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From YouTube: Ada County FY23 Budget Presentations – June 14, 2022
Description
00:00
05:45 - Development Services
31:45 - TCA
1:47:00 - Emergency Management
2:31:00 - Public Defender
3:06:00 - Coroner
A
A
C
B
Thank
you,
mr
chairman.
You
will
start
out
with
development
services
which
is
headed
by
director
richard
richard
beck
has
five
divisions,
the
administration
division,
oversees
department
of
functions
and
supports
the
county
and
regional
projects
and
efforts
such
as
the
capital
investment
program
administration,
the
building
division
ensures
building
plans
and
structures
comply
with
a
uniform
international
building
code.
B
The
community
planning
division
reviews
development
proposals
for
compliance
with
the
county,
zoning
ordinance
and
local
land
use
planning
act
participates
in
a
variety
of
regional
planning.
Initiatives
and
implementation.
Implement
implements
implements
ada,
county's,
comprehensive
plan
objectives,
the
engineering
and
surveying
division,
reviews
and
certifies
all
subdivisions
and
condominium
plots
within
incorporated
and
unincorporated
ada
county
enforces
flima
fema
flood
regulations
and
reviews,
hillside
development,
grading
and
drainage
plans.
The
permitting
division
receives
applications
from
the
public
for
the
other
divisions,
answers
questions,
assists
applicants
with
submissions
and
issues
permits.
B
B
D
Well
good
afternoon,
mr
chairman,
members
of
the
board,
before
I
begin
just
wanna,
say
thank
you
for
your
continued
support
of
the
operations
development
services
appreciate
the
the
long
hours
that
you've
experienced
and
that,
with
the
increased
number
of
applications
that
we're
seeing.
I
also
want
to
thank
kathleen
and
tim
and
kobe
and
anthony
in
the
auditor's
office,
along
with
andrea
and
josh
in
human
resources
who
all
patiently
assisted
me
this
year,
as
I
prepared
the
development
services
budget.
D
So
it's
always
appreciated
to
be
able
to
rely
on
on
their
expertise
and,
as
I
proceed
today
feel
free.
I
guess
at
any
moment
to
stop
me
if
you
think
of
a
question
or
if
you
want
me
to
try
to
attempt
to
clarify
anything
that
I'm
that
I'm
talking
about
feel
free
to
to
interrupt.
I
don't
have
a
lot
for
you
today.
I
just
have
a
brief
presentation
before
I
highlight
our
our
budget
request.
D
Essentially,
everything
that
we
do
in
development
services
are
our
business,
our
goals,
our
projects,
all
of
our
actions
are
continue
to
to
be
driven
by
our
core
values.
We
strive
to
collaborate
to
build
trust,
lead
by
example,
and
to
be
fiscally
responsible,
and
I
hope
today,
as
I
walk
through
some
of
our
our
goals
and
projects
and
accomplishments,
and
even
our
budget,
that
they
will
reflect
these
core
values
that
we
that
we
have,
as
kathleen
mentioned,
development
services
is
presently
organized
into
five
divisions.
D
We
jump
slides
here.
I
won't
highlight
any
specif
anything
specifically,
but
the
numbers
under
each
division
on
this.
This
slide
represent
what
we
have
accommodated
so
far
this
this
fiscal
year
there's
a
lot
of
things
that
stand
out
as
as
being
somewhat
impressive
public
hearings.
That's
affected
you
as
one
of
them
we've
already
had
20,
which
is
is
back
to
the
good
old
days
very,
very
high.
So
we
continue
to
see
our
permit
and
application
volumes
continually
approaching
some
of
our
historically
high
amounts
back
in
2005
and
2006.
D
D
D
I
had
opportunity
to
provide
engineering
related
support
to
your
office
to
to
legal
to
operations.
Emergency
management
expo
idaho
and
parks,
and
waterways
also
have
the
chance
to
support
various
county
projects
with
demographic
data
analysis
and
look
forward
to
continuing
to
add
value
in
this
way
in
the
future
and
finally,
along
with
the
maintenance
of
the
aid
academy
capital
investment
program,
we
are
continuing
to
work
on
several
projects.
D
It's
been
a
challenging
project,
but
we're
hopeful
to
see
some
progress
here
with
the
cities
in
the
valley
in
the
future.
We
are
also
continuing
our
work
on
the
rewrite
of
the
ada
county.
Zoning
ordinance,
as
you
recall,
that's
been
essentially
the
same
for
the
last
22
years,
so
we're
looking
forward
to
wrapping
that
project
up
this
fiscal
year
and
seeing
a
more
modern,
hopefully,
a
simplified
development
code
in
in
the
county
and
finally,
each
year.
D
We're
happy
to
support
your
efforts
as
a
board
to
proactively
address
the
challenges
associated
with
water,
quality
and
quantity
in
the
valley,
and
we
will
be
holding
a
water
education
fair
on
june
28th
at
expo
idaho,
for
anyone
who
may
be
interested-
and
this
will
be
the
first
of
several
education
and
outreach
efforts.
We
we
hold
for
engaging
the
public,
engaging
other
planning
professionals,
as
well
as
elected
and
appointed
officials,
and
also
when
thinking
of
community.
I
can't
leave
out
our
historic
preservation.
Council
they've
been
active
since
1988.
D
D
First,
we
continue
to
set
aside
funding
in
the
budget
to
support
training
opportunities,
and
this
last
year
we
established
an
ongoing
internal
cross-training
program
to
help
the
employees
in
each
of
our
divisions,
get
a
clearer
picture
of
what
other
divisions
are
responsible
for
and
hope.
This
will
create
a
I
guess,
a
greater
understanding
and
enable
our
team
to
look
for
more
opportunities
for
greater
efficiency.
D
D
D
And
then-
and
I
apologize,
I
think,
I'm
starting
to
lose
my
voice,
so
I'm
gonna
sip
some
water.
As
I
go
I'll
go
along
here.
We
also
have
maintained
the
opportunity
for
employees
to
continue
to
work
from
home
and
to
establish
flexible
schedules.
It's
been
something
that
they
voice.
That's
important
to
them,
that
they
see
a
lot
of
value
in
I've
got
a
good
mix.
We've
got
some
folks
who
are
almost
90
at
home
and
the
folks
who
just
want
to
be
in
the
office
full-time.
So
it's
a
good
spread.
D
It
not
only
increases
satisfaction,
but
we're
going
to
be
able
to
occupy
our
space
in
the
courthouse
a
little
bit
longer,
we'll
need
to
add
more
workstations
as
soon
as
we
had
originally
envisioned.
So
that's
that's
great.
We've
got
our
building
inspectors
who
are
out
in
their
trucks,
they're
happy
working
from
their
trucks.
D
So
it's
it's
been
a
good
opportunity
to
continue
that
that
ability
for
folks
to
work
outside
the
office
and
have
to
again
express
appreciation
for
your
support
of
the
it
infrastructure
that
makes
that
possible
that
folks
can
be
at
home.
They
can
get
you
their
data.
They
can
they
can
connect
with
their
team,
so
appreciate
that.
D
D
If
we
identified
any
kind
of
personnel
savings,
we
looked
at
creating
depth
in
our
different
positions.
So
if
we
had
an
assistant,
planner
and
an
associate
planner,
we
were
able
to
add
some
senior
planners
and
and
to
give
some
folks
some
debt.
So
that's
another
thing
that
we
tried
to
add
to
our
employees.
D
D
D
D
And
so
there's
definitely
some
correlation
in
the
available
data
showing
some
some
slowing
in
our
local
market.
At
the
same
time,
we
continue
to
see
local
headlines
that
use
language
like
a
tight
housing
market,
skyrocketing
housing
and
land
prices,
affordability,
housing
crisis
with
the
low
inventories,
lots
of
cash
buyers,
huge
demand,
we've
seen
record
prices
again,
boise
dev.
D
Some
of
our
subdivision
plots
again
as
you've
felt
with
public
hearings,
and
then
I
also
note
that
the
the
present
scenario
is
is
does
have
different
dynamics
in
the
2008
correction,
where
we
had
all
the
speculative
buying
and
the
incredibly
high
inventories
of
houses
and
lots.
So
that
was
a
long
way
to
get
to
our
budget
requests.
Take
just
thinking
about
all
these
factors
we
are.
As
kathleen
mentioned,
we
have
a
flat
budget
request
for
fy
23,
just
not
knowing
how
this
markets
can
react
to
the.
D
I
guess,
just
the
inflationary
pressure
rising
interest
rates,
our
revenue
projection.
We
are
proposing
to
keep
the
same
as
this
current
fiscal
year.
There
is
a
150
000
increase
that
will
allow
us
to
accommodate
an
anticipated
or
potential
planned
community
application.
That'll
allow
us
to
to
not
only
budget
for
but
receive
reimbursement
for
bringing
on
consultants
to
help
us
review
some
of
the
technical
documents
associated
with
that
potential
application.
D
D
D
E
D
D
D
F
D
A
D
E
E
D
D
D
D
Yeah
so,
mr
chairman,
commissioner,
davidson
so
yeah.
If
we
do
receive
this
plan
community
application,
which
it
looks
like
we
will,
the
the
applicant
will
be
submitting
like
a
wildlife
management
plan
or
a
transportation
plan,
and
what's
the
other
one
it'll
probably
come
to
me
here
in
a
little
bit,
but
there'll
be
some
technical
plans
and
we
don't
have
a
wildlife
specialist
on
staff.
We
don't
have
a
transportation
specialist,
the
other
one's
economics,
someone
versus
economics.
E
D
A
E
B
A
B
Barrios
trial
court
administrator
tca
is
responsible
for
the
trial
court
administrator,
along
with
the
treatment
courts
and
the
court
monitoring
funds.
The
tca
is
responsible
for
managing
the
non-judicial
activities
and
programs
of
the
fourth
judicial
district,
which
includes
ada,
boise,
elmore
and
valley
counties
in
ada
county
court.
Pro
court
program
support
includes
treatment,
courts,
family
court
services,
civil
and
small
claims,
mediation,
language
access
services,
the
marshal's
office,
petite
and
grand
jury
services,
guardian
monitoring
and
transcript
services.
B
While
the
district
and
magistrate
judges
or
state
employees,
the
support
staff
of
the
tca's
office
falls
under
the
ada
county
umbrella
treatment.
Courts
are
comprised
of
three
drug
courts,
a
mental
health
court
and
veterans
court
and
handles
selected
individuals
with
substance,
abuse
issues
and
serious
mental
conditions
who
are
involved
in
the
criminal
justice
system.
The
department
provides
comprehensive
supervision,
treatment,
testing
and
counseling
services
to
program
participants.
B
The
court
monitoring
fund
accounts
for
the
surcharge
collected
on
all
fines
for
persons
violating
the
state
law
against
driving
a
motor
vehicle,
while
under
the
influence
of
alcohol,
drugs
or
other
intoxicating
substances,
monies
from
the
fund
may
be
utilized
for
alcohol
or
drug
abuse,
related
probation
treatment
for
prevention,
programs
for
adults
and
juveniles,
as
well
as
the
purchase
of
ignition
interlock
and
electronic
devices
I'll
go
through
all
three
of
the
funds
and
then
turn
it
over
to
sandra
tca
is
a
department
within
the
district
court
fund.
It's
a
special
levy
fund.
B
Still
within
that
three
percent
cap
on
property
taxes,
the
budget
for
fy23
was
submitted
at
seven
million,
seven
hundred
four
thousand
eight
842
exactly
what
their
appropriation
total
was.
So
therefore,
there's
no
supplementals
just
like
last
time,
the
five-year
budget
to
actual
history
below
and
the
number
of
employees
for
the
same
period
of
time.
B
B
H
A
H
Mr
chairman,
commissioners,
I
am
really
excited
of
being
here
before
you
today.
I've
been
able
to
present
the
budgets
for
the
district
court
and
trial
court
administration
office,
for
this
is
my
fourth
year
doing
it.
This
is
the
one
that
I'm
the
most
excited
about,
because
it's
about
our
people
and
what
we've
been
able
or
what
they've
been
able
to
accomplish
this
whole
last
year,
but
before
I
get
started,
I
wanted
to
take
a
second
and
just
thank
a
few
individuals
that
have
been
really
so
fundamental
throughout
this
whole
year.
H
Phil
trent
kathleen
tim,
the
hr
group
operations
I.t
really
without
them.
We
wouldn't
we
wouldn't
be
able
to
be
here
and
we
wouldn't
be
able
to
do
our
jobs.
So
thank
you
to
them.
I
also
wanted
to
thank
my
management
team.
We've
had
a
very
difficult
year
due
to
a
number
of
reasons,
and
they
really
stepped
up
to
the
challenge
they
have
been
so
creative
and
some
of
the
solutions
they've
come
up
with,
and
it's
really
shown
by
the
public's
feedback
and
their
appreciation
for
their
work.
So
I
wanted
to
thank
them
as
well.
H
My
presentation
today
is
divided
into
three
main
areas.
First
of
all,
just
very
briefly
who
we
are
what
we
do,
then?
What
did
we
do
with
the
funding
that
was
allocated
to
us
this
last
year?
And
then,
where
are
we
today?
What
challenges
and
opportunities
do
we
have
for
this
upcoming
year
so
to
get
started?
H
You
know
that
the
district
court
on
the
trial
court
administration
offices
are
part
of
the
third
branch
of
government.
Now
the
overall
mission
of
the
court
is
to
provide
access
to
justice
through
the
fair,
timely
and
impartial
resolution
of
cases
now
for
us
at
the
local
level,
we
comply
with
this
mission
or
we
try
to
support
a
core
system
that
puts
people
first
and
that
ensures
access
to
our
courts.
H
H
H
So
this
is
an
area
that
is
very
successful.
The
second
area
to
talk
about
is
the
jury
office
now
through
the
pandemic.
This
is
really
one
of
the
areas
that
was
the
most
impacted,
because
we
couldn't
have
dr
trials
for
a
long
time.
We
also
had
a
lot
of
on
and
offs,
and
actually
we
we
were
just
able
to
start
holding
trials
this
last
march
and,
as
you
can
see
this
year,
we're
going
to
for
a
brand
new
record.
H
H
Of
course,
this
is
we're
very
thankful
to
your
support
with
this,
because
early
or
last
year
you
awarded
us
a
few
martial
bailiff
positions
through
our
butt
to
help
us
with
the
backlog.
Those
positions
have
been
essential
in
us
being
able
to
do
it
because
that's
where
this
positions
are
going
to
for
this
jury
trials.
H
I
also
wanted
to
highlight
the
work
that
the
jury
office
is
doing
because
we
get
so
many
thank
you
cards
and
so
many
so
much
positive
feedback
from
the
public
and
actually
the
card
that
you
see
on
the
on
the
right
of
my
right
on
the
screen.
It's
just
one
of
them.
It's
just.
It
was
funny
to
me,
but
this
juror
is
talking
about
three
studs
that
he
met
when
he
was
here
in
court
for
for
trial,
and
here
he's
talking
about
the
jury,
commissioner
and
then
two
members
of
the
bailiff
security
office.
H
They
really
do
an
amazing
job
now.
The
other
area
that
I
wanted
to
talk
about
is
the
guardianship
office.
Now
this
office
is
actually
very
interesting
because
it
really
works
with
the
some
of
the
most
vulnerable
citizens
in
our
community.
Those
who
are
older
or
who
are
disabled
and
cannot
care
for
themselves.
H
The
navigator
is
another
program
that
I
also
wanted
to
talk
about.
This
is
something
that
I
mentioned
last
year
for
the
first
time
we
just
started
it.
This
group,
this
program,
is
the
first
one
in
the
state.
So
it's
really
exciting.
It's
managed
by
imelda
ramirez,
the
deputy
trial
court
administrator.
H
She
recruits
interns
from
the
community
from
the
colleges
and
they
come
and
they
staff
the
office
with
that
and
their
job
is
to
basically
help
help
litigants
from
the
moment
they
walk
through
the
door
all
the
way
to
the
end
of
their
interaction
with
the
system,
so
they
helps
them
complete
a
rental
assistance
applications
or,
as
you
can
see,
join
in
online
civil
protection
orders.
You
name
it
way
finding
in
the
building
connect
them
with
resources
in
their
community.
H
H
This
is
another
area
that
is
very
important
is
the
mediation
office.
It's
a
one-man
office
is
michael
mclennan
who
head
started
that
office
and
he
recruits
volunteer
mediators
from
the
community.
I
need
to
mention
that
there's
really
not
no
footprint
from
this
office
here
and
you
can
see
in
the
building,
because
everything
is
done
online.
Now
before
the
pandemic.
Everything
was
done
in
person.
Now
we
moved
everything
online
and
we
continue
to.
We
will
continue
to
hold
mediations
online.
Now,
as
you
can
see,
the
numbers
are
starting
to
increase
steadily.
H
This
is
you've
probably
seen
literature
that
it
shows
how
effective
mediations
are,
because
it
really
helps
the
parties
to
since
they're
so
engaged
in
the
process
when
they
reach
the
resolution
they're,
also
more
likely
to
fulfill
whatever
agreement
was,
was
done
in
that
in
that
settlement
portion
of
the
case,
and
so
it's
really
really
good
for
us,
because
these
are
cases
that
don't
come
in
for
the
judges
they
just
they're
solved
and
they're
done,
and
we
can
close
them
also
with
mediations.
We
have
what
we
call
the
judicial
settlement
conferences.
H
These
are
also
mediations,
but
they're
done
by
a
judge,
either
an
active
or
a
or
a
senior
judge,
as
you
can
see,
they've
processed
almost
500
479
requests
for
mediations
and
we
have
an
84
percent
resolution
rate.
Each
of
those
cases
that
is
solved
is
one
case
that
doesn't
have
to
go
to
a
jury
trial
or
to
a
court
trial.
So
again
the
savings
are
substantial
and
then
the
one
that
wanted
to
highlight
at
the
bottom
is
the
interdisciplinary
settlement
conferences.
H
Now
this
are
we
hold
them.
On
cases
are
high
conflict,
divorce
or
custody
matters.
They
involved
a
clinical
mental
health,
professional,
a
mediator
attorney
the
judge
that
recites
over
the
case
and
then
the
parties
with
their
attorneys.
These
are
really
high
conflict
cases
that
when
they
can
be
solved,
they
produce
huge
savings
to
the
system,
and
then
it
allows
the
parties
to
retain
control
of
their
case.
So
now
you
see
that
it.
I
show
there's
32
days
that
were
saved
32
trial
days.
