July 24, 2025 — Transportation Advisory Board Regular Meeting

Transcript

Captions from City of Boulder YouTube recording.

[0:02] Alright. Good afternoon. Everyone. I will call this meeting of the Transportation Advisory Board to order our chair. Trini Willerson is not available to join us today, so I'm Vice chair of the Transportation Advisory Board. My name is Darcy Kitching, and I will hand the meeting over to Valerie. Hi, this is Valerie Watson. I'm the interim director of transportation and mobility for the City of Boulder, and we're here today to provide space for our transportation Advisory Board to have an orientation of sorts to cover a few topics, and we're going to go ahead and get started. But 1st a few quick notes. For tab members and staff. Go ahead, and if you have your laptop with you, join the zoom. Have your mic on in the zoom that way. The zoom will pick up your voice, but you can keep your camera off and turn off your laptop speaker so you don't get any feedback

[1:07] alright. And if you need Wi-fi, if you're using the public Wi-fi right now and are worried about your connectivity. There is a Wi-fi for the library. That's also you know. Open. That does not require a password. It's Bpld guest in your Wi-fi list. Once you join that Wi-fi, it'll bring up a screen on your browser with like a notification. And when you see that screen there's a teeny, tiny box that you need to check. and then you will be all connected and ready to go with that Wi-fi. Also, if you're here in person. There are restrooms downstairs. There are no restrooms up here on the second floor. So just make your way to the stairs. If you need to use the restroom or refill your water bottle that kind of thing. For those of us joining on the zoom. Virtually, if you have any technical issues with the meeting, please put questions in the Q. And A. Box, and a member of our team will be monitoring to see if anyone's having any issues.

[2:18] Alright. So here's a quick overview of all the topics we're gonna cover today. So tabs, roles and functions. I think we're gonna do some quick introductions and then our city attorney's office will talk about roles and responsibilities. And then our former tab chair. We'll talk about meeting management and the the rhythm of business of being a tab member. Then staff are going to provide an overview of the Transportation and Mobility department something that for those of you who are new, we hope will be really useful to you, and even for those of you who have been with us for a while as tap members, we hope that is, is just great background and a refresher for you to have as well. Then we'll talk about some tools for the future, and just leave some time at the end for closing thoughts and reflections together as as a board.

[3:07] and his stuff so real quick. It's always nice to think about the place that we we live and work. And and these are just some quick. Stats. Something I wanted to mention. It is. You know, in addition to our street network and all of the signals and the streetlight system that we recently acquired fired in are upgrading. We also have. All of these miles of multimodal transportation, infrastructure. Sure. So you all as tab members, you know, really are. Are carrying the torch of a long. Legacy of multimodal transportation planning in the city. Think about 84 miles of off street. Multi use paths. That's pretty remarkable. For a city of our size, 90. And by underpasses. That allows. Folks to move along those paths. We're soon going to have. 10. Electric hot buttons. And our bus fleet so.

[4:01] So. Just nice to kind of think about these. These are the. Things that that we already have. But we. Always talk about those in a. Session we want to enhance as. We work, do our work together on tab. And we also have 38,000 students that live here in addition to all of our residents. And so and so that's. Something to keep. Mind. As well. Starting in 20. 27. We're going to be home to the Sundance Film Festival. So that is really kind of new for. This. Board. To be thinking about as. The city prepares to bring thousands of people over a two-week period to boulder, and starting in January of 2027. So let's do some quick introductions for everyone. That's here because we have tab members. And city staff. Tell us your name, what your role is? And what is one thing. You want people to. Or experience when they visit Boulder.

[5:00] If you could direct them to see one thing. What would that be? And maybe extra bonus points for? How would you tell them to get there. So let's start with our vice chair. Darcy. Oh, boy, there's so many things! Hi! I'm Darcy kidding vice chair of the Tab, and once I I do. Routinely take people to experience things in Boulder, and so. It's hard to pick just one, but but Thing that jumps out to me at this moment is the Duff Tea House. That's like the way is well. right. Sorry. I mean, I guess, like, yeah, that's I'm gonna stick with that. That's what I choose. Right. Mike Mills. He him. I'm a tab board member, and. I would take people to see the Boulder Creek path. Yeah. Hello! I'm Janet Michaels with the city attorney's office. Funny. People, only more, who I frequently take to Shiita. He wants to. Good place to hike, and and I would take the South

[6:04] from New Visa High School Park. Thank you. Good afternoon. I'm Daniel Connor, City of Boulder Staff. I'm the transit program manager and gosh, I second everything that was just said, I mean it's like a Bingo card, but I would. You know I would be probably downtown walking. and just to see the just the energy and the interactions with, I mean, just who's here because it's just so versus intellectual and just really love. The energy of. But it's kind of our people people are are too busy here. My name is Devin Joslin. I'm the city's principal traffic engineer. Mine's very random. I don't even know if it's open to the public. But the Cu rec center is beautiful. Those are some of the most beautiful basketball.

[7:01] Of course. Ever see that. Thank you. 10. Secretary, one, the places I like. Okay. Yeah, to keep. Bullets peace left in trouble. Yeah, I don't eat like chocolate. That's your magic bullet for fun. Yeah. Everyone, Jean Sanson, City of Boulder Staff, and the policy Advisor for the Department, and. Like, Janet, when I have guests coming up. Visit. It's Chautau. But it's just such an iconic. Have to share that. My daughter had a friend I'm visiting from Scotland. A couple of weeks ago, when we had that really quick. But. And she can you even see the flatter. Oh, I'm sorry about that. So the one thing I think everyone should come and see was hidden shroud. But it felt like home, but it felt like home. You're right.

[8:01] I'm Jodi Jacobson, deputy director for business services. I support utilities as well. I think the trail network. So if somebody visits to me depends on their fitness level. We either walk around lake and admire the views from. Yeah. You know Fairview, working on. That end, or the trail network on that end of 10 great well. Everyone's in. Have a transportation planning manager, and I think similar to Jody was, gonna say, the trail network, I might say the B 3 60 is a great loop that really highlights a lot of the features we have and always encourage. Folks. Hop on the B cycle, hop on a line, enjoy it. Very modes of transportation. Nice tila do haime. I'm just a citizen at large now. I was on tab for about 8 years. It just came up in March, and when people visit again it doesn't matter like how able bodied they are. But I do tend to have able bodied people. But I love to give them a bike, and then take them on a tour of the murals that are all around town

[9:04] that are really hard to see if you're in a car. Yeah, like, you know, you go on this alley or that alley or the backside of this building and that kind of stuff. So this the secret little public art bits that can be had and best had by by foot or by bike. Oops! By. Know, the your. Tab members. When folks come to visit, I typically take them to Duchen Bay Tea House and Pearl Street. Those are the okay. 2 places. Well, if I can, I'll bike there to Duchen Bay, walk the bikes, and then walk over in Pearl Street. So it's really great connectivity there from from my house. It's helpful. Bye, everyone. November. If it was kids. To the water fountain in front of a downtown courthouse. Buzz day.

[10:01] Tools, Central Park, and then walk there. If it's a doll. Usually just time we're gonna be busy. So the trails around 8 car really nice. So really, preview. Way, this. So, yeah. And again I'm Valerie Watson, the interim director of transportation and mobility. The place that I 1st experienced the 1st time I ever came to Boulder was that little place along Boulder Creek kind of by our office, right near here at the library where we're having this meeting at where there's that little amphitheater seating built into the side of the creek with the rocks. and you can just wait. Take your shoes off and go. Put your feet in the creek. No matter, I mean, I guess you'd want to be a little cautious if it was really ripping that day. But most days you can just go and put your feet in the water, and I thought there was something so magical the 1st time I came to Boulder, and

[11:00] could just experience nature in the middle of the, you know, urban core like that. I think that is a really special and magical experience for someone who has never been here. and Sydney. Hi, everyone cheaper. I'm a transportation planner, and you're a technical host. Think my last visitor was my brother and my niece. Then we might just not corporate department at picnic. So. That's great. So in the future, if someone already took your idea, you can just say, pass. Yeah, you have to. And then we miss Mary in the corner. Oh, yeah, very good to know. Mary's hiding. Yeah, I'm very. I am. The Executive Assistant for the Public Works Department. and I was gonna say, Chicago as well. You don't see mountains like that in South Texas. So. Thank you, Mary. So I think we introduced everyone. So

[12:02] next, we're going to transition to talk about tabs, role and function as a board. There are multiple boards at the city of Boulder Transportation Advisory Board is just one. But we wanted to provide a tab specific overview of your role as a board, and how you function. And really, where does that come from? So I'd like to hand it over to our city attorney's office. Janet Michaels is here. Teresa Taylor Tate, our city attorney, had a last minute conflict come up and wasn't able to join us today, but we're so grateful to have Janet Michaels here. She supports our department multiple other departments and her role in the city attorney's office. We love working with Janet. And so we're really glad that she could be here today to provide some of this overview for you all, and just a quick note that. And. This, even though feels kind of like a formal presentation, feel free to interject with questions throughout the conversation. Today we want this to be a discussion. We want this to be really useful for you all as tab members, so I'll let Janet get started.

[13:09] Thank you. Good to see you, and good to see you. The 1st slide kind of shows who we are, Teresa Taylor, Tate, and myself. And and you can reach me at my email and please reach out if if I can provide legal support. Let's see. So how do we know what our roles are, they are established through various means. The 1st is the city charter. The charter was established when the city was incorporated, and the charter is of the people. It was voted on by the people, and it probably changed by a vote of the electors. Civic slash. The charter compares to the. So. United States of the State Constitution.

[14:01] So. The overall framework that we have for the city that has general general policies and general goals. And then we have laws that support and implement the charter or the Constitution. In the case of for the product spectrum. Now the charter specifically reserves to the city council all the power of the city that aren't otherwise delegated in the chartered ordinance. So there are some things that only city council can do, and then there are some things that they've delegated to 2 boards or 2. Staff, you know. is the general framework for all boards and commissions for all boards and commissions, and then it's a high, level kind of philosophy. And then the Boulder Revised Code, which are the laws that are implemented by city council. have more specifics about tabs role. So it's a little revised code that's legislative. It can be amended by city council or by the electors through the petition process.

