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From YouTube: #1 Deputy Director Townhall 08.28.2023 Recording
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A
Okay,
good
morning,
everybody
we're
going
to
give
everybody,
probably
like
one
or
two
more
minutes
and
then
we're
gonna
go
ahead
and
get
started
just
so.
Our
candidate
has
as
much
time
as
possible.
A
A
A
Okay,
so
just
a
reminder
to
any
of
you
who
are
virtual
with
us
today
to
please
not
turn
your
cameras
on
part
of
it's,
because
the
Baltic
is
having
some
problems
with
their
technology
and
it
causes
the
TV
one
of
the
large
TVs
in
here
to
flash
the
whole
time.
So
I'm
not
sure
anybody
wanted
to
make
a
star
appearance
anyway,
but
if
you
did,
if
you
could
please
wait
till
later
and
keep
your
cameras
off,
we'd
appreciate
it.
A
Okay,
so
welcome
everybody
to
the
Boulder
County
Public
Health
town
hall,
with
our
deputy
director,
finalists
I
am
Catherine
Palmer
I
use
she
her
pronouns
and
I'm.
The
director
of
admin,
finance
and
I
will
be
conducting
Our
Town
Hall.
Today
we
have
seven
questions
and
one
intro
question
for
our
candidates.
A
Our
questions
will
focus
on
leadership,
Community
engagement,
Health
and
racial
equity
and
Workforce
culture
and
expectations
to
keep
on
track.
We
do
suggest
five
to
six
minutes
per
response,
and
just
so
you
know
we
do
have
somebody
in
the
back
that
will
help
you.
We've
also
provided
to
our
an
a
sheet
of
our
questions
to
our
candidate.
So
you
have
it
for
easy
viewing
and
then
some
of
the
questions
were
provided
to
the
candidates
in
advance.
Some
were
not
so,
please
feel
free
to
take
time
to
review,
pods
and
effect.
A
I
will
ask
some
questions
and
then
staff
in
the
audience
will
ask
if
you're
asking
a
question,
please
just
remember,
to
introduce
yourself
use
your
pronouns
and
your
title:
okay
and
then
a
few
a
few
reminders
before
we
get
started
for
those
of
you
that
are
in
the
room,
so
we
are
in
a
hybrid
setting.
So
please
be
mindful
of
the
camera.
A
The
mic
is
incredibly
hot
if
you've
ever
listened
to
our
Board
of
Health
meetings,
meaning
that
any
side,
chatter
or
noise
happening,
everybody
will
hear
it.
So
if
you
need
to
step
out,
please
feel
free
to
if
you
have
not
been
in
this
room
which
I
think
or
else
the
bathroom
is
in
the
hallway,
as
well
as
water
and
refreshments.
Please
do
remember
to
mute
and
put
away
your
phones
again
step
into
the
hallway.
A
If
you
need
to
we'll
have
a
15
minute
break
afterwards
and
then
the
biggest
thing
is,
most
importantly,
in
line
with
our
values
that
you
set
aside
any
implicit
bias
you
may
have
had
and
listen
openly
and
with
intent
to
what
our
candidate
has
to
share
with
us.
Today.
A
After
today's
Town
Hall,
you
will
receive
a
link
to
complete
a
feedback
form,
so
I'm
gonna
go
ahead
and
get
started.
The
very
first
one
is
just
our
introduction.
So
can
you
please
introduce
yourself
and
briefly
tell
us
what
interests
you
about
this
role
with
Boulder
County
and
how
your
background
prepared
you
for
it.
Okay,.
E
Thank
you.
It's
good
to
see
everyone
it's
in
the
room
and
those
online.
Thank
you.
I'm
super
grateful
to
be
here.
I
do
have
a
little
bit
of
a
cold,
so
I
just
want
to
preface
that
by
saying,
I
might
have
a
little
coughing
fit,
but
I
have
my
water,
so
my
name
is
Indira
gujaral
I
identified
as
she
her
and
I
identify
as
biracial.
E
So
my
father
is
a
Asian
immigrant
from
India
who
came
over
in
the
1950s,
my
mom
and
he
English
as
a
second
language
for
him,
and
my
mom
is
the
second
generation
Irish
immigrant
and
so
I
grew
up
in
the
DC
area.
E
I
lived
in
the
Midwest
for
about
10
years
and
then
I
moved
to
Colorado
and
went
to
grad
school
I'm,
a
mom
of
two
kids.
One
of
them
who
thinks
that
I
am
a
human
ATM
is
regularly
seeking
cash,
but
luckily
they
just
got
a
job.
So
that's
good
and
I
have
a
partner
of
20
years
and
I'm
a
Boulder,
County
resident
and
live
in
the
community.
I'm
an
epidemiologist
by
training,
I
went
to
school
up
at
CSU.
Did
my
Master's
and
then
I?
E
You
know
it
was
one
of
the
economic
downturns
and
I
said
gosh
I
think
I'm
just
going
to
go.
Get
my
PhD
because
I'm
good
at
being
a
student,
so
I
went
on
and
got
a
doctorate
in
epidemiology
as
well
worked
in
healthcare.
I
have
worked
in
the
State
Health
Department
for
about
six
years,
which
is
is
a
challenging
place
to
work.
E
My
favorite
spot
is
actually
working
here
at
Boulder,
County
Public,
Health
I
was
introduced
to
this
position
as
the
division
manager
for
communicable
disease
and
Emergency
Management,
actually
by
Heather
Matthews
Heather
and
I
worked
together
at
the
State
Health
Department
and
she
kept
prodding
me
to
apply
and
I
didn't
want
to
apply
because
it's
so
far,
I
lived
in
Denver
at
the
time,
but
then
I
did
apply
and
I
met.
E
This
amazing
group
of
people
who
were
just
awesome
and
so
I
have
spent
nine
years
here
at
Boulder,
County
Public,
Health,
I
love
it
I
love
the
people,
I
Love,
Culture
I
feel
like
it's
one
of
those
really
cool
places
where
you
can
do
really
cool
things.
There's
space
to
be
Innovative,
and
so
that
has
kept
me
here
for
a
long
time
and
then
the
last
three
years,
probably
the
hardest.
In
my
career
that
was
managing
covid,
we
had
a
staff
over
up
to
100
people.
E
At
one
point
you
know
a
global
pandemic
comes
along
once
in
a
lifetime,
and
we
definitely,
as
a
team,
learned
a
lot.
We
learned
how
to
operationalize
equity
into
our
everyday
work.
We
learned
about
being
compassionate
with
ourselves.
We
learned
about
chronic
stress
and
burnout
and
workload
and
you
take
covid,
and
then
you
take
the
Marshall
fire
and
you
take
M
pox,
and
it's
just
a
lot.
E
So
we
definitely
learned
to
figure
out
how
to
be
highly
effective,
with
the
resources
that
we
had
so
I
would
say
that
I
feel
that
my
background
over
the
last
three
years
in
particular,
have
definitely
prepared
us.
We
had
to
be
very
adaptable
with
the
virus
changing
all
the
time
we
had
to
Pivot
and
change,
and
we
our
goals
and
objectives.
