:33:06.739
Taylor Reimann (she): They continue to meet with elected representatives
across the county, including the working group communities, Longmont
Lions, Lafayette and others. They've got 24 labor groups represented in
the Coalition, and I'm not going to list them all. But I'll highlight.
Just a few names, a Colorado coalition for the homeless
478
01:33:06.900 --> 01:33:15.379
Taylor Reimann (she): National Employment Law Center, New Era, Colorado,
together, Colorado towards justice. There's several others that's just a
few
479
01:33:15.680 --> 01:33:31.339
Taylor Reimann (she): and many of these groups work across jurisdictions
and have membership throughout Boulder County mentioned on the previous
slide. In April 2023. The Coalition did host that community Forum to hear
from workers and it by, and invited elected officials to that. That's
where they presented their guiding proposal.
480
01:33:31.470 --> 01:33:40.669
Taylor Reimann (she): And while there are differences, and how much and
how quickly to make a minimum wages change minimum wage changes. There is
strong agreement that this should be done regionally.
481
01:33:40.680 --> 01:34:01.430
Taylor Reimann (she): We checked in with the boulder chamber, and while
the Chamber has supported previous statewide increases, they would oppose
any minimum wage increase without thorough review of impacts and benefits
that engage the Boulder Chamber membership and other business
stakeholders to support the time needed for engagement and review. Their
preference is for later implementation and a regional approach.
482
01:34:02.350 --> 01:34:09.030
Taylor Reimann (she): checking in with Cu as a State entity. Legally,
they're not required to comply with cities, minimum wage laws.
483
01:34:09.410 --> 01:34:24.740
Taylor Reimann (she): and in light of their recent wage raise anything
below. $16 really wouldn't have an impact to them. They do have a strong
desire to meet or exceed any cinema city minimum wage to stay competitive
and ensure that employees are adequately, adequately compensated.
484
01:34:24.750 --> 01:34:37.410
Taylor Reimann (she): and they want to work with city leaders. throughout
the county. If this were pursued on on anything going on, because, you
know, implementing increases and and planning those those items does take
a long time to plan.
485
01:34:39.200 --> 01:34:47.430
Taylor Reimann (she): And as I mentioned, the Boulder County self-
efficiency coalition is advocating for their proposal, and and the
quickest timeline
486
01:34:48.100 --> 01:34:49.490
Taylor Reimann (she): that we can manage.
487
01:34:52.580 --> 01:35:14.930
Taylor Reimann (she): So this draft timeline is part of what prompted our
check in with council. It was drafted by Boulder County. It lays out
steps needed to implement a new wage. On January first, 2,024 was the was
the proposal. And and this is what brought us to check in with council.
understanding that there are a lot of different needs in our different
communities. We.
488
01:35:15.020 --> 01:35:29.289
Taylor Reimann (she): We appreciate the timeline in that it lays out sort
of the chunk steps that are needed to get to implementation. But we want
to be mindful that we need to check in with all of our communities on
when that implementation date might be
489
01:35:29.870 --> 01:35:41.890
Taylor Reimann (she): scoping and community engagement is a next step,
and moving forward does not commit us to any outcome. At any point in the
process. Any of our local governments would retain the option of going
forward separately.
490
01:35:41.910 --> 01:35:44.929
Taylor Reimann (she): We're stepping out of a regional effort as desired.
491
01:35:45.640 --> 01:36:10.829
Taylor Reimann (she): And so, as I understand it, from conversations,
from attorneys. What would need to happen is in the legal sense. We
dropped an mou, and then we would create a model ordinance and shop at
around to communities and get a consensus on the parts of a model
ordinance, and then we would adopt an ordinance as an item with an Iga.
And that's how a regional approach would be pursued
492
01:36:15.310 --> 01:36:23.499
Taylor Reimann (she): while we work together to understand the
legislation, outline the needs and get an early sense of stakeholder
views. The scope has not yet been fully defined
493
01:36:23.570 --> 01:36:51.650
Taylor Reimann (she): for our city. The scope may include the items
listed here. And most notably, we'll need community engagement, equity
and financial analyses, drafting agreements and ordinance language.
There's also opportunities for creative resourcing and sharing the work.
If other communities take the lead on deliverables, seeking outside help
from consultants or university partners. going in on on different rfps,
you know, between multiple communities, those costs could be shared.
494
01:36:56.950 --> 01:37:15.190
Taylor Reimann (she): And finally, we present you with these council
questions tonight, does Council wish to continue with this regional
effort towards the establishment of a regional minimum wage and have
staff scope. This item for addition to the existing work plan, should
scope consider implementation of 2024 or 2025
495
01:37:15.230 --> 01:37:19.210
Taylor Reimann (she): would Regional Participation Impact Council's will
to pursue an approach?
496
01:37:19.390 --> 01:37:26.619
Taylor Reimann (she): And if Council would like us to continue moving
forward? Does Council have any feedback on the timeline or engagement
approach.
497
01:37:27.810 --> 01:37:36.810
Junie Joseph: Thank you, Taylor. We have council questions at this time.
Please raise your hand if you have any. We see right now, Bob. And then,
Matt.
498
01:37:37.250 --> 01:37:50.910
Bob Yates: Thanks, Judy, thanks, Taylor. That was a great presentation.
Thanks, Lauren. Just 2 questions. Now. I was in comments in second with 2
questions, one, what I didn't hear in the presentation. It was I heard a
lot of advocacy. Sounds like a lot of people are advocating for various
things.
499
01:37:50.920 --> 01:37:54.429
Bob Yates: but I didn't hear a whole lot of
500
01:37:54.500 --> 01:38:03.590
Bob Yates: economic analysis by independent economists. What work has
been done around that, as far as what impacts there would be on
501
01:38:03.770 --> 01:38:16.379
Bob Yates: businesses, local economy employees, and all sorts of
stakeholders. What? What what work has been done with the kind of with
neutral economists to evaluate those things. And where are those reports?
If that's been done?
502
01:38:18.540 --> 01:38:21.969
Great question. Bob and I can jump in on this one. So
503
01:38:22.590 --> 01:38:30.309
Taylor Reimann (she): the most recent self-sufficiency wage report in
2,022 is is one piece of data that we have, and
504
01:38:30.420 --> 01:38:37.870
Taylor Reimann (she): as we consider next steps, one of the things that
we might look into is what those analyses would require.
505
01:38:37.870 --> 01:39:03.370
Taylor Reimann (she): which jurisdictions they would include. and
figuring out how we could get a sense of, where is the local economy? Who
does make the minimum wage? What businesses would this impact, and who
would not be impacted? What's a benefit cliff, perhaps of raising the
minimum wage and then pushing people out of eligibility for certain
benefits. Those things certainly need to be studied. but we're we're not
quite at that point. It'd be a next step.
