I'll have to watch this.

I like your blazer, that's cute.

Thank you.

Is it denim?

Oh no, it's not.

Okay.

As I get closer, I can see.

Yeah, that's really really good.

I kind of think you're like it.

Shades of blue.

And there's a million different ones.

Yeah, yeah.

Well, actually, that's a good idea.

Oh, yes.

I'll sit back one more.

I know you're calling you in the right after.

Well, I put it there, like a microphone.

I'm all right.

How about you?

Some of us have things to do after this.

Oh, yeah, mine's on the right.

There we go.

I did.

Yeah.

Oh goodness.

If I can't see it, I should do it.

That's a question.

Oh, yeah.

Lots of lots of questions.

Good morning, Debbie.

Good morning, how are you doing?

I'm good.

How are you?

So, what do you think so far you've been in here?

What five months?

Well, I think this is crazy.

He does.

Yeah, he's about it.

But I'm like, welcome to my life.

Like I supported you through all the things, not if it's my turn.

Yeah, well, he's um recently out there.

He stays busy all the time.

So he's after the legislation closes down and I still go and he's like, Wait.

Always ready, always the house this morning gets up.

He likes that the kitchen was like somebody else's kitchen notes.

Like, yeah, it's yours.

Yeah, yeah.

Fun fact, it isn't mine, of course.

Like I always told my daughters, if I die, just check on your dad and come over and have to take one comments because he's gonna style everything.

Oh I'm just pretty OCD about also.

So I guess what's going on.

She's not gonna have to see the library.

I know.

And then you it's winning.

Good morning.

We're gonna uh call the meeting to order and uh we're gonna open with the invocation and the pledge, and so if you would stand.

Lord God, we just uh thank you for the day, and we thank you for the opportunity to serve and work in this uh great city of Napa.

We pray, Lord, for presentations this morning for wisdom.

We pray for wisdom as we deliberate in weeks ahead on the financial picture of the city.

We pray God that you would contain to guide and direct and have your hand and covering over this city.

We give you the praise and the honor, and we thank you for all the blessings in Jesus' name.

Amen.

I pledge allegiance to the flag of the United States of America and to the Republic for which it stands.

One nation under God, indivisible with liberty and justice for all clerk will call the roll.

Scog here.

Bills Reynolds here, Rodriguez.

Here.

Victor, erfree Griffin.

Okay, five present.

Thank you.

So this morning we uh are into the public uh uh development services side.

And so uh Mark, you're starting us off, and we are sure appreciate it.

Well, good morning, counsel, president and counselors.

Mark Stoyer, Senior Director of Development Services here this morning with staff to provide our annual update.

So whether it's to pull a permit for a new water heater, a room addition, a master plan community subdivision, or a CUP intended improvement for a new restaurant.

Through all of this, development services strives to provide thoughtful and efficient short and long-term planning and ongoing project review to ensure consistency with the comprehensive plan, zoning ordinance, building codes, and engineering and construction standards, and all while providing superior customer service.

And this is accomplished by providing a one-stop shop, which includes planning and zoning, development engineering, building safety, and finally code compliance, which supports a high quality of life by ensuring the built environment follows our local codes and ordinances.

These interconnected functions are overseen by administration, uh senior director, and one executive assistant.

Just want to make a note here that fiscal 20 year 2026 was our inaugural year for development development services under the current organization, and we were able to identify and correct some operational inefficiencies leading to an overall budget savings for the upcoming fiscal year, and we are not proposing any new positions at this time.

I'm talking about the budget just for administration uh at this time, but as you're gonna see in a moment, we actually had an overall savings for the entire development services, which includes all functions for fiscal year 2027.

Hold it.

We gotta we gotta have a reminder.

You said you're saving money.

We are we do have a budget savings over last year.

Excellent.

Thank you.

I'm not sure if we've heard that yet uh this year.

This is great.

Thank you, Mark.

Had to pause there.

For administration, we have a goal of targeting customer service, and this is a metric which is based on happy or not.

Happy or not is a kiosk application which stands in the first floor lobby of the NAMPA Development Services Center, and ask customers to provide feedback by hitting a happy or angry button on a screen if desired.

A customer can also leave uh comments if they wish.

I successfully used this feedback tool uh prior to coming to the city of Napa.

I thought we'd give it a try here.

Simple, easy to use, doesn't require a website or using a phone app or physically filling out a card.

You just quickly hit a hit a button and you walk out.

So as expected, we have collected a lot of data on our customer service for fiscal year 2026.

We set a goal of 70 percent for very happy responses.

That's the best rating, the green happy face there, and are currently at 84 percent for the fiscal year based on over 200 responses.

Um this is a great tool, which I believe, even its presence in the lobby has improved quality service of customer service because people staff they know it's there uh and they're and they're being rated.

Uh budget for the lease of the kiosk, the application in the iCloud store and the cloud storage is less than two thousand dollars a year.

So not only is it a beneficial tool for customer service uh uh metric, but also economical as well.

So uh before I hand it over to the other directors, I wanted to kind of give a high level uh review of the development trends going on in the valley.

Um on the left there is information for Canyon County.

We get this from the Snake River Valley Building Contractors Association, at which John Nielsen and myself are quite active in.

Um so just a few numbers to share.

New single family residences.

So this is uh building, this is new construction, new homes, sales prices actually increased for March of 2026 at 10,000 over last March.

Uh also construction sales are also up from the same time last year.

Uh single family resident inventory slightly up, pending sales are uh are slightly uh are slightly down.

That's kind of a look ahead in the next two months or so.

But what we're seeing here is a continued path to steady growth in Canyon County, and this is reflected in NAMPAS data as well.

Uh in building and safety number of plan reviews received is on pace with 2025.

Total permits issued to date, outpacing 2025 and total permit revenue is also ahead of uh of last March of 2025 as well.

Planning and zoning, we're seeing the same thing.

Total planning applications remaining steady, and this is over the the last several years, and Rodney will share a little about this in a moment.

Number of acres annexed is also increased.

We think the main reason for this is because of master plan communities, though, which have a longer build-out stage than a typical subdivision.

Home ownership has increased significantly over the past 10 years as well, and this is the ratio of people who own homes compared to the people that rent.

So again, steady to moderate growth despite geopolitical issues, rising gas prices, and oil and fears in the economy.

Maybe it's a lower interest rates, but we expect this trend to continue into next fiscal year.

So I'll hand it off now to Rodney for planning and zoning.

Mark, thank you.

Thank you.

Morning, Rodney.

Good morning.

All right.

So here's here's my team.

Uh Doug Critchfield is not shown on here, but um got Doug Critchfield and then two others that we're trying to fill the positions for.

So I just wanted to highlight our vision.

This is no different than last year, but it really does guide what we do as uh planning and zoning department.

The wise use of land through a lawful, transparent, consistent, impartial, thorough, and efficient planning and zoning entitlement process.

I know there's a lot of words in there, but each of those truly are what drives us and makes kind of motivates us to do our job in a certain way.

Um the last one is the mission to ensure growth and standards establish a safe, vibrant, and economically sustainable community.

That's our mission.

So here's our org chart.

Um, as you can see, the um we have a connection to a couple of individuals or positions in the building department.

Uh that's about 30 percent of their time that they dedicate to um to helping us with enforcement of our zoning code when it comes to building structures.

So if there's a duplex or a triplex being built or had been built that was not permitted, then that's that's what they do.