H
Now,
that's
just
a
very
low
number,
because
this
number
doesn't
take
into
account
the
time
that
it
would
have
taken
on
staff
attorney
to
research.
The
case
help
the
judge
with
the
decision
and
then
how
long
it
would
have
taken
the
judge
to
actually
write
the
decision
and
because
of
the
complexity
of
these
cases,
those
decisions
are
way
over
100
pages
long,
and
it's
not
like
a
blank
form.
H
The
other
area
that
I
want
to
highlight,
which
I
know
is
something
that
is,
is
close
to
you,
as
well
as
our
treatment
courts.
We
know
that
we
have
your
your
help
and
your
support
in
this
area.
Now,
as
it
was
mentioned,
we
have
three
drug
courts,
one
mental
health
court
and
one
veterans
court.
This
programs
provide
an
amazing
service
to
our
community
because
they
really
help
high-risk
high-need
individuals
to
regain
control
of
their
life
through
sobriety,
and
they
can
really
be
happy
in
their
lives.
H
Even
those
who
face
severe
mental
health
problems
can
be
successful,
and
that
is
thanks
to
the
mental
health
court
program.
That
is
something
that
judge
miller,
presides
and
darcy.
Dickinson
here
is
the
coordinator
for
all
those
participants
and
for
that
team.
Well,
today,
I
want
to
talk
or
introduce
you
to
parker
lewis.
He
is
one
of
the
success
stories
that
we
have
in
mental
health
court.
H
Now
parker
was
diagnosed
at
the
age
of
17
with
a
couple
of
mental
health
illnesses,
then
he
was
charged
with
a
serious
felony
and
was
accepted
into
the
program
after
he
struggled
through
the
pretrial
phase
of
the
case.
Parker
graduated
in
2016,
after
almost
two
years
of
intense
super
of
interns
participation
in
this
program.
H
He
says,
but
you
and
the
team
decided
to
give
me
a
chance,
and
I
am
so
thankful
that
you
did.
I
am
proud
to
be
standing
here,
graduating
and
proving
your
guys's
choice.
A
right
one.
You
guys
are
my
inspiration.
You're
all
amazing
and
the
transformations
I
have
seen
in
some
of
you
is
huge.
I
know
it
is
tough.
Believe
me,
I
know,
and
most
people
would
crumble
with
some
of
the
challenges
you
guys
have
faced,
but
you
stand
here
today
a
testament
to
your
strong
perseverance
and
desire
for
a
better
and
healthier
life.
H
I
love
you
all.
Keep
on
trekking
to
the
top
is
closer
than
you
think
now,
parker
received
tools
and
resources
that
he
needed
to
stop
feeling
like
he
was
a
victim
in
the
situation,
his
own
words
and
then
take
control
of
the
situation
and
be
able
to
be
successful,
and
this
is
proved
by
the
fact
that
he
just
graduated
from
bsu
with
a
bachelor's
degree
in
social
work
and
wants
to
go
back
to
help
those
who
helped
him
as
well.
H
H
Indeed,
one
of
those
graduates
who
is
a
currently
ada
and
ada
county
employee
says
I
owe
my
life
to
this
program
every
day.
I'm
so
grateful
for
the
life
drug
court
has
given
to
me
with
the
tools
I
was
given.
I
live
every
day
sober
today
I
can
be
a
mother,
wife,
daughter,
sister,
granddaughter
friend
and
aunt.
Thank
you
for
saving
my
life
and
showing
me
it
can
be
done
forever.
Grateful.
H
H
Now,
let's
just
to
kind
of
talk
about
the
situation
we
find
ourselves
today
in
what
the
future
holds
for
us
now.
We
have
always
tried
to
use
our
funds
in
the
most
responsible
way
that
we
can
to
do
so.
We
regularly
look
at
our
staffing
levels.
We
look
at
the
vacancies
that
we
have
and
we
see
if
there's
anything
that
we
can
do
to
take
advantage
of
them
and
use
them
in
the
most
efficient
way.
Well,
that's
exactly
what
we
did
today
or
this
year
we
looked
at
the
open
positions
and
we
restructure
them.
H
We
reclassify
them
into
others
that
can
provide
benefits
to
the
entire
13
offices
that
you
see
as
opposed
to
just
the
one
area
they
were
initially
in.
We
also
were
able
to
cut
a
lot
of
our
operation,
cost
to
move
money
around
and
fund
certain
changes
that
we
wanted
to
make
on
the
on
the
program
and
that's
why,
as
it
was
mentioned
by
kathleen,
the
budget
today
is
flat
and
I
don't
have
any
supplementals
now
we
have
had
your
support.
H
You
have
understood
how
difficult
this
year
has
been
for
us
with
the
with
the
workload,
the
increasing
population,
and
thanks
to
that,
you
supported
our
request
for
three
new
judges.
Now
those
judges
are
going
to
fund
in
october,
one
usually
and
first
of
all,
we're
extremely
thankful
to
that.
Thank
you.
Usually
I
would
come
to
you
and
I
would
ask
you
for
new
positions
to
support
the
work
that
those
judges
do.
I'm
not
doing
that
today
and
that's
a
very
deliberate
decision
for
two
main
reasons.
The
first
one
is.
H
You
were
an
amazing
partner
to
us
in
in
giving
us
your
support,
and
so
we
want
to
also
be
good
partners
with
the
county.
We
know
that
the
clerk's
office,
the
prosecutors,
the
public
defender's
office,
truly
needs
those
positions
to
be.
You
can't
hold
court
without
a
clerk.
You
can't
have
you
know,
depending
on
the
docket,
you
will
need
the
attorney's
presence,
and
so
we
understand
that
and
because
of
that
we're
this
year,
we're
going
to
make
do
with
what
we
have
doesn't
mean,
I'm
not
going
to
come
in
next
year
and
ask
for
it.
H
But
at
this
point
I
think
we're
going
to
be
okay,
the
second
way
which
we
want
to
show.
This
is
by
the
way
in
which
the
attorney
and
the
judges
are
going
to
be
assigned.
Judge
hitler
decided
to
allocate
the
new
judges
in
the
way
that
is
going
to
cause
the
least
impact
to
the
budget,
and
so,
instead
of
assigning
both
of
the
magistrate
to
the
criminal
floor,
he's
only
going
to
assign
one.
H
So
the
impact
is
half
of
what
potentially
could
have
been,
and
that's
honestly,
the
bare
minimum
that
we
can
do
because
of
the
workloads
that
we
have
now.
The
second
reason-
and
maybe
what
it
is
one
of
the
most
important
ones,
is
that,
as
you've
heard
from
the
prior
presentations,
the
current
labor
market
is
extremely
competitive.
H
Now
the
cost
of
living
has
also
increased
greatly.
We
can
all
feel
those
that
effect,
and
so
we
think
I
think
that
it's
important
to
support
the
work
of
our
current
employees
and
it's
important
to
for
us
to
show
them
that
we
really
appreciate
what
they
do
now.
You
have
heard
me
say
in
the
past
that
I
am
very
fortunate
with
the
fantastic
professionals
I
work
with,
I'm
sure.
If
you
asked
any
elected
official
any
department
head,
they
would
all
tell
you
that
their
teams
are
amazing.
H
But
actually
I
don't
know
if
you've
ever
had
the
chance
of
asking
those
questions
to
their
employees
themselves.
Have
you
ever
been
able
to
talk
to
them
about
that,
and
so
we
went
and
actually
interviewed
a
few
of
our
employees
and
we
asked
them.
Why
did
you
choose
public
service?
Why
ada
county,
and
why
do
you
stay
in
ada
county
today
and
so,
if
you
don't
mind
I'd
like
for
you
to
listen
to
those
answers.
G
I've
been
with
the
county
for
almost
nine
years
this
november
and
I
have
a
bachelor's
degree
from
boise
state
university
in
criminal
justice
administration.
I
stay
with
the
county
because
of
the
people
that
work
here,
we're
a
team.
Everybody
treats
each
other
with
respect
and
I
feel
like
we
serve
the
county
at
large
with
more
respect
because
of
how
we're
treated
here,
the
benefits
have
been
what
one
of
the
major
things
that's
kept
me
here.
I
love
that
I'm
able
to
provide
my
family
with
health
and
dental
insurance,
I'm.
I
Deborah
larson
I'm
a
drug
and
alcohol
counselor
for
a
promise,
only
court.
The
reason
I
do
that
is
because
I
like
watching
people
change
and
I
believe,
makes
a
difference
in
the
community
and
I've
been
here
for
13
years
and
the
reason
why
I
stay
here.
I
think
the
biggest
reason
is
because
all
of
my
friends
are
here,
so
it
would
feel
weird
to
go
somewhere
else.
J
My
background
is
that
I
went
to
law
school
and
then
I
was
a
trial
attorney
for
a
non-profit
law
firm
here
called
legal
aid
services.
I
represent
victims
of
domestic
violence
and
sexual
assault,
and
then,
several
years
ago
I
transitioned
into
court
administration.
I
found
working
for
the
courts
and
public
service
to
be
extremely
rewarding.
I
always
wanted
to
help
and
I
always
want
to
be
able
to
answer
people's
questions.
J
F
Worked
here
for
about
a
year
now,
and
I
made
that
transition
after
being
an
intern
throughout
my
undergraduate
at
boise
state
university,
I
enjoyed
my
internship
so
much
because
of
the
hands-on
experience
that
I
knew.
I
could
see
myself
working
here
for
years
to
come.
Ada
county
does
a
really
great
job
of
giving
you
that
team
dynamic,
you're
able
to
push
yourself
both
personally
and
professionally,
and
really
grow
in
what
you
want
to
do.
F
There's
lots
of
different
avenues
and
lots
of
different
paths
you
can
take,
but
I'm
grateful
that
I
ended
up
at
the
county.
I've
had
fabulous
experiences
working
on
projects
like
jury,
appreciation
week
and
adoption
day,
and
it's
given
me
lots
of
experience
and
community
outreach.
I've
enjoyed
working
here
so
much
that
I've
even
recruited
some
of
my
friends
whether
it's
the
clerk's
office,
family
court
or
trial
court.
I've
learned
so
much
over
the
year,
and
I
can't
wait
to
see
how
much
more
I
can
learn.
K
I
enjoy
working
for
the
county.
I
started
here
as
a
ua
technician
and
the
support
from
the
county.
When
you
know
I
was
like
hey,
I
want
to
become
a
counselor
and
they're
like
yes,
how
do
we
make
this
happen,
and
I
choose
to
continue
to
work
for
the
county
just
for
that
community
dynamic
and
keeping
the
community
safe
and
community
support
of
what
does
our
community
need
and
how
can
we
make
it
better.
H
So
you
heard
the
word
community
a
lot
from
them
and
they
truly
believe
in
what
they
do.
What
they
do
every
day
does
help
our
community
in
different
ways,
and
so
because
of
the
amazing
talent
that
we
have.
I
think
I
would
like
to
respectfully
request
that
you
consider
this
cola
or
merit.
However,
you
decide,
but
that
we
really
do
support
our
our
employees.
H
Now
let
me
talk
about
the
budget.
Specifically,
I'm
going
to
start
with
the
new
position,
a
forensic
evaluator.
Let
me
explain
first
the
the
position
and
why
we
need
it,
and
then
I
can
explain
how
I'm
proposing
that
we
funded
so
forensic
evaluators
are
clinical
mental
health
professionals
and
what
they
do.
This
particularly
particular
ones
work
with
family
law
cases.
They
are
part
of
the
family
core
services
office.
H
They
help
the
community
by
identifying
and
the
family
by
identifying
serious
problems
in
the
family
and
so
through
the
evaluations
that
they
do.
They
create
a
report
to
the
court
that
will
identify
child
abuse,
domestic
violence,
abuse,
child
mental
health
problems,
mental
health
in
general
and
anything
that
could
affect
how
the
child,
the
well-being
of
the
child
or
the
children
that
are
involved,
and
then
they
create
this
report
so
that
the
judge
can
make
a
decision
that
will
truly
be
on
the
best
interest
of
the
children.
H
Now
this
is
very
important,
particularly
on
cases
or,
first
of
all,
high
conflict
cases
and
second,
on
those
where
the
parties
are
self-represented,
because
then
the
judge
has
a
neutral
professional,
an
expert
truly
that
can
provide
them
the
information
that
they
need.
Now
in
this
office,
we
have
three
forensic
evaluators
and
we're
asking
for
a
fourth
one.
That
is
because
the
increase
in
workloads
that
we've
had
now
again
a
couple
of
years
ago
we
restrict
for
the
office.
H
However,
because
of
the
increase
in
workload,
the
increase
in
divorces
and
modifications
we
have,
we
just
need
another
person,
so
we
made
this.
I
made
this
request
to
the
state
earlier
on
this
year
and
the
state
they
agreed
with
the
request,
and
so
they
repurpose
a
grant
that
they
have.
They
are
reapplying
for
this
grant
the
decision
of
whether
they
get
it
or
not,
is
going
to
be
made
in
october.
So
if
the
grant
is
approved,
then
they
would
fund
the
money
to
ada
county
so
that
we
could
hire
a
forensic
evaluator.
H
H
H
H
Also,
this
market
analysis
would
be
in
addition
to
any
cola
or
merit
that
you
decide
to
award
the
staff.
Attorneys
are
the
other
positions.
I'm
asking
that
you
please
consider
this
market
adjustments
once
again,
it
was
done
by
hr
and
we're
just
following
their
recommendation
to
get
them
up
to
market,
but
to
explain
to
you
why
staff
attorneys
are
important.
I
wanted
to
call
judge
hitler
just
to
talk
to
you
for
a
few
minutes
about
that.
L
I
feel
quite
vulnerable.
Thank
you,
mr
chairman
commissioners.
Thank
you.
I
wanted
to
just
talk
to
you
briefly
about
what
sometimes
are
called
law
clerks
other
times,
staff
attorneys
and
lets.
You
know
about
the
valuable
work
that
they
provide
to
the
judges
and
therefore
to
the
community
here.
First
as
to
that
nomenclature,
I
don't
think
this
problem
is
here
in
this
county
as
much
in
some
other
counties.
L
We
hear
that
some
folks,
when
they're
talking
about
the
law
clerks
that
work
for
them,
the
commissioners,
believe
they
work
in
the
clerk's
office
and
that
they
are
clerks
in
in
the
sense
that
clerks
that
work
for
phil
are
they're.
Not
they
are
lawyers,
we've
gone
to
two
different
nomenclatures
law
clerks
our
lawyers
who
have
not
passed
the
bar
yet
who
work
for
a
judge?
Staff
attorneys
are
the
same
position,
but
they
have
actually
passed.
L
L
They
are
the
district
judge's
attorney.
In
that
sense,
they
develop
a
very
close
relationship
with
the
district
judges
and
the
district
judges
put
a
lot
of
responsibility
and
trust
into
those
lawyers
and
what
they
do
typically
is
primarily
on
the
civil
side,
but
some
on
the
criminal
side,
as
it
relates
to
motions
to
suppress
and
things
of
that
nature.
L
They
frequently
will
take
like
a
in
a
civil
case,
a
large
civil
case
when
there's
a
law
in
motion
hearings.
Like
summary
judgment
hearings
and
things
like
that,
they
will
go
through
the
record,
which
is
oftentimes
thousands
of
pages
and
go
through
the
legal
briefs
and
arguments
which
are
often
hundreds
of
pages.
L
We
as
judges
we
float
from
having
presided
to
a
trial
to
the
next
day,
going
to
preside
over
a
summary
judgment
and
there's
no
way
that
we
could
do
that
without
the
help
of
the
staff
attorneys,
because
they
go
through
the
record
through
the
arguments.
They
typically
draft
a
memorandum
to
the
judge
that
outlines
what
the
arguments
are,
what
the
law
is
and
what
the
that
attorney
believes
should
be
the
outcome.
Now
they
don't.
L
The
judges,
don't
necessarily
always
agree
with
their
staff
attorney
about
that
and
that's
a
a
lively
give
and
take
back
and
forth,
but
it's
an
important
function
that
they
provide.
That
allows
the
judges
to
be
prepared
for
these
hearings
to
be
engaged
in
them
to
be
able
to
make
good
decisions,
and
that's
a
lot
of
work
behind
the
scenes
that
a
lot
of
people
don't
see
happen.
L
L
C
L
So
they
they
would
then
have
the
position
of
staff
attorney
and
there's
a
salary
difference
between
the
two,
and
so
they
would
get
an
increase
in
salary
based
upon
that
accomplishment
and
professional
standing.
These
are
all
professionals
in
that
sense,
they're
all
coming
to
us
with
seven
years,
at
least
of
higher
education,
past
high
school
foreign
college,
three
and
law
school
with
the
the
debt
that
goes
with
that,
obviously,
which
is
becoming
larger
and
larger.
For
for
a
lot
of
folks,
we
typically
hire
the
best
and
the
brightest.
L
Here,
as
everybody
has
historically,
the
firms
have
always
been
very
supportive
of
having
people
that
they've
had
their
eye
on
since
they've
been
in
law,
school
come
and
get
the
experience
working
for
a
judge
here,
but
because
the
market
is
so
tight,
I
never
thought
I
would
say
that
the
market
was
tight
from
an
employer's
perspective
for
lawyers,
but
it
is-
and
you
can
talk
to
any
of
the
folks
that
run
the
firms
or
even
the
public
agencies.
Lawyers.
L
Good
lawyers
are
hard
to
to
recruit
right
now
for
whatever
market
reasons,
and
so,
rather
than
being
a
sort
of
a
support
to
these
firms,
now
we're
and
to
a
degree
in
competition
with
these
firms
for
the
same
people,
it's
still
an
excellent
experience,
but
the
the
salary
differentials
are
becoming
so
great
that
it's
difficult
for
these
bright
young
lawyers
to
turn
down
those
offers.
Given
that
differential
with
that
debt
load,
I've
talked
to
some.
L
You
know
this
is
sort
of
anecdotal,
but
talking
to
some
friends
of
mine
who
are
managing
partners
in
those
sort
of
white
shoe
law
firms,
starting
salaries
for
new
graduates
is
in
the
120
to
140
range.
Currently,
which
is
you
know
to
me,
who
started
too
long
ago
at
I
think
twenty
four
thousand
dollars
in
one
of
those
white
shoe
law
firms-
it's
pretty
impressive,
but
we
are
competing
now
with
those
folks
for
those
lawyers
to
agree,
I
think
they're
still
supportive.