[15:05] The code provides more detail about what the functions are and implement the charter. And in our particular case we have a specific sort of code section for the Transportation Advisory Board, and it defines tabs, roles, and working with the community. Or I should say, for example, it finds particular roles. So one of them that I just wanted to call out, it's it gives a business level of specificity. It defines the particular order of 10, have in working with the community and transportation staff to develop criteria and guidance for neighborhood traffic mitigation projects. So you can see that it gets very granular when we get into the revised code. That's just one of the many things that the tab is authorized and the responsibilities to do. And then we also have city manager rules. I wanted to touch on those, because a lot of people don't know that we have those. They don't so much. I don't see a lot of them in the transportation realm. But the city manager rules are proposed by Staff. They're adopted by the city manager. They have a weight of law.

[16:10] same sentencing potential. If there's a violation that a violation of the traffic code or of our, you know general offenses have, except there's no jail. If somebody gets charged with violating the. As. City manager role, we use those in cases where we need to have something that's more nimble. So for example, if we wanted to implement some rules along with how our. Sure. It might. A little bit will work, and how we will, can tell you. Our vendors. So that is just kind of the 3 places where we derive what our goals. Is. That's that's at the level of city manager, right? It's in the code. But the way that the rules are set up like, whether it's 3 h here or there. Isn't that?

[17:08] Yeah, okay. So so they work together a little bit. But. I think that another big one with that. It's it's kind of hard to find hard to look up. In other words, you might be looking for something in the code and think it's not in there, and it's actually in a different place. So these things as they work together, you always have to kind of. And you're reviewing things as tab members always think about that things could be in multiple locations. He's. And if you're lost, or you wanted to find something fabulous transportation staff or I guess the city attorney's office can help me navigate and find those tools? Where are the where are the rules of publishing. They are. There's a website that have a place where all the rules are housed. It's in the same place where the food is housed. And. And the charter. It's just a different place that you.

[18:02] Click, click on contact, but they are all they're published there. They live there. Yeah. The city manager's office has all the rules. The various that implement rules or are responsible for the rules also. So your transportation staff. we'll have transportation rules as well, probably in our company. Next we are on that slide. So city council. City policies. City council does not. Consider advice from boards and commissions to gather community feedback back concerning the policy and other community concerns. And then the role. I see is, except for very few circumstances that actually don't apply to tab advisory boards are. To city, council. All of that discussions of policy, of national interest, international. Statewide, County.

[19:01] Those issues. Should come from. Council, and not from boards and commissions or individual board members. Those are also driven, however, if there is a policy that boards and commissions that are interested in Council adopt dang Board Commission, can make a suggestion to Council to take a policy position on something, and oftentimes. No. Board Commission will do that in a resolution not individual members, but the entire board. So you vote on. If you're making a recommendation, then it's a recommendation that you go to a public hearing. And give feedback. From the community. and then you could propose a resolution to the City Council to take a position on whatever. Or. Policy is city that you want to look at. City council. Or they can. Community from a personal position. But you always need to identify by yourself as a board member, and then state whether you're speaking from a personal position.

[20:04] Or speaking on behalf of a minority. Or a majority position of the Board, but the Board has taken. Is there important to. Not take a position on behalf behalf of a board on behalf of him. If Tab hasn't authorized you to do that. But. But you have a. To free speech, and you can communicate. Meetings at other morning, commission meetings. As a member of the public. But this. It is important that you say. Say that you're. On your personal on behalf of with the board that you're serving on. Excellent. Always so. These are generally functions of all boards and conditions. You hold regular meetings. You have to have an opportunity. To be, for. Public comments, and you meeting source. But yeah. Public comment. Tab can also special meetings.

[21:02] And do site training or business, and do trainings like this? And at those kind of special meetings public comment is not required. Oh! Solutions applicable to all boards she keeps of records. Thank you. There it is doing that you appointed. And a vice chair, and then a. Secretary who's typically the city employee. You run the meetings in accordance with the Roberts rule. Of that's. Fall apart. Elementary rules. But the cheaper. The meeting flowing smoothly. But you don't have rules. If. The Board adopts its own set of rules and regulations, and I understand that's 1 of the things the tab is looking. For this year, and that's going to be discussed later in this orientation, and if your procedural rules don't address it, then you fall back.

[22:00] Angela Roberts rules just a hoot. let's see. Prior to making any recommendations to. The city council. Or to staff, or to other words. As authorized. You have to. Fully publishing, and that's totally different have been in this respect. Some words and conditions, some that's. Required. But first, st before you make a recommendation, you have to hold a public hearing, so you gather information from the public, and then you. or recommendation on a vote on an official actual action. Other things that are. Applicable to all. Kind of technical things if the member is present in a meeting and doesn't vote. and then the members. Vote. It. In the affirmative. So you can't. You can't say I'm gonna.

[23:03] Us! On this you, our, our approving minutes, that Adam knew that you weren't that. or if there is something in the motion that would create a conflict of interest for you, those you can recuse yourself from voting, but otherwise, if you don't vote, it is recorded in the affirmative. and then one thing to keep in mind recommendations of all sports and commissions, or recommendations to council recommendations to staff, which they may or may not follow. So that's something that you know. It is a recommendation. Good. As Advisory Board members. There's. People take your what you said seriously. They listen very carefully and take our. Hit this line. Please. So it's like. 5 members. You're appointed by council. You went through that process 5 year terms. There's.

[24:00] Aggreg Terms. The most part next slide, please. Other responsibilities specific to on this one. Slide. Those are right out of the. The city manager. And city council and make recommendations concerning any transportation manager, and by advising the city manager. That's generally the transportation and mobility directors set up the manager who communicates to the manager, and then advising. Console. Typically comes up. When in a couple of ways, board letters, boards, and commissions send a letter yearly to city Council, identifying what your priorities the year. I understand that's going to Miami this year. Don't have. A lot of details on that, but that's 1 way to communicate with tasks priority. And to the council.

[25:00] Tab, review. Use monitors, and propose. It's changing. Transportation. Incredibly important document in the city. You work with this community and transportation mobility staff to develop and recommend traffic mitigation problems. We talk about. Projects. We talked about that. And. And then you advise so you can. Council and planning board. Word. Concerning alternative programs. And you track the rules. Next slide, please, and I. And planning board. There's something specific in the code. Tab vices. City manager in the Planning Board and Council concerning any transportation matter, except for reviews under land use, regulations, for instance, or variances. All the things that come under land use unless Council. Asks tabs. Specific. For. See. Back on that. So otherwise that something that that you know. Is not authorized for tattoo.

[26:00] Give recommendations. One next slide. Please. Tab, also. Use. City transportation and environmental assist. Those are the key. Environmental. Aside. Process, the C process. They're going to be hearing more on later, and also the capital improvements. Everyone else. And then made recommendations concerning those programs to council or to to transfer. Actually, you're going to hear more about both of those coming up next slide. Please. I do want to provide. Some legal questions on a real high level. Tab doesn't perform. Any direct, correct. Administrative or operational Functions council also. From directing. Administering move and operational functions. So what that means Tom does. Doesn't design or deliver programming, but can provide input That's right.

[27:00] As the board as the board, and as counseling is solicited. My staff and you can make decisions. Was about the higher performance of specific employees. It's super form on those operations. All the functions tab members. Any board members cannot use their position as an individual would member in your individual capacity to change long. City processes or plans. But the best practice is to introduce proposed. Changes, to. Plans. Or processes. I'm meeting where everybody gets to form a consensus and you vet it, and you have a public hearing, and you get. Feedback. From the community. And then once you get. Census. At least 3 members, then, can present it to council as a potential work plan. Item. and you know, because the Vrc requires to have to hold a public meeting. That's an understanding and a preference for the Board to speak as a unified.

[28:01] Voice. Post independence members. There's. That's not. So that you can't be. Again. You have a 1st amendment rights. Make those. Communications, but. The expectation from council that. You're aboard. You're holding Fee. Back from staff and from the community, and you. You see. As a unit. You won't agree. Sometimes on everything, and. So there's an opportunity. Already opinion. And a minority. And things. Number. Boards and commissions are sometimes asked questions from the media. Or would you like to publish. Things. In in the media like an opinion poll or something. There's not a provision on that. There's caution that. We give you. Are speaking in. Capacity. You need to say that clearly, and you'll see those city Council. Or other boards and commissions, and I've seen them from tab members as well in the daily camera. We are writing this in our individual.

[29:02] Capacity, and not as a member. Of Council, transportation. Advisory Board. The exception to. That is where the Board has authorized somebody to speak on behalf of the entire Board. So then we would say. And I've been off to speak on behalf of the voted. This is the recommendation. Board is making. We're boards and commission members. Also. That's my of the code of conduct that. It is something that regulates boards and commissions appointed and. And all staff. If there's. And code of conduct like not using your position for personal gain. Members also cannot share confidential information. So some times my. Office. City attorney. Office will, we would have in a confidential memorandum what is contained in the EU.

[30:02] Community from the city attorney. This is, is confidential and can't be shared outside of. Organization. And that's true of council and all. Board members. And along that vein anything that you share with us. City attorney's office. It's. Also and confidential, so we don't share it either. It's it's an attorney-client privilege between our office and you, and so your communications. Aside from when she. Access to legal advice, and we can give that to you, and it stays. I'm on. Us. The way. It was an email to you for some asking a question that's not part of the public. Roberts. It's not interesting. It's not. So that you sent. Okay, that's advisable. Pick up the phone right now. call is, make a phone call. You want to have. Truly privileged conversation. That is, that is, that's true. But in terms of Open records request

[31:04] If somebody wants to hear where one of the copies of our email correspondence, you don't get that right. So there's only a send an email. But there's no. Content. Content. Yes, okay. It's exact. There are other more subtle requirements in the code of conduct, and this is applicable to all boards and commissions. that you perform your duties with impartiality, and you take into consideration all available information, all the circumstances and resources, and make the best decision for the city, not just the position that you personally favor. see for the community. And so, while. This is my license. That you personally favor. If it's in the best interest of the city for finance. Reasons, or logistic reasons, or.