They go out and work with those individuals to bring it back into compliance.

So um those two are not a direct um uh direct report to me um financially, but 30 percent of their time is dedicated to that.

Um, and then we have the senior planner under the long-range planning on the left side that hasn't been uh that's we're we're trying to fill right now.

We've got an applicant who is committed, and so we're really hopeful there, and then the assistant planner we're trying to fill right now as well.

So here are our 2026 goals.

Uh first review of initial application completed within seven days or less for 85% of the applications, and we hit that.

Uh 99% of our applications are processed within seven days of of completion, meaning they submitted all the documents we need to process.

And then the second one is schedule first public hearing within 90 days or less.

Um that one's we met the goal, but um we just barely met that goal.

And that there's a lot of reasons for that.

Um, sometimes when we process the application, and we need uh additional information from the applicant.

Uh, it'll take them a little while longer before we can schedule that on the calendar.

Or if you have a lot of applications before you and your schedule is and the planning and zoning commission's schedule is really full, then um that just pushes those dates out just a little bit.

We are meeting that date, but I'm hopeful to make it a little even better this next year.

And then the department goals, uh these are just for our own personal things, they're not real hard to measure these things, but um we we think about these on a regular basis in our department.

Uh so recent achievements.

Nampa hosted the 2025 American Planning Association Idaho annual conference right here.

Some of our um classes were in this very room.

And that I think that's the first ever that I know of that we've ever done that, and it was a great opportunity to showcase NAMPA and what we're doing in NAMPA.

We won two prestigious uh 25 2025 APA Idaho awards uh for plans that we've done, including the the downtown plan, and then uh the public engagement award.

We also adopted the city's first form-based code for downtown this year.

Um we conducted the most thorough public outreach we've ever done for updating the comprehensive plan.

We know public involvement is critical at this time, and so we did um the best we could.

Um this most significant outreach we've ever done.

Uh we completed phase one and phase two of the NAMPA 2050 comprehensive plan update, or at least we began the the second phase.

We're in the middle of that.

And then we um had two master plan communities, East Canyon and District 16 to start implementing the specific area plans that you have adopted.

And then finally, we started the airport specific area plan, and that's ongoing right now.

So um I I was gonna present some a lot of data to you, but I just did that for our annual report, so I kind of direct you back to that.

But um our annual report, just a reminder, we covered a lot of population demographics.

Um we covered topics about housing, and we covered uh applications.

And as you can see here, our applications have remained pretty steady for for many years now, uh, the number of applications.

So priorities in 2027, this this coming uh fiscal year.

We want to complete the comprehensive plan uh adoption, um, spring or summer of 2027, and then uh code amendment for idle change idle code changes.

Uh so the legislature adopted some housing uh code changes that we have to implement into our code, and so we're working on those right now.

Uh those are related to ADUs and starter home subdivisions, and I provided some of the information about that to you.

Um standard operating procedures.

Uh we I've heard from others that they weren't too pleased to do these standard operating procedures.

Um it's not the funnest thing to do.

Um, but for us, it was actually really helpful.

We have so many procedures and processes that it was just really good to go through that process and and make sure that we understood here's the next step for every procedure we do.

So we we actually want to expand that and do more of these uh this this next year.

Um that helps us for the general public who wants to know the process, but it also helps us if somebody leaves our department, um, then we can hand over those SLPs and say, here's what you do.

Um so that's been that's been really helpful.

Um and then finally the public dashboard for units approved but not constructed.

That's been a common request by the council, and we would like to work with um with the building department and GIS um to just get that information readily available.

Yeah, I believe from the council.

Yeah.

Yeah.

Yeah.

Totally agree.

Yeah.

And we think we have a solution uh using a Tyler tool that um can just tie into our system already.

Um right now it's kind of this manual uh effort to give any numbers for this, but uh we're hoping that that will help us.

Yes.

Um Rodney, wouldn't it be easy just to go to the city utilities and see which new customers started within the last year?

Um to find that information you're looking for.

So I I can't speak for them, but I I believe that when Alpha's back there, she can answer that.

You have to come.

Yeah, that would think I'd give us an idea as to how many new residences that have come into town.

The process, so it's dependent on the the builder.

So they could pay for the hookup fees, but it might take a while before they're ready for the meter to be installed.

So I it's all on whatever information we want to get, but we can.

We can track the meter sets we do, and we can get that information, but you can have somebody who would pay the hookup fee, but not necessarily be connected yet.

I see.

I think it'll be helpful if we get it from the building services side.

Yeah, have a backup report for as you know, actual connections, but the overall building services is by having the stats on a regular basis of what's happening and physical uh number of lots, where in the city uh together with the utility billing side.

Yeah, we the two the two meshed would really be helpful candidly.

And it really gives us where things are at.

So I think that it'd be well.

It also may help us uh with finance and others uh dealing with the legislative side of life that uh you know wants to continue to penalize cities for for growing and that so thank you council.

I I think um what I'll do is when I work with John, we'll come up with the data.

Um we'll use Tyler to come up with the data, and then we'll we'll check that data against the utility billing and and just confirm that that's a probably a good way to handle that.

That'd be great.

Thank you.

Okay, and then budget proposal summary.

Um pretty pretty simple here.

We're not requesting any additional staff, just needing to fill the current positions we have.

Um contractual services is uh down 107,200 uh application revenue.

Um we projected an increase actual to date uh for 2026 is 177,000.

So we're already over at this point of 2026, we're already over that estimate for 2027.

However, going back to something that Mark uh told you, we we believe that those large master plan applications were uh um you know that that happened this last year, and so we were not gonna see a ton of annexations because a lot of them are already annexed.

So that's the anticipation, and that's why I kept it at 170 instead of going higher than that.

Well, there's a point of where we we hit the saturation side, right?

Yeah, our boundary is only so large, and the market is only gonna take up so much.

That's uh even if they've gotten projects approved like you guys are showing.

Uh for those to physically get built out is still five to seven years.

Takes some time in a good market.

Yeah, and so uh we should be seeing what you're projecting, which I appreciate.

So you guys are on track.

And then total budget decrease was 330,000 dollars um overall.

What savings?

I was gonna say we're just gonna hold it.

Hey, wow.

And Sebastian missed it.

I hope we've listening one of these moments.

Okay.

Savings.

All right, we finally got some action from Mr.

Griffin.

Thank you.

Any questions for me?

Not after that, no.

All right, great.

I was I was afraid everybody was starting to take a slight respite there.

So morning, uh, council president, counsel Daniel Badger, city engineer.

Um, so for the development engineering uh department, um, this is our uh staff photo.

I'm missing about three people.

Um, you know, inspectors don't always like to be here, so they took some vacation just because I wanted to get a picture.

Um but uh so our vision and our mission, um, we really are a support uh group for the various departments for the city and development services, providing technical expertise, inspection, and um line locate services to the citizens.

Um our goal uh and mission really is to provide um that exist to maintain those levels of service that we have during this time of growth and provide great timely customer service to our citizens.

Um we've seen an uptick in in calls to engineering uh due to the fiber optic providers and the the work that's happening there.

Um and so we've we've got a right-of-way technician that we're we're working on bringing a second one in to help with that.

Um that's in the existing budget, so we're just filling that position now for our organizational chart.

Uh there are 11 positions um in development engineering, um, and the only one vacant currently is that second right-of-way tech that we're we're working on filling right now.