L
They
certainly
are
still
looking
to
hire
these
staff
attorneys
for
their
positions.
I
think
it's
just
a
difference
that
they're,
maybe
not
as
willing
to
be
patient
and
say
yeah,
go
ahead
and
fulfill
that
that
clerkship
and
then
come
to
work
for
us.
We
are
seeing
them
now
getting
calls
asking
them
to
leave
their
clerkship
and
come
to
work
for
them
or
divert
them
straight
from
law
school
to
those
law
firms.
L
That
was
a
hard
thing
for
me
to
tell
them
that
they
were
going
to
have
to
give
up.
I
I
think
that
something
that
we
can
give
back
is
hopefully
to
help
bring
them
closer
to
to
market,
with
the
requests
that
we
are
making
these
these.
These
bright
young
lawyers
are
exceptional
and
they
are
keenly
needed
and
relied
upon
by
the
judges.
L
We
could
not
do
our
job
without
them
and
it's
becoming
more
and
more
difficult
to
find
them
and
we're
finding
judges
who
have
vacancies
for
several
months,
sometimes
before
they're
able
to
fill
a
position,
and-
and
in
that
case
what
happens
is
the
other
law
clerks
have
to
pitch
in
and
try
to
help
where
they
can?
But
sometimes
the
judges
don't
have
that
support
and
they're
spending
nights
and
weekends?
And
here
trying
to
get
ready
for
these
hearings
often
themselves
for
foregoing
their
pay.
L
L
H
L
E
L
Mr
chairman,
commissioner,
each
of
the
district
judges
has
a
law
clerk
and
then
we
because
we
have
12
district
judges
and
then
we
have
three
I'll
call
staff
attorneys
three
staff
attorneys
that
work
in
positions
where
they
share
with
multiple
judges.
So
one
in
the
family
law
arena
for
the
family
law,
magistrates,
that's
about
eight
magistrates,
one,
the
administrative
robert
rising.
You
may
have
run
across
him.
Who's
been
here
in
the
county.
A
long
time
is
the
administrative
law
clark,
so
he
works
for
the
administrative
district
judge.
L
It's
only
on
administrative
matters,
not
on
the
caseload
matters
and
then
the
third
one
works
for
all
of
the
senior
judges.
So
we
have
senior
judges
that
come
in
and
take
over
a
case
for
trial
or
for
a
big
hearing
or
whatever
it
may
be.
When
the
judge
is
unavailable
or
has
multiple
things
scheduled,
and
they
will
advise
and
work
with
those
senior
judges.
C
L
Chairman,
commissioner,
so
no
they
would
stay
in
their
position.
They
would
just
have
that
additional
professional
accolade.
If
you
will
having
passed
the
bar,
they
are
now
a
licensed
attorney
rather
than
a
law
student
who
passed
law
school
who's
eligible
to
sit
for
the
bar,
which
is
a
significant
professional
accomplishment
and
they
receive
that
recognition,
but
they
would
stay
in
that
position.
L
Most
of
our
staff
attorneys
are
term
staff
attorneys.
By
that
I
mean
they
work
for
a
judge
for
one
year,
sometimes
two
years,
and
then
they
go
out
and
develop
their
career
in
the
private
sector.
Some
of
our
staff
attorneys
are
career
staff
attorneys,
that's
a
relatively
small
handful
of
them
who
have
decided
to
make
working
for
the
county
their
career.
If
you
will,
and
that's
an
arrangement
between
judge
and
staff
attorney
about
what
that
judge
wants.
What
that
staff
attorney
wants.
L
Some
judges
appreciate
having
that
revolving
door
of
a
new
one
every
year
or
two
years,
because
they
feel
it's
a
mentorship
and
service
to
the
community
to
develop
more
good
lawyers.
Others
develop
a
relationship
with
a
particular
one,
and
they
appreciate
that
continuity
and
that
higher
level
of
service
and
experience
that
they
develop
over
a
career.
A
L
Mr
chairman,
commissioner,
each
law
clerk
performs
the
same
types
of
duties,
but
what
specifically
they
do
is
up
to
the
judge
for
whom
they
work.
So
a
judge
who
comes
in
with
a
lot
of
civil
experience
and
not
a
lot
of
criminal
may
have
a
law,
clerk
or
staff
attorney,
help
them
more
on
some
of
the
criminal
cases
to
get
up
to
speed.
So
it's
really
an
individual
assignment
by
the
judge
for
to
whom
they
were
from
whom
they
were,
but
the
the
types
of
things
they
do
in
general
are.
H
So
that
is
for
department,
43
and
now
on
the
apartment
44.
I
have
to
show
you
something
before
I
talk
about
the
budget.
That
picture
you
see
on
the
left
side
of
the
screen
that
is
real,
was
made
by
a
drug
court
participant
which
is
absolutely
beautiful,
and
I
just
wanted
to
show
that,
but
going
back
to
the
budget
piece,
I'm
asking
to
for
two,
please
two
special
salary
adjustments,
which
are
again
just
based
on
market
analysis
that
was
done
by
the
hr
department.
H
It's
for
the
drug
and
alcohol
counselors
for
all
of
them.
You
see
the
totals
with
the
impact
the
impacts
to
the
budget.
Now
these
positions
are
so
I've
been
tca
almost
two
to
three
years.
Maybe,
and
this
position
has
never
been
full,
we've
always
had
vacancies,
and
now
we
are
in
the
worst
possible
situation
because
we're
down
three
people.
Now
we
only
had
15,
total
and
now
we're
down
three
and
so
the
remaining
group.
H
Their
counseling
sessions
are
also
in
danger
many
times,
because
we
truly
cannot
ask
them
for
more
their
clinical
supervisor,
she's
doing
the
job
of
two
or
three
people
because
she's
having
to
cover,
and
so
now,
through
the
work
of
one
of
the
counselors.
You
saw
devin
on
the
screen
and
then
marine
baker
burton
their
manager.
H
But
in
the
meantime
it
is
a
substantial
amount
of
work
for
her
and
she
always
does
it
with
a
smile
and
is
the
kindness
person,
and
so
I'm
asking
that
you
please
approve
this
market
analysis
again.
It
would
just
bring
them
up
they're
all
different,
depending
on
the
positions
depending
on
their
educational
background,
their
longevity
with
the
county.
H
Now
these
are
the
ua
techs
that
we
call
them.
Sometimes
it
is
definitely
less
than
glamorous
job,
but
it
is
such
an
essential
job
and
they
help
to
keep
the
community
safe,
because
these
individuals,
by
their
the
tests
that
they
conduct,
which,
by
the
way
they
did
over
19
000
last
year
between
a
group
of
six,
they
helped
to
ensure
that
the
individuals
who
are
out
in
the
community
as
part
of
their
pre-trial
release
are
actually
sober.
They're,
not
driving
drunk
or
under
the
substance
under
the
influence
of
any
of
the
substances.
H
H
H
You
have
seen
the
amazing
work
that
is
done
at
the
treatment
center.
This
is
something
that
ada
county
needs
to
be
proud
of,
because
you're
changing
the
community
with
your
support
back
in
2015,
a
space
analysis
was
done
and
it
was
determined
that
at
that
point
we
needed
a
20
000
square
foot
facility
facility.
H
That
is
all
we
want.
Just
all
we
want
right.
That
is
what
we
need
at
this
point.
It
was.
We
were
told
this
year
that,
because
of
all
the
inflation,
the
inflation
and
all
the
increases,
it
would
be
between
eight
to
ten
million
dollars.
I
think
you
saw
that
slide
that
phil
had
earlier
this
week.
We
don't
want
a
catalog.
We
don't
want
to
mention.
H
We
just
need
a
place
where
we
can
go
hold
classes,
have
our
counseling
sessions
or
therapy
sessions
with
the
participants
so
that
they
can
really
do
their
job,
so
these
counselors
can
do
their
job.
So
this
drug
screen
technicians
can
do
their
ua
exams,
and
these
are
just
some
pictures
of
the
current
space
and
the
problems
that
we
have
the
last
one
that
I
wanted
to
talk
about
is
the
master
facility
plan.
H
This
was
a
document
that
was
done,
I
think,
2017
or
so
thereabout,
and
at
that
point
it
mentioned
that
you
know
a
lot
of
the
departments
in
the
courthouse
needed
more
space.
We
have
used
every
nook
and
cranny
that's
been
allocated
within
our
space.
We
have
turned
every
single
storage
closet
into
an
actual
chamber
for
like
an
office
for
judges.
Those
are
the
pictures
that
you
see.
As
judge
hitler
mentioned,
we
have
to
send
departments
home.
H
We
actually
have
another
department
that
is
going
to
be
working
completely
from
home.
I've
mentioned
earlier
in
my
presentation.
We
support
technology,
we
embrace
it
in
every
area
that
we
can.
We
hold
courts
from
chambers
because
we
don't
have
sufficient
courtrooms.
You
know
40
judges
and
we
have
27
courtrooms.
H
E
H
Just
need
more
space,
so
that's
kind
of
where
we
are
now.
In
summary,
I
just
wanted
to
say
I
know
that
there's
this
is
a
very
difficult
year,
because
there
are
a
lot
of
different
pressure
points
that
you
have
to
address.
However,
I
really
want
to
do.
Please
consider
this
increase.
The
myself
and
the
other
departments
have
been
talking
about
this
cola
or
or
merit.
However,
you
decided
to
implement
it.
Our
employees
are
truly
our
greatest
asset.
E
H
B
E
M
Projects
in
the
case
for
the
so
courthouses
I'll
treat
differently,
because
we
do
have
that
fund
right,
but
for
the
drug
court
facility,
what
we've
been
doing
is
just
budgeting
right,
so
the
money
that
we've
already
expended.
We
have
the
money,
that's
encumbered
because
we
in
the
existing
building
that
we
own,
we
can
use
those
proceeds
to
go
towards
something
else,
but
in
the
interim,
if
we're
going
to,
we
should
what
would
really
make
the
most
sense,
I
think
kathleen
is
on
the
same
page,
is
just
but
is
budgeting.
M
Some
of
our
existing
fund
balance
to
go
towards
purchasing
a
new
building.
I
mean
we've
already
accumulated
enough
fund
balance,
whether
we
had
a
construction
fund
or
not.
We
have
the
fund
balance
available
to
do
it.
It's
really
just
an
accounting
side
on
ours
to
make
sure
that
as
much
possible
comes
from
the
drug
court
fund,
balance.
E
But
that
would
just
have
that
would
be
funding
it
all
at
once
when
in
one
year.
So
what
I'm
getting
at
for
any
of
these
projects
to
try
to
get
them
funded
over
a
course
of
like
three
years,
not
just
this
one
but
larger
projects
other
than
the
construction
fund.
There's
no
other
mechanism
to
do
that.
M
E
B
A
B
B
As
a
countywide
agency,
it
is
responsible
for
disaster
mitigation,
preparedness
and
response
and
recovery
activities
in
ada
county
with
a
primary
goal
to
protect
lives
and
property.
Ada
county
emergency
management
and
community
resilience
receives
jurisdictional
input
and
recommendations
from
the
public,
private
and
non-governmental
sectors
via
the
ada
county.
Local
emergency
planning
community
on
all
hazards,
emergency
planning,
training
and
exercising
the
board
of
80
county
commissioners
also
receives
advice
and
recommendations
on
emergency
management
programs
and
systems
from
an
executive
council
established
pursuant
to
a
joint
powers.
B
Emergency
management
is
a
self-supported
fund.
Their
budget
for
fy23
was
submitted
at
793
588
118
000
over
their
adopted
budget.
They,
this
is
for
one-time
use,
and
so,
therefore,
the
use
of
fund
balance
is
appropriate
here,
the
budget
to
actual
form
from
fy
18
to
current
and
the
number
of
employees
being
consistent
at
five.
B
N
Courthouse
thanks
for
having
me
thanks
kathleen
for
that
introduction.
I
appreciate
the
work
that
the
clerk's
office
does
this
time
of
year
and
the
work
they
do
year
round
and
thank
you
for
the
opportunity
to
present
our
budget
today.
They
say
that
most
good
presentations
begin
with
a
question:
make
it
dialogic
in
nature,
make
it
interactive.
I
don't
know
this
will
be
a
good
presentation
or
not,
but
the
question
I
pose
beyond
hey:
can
you
please
fund
my
budget
is
to
get
your
feedback
on
what
we're
doing.
N
This
is
a
fairly
new
mission
space
that
we're
moving
into.
I
think
we
know
how
to
do
emergency
management
fairly.
Well,
we've
done
it
for
a
long
time
and
I
think
the
beats
and
measures
of
that
are
familiar
to
us,
but
to
I'd,
say,
county
leadership
and
to
all
our
other
departments
and
agencies.
Where
do
you
see
yourselves
in
this
mission
space
because
we're
moving
into
an
exciting
new
area?
N
We
know
how
to
do
the
standard
things
that
any
emergency
management
office
we
do
and
we
see
the
industry
trends
moving
us
towards
as
the
desired
end
state
and
as
a
descriptive
for
what
people
do.
But
nobody
really
calls
themselves
that
everyone
still
considers
themselves
an
emergency
management
office,
and
I
saw
our
fellow
departments
and
agencies
do
really
incredible
things.
During
covid,
we
really
rallied
got
a
lot
of
things
done,
built
some
great
partnerships.
So
how
do
we
bring
that
forward?
N
Those
lessons
learned
and
face
the
new
normal
together
in
a
world
where
community
resilience
is
the
desired
end
state?
When,
when
folks
ask
me
what
I
do
for
a
living
and
where
I
work-
and
I
say,
I'm
an
emergency
manager
and
I
work
in
emergency
management-
they
have
some
pre-existing
context
for
what
we
do.
They'll
usually
say:
oh
you're,
the
guy
that
handles
disasters
you
handle
floods,
earthquakes,
fires
covet.
I
try
to
deny
that
one
as
much
as
possible.
N
Yes,
we
were
involved
in
covet
or
monkey
pox
or
whatever
folks
were
thinking
about,
but
we're
far
more
involved
than
simply
waiting
for
a
disaster
to
happen
and
then,
like
the
cultural
reference,
I
often
make
the
maytag
repair
man
we
spring
into
action
and
start
doing
things.
Emergency
management
is
far
more
than
just
a
simple
moment
in
time,
where
you're
managing
some
consequences
that
you're
facing
based
on
a
disaster
or
a
hazard.
N
It's
a
state
of
mind,
it's
it's
marshalling
the
full
capacity
of
your
community's
resources,
the
whole
community
towards
a
state
of
resilience,
all
the
things
that
could
happen.
I
often
flippantly
say
this.
All
the
carbon-based
life
forms
here
in
the
treasure
valley
is
what
our
client
base
is
and
so
we're
all
threats.
Well,
all
hazards,
we're
preparing
for
disasters,
the
periods
before
disasters,
response
and
recovery
when
they
happen
and
then
bringing
us
to
the
new
normal
together.
So
that's
what
we'll
talk
about
a
little
bit
today?
N
I
don't
want
to
be
too
pedantic
or
academic
and
talk
about
the
field
of
emergency
management
and
paradigms
and
whatnot,
but
I
think
it's
an
interesting
discussion
and
an
opportunity
in
the
context
of
us
talking
about
how
we
want
to
resource
our
mission
to
get
feedback
from
us.
If
we're
doing
it
the
right
way,
what's
commander's
intent,
where
should
we
be
bringing
this
thing
called
community
resiliency?
A
few
years
ago
we
presented
the
concept
to
county
leadership.
We
wanted
to
rebrand
our
office.
We
wanted
to
refocus
our
office.
N
We
wanted
to
be
known
as
emergency
management
and
community
resilience
to
really
drive
home,
the
premise
of
that
expanded
operation,
and
I
believe
that
it
went
over
well,
we
started
calling
ourselves
that
and
nobody
kicked
up
much
of
a
fuss,
but
at
the
same
time
I
remember
commissioner
kenyon
said
okay,
you
guys
now
are
involved
in
barber
dam
operations.
You
guys
are
now
involved
in
the
safety
and
security
of
the
courthouse.
You
guys
are
now
involved
in
water
security
as
we're
looking
at
the
resilience
and
the
capacity
of
the
water
infrastructure
and.
N
And
the
pandemic.
Well,
I
would
add
to
that
last
year,
commissioner
beck
mr
chair
worked
with
us
to
figure
out
how
we're
going
to
get
monoclonal
antibodies
to
the
region
and
make
sure
there
was
a
sufficient
supply
to
prevent
bad
outcomes
from
people
that
might
contract
that
disease.
Now
we're
not
hardly
experts
in
hydrology
to
be
able
to
lecture
people
about
water,
and
I
don't
know
anything
about
monoclonal
antibodies
or
polyclonal
antibodies
or
if
such
things
even
exist.
N
But
I
guess
I
would
say
that
we're
good
at
organizing
the
community
of
shared
mission,
space
around
emerging
missions,
and
I
think,
we've
done
a
good
job
in
helping
people
find
their
home
systemically
in
what
we
do
as
collaborators
and
as
communicators,
and
so
I'm
going
to
talk
a
little
bit
about
our
budget.
We're
going
to
talk
about
how
we're
fixing
to
do
this
for
the
upcoming
years,
and
let
me
go
through
the
agenda
for
today-
we'll
do
a
quick
snapshot
of
the
the
budget,
how
we
derive
our
funding
sources.
N
We'll
talk
about
our
mission
somewhat,
philosophically
what
underpins
everything
that
we're
doing
and
then
it's
kind
of
part
and
parcel
these
two
conversation
pieces
meld
together
our
accomplishments
as
our
office,
the
challenges
we
face,
what
our
priorities
are
and
then
what
success
looks
like
in
success.
You
know,
ideally,
is
just
really
continuing
to
do
the
things
we're
already
doing
for
future
operational
periods
future
years
and
have
that
extend
far
beyond
my
tenure
with
the
office.
N
So
our
budget
trend,
I
kind
of
want
to
just
drop
the
mic
here
and
walk
out.
We
got
a
nice
flat
budget
line
there
you
can
see
at
the
end
it
looks
a
little
bit
artificially
inflated,
as
kathleen
talked
about.
We
do
want
to
bring
118
000
into
our
budget
from
fund
balance.
That's
not
any
new
revenue
that
we're
seeking.
The
best
analogy
I
could
find
is
that
this
is
money
that
exists
in
our
savings
account
it's
been
appropriated
in
previous
years.
We
won't
bring
it
into
checking
to
get
some
things
done.