[32:00] Whatever. But. All boards and commissions have to. Take into consideration. Information, and then. That's the city. Oh, sometimes that he's not advocating for something like just. As an example. Well, redesigning a road. There's been years in the planning, and you've got a personal preference for some other other way. The road ought to operate. That. Is not necessarily. You have to make your decisions based on what's best overall and not your problem. Personal preference. This is this guy also asked some questions. The 1st one is, how can you appropriately talk to your fellow tab members outside of meetings. so all business of the city should be conducted in a duly noticed public meeting by Council board members should not be discussing city business outside of

[33:02] of a public meeting. And this isn't is a state law. This is Colorado. In the meeting. It's a lot. And. Just to give you some hefty background. The Colorado Supreme Court talks about the democratic government best serving the people when the decision making is open to public scrutiny. So you're having hearings, and you have. Meetings. And. How your decisions are made. You're not talking. One. Another on a policy decision or on a recommendation. And make them. And I'm coming to the meeting, and Robert. Understanding it. That's a problem. And and other communities that we, you know. It very often. There's. Seriously. This is for violating the opens meeting. Meetings. Laws 1st is that if there is a violation, men, whatever the was. That you took based. On another vote that was.

[34:00] The violation. Violation of open meetings can be reported. Can be rendered in. Invalid and. That that can, that that can. You can redo it. There. Ways to fix it, but depending on what the decision. As you can think that. It doesn't, and it plays out, you know, for. 2 years. And meanwhile it's been something that's been implemented. This based on an email. Decision that can really wreak havoc. So it's it's a real. Significant consequence to the city also of consequence to the city is that somebody who claims that their rights have been denied because of an open meetings. Violation can sue the. They have standard. But the important issue is. To enforce the of the meetings law, so we can get admonishment. And by the way. Rewards. But for this one there's a violation they should. Michelle. It's mandatory. Attorney's fees against the city attorney's fees.

[35:00] So this is the same. There's some open meetings, violation. It's proven in court. If the person makes a complaint. That does get, and for litigation. We could be talking. Hundreds of thousands of dollars. So my understanding is, this applies in communication between 3 or more members. It does. That's yeah. And and so thank you for that's when we're having and making decisions. Outside. So going to say that for Sc. Don't see a reason might be a necessity for board members to speak one on one to one another. and the you can do that as long as there's not more than 2 people having that conversation. Another thing you have to be cautious stuff is this. Emails. You don't want to pay. Have, a. Conversation. Via email. Hit reply all, and I think that's. Feeling good, I.

[36:01] Let's talk about this. That would be a violation of the open meetings laws. What we. This is. That you try to conduct all the business in a publicly noticed meaning that that's just the way is, they say, safe. And to keep the the city from getting sued and everything open. I mean the purpose of the call meetings. Law decisions are made, and and that's something the Nfl that we hold, and the State of Colorado holds very closely. Janet. That's the serial meetings that you're referring to. Pretty much one member to send an email to somebody else. So what do you think about this proposal? Should we go and look at it. and then you re respond back to everybody. You know I've been thinking about that, and and what I think is cereal meeting, even if it's between 2 people. You shouldn't really be having it.

[37:00] if it's only between 2, you. But as soon as you hit reply, all that's the whole meeting. That hasn't been noticed in the public. Hasn't been able to participate, and that could happen. Through email or phone call. Those those 2 mechanisms would both result in a serial meeting. Yeah, if it were a conference calling me, or. Conference call, or you do a phone chain. And now I'm gonna get your feedback. You can't do that. Okay. I just heard, you know. That she's thinking these things that we can't do. It's just best to conduct your. Business in a public meeting. That's the intent of the open meetings law, and that's what we strongly encourage people to do. Can I just add one query here. So a lot of times, you know, there's some big issues and big things that are coming up and it's not really practicable to have all, all of the discussion, all of the thinking happening during the meeting.

[38:04] I have had, and I think it's been a positive experience. Where, some board member who's particularly involved, or has, you know, has some expertise, or has done some deep thinking, or maybe knows, you know, has interacted with Staff on it. To say, you know, at the meeting that this is going to be coming up. And here's my here's my thinking on it. There's no back and forth. But I, you know, just wanted to raise this with you. I think you know, maybe this is gonna be. Better or better. If we we have, you know we frame the discussion this way and this way and this way at the meeting. but to give it a advance notice of what you are thinking of. It's really going to be kind of hairy. And another. what happens is we'll if we have questions on, you know, a presentation or or a memo item and there's a number of questions like, I get really nitpicky on drafts sometimes. To give staff. Those questions in writing ahead of time. So you can. We're not turning it on them. Yeah, they'll have time to to look it up or to be able to think about and explain where that paragraph came from.

[39:08] And that again. It's not really conducting the business. Of, but it's helping everyone. Be able to conduct the business as during the meeting, because otherwise get back to you in 2 weeks, and then you forget. Yeah. 2 way conversation and emails. When you. More than 2 members of the Board. So in that example you're saying you you things. You had a conversation with Staff about a memo item that. Did you found. An email to the whole tab and say I was. Or this reminds me when it came up 4 years ago, before you guys were on right. Yeah, right, right.

[40:02] Then, and it seems inconsistent with recommendation. Now we're gonna have to. About that. Yeah. We're gonna have to check on that. And what we wouldn't want to have in this room. File and have that conversation. Good, one way, medical, one way. Oh, my God! And this is pertains. Hang out. Add members, yeah. The business of the city. Yeah. Business of the same. And. Okay. Another way to. Really avoid avoid any options. Parents that there have been. Conversation. Send your questions to. You too. All right. Yeah. Yeah. Yeah. And then they can plan. These are some of the things that members have suggested that we think about before we start talking this certain issue. So send questions, you know, to Valerie or or to the staff members, and then they can. Present it to the members and. It's not violation of open meetings. Right? Okay?

[41:00] This is something that Tila might cover a little bit more when we talk about the rhythm of Tab. But officially, the director of the department is the liaison to tab. And so it's best to really kind of funnel and direct all inquiries and communications through the director. And that's for many reasons that we'll we'll cover in more detail. But wanted to make sure that even though Janet's telling you a lot of the things you can't do. There's a lot that you can do to communicate. And so, if you do have questions right now about that while we have Janet, this is a great time to ask is, if you have a particular scenario in mind that you that you wanna. Well, another thing that has come up is, so say, add a a city. We're gonna have a certified project. Right? We All of us can't be there representing Tab right? And then we. We have to sort of. We wanna make sure that there aren't more than. During events and stuff. We can't all be there together

[42:04] that looks like a meeting, or that is effectively a meeting. So we have to. Either have different time or time. That's really good. Point. Thank you for bringing that up. Yeah. that's how how you communicate with one another also would be. You'll want to communicate with City Council. So. That word It's it's similar rules. You can't talk. To, my. And the 2 council members at one time, or it's a meeting, because it's their meeting. You're talking to them. If you have. Have an issue that. Is something that you're bringing out independent of official action. Of the Board. You can speak to council at at a meeting, at public comment in a meeting, you can email council again. From. What I had said before. You want to be clear that.

[43:01] We were. Pressing an individual. Cool. It has been a board meeting. You have. Have discussed. Okay. Position. Tab has taken a few action. And has a recommendation. And then you can. Communicate that as you've been assigned, designated by the way. Board. Go and tell council that this is. Our our position. So that's. Something that you can do, too, and speak on behalf of the board. You'll also have an opportunity. you know. Sometimes we're not all. and there's an opportunity to show both the majority positions and the minority positions. So there have been times. When. There will be Cities Council meeting. You'll have a board and commissions meeting on behalf of the Board. This is the recommendation that we're making. There were 3 in favor, Close. and we'd like to hear from colleagues who.

[44:01] Post, and then the opposition can speak to why they opposed it. And that would give counsel the flavor of what happened. And you know. Into. Board meeting. So that's a way to communicate. Amazing. With the day designation. But to make that Presentation Council we need to have an app. It's a tab meeting prior to chat. So we'd say, Okay, we're moving. Intend to take this matter to council and articulate the differences. Yeah. And are we take a vote. Yeah, to take the decision. Oh, good. Yes, sir. She will represent. This is. Position and adoption, and it can be. And here's what we agreed. Too, and then you can communicate that, too, to the City Council. And I'll just mentioned that staff. And. Our memos to council. We always report on what Tab discussed and how the vote was conducted, and and that kind of thing, and we're required. If there's a dissenting vote to articulate that position as well. So there's there's always going to be that there's the meeting minutes as well as our staff memos that cover that content. So this would be in addition to what Staff would already normally, routinely

[45:25] okay. Yeah, typically. It would. And typically, you know, Tab is kind of aligned with what Staff is doing. It's pretty unusual. But yeah, there was a period where there were 2 or 3 pretty significant differences of opinion between Tab and the staff recommendation. and for the 1st one we were, I was unhappy with how it had been with previous staff. We're unhappy with how the tab deliberation and decision making was reported to Council. And so for the next 2 disagreements that. I don't know where I'm into, both of them or not. But I appear to say, here's why we disagreed with the staff recommendation.

[46:03] But then acting director. Presented. Why, it was the staff recommendation, so it was much more in front of council like. Why we had disagree, and we just let them. We can choose like we're just in our case, instead of. Well. No brainer issues. See you later. As an Advisory Board member. You can select it by council because you have a certain level. Jeez. You've got a certain. Way that you is this something special that you can bring to the table. And it's. You know, council members are human, and when they hear something from you individually. They hear it differently than if they hear it from the from word as well. Cool. And then. That's not a fair governance model. To have.