We
would
set
clear
goals
and
objectives
for
the
year
and
then
we
would
have
to
Pivot
and
change
those
objectives
pretty
much.
E
Every
year
as
the
the
virus
changed
and
then
the
other
piece
that
we
did
was
we
had
limited
resources.
So
we
worked
with
the
resources
that
we
did
have.
Sometimes
we
had
teams
that
had
to
move
groups
of
people
to
take
on
different
and
new
work,
but
I
think
the
most
important
aspect
of
creating
this
High
functional
team
was
also
around
creating
a
psychologically
safe
environment.
E
We
have
a
pretty
rich
culture
where
we
Center
on
equity,
and
we
also
create
an
environment
where
we
can
bring
our
authentic
selves
to
work,
which
I
think
is
really
important
for
us
to
make
decisions,
and
we
don't
always
agree-
and
that's
okay
and
I-
think
that
that
psychologically,
safe
environment
creates
the
ability
for
people
to
be
authentic
and
human
centered.
So
I
I
was
curious.
E
I
went
to
Rye
Hill
this
year
and
they
do
these
assessments
and
I
was
curious.
How
my
evaluation
would
come
back,
but
my
evaluation
actually
came
back
pretty
strong
and
that
people
felt
like
there
was
I
was
modeling.
The
way
I
was
creating
a
vision,
empowering
people
to
do
their
job,
which
is
super
important
and
so
I'm
applying
for
this
job,
because
I
feel
like
there's
a
lot.
E
B
A
Great,
thank
you
all
right.
This
question
this
next
one
has
two
parts:
I
will
ask
you
both.
Please
answer
each
separately
and
I
can
go
back
to
re-ask.
If
you
need
it,
you
did
receive
this
next
question
in
advance
and
it's
been
slightly
shortened
just
for
this
space
yeah
you're
appointed
as
deputy
director.
You
will
step
into
an
agency
with
agreements
around
fostering
trust,
demonstrating,
compassion
and
respect,
collaborating
and
building
strong
teams.
A
E
It
took
a
lot
of
actual
thought
to
think
through
it
because
it's
a
lot
in
there
yeah.
So
thank
you
for
doing
that.
I
would
definitely
say
that
when
we
are
implementing
practices
to
address
oppression
and
discrimination,
it's
not
easy.
It's
hard.
If
it
was
easy,
we
would
be
moving
way
at
light
speed.
But
it's
not
it's.
It's
very
difficult
and
I've
been
doing
this
work
for
a
long
time.
I
think
this
is
probably
one
of
the
most
challenging
aspects
of
the
work.
E
I
I
think
it's
important
to
recognize
that
it's
really
hard
on
people
who
felt
harmed
because
they
may
have
to
speak
up
to
power
or
they
may
have
to
explain
to
a
friend
like
or
someone
that
they
work
with
closely
that
their
words
or
actions
have
caused
harm.
I.
Think
it's
really
hard
on
the
person
who
maybe
is
most
likely
not
even
aware
that
they
have
caused
harm
to
hear
the
feedback
that
they
may
have
caused
harm.
E
And
so,
if
we
want
to
balance
the
agency,
cohesion
and
Trust
with
the
need
to
challenge
each
other
in
authentic
ways,
we're
going
to
have
to
really
focus
on
a
pretty
significant
culture
shift
in
the
agency,
and
it
has
to
be
a
culture
that
we
Embrace
around
learning
and
growth
and
a
culture
of
inclusion
and
I
just
want
to
say.
I
just
want
to
tag
here.
E
That
I
only
have
five
minutes
to
answer
this
question,
but
that,
in
order
to
create
this
culture,
we
all
have
to
have
a
really
deep
understanding
of
unconscious
bias.
We
all
have
unconscious
bias.
We
just
don't
even
realize
that
we
have
it
and
it
is
a
tendency
in
human
nature
to
create
opinions
about
people
or
things
without
really
truly
understanding
the
facts,
and
you
may
unconsciously
be
doing
that
so
I
think
it's
great.
E
In
the
beginning,
you
talked
about
implicit
bias
and
making
sure
that
we're
tapping
into
that,
because
it
happens
in
every
interview
and
every
interaction
that
we
have.
So
how
would
I
respond
to
and
participate
in
positive
disruption?
E
Well,
my
vision
would
be
to
create
a
vision
around
inclusive
leadership,
which
would
definitely
require
a
growth
mindset
and
a
culture
of
awareness
and
empathy.
So,
if
we
think
about
it
conclusion
today
is
probably
one
of
the
most
important
leadership
traits
that
we
have
to
bring
to
our
work.
We
have
a
really
awesome
system
in
the
county
of
creating
inclusive
hiring
practices
and
and
we're
bringing
a
lot
of
diversity
in.
E
But
if
people
don't
feel
welcomed
and
supported
and
included
in
a
team,
then
we
may
not
keep
them
and
I
think
we
have
seen
that
happen
and
occur
within
the
agency.
So
and
that's
just
a
human
nature
as
humans,
we
are
driven
to
be
around
people
like
ourselves.
E
The
first
is
to
start
with
ourselves:
I
went
through
Wright
Hill
this
year
and
the
best
part
about
right,
Hill
is
just
they
give
you
time
to
be
self-reflective
and
I
think
that
self-reflection
is
not
something
we
give
ourselves
time
to
do
very
often
because
we're
so
busy,
but
I,
think
we
need
to
be
able
to
take
time
for
ourselves
to
work
on
what
we
want
to
work
on,
because
we're
all
going
to
approach
this
from
a
different
perspective.
E
The
second
is
I
do
believe
that
we
should
be
engaging
in
constant
learning
and
dialogue.
We've
been
very
successful
in
Sedum,
with
after
George
Floyd's
murderer,
Sheila
helped
to
set
up
these
once
a
month
meetings
where
we
talk
about
Equity
topics,
so
we
talk
about
race
and
gender
identity
and
sexual
orientation,
and
then
kevlin
did
one
recently
with
Keith
on
intersectionality.
E
That
was
phenomenal
and
it
was
just
all
the
different
intersections,
and
so
it's
just
creating
an
environment
where
we
can
be
vulnerable
and
really
hear
and
learn
and
grow,
and
one
of
the
best
things
I
heard
from
someone
on
our
team
was
that
they
felt
like
the
meetings
that
we
had
were
uncomfortable,
but
they
felt
like
it
was
changing
their
perspective
in
the
way
that
they
did
their
work
and
they
were
becoming
a
stronger
Ally
for
others
and
I.
Think
that
is
like
makes
me
feel
really
good.
E
This
third
step
would
be
to
make
sure
that
we
all
are
skilled
at
doing
uncomfortable
conversations.
So
the
agency
agreements
that
we
have
are
great,
but
they
don't
teach
you
actual.
They
tell
you
when
you
know
you
might
have
violated
an
agreement
or
someone
might
have
violated
agreement,
but
they
don't
really
teach
you
how
to
actually
have
a
conversation
with
someone
and
so
I
think
there's
some
more
skills
that
you
can
do
on
there
I
know.
E
Community
Health
has
this
great
diagram
with
the
Comfort
discomfort
and
alarm,
and
it's
the
little
guy
in
a
parachute
and
the
alarm
jumping
off.