Um so our two 26 goals.

Um I and I realized as I was reading this, um, complete engineering, it should be initial reviews of commercial permits within 20 days.

Um, we're doing really well on that one.

Of when things are going to be closed and that recent achievements.

And we don't haven't seen a huge uptick in those types of things, though we have seen some uptic in the strikes just because of the amount of uh boring in that that's been happening.

So 27 priorities.

Um both we've uh revolve around updating of fees.

Um so we will be uh we are we're collecting data this year and we'll be planning to do an update to our development inspection fees um for next year as well as our right-of-way permit fees.

Uh so those are kind of our priorities for FY27.

Council President Have you have a question on this?

Um the fees are are are the fees related to impact fees?

Do the impact fees have to be increased first before the these fees are specific to staff time for the service that's provided, whether it's the development inspection fees where we're looking at the water sewer roads, whatever uh physical infrastructure we're inspecting, and the right-of-way permit fees is the permit processing fees and inspection of of that side of things.

Um so they are not related to the impact fees for these two.

Okay, follow-up, sir.

Um so does the inspection fees stay within your department or does it go to finance and then finance delivers back to you?

So they they go into our revenue fund um and are used to offset the staff time for for that.

Okay, thank you.

President.

Yes.

Daniel, can you tell us what the tickets the tickets year to date is on this?

Does that mean people hooking up?

Um so the the those are line locate tickets.

So anytime somebody digs, they have to call 811 and that generates a ticket for our locators to go and locate our underground facilities in that area.

Um and so anytime somebody's digging in the road, digging in their backyard, doing anything like that, they're supposed to call dig line and um you know, from putting in a fence to I need to put in a new water line, anything like that, um, those are what those tickets are.

Fantastic.

Thank you.

Council President.

Yes.

Daniel, I wonder if anybody's ever thought about uh lobbying the legislature about uh having a fee for line location.

We're always talking about growth paying for growth, and that's a I call 811 all the time, and it's a free service.

Um, but you know, if we're digging a sewer or water or something, it's certainly something we could add in there to the bid on the project.

Um, but it's not it's not free to somebody, and in this case, uh growth isn't paying for growth because the city's paying for all these tickets and uh staffing and cars and gas and all that.

So I'm just curious if anybody ever thought about lobbying for that.

If we could have a nominal fee, uh even if it was 40 dollars um per location, because sometimes, and I've seen it myself, the contractors are irresponsible and they they get them located and they mess around, don't start for a couple weeks, and they call again and again and again, and um that's it's just adding to the cost of growth.

So that's I I have not thought about that.

My my first blush um thoughts the the challenge I think we would have there is if if there's a fee associated with that, um I think we may end up with less people calling.

And uh you know, the goal of the damage prevention um ordinant or statute is to prevent damage to the our existing underground facilities, and I think the cost of what we do for locates um if if we if we implement if the state implemented a fee um that may reduce the number of calls we receive because there will be contractors that would be uh I don't want to bother with that, I don't want to pay that fee.

Um obviously there'd be have to be some enforcement there, and so there's probably a balance there of what that fee might be versus um something else, and then obviously um on the contracting side of things that that's probably something that could be absorbed easier than say on a on a resident that's calling in because they're putting in a fence or something like that.

There may be some consideration.

And then it's on the contractor slash homeowner developers back and not the taxpayers back to cover this.

But uh the first time they pay for a broken fiber or uh water main or sewer main and they didn't call.

Yep.

Yeah, most of them are gonna be out of business or uh their insurance company's gonna drop them.

So yeah.

I I think it's the second and third trips because they don't get out there when they say and have to do twice, three times.

That's when I would think it would be respectful to have a an additional fee.

Yeah, I think the initial one I think is uh good for us to have the utilities located.

We want people calling, we want that side of life happening.

Um I'm back there in three days, six days, you know, because we didn't get out when we said we were, and it rained and the markings are faded.

Yeah.

Um that that's when I think the contracting community should step up.

Some call in too early, knowing they can call again.

They just get it done initially, and then when they get out there and it's faded, then they're calling again.

Been my observation.

Yeah, that's certainly something we can explore.

Uh we can probably talk to the damage prevention board and and see how I would likely have them try to take the lead on something like that, um, or we could talk to our local legislators.

Council president.

Yes.

Um, in my experience with uh with you, it used to be called USA ground alert.

That's a federal mandate, and I know that in that legislation it's mandatory that it's free of charge.

So that we would have to actually override federal mandate.

Well, I understand on the initial, it's it's the redo redo that I feel like is possibly worthy or ability to implement, not the first time through.

Um but it's also could be more hassle than it's worth to implement, but um and the the life our locators are um allocated out to um the the utilities so the enterprise funds that's where our allocation for our line locators go, they don't they don't get allocated from general fund tax dollars either.

They don't they don't get allocated from general fund tax dollars either.

Yeah, it's okay.

Good.

Just um so uh the budget proposal summary, uh we are not requesting any additional staff in FY27.

Uh we do have two vehicle replacements, uh two uh F 150s, uh one's a 2006, one to 2007.

Uh we're replacing those with uh smaller SUVs at a little lower cost.

Um and then we do have a plotter replacement um that um we are splitting with GIS building and then development engineering.

Uh the I don't remember how old the plotter is, Craig.

It's it's old.

Yeah.

So um that that's a need there.

Uh revenue side of things, uh, you can see our revenues uh dating back to 24 here.

Um we're sitting on track uh to be around uh 315,000 in revenue, uh, which is um more than we budgeted for this year uh slightly.

Uh we did bring that budgeted amount down a little bit for 27, just um in anticipation that we may see some um slowing there, just you know, moderate, not not anything significant.

Um from the total budget standpoint uh differential, uh we're sitting right right around 100,000 less um in this budget cycle than than the current council president.

Yes.

Daniel, I like these numbers.

26 was 1.3, I'll say 1.4, and now 27 is 1.3, I'll say.

But from a budget standpoint.

Um isn't that shouldn't we just keep maintained so in case down the road we'll have a fund balance?

Other way this way shows that we're not.

Is that kind of funding we should be doing, Doug?

I'm not sure I understand.

Well, engineering is a little different.

Engineering doesn't necessarily have well, I use the term engineering loosely because it we we we reshuffled the deck last year.

Development engineering.

Yeah.

Um so we we typically, if you're talking about budgetary authority giving it up, uh what we're trying to do, and we have Benisha, we get a little better at this, is make sure the budget aligns with our actual needs.

And then we look at the actual needs and see are the actual needs sufficient to meet the job.

And we try and tie them up.

So if if the budgetary needs go down, then by all means let's pull that down and not use the the budgetary authority and put it where it needs to be used.

But um each department is diff is different on that.

And I don't know if I answered your question specifically, and if not, I can get together with you.

But no, I you're talking about the budgetary needs when I'm talking budget budgetary.

So engineering or or reserve funds.

So development engineering, we uh we are generally other than our revenues um from inspection fees and stuff that come in, the the remainder of our stuff is allocated out other to other departments a lot to the public works departments because we're doing reviews for their uh facilities.

Um if we are allocating less to them, they have more money to do other things.

So that that budget capacity I don't think would um be reduced necessarily, it would just be used in a different area.

It should distribute differently.

Yeah.

And for Daniel's position and functions, they don't by and of themselves have a fund balance.

They are dependent upon other funds for their balances.