[47:00] One on one conversations and try to be influential. You a point to a word. You're not appointed. Individual to advise city council, and so the. Best practices always to come together as tabs. So that's something. To have your colleague hearing to have your conversation in a public amazing meeting. And then present that. Let's see, we talked about agreement. And you can definitely show disagreeing sites and thank you for that lived experience. Really have really really hopeful. So. So does anybody have any more. Questions about that, how you. Communicate with you. Other, or how to communicate with. Only one of the questions posed is. I have a legal question. That would be me or Teresa Taylor. Okay. And and. Valerie, as liaison can give you our contact information and our

[48:00] email. And you can communicate with us. Our conversations are privileged. What if I have an idea, for this is a trick question you visit with Director. As a studio. On staff. It's important to remember this. Staff. Takes direction from the city manager. And the function of. Staff. Is to support City Council. Wow! So you you don't direct the work. The work. Plan. You go through the director. Can request research or other words. So you're the director. Work takes requires more than what has capacity to do. If it's determined reasonable. Then there's a process. You can take it to city council and say, you know, we really think that this is important and

[49:07] we, we understand. Step has some recent. There's limitations and city council. We would like you. To make this up priority. So that's there is process. Or even if you disagree, you think, by golly, they're not understanding the importance of this. I really want this to be a part of the work plan. There's a way that you can get there. City staff are ultimately responsible for supporting City council. City Council expects staff, our professional transportation folks here to exercise their best professional judgment on issues and policies. Whether or not. Think. Board agrees with their judgment, lived experience. It doesn't always happen, but mostly there's alignment. And Staff will always let the Board know or let council know if the Board disagrees. So that concludes the presentation, I have.

[50:02] Have. I don't know if we have time for questions. I'm happy to field questions, but if you think of something later you could always pass them through Valerie, or contact me directly. Yeah, I think a big takeaway is that Janet and Teresa are resources to you all as tab members. Me as well. And yeah. Does anyone have any questions? Things that are on your mind before we move on to the next part of the session? Can you give us an example of what would be a type of legal question? I'm not. Nicely. Well. A lot of times. Okay, here's 1 having to do with the office of the and it my employer has contracts with the city. I am not. Decision Maker. But. But we do have contracts. Is that, do I have to recuse myself from any decisions that you have a recusal question

[51:05] that might be one. That's that's true. I think you know conflicts of interest a lot of times. That's what we will. Is it called conduct. You know. What do you think about that? Is it all right? If I accept this gift. This is. Okay, if I participate in. You know. Some function. Their interest, so. So those things come up more frequently. I think. A lot of others. It's really helpful to be. With the code of conduct, though because it. Does have a list. And examples of things that are violation of a book of conduct. And if there's a question, then it would come to us. Oops, let's say, show both of you later. Yes, here.

[52:00] Dinner, go there. Too. Okay. We watch it. Get separately from each other. We're not there to discuss business. There's no real reason to think we would. This is still best practice supposed to just stay on opposite sides of the theater. No, no, you talk to each other. Well, this is all we're saying. I'm gonna keep waving at, you guys. That then raises a question right? We can. Hang up and socialize. Could we not then be present at an open house so long as we're not? You're conducting the business in the city when you're in an open house. or as a member of how do you have stuff. So that's the. Explicit like I can put it on my shaver hat. Oh, yeah.

[53:00] The whole system. All right. Well, we're trying to avoid the appearance of the outside. It's an actual cell phone. Right, because you could be there, my boss. And I'm not. And then decision making. Thank you. With my accord, Darcy. Or typically just. Getting information. From staff. We're under coming to a better understanding of the proposal. Which is not necessarily deliberative or decision making activity. So that's why I'm wondering, like, you know. Why would I mean. Can totally see if we were. Decide, what. We should get rid of. This thing, this should definitely not happen. Is. Deliberty for decision, making. We're there to discuss the transportation project. So I avoid talk.

[54:03] The more than one other tab member at the same time, like open houses. If I can make a suggestion just because I. You know. Observed, our city council members encounter this situation in an open house is that if they see a 3rd person has shown up. then they kind of look at each other, and one of them leaves seen that happen. And and I think what you want to do is just be aware, have situational awareness and the likelihood that more than 2 of you will show up at any given time is probably low, but if it does happen, you can always come over to me, or you know someone else on staff and say. Can you remind me of what I'm supposed to do in this moment, and we can help you kind of figure out how what course of action to take and and then our city attorney's office is always a phone call away as well. And I think that's the takeaway is, you know, whether it's conduct or open meetings, law or whatever. If you you just have a question.

[55:02] You're not sure about something. The 1st call should be city attorney's office for something significant, or me, if I'm you know, accessible as well. not to ask them question. If there's something you just feel. I don't know if I should do this. that Janet is here for you, and that that. Office is there for you. They they don't just represent the city and advise city staff. They also advise you as board members. So what is your professional recommendation, then? So, my- my, go to the. Open. I just you know it's. So just we'll. Bye, and I see. Do I leave, or do I stay? Take off my, I mean, what about my. You're still here. It doesn't matter. City of city Council, and I've. Words and conditions. It is. Not have more than 2 people in that meeting. I don't believe. Yeah. Thank you, Joseph. If it looked like you were about to leave, I would just hang outside. Yeah, it really is situational. That's that's a good question. What if we're gonna come completely different different space?

[56:05] I mean you. You can't talk to one another, and I guess. just come back to the fine line and the past. But if in the situation you know that there. Complete. We're not even. Close to having a conversation. Be a problem. Isn't going to be tagged. It isn't otherwise meetings a lot, but it can kind of get us into trouble. So we get it all straightened out, and we have depositions, and we say, who were you there with, and what were you. Talking about yeah. It might just be helpful to imagine. Everyone thinks you're gossiping about them. And so, you know, if it looks weird and they're, gonna you know, don't give them any reason to title. Yeah. In other government situations there are times when people are justified in being skeptical of.

[57:02] Would be. Doing. And we really want to. Not even let that skip criticism. Right, yeah. Any other last questions. Alright. alright! So I'm going to turn it over to Tila for the next section and give a big thank you to Janet for joining us today. We really appreciate it. Chat. Alright. So this is, we're just gonna kind of roll into this next section, because it kind of follows from what you just learned or refreshed on this is more about just the business of being a tab member. What do I do? I know I have to go to meetings. For the purpose. Go ahead! But these. Are per group, right? So basically like, if there's like, if there's 12 members. Goal. You're okay. Perfect per room. Yes, that's a great question.

[58:00] Yeah. That would probably come up with our open houses. Yeah, that's right. Alright. So what do I do like? I know I go to Tab meetings. If I'm a tab member, I probably need to read my email every few days. Make sure I'm not missing something right? So Tila is here and thank you again for being here with us today on her own time. Just given her wealth of knowledge and years of experience, and having been tab chair for a number of years as well. She's here to kind of go over that rhythm of what you do when you're a tap member for some people who join our boards and commissions in the city. It's your 1st experience being on a board, and you don't even really know what that means exactly until you kind of get thrown into it. And so we don't want you to feel that feeling. We want you to kind of have an overview of what are you expected to do? And really, what are the things you can do proactively as a board member. So over to Tila? Thank you. I really really enjoyed my time on tab I had been interacting with city staff. Not too many of you. But you, a couple of you predate me.

[59:04] But the change in stature, I guess, as being a tab member really brought home like this is a position that does carry legitimacy. And I want you to take that seriously. Also, when you're keeping that in mind that that you're interacting with staff, and they have a day job. And that day job. On the nights we have tab meetings continues past 6 o'clock. Right? My 1st couple of several months, maybe a couple of years on Tab. It was not unusual for our tab meetings to go till 1130 at night. which was torture for everyone, and Jean already has the look, but that's the look. It's awful. And it's hard for me to articulate. Why, that happened. Well, we were anonymous. Over talkative and productive. And I. I think they like. I have enormous respect for my other. All of those times like they were really fantastic people that had thoughts, and we're not necessarily on the same page about what they were supposed to be doing in the meeting.

[60:11] With this valuable staff time. With these experts. etc, being to listen to you and respect you, and be nice. To you. So you know the more that you are cognizant of that and of their professional responsibility. See you and respect for you, I think. It's just. It's a very mutual. Thing, so. Obviously. I I didn't watch the July meeting, but that was really short. Right. It was so. So appears. But over time. Where there's more overlap and agreement between the direction that staff is going and the direction that Tab is urging Staff to go. Oh. the you know, the more aligned you are in your missions, and what you're trying to accomplish, this kind of synergy happens, and it does make everyone's work easier and shorter. Being said, when people.

[61:00] Ask me. You know, what does it take to be on a board of commission? I think I don't nice to meet you before, you know, getting putting in an application. And the question was like, how much time does it take? And I was like, well, it's like an apartment in Manhat like you can spend as much as you want. And then we'll always. There's me more you could do, but there is a minimum. and I want you to take that minimum seriously. You must read your packet. not at 2 PM. That day. Give it over. Have an idea. Yeah. Don't be surprised when you open it up. It's 80%. 5 pages on. One agenda item that can happen sometimes. It's a very slim packet. You're well. Welcome. But no, when that. Can come. Have a look at it. Just so you have an idea of what's coming up and how long it's gonna take. And there's nothing worse than like really wanting to, you know, promote the city's micro mobility management work, and then be ill informed until like earlier that day. And you're. Girl. I don't have time to think about all of set some time aside. This is a mini job, and so you need to be able to prioritize

[62:08] your responsibility and your responsibility to staff. To be able to to set the time aside need know it's in there. The presentations are a little less important. Often they condense some of the material that's in the. Packet, but. Because they're prepared a week apart. And. Sometimes there's been some feedback with city council, say, between the preparation of the memo and the preparation of the the presentation, you might notice some discrepancies. And that's actually a really great thing to ask about. Like Whoa. It looks like there was some decision making, you know, routing changes or something that happened on here. These are your cues, that there's stuff going on behind the scenes that's getting prepared for you to weigh in on so that's that's just kind of my my thing. I really need people to do their homework. Because you're unprepared, and it shows. And you're doing yourself a disservice. You're doing other tab members a disservice. You're doing a disservice to other people who wanted to be on tab and didn't get on.

[63:05] And you're doing a disservice to to council. So we set the agendas. Typically, this happens the Wednesday after 2 Wednesdays after the meeting. So Monday happens Wednesday, skip a week, and then the next meet. So these these the the shape of the next meeting, happens pretty early on and typically the director will have a draft. For most of my time on tab. Only the tab share attended this meeting with the with the director to hash out the agenda during. I think Mark Mcintyre's term, he kept pulling me on so the vice could be also sort of informed. warned. And that helps you not feel as much like you've been thrown into the deep end of the pool, or see when you know the last. It. The chair can. Chair. You're not going completely blind. You've had some background on. Why this is coming. It's also a good time to ask, you know. Well, what about when.