That
is
something
we
could
use.
We
can
use
the
c-car
protocol
that
many
of
us
have
been
trained
in
and
so
I
think
as
an
agency
if
we
can
get
skilled
at
not
only
giving
feedback
but
receiving
it,
I
think
we're
we're
going
to
be
in
a
much
better
place,
so
I
I
do
think
that
we're
not
being
I
just
want
to
say.
E
A
All
right,
this
next
question
is
a
little
bit
about
you
and
understanding
you
as
a
person.
So
it's
a
three-part
again
I
will
ask
all
the
questions
separately.
I
can
go
back
and
re-ask
located.
So
if
he,
if
we
were
given
a
manual
on
how
to
best
work
with
you,
what
would
it
say?
What
would
the
section
on
working
with
you
when
you're
frustrated
or
high
stress
say
then
what
would
the
section
on
your
best
day
say.
B
E
Yeah
well,
I
want
to
start
with
the
best
yeah,
because
I
think
my
best
day
would
definitely
be
I,
love
being
at
Retreats
I
love
doing
happy
hour.
We
go
to
lunch
once
a
month
as
a
division,
leadership,
team,
I,
love
being
with
people
and
engaging
outside
of
work.
E
So
those
those
are
my
best
days,
I
think
I.
Remember
one
time
we
went
for
a
happy
hour,
usually
at
the
holidays
and
Chana.
He
used
to
work
here.
She
said:
oh,
my
gosh,
India
you're,
so
much
fun
and
I
was
like
I
know,
but
I'm,
not
people
don't
see
that
at
work
all
the
time,
but
those
are
I
think
some
of
my
best
days,
they're,
more
fun,
I
love
having
one-on-one
time
with
people
in
terms
of
well.
E
If
you
were
given
a
manual
how
to
best
work
with
you,
what
would
it
say
so?
I
I
love,
humor
Instagram
reels
things
like
that
I
always
enjoy
having
a
little
humor
I
am
I
can
be
I
can
come
across
as
a
pretty
like
serious
and
I
am
serious,
because
I'm
really
committed
to
my
work
and
I
want
to
be
successful
and
help.
The
team
be
successful
as
a
leader
I
feel
like
I'm,
very
supportive
and
empathetic.
E
If
people
have
life
things
happening,
you
know
they
need
to
take
time
and
supportive
in
that
way.
I
think
I
realized
after
going
through
this
assessment
with
ryhill
that
I'm
actually
pretty
good
at
recognizing
others.
I
thought
I
was
terrible
about
it,
but
I'm
actually
pretty
good
and
I
think
that
it's
important
for
people
to
feel
awarded
and
feel
that
they're
being
acknowledged.
So
that's
that's
good
I
I
would
say
also
for
me,
I'm,
pretty
direct
and
definitely
East
Coast.
So
I
do
well
with
you
know,
direct
direct
back
and
forth.
E
That's
good
and
honesty
is
really
important
to
me.
The
Integrity
component
is
super
important
I
would
say:
I'm
I'm
good
with
The
Good,
The
Bad
and
The
Ugly.
So
if
you
know
if,
if
something's
going
on
I
want
to
know
so
we
can
figure
out
how
to
manage
it
and
then
just
the
transparency
right
and
asking
and
I
will
ask
lots
of
questions.
Why
are
we
doing
that?
What
does
that
mean
and
setting
some
boundaries
about
what
we're
trying
to
do
to
make
sure
that
it's
not
overwhelming
and
achievable?
E
So
in
terms
of
my
frustrated
high
stress,
yes,
I
can
be
super
reactive.
I
can
be.
Oh,
my
gosh,
but
I
have
learned
to
recognize
that
reactivity
and
to
recognize
also
that
you
just
have
to
move
past
it
and
become
Solutions
focused.
So
during
the
pandemic,
I
would
say
we
had
to
do
a
lot
of
that.
Every
Friday
we
would
have
the
guest.
E
You
know
speaker
from
the
governor's
office,
who
would
certainly
change
things
every
Friday,
and
so
you
just
had
to
learn
how
to
roll
with
it
and
you
kind
of
came
to
expect
it
and
I
would
say
that
those
high
stress
days
become
normalized
and
I
think
as
a
professional
over
time.
I've
gotten
better
with
that.
One
of
the
interesting
things
I
did
was
during
right.
E
Hill
I
took
a
eqi
which
is
like
an
emotional
quotient
assessment,
and
they
said
that
I
actually
do
really
well
with
high
stress
I
stay
emotionally
like
intact,
and
that
probably
makes
sense,
given
all
the
Emergency
Management
stuff
we've
had
to
deal
with,
but
it
the
downside
of
that
is
that
you
don't
always-
or
at
least
for
me,
I,
don't
always
tag
when
I'm
experiencing
a
lot
of
chronic
stress
and
the
impacts
it
has
on
me.
E
So
I
have
personally
had
to
really
kind
of
reflect
on
that
and
figure
out
how
to
make
sure
that
I
I
am
not
sacrifice
sacrificing
myself
at
the
festive
work,
so
I
think
the
new
motto
is,
if
you
say
yes
to
something,
you're
saying
no
to
something
and
so
I'm
really
trying
to
not
say
no
to
my
family
and
put
them
first.
So
I've
I've
learned
a
lot
in
this
space.
E
A
So
another
multi-part
question
so
not
to
be
surprised.
I
will
answer.
I
will
ask
each
question:
please
answer
each
separately
and
I
can
go
but
back
and
re-ask
either.
So
with
recent
ever
events
that
just
occurred
over
the
weekend.
It's
a
reminder
that
we
are
always
aware
of
our
mission
and
vision
and
public
health
to
strongly
center
around
and
promote
health
and
racial
equity.
E
It's
just
a
reminder,
and
it's
not
just
Jacksonville
it's
other
events
that
have
happened
are
just
a
reminder
of
all
the
challenges
that
we
face
in
this
country.
We
are
definitely
in
a
very
interesting
times.
E
I
do
want
to
recognize
that
there
are
a
lot
of
programs
in
the
agency
that
do
this
work,
that
they
are
doing
a
lot
of
social
justice
work
more
broadly
and
I.
Think
it's
good
that
we're
committing
internally
as
an
agency
to
commit
to
this
work
because
I
see
that's
where
the
transformation
is
actually
going
to
occur.
E
Is
that
once
we
do
this
internal
work,
we're
going
to
be
an
army
of
Advocates
working
to
with
Community
to
really
start
to
move
things
in
the
community?
So
the
first
thing
I
actually
would
like
to
do
is
Advance
our
health
and
racial
equity
and
social
justice,
more
broadly
in
the
community,
by
having
some
agency
decorations.
E
So,
for
example,
the
we're
about
to
have
our
strategic
priorities,
finalized
and
I
think
that
we
should
have
declarations
to
our
community
about
what
our
priorities
are
and
why
we're
prioritizing
them,
because
I
think
it's
really
important
for
the
community
to
hear
that,
and
then
there
is
a
number
of
other
declarations
that
we
need
to
declare
around
reproductive
Justice,
lgbtq
plus
and
trans
rights,
climate,
Justice,
youth,
mental
health.