Okay, that's what I that's what I was wondering.

Thank you.

All right.

Questions?

Yes, sir.

Daniel, I have a question on the plotter.

Are you leasing that or are you gonna buy them?

No, it's a it's a purchase.

Um we've we've had we've had two plotters for a number of years.

We've gone down to to a single plotter, and it's time for that to be replaced, and we purchase and like I say, we we keep them till they're they're no longer useful um rather than a lease.

Yeah, I've I've owned several of them over the years, and they're terrible to maintain.

So the last one, the last one I leased because they maintain it now.

Yeah.

And and that's we we've we've had good success with the plotters we've had.

It's this one is just aging to the point where maintenance is becoming a problem that that it's difficult for them to get the parts and stuff that they need to maintain it.

Um, and so that's why we need a new one.

Thanks.

So question the interface of the placement lines, the ones that are aging that we need to replace.

Is that coming under water department?

Is that involved engineering?

So where is that?

So, council president, that used to be fall under the city engineer and the projects groups that fell under me with the reorganization that happened last year.

Um, the city engineer is now over just the development side of um engineering.

That the third of that, my old group, uh, the projects group now fall under the director of transportation and director of water, and so those replacement line um maintenance things fall under the public works admin and director of transportation and director of water who are coming in a future workshop.

Right.

Yep.

Okay, thanks for the clarification.

Daniel, thank you.

Good morning, Council President, council members.

I'm sitting here trying to figure out which eyeballs to put on.

So you're gonna be blurry for a little bit so I can see my notes.

But uh John Nielsen, director of building safety.

Um, Jeff doesn't like to be pointed out, but he is here today.

So Jeff, you need to wave your arm, we occasionally just see you, but you know.

So as you can see, here's our mission statement and vision, and to keep it kind of short, the short version.

Our mission is to safeguard public health, safety, and welfare against construction related hazards, and we do that with a commitment to excellence, integrity, and great customer service.

So there's three ways we accomplish this mission.

We do plan reviews, we issue permits, and we do inspections.

Some of this material you're gonna just showed you like six, eight weeks ago.

But here's our plan review for fiscal year.

Right now we're averaging about 32 plan reviews a day.

So we got a team of five, six counting the supervisor.

Um, we're keeping up this growth, we're staying steady, which is good because you know, we just want to put along without being too buried, but then again, not have anything to do.

So here's our permits um issued.

If you add all those up for fiscal year 26, we're sitting at 5,912.

Um, we're issuing about 41 permits a day.

When it comes to inspections, we average about 175 a day.

That's all trades, building electrical, plumbing, mechanical.

Um, so each inspector averages about 16 inspections a day.

So here's the building safety team.

I spent money on this photo, just a couple thousand, we're good, but say that again.

No, I will I would council president.

I won't say that again.

AI, AI helped me out on this picture.

I didn't, but as you can't paper, I didn't hear you.

Sorry.

But as you can see, um building has 28 full-time positions, um seven permit texts, 11 inspectors, five plans examiners, those include the supervisors, then of course our building um official and assistant, our code compliance coordinator position that we shared with Rodney.

Um that got posted Monday, and then of course, my senior admin.

So here's the org chart, but I want to take a minute and let you know how much I appreciate my team.

They don't get a lot of credit, you know, they do a lot of work.

We're the we're the point when everything comes in for permits and inspections and everything.

So especially, you know, the permit text are there.

They see it from the beginning to the end when I give you permit numbers, uh, application numbers.

They're touching all this paperwork, you know, two, three, four times, depending on um resubmittals and everything else.

But I do appreciate what everybody does in the building team, and I just wanted to let you guys know that too.

So here's the org chart for this year.

Um, as I mentioned, all my positions are full except for the building code coordinator position.

Um last year we had six empty positions.

I dissolved four.

So later on, you'll see how that kind of messed up one of my goals because I actually saved too much money and things didn't match.

So here's our FY26.

We saved a lot of money.

Appreciate that.

So here's our FY26 goals.

Um we wanted to do 95% of process applications in one day.

We're meeting that goal.

Um, in 27, we're gonna try to hit 99%.

The budget forecast, that's where don't look at the numbers.

I'm way off of there.

I'm more like 60% just because what's budgeted, and then with the cuts.

And on the survey, I'm proud to say that we got a 3.47 this past survey.

So we're trending in the right direction there.

With our recent achievements, we do 10 day turnaround on all plan reviews.

Um I promised Jeff and the plans examiners I wouldn't announce it, but here I am announcing it.

So we've really cleaned that up, or not clean it up, but you know, we went from 40 and 20 days, everything's 10 days now.

Um, we've kept all plan reviews in house.

I don't those of you been on council for a while may remember the year before I got here, building spent about 450,000 outsourcing their plan reviews.

We brought solar reviews in.

We haven't sent anything out this year.

Um, streamlined citizens self service portal.

Xandra and I worked with Doug and Adria with IT, and that's just a project to kind of clean up what the customers see when they come into our portal, get rid of some things that wasn't necessary, make buttons a little easier to find.

So we worked on that, and then we added a survey there on the front page, trying to get feedback of what we could do web page wise to make things easier to um follow and you know, make that service better.

And then we're currently, I say implementing the Citizen Connect software, and that was kind of alluded to when Rodney was up here.

What we'll be able to do is on the web page any permits polled, we'll get um code compliance tied in.

You'll be able to go click on the link, you'll see the whole city, and if you like to know what your neighbors do and you see their building, you'll be able to click on their address, it'll list everything, even the sample we saw will list that there's an electrical inspection um called in for that day.

So we're in the process of implementing that.

It's a Tyler product, so um, not sure where we're at on it.

I know Adria and them were working on it, so hopefully that comes online in the next month or two.

So our 27 priorities.

Um, I want to maintain our current timelines.

Certificates of occupancy.

I know you guys got an email from me saying, hold on, I'm gonna start knocking on some doors here.

It's actually working pretty good.

We put stickers um on places where there's no certificates of occupancy.

People move in, they you know, one business moves out, another moves in.

Sometimes it's simple, sometimes it's not.

You take uh, you know, bookstore and turn it into a salon.

There's a lot more code, you know, mechanical stuff that's got to go in there and stuff, but you know, we're trying to keep up on that.

So we want to work on education and compliance with that.

And um, Sean's been doing a good job on the specific project that I sent you guys an email to a quick recommendation is uh because this goes back a lot of years ago when we owned different buildings and had tenants, etc.

And tenant move out, tenant move in.

We often heard from fire uh upset that they didn't get called to reinspect, so it's not a widely known on some of those deals, smaller landlords, larger groups, they're they're much more in tune.

Um possible suggestion is a letter out to some of the commercial brokerage firms and a reminder and request, maybe not request, but an asking for their involvement when they get a new tenant put in to keep in mind that uh building and fire needs to do a quick inspection and know who's occupying those commercial spaces, industrial spaces.

I don't know if we have that type of communication going out or not, but um we need to involve the commercial brokerage community educate.

So thank you, Council President.

We'll we'll take you and just uh kind of reiterate on that too a little bit.

We're not just rolling in there and slapping stickers in this instance.

We talked to as many people as we could before we did it, and I finally got fed up with and I'm like they're shining it's on, but we do send out letters.

Sometimes the um companies that manage the building, you know, in this instance, we didn't get any response from them, but they they get all the same information that the tenants get now and we send it out.