N
N
Again
running
the
numbers
through
our
overall
budget
again
that
bottom
line
there,
that's
really
what
we're
after
that's,
ideally
the
the
revenue
that
we're
looking
to
bring
on
this
year.
It's
about
six
hundred
and
twenty
one
thousand
five
hundred
and
eighty
eight
dollars,
although
technically
our
total
budget
is
about
seven
hundred
and
forty
thousand
dollars
up
from
six
twenty
seven
five.
The
year
before
and
again,
I
want
to
emphasize
that's
for
five
full-time
personnel.
That
is
a
flat
budget.
N
We
are
not
increasing
the
salary
or
benefits
portion
of
our
budget,
and
our
operating
budget
is
actually
down
from
last
year.
We
pulled
it
down
a
little
bit,
almost
six
thousand
dollars,
so
with
that
hundred
and
eighteen
thousand
dollars
in
the
mix,
it
does
raise
the
overall
budget
that
we
have,
but
again
the
revenue
that
we
seek
and
I'll
get
to
momentarily.
What
the
cost
is
to
ada
county
is
even
lower
than
it
was
last
year
about
six
hundred
twenty
one
thousand
five
hundred
eighty
eight
dollars.
N
So
how
did
we
reach
that?
That
sum
of
six
twenty
one,
five,
eighty
eight
foundationally,
the
funding
of
our
office-
comes
through
something
called
the
emergency
management
performance
grant.
Empg
that's
passed
down
to
us
from
the
department
of
homeland
security
and
fema,
which
I
would
I
wish
they
would
call
themselves
the
federal
resiliency
agency,
but
that's
a
bridge
too
far
right
now,
but
maybe
someday
they'll
catch.
The
wave
like
we
have,
but
that
empg
fund
that
we
get
that
has
a
dollar
for
dollar
match
requirement.
I
guess
it's
50
or
100.
N
However,
you
want
to
slice
it,
but
we
have
to
match
every
dollar
that
comes
to
us
in
that
empg
funds
and
we
anticipate
we'll
get
about
290
000,
but
to
be
fiscally
conservative
and
responsible,
we
budget
at
about
260..
We
want
to
make
sure
we're
not
putting
money
into
our
budget
that
we
don't
have
to
set
our
budgetary
expectations.
So
we
put
a
target
of
about
260
on
there
for
us
to
have
to
match
in
the
federal
funds
we
receive.
N
We
derive
those
matching
funds
through
ada
county's
contributions
we
pay
for
being
the
county
as
well
as
unincorporated
ada.
There
is
a
population-based
formula
that
we
derive
from
compass,
I
think
33
cents
per
resident
that
gets
to
that
dollar
figure
for
us
and
our
partner
cities,
ace
partner
cities
and
achd
contribute
about
164
thousand
dollars
and
achd
puts
in
a
flat
fee
of
10
000
because
they
don't
have
any
sort
of
proxy
for
population.
N
N
Those
give
us
fairly
flexible
pots
of
money
that
we
can
use
every
year,
ostensibly
we're
supposed
to
use
those
for
terrorism
preparedness
and
we
do.
But
if
you
think
about
it,
a
lot
of
the
capabilities
that
you
build
in
response
to
terrorism
have
great
relevance
elsewhere
right
if
you
have
to
put
out
alerts
and
warnings,
if
you
have
mass
casualty
events,
if
you
have
to
shelter
people,
you
can
be
doing
that
for
any
one
of
the
number
of
hazards.
N
But
again
we
typically
get
that
funded
at
five
hundred
and
sixty
eight
thousand
dollars.
And
it's
funny,
I
showed
this
slide
to
our
finance
person
lori
beck
earlier
today,
and
I
wasn't
sure
about
the
symbol
before
the
568.
If
that's
the
actual
symbol
for
approximately
I
asked
her,
I
said:
is
that
how
you
do
the
symbol
for
approximately
and
she
said
I'm
an
accountant.
I
don't
do
approximately.
N
So
that's
a
good
segue
to
our
actual
team.
You
have
me,
as
the
director
a
lot
of
you.
I've
gotten
to
know
crash
over
the
years
is,
interestingly
named
individual
for
emergency
management.
I
suppose
that's
better
than
if
he
was
an
I.t
professional
but
he's
our
deputy
director.
He
has
basically
built
our
mitigation
program
up
from
scratch
and
it's
really
impressive.
N
The
degree
of
participation
he's
got
there
and
taking
on
the
protection
of
critical
infrastructure
mission
and
now
he's
leaning
into
the
recovery
mission
space
figure
out
what
the
new
normal
looks
like
for
us,
post-disaster,
but
I'm
hard-pressed
to
think
of
anybody
aside
from
crash
who
has
his
depth
of
knowledge
of
how
the
built
environment
interfaces
with
threats
and
hazards.
He
is
just
a
font
of
information,
and
sometimes
it
feels
like
we
share
a
brain.
I've
worked
with
him
for
so
long
randy
mcclellan.
We
recently
brought
in
from
central
district
health
I've
known
randy
forever.
N
I've
worked
with
him
over
a
decade
in
planning,
training
and
exercise
activities.
We've
conducted
operations
together.
He
was
the
ideal
candidate
for
us
to
get,
and
lo
and
behold
he
wanted
to
join
our
office
lori,
as
we
all
well
and
know,
came
to
us
from
the
clerk's
office,
incredible
aptitude
for
county
processes,
budgeting
payroll
and
she's
going
to
be
our
and
is
our
our
grants,
finance
administrator
and
is
filled
that
role
aptly
greg
stone.
We
really
caught
lightning
in
a
bottle.
N
When
we
brought
this
kid
in
from
utah,
he
has
got
a
responder
background
as
an
emt.
He
has
an
academic
background
in
emergency
management
and
he's
really
reinvigorated
training,
exercise
and
education
for
our
office
and
we're
excited
to
get
into
that
new
phase.
Where
we're
actually
bringing
people
together
to
do
this
kind
of
stuff
and
then
dennis
lawson.
I
just
call
him
our
part-time
geek
he's.
Our
support.
Technician
keeps
all
our
equipment
functioning.
N
In
our
mission
space,
I
think
kathleen
did
a
pretty
apt
job
of
describing
what
it
is
we
do.
This
is
really
it's
vast.
It's
infinite
the
amount
of
work
that
we
have
on
our
plate.
If
you
look
at
how
we
coordinate
emergency
management
for
all
threats
and
all
hazards
make
this
a
safe
place
for
anything
that
could
damage
the
property,
threaten
life,
cause
incidents
and
we're
doing
it
across
the
entire
continuum
of
emergency
response.
N
Emergency
management
we're
preventing
things
from
happening,
responding
when
they
do
mitigating
the
bad
things,
blunting
them
when
they
happen,
figuring
out
the
new
normal
and
recovering
from
all
threats
and
all
hazards.
I
I'm
challenged
to
think
of
the
easiest
way
to
describe
how
we
can
do
this
really
vast
and
in
expansive
mission
space.
N
For
that
we
rely
on
our
crisis
action
planning,
those
relationships,
we've
built
and
the
practice
methods
that
we
have
of
bringing
folks
together
for
unity
of
effort,
and
we've
been
able
to
do
that
successfully.
I
years
ago
there
was
a
lieutenant
from
the
boise
police
department
who
told
me,
when
you're
talking
to
audiences
in
idaho,
always
use
football.
N
Analogies
people
like
football
analogies,
so
I
guess
my
football
analogy
here
is
we
give
our
best
player
the
ball
in
these
situations
when
the
mission
space
is
so
vast
and
you're
not
really
sure
where
to
start
putting
your
objectives
together,
find
who
the
primary
champions
are
elevate
them
to
deliver
on
their
mission
and
you
fill
in
behind
them?
You
set
up
the
coordination
and
communication
construct
to
support
them.
N
I
can
kind
of
hopscotch
around
this
slide
a
little
bit
because
again,
it's
really
difficult
to
put
into
well-defined
mission
buckets
exactly
what
we
do
for
the
commissioners
and
for
the
community.
But
we
write
a
lot
of
plans
in
response
and
recovery.
We
train
and
exercise
people
of
those
plans.
We
do
a
lot
of
work
before
incidents
happen
with
mitigation
plans,
with
bolstering
our
prevention
capabilities,
with
protecting
critical
infrastructures
with
the
assets
that
we
can
to
make
sure
that
they're
survivable.
N
The
grants
that
we
receive
do
require
a
good
amount
of
care
in
feeding
and
administration,
and
that
keeps
us
busy
to
make
sure
that
we're
comporting
with
all
the
federal
guidance
and
how
we
use
those
funds
to
get
to
the
interesting
part
of
this.
If
I'm
john
q
public
watching
this
at
home-
and
I
want
to
know
what
this
emergency
management
office
does
in
the
way
of
fiscal
responsibility
in
the
way
of
providing
maximum
value
and
being
good
stewards
of
taxpayer
money,
I
guess
the
following
bullet
points
can
get
us
there.
N
We
don't
have
much
of
a
departmental
footprint.
We
have
five
people,
one
part-time
employee.
We
have
very
limited
infrastructure,
we
have
an
office,
we
have
an
eoc,
we
have
two
vehicles,
we
had
a
storage
space
which
we're
decommissioning
this
year,
we're
not
going
to
be
using
it
anymore.
We
cleaned
it
out,
found
a
lot
of
really
cool
civil
defense
items.
I
think
from
the
eisenhower
administration
that
were
probably
in
there.
N
So
if
anybody
is
in
the
market
for
a
radiological
handheld
detector,
let
us
know
we
may
be
your
guys,
but
again
we
maintain
limited,
departmental
footprint
and
infrastructure.
We
keep
that
operating
budget
in
steady
state.
Despite
the
increase
in
responsibilities
and
expectations,
bob
perkins
can
tell
you.
We
follow
all
our
procurement
guidelines
to
the
letter
and,
thank
goodness
we
have
folks
like
bob
to
keep
us
on
the
good
foot
with
stuff.
We're
buying
and
the
recommendations
and
counsel
we
get
from
the
civil
folks
over
in
the
prosecutor's
office.
N
N
We
are
very
intentional
with
what
we
do.
I
believe
it
was
vince
lombardi
who
said,
if
you
don't
know
where
you're
going
any
road
will
get
you
there.
We
do
not
follow
any
road,
we're
very
deliberate
in
building
capability.
We
do
very
methodical
gap,
analysis
of
the
capabilities
we
want
to
build.
We
try
to
define
everything
to
a
measurable
outcome
and
we
stay
consistent
with
those
priorities.
Once
we've
identified
them,
we
don't
have
mission
creep.
N
We
don't
veer,
of
course,
because
we
don't
have
the
resources
to
do
it
and
we
have
some
pretty
dedicated
people
who
are
really
good
at
staying
mission
focused
as
there's
nothing
worse
than
that
bureaucratic
malaise
of
wondering
why
you're
doing
what
you're
even
doing
when
you
wake
up
in
the
morning,
we
have
really
good
sideboards
against
that,
and
we've
never
had
that
degree
of
mission
creep.
We
don't
have
any
capital
budget
capital
projects
rather
budgeted
for
our
office.
I
think
we
painted
an
office
this
year.
N
Maybe
we
put
up
a
whiteboard
or
something,
but
we
don't
have
any
major
improvements.
Capital
improvements
on
the
docket
for
our
office
end
again,
no
new
positions
that
we're
asking
for.
Could
we
use
new
positions.
I
think
we
could
find
gainful
employment
for
any
number
of
people
that
would
end
up
in
our
office,
but
we're
holding
the
line
fairly
well
with
the
mission
space
that
we
have
and
where
the
mission
space,
where
we're
bringing
it.
N
I
don't
think
this
is
any
surprise
to
anybody
we're
growing
here
in
ada
county
and
I
think,
we've
seen
population
growth,
that's
a
pretty
crude
proxy
for
the
degree
of
complexity
we
want
to
describe
in
our
community,
but
it's
a
fairly
known
maxim
in
emergency
management
that
when
populations
grow,
when
the
distribution
of
population
changes,
so
does
your
risk
exposure.
So
does
your
vulnerability?
N
New
people
means
more
built.
Environment
means
more
houses,
it
means
more
businesses,
it
means
more
highly
attended,
special
events.
It
means
more
draw
and
impact
on
existing
infrastructure.
So
all
of
those
things
are
part
of
the
calculus.
We
have
right
now
when
we're
thinking
about
how
our
community
is
changing.
Population
growth
is
a
significant
indicator
of
a
lot
of
things
that
we're
dealing
with
right
now
and
to
deal
with
that
population.
N
We
want
to
make
sure
that
there's
sufficient
capacity
for
those
people,
the
communities
they
form
the
businesses
they
work
for
their
institutions
that
they're
involved
in
to
prepare
for
withstand
and
rapidly
recover
from
any
event
that
comes
that
way,
and
I'll
kind
of
break
this
down
a
little
bit
into
what
really
disasters
mean
at
least
to
us.
It's
the
nexus.
It's
the
interface
between
acute
shocks
and
chronic
stresses
that's
kind
of
the
fun
academic,
interesting
way,
at
least
to
me.
This
is
interesting.
I
teach
this
at
isu.
N
I
think
this
is
kind
of
cool,
but
we
look
at
those
events.
We
look
at
those
disasters
as
shocks
right.
Those
are
the
things
that
may
catch
us
off.
Guard
may
waylay
us
stuff,
like
fires,
earthquakes,
floods,
stuff
that
we
have
a
historical
basis
for
can
be
a
shock
to
our
system,
or
even
things
like
covid
that
we
didn't
expect.
I
would
say
that
the
mall
shooting
this
past
year
caused
us
to
reorient
our
thinking
and
look
at
the
prioritization
of
certain
capabilities
in
a
certain
way,
but
you
have
these
shocks.
N
These
are
also
called
by
academics.
Focusing
events
right.
These
are
things
that
command
your
attention.
Make
you
realize
the
areas
in
which
you
have
to
do
some
capability
building
the
real
challenges
in
disasters
happen
when
there's
a
nexus
when
there's
an
interface
with
those
shocks
and
stresses
the
things
that
we
know
are
pressuring
us
now
on
a
daily
or
a
recurring
basis.
N
If
we
don't
have
great
capacity
to
do
that,
I
think
one
example
is
child
care,
at
least
from
what
I'm
hearing
their
families
are
on
waiting
lists
for
several
years
to
get
their
kids
into
daycare.
So
that's
kind
of
that
combination
of
population
growth,
economic
issues
stresses
to
existing
capacity
transportation.
If
you're
challenged
to
move
people
and
resources
across
your
community
in
regular
times,
you'll
be
even
more
so
during
disaster
times
and
health
care.
I
think
we
saw
the
degree
that
that
was
stressed
during
the
cobit
response.
N
There
were
a
lot
of
necessary
preventative
treatments
that
were
probably
delayed
because
we
had
hospital
systems
that
were
focused
on
the
covid
response,
the
degree
to
which
those
latent
issues
will
become
manifest
in
future
populations
is
yet
to
be
seen.
But
I
I
I
dare
say
that
I
think
we're
going
to
reckon
with
that,
with
the
changing
face
of
our
population
and
the
limited
access
to
health
care
that
people
have
had
for
the
past
couple
years,
again
kind
of
the
futurist
forward-looking
thinking
that
we
do
so.
N
With
that
in
mind,
I
want
to
talk
a
little
bit
about
at
least
what
our
accomplishments
or
activities
were
from
the
past
year
with
those
things
that
inform
our
perspective,
the
graphic
there
is
somewhat
misleading.
You
can
never
really
reach
the
summit
and
plant
the
flag
being
an
emergency
manager
is
kind
of
like
parenting
and
you
never
actually
stop
worrying
about
your
kids
or
feel
like
they're
in
a
good
place.
I
guess
you
know
steve
sweet
who
we've
dealt
with
at
the
water
meetings.
N
One
of
the
accomplishments
from
the
past
year
that
we
have
is,
we
did
some
updates
to
our
city
level
plans.
We
looked
at
a
couple
of
plans,
specifically
eagle
and
star.
We've
always
been
looking
at
all
of
our
city
plans
that
we
wrote
almost
eight
years
ago
in
consultation
with
some
outside
contractual
help
and
those
plans
were
kind
of
over
engineered.
They
weren't,
feasible
or
actionable.
You
couldn't
be
the
city
of
star
and
execute
what
this
plan
said
that
they
were
going
to
do
so.
N
N
But
the
challenge
there
is
to
make
sure
we're
connected
with
them
so
that
when
we
have
to
do
unified
operations,
we
can
do
that
and
they
have
an
incredible
emergency
manager
and
rachel
holford
at
the
city
of
boise.
Our
she
and
chief
niemeyer
do
a
great
job
of
partnering
with
us,
and
I
think
we
we've
seen
the
fruits
of
that
partnership
on
many
occasions.
N
I
think
the
board
knows
my
opinion
on
continuity
of
operations
planning.
It
is
one
of
the
least
fun
things
that
you
can
do.
I
have
a
certification
in
continuity
planning.
I
don't
know
anybody
that
relishes
the
opportunity
to
unpack
their
business
continuity
plan,
because
folks
are
already
challenged
to
do
things
in
their
current
operational
environment.
I
don't
know
that
anybody
wants
to
look
at.
N
I
would
say
from
the
jump
that,
if
everything's
in
emergency
nothing's
an
emergency,
so
if
you
as
the
the
executives
here
in
ada
county,
are
presented
with
a
slate
of
needs
from
your
county
departments
about
what
they
need
to
reconstitute
operations
and
get
back
to
meeting
their
priority
objectives
as
great
as
they
are.
We
only
have
one
steve
romero.
We
only
have
one
bruce
crisco,
so
the
degree
of
draw
that
they
would
have
on
I.t
and
operations
to
get
things
reconstituted.
N
I
you
know
nobody
likes
to
see
somebody
from
our
office
coming
at
them,
with
a
three-ring
binder
off
the
shelf,
to
sit
down
to
go
through
their
recovery
time
objectives,
their
orders
of
succession,
their
critical
tasks,
their
procedures
for
activating
their
coop
site,
and
when
you
do
it
that
way,
it's
kind
of
a
compliance
driven.
Endeavor,
you
just
do
what
you
have
to
to
make
the
guy
with
the
binder
go
away
and
tell
them
the
information
that
they
have,
and
then
you
put
it
on
a
shelf.
We
have
wrote,
we
have.
N
We
have
written
a
request
for
information
to
try
to
procure
some
software
and
maybe
some
support
using
that
118
000,
that
we
want
to
bring
on
from
fund
balance
for
developing
and
maintaining
continuity
of
operations
plans
in
a
better
way.