There's
a
lot
happening
in
the
harm
reduction,
space,
Universal
home
visitation.
There's
a
lot
of
spaces
that
we're
working
where
I
feel
like.
E
We
need
to
be
a
little
bit
more
explicit
about
what
it
is.
Public
health
does
with
the
community,
and
we
don't
want
this
to
be
performative
right.
We
want
this
to
be
transformative,
so
the
second
thing
that
I
would
want
to
do
is
once
the
Strategic
priorities
are
developed,
I'd
like
to
take
a
closer
look
and
see
which
one
of
these
need
to
be
centered
in
community,
because
we
can't
do
this
work
alone.
This
work
has
to
be
done
with
Community
Helping,
to
drive
it
and
then
I
I
do
think.
E
There's
a
lot
to
do
in
the
community.
Engagement
side,
and
so
one
of
the
things
I
would
like
to
see
is
for
us
to
have
a
blueprint
of
Community
engagement.
So
we
have
some
programs
that
do
community
outreach
events
which
are
like
these
one-time
touch
points.
I
know
the
immunization
team
will
do
community
outreach.
E
Events
at
the
dia
del
muerto
and
they'll
have
a
presence
there,
but
that's
not
true,
authentic
Community
engagement
and
so
I
think
when
it
comes
to
these
larger,
more
complex
issues
when
I
think
about
like
climate
Justice
I
do
think
that
we
need
to
have
kind
of
a
deeper
richer
blueprint
of
how
we
do
this
work.
What
are
the
systems
and
structures
that
we
need
to
set
up?
What
are
the
models
that
we
need
to
use?
E
So
we
could
use
models
like
the
collective
impact
framework,
shared
shared
leadership
framework,
but
there's
different
ways
that
we
can
do
it
and
the
blueprint
would
actually
help
us
figure
out
which
programs
are
working
where
in
the
community
and
would
help
us
to
have
a
make
sure
that
we're
not
tapping
into
the
same
community
members
and
then
how
do
I
know
that
this
type
of
transformative
change
would
what
that
what
it
would
create.
Well,
I
think
we've
been
incredibly
successful
in
the
opioid
work,
so
you
know
we
started
the
opioid.
E
What
was
it
called?
The
ohe
I
can't
remember,
but
it
was
the
precursor
to
the
substance,
use
Advisory
Group,
and
it
was
because
we
were
seeing
a
serious
opioid
epidemic.
We
saw
the
numbers
increase
in
one
year,
it
doubled
and
we
knew
that
we
were
having
some
major
challenges,
and
so
we
brought
all
the
partners
together
from
law
enforcement
and
the
District
Attorney's
office,
and
we
created
the
substance,
use
Advisory
Group
and
that
group
has
been
highly
successful.
E
It
was
built
on
the
collective
impact
framework
and
a
shared
power
framework,
so
it
centered
the
voices
of
those
who
were
most
impacted
and
it
it
was
led
more
by
community
and
Community
groups,
and
what
happens
is
when
you
do.
That
is
that
they
have
ownership
over
that
work,
and
so
then
they
helped
to
carry
the
work.
E
It's
not
just
Public
Health
carrying
this
work,
we're
very
limited
in
resources
and
capacity,
so
that
team
has
not
only
did
they
win
a
Nako
award,
but
they
helped
to
drive
a
lot
of
policy
and
legislation
across
the
state
and
we
should
be
very
proud
of
them.
So
that
is
a
way
that
I
know
that
we
can
do
this
work
with
community
and
recognize
this
this
and
see
the
transformation
and
I.
A
Okay,
so
now
we're
going
to
transition
out
to
the
audience
he's
going
to
ask
you
a
few
questions
for
those
who
have
questions.
Please
just
remember
to
provide
your
name
pronouns
in
your
title.
E
I
I
would
say
that
this
is
an
area
that
Where
My
Philosophy
I
should
say,
for
this
is
to
work
with
the
team
to
set
up
initial
goals
and
kind
of
boundaries
and
capacity
to
figure
out
how
we're
going
to
take
on
something
new,
but
then
to
really
move
out
of
that.
So
I
I
think
I
shared
this
in
my
first
interview,
I
do
consider
myself
kind
of
an
architect
where
my
job
is
just
to
help
and
support
and
figure
out
and
get
refined
on
the
goals
that
we're
trying
to
accomplish.
E
But
then
let
the
team,
who
are
the
experts
and
empowering
the
team
who
are
the
experts
to
take
on
and
implement
the
work.
That
is
super
important
because
I
don't
want
to
try
to
push
my
agenda
when
I
may
not
know
everything
that
they
know
right
and
it
and
then
frankly,
it
doesn't
work
right.
When
you
try
to
push
your
agenda,
it
just
doesn't
work,
especially
I
would
say
that
that
is
kind
of
how
I
know
how
to
dive
into
the
details
early
on,
but
then
step
back
and
cultivate
that
space
for
leadership.
E
G
I
have
question
number
five
Carol
Helwig
she
heard
pronouns
and
in
the
communicable
disease
division.
So
this
question
is
a
two-part
with
a
with
a
intro
local
communities
increasingly
face
complex,
multi-faceted
challenges
as
one
example
in
Boulder
County.
Even
though
we
have
a
housing
first
approach,
we
see
many
of
the
unhoused
taught
in
a
vicious
cycle
that
may
be
related
to
substance,
use,
disorder,
mental
illness
and
housing
instability.
B
E
You
for
that,
so
I
would
say
that
the
challenge
that
is
presented
in
that
question
is
actually
a
challenge
that
we're
dealing
with
here
locally.
So
it's
a
the
timeliness
of
this
question
is
really
good
it.
It
definitely
requires
us
to
have
some
adaptive
leadership,
which
just
definitely
recognizes
that
there
are
some
systemic
issues
that
are
potentially
intersecting
and
it's
very
complex.
So
basically,
what
that
means
is
there's
not
going
to
be
a
one
solution
fits
all
kind
of
approach
to
this
I
I
do
think.
E
I
have
been
successful
with
dealing
these
complex
challenges
with
using
the
collective
impact
framework.
I
do
think.
That's
a
really
good
framework
to
use
the
cool
thing
that
I
just
read
about
was
that
they
have
updated
the
framework
it
was
originally
launched
in
2011.
It
was
used
in
Canada
for
poverty
to
address
poverty.
When
you
have
really
complex
issues
like
that,
you,
you
need
something:
that's
going
to
help
to
kind
of
frame
the
issue
and
bring
everybody
together,
but
they
updated
it
recently
to
include
health
and
racial
Equity.
E
So
I
think
that
that
is
a
really
nice
framework
that
could
help
us
and
I.
Think
the
other
thing
that
we
have
going
for
us,
the
Boulder
County,
is
we're
super
collaborative.
This
is
one
of
the
most
collaborative
communities
I've
ever
worked
in,
and
so
it's
it's
kind
of
easy
to
get
partners
to
the
table.
E
I
think
that
the
power
sharing
model
that
we
also
have
we
have
to
get
out
of
this
system
of
going
to
community
and
saying
what
do
you
think
I've
developed
this
vision
and
and
really
start
moving
to
the
community
to
co-create
the
vision,
because
they
have
to
be
part
of
the
solution
and
so
I
think
using
those
two
together
is
really
effective.