506
01:39:03.890 --> 01:39:24.480
Bob Yates: Yeah, that you you hit on, Taylor. You did a great job of
getting on any of the questions that I would have for an economist, and
it sounds like the answer is, we haven't, or or the the regional
consortium hasn't hired in an economist to do that work unless, Lauren
are you? Where is is that some of the things that Taylor mentioned, and
probably a few others, has that been done by independent. I'm not about
advocacy. I'm talking about
507
01:39:24.620 --> 01:39:31.080
Bob Yates: independent analysis, you know something by like a ritual, but
kind of see you or somebody like that, who doesn't have you know, dog on
the phone
508
01:39:31.390 --> 01:39:32.710
Lauren Folkerts: right?
509
01:39:33.020 --> 01:39:48.670
Lauren Folkerts: the. We haven't taken that step to look at Boulder yet
in the implementation of Denver's ordinance. They had to have the State
actually reviewed all the data that they had available. and were able to.
510
01:39:48.670 --> 01:40:04.300
Lauren Folkerts: They they published a report on sort of the effect that
Denver's wage had on their economy and their businesses. Now that was
during Covid. So If they make a note about that being a little bit hard
to extrapolate out. But there is some data in terms of
511
01:40:04.450 --> 01:40:09.539
Lauren Folkerts: implementation in nearby cities
512
01:40:09.570 --> 01:40:33.540
Bob Yates: great, great. So it sounds like Denver is already kind of
created, at least the the the data that collected may not be relevant. Is
it because it's Denver, or because it was during Covid, or because it was
a few years ago, but it sounds like they've at least Dan Denver's at
least created roadmap for the types of things that then economists would
look at. So that's great. And in the State enabling legislation, it's
actually part of what's required. So
513
01:40:33.540 --> 01:40:45.740
Bob Yates: right, I think you mentioned it. It sounds like Denver had
been working on that for for quite some time, even before they passed
their their ordinance. So what would be the? There was a very aggressive
timeline. I'll come in on that second. But
514
01:40:45.750 --> 01:40:49.710
but I'm just trying to understand it still saying questions like what
we're in that
515
01:40:50.340 --> 01:40:58.979
Bob Yates: timeline. That was really only about 6 or 7 months long? Would
that economic work be done? What we? Where would that be done like next
month or the month after? How long would that take?
516
01:41:01.900 --> 01:41:05.520
Taylor Reimann (she): That's a great question. So I know Fort Collins did
a
517
01:41:05.830 --> 01:41:31.210
Taylor Reimann (she): worked with a consultant to survey employers. I it
wasn't a market analysis, but it was an employer survey of where where
things stood and that costs, for that was around 20 or $30,000. We'd have
to check in with them and see how long they took to do to do that. But I
imagine that would inform community engagement, and probably either have
to coincide with community engagement or go before it.
518
01:41:31.740 --> 01:41:34.430
Bob Yates: Yeah, no, I think you're right, Taylor. I think it it either.
519
01:41:34.550 --> 01:41:47.650
Bob Yates: I suppose it could be done in parallel, but in a perfect
world. It would be great if it was done before, because then that that
probably was informed some of the questions you would ask the community
and business businesses. That's great. But that was just kind of one line
of questions. The second line questions, is
520
01:41:48.010 --> 01:42:03.849
Bob Yates: again, the timeline look really, really, really tight there
and had 2 months for community engagement. we got hundreds of businesses.
And we're talking about hundreds of millions of dollars here. So it's
just kind of wondering, and we got a a letter from the chamber that said
they really had that, you know, somebody's checked in with them, but they
really haven't been fully engaged.
521
01:42:03.860 --> 01:42:24.460
Bob Yates: What's the I know the 2 months we'll set aside in that
timeline for community engagement. what's the community engagement plan
during that 8 or 9 weeks? with with all the hundreds of businesses that
would be affected. What can you me want to lab right on what the
community engagement plan is because if it's that's going to happen in 2
months, and it sounds like it's going to be like July and August. So you
must be pretty far along and are thinking about what that engagement
would look like.
522
01:42:25.350 --> 01:42:34.589
Taylor Reimann (she): So that's part of why we're all so checking in with
you is because that that is an aggressive timeline. We we acknowledged
that accomplishing that timeline would take a lot. And
523
01:42:35.790 --> 01:43:02.010
Taylor Reimann (she): if we were to have a 24 implementation, we'd we'd
really need to hit the ground running on community engagement. And that's
also assuming in a regional approach that all of our other partners would
want to hit the ground running and doing that, too. Boulder County has
offered to host some joint forums, and so again to sharing the work a
little bit. we we could all come together and share some of the community
engagement needs and and the other scoping needs. But
524
01:43:02.450 --> 01:43:06.540
Taylor Reimann (she): if we had a little bit longer of a timeline, we'd
be able to
525
01:43:06.690 --> 01:43:11.090
Taylor Reimann (she): maybe flesh out. a longer amount of time dedicated
to that.
526
01:43:11.310 --> 01:43:28.389
Bob Yates: Yeah, that sounds like a great idea, Taylor to to coordinate
with the county and with the other cities, because we do have employers
that are in multi cities. So I think that's a really really small idea
whether we do that in 2 months or not. I don't know what we'll talk about
that in a second. But but it sounds like, you guys are certain to think
about the right things as far as this process, so that those are the
questions I had
527
01:43:30.100 --> 01:43:38.309
Junie Joseph: great. Thank you, Bob. I just want to make sure I get the
names right, is it? Mark is next
528
01:43:38.500 --> 01:43:41.680
Mark Wallach: your next mark?
529
01:43:43.690 --> 01:43:56.390
Mark Wallach: What is the implication? First of all? Thank you for the
presentation, both Lauren and the and you know both of you and and
Taylor.
530
01:43:57.500 --> 01:44:00.510
Mark Wallach: What's the implication of Fort Collins
531
01:44:00.660 --> 01:44:08.270
Mark Wallach: not approving and saying they want a regional approach. I
don't see them listed as one of the cooperating cities, are they?
532
01:44:09.330 --> 01:44:10.799
Mark Wallach: Are they part of the mix?
533
01:44:12.330 --> 01:44:29.070
Taylor Reimann (she): No, they're not part of our effort. We have been re
meeting with them on a regular basis, just to continue to be appraised of
what we have going on. We they sort of voted on their item last week, and
we had an update this week. So it made a lot of sense for us to check in
on where things were at their council
534
01:44:29.090 --> 01:44:46.550
Taylor Reimann (she): really like the idea of a regional approach, and
gave their staff direction that they didn't want to do this in isolation.