So we will streamline it and get a little better and do um the education side of it also, because it is you know, they come in, they hear they don't need a business license, which in my opinion that would just be an adding another layer.

So I'm good with the certificate of occupancy side.

Um, so work on getting that word out to everybody.

Yeah, that'd be good.

And there's some they don't want to comply regardless of life, yeah.

True, or easy process.

So that's where you gotta be tough.

Yep.

Council President, yes.

John, um, I think probably before you got here, uh, we had had a discussion about uh abandoned building inspection.

I don't know as we ever got anywhere with that, but um well, I think the building we were talking about at the time was the old Kmart store.

Uh and it sat for years.

We didn't know if it had any fire protection active or inspections or anything, and it was a concern for life safety, and some of the the buildings downtown are kind of the same way.

I'm wondering if uh we have done any more work on that or can because one of the things I remember suggesting at the time was that we uh had an inspection process when they were moving out of the building that we could we would say we go in and is your fire sprinkler's getting annual inspection, you know, are you leaving the water shut off?

Is the building blown out?

What what's however it's left on a checklist?

That way we're not stuck with uh life safety issue of either people breaking the windows and moving into it or fire or whatever.

Council president, councilman Reynolds.

There's a fine line there between you know personal property rights and then us going in.

So you know, we can't as even though you know we're in building inspectors and everything, we can't go in without a permit or being invited, you know.

So we do the best we can with the vacant building, you know.

But I know specifically the one building downtown, and you know if the owners aren't gonna let us in, there's not a lot we can do, you know, from the building code side.

So we do try to do what we can.

Um, you know, we go with the police and or fire space specifically, they work with us a lot on you got some hands, Robin.

You get some help.

Uh yes, and let's see if this works.

Okay.

Um, just on the it was prior to John being there, um, being here.

So on that vacant building code, just as a reminder, we worked with our prior legal to try to find some teeth and vacant buildings, and we by state statute, there was not much we could do.

The fine, we couldn't make it enough to be able to help people decide that they want to have the buildings not be vacant, meet the say the code standards.

So unfortunately, we were kind of hamstrung by the state statute on that and what we could do as fines.

So, just as a reminder, that's kind of where that landed.

Thank you for the refresher.

I appreciate it.

I know we talked about it, but it's been a long time ago.

Thank you, Robin.

Council President, at least two months, right?

Councilman Realms, at least, yeah.

Councilman Rodriguez.

Thank you, sir.

Um, so which brings up to mind, maybe I'm uh I'm ahead of the game here, but what I was re-thinking about was this when you have a uh uh code compliance or in compliance um building, then I was gonna see, and this is completely new for council, was that if you could if we could assign a new employee to code compliance department, that would close the gap for their direction and help.

Now, Ken, you haven't heard just yet.

So it would kind of help you both to have one person doing what you can't do, and he can't.

What do you what do you think?

I'm just throwing it out there.

Council council president, uh, councilman Rodriguez.

We do work together with code.

Um, but again, you know, we he might get called on, say a hoarding issue or something, and then you know, so he's dealing with the outside.

If we get in, depending on abandon abandonment or something, the police um have access, and we can get in check the building, and we determine that it's not livable, you know, then we take that side of it.

So we do work with Kent and his team on it.

Um, you know, and then Rodney we work with him because you know, somebody takes a residential home and builds six apartments in it, and you know, and we don't know about it, they don't know, and then it comes out, so it's like, well, this isn't zoned right, it's not built right, you know, they got the kids and dogs running all over the yard.

So, you know, that's one of the things too that putting everybody under the same roof is really helped out with, and so how many people he needs, I leave it up to Kent.

He's gonna come up here in a minute.

So um, but if I can real quick on the building code compliance coordinator, I wanted to change that position a little bit because previously it was more admin, and I want to bring Sean, my assistant building official in to help Jeff out more on the day-to-day building stuff, and then have this new person be more versed in building codes, you know, they'll still work with P and Z and everybody, but they'll the one be the ones doing the legwork going out there and checking on these more than Sean, and then everybody will um, you know, Sean will be there to assist and everybody else.

So when you see it kind of come out when we get somebody hired, that's my vision of it.

Council president, yes.

But selfishly, Sean does such a good job, you know, he doesn't deserve a promotion because we don't want to lose him over here.

We can have lunch councilman and talk about what Sean's thoughts on always being the bad guy.

Yeah, I know he does a fantastic job.

He does, and I understand why you would want him in there.

Um, but uh yeah, he just he's great at what he does, so we appreciate that.

He is, and we do appreciate it.

Um public outreach, you know, we'd like to get more involved in that.

Um workshops, uh give or take that one, but you know, like to get a little more social media messaging out there on the building side of things.

A quick uh summary here, our year-to-date revenue, permit revenues, uh four million, yeah, four million total project value 239.

Again, we're trending in the right direction.

Uh breakdown of how it is.

If you have constituents that complain about all the residential stuff coming in, you can tell them only 41% of it's residential.

It's you know, a little a little misleading because multi-families technically commercial in the building world, and you see there, they're um another seven percent, so just under 50 percent.

Uh no, but that's candidly from a real estate developer point of view.

The that pie chart is a healthy uh good uh pie chart for this city to have 50 percent or greater is in the uh commercial um side of life is healthy for us uh as a city.

So that's great.

That that's appreciate that piece of information.

And so the next slide here is just kind of breaking down the single family dwelling or residential permits, and you can see that about 92 to 94 percent of all residential permits are actually single family dwellings and not the additions and ADUs and everything, council president question so uh I let's talk about solar for a minute.

Uh do you still uh reach out to a company in Salt Lake City to do the solar inspections and direction, or do we can if if you do, can we do that in internal?

Council President, Councilman Rodriguez, we do that in-house now.

Oh, okay.

So last year um we hired two new electrical inspectors, one to help with the workload, but two um specifically to have one do solar plan reviews.

So they do the reviews and they do the inspections.

How much did you save by doing that?

Do you remember?

Um I think the previous year we had spent around 250,000.

So you know, it was been reducing, but again, that was one of our goals is to get it all in-house and quit sending money out of town.

That's great, thank you.

Um, just a quick summary of our total permit revenue.

Uh six, eight weeks ago when I showed you this last time, we were about 2.4 million for this year.

So it's still coming in.

People are still building, everybody's living large.

Um, the budget proposal for 27, no increased operations, no FTEs.

Um, my one ask is for three vehicles that's at the 10 year cycle, um, according to fleet, get rid of those three tracks, um, get something better in here.

And then, of course, the 5,000 for the plotter.

So, but unfortunately, I only cut about 70,000 out of this year's operation.

So, I apologize for not doing as well as the last couple years.

And with that, oh, I didn't leave any questions, so thank you.

Council President, I do have a question.

One more question, John.

What is a plotter?

I have you two know what it is, but I have no idea what it is.

Printer.

It's a big printer for plans.

We didn't know, we had to look at how you got it with a guy looking here plotted.

24 by 30 seconds.

Oh, I see.

I see.

I don't use it myself, councilman, but we you know, support engineering.

Okay, thank you.

Uh council president.

Yeah, just a comment and then uh John he he touched on this, but the self-service portal.

I wanna really give them kudos.

Uh John and Sandra and Doug from IT worked together the last 18 months.

You might remember we considered going with Exella, and it was gonna cost the city a million dollars.

So they went back to the drawing board to say to say what can we do better to just improve what we have already?