[64:05] You know. About Xyz, because the director probably knows not just what's happening in this next meeting. But what's likely to be coming down the pike. Okay? Oh, you know, we're wrapping up public engagement. We'll need a little bit of time to, you know. Synthesize that. And so we're thinking, maybe September or October, it's gonna be. Coming to you. So it's kind of good to have a longer vision about what's coming. There's a little bit of back and forth very. It's rare that anything dramatic gets changed on the agenda. It's also. Kind of. Rare that something will come up between that agenda setting meeting and the Tab meeting. But it happens, and things get shuffled around at the last minute. So that's another thing going into your or meetings. Check the agenda the day or 2 before. Recheck it. If you haven't read it, because something might have fallen off, something new might have gotten added, gone. Something you might have interest in. Or think about and want to find out more about ahead of time ahead of the meet, because it does change a little bit.

[65:02] There's. The end of most meetings we've structured. It so that you have an opportunity to say I've been. They can. About. We should have more roundabouts, you know. Let's. Let's talk about this in the next meeting, or 6 meetings. If you haven't taken the time to read the materials or think about stuff outside of the meeting. You're not going to really have any right ideas for the agenda, and stuff's gonna occur to you 3 weeks later, 3 in the morning. You're like, oh, I wonder if we can talk about that? And then you're gonna forget it. So it's another reason to kind of be a little bit more organized and disciplined about thinking about tap work. So at that point people can really request an inclusion or a discussion at the agenda setting meeting, you can always, you know, email your chair. So your chat. Here is the liaison between you and the department, just to say with government houses whole, you know. and the rest of staff so funnel that stuff through your chair, and Similarly, as a chair, the vice chair might feel really uncomfortable to be like always sending stuff to Valerie like? Doesn't she have more important things to do? Yes, but one of the more important things to do is know what everyone else is working on. And so it actually helps her.

[66:12] Or if you know any director, no. when when they've got too much on somebody's plate, and the last thing that Devin needs is to hear from you about this stop sign like Valerie can often like just kind of she can blunt. Whole bunch of these these. To be like, Oh, yeah, no, that's coming up in September. Just hang on. Or you know, Devin's definitely working on that, you know. I'll make sure that this is part of it. He's probably already thinking about it. So stuff that would take Devin a while to be like. Oh! What do I do? How do I answer this person? I'm already thinking about it. So what I've said, 15 things I have on my plate. Valerie can help. Sort of be a a safety net, I suppose. Yeah. We already talked about how you, you know, select chair meet you should generally be cognizant.

[67:00] And you're. Making vacation plans and travel plans. Will you have connectability? If not. Kind of important. Tell people ahead of time. I'm. Cause, if. You know. 3 men. 3 people can't make it to a meeting. And then we've scheduled all of this and all of this background work and all of these presentations. All, for not, it would then, I think, be a good company. Invite you to meet on that second Monday of the month, with your support. Supposed to be, or the it's the 3.rd So second month of the month. 3, rd isn't it? 4, th Monday. Second and 4.th Then 2 weeks after your break. There we go! You should also keep that in mind. It rarely comes up. But if there's something complicating the 1st Monday meeting, the the sort of the default backup date is gonna be that 4th Monday. So just bear that in mind. You might get surprised on vacation in Switzerland and have to go find a chocolate shop with Wi-fi or baby. Okay, let's go next.

[68:01] Curious, yeah, yeah. Dedication. So the the agendas are generally organized the same way. There's a pattern you'll get into it, you know more. Some of you have been on for a year. So like you get, you get the flavor of it. And information item was something that kind of happened maybe 5 years ago. It was kind of unusual to have an information item, but it's sort of something. Thing that goes into the packet. But there's not plans. Be any discussion. It's just, you know, here we finalized the snow clearing guidelines. Here's what they are. They're going to be published on the city website. Just thought you should know. wrapped up that work that we talked about 6 months ago. On we go. Now, if you have a question about page 34, paragraph 6. That's me doing that annoying questioning. You. To do that. There's. There's not really much time set aside. There's no time scheduled to discuss this stuff. That's a useful time. If you notice something in an information item that you do want to discuss. That's a great reason to let your chair know. Let Valerie know. Oh, I'm I have a couple of questions on this, you know, we might need 10 min of this.

[69:08] That just helps the meeting run more smoothly, and it gives the staff a heads up that there, there's gonna be some some discussion on this. And so to have. you know. Just kind of be ready for for questions if you can be more specific with what your concerns are great helps everyone. prepare so the agenda you open up the meeting. These are Zoom Meetings now. I saw it says you have discretion on meeting in person. So I guess if you guys wanted to get together I'm a sucker for a free dinner. That's why I'm here. Because free lunch, but you could. But the Zoom Meetings are really great, and you can do a hybrid meeting as well. So you know, right, Chambers, yeah. I mean, do we have the option? Go back. To that. Because. I think it'd be nice. Have an in-person meeting honestly. But

[70:00] yeah, in person, I prefer in person, and we could have hybrid. And in particular, if there's a if there's something that's going to be you think there's gonna have a lot of discussion, let's say you're working on the letter to council 3 h. It could be really good. In person can actually be really, really helpful. This is hard on Zoom to see everybody. It's hard to no negotiate all that. So that's that's great. But Zoom is really helpful. So they open the meeting call to order. Sure. Over, go over the technical rules for the zoom people. Then typically we fly straight into open comment from the public. That is separated out from a public hearing. Item. So people are. It's it's if you have a public hearing item, it's good to at the top of public comment to say, we're taking comments on everything except this issue. It's okay. It done. It's all it was all the public, you know.

[71:01] Open lots. It's fine. And it is. There'd be much back and forth between members of the public and and board members. It's usually just a very polite thank you very much. Occasionally it will strike at the heart of something, and and one of the members wants to, you know, follow up or say, this is also been bothering me, or I learned from Valerie. This is coming up in September. Yeah. But in this. Not really a forum for dialogue with the members of the public. And then we move to agenda items. Usually there's an information item noted. On the agenda. Like I said, there's no time scheduled for it. And then, if then it would go to agenda items. And these are things that are kind of within the purview of of tab. That being said, I will note that the we'll go to revisit. Like they could have just stopped@thatfirstst First.st Okay. Tab. On all transportation matters. Stop and the sentence move on! They called out a few other things.

[72:04] Specifically overseeing capital improvement projects. Lot. Of nitty gritty on the annual. Budgeting process. For that. That's actually a really useful place. To to. Be well read. Understand what's going on and to and to weigh in, because there have been times when something that's been on on that plan for 4 or 5 years. Suddenly doesn't really make sense, or we have a expected budget crunch. Which is going to be happening this year. You might have to actually. Weigh in quite a bit on what you view as the best prioritization of what would have to be constrained to the efforts. And so those kinds of things, those are also called out in the Boulder Revised Code. For good reason they are considered a little bit more critical and more important. And so if they showed up in that slide that Janet went through, that's another reason you're going to have to be kind of thinking deeper and a little bit more than just the written words on the page in your packet.

[73:07] That matters of staff. Often. That'll be stuff that's ongoing. That's an. Interest. It doesn't require any tab action right now. Love hearing stuff on like the regional transportation. You know, things of the tab doesn't really weigh in on, but actually really affect your work and affect how the city interacts with other cities and how they're prioritizing. For instance, grant applications and stuff that's usually stuff matters from the staff, and then matters from the board. I would caution you to not bring your pet project and pet peeve. I did not find the 2 h long discussion of why we should be focusing more on roundabouts during a meeting particularly good use of anyone's time. And so really. Before bringing. Matter for the before the board. It's a good idea to give your chair or and or Valerie a heads up. Up. I'm gonna be raising this during matters.

[74:01] It's good to be concise. Sometimes board members will come with, you know, pictures and graphics and charts and. And that's okay. Okay. But just. Put it through the filter like is this legitimately. Something that Tab should take go up? Or am I just carrying a state for something that I hope to have will follow me on Your responsibility is to advise staff and counsel on stuff that's already going on. It's not to add. Pieces to the smartest part. Yeah. Does it mean that there's not something that's missing from the Smorgasbord? It's that's okay. But just do a little double check. Do a little gut check. Is this a legit thing that I'm asking all of these people to listen to think about and prioritize, for you know, probably for the next meeting, or at some point in the future. Is it a better item? That's more long term strategy, and would be more suitable for discussion at a retreat or at our our, you know, when we're prioritizing things and making a statement to council. Here's you know, here's what tab.

[75:09] Good. Once in a year is, gonna say, we want to elevate these issues is what you're bringing actually more appropriate for a fuller discussion on that. Is it a bigger policy issue? Or you're trying to heat up the ocean. Don't, don't do that during a tab meeting, please. Okay, no. Saying, like. Do you have it? Yeah. Some project that. Sure I should move. Forward! If you should. Start by. Talking with Staff and develop the idea, and then maybe. Develop it as an agenda item. Maybe. Yeah, yeah. You really think that a gondola between here and Nederland would be excellent. I remember the trick question from earlier, because there's a, you know, find line of directing Staff's work plan. That is the role of the city manager.

[76:01] Yes. Yeah. And then we've had a quite a bit of discussion about how tab interacting is interacting with staff outside of the meetings. I've been. I've had nothing but really lovely conversations individually with with, you know, staff members, people here in the room and and without but I've I've learned over time that yeah, it should get funneled through the director. I would say the the one, and Garrett's not here to defend himself, but often hear it. Has a depth of knowledge about. Help! Where the money is going, why, it got that way! Why, it got allocated this way, and the nitty gritties. He's he's just gonna have to be the one to answer. It doesn't mean the Valerie doesn't scoop it. You know his way. Once you've lost. And. You're more likely to have really long conversations with Garrett about budget items and the capital Improvement Projects plan because he's just been doing it for so long, and it is. It's just a bear to get your head around.