I I know Fort Collins has done a little bit of leg work and trying to
build coalition partners across layer more and weed. They haven't gotten
a ton of traction on that yet. but
535
01:44:46.600 --> 01:44:49.429
Taylor Reimann (she): we'll see in the future if if those those
536
01:44:49.690 --> 01:44:52.350
Taylor Reimann (she): ideas change. The other thing that we
537
01:44:52.380 --> 01:45:19.029
Taylor Reimann (she): Fort Collins received direction to do was to pursue
an amendment to the current legislation that would allow more flexibility
for exemptions around small businesses and tipped workers, because in for
cons at least their biggest feedback from the business community. And the
pushback was around those 2 items. So if there was a little bit more
flexibility, and being able to implement a law it might be more
advantageous for their community and and perhaps others to pursue.
538
01:45:19.100 --> 01:45:23.629
Mark Wallach: So we're engaged with them and and hopefully working with
them, going forward.
539
01:45:23.850 --> 01:45:26.969
Taylor Reimann (she): Yep, gotta check in with them tomorrow morning. Let
them know what happens tonight
540
01:45:27.090 --> 01:45:33.129
Mark Wallach: and again. Thank you both for the work. It's This is a
great presentation. Appreciate it.
541
01:45:34.930 --> 01:45:37.880
Junie Joseph: thanks, Mark Rachel. And then, Matt.
542
01:45:38.250 --> 01:45:48.340
Rachel Friend: thanks everyone. Just 2 questions. And I I think from
Bob's questions. I probably know the answers. But have we done any
analysis on the city budget
543
01:45:48.390 --> 01:45:49.780
Rachel Friend: with the proposal?
544
01:45:50.730 --> 01:45:56.389
Rachel Friend: What it would mean for us as a city, because we have a lot
of employees. I don't know that any of them make
545
01:45:56.400 --> 01:45:57.880
Rachel Friend: minimum wage, but
546
01:45:57.910 --> 01:46:05.979
Rachel Friend: dovetailing with my next question. Often you're trying to
be a bit above minimum wage is to different job categories. So just
wondering if we looked at that.
547
01:46:06.880 --> 01:46:16.560
Kara Skinner: I will let Finance answer that question. Hi, Kara, good
evening cars and our chief financial officer. We have done some
preliminary analysis.
548
01:46:17.060 --> 01:46:30.259
Kara Skinner: and it it would definitely have a budget impact. But again,
that's a consideration that Council would need to weigh against other
goals of of a program like this. But there would definitely be a minimum
wage impact
549
01:46:30.440 --> 01:46:33.869
because we do have. seasonal attempts are not
550
01:46:34.100 --> 01:46:47.109
Kara Skinner: subject to our living wage. So it's again that that same
group. so it's largely in our parks and recreation, and open space and
mountain park and transportation funds that would be impacted.
551
01:46:48.330 --> 01:46:55.029
Rachel Friend: Thanks. And then my second question, probably to Taylor.
And I've talked about it a bit with Lauren. I worked
552
01:46:55.370 --> 01:47:04.330
Rachel Friend: I I I suppose I I gravitate towards companies that that
are in the non profit sector and don't have a lot of money above minimum
wage. So I worked at a company that
553
01:47:04.410 --> 01:47:17.460
Rachel Friend: provided direct care staffing sort of a health care
setting for people with developmental disabilities and people exiting
homelessness. And when the minimum wage was hiked by the Federal
Government in around 2,000,
554
01:47:17.820 --> 01:47:29.749
Rachel Friend: that 8, maybe It was a real hit to the organization,
because we always tried to stay like $2 above minimum wage. And so just
wondering, has there been any analysis on how this would impact
555
01:47:30.080 --> 01:47:44.589
Rachel Friend: nonprofits particularly, but but health care settings that
are really reliant on Medicaid dollar reimbursements where they can't.
Just, you know, charge clients, or make up the difference some other way.
So what is the analysis? Been for? companies that that
556
01:47:44.740 --> 01:47:59.220
Rachel Friend: it can't can't again charge more for their services,
really, and a reliant on Government contracts, and I don't know if that's
She been shown how it played out in Denver. I think
557
01:47:59.510 --> 01:48:12.380
Rachel Friend: one thing that we would not want to do is especially with
a an aging population on the horizon drive, drive out a workforce that
we're really gonna need to to provide for our most vulnerable.
558
01:48:12.600 --> 01:48:14.350
Rachel Friend: Is there an analysis there?
559
01:48:15.090 --> 01:48:27.019
Taylor Reimann (she): So no analysis in Boulder? we do know again, from
our partners over in Fort Collins that this was a major area of concern
in their efforts I'm not sure quite what Denver did, but
560
01:48:28.190 --> 01:48:36.279
Taylor Reimann (she): the known issue areas, tipped workers, the health
care settings, small businesses would be part of what
561
01:48:36.320 --> 01:48:47.129
Taylor Reimann (she): informs our community engagement plans. We'd
probably want to have very specific questions around those. If those
concern areas and try our best to create something that would accommodate
562
01:48:47.530 --> 01:48:51.470
Taylor Reimann (she): knowing that there are some steps for limitations
laid out in the Bill.
563
01:48:51.660 --> 01:49:04.599
Rachel Friend: Okay? And is that something that we can specifically ask
for you to make sure that we're looking at for Boulder, you know, with
regard to other cities that have done it like. what? What are the ripple
effects? on on those settings? Okay, thanks.
564
01:49:05.650 --> 01:49:26.979
Nuria Rivera-Vandermyde (she/ella): If I may add to that just before we
move on. It is something that I know. Council Member Focus has asked us
to think about. But if the direction today is to move forward and and
make this a work plan. Item, as we think about the partners that Taylor
mentioned like, see you or other consultants to make sure we're thinking
about it and and looking at it. Specific industries where we know
565
01:49:26.980 --> 01:49:36.419
Nuria Rivera-Vandermyde (she/ella): the impacts and the ramifications may
be different. And so I just wanted to lift that up, that I know constant
number 4 versus flag, that for us to continue to look at
566
01:49:36.610 --> 01:49:43.489
Rachel Friend: thanks. And in case I didn't make it clear, like a reason
that you have to stay a couple of dollars an hour over minimum wage for
those jobs is that
567
01:49:43.640 --> 01:49:49.919
Rachel Friend: people don't want to do those jobs like you. You really
have to drop people to do those jobs. And so we just have to be mindful
of
568
01:49:49.980 --> 01:50:01.329
Rachel Friend: you know, if you can work it at fast food or a cafe or
something which are also highly needed jobs. If we can't get those above
whatever we set as minimum wage, we're gonna have really hard time
filling those thanks
569
01:50:01.390 --> 01:50:14.610
Nuria Rivera-Vandermyde (she/ella): absolutely. And having done this in
Minneapolis, when we did this in 2,016 nursing homes were a big issue
because of that Federal reimbursement, the Medicare reimbursement. So
something to pay particular attention to and So we'll be
570
01:50:14.690 --> 01:50:20.639
Nuria Rivera-Vandermyde (she/ella): looking if that is the will of
Council to continue to to go deeper into those specific industries.