They made significant improvements and made a big difference, and they they're continuing to do that and get feedback.

So really, we saved ourselves a heck of a lot of money by just doing that in-house and working with what we had.

So Mark, thanks for reminding us that.

That's great.

We appreciate it.

So that other switch was gonna be a big change up, and so compliments uh to yourself and others who have helped get that done.

Thank you.

Now you you can't take credit for John's coming forward.

Council president, he's taking credit for everything in the last 30 years.

I've known him.

John, for 135,000, we could buy a lot of bicycles, and just think we could save on our health insurance because we had a program, a healthy program for all of our employees.

So when we see six council members riding their bikes to council meetings, why we may explore that.

Yeah, I don't think so.

I don't think that's coming forward.

Come on.

So council president, thank you.

Okay.

I mean, they're expensive.

Are they used?

You goes.

Oh, you go.

Thank you.

Uh council, counselor Rodriguez.

We buy off state contract or pick you back the Boise vehicle contract.

Oh, and uh it kind of it kind of highlights the difference between retail versus contracting and the numbers by surprise you sometimes of what we can get them for versus the private sector.

Do you have to exchange those?

Can you trade them?

Do you trade those in?

We we don't because most vehicles when we're done with them, the value is so low, a lot of dealers don't even want them.

Uh so we usually generally go to a public auction.

Okay, because I could I see um that let's say the golf courses, uh uh economic development, and engineering that they don't have vehicles to run around in.

And so I'm wondering if you could re classify those, I guess.

And you won't be up to the division or department to determine their needs for vehicles.

Um, these particular vehicles in question, we would not reclassify to anybody.

They're oh they won't they're used, yeah.

Their life is up, they're their leather.

Yeah, they were not very good in the first place.

No, no, no.

Okay.

But yeah, if that's those if those departments determine they need vehicles, we're more than happy to assist in that.

Okay, thank you.

Thanks, Doug.

Okay, we're gonna keep moving uh forward.

So code compliance update.

Thank you.

These guys uh make a hard act to follow.

So I'll do my best.

Council President, Council, my name is Kent Lovelace, I'm the code enforcement supervisor.

Um today we're gonna talk a little bit about what we do and and um where we're at.

So our mission is code compliance and community relations, works and partnerships with citizens of NAMPA to administer a fair, consistent and progressive code compliance program that fosters a voluntary compliance, serves to enhance the safeguard of the city's community and development efforts, promotes and maintains a safe, desirable living and working environment.

The picture there is of our crew.

None of us took vacation.

So uh if you happen to see any of those out there out and about, show them some love, they're hard working dedicated to uh to the citizens of NAMPA.

So this is organizational chart.

There's eight of us in our department, including myself.

Um we have uh admin specialist, soila handles every phone call, all the paperwork, um, the receivables, the billings uh that come into our department.

When we receive a phone call, she directs that phone call to an officer that is responsible for that area, and uh she's got a big job.

We get we get a lot of phone calls that come into our office for whatever reason.

We also have a one code officer one, we have three code officer twos, and one is our lead officer.

Um we also have a code compliance and parking officer.

Um his time is divided between parking and code compliance, and his parking patrol is downtown Nampa, and then three streets out uh by Nampa High, that is uh citizen parking only.

Oh come on.

So our 26 goals um provide a 24 hour response for priority one.

That doesn't make a whole lot of sense to you right now, but the next slide will clarify that a little bit, so bear with me.

Um, but it's make sure that we're giving the best customer service possible.

And then we our goal is to achieve a 97% voluntary compliance rate.

Um, and that is convincing the property owner to do what they need to do.

Uh I've I have a saying, we have a saying in the department is uh ask a citizen to do something they don't want to do but have them feel good doing it.

So that's kind of our goal uh with that.

Um achieve a weekly inspection rate of 12.

Uh this allows us to find and solve violations quickly throughout the year.

Um the first two quarters are our slower period of time, so um that just keeps us on track.

And then our uh highlights for 26 Q1, Q2.

Um we've had 79 complaints called in.

We've had 869 cases closed.

Total action were 5,621.

We we only had 11 abatements and zero citations.

The thing that I'm most proud of is the uh voluntary compliance rate, and we're running at 99 percent at this point.

Um that is where our officers go out and um work with the citizens to gain compliance and and have them feel good doing it when when possible.

So to clarify my uh first 24 hour response priority one, we have different priorities that we that govern us.

So priority one is the immediate health and safety hazards, serious code violations and environmental protections.

Um that is stuff like open sewage, uh a vision triangle concerns for pedestrians and or traffic patterns, uh things like that.

And then priority two is our weeds, debris, um, dismantled vehicles in the driveway, um, just blight.

Um priority three is vehicles parked on the road, um is less significant, and priority four is uh something effective backyard violation.

If we have a citizen call, a neighbor call, say my neighbor has a vehicle in the backyard or weeds in the backyard, or or chickens in the backyard.

We we don't violate the fourth amendment rule, and that's the expectancy of privacy.

So therefore, if we can't see over, we we don't we're not allowed to look over or through a fence.

So if we can't see it from the public right away, we can't address it.

Now there's certain things that we we those weeds in the backyard gets above the six-foot fence.

Now we can see it, we can address it at that point.

Are you allowed ever to use a drone?

No.

Sometimes I wish I could.

What if you hear chickens squawking?

Well, that's Councilman Griffin.

That's what we largely do.

We have to try to pinpoint where they're coming from.

Um we use the scissors quite a bit for that pinpointing, and then we address it at that point.

Um if they're not at large.

A lot of there's a lot of chickens that are claimed at large chickens.

Um I guess that's what we call them.

Uh so, but if we can pinpoint them to a location or or property, then we can address it at that point.

But it's not uncommon for us to go out there and listen for that clucking.

We do all kinds of fun stuff.

All right, some recent achievements.

Um we have recently successfully hired a parking officer.

Again, his area for parking is downtown NAMPA and by the high school.

Um, still learning the job and the challenges behind it.

Uh, but uh we're getting we're we're getting there.

Uh we've also deployed iPads to all the code enforcement officers.

Um that was with the uh expectation of being uh in a new program of intergov.

With these iPads, I believe we will be more efficient, uh quicker at our our jobs.

Right now, officers spend a lot of time at their desk downloading pictures, moving pictures from the phone to the computer, then the computer on into the program with with the iPads.

Um I believe we're gonna be able to just do it on site, move and go to the next one.

With that, if we can be more efficient with our time, um, I think we can um prevent having to hire more and have some cost savings there.

Council President, do you have a question?

So President Bills came up with a great idea.

So when you go to a residence three or four times, and that's wasting gas and time, and what about looking for other ideas to look at these properties?

What do you think?

We can explore that right.

That would be good, I think.

Yes.

Um councilman Rodriguez, we can explore that.

Right now I'm I'm pulling data from neighboring jurisdictions for the abatement side of of it, but not for this the normal um inspections, the courtesy letter inspections.

Um of the neighboring jurisdictions are charging more than we are for abatement fines and fees.

Um, and I want to get more in line that.

So I'm I'm gathering data right now.

I don't have everything that I can speak about yet, but I'm hoping that some point I'll be back in front of you guys uh asking to raise that cost.

Follow up, sir.

So one thing I'd like to see, and I don't know what you do that now is is those who are in violation pay for violations.

And so right now when some when you in code compliance, you like is that a property tax budget that supports you guys?