[77:01] Danny's like, I'm glad it's not my job. Yeah, if you see something wrong with the agenda or with the the minutes from the previous meeting. That's easier cleaned up ahead of time than than at the meeting. So you know, if you notice something there, that's definitely a great thing. But in general. Won't have a. A whole lot of direct interaction with Meredith, unless you're the chair or vice chair, and dealing directly with the with the minutes. yes, broadcast and attend community engagement meetings. So I watched the June meeting, and at the end our CEO was giving opportunities. She was like, well, they're having a meeting here this and that. That's that's a great time at the end of the meeting. To highlight. That's in. Your. Orbit that maybe hasn't highlighted by staff. It isn't led by Staff. It's, you know, some other thing with Bbsd. Say so just. As you can. Bring things to tabs attention from your own individual or

[78:03] and and interest areas and connections. You can bring city business and tab business to bear with those other organizations that you work with. And that is, yeah. Yeah, so, yeah. And and that is a key reason you were appointed really is they? They council loves people who have deep roots in different kinds of organizations because it just all cross pollinates. Yeah, I mean, if you were. One of these other 4. We're there as individuals. Visual stuff, right? Well, okay, you're still a tab member. So we would have a problem. You, we 3 at a community cycles advocacy committee meeting. No. Yeah. Okay. Probably. Stuff. Yes. Are you, and. What I'm saying is like you have. You are wearing a special hat, whether you're wearing a badge or not.

[79:00] It's true. Just saying, like, if we're providing input right, that's the community. So I'm a member of the community. There! To engage right. But I'm engaging as an individual, not on behalf of 10. Okay, right? Don't talk to Mike. Yeah. One of those big events that the Bbcp team is on. We wouldn't want to stand next to each other and say, Oh, they should focus on this, on the transportation aspect. doing different things. We're we're giving our feedback as individuals. Perfect. So yes, you're you're your 1st amendment. Right? Yeah, yeah. You have to be aware. You look like you're gossiping. What am I there, for if I'm being encouraged to attend one of these things, I'm but I'm still just attending.

[80:00] On behalf of the Board. Yeah. So I think we're kind of getting back into that conversation around open meetings. Laws, I think your your question is. when when you as a tab member, are invited to participate in, say, like another department's engagement. you are there as a member of the community, and we want you to be mindful that even if you are just there as a member of the community, you still. People. Know that you are a tab member. And so you kind of have that responsibility that goes to the code of conduct. I think maybe on this slide Tila touched on this earlier one of the things we want to discuss today is just, you know. I think Tila put it in a really good way, like council chooses people for boards and commissions that have really deep ties to the community. So they're not just looking for you to weigh in with, like your personal ideas and preferences. They're looking for you to go through your networks with the community. hear what people in the community have

[81:00] to say and have that be a part of the conversation that you bring back to the board, or that you bring to a meeting like the one you're describing his. So I think that's kind of more what, Tila? I don't know. If you have any good examples of that where we do want you to broadcast to the public that meetings are happening. But we also want you to talk to people about things as well. And and it's like, let's I mean, you know, Einstein. But if Einstein came into the and we're not talking about transportation planning, or you know the Boulder Valley School district, or ways to like get people to enroll closer to home? Maybe we pay more attention. I signed things on that question. Yeah, yeah, yeah. So you know, be mindful of your. When you are engaging in these. Oh, that's right. People look to us as. Knows herself. She has a Phd. In this.

[82:00] It's not irrelevant, and you can't pretend that it's not. And so I stand by like, if we, the 3 of us were in a community advocacy meeting committee meeting. We were all sitting members of Tab. That would be a No. Go. Gotcha. Yeah, okay, this is mainly if anyone has any questions like, what else can I do to. There was one other thing I wanted to touch on here, and that is, you know, you'll get emails from members of the community. and there's no oh, real! There it! There's no system. There's no protocol for how to respond to that, and frequently Staff will respond and copy you on. And it's more thorough than anything I would put together. But sometimes you just want to like, reach out and hold their hand and be like, I'm sorry you had that experience, whatever you are again. Gotta say like, you know, you might hear from somebody else. I'm a member of Tab. I read it. I'm just writing because I'm interested. But Tab hasn't talked about this like, you have to kind of be clear. Yeah, you're welcome.

[83:02] To interact with any member of community level. They've emailed you. Inappropriate email them back. Just make sure you're not like overprom. Promising. Yeah. Don't! For anybody. Go to the bus Be mindful. It's a public record. And yeah, try not to like step on any toes. But if there's some insight you have. or some empathy that, or some shared connection. That's a that's a great thing to do. It really makes people feel heard, makes them feel more connected to their local government. Just talk a little bit about a practice that I started to do pretty consistently over the last 11 months is to make it more predictable for you all as tab members is. Sometimes I will respond to an email where I know that I, as as a member of staff, have pertinent information to share that would help that person have a new understanding, or more, a bigger picture. And so I will say something like all tab members who you just emailed have received your message. I'm responding on behalf of staff with this little bit of information. But you may hear from tab members individually, and I think that practice has been working really well, because

[84:11] typically, I think what we've done in the past, especially when Tila was chair. Is that Tila would, you know, use her discretion to then maybe respond to certain emails that come in from members of the public. Sometimes members of the public think that they're emailing a decision making body. And it's not really for Staff to kind of get into that and explain all of that. It's really taps role to explain. We are an advisory board. We will take your thoughts into consideration. And so I think a good practice moving forward is, is, if you are curious. Should someone respond to this email. then the chair or the vice chair should contact me, and we should talk about it and feel free to call me anytime, or you know, let me know if if you have a question about something like that, because then I can say you know what we don't really have much to offer from the staff side, or oh, we are working on a little bit. We're gonna send out but it would also be helpful if you respond as well. So I think it just needs conversation. What would you say, Tila?

[85:13] That's a really good point. Sometimes people don't know who they're, you know, talking to. They think we're working on state laws where they think they they have a great idea for how to run the boulder boulder better next year. And you're like we just that's not what we do. Example, we get an email from the that's right. Okay, my response, email, does that go to the public? Right? Yes. absolutely. Whether it's your personal Hotmail or Yahoo, whatever, or your specific gmail you set up with the tab and the thing to be your tab email. Any any response you send as a tab member is public record. Yes.

[86:00] Hold up in my neighborhood, or about a specific problem with which I. Earlier, and I responded, took her in. Empathize. That was a problem. Okay? Good. Recognize. Yeah. Of that. And I think, and so you know, and this is maybe something that we could have address. But it's not. Not. Because it would have to be sort of a staff item, and. Yeah. It's I'll get it right. There's so much work already going on. But this person had a legitimate concern, and I wanted to for sure that the concern was. Yeah. Without no could be done. Yeah. And and sometimes with those people, especially if you know them in the neighborhood. I'm very happy to go out in the neighborhood and meet with them. I'm like, Oh, yeah, I'm free, you know. One o'clock tomorrow. Let's go with that intersection. Directly at me, heads up! Oh, wow, yeah, that's good to think about. Okay, have a good day, and they feel better, and they don't. They don't know.

[87:01] Have any? Or nothing happens, or I explain why. It's a good idea to have them. You know this tall or this far away from the curve, or what. Whatever. But you. You answer that email. They answer that email. Do you see Valerie or BCC. How does anybody know the conversation happened. Event. Wow! Why not? Not necessarily. Yeah, if you're just. Empathizing. It's okay, one on one. But if it's a matter for staff and they're asking for, but. And maybe if I. I have personal experience with that or something, or you know, something relevant to share. And then I and that person sees that there's sort of a chain of responsibility. It'll be in the right way. Nothing, except for your email. Personal. Yeah. So let's say. Like somebody requests access, double anybody know, to search. If there's a public records request, then all tab members need to be forthcoming with any communication relating to city business, no matter what device it's on, or what personal.

[88:10] You don't answer. I would say, one practice tab members can use at their discretion. Any of you is you can BCC your other fellow tab members when you respond to somebody. If you think that that would be helpful for your fellow Tab members to see that you sent that note. But don't put it in the CC. Because then you are allowing someone the opportunity to make the mistake of replying all, and then you're getting it. So. Always be CC. Or just forward the email. Later. Yeah, usually, yeah. In the forward. So always BCC your fellow chat members. Oh, yeah. Okay. So you know. This email where that whole bunch of Virus model and. And like I looked at it.

[89:01] He said. Evaluate this. This. I'm. You know, but. I don't know if anybody's going to. I don't. There's gonna be a response. Sponsor this guy. He seems certain a lot of time and energy. Into his analysis. So it feels like he, you know, some. They should respond. Maybe it's not a lot. What you say, but I don't, you know, but I'm also feeling like well. So specific examples today in this training, this session here, I think we should avoid talking about what I would recommend in a situation where someone writes in. And you're curious is if someone gonna respond to this person that's a cue for you to reach out to the tab chair and vice chair and say, Hey, I kind of have a feeling that maybe someone should respond. Are you thinking about responding right? And and that way you you get some clarity on what the intent is. and I do think that that formal responses, the responsibility kind of falls to the chair and the vice chair together to discuss. And so you can make a suggestion to the chair. This is this is an email that we should maybe take a look at and issue response. And then, if it's a matter you want to agendize and issue a formal response from tab through, you know, an action voting to issue a letter. Then that's also

[90:22] so like a more formal mechanism that you can. Okay. And I think, Tila, you may. I think we we probably need to move on to other topics today. But, I don't know if you have any other just final thoughts on, like the workings of email, because it is, it is unclear Yeah, it's definitely I would think it's a best practice to set up your separate email account for a tab like I mine still open. I'm monitoring it, basically for anything that I think I need to flag for Youtube. But I'm not answering anything. And most of it's just notifications about like statewide stuff and planning and things. But it helps keep it cleaner. Okay, so when there is a records request, you have one place to search and not 7 email accounts and 4 different computers.