Thanks.
571
01:50:22.450 --> 01:50:25.789
Junie Joseph: thank you on, Matt. You're next.
572
01:50:27.330 --> 01:50:44.399
Matt Benjamin: Thanks, Jenny. appreciate the really the deep work Lauren
that you're doing on this on behalf of us. That's it's really awesome
that you're sinking into this really deeply and and helping lead the way.
And Taylor. Thanks for supporting that. My question kind of has to do
with how do we define regionality?
573
01:50:44.610 --> 01:50:52.400
Matt Benjamin: you know we we. We define regions for different things at
different radii, more or less from our community. And so I'm just curious
in this instance.
574
01:50:52.680 --> 01:51:01.739
Matt Benjamin: you know, I I I guess really my my question concern is, is
Boulder County not quite regional enough to really actually meet the
575
01:51:01.740 --> 01:51:26.729
Matt Benjamin: the intended goals, or that sort of, you know, a broad
breath of it necessary to keep competitive playing field. Even among some
of our sister communities. I think of the hospitality industry. And I'm
worried like, okay, if we do this? Do do some of our restaurants and
hospitality businesses fleet to Ourvada and Jefferson County. Do they go
north to 4, Colin? So those are all pretty lateral transitions. And so
I'm I'm just wondering what, what, how are we defining that room?
576
01:51:26.730 --> 01:51:38.499
Matt Benjamin: Regional approach, and and how are we bringing those folks
like Adams, Laramie, Jefferson, into the mix. And in that sense, or are
they working independently? So I'm just kind of curious how we define
regionality for a project like this.
577
01:51:39.740 --> 01:51:41.380
Taylor Reimann (she): Thanks Matt.
578
01:51:41.670 --> 01:51:54.040
Taylor Reimann (she): and actually outlined in the legislation. As I
said, there's a 10% cap on who can enact but P. Folks in an Iga would
only count as one in that calculation, but it has to be
579
01:51:54.110 --> 01:52:00.359
Taylor Reimann (she): folks within the county that count as that one in
the calculation, and so I think that
580
01:52:01.160 --> 01:52:03.730
Taylor Reimann (she): I'm not sure how it would work out.
581
01:52:04.040 --> 01:52:21.150
Taylor Reimann (she): If not, like Fort Collins could necessarily join
our effort or another community, let's say, outside of Boulder County
joined our effort. How that would work in the 10% calculation. But the
way it's laid out in the State Bill, it makes it most advantageous for
regionality to be defined by county.
582
01:52:21.760 --> 01:52:28.839
Matt Benjamin: No, that. Okay, that that that's helpful context. And
certainly if if one county has a Iga counts as just one.
583
01:52:28.950 --> 01:52:47.520
Matt Benjamin: Then I'm I guess I'm curious that as a unit, how are we
then reaching out to those other sort of single Iga units that border our
county to again maintain that level playing field. In that sense, so are
we having those I would assume for calls would be part of the Laramie and
and others. So are are we trying to have
584
01:52:47.560 --> 01:53:05.249
Matt Benjamin: that geographic spread in our outreach to one either know
they're interested? Or is there a way that even though we're doing our
own thing, can we kind of work from a even playing field? So I'm just
wondering if those higher level conversations among would be separate.
Igas, more or less, is is occurring, or is there intent to do so?
585
01:53:07.590 --> 01:53:13.170
Lauren Folkerts: I think so, because this effort sort of originated with
the
586
01:53:13.430 --> 01:53:20.779
Lauren Folkerts: consortium of cities. That's really why we've been
focusing on Boulder and Boulder County.
587
01:53:22.740 --> 01:53:31.640
Lauren Folkerts: I've been having conversations with other communities
outside of this, as you know as other people are as well, and it's
588
01:53:32.370 --> 01:53:44.110
Lauren Folkerts: There hasn't been a community yet that's been really on
board, and asked if they could join sort of our working group. I think
that we would probably be open to that But
589
01:53:44.990 --> 01:53:56.959
Lauren Folkerts: it just. We haven't had that conversation yet, because
there sort of isn't. While other people are. All the other communities
are also looking at this that are outside of Boulder County. it hasn't
been
590
01:53:57.110 --> 01:53:58.840
Lauren Folkerts: clear that they're
591
01:53:59.010 --> 01:54:04.390
Lauren Folkerts: is enough momentum for them to join with just yet. And
so
592
01:54:04.560 --> 01:54:10.200
Lauren Folkerts: I think it's a good question, and something we'll keep
trying to pursue to. I think you know the more
593
01:54:11.860 --> 01:54:18.529
Lauren Folkerts: the more we can co coordinate with the surrounding
communities. I think that only serves to benefit
594
01:54:19.030 --> 01:54:20.710
Lauren Folkerts: all of us. But
595
01:54:20.900 --> 01:54:22.360
Lauren Folkerts: it's just
596
01:54:22.520 --> 01:54:31.090
Lauren Folkerts: it's not quite there yet, and I have a feeling that if
once this gets more momentum we might see increased interest from
surrounding communities as well.
597
01:54:33.810 --> 01:54:48.350
Junie Joseph: Great. Thank you, Matt. Are there any other questions from
council at this time? Seeing none. The question for council? Do you wish
to continue with this regional effort.
598
01:54:48.380 --> 01:54:54.110
Junie Joseph: and and have staff scope this item.
599
01:54:54.540 --> 01:55:00.900
and should the scope be considered for implementation in 2024 or 2525
600
01:55:01.200 --> 01:55:16.740
Junie Joseph: and would regional participation impact councils well to
pursue an approach. That's the first question, and then the second. If
Council would like us to continue to move forward this council have any
feedback on the timeline or engagement
601
01:55:16.910 --> 01:55:20.299
Junie Joseph: or approach Now I see, Bob.
602
01:55:20.680 --> 01:55:23.970
Bob Yates: Yeah, I'll answer. I'll start with with the questions, thanks.
603
01:55:24.190 --> 01:55:32.640
Bob Yates: so absolutely. This should be a regional effort. I'm happy
that we're that we're talking to our our partners, at least in the
county. I think Matt raises a really really good point
604
01:55:32.740 --> 01:55:55.339
Bob Yates: about the fact that so many of of the people who actually make
minimum wage or near minimum wage in our city probably don't necessarily
live in the county, so I think we need to be looking for the south and
farther east. They don't want to join us. They don't join us, but I don't
know those legal constraints there as well, but it is gonna feel a little
artificial to just draw the boundaries around the Boulder county limits.