In
terms
of
the
questions
that
we
need
to
ask
as
a
public
health
agency,
you
know
I
think
there's
some
short-term
questions,
there's
some
longer
term
questions.
You
know.
E
One
of
the
first
things
I
would
want
to
know
is:
what's
the
public
health
role
right?
What
is
our
role?
How
do
how
do
we
intersect
with
harm
reduction
with
primary
prevention,
with
teens
and
young
adults,
with
home
visitation
support
for
pregnant
individuals
who
might
be
unhoused
with
meth
addiction
and
the
work
around
housing
that
Bill's
been
doing
with
the
meth
addiction
we
need?
We
need
to
really
ask
ourselves:
what's
our
Public
Health
role?
E
I
would
also
want
to
know
in
the
short
term
how
come
the
unhoused
or
not
going
to
the
shelter.
Has
anyone
asked
them
why
they
don't
go
to
the
shelter
I
hear
stories
of
you
know,
females
who
are
unhoused
feeling
very
unsafe
about
going
to
the
shelter
I,
hear
stories
about
people
with
dogs
and
their
pets
that
they
can't
bring
them
to
the
shelter.
So
we
need
to
have
a
better
understanding
and
center.
E
The
voices
of
those
who
are
unhoused
and
have
mental
health
challenges
and
substance
use
disorders
to
to
understand
what
their
circumstances
look
like.
I
would
say
longer
term.
One
of
the
things
that
I've
been
thinking
about
is
the
need
to
stop
pulling
pulling
people
out
of
the
river
and
really
going
upstream
and
figuring
out.
What
are
the
root
causes?
E
You
know
if
people
are
experiencing
adverse
childhood
experiences
trauma.
What
what
are
the
root
causes
of?
Why
we're
seeing
people
Downstream
and
I
I
have
a
belief
that
we
keep
pulling
people
out
of
the
water
Downstream.
But
if
we
don't
start
going
upstream
and
looking
at
those
systems,
challenges
we're
really
not
going
to
be
successful
in
changing
what
the
experience
is
like
for
people
and
then
I
would
also
want
to
know.
E
How
does
the
community
view
the
solutions
with
you
know,
there's
a
lot
of
work
around
isolation
and
the
community.
The
surgeon
general's
report
and
the
community
feeling
like
isolation
is
contributing.
So
there's
a
lot
of
questions
to
figuring
out
kind
of
the
long-term
approaches,
and
then
lastly,
I
would
want
to
just
recognize
that
we're
just
part
of
someone
else's
Collective
impact
work
that
they
are
centering,
because
in
public
health
we
have
Snippets
of
mental
Behavioral
Health.
E
We
have
Snippets
of
working
with
the
on-house,
but
this
is
not
an
area
that
we
are
actually
the
ones
who
are
responsible
for,
and
so
we
are
there
to
provide
expertise
on
meth
exposure
to
provide
expertise
on
harm
reduction,
primary
prevention,
Community
trainings
things
like
that,
but
we're
not
necessarily
the
leaders
in
this
work
where
significant
contributors
is
my
my
view
of
that,
and
and
if
we
wanted
to
be
leaders
in
this
work,
we
would
need
significant
resources
to
be
able
to
lead
and
I.
Don't
know
that
we
have
some.
Thank
you.
B
H
B
E
So
you
really
have
to
kind
of
commit
to
supporting
people
every
day,
and
it
is
a
role
of
this
manager
and
and
moving
into
a
leader
to
how
people
understand
the
values
of
the
agency
to
live
the
values.
To
being
able
to
see
the
mission
see
themselves
as
part
of
the
mission
of
the
agency
and
then
as
a
leader
you're,
helping
to
shape
not
only
the
culture
but
then
shaping
the
vision
for
the
future
right.
So
it
does
require
all
of
us
and
in
order
to
get
people
to
follow
you
into
that
Future
Vision.
E
You
have
to
have
that
everyday
experience
where
people
want
to
support
moving
in
that
direction,
and
that
requires
empowering
people,
letting
people
do
their
work
being
there
to
support
them
as
needed,
creating
opportunities
for
people
to
try
new
and
creative
work,
and
then
I
would
describe
my
management
stylist,
being
supportive,
empowering
inclusive
fun
and
caring
and
I
would
describe
my
leadership
style.
Most
of
the
time
I'm
a
servant
leader,
I
I,
was
telling
Keith
the
other
day,
like
part
of
my
job
is
just
to
get
out
of
the
way.
Let
people
do
their
jobs.
E
You
know
I'm
there
to
support
them,
but
sometimes
you
can't
always
be
a
servant
leader,
especially
living
in
crisis.
You
tend
to
have
to
be
a
little
bit
more
directive
in
ways
that
you
normally
don't
operate,
like
that's,
not
your
comfort
place,
but
when
you're
dealing
with
crisis,
you
have
to
start
making
decisions,
and
so
there
are
times
when
you
have
to
flex
or
leadership
muscle
and
move
in
different
directions.
E
I
also
think
it's
important
for
people
to
have
accountability
for
their
behaviors
works
and
actions,
and
so
and
just
being
able
to
uphold
the
values
of
the
agency.
So
we
all
open
it
up
together
and
I.
I
think
the
leadership
example
that
I
wanted
to
share
in
covid
is.
We
definitely
did
not
micromanage
teams.
E
We
supported
people
as
needed,
checked
in
regularly
we
adapted
and
pivoted
as
much
as
we
needed
to,
and
we
built
a
very
high
functioning
team
and
we
had
some
of
the
best
outcomes
in
the
state
actually
and
I.
Think
part
of
that
is
because
we
centered
on
Equity,
we
centered
on
priority
populations,
and
we
made
the
best
decisions
that
we
could
at
the
time.
But
we
always
work
to
ensure
that
people
who
have
the
highest
risk
were
being
treated
first
and
so
I
would
say
that
that's
important
leadership.
E
D
B
D
E
I
am
I
feel
like
doing
this
position
would
be
a
real
privilege.
It
would
definitely
be
a
culmination
of
all
my
experiences
and
particularly
at
Boulder
County
public
house
over
the
last
nine
years
and
I'm
really
wedded
to
this
agency
and
to
building
this
agency.
Culture.
I
didn't
get
to
talk
about
this
a
lot,
but
I
have
been
doing
a
lot
of
equity
work
for
a
long
time.
I
was
at
the
State
Health
Department
I
helped
to
build
their
first
Health
Equity
framework.
We
published
papers
in
the
American
journal
and
public
house.
E
We
helped
to
get
some
work
done
within.
We
did
the
first
LGBT
strategic
plan
for
this.
The
State
Health
Department
I
did
that
with
Dr
urbina
I
helped
to
form
the
metro,
Denver
partnership
for
health,
Health,
Equity
work
group
and
then
working
with
Heather
and
some
others
from
the
Metro
Denver
area.