Maybe
it
can
be
an
ongoing
thing.
Maybe
we
can
put
some
life
and
permanency
to
those
plans,
but
also
have
it
culminate
in
some
sort
of
decision-making
dashboard
for
senior
officials
so
that
you
can
see
the
status
of
plans.
N
You
can
see
what
may
be
prioritized
at
this
particular
moment
contextualized
by
that
particular
disaster
and
its
impacts.
So
I
think
that
there's
some
work
to
do
there
and
we're
excited
I'm
actually
excited
to
work
in
coop,
given
what
the
promise
that
this
activity
might
hold
as
emergency
managers,
we're
always
writing
plans.
So
we
have
response
and
recovery
plans
that
we've
been
working
on
for
the
past
year
and
we
can
cite
his
accomplishments.
N
We've
coordinated
with
dispatch
to
revise
all
of
our
plans,
basically
with
the
alert
and
notification
procedures
that
dispatch
would
initiate
to
the
public,
we're
near
completion
of
what
we
call
our
public
alert
notification
and
evacuation
annex.
As
we
talked
about
earlier,
as
our
population
grows,
it's
pretty
much
a
given
that
we're
going
to
have
to
evacuate
segments
of
the
population
right
we've
seen
what
happens
when
we
have
development
in
the
wildland
urban
interface.
N
We've
revised
that
plan,
so
that
it
is
much
clearer
how
we
execute
the
delivery
of
protective
action
recommendations
to
the
public,
how
they
would
utilize
code
red
through
dispatch.
What
the
verbiage
and
those
messaging
looks
like
and
then
more
so
into
the
the
tactical
realm
of
an
evacuation
right.
What
the
roles
and
responsibilities
are
for
everyone,
that's
involved
in
evacuating
neighborhoods
and
hazard
scenes,
but
then
also
you
know
the
three-step
kind
of
process.
N
I
guess
is
what
you
would
call
it,
I'm
hesitant
to
say
ready,
set,
go,
but
that's
kind
of
the
context
that
we've
talked
about
before
a
way
for
the
community
to
know
that
all
right,
here's,
the
hazard,
start
getting
yourselves
ready.
There
may
be
an
evacuation
okay.
This
is
imminent,
get
set
and
now
you're
going
to
leave
this
area
and
now
go.
These
are
the
explicit
directions
that
first
responders
are
giving
you
and
where
we
want
you
to
go.
N
We've
also
completed
this
year,
a
debris
management
annex
if
you've
ever
seen
a
disaster
where
there's
a
considerable
amount
of
debris,
that's
generated
that
poses
problems
for
you.
That
can
be
the
disaster
within
the
disaster.
Sometimes,
if
you're
not
managing
it
in
a
way
that
reduces
the
risk
to
life
and
property,
and
if
you
don't
dispose
of
debris
properly,
you
don't
want
to
risk
environmental
hazards
or
being
sideways
with
fema
regulations.
That
would
inhibit
you
from
recouping
some
disaster
funds.
Once
a
disaster
is
over
and
a
disaster
has
been
declared.
N
N
I
would
kind
of
characterize
this
next
mission
bucket
as
just
mass
casualty,
mass
fatality
planning
anytime
that
there's
an
incident
that
can
cause
a
significant
degree
of
injury
or
fatalities
to
members
of
our
population.
We
needed
a
coordinated
suite
of
mass
casualty
mass
fatality
plans
that
we
could
execute
together
systemically
using
this
multi-agency
group.
N
That's
going
to
compose
the
responder
set
of
ems
professionals,
the
hospitals,
the
coroner's
office,
public
health,
our
office,
so
that
we
have
a
practice
means
of
when
there's
a
disaster
that
a
lot
of
people
are
harmed
or
an
emergency
that
hurts
a
lot
of
people.
We
have
practice
methods
for
pre-hospital
treatment,
triage
and
transport,
how
we
communicate
with
hospitals
notification
so
that
they
can
decompress
and
engage
in
medical
search,
how
we
can
expand
the
footprint
of
the
coroner's
office
for
mass
fatality
events.
N
So
that's
been
a
really
engaged
partnership
and
we're
moving
forward
a
great
speed
in
developing
that
plan.
I'd
say,
and
the
tactical
domain
around
this
active,
shooter
hostile
event
response
is
obviously
a
front
burner
issue
for
most
communities
our
responders
prior
to
the
recent
spate
of
those
unfortunate
incidents
have
been
working,
full
bore
on
building
capability
and
we've
been
partnering
with
them
anything
that
they
need
in
gap,
analysis
of
their
capability,
training
exercising
and
equipping.
N
Like
the
conversation
we
had
yesterday
about
some
of
that
tactical
gear
that
our
responders
needed
we're
at
the
ready,
and
we
do
a
lot
of
that
stuff.
Another
lesson
we've
learned
from
that
shock
from
that
focusing
event
of
the
mall
shooting
is
that
we
need
to
be
more
practiced
into
putting
together
family
assistance,
centers
or
family
reunification.
Centers
we're
not
really
sure
what
the
noun
there
is,
but
if
you're
going
to
move
people
out
of
a
threat
scene
in
a
hazardous
area,
you
have
to
put
them
somewhere
where
they
can
expect
some
degree
of
service.
N
You've
got
to
be
intentional
and
have
an
infrastructure
there.
That
is
providing
those
immediate
incident
needs
for
those
people
that
were
in
that
unfortunate
incident,
so
anything
from
victim
witness
assistance
in
collaboration
with
the
local
law
enforcement
agencies
that
do
that
stuff.
You
need
to
get
intel
from
those
folks
if
it
was
a
hostile
event,
but
you
also
need
to
get
them
secure
and
down
the
road
of
wellness
family
reunification.
If
it's
a
school,
you
got
to
get
kids
back
with
their
parents,
mental
health,
information
about
family
members.
N
If
they've
been
transported
to
a
specific
hospital
or
whatnot
there's
a
lot
of
potential
information
needs
that
would
come
out
of
that
family
assistance
center
and
we're
bringing
together
a
lot
of
partners
to
develop
something
as
comprehensive
as
we
can
to
execute.
It
talked
a
bit
about
crash
and
his
mitigation
plan
he's
near
completion
of
his
five-year
multi-hazard
mitigation
plan.
It
should
be
done
by
late
summer
that
plan
documents
all
the
potential
actions
that
we
can.
N
We
can
put
in
place
all
the
projects
and
programs
that
can
reduce
or
eliminate
the
long-term
risk
to
people
and
property
from
natural
hazards
they
may
face.
By
doing
this,
this
makes
us
eligible
for
pre
and
post-disaster
mitigation
grants
from
fema
and
there's
some
really
rich
analysis
in
this
plan
that
he's
conducted
looking
new
hazard
analysis,
hazard,
ranking
modeling
it
even
the
relationships
alone
that
the
development
of
this
plan
create
are
beneficial,
but
the
potential
for
funded
projects
to
come
out
of
this
would
really
make
it
valuable
public
education
and
outreach.
N
As
I
had
said
before,
getting
people
back
together
getting
to
engage
with
members
of
the
public
is
really
what's
critical
for
our
office
and
we
do
all
the
standard
things
we
put
things
out
on
social
media.
We
do
public
presentations
and
public
engagements
and
we
teach
people
how
to
have
prepared
households
and
be
resilient.
We
have
a
program
called
community
emergency
response
team
training
where
they
receive
actual
preparedness
gear.
You
know
helmets
and
backpacks,
and
first
aid
kits.
N
We
train
them
in
basic
incident
operations,
so
they
can
self-sustain
and
stabilize
their
own
homes
and
businesses
in
advance
of
the
first
responders,
showing
up
and
having
them
find
a
more
stable
incident
scene.
But
it's
really
about
the
communication
and
the
engagement
with
the
public.
In
this
mission
space
and
that's
why
it's
it's
so
important,
I
think
it's
one
of
those
stephen
covey
principles
you
have
to
seek
to
understand
before
you
can
be
understood.
N
They
see
the
things
that
keep
them
up
at
night,
what
they
want
to
keep
their
family
safe,
that's
just
being
responsive,
that's
just
being
good
government,
there's
a
whole
bunch
of
things
here
that
I'm
not
sure
how
to
categorize,
so
I'm
just
going
to
put
them
under
that
community
resilience
bucket
and
it's
kind
of
some
some
cool
atypical
activities,
perhaps
for
some
emergency
management
offices,
but
in
some
cases
not
so
much
because
offices
that
I
know
are
starting
to
trend
in
this
direction.
Working
with
mr
kenyon
as
part
of
the
treasure
valley
regional
water
summit.
N
Under
her
leadership,
there
is
a
team
that
convened
a
bunch
of
area
partners
to
start
looking
long
term
at
long
onset
disasters
like
droughts
in
water
supply.
We
don't
do
that.
Well
in
emergency
management.
We
pretty
much
wait
until
there's
no
water
and
go
okay.
Now,
there's
an
emergency,
but
if
we
can
be
a
little
bit
proactive
and
progressive,
we
can
start
putting
together
a
coordinating
structure.
N
N
I
think
the
board
is
aware
of
the
work
that
we've
already
done
with
schools.
We
help
standardize
all
the
training
and
the
responses,
those
standard
protocols
that
all
schools
now
across
the
state
of
idaho
use
for
all
threats
and
hazards.
We
we
filmed
all
the
training,
videos
and
those
are
used,
statewide
and
even
other
states.
So
it's
it's
kind
of
been
cool
to
see
the
impact
of
that
and
when
I
see
schools
put
out
messages
that
reference,
the
information
that
we
help
build
and
they
show
training
videos
around
the
state
that
people
recognize.
N
N
But
how
do
you
make
sure
you
have
a
deliberate
plan
to
get
them
to
the
right
people
once
once
the
situation
has
been
neutralized
once
the
threat
has
subsided
and,
of
course,
we're
always
working
with
any
of
our
partners
to
plan
and
execute
exercise
efforts,
including
the
boise
airport
exercise,
which
is
coming
up.
We're
doing
a
volunteer
organizations
active
in
disasters
exercise
in
early
august,
where
we're
going
to
help
them
practice
their
concept
for
a
unified
operation
where
they
can
provide
coordinated
services
to
people
in
times
of
disasters.
N
I
need
to
think
for
a
minute
on
this
one.
It's
kj7
wtj
is
my
call
sign.
Now
that
I've
completed
my
ham,
radio
operator
class
and
I'm
an
official
geek
with
my
ham,
radio,
I
think
we
have
a
little
cadre
of
ada
county
employees
that
we
put
through
ham,
radio
training
and
we
have
regular
net
tests
and
we
communicate-
and
we
can
do
more
of
that.
N
If
there's
more
employees
that
would
be
interested
in
us
getting
them
a
little
ham,
radio
and
their
own
call
sign
and
coaching
them
to
pass
the
fcc
test,
which
was
not
easy
by
the
way
I
have
to.
That
was
pretty
challenging
exam,
but
we
all
passed
it
and
we
have
weekly
network
testing
and
we
have
this
capacity
that
we
can
now
stand
up
for
redundant
communications
and
we
do
just
as
a
whole
regular
testing
and
upgrades
and
maintain
our
auxiliary
communications
network.
N
So
we're
able
to
share
those
resources
with
our
partners
so,
like
I
said
what
does
success,
look
like
going
forward
everything
I
just
talked
about,
and
then
some
we've
got
some
more
ambitious
things
on
our
agenda
for
the
coming
year
that
we're
going
to
we're
going
to
fund,
through
our
previously
referenced
flat
budget,
we're
going
to
update
our
emergency
operations
plan,
including
position,
specific
procedures
and
training
and
kind
of
the
question
that
I
started.
This
presentation
with.
N
Where
do
our
fellow
departments
kind
of
see
themselves
in
our
mission
space
we'd
like
to
see
them
in
our
emergency
operations
center
during
previous
flooding?
Events
that
we
had
in
2017
and
I'll
share
a
picture
of
that
shortly?
We
brought
in
a
lot
of
capacity
from
the
county.
A
lot
of
our
partner
agencies
jumped
in
and
helped
us
run
an
event,
and
it
was
really
kind
of
cool
for
all
of
us
to
work
together
to
protect
our
community
to
kind
of
do
it
in
a
very
tangible
sense.
N
I
think
that
built
some
real
esprit
de
corps,
and
I
think
we
did
that
in
covid
and
now
we're
ready
to
kind
of
do
that
with
some
more
practice
and
sophistication
all
the
plans.
You
see
there
we're
going
to
have
to
update
this
year
additional
city
operations
plans.
All
the
hazard
specific
plans
have
to
be
updated,
flooding
wildfire,
hazmat
we're
going
to
revise
our
joint
information
system
plan,
which
helps
all
our
public
information
officers.
N
We
want
to
develop
a
special
events,
working
group
and
that's
going
to
execute
use
the
special
events
annex
that
we
want
to
attach
to
all
of
our
county
plans
and
our
city
plans
as
well,
so
that
we
have
a
methodology
of
assessing
the
types
of
events
we're
going
to
get
the
type
of
resourcing
that
they
might
need
and
then
operational
coordination.
While
we're
doing
these
events
and
situational
awareness
in
case,
we
do
have
to
roll
into
an
emergency
response.
N
N
What
information
and
direction
we
need
to
give
them
and
and
really
standardize
terminology
and
practices
there
and
we're
moving
in
that
direction,
and
then,
in
the
domain
of
training,
education
and
outreach,
again
more
of
the
same
we're
going
to
keep
doing
tactical
training
with
our
first
responders,
either
requiring
it
for
them
or
helping
them.
Do
it
or
doing
it
with
them
anything
that
our
community
stakeholders
need
schools,
hospitals,
volunteers,
to
get
additional
training
and
exercise
opportunities,
we're
there
to
do
that
for
him
we're
going
to
continue
the
cert
training
concept
and
emergency
preparedness
presentations.
N
I
just
the
other
day.
I
had
a
conversation
with
reverend
bill
at
the
rescue
mission.
He
wants
to
have
a
community
emergency
response
team
over
there,
and
so
he
shall
have
one.
It's
usually
a
good
idea
to
do
what
reverend
bill
asks
you
to
do.
He
does
great
stuff
in
our
community
and
I
think
we
need
to
get
more
practice
at
doing
public
alert
and
notification
drills
to
the
public.
That's
something
we
don't
have
a
rich
history
of.
You
recall
we
used
to
have
sirens
in
the
foothills.
N
I
don't
want
to
worry
about
these
things
being
a
nuisance
to
people
if
they
get
too
many
messages
and
they're
complaining
about
it,
I'm
the
cost
of
doing
business.
I
think
folks
have
to
get
enculturated
to
the
idea
that
public
safety
agencies
are
going
to
reach
out
to
them
through
practice
channels
and
tell
them.
N
This
is
how
you
would
receive
an
alert
during
an
emergency
and
then,
when
those
things
happen,
they'll
be
better
positioned
to
actually
follow
the
direction
that
they
get
kind
of
close
with
just
a
picture
here
of
a
more
tangible
aspect
of
what
we
do
in
emergency
management.
That's
our
emergency
operations
center
during
the
2017
flooding.
You
can
see
we're
in
that
room.
Our
county
engineer,
flood
plain
manager
from
development
services
is
there.
We
have
achd
sheriff's
office,
paramedics,
central
district
health,
idaho
power,
intermountain
gas,
itd
operations.
N
That
was
a
really
good
experience
and
we
built
a
lot
of
capability
there.
Similarly
with
covid
and
so
again
to
that
initial
question
that
I
asked
where
do
folks
see
themselves
in
this
room.
Where
do
you
see
yourself
in
the
quest
for
resiliency
that
we
just
talked
about?
And
so
that
said,
I
am
more
than
happy
to
stand
for
any
questions
from
leadership.
E
Yeah,
mr
chair
joe,
your
team,
you
guys
are
the
poster
children
for
doing
more
with
less.
It
seems
like
every
year
for
five
people
strong,
you
guys
are
pretty
amazing
love
what
you're
doing
with
emergency
management
and
and
the
coop
and
all
of
that
piece.
But
I'm
going
to
challenge
this
group,
you
asked
for
it
when
you
added
community
resilience
onto
your
mission
and
you've
seen
a
little
bit
of
what
that
looks,
like
almost
reactively
sure,
and
I
think,
moving
forward
in
the
long
run.
E
You
know
we
live
in
a
desert
and
they're
saying
we're
probably
going
to
see
drought
on
some
level,
at
least
once
every
three
to
four
years,
and
so
looking
at
what
we're
already
facing,
with
some
of
our
wells,
drawing
up
and
not
having
data
and
analysis
and
and
just
basic
tools
that
we
need
to
be
resilient
in
this
community
kind
of
want
to
challenge
your
group
to
take
a
look
at
what
is
the
space
around
community
resilience?
What
should
it
look
like?
E
E
So
I
would
love
to
see
the
direction,
because
I
would
much
rather
see
us
be
proactive
than
reactive
as
we
know,
if
we
don't
get
a
handle
on
the
water
conditions
here,
the
the
potential
more
wells
we've
done
a
circle.
I
think
zach
and
development
services
has
done
an
excellent
job.
We
started
out
with
about
13
to
14
wells
drawing
up
before
we
got
the
reins
and
those
are
all
about
100
foot
wells
and
now
he's
identified
with
idwr
that
there's
about
a
thousand
that
could
potentially
dry
up
with
a
drought
this
year.
E
N
Chairman
commissioner,
kenyon
we'll
take
a
run
at
it,
I
mean
that's
we're
excited
to
do
that.
We're
happy
to
work
alongside
the
group
that
you're
spearheading
right
now.
I
think,
as
that
group
goes
and
building
consensus
and
the
shared
mission
space,
I
think
that'll
give
us
some
more
gravitas
and
some
more
traction
to
think
about
organizationally
how
we
can
adapt
to
that,
but
also
carve
out
more
in
our
existing
mission
space
as
well.
N
I
think
the
mitigation
plan
that
we're
we
have
to
develop
every
five
years
can
find
more
of
a
home
for
that
stuff
as
well.
We're
mitigating
something
it's
just
a
long
onset
disaster
and
that's
not
something
that
we,
as
I
talked
about
before,
do
exceptionally
well
in
emergency
management,
but
we
have
to
as
an
office
of
emergency
management
and
community
resilience.
A
Yep,
thank
you.
I
think
the
you
have
demonstrated
your
dexterity
when
we
I
got
you
involved
in
monoclonal
antibodies.