Yeah, we're jumping.

Yeah.

So I think is there a fee for violations that you are assessing these folks?

No, not until we move to an abatement state.

I see.

Okay.

I'm wondering about that.

All right, so FY27 budget proposal.

Um there's no request for additional personnel anticipated for the fiscal year 27.

Staffing levels are sufficient to meet the current operation needs.

Should any changes in requirements arise, we will need to reassess.

And then for code administration of 100, 1800, there's going to be a little bit of increase in operating costs.

Fuel's going to be up a little bit.

Going to increase training just a little bit.

And then last year we started a all valley code compliance meeting.

And we're hosting here this uh this fall.

So uh looking for that.

And then parking enforcement 100 two 2,000.

Um little bit of increase in fuel and also postage.

Post is expected to go up 23%.

The proposal is for it to go up 23%.

So that's going to increase our cost a bit.

And then and the abatement isn't uh no, code enforcement, unless there's some questions.

Council President.

Councilman Councilwoman Scog.

Um Mr.

Lovelace, um, I have uh a question about uh property um and how you handle this.

I'm obviously new to this part of it, but um the over off of I think it's Stanford, it's kind of over by Nampa High and BERD, I believe.

There's a property that for years has had um, I think he fixes his cars in and his yard and the street now is full of broken down cars and that sort of thing, and and um they've been told that they've been talked to several times, but nothing has changed.

What what kind of enforcement can you do for something like that?

I mean, where do you turn to after years of violation?

So I'm not sure exactly which property you're talking about, but our our procedure is we'll send out a couple letters, a first letter and a final letter, um, and then an abatement.

An abatement is when we hire a um contractor to go in there and solve the issue if we can.

If is a uh the violation is something that our contractors can't do, then we are able to give a misdemeanor citation and send go to court, judge makes the call on that.

It's not the biggest fan of doing that.

I think the last time we had somebody in court, it was over a year before we got a resolution.

That just doesn't help the neighbors at all.

Yeah.

But when we have to, we do.

Yeah.

Yeah.

Yeah, it's just a I mean, this one I just happen to drive by it all the time, and it's become like it's it's growing everywhere.

But um, I just was curious.

So then in a situation where I think I talked to somebody just yesterday on a uh camping trailer in the backyard.

Is there any kind of um enforcement like it do you have enough teeth, I guess, in the in your department to actually go and um enforce, you know, you can't live in the trailer in the backyard or that sort of thing.

Um or is it just warnings, not just, but is it warnings and then possibly a fine, or the again the the first two letters um that we send out is a courtesy letters, and then if it was something like living in a trailer, which we are not able to abate, then that would be a citation to the property owner, and then the property owner would end up going to court.

Okay, thank you.

Um I think it's important too just to note that, and I don't know what property that is, but if it's one of the enclave properties that's within the city, then they aren't subject to city codes necessarily, it's the county codes, which is another reason why if we can move forward with um the annex mandatory annexations to the city, it would allow code enforcement to enforce those things, if that is what that property is.

Yeah, yeah, the enclaves are are difficult, yeah.

Yeah, especially if it's small.

Against small areas.

Uh tend to not have as much issue per se, but it's the enclaves that are the one to two acre uh type deals that are really become the nuisance.

Yes, guess President.

We the challenge we have there is is if we have Enclave property that is surrounded by city property.

Um we get a lot of pushback from the city properties.

Want to know why the Enclave property can do it, but I can't.

Um and that's where our challenges really come.

But we're looking forward to Rodney having a couple new staff on board, and we're gonna be working on Enclave.

It's a goal, it's a goal forthcoming.

And I don't say that jokingly.

We're I believe there's a mindset on council to start force annexation and take care of the enclave challenges.

So where we can.

FYI.

Yes.

Yeah, thank you.

Thank you.

Robin.

All right, good morning.

Um I will be speedy.

We have 10 minutes.

Um so for our update, we have um our department overview.

Um, and for economic development, our job is to um bring new business to NAMPA, and then also to create new jobs and look at creating more new investment and helping businesses to expand in NAMPA.

Uh, we also guide the redevelopment of our downtown.

As you know, our downtown is a large focus of what we do for economic development.

And then also we administer the CDBG or community block grant dollars through our department.

And I don't have, I've realized that in making this these slides, I don't have great pictures of my team.

Um, and so I have one, this this picture really.

So we are looking, this is our um org chart.

Uh we have um an assistant director that um Morgan came on last spring.

So she's been here about a year now.

And then um we are filling currently our downtown analyst position, uh, interviewing for that next week.

And then um Catherine Keys is also uh she's given us her resignation, and we're interviewing for that the week after next week.

Um, and so um uh just two vacancies that we're working on filling uh for economic development.

And then we have our community development program manager, Matt Jameson, and then the assistant community development program management our manager, and that's Hannah Stark.

Uh our department goals for 2026 was to achieve uh 187 households served by rakeup.

We got to 168, and rake up is my favorite event uh of the whole year.

It is such a cool event to see so many people come out.

Um we have over a thousand volunteers who come from the the around the city of all ages, anything from like three to like in their 80s, come help to rake, and they help people who are elderly, and we have some elderly helping the elderly, which is great.

Um, and so we the rakeup that happens um early November is a really great event.

And that's also one of the ways that we track that second um goal, which is 300 or 3,000 number volunteer hours.

Um that's through RakeUp and then also volunteering through our downtown events.

And then the third one is to achieve uh 400 individuals that utilize the CDBG um block grant program, public service programs.

Um, and so far we've uh through the CDBG program, we've helped 408 individuals for a year to date.

And then we also look at increasing our uh business sponsorship for our community development projects, and that can be rake up, and we also do try tire drives in conjunction with code when um it's needed.

And so uh we did receive $3100 in cash donation and then um 1,000 and in-kind donations.

Some of our recent achievements, which there's a lot that has happened in NAMPA.

We um are very fortunate to have great businesses that have come to NAMPA and um continue to grow in AMPA.

So we had a ribbon cutting for Johnson Thermal Systems.

Um many of you were there.

That was an exciting one.

Um we have the groundbreaking for tractor supply distribution center.

I was just out there on Monday and met their GM for the facility.

He's fantastic.

Um they're in hiring process for their leadership team, and then the associates will begin being hired in July.

Uh, we're looking at a ribbon cutting on September 17th.

You'll see a invitation come shortly, which is really exciting for for tractor supply.

And that will have just over 500 employees when they're up and going with three different shifts.

Then we had a ribbon cutting for Intermountain Ice and Cold, which they moved out of Boise and came to Nampa.

They were super excited to be located here.

And Semicinetics Electric Electronics Manufacturing, they located in Nampa this last year.

They are a supplier from Micron.

And so because of that Micron project, I think all of you have heard me say many times, we are focusing on getting those suppliers in our industrial space and how important that is.

And then a Zentec, which they came in 2024, the end of 24, they opened, but they are already increasing their production at their site.

And so that's really exciting to have that happen.

They're super happy to be in NAMPA.

They are a subsidiary of Excite, which Excite was doing the construction at Micron, but they've had four businesses locate in the Fuller 84 site, which is just across from the distribution center at Amazon.

So in the in that facility.

And then the Amazon's same day facility location open in Nampa.

That was the end of 2024, but they've just recently added groceries.

So if you use your prime membership, you're getting grocery.

That's where that's coming from.