E
We
actually
helped
to
create
a
guidebook
for
Health
Equity
for
local
public
health
and
that
guidebook
was
turned
into
a
training
at
the
Rocky
Mountain
Public
Health,
Training
Center,
so
I
feel
like
the
work
that
we
have
done
with
Equity,
particularly
during
covid,
has
really
shown
that
we
have
made
a
significant
difference
in
our
community
and
I
feel
very
excited
to
have
the
opportunity
to
be
able
to
bring
this
to
the
whole
agency
and
I'm
just
super
grateful.
Thank
you,
awesome
yeah.
Thank
you.
A
All
well,
thank
you
so
much.
Those
are
all
of
our
questions.
Thank
you,
so
I
know
you're
not
doing
the
chorus
today
yeah,
but
but
we
do
have
Refreshments
out
in
the
hallway
when
you
collect
yourself
in
our
audience,
members
can
meet
you
out
there
and
ask
you
any
other
questions
or
you
can
chat
with
them
for
a
little
while,
okay,
all
right.
Thank
you.
Thank
you.
Thanks.
A
Foreign
all
right
welcome
everybody
again
to
the
Boulder
County
Public
Health
town
hall,
with
our
deputy
director
finalists,
so
I'm
going
to
go
through
and
do
a
quick
introduction
about
what
we're
talking
through
and
then
we
will
get
started.
Okay,
so,
okay,
so
we
have
seven
questions
with
one
intro
question.
The
seven
questions
will
focus
on
leadership:
Community
engagement,
Health,
Equity
and
workplace
culture.
Expectations
to
keep
on
track
Amanda
will
be
helping
us.
A
We
suggest
pacing
between
five
to
six
minutes
per
question
and
we've
provided
a
copy
of
those
to
you
for
easy
viewing
as
we're
going.
Some
of
the
questions,
as
you
may
have
noticed,
are
multiple
part.
So
please
take
the
time
to
review,
reflect
and
pause.
We
built
time
in
for
that.
So
so,
and
we'll
make
sure
to
point
out
what
it
is.
The
multi-part
sure
I
will
ask
some
questions
and
then
staff
in
the
audience
will
ask
if
you
have
a
question
and
you're
in
the
audience.
A
Please
remember
to
introduce
yourself
with
pronouns
and
titles,
which
reminds
me
I'm,
Catherine,
Palmer,
I
Am,
the
director
of
admin
and
finance
I
used
to
be
her
pronouns
and
I.
Will
be
conducting
the
town
hall
today
so
a
few
reminders
before
we
get
started,
we
are
doing
a
hybrid,
as
you
can
tell
please
be
mindful
of
the
camera
if
you
have
to
walk
across
for
those
of
you
that
are
hybrid.
Please
remember
to
keep
your
cameras
off
again.
A
We
have
a
technical
problem
with
one
of
the
cameras
or
one
of
the
monitors
here,
and
so,
if
your
camera
is
on,
it
makes
it
Flash
the
entire
time.
So
we
appreciate
you
having
your
camera
off
just
another
reminder
for
those
that
are
in
the
room.
The
mic
is
super
hot,
so
those
on
camera
will
hear
any
side,
chatter
or
other
noises.
So
if
you
do
have
a
conversation,
please
take
it
to
the
hallway.
A
Please
mute
and
put
away
any
phones
again.
Please
feel
free,
Feel
Free
as
many
times
as
you
need
to
to
go
to
the
hallway.
We
will
have
a
15
minute
break
afterwards,
most
importantly,
in
line
with
our
values,
please
set
aside
any
implicit
bias.
You
may
have
and
listen
openly
with
the
intent
to
what
our
candidate
has
to
share
with
us
today.
A
After
today's
Town
Hall,
you
will
receive
a
link
to
complete
a
feedback
form
with
that.
We'll
start
with
the
very
first
introduction
type
question
which
is:
can
you
please
introduce
yourself
briefly
tell
us
what
interests
you
about
this
role
with
Boulder
County
and
how
your
background
prepared
you
for
it.
Okay,.
I
So
my
name
is
Julie
Heller,
my
pronouns.
Are
she
and
her,
and
my
background
is
I,
am
Hispanic
by
maiden
name
is
Hernandez
or
not
this
for
those
who
speak
Spanish
and
my
married
name
is
Heller
and
and
what
has
prepared
me
for
this
particular
job.
I
grew
up
in
poverty
in
San,
Antonio
Texas,
it's
a
predominantly
Hispanic
community
that
I
grew
up
in
and
I
definitely
understand
how
the
social
determinants
of
Health
can
impact
you.
My
brother,
passed
away
from
HIV.
I
My
sisters
were
teenage
mothers
and
my
brother
suffers
from
drug
addiction
and
has
been
and
out
of
the
criminal
justice
system
and
is
currently
in
the
criminal
justice
system.
Now
so
I
definitely
understand
the
impact
that
public
health
can
have
on
one
person
and
then
how
I
have
basically
developed
myself,
and
my
background
has
prepared
me.
I
have
spent
a
long
time,
developing
myself
through
educational
attainment,
training
and
also
in
my
work,
experience
and
I
would
summarize
my
work
experience
in
three
areas.
I
I
have
management
and
Leadership
experience,
I
currently
work
at
the
Department
of
Public,
Health
and
environment
and
a
leadership
position.
I
worked
in
leadership
positions
at
the
executive
office
of
Health
and
Human
Services
back
in
Boston
and
then
so.
I
have
that
management
leadership.
Experience
I
have
the
employee
experience.
I
I
went
to
law
school
I
focused
on
Labor,
Relations
and
I,
worked
on
Labor
Relations
for
a
very
long
time
for
almost
10
years,
so
I
understand
how
to
work
with
employees
and
making
sure
that
employees
have
the
resources
and
skill
sets
and
development
that
they
need
in
order
to
perform
their
job
and,
lastly,
I.
Look
at
impact
when
I
was
at
in
in
Boston
working
in
state
government
I
work
on
program
Effectiveness
in
program
management
I
took
training
at
MIT
on
program
Effectiveness.
So
that's
my
background.
I
I
believe
that
the
organization,
the
second
reason
why
I'm
interested
in
this
job
is
folder,
is
now
for
being
very
Progressive
and
in
looking
at
a
lot
of
the
interview,
questions
and
the
public
information.
There's
alignment
on
the
values.
What
IBU
is
important
is
also
important
not
only
to
the
public
health,
but
also
your
leadership,
team
employees
and
the
community.
I
I
For
that
reason,
second
I'm
very
data
driven
evidence,
person
and
I
can
see
that
she
is
too
just
in
looking
at
her
LinkedIn
profile
and
seeing
all
the
great
work
that
she's
done
so
I
believe
that,
in
working
with
her
and
working
with
this
team,
we
would
be
able
to
accomplish
a
lot.
That's
why
I'm
excited
about
this
position.
A
Thank
you,
okay.
So
our
next
question
is
a
lengthy
one.
You
did
receive
it
in
advance,
so
I've
slightly
shortened
it
for
this
space.
It
does
have
a
few
different
parts
to
it,
so
I
can
go
back
and
really
fast
if
needed.
A
If
you're
appointed
as
Deputy
or
director,
you
will
step
into
an
agency
with
agreements
around
fostering
trust,
demonstrating,
compassion
and
respect,
collaborating
and
building
strong
teams.