We
put
together
a
good
group
and
we
got
some
good
information.
I
think
the
community
was
better
for
it,
and
so
I
think
those
kinds
of
things
are
are
are
important.
I
appreciate
it
thank.
N
B
Eight
investigators,
20
support
staff,
along
with
social
services
and
research
division,
fight
to
protect
and
defend
the
rights
of
indigent
persons
in
ada
county
charged
with
a
crime
once
appointed
by
the
courts.
Attorneys
within
the
office
are
immediately
assigned
to
represent
adults
and
juveniles
accused
of
misdemeanor
and
felony
offenses
parents
and
children
in
child
abuse
and
neglect
proceedings
and
persons
facing
involuntary
mental
commitment.
B
Public
defender
is
a
department
within
the
current
expense
fund.
Part
of
the
three
percent
cap
budget
for
fy23
is
submitted
at
13
962
705
959
770
over
their
appropriation
total.
They
have
a
couple
of
personnel
supplementals
for
the
new
judges,
they're
asking
for
eight
new
positions:
three
attorney
twos,
three
attorney
ones,
a
legal
assistant
two
and
one
at
a
cost
of
seven
hundred
and
ninety
five
thousand
four
sixty
three
and
then
also
a
new
position
for
a
social
worker
and
moving
a
grant
funded
position
to
the
county.
B
That's
an
investigator
for
a
cost
of
164
314.,
see
the
budget
to
actual
history
from
fy
18
to
23,
and
then
the
number
of
employees
over
the
course
of
the
same
period
and
just
a
note
for
fy23
that
includes
11,
grant
positions
that
we,
because
this
grant
is
more
consistent.
Funding
similar
to
sig
and
block
at
juvenile
we've
decided
that
we
wanted
to
budget
it
during
the
budget
process
to
give
a
more
even
view
of
the
budget.
So
that
includes
11
new
positions.
Again,
those
are
grant
funded.
B
E
O
O
O
As
always
I'd
like
to
take
a
moment
and
thank
my
budget
finance
officer,
jake
precht
for
all
the
hard
work
that
he's
put
into
this
budget
and
presentation
also
the
auditor's
office.
Thank
you.
The
entire
crew
phil
trent,
kathleen
tim.
They
are
a
pleasure
to
work
with
and
make
this
process
a
lot
easier,
a
shout
out
to
my
attorneys
and
staff.
O
They
are
some
of
the
very
best
in
the
business
and
in
spite
of
the
many
challenges
that
we
have
faced
in
the
last
couple
of
years,
they
truly
are
the
reason
that
the
public
defender's
office
has
become
a
high
performance
organization.
It
is
my
honor
and
privilege
to
be
their
chief
and
to
make
this
presentation
on
their
behalf.
O
We
are
the
largest
indigent
defense
provider
in
idaho.
By
far,
our
constitutional
commission
remains
the
same:
to
provide
legal
representation
to
individuals
charged
with
crime
who
cannot
afford
to
retain
private
counsel.
We
also
represent
individuals
at
risk
of
losing
their
children
to
the
state,
as
well
as
people
facing
a
loss
of
freedom
through
involuntary
mental
commitment
proceedings,
in
spite
of
the
obstacles
that
we've
faced
recently
we're
very
familiar
with
them.
O
Our
primary
focus
remains
to
provide
our
clients
with
the
very
best
possible
customer
service.
We
best
achieve
our
mission
by
adherence
to
our
core
values
that
are
contained
in
our
strategic
plan.
We
are
first
and
foremost,
client
centered.
Our
clients
are
why
we
are
here.
Everything
we
do
is
about
them.
We
provide
tenacious
advocacy,
we're
here
to
fight
and
we
do
that
by
being
present
engaged
prepared,
passionate
and
resourceful.
O
O
We
strive
to
attract
and
retain
high
quality
employees
by
maintaining
a
reputation
for
excellence
and
through
the
efforts
of
our
promotion
and
recruitment
team
who
engage
with
local
and
regional
law
schools
to
develop
relationships
with
law,
students
and
young
attorneys
so
that
we
always
have
individuals
in
the
pipeline
that
we
know
and
who
know
us.
We
also
very
closely
monitor
caseloads
and
workload
for
our
attorneys
to
make
sure
that
they
have
the
time
and
the
resources
that
they
need
to
adequately
and
zealously
represent
their
attorneys.
O
As
you
are
aware,
I'm
involved
in
a
working
group
looking
at
public
defense
models
throughout
the
country.
What
works?
What
doesn't,
as
we
look
to
public
defense
and
what
that's
going
to
look
like
in
idaho
in
the
coming
years,
and
we
can
safely
say
now
that
ada
county
processes
as
many
cases
as
the
entire
state
of
north
dakota.
O
As
you
know,
trials
have
resumed
with
a
vengeance.
Since
march,
first
we've
conducted
over
60
felony
trials
and
over
40
misdemeanor
trials
and
here's
a
look
at
our
office
and
our
team.
Our
office
is
currently
budgeted.
We
can
go
back
to
the
question
commissioner,
kenyon
between
the
county
funding
and
the
indigent
defense
grant
from
the
state
we're
currently
budgeted
for
70
attorneys,
20
support
staff,
eight
investigators
and
one
social
worker
for
a
total
of
99..
O
O
We
are
an
endeavor
to
be
a
career-oriented
office
and
the
people
that
you
see
our
structure
here.
The
benefits
of
being
a
career-oriented
office
is
that
we
have
a
core
group
of
long-term,
very
experienced
trial,
attorneys
and
managers
and
most,
if
not
all,
of
those
individuals
you
see
are
in
the
room
here
today.
O
O
They
are
the
felony
cases,
the
light
green
or
the
misdemeanor
cases
dark,
blue
juvenile,
and
then
the
mental
commitment
proceedings
are
in
light,
blue,
we'll
break
down
those
a
little
bit
next.
This
is
the
average
felony
cases
between
2010
and
2020
again
on
the
far
right
is
fy
2021
that
doesn't
go
into
this
calculus,
but
the
10
years
between
2010
and
2020.
We
averaged
nearly
3
000
felony
cases
a
year,
and
you
can
see
on
these
graphs.
We
can
go
back
to
that.
O
You
can
see
felony
cases
rise
dramatically
from
about
2012
to
2018
and
19,
and
then
you
can
see
in
2020
in
2021
what
can
only,
I
think,
be
described
as
the
covet
effect
as
charging
went
down
for
a
bit
in
those
two
years
and
we
can
see
the
same
trend
in
the
misdemeanors.
As
I
talked
about,
misdemeanor
seem
to
be
staying
fairly
static.
O
This
slide
shows
approximately
not
quite
8
500
misdemeanors
a
year
between
2010
and
2020,
and
they
actually
started
to
decline
and
have
continued
to
decline,
and
then
we
again
see
this
covet
effect
from
2020
to
2021.
Our
projections
show
that
our
misdemeanor
cases
for
2022
are
on
track
to
be
very
similar
to
what
they
were
in
2021.
O
O
This
is
the
slide
that
really
doesn't
surprise
anyone
the
rise
in
mental
commitment
cases
between
2010
and
and
2020.
As
I
know,
you're
aware,
we've
talked
about
this.
I've
had
to
staff
mental
cases
with
a
full-time,
dedicated
attorney.
We
used
to
absorb
those
commitment
proceedings
in
our
juvenile
division,
but
we
just
are
at
the
point
where
there's
so
many
of
them.
We
can't
do
that
anymore,
so
I
have
a
full-time
attorney
tasked
with
mental
commitment
cases
and
she
is
busy
she's
hopping.
O
I
don't
anticipate
those
numbers
going
down
at
all.
I
see
them
only
increasing,
I
think.
There's
we
can,
you
know,
go
down
this
rabbit
hole
a
little
bit.
I
think
there
are
a
lot
of
reasons
for
that.
Covett
didn't
help
everybody's
anxious
mental
health
conditions,
opiate
addictions.
Now
the
new
scourge
fentanyl.
O
I
like
to
look
back
at
some
of
the
accomplishments
over
the
past
year.
You
know
I
didn't
put
our
deli
space
in
here,
because
it
felt
more
like
a
gift
than
an
accomplishment.
It's
really
an
accomplishment
for
you.
Thank
you
for
that
space
and
all
the
work
that
went
into
that
operations
were
fantastic.
They
did
such
a
great
job.
It's
now
a
very
coveted
office
space.
I
have
open
offices
in
my
in
my
office
and
attorneys
will
say
no
I'll
wait
for
I'll
wait
for
a
deli
space
to
open.
O
O
And
the
heavy
bag
is
there
for
commissioner
davidson
whenever
he
wants
to
come
down
and
play
it's
great
for
stress
relief
and
when
we
use
it
whenever
we
can,
we
have
you
know
one
of
the
accomplishments
that
I
really
take
seriously.
We've
been
under
a
lot
of
stress
in
the
last
couple
of
years,
obviously,
and
our
our
we
have
continued
to
provide
a
very
high
level
of
of
customer
service
to
our
clients,
despite
the
challenges,
the
virtual
court,
the
trial
shutdowns,
the
staffing
shortages.
O
There
were
times
in
my
office
where
we
were
down
five
or
six
attorneys,
and
my
attorneys
and
staff
were
amazing
at
absorbing
the
impact
of
that
it
wasn't
easy.
It
made
everybody's
stress
level
go
up,
and
in
spite
of
that,
we
continued
to
provide
a
very
high
level
of
service
to
our
clients
and
our
trial
work.
Our
office
has
conducted
over
100
trials
since
march,
since
we
talked
about
that
as
a
very
robust
level
of
trials.
We've
had
a
great
deal
of
success
in
our
trials.
O
We've
even
tried
homicide
cases
recently,
and
we
continue
to
do
that.
So
our
trial
work
has
been
excellent.
We
have
worked
hard
to
get
our
staffing
levels
back
up
to
where
they
need
to
be.
We've
recruited,
some
really
talented
young
attorneys
who
are
just
embarking
upon
their
legal
careers,
they're,
smart,
hard-working
engaged.
They
come
to
us
already
with
what
I
call
that
public
defender
aptitude.
They
love
what
we
do
and
want
to
be
part
of
our
mission.
So
I
am
essentially
back
to
full
staffing.
O
I
want
to
talk
about
my
complex
litigation
unit.
They
do
incredible
work
all
of
our
life
sentence,
cases
in
our
difficult
cases,
sex
cases,
rapes
and
l's
and,
of
course,
the
homicide
cases
and
and
death
penalty
cases
are
included.
In
that
I
have
some
some
of
the
very
best
and
most
experienced
and
dedicated
attorneys
in
the
state
working
on
these
cases.
We
have
handled
some
of
the
worst
cases
our
office
will
probably
ever
see.
Hopefully
we'll
ever
see.
O
We
just
resolved
one
of
those
last
week
and
we've
had
a
couple
of
those
in
the
last
couple
of
years
and
they
are
incredibly
difficult
for
everybody
for
our
colleagues
across
the
aisle
for
us
for
the
judges,
no
one's
immune
from
the
difficulty
of
those
cases,
and
we
continue
to
put
a
high
level
of
service
into
those
cases.
I
have
right
now
my
big
board.
O
I
think
at
last
count
it's
12
or
13
homicides.
Still
pending
that's
down.
We
were
at
about
17,
but
we've
been
working
our
way
through
them
we're
resolving
the
cases
that
can
be
resolved,
we're
trying
the
cases
that
have
to
be
tried.
It's
a
tremendous
amount
of
work
and
my
team
has
just
simply
been
excellent.
O
Another
accomplishment
focuses
on
training
much
of
the
travel
and
training
for
our
mandatory.
Continuing
legal
education
was
shut
down
during
covet,
and
so
it
was
difficult
to
get
credits
in
ada
county.
We
were
able
to
provide
a
very
good
level
of
in-house
continuing
education
to
our
attorneys.
We
brought
in
experts,
we
have
experts
ourselves,
we
put
on
a
lot
of
in-house
trainings
to
help
our
attorneys
get
the
cle
credits
that
they
need,
and
we
also
made
those
available
virtually
to
defense
attorneys
around
the
state.
O
We
would
post
those
seminars
on
the
list
serve
and
anyone
could
join
virtually
and
obtain
cle
credits.
In
that
way,
we
would
submit
that
training
to
the
bar
with
everyone's
signatures
and
bar
number
for
credit,
and
I
think
it
was
a
real
asset
not
only
to
our
office
but
to
the
state
as
well.
We're
also
collaborating
with
the
federal
defender
services
of
idaho
this
year
on
their
western
confabulation.
They
call
it
it's
one
of
the
best
training
seminars
in
the
state.
O
We
are
bringing
in
some
outstanding
speakers
who
are
experts
in
both
state
and
federal
law
and
death
penalty
litigation
and
that
seminars
in
september,
and
it's
going
to
be
outstanding.
Many
of
the
best
defense
attorneys
in
the
state
will
be
there
looking
at
our
goals
moving
forward,
our
goals
has
always
aligned
with
our
continuing
efforts
to
enhance
the
services
that
we
provide
to
our
clients
and
some
of
the
ways
in
which
we
do
that
and
hope
to
do.
O
That
is
continue
in
our
efforts
at
data
collection
and
refining
that
process,
unfortunately,
attorney
manager
through
odyssey
is
not
the
best
program
to
do
that.
It
seems
like
it's
a
struggle
every
year,
but
we
are
getting
better
we're
working
on
it
doing
the
best
we
can
to
collect
the
appropriate
data.
What
are
we
putting
into
our
cases?
Where
are
we
putting
our
time?
What
are
we
doing?
Well,
what
are
the
gaps?
What
could
we
do
better?
O
What
do
we
need?
What
are
the
resources
that
we
need
and
the
pressure
points
to
get
the
resources
that
we
need
to
better
serve
our
clients,
we're
continuing
to
develop
a
promotion
and
recruitment
team?
They
have
done
a
fantastic
job
of
bringing
in
externs
law
students
to
work
with
us
and
it's
a
really
good
process.
They
are
very
smart
and
engaged
law
students
and
we
have
the
ability
to
develop
relationships
with
them.
They
have
the
ability
to
develop
relationships
with
us.
O
They
get
to
understand
and
actually
work
in
our
field
do
what
we
do,
and
so
they
get
to
know
who
we
are.
They
know
what
we
do
and
they
develop
that
aptitude
that
we
talk
about
and
when
they
graduate
from
law
school
and
pass
the
bar,
they
want
to
work
for
us.
So
in
that
way
we
hope
to
have
instead
of
struggling
to
find
people,
we
already
have
people
that
we
have
relationships
with.
So
we'll
continue
in
our
efforts
to
do
that.
O
One
of
our
goals,
one
of
our
top
priorities,
is
to
re,
retain
our
our
current
employees.
We
have
fantastic
employees
who
are
excellent
at
what
they
do
and
when
we
lose
them
that
hurts
so
we
want
to
do
whatever
it
takes
to
keep
our
valuable
employees
whatever.
That
requires
whether
that's
culture,
which
we
take
very
seriously
and
work
hard
on
our
mission,
is,
is
something
that
we
always
push
forward
wages
and
benefits.
O
You
know,
I
call
it
the
triad
of
our
staffing
challenges
and
they
are
the
cost
of
living
in
boise,
I'm
hiring
young
attorneys
at
an
entry
level
salary
and
they
can't
pay
their
rent
and
that's-
and
that's
real
and
they're.
Coming
to
me
and
to
my
leadership
team
and
talking
to
us
about
that,
let
alone
buy
a
house.
O
That's
completely
off
the
table
at
this
point,
they're
just
having
a
hard
time
paying
around,
and
so
that's
difficult
to
bring
people
here
when
the
cost
of
living
is
so
high
and,
of
course,
we're
all
very
familiar
with
inflation
and
we're
all
struggling.
Every
county
department
is
struggling
with
labor
shortages,
so
those
three
things
have
made
it
very
difficult
to
bring
people
in,
and
so
when
we
have
them
here,
we
want
to
keep
them
to
do
everything
we
can
to
keep
them
as
part
of
our
team.
O
Our
metrics
for
success
like
to
talk
about
that
a
little
bit.
You
know.
I've
repeatedly
said
this:
measures
of
success
for
indigent
defendants
can
be
hard
to
define
it's
different
than
ford
motor
company
or
for
the
celtics
who
had
a
rough
night
last
night.
You
know
it's
not
about
profit
or
wins,
and
losses
right.
It
comes
back
to
our
success
is
measured
in
the
many
different
ways
that
ultimately
all
boil
down
to
our
customer
service
right.
So
how
do
we
measure
that?
O
Are
we
spending
the
appropriate
amount
of
time
with
our
clients?
One
of
the
the
number
one
complaints
you
hear
from
clients
is,
I
haven't
been
able
to
get
in
touch
with
my
attorney.
I
don't
know.
What's
going
on,
that's
the
number
one
complaint.
Client
contact
is
extraordinarily
important.
Are
we
spending
enough
time
with
our
clients?
There
is
no
cookie
cutter
formula
for
this,
but
are
we
filing
the
appropriate
motions
with
supportive
briefing?
Are
our
attorneys
properly
trained
and
experienced
to
spot
the
relevant
issues
and
pursue
them?
Are
they
doing
the
necessary
research?
O
O
There
are
awards
given
out
in
the
defense
community,
and
one
of
them
is
called
the
cockroach
award
and
it
goes
to
the
person.
Who's
tried,
the
most
cases
and
personally
trying
a
lot
of
cases
I
think
is,
is
good,
but
if
you
try
30
cases
in
a
year
but
you're
not
winning
any
of
them,
you're
not
achieving
any
favorable
results.
That
doesn't
mean
a
lot
to
me.
Right,
going
to
trial,
isn't
necessarily
the
end-all
be-all.
Are
we
getting
better
offers?
Are
we
getting
dismissals
reductions
from
felonies
to
misdemeanors?
Are
we
getting
acquittals?
O
O
O
I
recently
lost
another
one
of
my
best
lawyers
to
the
bench
that's
becoming
increasingly
frustratingly
common,
but
every
time
you
lose
someone
of
that
type
of
experience
and
caliber,
it
is
felt
throughout
the
office.
It
has
ripple
effects
that
person
is
a
mentor.
That
person
has
experience
and
wisdom
and
can
pass
that
on
to
the
next
generation.
Losing
someone
like
that
as
proud
as
we
are,
that
they
achieved
their
goal
and
became
a
judge,
it's
a
difficult
loss
for
our
office.