[91:07] It's cool. Yeah. So we're on the last slide here preparing for meetings. We talked about it. The one thing I didn't really reach out or or highlight is not only to read your packet. you should be very familiar with what's in the current transportation master Plan. You should have a physical copy of that one. I love virtual meetings. I love that all this stuff is available. I still think the city archives are impossible to navigate to find something in particular, but some things you really need a hard physical copy for, and that's 1 of them. You should be at least modestly familiar with the Boulder Valley Comp plan as it relates to transportation and land use planning. That should be because it's sort of the overarching architecture for what city staff is doing and has some longer term stuff. You know. You might have really strong ideas about mixed use zoning and that might be on the work plan or on the horizon because of something in the Boulder Valley Comp plan and that can help you. Avoid looking dumb when you're trying to propose it in the meeting. So yeah, read your read your your

[92:17] packets. Know what the process getting that agenda item was before. Sometimes it will refer to a regional or subdivisional plan. You'll need to know what's in that, too. You don't need to memorize it. You need to have looked at it, and be like sort of familiar with how long a particular plan has been in place. because. you know, in some places we can be really nimble, but at other times trying to change directions is like trying to change a battleship. And you've just got a rowboat. Yeah. So kind of understand the limitations, practical and legal, about your role here, and just do your best. Do your best to be useful. Deserve. So before we take a break, I think. A last discussion question might be, you've seen some

[93:05] material in the agenda packet. That. You know, has been given to you a couple of weeks in advance. And you're thinking I'd like to make some modifications that I might like to propose and have my fellow tab members consider and vote on Tila. Do you have any guidance for tab members today on what's a best way to approach that I think you mentioned earlier that the best thing to do is is, do that not 2 Pm. The day of the meeting. But maybe you know. Yeah. Earlier, better any other guidance. Do you have. I, in looking at a particular, let's say a modification to the speed management program, or something. I'll probably have 20 different ideas and nitpicks. I don't. Link. That they're all necessarily marrying time in the Tab meeting. So prioritize and odds are, you know, one of your other members is going to raise something similar. Be prepared to talk about that succinctly.

[94:04] But for other little like picks and questions and things that can be reserved for an email before or after the meeting. You know, asked through Valerie. But like I was wondering if Danny could really, you know, I was confused about this bit or this. You know, this page doesn't look like it matches with the graphics 6 pages later. What's going on but that kind of like proofreading that doesn't need to happen at the meeting. proposing real modifications to how something works like. wow! I don't think we are prioritizing, you know, the effect of a crash history, not at this particular location, but within a quarter mile, you know, or it's been on this vision 0 action plan, because we have a demonstrated problem along this quarter, and it's just like that quarter. I think we should be thinking broader about being proactive on those things. That kind of bigger directional guidance, I think, could be really helpful. Okay?

[95:00] So any questions before we move on, we have one more section to get through in 30 min less than 30 min. So the example I was thinking of when I asked my previous question, is the core arterial network. I wasn't involved when that happened. My understanding of the history is it came. For a couple of. City Council members and a couple of tab members. Just wondering. You know how that sort of thing is introduced as a new concept for for. Project. So yeah, I think that's an excellent example. Mike. it kind of happened at the end of a presentation on. And Devon gave it on the safe streets. Report on the draft. and it'll like, look on page 46. You make the observation that 67% of your serious crashes are happening on what 7% of they don't work. I'm like you are burying the lee. And they were like, Oh, that is kind of an important thing, isn't it? You know.

[96:01] And it was. It was worth a changing, you know, the emphasis in in the final report, but also really activated 2 tab members. To talk about it. I actually told Alex. Like, Don't do a map like don't do staffs work. They they know how to do their work. so I didn't like him writing his own map, but a couple of city Council members did. They kind of took it upon themselves to to present a couple of City Council members, and I think the City Council members also were appropriate. Alarmed. You know, by this small fact of information and the idea that and things like the neighborhood space speed management program were popular because it was right on your Neighborhood Street or the Npp. Which I can nitpick to death. You know people love it because only 17 or $30 a year they get. Oh, big Perks! But it's not actually helping us achieve our larger goals, transportation wise and so just having that conversation with the tab members and a couple of city Council members to then come to. I think it was Natalie at the time to be like, I think this actually has merit. What do you think about doing this? It was not happening.

[97:12] At Tab. It did affect staff work plan. It did affect a whole lot of things, and it was, I think, an important lesson in building political cover for doing harder things that we're asking staff to do. I think we tried to. Talk, about. Iris Avenue and changing Iris Avenue as part of the living labs project. When Folsom happened, Folsom was going to be one of 5, and Iris was going to be one of those, I think the difference in the outcome between that attempt to talk about changing Iris and the most recent attempt to change. Iris was all about building political capital and making sure that the decision makers owned their decision and weren't like shoving staff under the bus. So I think that's why can happened the way it did. And that's, I think, why we're continuing to to be able to make progress on it.

[98:09] So I think bottom line. This is an example of where that idea wasn't just sprung on staff at random in a tab meeting without any prior coordination or discussion. So yeah, I think if there are big ideas out there, that's something you want to kind of workshop before you might raise it under matters. Yeah, absolutely. That thing. Thinking about, you know. Can I bring it forth as a matter from Tab? Do I have a solution to propose? Am I just here complaining? Or do I have something proactive to do and to give those those can give you a yes or no answer on those. Okay. I've talked too much. Sorry. When I was on member of Vav Environmental Board. Before they join. Like a year. Before I joined 2019, a. The.

[99:01] During the time we were discussing the memo to council, a board member introduced the concept of urban Heat Islands. And they put it. The memo, and initially they didn't get anything. And again. Gain any traction like much attention. The digital whatsapp. Cool? Is that looking more into. So thank you so much, and mention more and more. And just kind of slowly snowballed. And now a little bit of time, and you know, and then. And yeah, so many together. Mitchell from. I don't think it ever goes much low from council plan. Now it's a reality, ish? So there's a lot of ways that's really helpful going on. Thank you. Yeah. Yeah. Well, just an interest of time. For those of you online. I'm about to make everyone stand up from their chair and have a little movement break. It's optional. if you choose. And we may just mute the zoom for a second, and we will resume shortly.

[100:00] So everyone stand up. Maybe roll your shoulders back 5 times. roll your shoulders forward 5 times. step outside if you need to grab some water. Yeah. And then we're gonna get into the next part of the presentation in about 30 seconds seconds, because we are only here until 3 o'clock and we are short on time. Oh, it's downstairs, that's right nice. There you go.

[101:02] Once I get my 10 min back and his. That's funny. Yeah, 15. I've been missing these. They weren't on top of your head. That's good. Thank you.

[102:02] Okay, watch for our tab members to come back in. We've been 2 min. You said 35, okay. to have a starting process. Did you hear from Melanie? What's the sound? Okay? Yeah, it might just be like, multiple laptop situation. Yeah. Well, for the limitations of the room. I think we are they on their way or not? Okay. webinars, is you?

[103:08] Really? Did you see my closet? Dreams? 1, 21. So my oldest is okay. I'm gonna get started again. Everyone. So we're gonna unmute the zoom in just a second. Hey? There are 3 members here. There are 3 members here. You're okay. Alright sunny. Yeah. Okay? All right, we're back on Hi, everyone online. We're back. We're going to get started in the next section, which is an overview of the Transportation and mobility department. So we want to just give you some quick information about our leadership and organizational chart.

[104:09] The functional areas of the department, which is something that sometimes tab members don't really know about. When they join the board. Talk a little bit about our funding sources and the uses of those funds and some signature initiatives and work programs that we're working on as a department. So these are when we talk about the department's leadership. These are the folks we're talking about. But really, the philosophy of our organization is that that everyone is leading on our, you know, core principles, our our departments strategic work, no matter where you are in an org chart. But these are the folks you might interact with most frequently at tab meetings. So essentially our director, deputy director, our managers of our different divisions and functional areas. Some facts about our department are that we have about 98 full time employees, full-time equivalents right now, staff people, but we have about 30 vacant positions.

[105:08] and so not all of those 98 positions are filled, and most of those vacancies are in our maintenance and our operations divisions. We're currently under a hiring freeze as a city, and we talked about that at our last Tab meeting, so won't go into that too much today, but also wanted to note that we are really unique in the city structure because we share a business services division with the utilities department, and that's not just a reflection of the fact that we used to be unified with utilities under public works, but are now, and are now separate departments. but we do very similar work. We do a lot of capital projects. So we share a bunch of staff that's about 29 full time staff under the Business Services Division and about 13 are supporting our Transportation Department directly. We also have Communications and Engagement Department staff that provide dedicated support to our department. So here's more of an organizational chart. So

[106:06] if you kind of want a different way to look at our team here, these are the different functional areas of our department. So we have a municipal airport. We're in the process of hiring a new airport manager. We've had an interim airport manager for the last few months, while we did a national search to hire the new airport manager. So you'll hear more about that soon. Right now. We. in our transportation maintenance division. So that's our street maintenance, our Greenways multi-use path, maintenance, Medians, snow, all of that street sweeping. We have a vacancy in the manager position. And so Jr. Combs, one of our street maintenance supervisors, is doing a fabulous job in an acting role, taking on some of those duties while we conduct a hiring process to fill that vacancy. Garrett oversees our Capital Projects Division. You've heard about him today because he's managing a big capital improvement program. Among other things, major projects, things like that. Devin, our principal traffic engineer, oversees our transportation Operations division.

[107:11] So that's like our signage or striping or signals, our street lights all sorts of things like that, the kind of core functions of our our street network and our roadway network. Steven oversees our transportation planning division. And those are the folks that are, you know, looking at things like our programs transportation demand management. There's, you know, all the planners that you probably interact with at our community engagement. Events are are on Steven's team. Danny oversees our transit program and transit operations. So like the and and works with Sydney, who's here, too, on the operation of our local hop service. coordination with with Rtd. And other partners regionally on transit operations. And then, Jean, our policy advisor is is working on more long range and regional transit planning and policy. And that's all those regional partnerships Tila mentioned. She always appreciates the updates that Jean gives.

[108:09] So I'm flying through this because we're short on time, but want to also just mention, Aisha supports us in communications and engagement. And then here are the folks that are in our business services division that are supporting our teams. Corey Forrester is is over. Our Gis and Asset management staff. Dwayne Sullivan is over our business operations and support services, which has a cool acronym. The boss team. Our financial services staff are headed up by Mary Courtright, and she is fantastic at keeping us organized. And then Mary is also keeping us organized every day as the executive assistant to both. The the transportation director and the utilities director. So what guides our work at the city is really encapsulated in this pyramid. So you're always going to see departments and city council talking about this pyramid. So at the top of our you know, one boulder, our unified approach citywide across all departments to the work we do is our sustainability, equity and resilience or sare framework. Then under that comes the Boulder Valley comprehensive plan.