We
are
also
committed
to
being
an
anti-racist
organization
which
guides
us
to
interrupt
conversations
or
processes
that
are
or
may
be
rooted
in
biased
and
proactively
support
racial
equity.
I
So
first
I
want
to
start
out
very
soon,
I
think
it's
fantastic
and
exceptional
that
this
agency
has
a
strong
vision
and
realigned
with
culture
and
that
there's
a
value-based
agreement
I'm
sure
it's
taken
a
long
time
to
create
that
agreement,
so
I'm
glad
that
exists.
Second,
it
aligns
with
the
culture
and
values
that
I
find
important
of
fostering
trust,
passion,
respect
collaboration
and
building
strong
teams.
Those
I
think
are
really
important
in
order
to
have
a
strong
functional
team
and
then
the
other
part
is
when
you
have
a
vision.
I
The
area
where
you
have
disruption
is
when
it
comes
to
implementation
of.
How
do
you
actually
change
those
behaviors
and
I
also
want
to
acknowledge
that
historically,
addressing
bias
and
Equity
has
been
a
long-standing
issue
with
American
our
U.S
history.
So
it's
not
something
that
is
just
going
to
happen
automatically
or
that
I
think
it's
going
to
be
easy
to
address.
I
think
we
need
to
work
together
as
a
team
to
address
it.
I
So
as
for
the
question
as
how
I
respond
to
and
participate
in
positive
disruption
within
our
team,
again,
I
always
approach
things
like
looking
at
the
management,
leadership,
employees
and
Community
impact
so
and
keep
talking
to
each
of
those
groups.
I
would
want
to
understand
the
past
the
present
and
the
future.
So
in
the
past,
what
we,
what
have
we
done
and
the
president
what's
going
on?
What's
going
on?
What
are
some
of
the
issues,
and
where
do
we
eventually
want
to
go
and
with
each
of
those
groups?
I
I
would
want
to
understand
what
are
some
immediate
implementation
of
changes
that
we
can
do
versus
a
longer
term,
where
it's
going
to
take
more
team
building
more
work
in
order
to
get
the
implementation,
and
it
also
I
would
ask:
are
there
any
policies
practices
a
lot
aligned
are
not
aligned
with
the
direction
we
want
to
head
and
trying
to
work
with
everyone,
management,
leadership,
employees
and
community
on
addressing?
How
can
we
change
those
policies
and
our
practices
in
order
to
align
with
our
values
and
also
having
an
open-ended
question
of?
I
Is
there
something
I
haven't
asked
that
you
really
think
we
should
be
doing
and
then
collecting
that
information
I
would
also
Infuse
in
these
conversations
want
to
have
an
evidence-based
approach
towards
changing
behavior
and
there's
a
couple
things.
A
couple
areas.
I
would
want
to
look
at.
That's
a
U.S
surgeon
Generals
in
2022,
the
U.S
Surgeon
General
released
a
framework
for
workplace
mental
health
and
well-being.
I
would
want
to
see.
I
Can
we
incorporate
some
of
those
ideas
or
some
of
those
ideas
already
being
implemented
and,
if
they're
not
implemented,
is
there
a
reason
or
is
there
something
we
can
do
to
try
to
implement?
I
would
also
use
the
evidence
rate
based
approach,
approach
of
the
leadership
challenge
book
and
then
the
second.
The
third
evidence-based
approach
is
Project
Aristotle,
which
talks
about
how
to
create
efficient
teams
and
I.
Think
that
would
also
help
in
helping
our
team
out
in
the
end.
I
would
share
this
information
and
validate
it
with
everyone
management
leadership.
I
Employees
in
the
community
to
make
sure
that
the
information
that
has
been
captured
is
accurately
reflecting
what
has
been
said
once
it
has
and
we're
all
in
agreement,
or
at
least
a
majority
are
in
agreement.
We
want
to
move
along
with
an
implementation
plan
and
a
timeline
as
for
how
I
would
respond
or
how
I
would
balance
the
need
for
agency
and
cohesion
and
Trust
I
would
start
with
first
really
aligning
or
giving
us
that
work
start.
I
Remembering
I
think
my
experience
with
public
health
employees
is
that
we're
all
very
passionate
about
our
work,
but
also
lying
it
to
why
Equity
is
important.
Why
addressing
bias
is
important
so
that
we
always
have
that
North
Star
on?
Why
we're
doing
what
we're
doing
I
would
also
want
to
add
towards
the
value-based
agreement
and
obviously
working
with
a
team
of
creating
a
Common
Language,
a
common
understanding
of
behaviors
and
leads
so
right
now.
I
There's
definitions
for
the
value-based
agreement,
but
I
would
want
definitions
on
bias
and
racial
equity
and
also
the
impacts
of
bias
and
racial
inequity
and
then
linking
it
towards
behaviors
that
align
with
what
is
bias
and
what
is
not
bias.
What
is
racial
inequity?
What
is
racial
Equity,
so
people
understand
how
their
behaviors
are
aligned
with
that
and
I
would
once
again
want
to
use
evidence-based
approaches.
I
I,
definitely
understand
the
discomfort
and
it
drives
me
crazy
too,
when
these
incidents
occur
and
you
kind
of
get
caught
in
the
headlights.
Are
you
also
double
site
of
fight
or
flight
I?
Want
it
to
be
a
sense
of?
Do
we
have
a
learning
environment,
maybe
creating
that
I
know
anyone
has
heard
of
the
algae
groups,
but
maybe
doing
something
similar
to
that,
but
calling
it
the
cultural
check.
If
someone
says
something
where
they're
offended,
that
person
can
say,
I
want
to
do
a
cultural
check.
I
The
impact
of
your
statement
is
X
and
then
the
person
who
made
that
statement
they
can
say
how
they
can
address
the
impact
of
that.
Obviously,
a
bit
to
repeat
offender
would
have
to
address
that
was
working
with
HR
or
doing
more
training
so
that
person
fully
understands
how
their
behaviors
are
not
acceptable
and
don't
align
with
our
culture
and
lastly,
I
would
want
to
acknowledge,
acknowledge
our
our
Organization
for
the
work
that
we're
doing
based
on
the
Cadence
of
this
organization,
whether
it's
quarterly
semi-annually
or
annually,
assuring
what
has
been
done.
I
What's
working
well,
what's
not
working
well,
how
can
how
can
we
address
those
areas
that
are
not
working
well
and
also
bring
in
the
community
to
say
we
see
some
of
your
changes?
They
are
working
well
or
they're,
not
working
well,
but
I
always
grounded
it
on
the
community
on
seeing
what
they
see
and
how
we
can
improve
ourselves.
So
that's
how
I
would
balance
that
sorry
for
the
fast
talking
you.
A
Appreciate
it,
thank
you,
okay.
So
this
next
question
is
to
tell
us
a
little
bit
more
about
living
with
you.
It
does
have
three
parts
and
I'll
ask
each
of
them.
Please
answer
each
separately
and
again,
I
can
go
back
and
react
if
needed.