605
01:55:55.440 --> 01:56:14.509
Bob Yates: and I think we're gonna miss the mark a little bit. And and we
may have some unintended economic consequences we started to talk about.
And I want to elaborate more about the the very, very big importance of
doing an economic analysis here. It sounds like there's been little done,
at least regionally around that. And so that's a super big, I I would
think, almost next step
606
01:56:14.570 --> 01:56:20.429
Bob Yates: for this regional, whatever whatever the definition originally
is, regional approach
607
01:56:20.440 --> 01:56:32.130
Bob Yates: and then then the engagement is going to be super super
important. I mean, there's there's 2 ways we could do this the hard way
and easy way. The hard way is just to jam it down throats of of hundreds
of businesses. And Rachel, I think, started to touch on some of the
businesses
608
01:56:32.240 --> 01:56:41.259
Bob Yates: that really would not have the ability to pass along this
extra expense to their calling customers, sometimes their patients.
609
01:56:41.370 --> 01:57:04.739
Bob Yates: and so I think we have to be very, very thoughtful and careful
about community engagement. There is no way that we can do adequate
communication in 2 months. I'd be surprised if we do it in 2 years, but 2
months. That's just crazy. So I'm I'm moving on to the second question.
Absolutely not 20. January 1, 2,024 is just a jam. There's been little or
no economic analysis and little or no like
610
01:57:04.740 --> 01:57:13.389
Bob Yates: I mean engagement. And Matt raises a really really great point
about who even is the region. So I I think it's great to be talking about
this. And I I really commend
611
01:57:13.430 --> 01:57:37.549
Bob Yates: Staff and Lauren for leaving the charge in this. It should be
regional. There's a ton of work ahead of us. I hope we get something done
here. I don't want to back into an artificial number. I know some of
where I have to get started at $25, and did the math on what it would
take to get there. I think we need to go from the bottom of, not the top
down and start an artificial number. I think we need economists to tell
us what the appropriate wages can be and should be.
612
01:57:37.910 --> 01:57:44.430
Bob Yates: and the impacts on businesses, both businesses that can pass
along those costs and in businesses and nonprofits. They can't
613
01:57:44.500 --> 01:58:13.209
Bob Yates: And so that's the first step. And it seems to me I don't know
if that takes 2 weeks, 2 months, 2 years, but it's going to be done. And
then, second, we do have to have adequate engagement. We got a letter
from our chamber which represents hundreds of our businesses, both small
and large, that said that they really hadn't been adequately engaged, and
if they were forced into a situation where there was some artificial date
put out there and says, All right, we're going to do this. On January
one. Come kind of ha! Hell or high water that they were going to be
opposed. That is, that would just be absolutely horrible in our community
614
01:58:13.210 --> 01:58:33.170
Bob Yates: to say, All right. January 1, 2,024. We're going to do this.
We don't really care what people think. So we need to slow down. This is
great work. a scale of one to 10. We're about step 2 And so we got lots
more steps ahead of us. Here. This could. It might happen 2025. I don't
know. But let's let it. Take the time it it takes
615
01:58:33.220 --> 01:58:43.830
Bob Yates: with the economic analysis and the community engagement. If
that takes 2 months. Great, I doubt it. 2 years. That's fine, too. I I
just simply don't know. But we need to to take a deep breath
616
01:58:43.890 --> 01:58:51.339
Bob Yates: and and do the analysis. Otherwise we're gonna in the same
places for calling it, which will sound like it was a rush to effort. And
this this council just says
617
01:58:51.560 --> 01:59:03.599
Bob Yates: fully and I don't want to end it with fully as an answer. I
want us to get to a good answer, but do it in a way that's thoughtful and
deliberate, and and inclusive of of all members of our community. Thanks.
618
01:59:04.730 --> 01:59:08.200
Junie Joseph: thank you, Bob Mark. And then, Aaron.
619
01:59:09.310 --> 01:59:11.899
Mark Wallach: I think Fooey is a great answer. No.
620
01:59:11.950 --> 01:59:18.649
Mark Wallach: I am very supportive about moving forward with this, I
think we're in the right direction.
621
01:59:18.670 --> 01:59:33.839
Mark Wallach: I I have to agree with Bob that trying to do this in the
next 6, 7 months is just not realistic. Something is going to be cut
short, and I suspect it will be the community engagement portion of the
process. it would probably
622
01:59:33.910 --> 01:59:44.960
Mark Wallach: curtail the economic analysis that we need. But I don't
want that to the track. From the fact that we ought to move forward on
this and and build that coalition. Try to make the region
623
01:59:44.980 --> 02:00:04.439
Mark Wallach: as comprehensive as we can that, you know, that was talking
about regionalization. I I'd like to see that as as robust as is
possible. so that we're not in creating a situation where one community
doesn't buy in and tries to attract. You know, businesses at at lower
wage levels.
624
02:00:04.710 --> 02:00:19.580
Mark Wallach: but I think it's good. I think we're we're we're moving and
trending in the correct direction. I just think we need to be a little
bit realistic about it. all of those steps are not going to be taken
completed rather in in the next couple of months and
625
02:00:20.160 --> 02:00:34.239
Mark Wallach: So with that in mind I I I still think we need to be doing
the work that we're doing. Lauren, you know it's it's great work that
you're doing, Taylor. I think we just need to keep going and and keep
626
02:00:34.480 --> 02:00:35.310
Mark Wallach: you know.
627
02:00:35.600 --> 02:00:47.910
Mark Wallach: pushing the thing along. so My answer is yes to everything.
But realistically, the 2,025 is the inception date that I would support.
628
02:00:48.180 --> 02:00:56.600
Mark Wallach: so that everybody gets a chance to be heard, and we can
formulate whatever exceptions we want and go from there. Thank you.
629
02:00:58.030 --> 02:01:02.170
Junie Joseph: Thank you, Aaron. You're next. And then. Nicole.
630
02:01:02.620 --> 02:01:12.929
Aaron Brockett (he/him/él): Well, first, I just want to give an enormous
thank you to Lauren for working really really hard on this. with our
regional potential partners over the last year, plus
631
02:01:12.930 --> 02:01:37.109
Aaron Brockett (he/him/él): So no, it's not been easy and but you're
you're bringing people along really well, and also to Taylor for helping
out from the staff perspective and doing a huge amount of work on this as
well. So I I know Council hasn't heard a lot about this, you know,
recently. But, the these processes have been on under way for quite some
time. They've been a lot of conversations going on for a lot of time. So
they're starting to bear fruit
632
02:01:37.110 --> 02:01:42.349
Aaron Brockett (he/him/él): which is exciting. So thanks for all you've
done to make that happen and get us to this point.