O
We
desperately
need
to
be
able
to
increase
our
level
of
pay
to
be
competitive
in
this
market,
and
I
and
don't
get
me
wrong.
Don't
misunderstand
me:
you
don't
become
a
public
defender
to
get
rich.
Nobody
does
that
right,
but
you
do
need
to
make
a
living
wage.
You
need
to
put
a
roof
over
your
head,
buy
food
for
your
family,
provide
medical
care,
be
able
to
raise
your
children
and
support
a
family.
O
To
our
budget,
this
is
our
budget
history.
This
is
our
total
budget.
It
includes
the
indigent
defense
grant
so
for
fy
22,
we're
funded
between
the
county
portion
and
the
indigent
defense
grant
at
13.8
million
dollars.
The
green
is
operating
in
capital.
The
blue
is
personnel,
that's
all
fairly
self-explanatory.
O
This
just
is
a
graphic
that
shows
you,
the
indigent
defense
grant
component
over
the
years.
It
started
in
2017,
and
it
has
continued
obviously
up
until
this
year
and
so
the
for
the
personnel
cost
you
can
see
in
that
in
the
green
977
000
funds,
those
10
employees
that
I
talked
about
from
the
indigent
defense,
grant
seven
attorneys
two
investigators
and
a
legal
assistant.
O
O
If
you
look
at
all
of
our
divisions,
felony
caseloads
are
the
ones
that
are
increasing
right
and
so
some
of
my
felony
calendars
are
really
under
a
lot
of
caseload
pressure,
not
all
of
them,
but
some
of
them,
and
so
I
try
and
have
three
district
court
attorneys
on
each
district
court
judge.
So
I
originally
planned
to
ask
for
three
felony
level
positions
to
staff
that
district
court
judge.
O
O
It
was
talked
about
and
is
still
being
talked
about.
I
think
the
possibility
of
one
of
those
magistrates
doing
part-time
child
protection
work.
So
I
added
another
attorney
to
to
join
my
child
protection
team
to
help
staff
that
additional
judge.
I
have
talked
to
my
child
protection
team.
I
have
three
attorneys
on
that
team
and
they
believe
they
can
absorb
another
half
of
a
judge
on
their
calendar.
So
we're
going
to
give
that
a
whirl,
and
so
it's
my
little
eraser
graphic.
O
O
You
gotta
have
fun
so
I
know
this
is
going
to
be
a
challenging
year.
We've
had
a
lot
of
meetings
about
this
and
talked
about
this.
A
lot.
Please
understand.
I
wasn't
going
to
ask
for
any
additional
attorney
positions.
Until
we
found
out,
we
were
going
to
have
these
additional
judges,
so
this
is
the
result
of
that.
O
I'm
asking
I
I
a
district
court
judge
sometimes
takes
up
to
a
year
or
18
months
to
get
up
to
full
caseload,
and
so
I
will
try
to
staff
that
that
new
district
court
judge
with
only
two
attorneys
for
now
and
we'll
see
how
that
goes.
If
it
works
great.
If
it's
a
problem,
we
can
talk
about
it
next
year.
So
so
that's
that's
the
change.
In
my
plans,
I've
reduced
my
request
from
six
attorneys
down
to
four.
O
Originally,
with
those
six
new
attorneys,
I
needed
the
staff
to
support
them.
I
was
asking
for
two
legal
assistants
and
an
investigator.
It
says:
complex
litigation.
Investigator.
I
need
investigators.
You
know
we
have
so
many
homicide
cases
and
complex
litigation
cases
in
our
office
experienced
investigators
are
very,
very
important
to
what
we
do
and
we
currently
have
eight
and
with
all
the
homicide
cases
and
the
occasional
death
penalty
case.
O
O
It
helps
them
to
be
successful
on
probation
and
that
saves
the
county
money
right.
My
social
worker
has
indicated
to
me
that
she
has
more
work
in
the
day
than
she
can
handle.
She
has
to
say
no
to
requests
for
her
services,
and
so
we
are
requesting
a
second
social
worker.
If
my
requests
are
granted,
we
will
essentially
be
staffed
with
74
attorneys
and
approximately
36
of
those
will
be
felony
level.
O
A
Well,
thank
you.
I
think
it
goes
without
saying
that
we
support
your
your
offices.
I
think
I
think
the
administration
of
justice
demands
a
strong
defense,
no
matter
where
you
are-
and
I
think
it's
great-
that
we
have
a
strong
defense
in
ada
county
and
because
that
gives
us
proper
administration
of
justice.
In
my
view,
but
any
are
there
any
questions.
E
E
A
O
Is
an
outstanding
question,
the
answer
to
which
is
no,
so
we
have
with
the
delhi
space.
We
now
have
one
office
space
left.
We
are
cubicalizing
a
lot
of
space
in
the
office.
We
have
an
attorney
who's
retiring
later
this
summer
and
he's
in
a
large
office
we're
going
to
put
a
dividing
wall
up
and
turn
that
into
two
offices,
we're
we're
making
do
with
what
we
have
we'll
find
space.
O
No,
we
are
back
at
the
office
and
and
present,
and
the
vast
majority
of
people
are
very
supportive
of
that.
That
doesn't
mean
to
say,
I'm
not
very
generous
in
giving
people
time
if,
if
they're,
having
child
care
issues
or
a
sick
child
or
a
spouse,
that's
sick.
I
encourage
people
to
take
care
of
themselves.
A
O
B
All
right
last
one
for
the
day,
the
coroner
is
one
of
seven
constitutionally
elected
offices
within
ada
county
coroner,
dottie
owens
is
responsible
for
the
coroner's
office.
It
is
the
duty
of
the
coroner
to
investigate,
determined
and
certify
the
cause
and
manner
of
death
for
cases
which
fall
under
the
jurisdiction
of
the
coroner's
office,
including
deaths
resulting
from
natural
causes,
accidental
death,
homicide
and
suicide.
B
B
B
The
corner
is
a
department
within
current
expense,
part
of
the
three
percent
cap.
The
budget
for
fy
23,
was
submitted
at
four
million
three
hundred
fifty
000
483
581
661
above
their
appropriation
total
personnel
supplementals
include
one
new
position
for
a
forensic
forensic
pathologist
at
385
thousand
eight
twenty
one
promotion
and
special
salary
adjustments
for
fifteen
thousand
eight
forty
and
the
need
for
extra
help.
At
thirty
thousand.
B
P
How
is
my
what
I'm
sorry
itching
my
pitching
is
horrible,
there's
a
reason
that
that's
not
what
I
do
so
okay
good
afternoon,
mr
chair
and
commissioners.
First
and
foremost,
I
want
to
express
my
utmost
gratitude.
The
last
two
years
have
been
challenging,
to
say
the
least,
to
my
entire
team.
Thank
you
to
this
board
for
recognizing
the
work
of
our
office
and
how
they
contribute
to
the
county.
You've
come
in
a
couple
times
during
the
last
year
and
brought
lunches,
and
it's
really
meant
a
lot
to
everyone
in
the
office.
P
I
just
wanted
you
to
know
that.
Thank
you
to
the
clerk's
office
for
your
help
this
year
and
guidance
with
budget
and
the
stress
of
arpa.
I
think
we
have
blown
up
the
phones
between
the
poor
clerk's
office
and
the
prosecutor's
office
on
what
we
can
and
can't
do
with
arpa
funding.
So
thank
you
for
helping
us
kind
of
maneuver
that.
P
The
ada
county
coroner's
office
provides
services
for
all
of
ada
county.
We
serve
our
community
by
conducting
accurate,
efficient
and
professional
death
investigations
that
satisfy
our
statutory
obligation
of
determining
cause
and
manner
of
death.
I'm
proud
to
be
part
of
this
great
community
and
to
and
strive
to
make
a
difference
by
serving
our
community
members
with
the
utmost
care
and
professionalism.
P
There
are
many
working
parts
of
our
office
that
take
place
to
cover
all
of
our
statutory
duties,
primarily
we're
responsible
for
determining
cause
and
manner
of
death
on
a
whole
selection
of
different
types
of
cases.
In
order
to
do
this,
we
conduct
extensive
medical,
legal
death
investigations,
forensic
photography
interviews,
we
interview
families,
witnesses,
neighbors
friends,
we
review
and
analyze
mental
health
and
medical
records,
we're
reviewing
state
board
of
pharmacies
on
every
single
case
in
an
attempt
to
try
to
cut
down
on
some
of
our
over
prescribing
in
the
county.
P
This
year
we
were
reinspected,
they
do
name
doesn't
ends
every
inspection.
Every
four
years
I
was
a
little
nervous,
I'm
not
gonna
lie
coming
into
morris
hill.
We
were
dealing
with
leaks
and
problems
with
our
cooler
and,
of
course,
the
day
before
and
they're
up
there
trying
to
fix
our
hvac
so
kudos
to
our
operations
team.
P
They
got
right
on
it,
got
in
and
helped
us
get
that
completed
before
we
had
this
team
fly
in
and
our
our
team
of
doctors
flew
in
from
new
york
to
come
and
inspect
the
facility,
and
when
they
do
this,
they
actually
go
through
and
they
review
our
policy
and
procedures.
They
review
how
we're
doing
things
they
randomly
select
several
files
and
they
actually
want
to
look
at
past
closed
cases
to
make
sure
that
we're
really
doing
the
things
that
we're
saying
we're
doing
so
we
were
re-inspected
and
re-accredited
for
another.
P
Four
years
we
broke
ground
on
our
touch
mark
property.
We
rolled
out
our
man
therapy
campaign,
which
has
drawn
a
ton
of
traffic
to
that
man
therapy
website.
If
you
haven't
looked
at
it,
please
do
so,
I'm
in
my
conversations
with
them.
They've
had
a
200
percent
increase
on
hits
to
the
site,
since
ada
county
has
started
running
that
campaign.
What
does
that
mean?
P
That
means
we
have
an
increase
in
200
of
200
percent
of
people
they're
actively
looking
for
resources
for
mental
health
services
within
our
county,
I'm
out
of
those
out
of
that
200
percent.
We
had
many
individuals
that
actually
went
on
completed
the
head
inspection
again.
If
you
haven't
looked
at
it,
please
do
it.
I've
had
all
my
team
do
the
head
inspection,
it's
fun
to
do,
and
it's
quite
telling
and
we
were
even
able
to
track
through
their
site
several
of
these
individuals
that
did
this
head
inspection.
P
The
other
thing
that
we're
doing
that
a
lot
of
people
don't
don't
know
a
lot
about
is
my
chief
deputy
brett
harding
is
the
only
one
in
the
state
of
idaho
conducting
psychological
autopsies,
and
what
he's
actually
doing
this
is
a
psychological
profile
on.
We
do
them
on
suicides
to
determine
the
mental
state
of
someone
who's
already
deceased.
So
it's
exactly
what
it
sounds
like
the
cycle.
The
psychological
autopsy
is
one
of
the
most
valuable
tools
of
research.
That's
completed
on
a
suicide
case.
Very
important.
P
We've
been
asked
for
years.
If
we
would
start
doing
these,
he
started
he's
the
only
one
certified.
So
what
he
does
is
he
goes
through
these
case
files
and
collects
additional
information.
He
does
additional
interviewing
and
it's
almost
a
sit
down
once
this
case
files
close
with
families
to
determine.
Are
we
making
those
correct
rulings?
Was
this
really
a
suicide?
We
especially
want
to
make
sure
we're
doing
these
when
families
are
stating.
You
know,
there's
no
way
that
this
was
a
completed
suicide.
It's
an
accident
and
we're
missing
something
somewhere.
P
P
Why
we're
using
these
our
long-term
goals
for
our
office,
completion
of
the
new
facility
in
meridian,
with
the
anticipating
completion
date
of
october
20
2023,
is
what
I'm
being
told
and
my
staff
is
excited
to
be
in
a
central
location,
with
room
to
literally
breathe.
This
facility
will
sustain
ada
county
for
the
next
50
years.
We're
excited
to
be
able
to
get
to
function
and
get
rid
of
all
of
the
illnesses
circulating
our
office
constantly
we're
doing
it
again.
I've
got
three
out
six,
this
week
alone
and
a
couple
more
we're
testing.
P
So
I
cannot
wait
to
get
to
the
point
where
we
aren't
having
to
do
this
on
a
weekly
basis
and
it
will
also
allow
us
to
become
ada
compliant,
which
is
going
to
help
us
serve
our
community
members.
We
really
struggle
with
it
right
now.
I'm
the
only
conference
room
that
we
do
have
for
families
is
upstairs
and
we
get
a
lot
of
family
members
that
come
in
that
can't
manipulate
those
stairs
and
we
are
also
facilitating
a
statewide
mass
fatality
mutual
aid
network
for
idaho
coroners.
P
One
thing
that
we
learned
going
through
covid
is
that
there
were
throughout
the
state
that
there
was
a
whole
lot
of.
I
don't
knows,
and
I
don't
know
what
to
do,
and
so
we
want
to
make
sure
that
we
don't
have
that
issue
and
we're
gonna.
We're
gonna
continue
to
bridge
these
gaps
with
our
with
the
counties
throughout
the
state,
we're
fostering
a
productive
work
group
in
this
next
association
meetings
in
september
and
for
the
first
time
we
are
trying
to
mandate
our
standards.
P
There's
a
national
shortage
of
forensic
pathologists
in
an
ever
growing
need
to
nationally
develop
a
forensic
pathology
fellowship
program.
Once
we
are
in
this
new
facility,
we
will
have
the
room
and
requirements
to
be
able
to
do
that.
Currently,
we
are
partnering
with
icom
and
we
bring
in
a
medical
student
from
their
facility
and
we
rotate
them
once
a
month.
So
we've
already
started
to
lay
that
groundwork,
and
that
has
been
very
successful.
They
come
in.
They
help
the
the
pathologist
and
they're
working
in
the
morgue
with
our
team.
P
We
also
want
to
create
and
implement
a
group
support
services
unit
for
our
family
being
on
the
front
lines.
Our
families
often
confide
in
our
staff,
in
a
need
for
further
services,
and
at
this
point
we
are
unable
to
help
and
assist
them
with
that.
With
that,
when
we
are
on
scene,
we
do
deliver
suicide.
What
that
we
call
a
suicide
packet
which
is
put
together
on
by
a
couple
of
state
agencies.
We
give
these
resources
to
families.
P
Unfortunately,
when
the
funding
for
those
different
age,
those
different
groups
go
away,
so
does
those
re
those
resource
packets,
and
so
I
feel
like
that,
there's
more
that
we
can
do.
We
get
calls
for
help
weekly
from
families
on
we
don't
know
we
even
get
them
on
domestic
violence,
and
we
refer
them
over
to
faces.
So,
there's
a
lot
of
things
there
that
I
think
that
we
can
improve
on
as
a
county,
our
metrics
for
success.
How
do
we
measure
our
our
metrics?
P
Well,
in
our
name
accreditation,
our
our
inspector
sent
a
letter
and
he
stated
the
citizens
can
be
proud
of
the
hard
work,
dedication
and
leadership
of
your
office.
The
accreditation
process
consists
of
a
rigorous
inspection
and
review
of
the
office
practices,
including
the
implementation,
implementation
of
your
policy
and
procedures.
Congratulations
on
this
honor
and
thank
you
for
being
one
of
the
best
offices
in
the
country
and
that
came
from
their
chair
of
their
accreditation
committee.
P
This
honor
can
be
obtained
after
they
complete
600
hours
of
training
and
that's
actual
death
investigation,
so
they
actually
have
to
have
600
hours
of
scenes
that
they're
responding
to
whether
they're
out
in
the
field
or
they're
at
hospitals,
in
addition
to
the
600
hours.
They
also
also
have
to
be
able
to
complete
52
tests,
which
includes
things
like
being
able
to
pull
femoral
blood
and
understanding
where
the
where's
and
the
what's
and
the
whys
of
that
we
are
very
productive
in
recruitment.
P
This
slide
represents
a
few
of
the
letters
and
compliments
we've
received
from
our
families.
A
couple
weeks
ago,
we
had
a
this
bouquet
of
flowers
delivered
to
one
of
our
receptionists,
that
spent
so
much
time
on
the
phone,
helping
this
family
member
kind
of
maneuver
the
funeral
home
system
and
how
it
works
and
what
she
needed
to
do,
because
she
just
didn't
feel
like
she
was
getting
the
help
she
needed
again,
the
one
up
in
the
top
corner,
this
family
they
actually
weren't
even
from
ada
county,
but
their
loved
one
lived
here.
P
He
died
by
himself
and
without
our
team's
help
and
persistence
in
finding
this
family,
his
family
members,
he
would
have
ended
up
in
our
crypt
one
of
my
senior
deputies.
She
spent
a
week
and
a
half
looking
for
his
family
and
told
me
she
wasn't
going
to
give
up
because
she
knew
that
he
had
somebody
based
on
the
information
she
found
in
his
house.
So
there's
a
lot
of
a
lot
of
love
that
goes
into
this
and
we
always
say
our
work
at
the
coroner's
office
isn't
a
job.
P
It's
a
calling,
and
everyone
in
there
loves
absolutely
loves
what
they
do.
So
I
wanted
to
cover
our
public
administrator
cases.
These
things
are
just
skyrocketing
for
us.
We
actually
ended
up
with.
I
think
another
two
today
that
we'll
be
submitting
to
our
poor
treasure.
These
are
cases
where
next
of
kin
can
either
not
be
located
regardless
of
efforts
or
they
abandoned.
So
basically,
we
find
the
family,
the
legal
next
to
ken
on
these
to
this
deceased
member,
our
community
member
and
the
family
states.
P
No,
I
don't
want
anything
to
do
with
final
disposition.
We
don't
want
anything
to
do
with
the
estate.
I
don't
want
anything
to
do
with
the
process
of
either
cremation
or
burial,
we're
going
to
turn
the
whole
thing
over
the
county,
and
let
you
do
it.
We
are
averaging
in
the
last
two
years
we've
been
averaging
about
30
of
these
a
year
in
2022.
We
now
have,
as
this
is
as
of
end
of
may,
we
had
nine
total.
P
P
So
what
are
we
doing
on
this?
So
what
we
have
been
doing
is
we
have
been
actively
conducting
training
for
the
last
year
with
our
hospice
companies,
our
nursing
homes,
our
nursing
staff
in
the
icu
and
the
ccu
units
up
at
the
hospitals
to
try
to
get
them
to
understand
that
they
have
to
have
this
proper
paperwork
in
place
before
this
individual
expires,
and
we
are
educating
them
on
the
fact
that
we
don't
need
just
a
will.