[109:15] That's the overarching, planning document for the city, and how it interacts with the region. Citywide strategic plan flows from that. That's where it's a recent addition to the city to have a citywide strategic plan. So those are specific actions across all the functional areas of the city structure that the city is focused on for the next several years. And then under that will come department strategic plans. Those are going to replace the master plans of old. And so the city manager's office right now is working on after the Boulder Valley. Comprehensive plan is updated and refreshed next year is working on crafting an approach for all departments to take to formulate new department strategic plans that will look a little different than the master. Plans of old

[110:03] vision and goals will really start to live up at that Boulder valley. Comprehensive plan, level and departmental strategic plans will be more tactical, more action oriented, it will. And so there's no plans to create a new department strategic plan. At this time we are waiting from direction from the city manager's office. All departments are. And then under that you have annual department work planning. That continues. That is really the bread and butter of what we as staff do every day. Those departmental work plans are created by our management team. All the people you saw on this slide here right. and then flowing down to the different divisions of the city or of the department. So I was asking that question simply because I mean, Tina was saying, you know, we should have a printed copy of the TV, and I'm wondering if all the you know it's 2019. It's kind of old. It looks like there's a strategic plan in the offing. That might be.

[111:04] you know, something that's actually gonna be guiding the word right? So like, yeah, how wedded. Should we get to a document? That was. I would say, my guidance is that the 2019 Tmp. Is still a fabulous document. It is still very relevant to the work we do every day. We reference it as staff every day. And so Tila's suggestion, I think, is is spot on and think about it, like the the vision that is in that document is really not going to change substantially into the future. It it really has been kind of at the core of the practice of the city for so long. So think of the department strategic plan will kind of be a new tactical layer in this structure of how to actually achieve those goals and objectives that are so well defined in the Tmp, so some of those Tmp goals and objectives may kind of find a home in these other higher level documents that you see in this pyramid in the future.

[112:00] Well, like, there's a transportation aspect of the BBC, and so that's you know, everything's kind of coming together. And that brings me to this slide, which is, I encourage all of you to please as staff members participate in these 2 huge efforts that the city is undertaking. Right now. One is the Boulder Valley comprehensive, plan update, and then fund our future, which is the community engagement arm of the long term financial strategy effort that is happening and is, has been underway. And previously, I think, on one of the slides we mentioned watch council meetings. because you will learn a lot about the citywide long term financial strategy and how it affects transportation by watching council meetings. We might bring you little bits of information to Tab, but that's where you can really do. A deep dive is learning through the conversation that is happening at the council level. So here are the Tmp and climate goals that we follow as staff in our transportation master plan. Our our core objectives are to be safe.

[113:03] equitable, reliable, provide travel, choices, and support our clean air and climate commitment. And over on the right side you'll see at the top in green. Those come from the city's climate commitment document, Ernan, you might be very familiar with this from your time on, Eab, but these are our goals by 2030 to reduce emissions by 70% net 0 in 2035 carbon positive in 2040. And then our, how do we get there? That's in our Tmp, these stats on the bottom in blue. So try to reduce resident trips to 20% that are single occupancy in vehicles, reduce non-resident trips to 60%. So these are the targets we're trying to hit by 2030. We want 80% of people walking, biking, transiting and carpooling and we want 40% of nonresident trips doing that as well. All right. Now, budget principles. I'm flying through this, too. So we can always follow up later with more information. But

[114:03] how do we? What kind of principles guide our work? So we have our sustainability, equity, and resilience framework, the citywide strategic plan? There's also outcomes and measures now associated with a lot of our budget strategies. I believe that Karen Steiner might be joining us today to talk a little bit about the long term financial strategy. Do you see her online, Sydney? Okay, and I'll just set this up for Karen so she can prepare to to speak in just a second we'll. We'll try and get the the speakers on the TV working for that If not, then I can cover that topic. But for our department we aren't just mindful of those citywide principles. We're also mindful of what's in our transportation master plan. So if you read that document. There are really lovely spreads in there that talk about not just our mission and vision, and the work that we do, our policies and goals all of that, but also how? What is the guidance in that plan for the investment and prioritization of our funding?

[115:04] And so you've heard Garrett speak to this in his recent cip presentations. What's high priority? It's, you know, travel, safety, vision, 0 maintenance of our system. Taking care of what we have, bridge, repair our operations of our system every day, like signal enhancements upgrading our cabinets, or something like that. Right? Those are the kind of things that are high priority for our funding. And then, you know, kind of deprioritized are things like quality of life improvements. So that is all coming from our transportation, master plan, not just from like staff. like saying what we think or something, all right. And then transportation funding. We enjoy a dedicated sales tax. That's a 6 percent sales tax or 0 point 6% sales tax that was approved in 67. That does not expire a point 15% sales tax approved in 2013, and has expired already in 2019. That was part of the picture is no longer part of the picture, and so then, in 2020, they redirected 0 point 1 5% sales tax from Osmp.

[116:10] That will remain until the end of 2029, when that shifted back to the general fund, so that tax will still be collected, just not devoted or dedicated to transportation for every $10 that are spent in Boulder 7 and a half cents is going towards transportation, just to give you like a frame of reference for what all this means. These percentages can be kind of hard to conceptualize so the city also receives funding through federal, state and other local sources. So that's really important to do all the work that we do. We have to leverage our local dollars to get external grant funds, whether it's from the State, Federal Government, etc. you know. And I think one thing that's really cool on this graphic is to just see you know, the breakdown. You know that 7 and a half cents for transportation is just a you know a piece of the pie for every retail sales tax dollar that's collected in boulder.

[117:09] And then let's see on this this kind of shows our operating budget for 2025, just to give you a snapshot of what an average year looks like for us, 53% of our operating budget for our department is going to capital. You know, 18% is going to operating and then you can see what piece of it is. Just personnel staff. And then there's a dedicated allocation to internal services. And this is another breakdown kind of by the program area. That's a little bit more descriptive of like the work we do. So 55% going to our capital improvement plan, some going to our planning division at 12, 9% going to our Operations Division 11% going to our maintenance division. I'd like to invite Karen if she is here to talk a little bit. The long term financial strategy. We are at time, basically. So I'm going to let Karen talk for a couple of minutes, and then we are going to end this zoom session. And then, if you all have, follow up questions about how our department is structured, our funding, how that is, you know, allocated, how that works. You are welcome to follow up with me individually

[118:26] what I'm gonna use. Hi, everyone. I'm Karen Steiner. Can you hear me? Okay. Feel, like. Are you able to hear me? Are you able to hear me now?

[119:13] Something I'd really like for for you all to have on your radar. You know, it's really rooted in the sustainability of the city, the equity of of how we deploy our resources, our resilience as a city, and I am going to need to figure out how to advance my screen, because I just let's see I lost it. Hmm! One second. Here we go. We are going to be talking with council, and Chris Hagelin, that's already given you all on to have this presentation about a transportation maintenance fee that might start to help us chip away at you know, some of those sales tax dollars that are not going to be dedicated to the Department any longer in the next few years. And and just as we, you know whether some of the financial uncertainty over the next few years.

[120:07] So I won't cover that, since you've already had a briefing on that from Staff, but just wanted to make sure that this has been a long and winding road for your awareness. A lot of work has gone into this over the last decade involvement from previous tab members and a number of community members. So this is something we'll be talking about later this year with Council. And here's some of our priority work plan projects. So these are projects with a capital P. They are an effort that has a discrete end, date or beginning date, you know. Like, think of it as like a project you could put on a on a gantt chart. So obviously, the can projects are our top of list implementing our safe streets and roads for all Grant money that we were awarded. you know, really looking at the safety and maintenance of our airport, doing some key actions there, unleaded aviation fuel, exploring how we might start to partner with the State, to maybe bring unleaded aviation fuel to the airport

[121:11] media improvements along Broadway, implementing our vision, 0 action, plan and street light, separation and conversion something that's been a big focus for us this year, converting all of the street lights that were recently acquired by the city to led also that transportation funding that I just mentioned, and the Amps study and implementation which you've already heard the on street and off street parking, and soon you will hear more on the Tdm ordinance. That's part of that three-legged stool. We also have core focus areas, even though they don't sound like projects or have discrete end dates and start dates. We are always focused on these things, and this is a huge bulk of the department staff's time is pavement management, the mobility enhancements that we couple with those core maintenance and operations.

[122:00] our vision 0 commitment every day in the work that we do. Our employee. Satisfaction, retention and recruitment is something we actively work on inside the department. you know, work around equity that we are doing as a department that all city departments are doing. That's that's something that staff are working on behind the scenes as well. Continuing our our council priority work on the can. Our major cip projects implementing those you know, folks are out on construction sites, overseeing contractors. That's like a lot of the work folks are doing every day that you don't see at tap, airport safety and operations and asset management asset management a big focus. We started to look at that this year, and you'll be hearing more about that next year. We've got a ton of major construction projects that I mentioned. We're looking at our 1st year of our new snow and ice response program. More information is coming on that later this this summer and our departmental equity plan.

[123:01] So we are at the wrap up. We're going to end the zoom session in just a couple of minutes. One thing that Tila mentioned is the tap handbook. This is kind of like a rules of procedure. Document last tab retreat. There was discussion that that might be something Tab would like to officially adopt and sign. And the thing is written and drafted, and probably doesn't need a whole lot of updating. So that's something that this board can consider working on over the next year together. You don't have to decide today. That would be kind of to have more specificity and more guidance for you as tab members than just Robert rules of order, and also be something really useful for new members when they come on board. So that's something that you all can take up, maybe under matters from the board to discuss together. And does anyone have any closing thoughts or remaining questions so to be clear that the Tab handbook is something new. It is something that has been long drafted long ago, and the last tab retreat you all had you decided that? Yeah, you'd like to explore adopting that. And then I think it just kind of fell to the wayside. Okay, so we need to bring it up during this.

[124:12] Okay? Great. Well, if we are finished I will move or. I, or emotion to adjourn this meeting, no pleasure to adjourn. Is there a second? None, all in favor? Raise your hand, say aye. Bye. Bye, all right, unanimous. Please. Where does he row in? We voted to adjourn the meeting. Thank you all for joining us today.