633
02:01:42.420 --> 02:01:58.680
Aaron Brockett (he/him/él): I do very much want to see is continue to
take a a regional approach that we put a lot of work in to bring into
working with partners and seeing how we can come along and and work
together. I think when we work together recently, then, our
634
02:01:58.680 --> 02:02:23.119
Aaron Brockett (he/him/él): residents and workers share and the benefits,
and then our businesses have shared common expectations and apartments as
well. So I think it's all to the better to have the regional approach. So
let's keep at that, and as as broad as we can make it the better. And so
let's keep on that I'll I'll take a different, a little bit of a
different approach from my previous 2 colleagues here in terms of timing,
though, because I I'd like us to keep the possibility
635
02:02:23.120 --> 02:02:50.079
Aaron Brockett (he/him/él): of January 2024. And in mind and I want to
make the point that the enabling legislation from the State really
constrains our choices here, so we we can't elevate by an enormous amount
in one year, and we can't carve out all kinds of exceptions, because it
doesn't allow that. And it does mandate a certain level of outreach and
analysis. So great points about the need for economic analysis. It's
incredibly important that we do outreach to
636
02:02:50.080 --> 02:03:06.319
Aaron Brockett (he/him/él): our community, particularly the business
community, and particularly to hear from our local small businesses and
our local nonprofits to Rachel's point that could be impacted and have
challenges with additional rates. But just keep in mind that the
637
02:03:06.320 --> 02:03:11.719
Aaron Brockett (he/him/él): there's only so much we can do this year. So
if we are focused in our outreach.
638
02:03:11.720 --> 02:03:36.670
Aaron Brockett (he/him/él): and we do a great job with that, and we do
listen to folks, and we may have the opportunity to go ahead and
establish a modest additional wage that's allowed they could start
getting some people in those lowest wage brackets a little bit of help.
as long as we're doing the outreach to to bring people along in the
meantime. So I'd still like to have that as as a potential goal. And hey,
you know, if if it needs more time. If we're getting, you know, through
maybe 3 months from now. We say you know what
639
02:03:36.750 --> 02:03:47.310
Aaron Brockett (he/him/él): it. It's just not doable this year. Then, you
know, we can work with that. But I'd like us to keep that option on the
table to see if we can move forward and in at the end of this year.
640
02:03:47.890 --> 02:03:49.140
Aaron Brockett (he/him/él): Thanks very much.
641
02:03:49.350 --> 02:03:53.330
Junie Joseph: Thank you, Aaron. Now we have Nicole, and then Matt.
642
02:03:55.800 --> 02:04:02.970
thank you. And just wanna echo everybody's thanks Taylor and Lauren for
all of your work on this. Really appreciate it.
643
02:04:03.150 --> 02:04:11.790
Nicole Speer, Boulder City Councilmember (she/ella): so yes, to the
first question. I think that we we really
644
02:04:11.820 --> 02:04:41.140
Nicole Speer, Boulder City Councilmember (she/ella): just kind of need to
keep the scope as it's needed to get to where we need to be. So I think,
you know, taking a little more time to make sure that we are Doing this
appropriately and and helping the people that we're trying to help is is
going to be really important. frankly, regional participation doesn't
affect my interest in this. I think it's great if we can get it. And
there's a lot of folks in our community that need need some support right
now. So for me, that regional participation
645
02:04:41.260 --> 02:04:50.419
Nicole Speer, Boulder City Councilmember (she/ella): doesn't impact my
desire to pursue an approach. So it would be good and as far as
646
02:04:50.950 --> 02:04:53.360
Nicole Speer, Boulder City Councilmember (she/ella): feedback from moving
forward.
647
02:04:53.430 --> 02:05:11.540
Nicole Speer, Boulder City Councilmember (she/ella): I think you know,
the reason that we're going in this direction is because we have more and
more people in our community who are really struggling to meet their
basic needs. housing and other cost of living keep going up at rates that
are much, much higher than wages. And it's leaving more and more people
in very precarious economic positions.
648
02:05:11.540 --> 02:05:26.659
Nicole Speer, Boulder City Councilmember (she/ella): I don't think we
need an economic analysis to tell us this. We're really seeing record
numbers, that our food banks, we see rising evictions. We see rental
costs that keep going up every year, and we see businesses that are
having a hard time. recruiting and retaining workers.
649
02:05:26.660 --> 02:05:36.200
Nicole Speer, Boulder City Councilmember (she/ella): so I think this
aspect of increasing wages. It really is something that we need to do to
try to get people to stay in our city and be able to work here. And
650
02:05:36.280 --> 02:06:01.720
Nicole Speer, Boulder City Councilmember (she/ella): ideally. We go as
fast as as far as possible, and I don't want to rush and lose a really
important opportunity to hear from people who are most impacted, like the
families that groups like F serve. you know, we. We also got a letter
from Efa today. They have hundreds and hundreds of families that they're
serving. I think they're up to now 600 individuals a week. So also a very
important constituency for us to be hearing from and
651
02:06:02.420 --> 02:06:25.999
Nicole Speer, Boulder City Councilmember (she/ella): if we can't kind of
get to the self sufficiency wage stage and and do that at a rational
level. I think getting to just matching what Denver is doing to me feels
like a a good place to move forward. But I really don't want to do 2
years of engagement, but taking this year to do some engagement and
getting to a sustainable long term plan so that wages can stop falling so
far behind.
652
02:06:26.000 --> 02:06:37.320
Nicole Speer, Boulder City Councilmember (she/ella): the cost of basic
human needs, like housing and child care and food and everything else
that we need to keep ourselves living and safety and dignity. that that
to me is the most important part. Thanks.
653
02:06:37.970 --> 02:06:41.659
Junie Joseph: Thank you, Nicole. Do you support 2024, 2025?
654
02:06:41.950 --> 02:07:06.030
Nicole Speer, Boulder City Councilmember (she/ella): I I think it really
depends on the engagement that we can do for me doing this right is more
important than in doing it in a way that's going to allow us to get to
something that we can carry forward in future years, so that we're not
having to come back every year to and Redo. This discussion, I think, is
is critical. So I'm going to have a non answer for that question.
655
02:07:06.090 --> 02:07:14.779
Nicole Speer, Boulder City Councilmember (she/ella): you know, as as as
long as it takes to hear from the folks in the community who are going to
benefit from this. I think that is.
656
02:07:14.910 --> 02:07:24.749
Nicole Speer, Boulder City Councilmember (she/ella): that's my biggest
thing. But it doesn't seem like. We necessarily need 2 years of
engagement to to do that either. So if I have to put a timeline on it
like
657
02:07:25.050 --> 02:07:35.060
Nicole Speer, Boulder City Councilmember (she/ella): 6 to 9 months of
engagement. Maybe it seems like we could. We could have an idea by then.
which probably wouldn't lend itself to a 2024 in
658
02:07:35.140 --> 02:07:38.979
Nicole Speer, Boulder City Councilmember (she/ella): implementation
unless we were to implement mid year or something like that.