I just ordered butter last night because I had to make some stuff.

So it's it's a wonderful, wonderful service that we have.

And on that note, uh they are looking at doing drone delivery, and that will be coming before planning and zoning.

Um that's a new service, obviously in our in our community that they may be adding.

Um Mayor Hogam was with us still, he asked them to go through a CUP process because we don't have code around uh using drones as a service.

So they are doing on this Thursday night.

Um, I think you've been all invited to to come to a demonstration of what that might look like, how that works.

Um they've done this already in 13 other metros around the nation.

So this has been vetted.

It's been two places in Texas have gone through it.

Ohio, California, uh, Colorado, one in Minnesota, Virginia.

So all over the nation has done this.

So we'll see how this works and what that might look like to have drone delivery.

Um little more detail than you need, but when you get a drone delivery, you can choose where that is dropped in around your home.

So that's an interesting thing.

So you're welcome to join us on Thursday night.

Um, and then Ferguson Plumbing Supply relocated right in the Adler facility behind Amalgamated Sugar.

Um, they have about 100 employees that come in and out of there, so that's also a great addition in our industrial space in North Nampa.

And on that, I wanted to bring attention for accomplishments in North Nampa because of the 26 million dollars in infrastructure.

13 million of that was from NDC.

13 million of that was from the developer from Adler.

Um, because of that, we've had 400 million in private investment come in in the last two and a half years.

That's a lot of money very quickly.

And then 900 jobs when tractor supply is fully going.

So this year uh we will be between Johnson Thermal, the Stowe Company, and Tractor Supply.

That's the 900 jobs.

I didn't even include convoy supply, and then we have another project that's in the works that will go behind JTS.

Um we'll be well, well over probably about 1500 jobs and about three and a half years being added, which is wonderful for our community.

And that happened because we got that industrial space ready to go with water and sewer in Eustach, and and that's a huge accomplishment for NAMPA.

So super exciting for us and should be celebrated.

That's an awesome accomplishment for our for our community.

Also, I've mentioned this, but in 2023, we moved from the amount of commuters going out of NAMPA, um, leaving Nampa to go to work.

They stayed now, they're staying in NAMPA to go to work.

So we don't have the getting on I 84 and going to Boise to come to work, they're staying in NAMPA and working, which is great.

So for our CDBG uh program year accomplishments so far for this year.

We have nine home loan repair, or we have nine home repair loans in the works, four have been completed.

And actually, Matt just told me this morning we completed one more, so we actually have five home loans that have been completed so far.

Typically, we have somewhere between 11 and 13 home loans each year.

And I think as all of you know, that's to help people who need their their roof replaced, or they have an emergency um plumbing issue, and they don't have the means to be able to um stay to do those repairs and stay in their home.

The intention of the home loan repair is to keep people in their homes, keep them housed.

And so we work through that with the C D BG dollars, and that's a fantastic program.

Um our four public services uh programs that you guys decide on where those funds go, to the 408 individuals have been assisted so far this year.

Um, two far parks facilities.

We've had over 10,000 individuals assisted, and then five ADA uh facility projects have been completed at the airport, City Hall, IH2C Kohler Lawn, and then um the NDSC building.

Um we also so HUD has us do a consolidated five-year plan.

Um these I'm not gonna go through the numbers, but just know that we're meeting our consolidated plan metrics.

Um housing affordability.

We did the core, um, that's where the affordable units were.

Um, and then over those five years, we work to meet the goals of that five-year consolidated plan, and we're we're well on our way.

So that's exciting.

For our priorities, um, one of the things is obviously our downtown redevelopment, bringing in new businesses and infrastructure.

One of the bullet points I did not include on this is designating our downtown as an opportunity zone.

Um, I'm working on that currently.

We'll be awarded that the end of uh August, early September through the governor's office.

Then they they that's through the big beautiful bill that Trump redid for opportunity zones.

The reason why that is critical is because that allows investors to get tax breaks, and then it makes sense for them to come and do redevelopment in our downtown because they get such a good tax break.

Um, I participated on a panel last week in Twin Falls on this, and it's a really critical tool for our downtown to get reinvest to get investors wanting to come to our downtown.

We will also be focusing on North Nampa and Highway 16 industrial development as that lines out.

Um, and then we continue to work on our business retention and expansion efforts.

And then, as I mentioned, our CDBG program, they have a consolidated plan that's every five years.

We are that that ends this year, and then we need to create a new consolidated plan this this upcoming year.

On the note of savings, president bills.

We're going to have some savings also because we were just awarded a new contract for administering the auditorium district.

Morgan and I will be administrating that contract for the auditorium district.

So that will bring in new revenue that we didn't know we were going to have, which is great.

Um, and then also Matt does have some savings in the home loan program for the administration of that.

So we have two points of savings.

So I have will be flat, but we will actually be saving.

So that's great.

Um, I do not have any new personnel requests for this upcoming fiscal year.

That was quick.

That was quick.

We appreciate it.

Yeah, you got squeezed on time, but uh thank you so much, Robin President.

Oh no, of course too fast.

Robin uh and council.

I'm gonna ask you to allot a new vehicle for economic development.

If you see when Robin has to go meet these executives from coming out of state, out of city, she shows up in her little car.

That's not acceptable.

We need to give them an opportunity to ride with you to see NAMBA to tour of what we can give them five-star customer service.

So I'm gonna have that in our budget this year for that.

Hopefully, Doug, you can pull it off, give us some good numbers and we can uh we can research, yeah.

We we can take care of that.

Okay, just sort of just a thought.

Okay.

I know you didn't put it in here.

Follow up on that.

Pardon me?

Follow up.

I just follow up if I could.

I I would like to compare rather than and I I don't disagree with councilman Rodriguez, so let me preface it with that.

Rather than buying a full-blown vehicle, can we research how much it would be to have a uh almost a limousine service?

I don't know how frequently these investors and I I'm dead serious because I would rather spend $500 a day six times a year or seven times a year, given the VIP tour than buying you a suburban or something of quality that will get you six times a year and pay itself off over 12 years.

I'd rather just allocate maybe $3,000 for VIP or $5,000 for VIP service and help uh whatever the life of a vehicle is 10 years, $60,000 allocated, split amongst those 10 years for VIP services.

I like the idea.

I think it's good the wine and dine potential investors.

Uh but how often does that actually happen, Robin, where we have a real elite status individual flying in that we have to get a uh uh black tie service for or white glove service.

Um so councilman Rodriguez and Councilman Griffin, I'm happy to give some comparisons and give you guys both a little bit more information on that be a cool question, and we can talk about what may what might make sense.

Yep.

That's great.

Okay, thank you.

Thank you.

Uh and I hope to uh last comment.

I hope to see that uh Amazon drone service approved.

I think we could make a similar argument.

We have drones flying over the skies for police, might as well allow citizens uh receive their goods even quicker.

Yeah, I think uh the big the big issue for me is uh where Amazon is will be locating that service and uh making sure that we don't have conflicts uh with the NAMPA Airport, uh, which isn't too far from you know their facility and how they're setting up, I think it's really important.

Uh former pilot, I I wouldn't want to be constantly looking for drones uh when I'm on final coming in.

So I'm sure they've got a plan for all that, but uh still we just want to walk through the discussion.

Appreciate the with that uh we'll adjourn the meeting.

All in favor?

Yeah, I'm gonna bar already.

So I don't run in front night.

Well.