P
P
That
will
help
us
with,
if
family,
on
abandonment,
if
family
abandons
or
if
they
spend
the
assets,
and
then
they
come
back,
they
want
the
county
to
pay
for
the
cremation,
and
then
they
come
back
and
they
want
those
cremains.
We
need
to
be
able
to
collect
some
of
that
money.
Back
so
we've
got
some
ideas
and
how
other
states
have
can
have
targeted
this
issue.
P
We
just
in
june
well
actually
last
thursday
had
the
memorial
for
our
forgot,
what
we
call
as
our
memorial
for
our
forgotten,
where
this
is
anyone
that
we
can't
locate
family
or
anyone
that
has
been
abandoned
by
family
right
now
we
have
a
over
150
sets
of
cremains
in
the
crypt.
We've
got
room
in
this
particular
crypt
for
one
more
year
of
internment
and
I
have
been
working
with
cloverdale
funeral
home.
P
We
are
looking
at
having
them
help
help
our
office
raise
money
and
it
hopefully
no
cost
to
county,
be
able
to
build
a
crypt
with
two
more
or
build
a
small
building.
That's
just
county
placement
only
he
thinks
between
discounted
pricing
at
cost
pricing
and
donations.
That
cloverdale
helps
us
raise
that
they
think
we
can
get
it
paid
for,
and
so
then
we
would.
The
county
would
be
set
for
the
next
10
years,
unless
these
continue
to
increase
right.
P
P
So
at
that
point-
and
you
know
we
always
have
a
couple-
we
have
some
that
come
out.
You
know
two
or
three
probably
a
year
that
we
remove
where
we
finally
find
family.
So
these
cases,
if
you
go
to
namus
on
amos.com,
I
think
it's
dot
gov
or
dot
org,
it's
one
of
the
two,
and
if
you
go
to
namus,
we
enter
every
single
one
of
these
cases
on
there
and
it's
a
federal
resource
for
people
that
are
looking
for.
P
Fam
lost
family
members,
we'll
put
identifiers
on
there,
whether
it's
tattoos
photos
of
tattoos
or
jewelry
that
we
had
with
them
and
and
it's
a
place
where
anyone
can
go
and
and
see
where
this
individual
is
laying
or
where
we've
got
them
interned.
At
over
the
years,
we've
had
probably
two
or
three
a
year
that
contact
us
and
that
are
wanting
those
cremains
back.
So
we
put
in
13,
we
pull
out
two
or
three.
P
So
our
case
load
in
2021
there
were
4
539
deaths
in
all
of
ada
county
our
office.
Actually,
that
is
incorrect.
That's
what
we
responded
to.
There
were
actually
200
less
that
were
ada
county
residents,
the
other
300,
the
other
200
were
individuals
that
were
life
flighted
in
so
our
ada
county
fatal
rates
are
going
to
be
a
little
bit
different
because
we
can't
count
those
we
count.
Those
but
vital
statistics
does
not.
If
that
individual
lived
in
another
county.
P
We
get
hospice
notices,
sent
to
us
probably
15
a
day
and
we're
reviewing
to
make
sure
that
those
death
certificates
are
going
to
be
signed
correctly,
because
if
they
are
not
the
state
kicks
them
back
to
us
and
we're
responsible
for
them
anyway.
On
the
back
end,
so
we
want
to
try
to
review
those
up
front.
P
We
review
about
397
cases
that
come
in
from
hospitals
that
we
decline
that
are
not
jurisdictionally
ours
in
any
way,
shape
or
form,
and
we
let
that
primary
care
physician,
sign
those,
and
we
conducted
60
notifications
for
other
jurisdictions
and
what
that
means
is.
If
someone
has
family
that
resides
in
ada
county,
we
will
take
one
of
our
deputies
and
go
out
and
do
that
notification
of
that
death
and
we
have
a
partnership
program
with
a
lot
of
different
agencies.
We
do
that
for
ada
county
decedents
in
other
counties,
as
well
as
an
example.
P
We
reviewed
23
stillbirths.
That's
a
state
statute,
I'm
28
nicu
cases.
Also
a
state
statue
agency
assist
12,
and
what
this
is
is
we
have
a
funeral
home
that
calls
us
that's
an
ada
county.
That
says
we
have
family,
that's
abandoned,
it
wasn't
our
case
statutorily
on
any
other
way,
any
other
realm,
but
now
they're
stuck
with
this
decedent
and
family,
refuses
to
call
them.
P
These
are
also
cases
that
come
into
the
pa
piece
for
the
county,
because
if,
if
there's
no
one
to
take
care
of
that
disposition,
our
state
statutes
dictate
that
we
have
to
so,
then
we
will
go
and
we'll
transport
that
individual
back
to
the
office
where
we
will
retain
him
or
her
for
just
storage.
Until
we
work
with
the
treasurer's
office
and
get
that
pushed
through,
we
reviewed
and
authorized
1700
cremations.
We
have
to
authorize
cremation
for
any
cremation
in
the
entire
county.
P
If
someone
died
in
the
county,
they're
being
cremated,
we
have
to
lay
eyes
on
that
death
certificate
and
the
reason
being
again
is
because
we
get
a
lot
of
these
where
they
were
signed
out
incorrectly
and
the
state
kicks
them
back.
So
it's
easier
for
us
to
look
at
them
up
front
and
get
the
problem
fixed.
Then,
three,
four
weeks
later,
once
the
cremation's
taken
place,
try
to
scramble.
P
We
had
one
just
as
an
example.
We
had
one
that
we've
been
looking
at
since
friday
and
that
the
doctor
put
on
their
poly
substance
abuse
natural.
Well,
that's
something
we
have
to
look
at
poly
substance
abuse
could
potentially
be
an
overdose,
so
we
get
a
lot.
We've
got
a
lot
of
work
that
we
do
on
those
our
current
challenges.
P
One
of
our
major
challenges
is
staff
retention.
Employee
turnover
for
new
employees
is
like
nothing
I
have
ever
seen
in
my
entire
career,
and
I
don't
understand.
I
don't
understand
why
employees
are
seeking
other
positions
and
when
we
do
our
interviews
with
them,
it's
that
you
know
we
love
the
office,
but
I
can
go
somewhere
else
with
half
the
stress
and
trauma
and
make
five
dollars
more
an
hour
or
ten
dollars
more
an
hour.
P
We
had
a
very
good
employee
that
we
hired
brought
her
in
put
a
lot
of
time
and
and
money
into
training
her
and
within
less
than
a
year.
She
took
a
a
position
at
one
of
the
one
of
the
car
dealerships,
basically
because
they
were
starting
her
ten
dollars
higher
than
what
we
were
paying
her
just
right
right
out
of
the
gate.
So
we're
really
struggling
with
that.
P
P
The
other
problem
that
we
are
faced
with
with
this
is
hiring
within
the
industry
is
at
an
all-time
high.
I
see
postings
for
deaf
investigators,
forensic
techs
and
pathologists,
all
over
the
nation,
all
the
time
and
and
so
what
we
to
bring
in
a
death
investigator
and
do
this
training
you're
talking
six
months
at
least
before
we
can
even
have
them,
take
a
case
on
their
own.
So
there's
a
lot
of
time
that
goes
into
that.
P
We
have
had
more
bariatric
decedents
in
the
last
12
months
than
I've
ever
seen,
and
what
that
means
is
we
have
a
lot
of
these
individuals
or
400
pounds
or
plus,
and
how?
How
do
you
have
one
investigator,
even
two
investigators
go
out
and
be
able
to
move
without
an
injury,
and
we
had
one
back
injury
in
our
office
in
the
last
in
the
last
year,
that
put
our
it's
probably
been
a
year
and
a
half,
but
it
put
our
employee
out
for
over
six
months.
So
we
were
one
investigator
short.
P
While
she
was
recovering
from
that
and
in
a
team
of
12,
that's
significant
because
then
we're
also
granting
vacation
and
then
we
have
to
account
for
sick
pay
and
those
kinds
of
things.
Ptsd
is
also
something
that
we
are
experiencing.
I'm
one
investigator
has
over
216
cases
per
year.
This
is
216
different
families.
P
P
P
We
have
an
investigator
position
which
we
are
interviewing
for
next
week
and
then
I
also
have
a
forensic
tech
position
that
we're
going
to
not
open
for
the
next
we're
going
to
probably
open
it
in
two
months,
because
we've
got
such
a
new
team
there,
and
that
was
part
of
our
high
turnover.
We
had
two
that
went
out
of
there
in
about
a
three
week
period,
so
we've
had
to
hire
two
to
be
able
to
sustain
that
department
and
the
individuals
that
we
did
lose
were
one
was
a
husband.
P
P
P
I
threw
up
last
year's
it's
pretty
comparable
to
last
year
and
the
supplemental
last
year
for
seven
two
hundred
thousand
of
that
was
that
the
other
piece
of
that
cooler
expansion,
because
we
had
received
the
grant
the
forensic
grant
to
do
the
other
half
of
that.
So
that's
what
that
was.
That
was
a
capital
project,
my
supplemental
request
of
581.
P
P
Haven't
but
we
can
okay,
let's
do
that
yep.
We
can
do
that.
As
you
all
know,
this
is
a
critical
position
to
determine
cause
and
manner.
We
got
really
really
far
behind,
because
we
were
only
operating
with
two
and
it's
something
that
we
absolutely
had
to
do
and
now
what
we're
doing
to
try
to
keep
try
to
get
caught
back
up.
We
are
not
completely
caught
up
yet
we're
getting
there.
P
M
At
this
and
reviewed
it
closely,
so
the
the
only
challenge-
it's
probably
worth
budgeting
but
arpa
funding
is
available
for
the
position,
but
it's
still
all
contingent
on
covet
cases
right.
So
it
really
it's
environmental.
You
know,
if
there's
a
surge,
then
it's
fine
and
we
can
continue
to
fund
it.
The
way
we
have,
if
you
know,
cases
decline,
it's
not
likely
that
the
workloads
are
going
to
decline,
and
so
dotty
will
need
the
county
funding
to
help
support
that.
P
Thank
you,
phil,
the
thirty
thousand
dollars
for
the
ongoing
outside
help.
We
have
gone
through
this
last
year
and
we
get
to
the
point
where
we've
got
one
on
especially,
and
it's
all
been
used
for
investigations
where
we've
got
one
on
vacation
and
two
out
sick.
We
went
through
a
period
for
probably
six
weeks
where
I
had
my
supervisor.
My
senior
deputies
out
running
calls,
which
means
all
their
admin
duties
stopped
case.
Closures
stopped,
which
means
records,
reviews
care
records,
can't
be
fulfilled
for
legal.
P
We
have
a
small
enough
team
that
when
we
get
something
going
through
there
and
it
wipes
it
wipes
us
out
we're
on
round
three
of
covet.
Unfortunately,
and
I've
got
three
out
and
we're
really
hoping
that
it's
that's
it
and
we'll
be
done
with
it,
but
it
seems
to
seems
to
be
moving
the
other.
The
15
840
is
for
a
promotion
and
special
salary
adjustment.
P
I
have
a
tech.
I
want
to
move
to
a
tech
too.
She
has
taken
on
so
many
duties
and
responsibilities
and
has
done
so
much
for
the
office
that
way
it's
taken,
some
of
the
pressure
off
of
our
other
forensic
techs,
especially
now,
where
we're
training
and
she
has
been
in
a
constant
she's,
our
full-time
trainer
for
the
forensic
techs.
P
She
has
been
in
training
mode
for
the
last
six
months
straight
and
we
have
one
more
that
we're
going
to
bring
in
in
that
vacant
position
which
isn't
an
individual
that
that
we've
already
recruited,
and
so
we've
got
that
done.
We
just
have
to
wait
a
little
bit,
and
so
that
is
for
her
and
then
the
other
thing
is
I'm
asking
for
a
9600
dollar
salary
adjustment
to
our
forensic
coordinator.
She
is
also
someone
who
handles
all
of
our
emergency
management
piece.
P
She's
been
doing
a
lot
for
me
with
grants,
trying
to
help
us
locate
grants
for
things
that
arpa
won't
pay
for,
and
so
there's
just
a
lot
of
value
there
and
I
would
really
hate
to
lose
her.
The
other
thing
that
we
are
asking
for
is
two
response
vehicles.
Right
now
we
have
the
two
white
dodges,
I'm
sure
you've
seen
the
vans
out
and
about
and
we're
usually
running
three
to
four,
especially
days
and
weekends.
Those
vans
are
always
out.
Our
two
older
vehicles
we're
just
dumping
money
into
left
and
right.
P
P
P
P
We're
on
we're
on
old-fashioned
funeral
home
cuts,
it's
got
a
it's
got
a
lift
release
right,
so
you
pull
the
release
and
lift
it
up,
and
it's
all
upper
body
muscle,
and
so
what
happens?
Is
we
get
if
we
can
get
help
law
enforcement
will
usually
help
us
with
lifting
they
understand
our
challenges
with
these,
and
so
our
investigator
we
had
one.
Last
week,
investigator
was
calling
in
assistance
I'm
from
our
office.
It
was
a
weekend
right,
so
we
only
have
two
investigators
on.
P
I've
I've
done
that
personally
and
ended
up
having
to
just
pull
into
the
warehouse
until
I
could
get
help
there
and
and
nor
and
so
in
the
past.
What
we
have
done
is
fire
has
always
been
very,
very
good
about
helping
us.
They've
always
wanted
to
assist,
and
I
don't
know
what's
happening.
I've
received
several
calls
in
the
last
two
months.
I've
talked
to
multiple
chiefs
and
they
just
they
said
that
their
staff
is
experiencing
ptsd
from
having
to
help
us
do
removals
and
they
will
no
longer
help
us
do
removals.
C
P
No
and
that's
basically,
what
we're
looking
at
is
the
striker
system
that
ems
has
when
bethany
and
I,
when
bethany
kelly-
and
I
were
looking
at
this
last
year
and
we
were
getting
bids
from
from
ems
or
having
ems,
help
us
with
that,
because
that's
exactly
what
it
is,
it's
it's
their
type
of
lift
system.
What
we
have
right
now,
it's
it's!
I
don't!
You
know,
have
you
seen
the
old-fashioned
funeral
home
gurneys
like
on
tv
or
they
pull
the
old?
P
P
Not
on
disease,
usually
they
when
they
meet
us
on
scene,
and
it's
called
in
as
a
doa
or,
however
they're
calling
it
in
or
they
get
there,
and
they
provide
perform
life-saving
measures.
Nine
times
out
of
ten
they're
gone
before
we
get
there,
they
don't
they.
So
in
okay,
as
an
example,
we
get
somebody
that
dies
in
bed.
Okay,
they
show
up
on
scene,
they
go
in
okay.
Well,
excuse
me:
they
attempt
life-saving
measures
for
10
minutes,
15
minutes.
P
P
And
there's
a
lot
of
different
reasons
for
that,
and
you
know
if
we
get
unseen
as
an
example,
we
get
unseen
and
everything
looks
natural.
We
show
up.
We
actually
had
this
a
couple
years
ago,
we
show
up
on
scene,
looks
like
you
know,
gentlemen,
had
an
injury
in
the
garage.
Well,
the
more.
We
start
looking
at
it
and
we
start
going
through
the
house
and
we're
looking
at
different
aspects
of
this
scene.
We
find
out
well,
no
there's
a
clean
up
area
inside
and
actually
the
sun
hadn't
had.
P
You
know,
caused
this
death,
and
so
we
don't
we
go
in.
We
investigate.
Excuse
me
everything
that
it
looks
like
we
investigate
everything
as
a
potential
homicide
and
check
it
check
our
list
off
backwards.
Once
we
get
through
we've
reviewed,
we
want
to
make
sure
that
there's
not
any
kind
of
ligature,
there's
no
kind
of
petechiae
in
the
eyes,
which
is
which
indicates
some
kind
of
a
strangulation
or
suffocation
method.
We
want
to
look
at
all
these
things
and
photograph
them
before
we're
even
ready
to
decide.
Are
we
taking
them
or
are
we
not
it's?
P
I
wanted
to
just
cover
really
quick
and
then
I'll.
Let
you
out
of
here
community
outreach
through
education.
We've
been,
we
do
a
lot
with
our
office,
our
employees
take
every
opportunity
to
give
back
to
our
community
and
they
actually
argue
and
fight
over
who
gets
to
do
the
teaching
and
who
gets
to
participate
in
some
of
these
events,
I'm
here
a
couple
months
ago
we
did
a
mock
crime
scene
for
the
hosha
kids.
P
It
was
a
lot
of
fun
and
brett
handled
the
crime
scene,
and
then
I
had.
I
did
a
death
investigation
presentation
for
a
different
group
and
we
teach
I
I
do
quarterly
teaching
for
bsu's
nursing
students.
We
do
a
death
investigation
class,
where
I
cover
a
lot
of
the
pharmaceutical
issues
that
we're
seeing.
P
So
we
do
a
lot
to
try
to
stay
involved
in
our
community.
Our
internship
program
has
grown
and
we
absolutely
love
our
interns.
We
have
interns
from
admin
to
investigations
and
in
forensics
and
now
excuse
me:
we've
added
icon
with
a
medical
student.
So
it's
been
fantastic
and
the
nice
thing
about
this
is:
we've
actually
hired
our
last
three
forensic
techs
from
the
internship
program,
where
we
were
able
to
have
them
intern
with
us.
P
While
we
trained
them,
they
got
their
college
credit
and
as
soon
as
that
semester
was
over,
we
hired
him
and
they
were
fully
trained
so
that
works
beautifully.
So
we
try
to
do
that
as
much
as
we
can
national
and
state
cooperation,
so
national
work
is
very
important
to
what
we
do
and
the
state
of
idaho
and
the
reason
is
I've
been
working
with
a
lot
of
different
affiliates
on
on
a
federal
level
to
try
to
obtain
funding
for
the
states
for
their
coroners
and
emmys.
P
What
this
means
is
this
would
be
funding
that
would
be
designated
specifically
to
support
the
coroner's
and
medical
medical
examiner.
Sorry
to
try
to
take
some
of
that
cost
burden
off
the
states
or
off
the
counties,
and
so
we're
we're
getting
we're
getting
further
than
I
think
we've
ever
gotten
with
it.
So
we
continue
to
put
a
lot
of
time
and
effort
into
this,
and
that
concludes
my
budget
presentation.
Do
you
have
any
other
questions.