659
02:07:40.110 --> 02:07:42.679
Junie Joseph: Thank you, Nicole Matt.
660
02:07:44.250 --> 02:07:48.220
Matt Benjamin: I appreciate that. yeah. Interesting comments.
661
02:07:48.650 --> 02:08:04.939
Matt Benjamin: I think one, I mean staying. The course is is fine by me.
I think we've sort of laid out a good track. on this so far. I appreciate
Aaron's optimism and hope of 2,024. I I just don't see how we do that. So
662
02:08:05.000 --> 02:08:26.350
Matt Benjamin: I mean, I share that optimism. But I think, pragmatically
speaking, is it's going to be 25, I mean, even with you know where the
call was going with regards to outreach. If we, if our if our start. Time
is January one every year, and that's by that's by law. It's 2025 is the
earliest. We're going to do this meaningfully. so I think that that's
kind of a foregone conclusion in that in that capacity. I I think one of
my
663
02:08:26.460 --> 02:08:36.740
Matt Benjamin: I I I think regional participation kind of needs to be
kind of a prerequisite here. I understand the the great need, and the
letter from Fos is heartbreaking.
664
02:08:37.140 --> 02:08:45.820
Matt Benjamin: But I, my big concern, is if we're boosting wages at the
expense of either losing businesses or them laying people off.
665
02:08:45.950 --> 02:08:57.829
Matt Benjamin: we're actually creating more harm for a lot of individuals
who need those wages, because now I have no wage at all. And so I want to
be very careful that we're on sort of a nice edge of how we throttle
666
02:08:57.830 --> 02:09:22.830
Matt Benjamin: that legislation to meet the need? and I think we have to
be really intentional about that, and I'll just pick on the hospitality
industry. In particular, they are far behind every other industry in
terms of coming back after Covid, and they are on more of a nice edge
than anything, and and I've already talked to a few restaurant owners in
town about this. And and they are very concerned because they're already
on tiny, tiny margins and a 12% per year
667
02:09:22.830 --> 02:09:46.749
Matt Benjamin: will cost increase. W. W. Would devastate many of our
hospitality businesses in our community. So I I I don't want to be taking
that that we have to cater completely to that. But I I we need some
intentionality and and need some better understanding of how we're going
to have those impacts, because ultimately, I think, to one of the points
was made. We want this to last, as Nicole said, and so to doing so, we
need both those who are going to benefit, but also those who are going to
be harmed and in the business. And we heard
668
02:09:46.750 --> 02:10:10.570
Matt Benjamin: to really all be on board, and we need that momentum to
make sure this last and has proper staying power. because I think this
has a great potential to improve a lot of people's lives, but we gotta
make sure it's done so in a way that doesn't then create just as much
harm on the back end. So I I think that that that regional approach to me
seems like partly one of the better ways to get there. and so Anyway,
those are. Those are my thoughts on that.
669
02:10:11.430 --> 02:10:13.660
Junie Joseph: Thank you, Matt. Rachel.
670
02:10:14.050 --> 02:10:16.759
Rachel Friend: Thanks, Shirley.
671
02:10:16.960 --> 02:10:21.720
Rachel Friend: yeah, for the 2,024 versus 2,025. I I do think.
672
02:10:22.030 --> 02:10:43.570
Rachel Friend: because my understanding is, it's we can only like fully
trigger for effective January first, and that leaves us just 6 months.
That's tricky at this point. And it's nobody's fault like we started this
work in in 2019. We're just coming to us right now. So that's a bummer
timing, because I would think by the time we vote on something to get it
implemented. January first.
673
02:10:43.780 --> 02:10:49.229
Rachel Friend: regionally, especially. So it's multiple cities doing
multiple steps and and outreach like I.
674
02:10:49.240 --> 02:11:01.349
Rachel Friend: It seems pretty infeasible, and I certainly not opposed to
it if everything was done properly and correctly. But or adequately, that
that it seems like that would be a a a tall order today.
675
02:11:01.480 --> 02:11:18.289
Rachel Friend: I'm not opposed to it, though, if it could happen. And
and again, I just want to reiterate like I I would be very worried about
doing something without extensive analysis and engagement with the
nonprofits, who, I think.
676
02:11:18.480 --> 02:11:29.640
Rachel Friend: serve the most vulnerable in our community. So I I agree
with Nicole. We need to look at at the individuals that that is
supporting. And also we want to make it that that sort of
677
02:11:29.790 --> 02:11:51.259
Rachel Friend: the the organizations that staff, those organizations are
still here. So we I don't want to. I I don't want us not to be able to to
staff a homeless shelter, or Fraser Meadows, or any other number of
places where people do work that that are most vulnerable, and probably
all of us are gonna need as we age.
678
02:11:51.290 --> 02:12:02.899
Rachel Friend: so it it just I. I don't think that the economic analysis
is is going to tell me whether I want to raise the minimum wage. It's
what is sustainable and feasible for a raised minimum wage. So that's
679
02:12:02.950 --> 02:12:09.459
Rachel Friend: that's the analysis I want and it. And again, I just
really think it needs to include all the facets of of nonprofits
680
02:12:09.610 --> 02:12:24.169
Rachel Friend: abilities to to remain viable as well as other businesses.
and then I would be a little bit worried about not doing a regional
approach. I think I would want an economic analysis of that if we were
going to go the other way with it. I know that we.
681
02:12:24.370 --> 02:12:48.220
Rachel Friend: you know it's already a little bit hard for us to be
competitive with some of the businesses that are not in boulder due to
some some different structures here. And so I would not, wanna, you know,
go to $20 an hour. Minimum wage over the course of X years, or plan for
that, knowing that you know the L's and and the other surrounding cities
are going to be more like 15. And then all of our product prices go up,
and and
682
02:12:48.220 --> 02:13:02.950
Rachel Friend: I just don't know how that's economically sustainable for
us as a city, and I don't think we can be dismissive of that. So if if we
were gonna pull out of a regional approach, I think that I would want
just to understand what the ripple effects would be, and and whether we
are
683
02:13:03.000 --> 02:13:09.029
Rachel Friend: viable and sustainable as a as a in the business world. If
if we were to do that.
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02:13:09.520 --> 02:13:11.980
Rachel Friend: that answer all the questions I needed to. Jenni.
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02:13:12.400 --> 02:13:14.670
Junie Joseph: Yes, thank you.
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02:13:14.930 --> 02:13:27.930
Junie Joseph: Thank you, Rachel. I'd like to add as well, if there is no
one else we would like to add anything else at this time. I fully support
the regional approach.
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02:13:28.170 --> 02:13:42.539
Junie Joseph: I would like and thank you both Lauren and Taylor, for all
the work that you've been doing on this particular project. and as far as
implementation.
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02:13:43.300 --> 02:13:45.190
Junie Joseph: When I first
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02:13:45.250 --> 02:14:13.040
Junie Joseph: prior to council, I was closer to 2,024, but after hearing
the conversation here today, it makes sense to move closer to 2,025,
because again, we've just talked about we don't want to push this forward
at the expense of community engagement. So I welcome those comments made
my by my colleagues. so 2025 makes more sense at this time. And please do
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02:14:13.310 --> 02:14:22.540
Junie Joseph: push for the regional approach. And yeah, and I want to
summarize a little bit of what I heard.
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02:14:22.910 --> 02:14:29.990
Junie Joseph: I know the first Mayor rocket. Aaron mentioned 2024
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02:14:30.430 --> 02:14:50.899
Junie Joseph: But so far what I've heard closer to 2,025, which is not
too far from what you your question, what was, should school consider
implementation in 2,024, 2,025. So I think, based on what I heard
tonight. It's closer to 2,025. Matt mentioned 2,025
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02:14:50.950 --> 02:15:03.979
Junie Joseph: looked at the timeline in 2,024. This did not seem to be
the right timeline Bob mentioned. Take as much time needed or necessary,
and also do the economic research.
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02:15:03.980 --> 02:15:22.089
Junie Joseph: And also Matt mentioned the research to not do harm to the
communities that we want to support and help as well. And throughout
we've heard the regional approach from Rachel, and the fact that a more
realistic timeline would be 2,025,
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02:15:22.090 --> 02:15:40.040
Junie Joseph: and also do the research necessary to ensure that we take
into account the different businesses in our community, whether it's
nonprofit or other businesses. And I also wanted to know that one of the
things that I heard earlier.
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02:15:40.040 --> 02:15:58.699
Junie Joseph: even though you intend to do this economic research. I
heard you mentioned that you've been working with our current chamber,
and the chamber is a big resource when it comes to businesses, and I hope
you will lean on that as well as part of the work that you are doing.
Thank you. And I'll pass it on to Norea.
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02:15:59.560 --> 02:16:27.240
Nuria Rivera-Vandermyde (she/ella): Yeah, just I I think Jenni did a
wonderful job, and thank you so much for summarizing that I see Lauren
has her hand up, and I want to make sure that Taylor gets what she needs.
But in essence, as I think about it, what I'm hearing is a yes, put that
on the work plan staff so that we can get Taylor some additional support
as she is moving forward cause. I know Carl, and Laurel Witt and Cao.
Others have been hoping. But this is a bigger
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02:16:27.240 --> 02:16:42.500
Nuria Rivera-Vandermyde (she/ella): conversation, and to continue to work
regionally with our partners, to figure out and come back to you with a
little bit more of a scoping, because that may be dependent on what
resources we use, what funding we may need if we're doing economic
analysis.
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02:16:42.500 --> 02:17:04.650
Nuria Rivera-Vandermyde (she/ella): all right consultants, or if that is
shared across the region as we move forward. So we will continue to work,
obviously with Council member focus as we move forward. But the
fundamental question I've heard is just is, yes, move forward as a work
plan, item, scope appropriately with partners, and keep all the caveats
and What you have told us in mind as we're moving forward.
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02:17:04.799 --> 02:17:11.449
Nuria Rivera-Vandermyde (she/ella): council member folks and Taylor just
wanna make sure you all got what what you needed.
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02:17:13.209 --> 02:17:18.260
Lauren Folkerts: Yeah, I did. Thank you, Marianne. Thank you, Taylor, and
thank you. Everyone for
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02:17:18.690 --> 02:17:23.749
Lauren Folkerts: weighing in on this and helping provide direction for us
to move forward. And we really appreciate it.
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02:17:25.070 --> 02:17:48.289
Taylor Reimann (she): and I'll just chime in on that. Thank you so much.
Counsel the work of the last year. is very much helped out with your
feedback and direction tonight we'll be sure to circle back with our
municipal partners. As I said, we gotta check in with Longmont in a
couple of weeks, and we'll also circle back with our stakeholders, who
weighed in early and let them know how we're moving forward the next
steps. Really appreciate it.
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02:17:49.410 --> 02:17:53.270
Junie Joseph: Thank you. Both Taylor and Lauren
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02:17:53.389 --> 02:18:02.649
Junie Joseph: for this great presentation. And also I wanted to know
Council Member Weiner is in here with us so welcome, and thank you for
being here
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02:18:03.219 --> 02:18:12.970
Junie Joseph: and actually, that ends this portion of our meeting. Are
there any last comments business that we would like to discuss Nicole.
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02:18:13.680 --> 02:18:36.709
Nicole Speer, Boulder City Councilmember (she/ella): Thank you. I was
ready to go really fast this time with that little hand. Raise. Thanks,
Jenny. I I just kind of wanted to mention, because I think you know this
issue of wages, and how how many people are struggling right now, I
think, is one that we're becoming more and more sensitive to in many
different discussions. And one thing that was clear to me in the course
of our discussion about the minimum wage
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02:18:36.990 --> 02:18:55.470
Nicole Speer, Boulder City Councilmember (she/ella): increase tonight is
that there really are multiple ways of getting people to self
sufficiency. I think anything that we can do to decrease housing utility
costs offset child care and health care costs, helping people with food
and other basic needs. some of which, you know, we're already starting to
think about and do. But I
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02:18:55.721 --> 02:19:20.620
Nicole Speer, Boulder City Councilmember (she/ella): just hope that you
know, as we move forward with other kinds of policies that we're already
working on that are farther along this year. We can kind of keep that in
mind that we don't have to put all our eggs in one basket. We've got lots
of ways that we can try to adjust the ability for people to live with
safety and dignity in our community. And I just, I appreciate that we're
starting to have more of these conversations. So, thanks to to everybody
and and staff for continuing to elevate this issue.
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02:19:21.320 --> 02:19:25.600
Junie Joseph: thank you, Nicole. Are there any other comments at this
time
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Junie Joseph: any further comment. I'll just wait a minute. I know I move
too fast.
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Junie Joseph: Aaron.
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02:19:32.150 --> 02:19:36.949
Aaron Brockett (he/him/él): Great meeting Juni done at 8 19. It's setting
the bar high.
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02:19:37.230 --> 02:19:45.580
Junie Joseph: Oh, thank you. I could not have done it without you and all
the other council members, so if there is no further business.
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02:19:45.590 --> 02:19:54.580
Junie Joseph: thank you so much. I hope you have a great night, and this
concludes our meeting at 8 20 pm. Thank you so much. Have a wonderful
rest of your night Council.
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02:19:56.320 --> 02:19:58.250
Nicole Speer, Boulder City Councilmember (she/ella): Thanks, Jenny,
thanks. Everyone.