A
I
So
if
I
were
given
enough,
if
we
were
given
a
manual
on
how
to
best
work
with
you,
what
would
it
say
I
would
say
and
I
think
probably
my
answer
to
the
first
question
is
I'm
very
data
driven,
so
I
want
to
not
only
hear
your
opinion
on
the
direction
you
might
want
to
go
or
Improvement
you
might
want
to
have,
but
I
would
also
want
you
to
back
up
your
statements
with
data.
If
the
data
is
available,
I
know
data
is
not
always
available
or
the
evidence
isn't
always
available.
I
Second
I
am
very
organized,
so
I
would
want
the
team
also
to
be
organized,
and
if
the
team
isn't
organized
I
would
create
systems
the
way
I
currently
do
on
keeping
us
organized.
So
there's
a
lot
of
stuff
going
on,
especially
in
this
position
where
there's
over
20
programs
so
I.
Unless
there's
already
a
system
in
place,
I
would
create
a
system
in
place
where
I
would
want
to
know
the
program,
the
data,
what
you're
asking
for
and
then
trying
to
create
that
change
or
how
you
might
be
me
to
help
you
and
then
I'm.
I
Also
a
person
who
listens,
I,
I,
don't
usually
I,
might
come
to
a
situation
where
I
have
opinion,
but
I'm,
not
a
person
who's
like
rigid
that
I
do
not
change
my
opinion,
I,
listen
to
what
people
have
to
say
and
that
it's
a
evidence,
data
driven
or
if
that's
not
there.
If
there's
other
compelling
reasons,
maybe
the
community
is
saying
this
is
really
what
they
need.
Then,
let's
try
to
work
together
in
order
to
make
that
change,
so
I
think
data-driven,
collaborative
listening
and
organized
is
probably
the
manual
and
how
to
work
with
me.
I
As
for
a
section
when
I'm
frustrated
or
highly
stressed,
I
think
I
always
acknowledge
that
when
I'm
stressed
I
want
to
come
to
the
situation
by
acknowledging
that
I'm
stressed
no
one's
perfect,
everyone
has
a
lot
of
stressors
and
I
know.
When
you
are
stressed
or
frustrated,
you
might
not
appear
or
present
yourself.
The
way
you
want
to
so
I
tend
to
say
to
people
if
I
am
stressed
or
frustrated,
I
might
say
I'm
frustrated.
I
Because
of
this,
can
you
help
me
and
sometimes
a
person
might
say
I'm
equally
as
frustrated
and
stressed,
let's
try
to
get
through
this
together,
so
I
think
it
just
depends:
I
I
approach
it
not
as
a
person
who's
perfect,
but
as
a
person,
who's,
human
and
wanting
other
people
to
see
me
as
being
a
human
and
what
I've
realized
the
higher
up.
You
go
in
leadership,
you're
sort
of
seen
as
a
different
person
and
I
don't
want
that.
I
want
it
to
be
more
of
a
collaborative
position
where
it
sort
of
we're
I'm
frustrated.
I
They
might
be
frustrated.
How
can
we
get
through
this
stress
together
on
my
best
days?
The
best
days
are
really
about
celebration
for
all
the
work
that
we
do.
Just
give
you
one
example:
we
applied
for
a
grant
with
the
CDC.
I
We
desperately
needed
money,
I'm
sure
people
can
understand
that
frustration
and
our
grantees
were
running
out
of
funding
too.
I
Some
had
it
already
run
out
of
funding
and
we
were
doing
asking
for
more
funding
and
we
I
always
say
aim
for
the
Stars
and
if
you
don't
get
the
Stars,
maybe
you'll
get
something
below
the
stars,
but
at
least
it's
something
and
we
asked
for
a
lot
of
money
from
the
CDC
they
got
back
to
us
and
they
gave
us
500k
which-
and
the
scope
of
some
of
the
programs
is
not
a
lot
a
lot
of
money.
But
it's
something
that
I
know
is
going
to
help
the
public.
I
So
it
was
really
my
best
day.
That
was
one
of
my
best
days,
because
I
was
like.
Yes,
we
got
the
money,
I
told
the
manager
celebrated
her
with
saying,
like
thanks
to
all
your
great
work
and
your
team's
work.
We
were
able
to
accomplish
this
further
up.
The
hierarchy.
I
express
Communications
of
saying,
like
let's
congratulate
Emily,
sorry.
I
J
Is
sort
of
just
like
a
great
date
because
you
know
you're
going
to.
I
Be
serving
the
public,
so
that's
my
response
to
that
question.
A
All
right,
we
have
another
multi-part
question
again:
I'll
ask
the
questions:
if
you
can
answer
each
separately,
I
can
go
back
and
ask
if.
B
A
Need
with
recent
events,
even
that
we
saw
occur
over
the
weekend,
we
are
always
aware
and
reminded
of
our
mission
and
vision
and
public
health
to
strongly
center
around
the
promote
health
and
racial
equity.
I
Great
so
this
was
a
question
I
received
in
advance,
so
I
don't
have
to
take
the
time
to
write
down
the
notes
so
as
for
the
most
important
actions
for
Boulder,
County,
Public
Health
to
change
events,
health
and
racial
Equity,
as
well
as
social
justice,
more
broadly
in
our
community,
I,
always
start
with
learning
from
people
in
the
past
who
have
been
successful
and
that
one
individual
who,
as
I've,
always
seen
as
the
how
can
I
learn
from
it,
is
John
Lewis,
the
Civil
Rights
leader
and
American
politician
and
I'm,
happy
to
say,
I
shared
this
in
the
first
interview,
I
serendipitously
met
him
and
I,
remember
shaking
his
hand,
and
just
being
so
thrilled
that
I
got
to
meet
someone
like
that
who's
made
such
an
impact
in
changing
our
changing
America
and
changing
my
life
and
other
people
of
color.
I
I
What
are
we
doing
as
an
organization
as
it
relates
to
our
programs
and
as
it
relates
to
our
culture
and
sharing
that
understanding
it
from
management,
leadership,
understanding
it
from
employees
and
understanding
it
from
community,
and
the
point
of
sharing
is
that
I
would
want
to
hear
from
them
of
maybe
the
community
says.
Well,
this
is
your
culture,
but
in
reality
it
doesn't
really
reflect
and
then
taking
that
feedback
and
making
it
better.
I
I'd
also
want
to
shine
a
light
on
disparities
on
where
they're,
where
where
they
are
occurring
in
the
location
of
where
they're
current
with
a
social
epidemiology
perspective,
mainly
because
what
I've
seen
when
you
just
share
the
data
I'm,
showing
the
disparities,
the
bias
narrative
continues,
people
will
say
Well,
they're
doing
bad,
because
they're
lazy
or
whatever
discriminatory
reviews
people
have.
But
if
you
have
that
social
epidemiology
lens,
then
people
start
seeing
why
those
communities
are
struggling.
Maybe
that
Community
is
struggling
because
they
have
a
poor
health
system.
I
They
have
poor
Educational
Systems,
they
have
a
poor
environment,
they
don't
have
Parts,
Etc
I
think
when
people
start
seeing
that
lens
of
social
epidemiology,
the
bias
narrative
goes
away
so
I'd
want
to
shine
a
light
on
that
and
then
also
listen
to
management
leadership,
employees
and
community
on
what
they
see
as
a
disparities
are
and
what
they
see.
As
some
of
the
issues
are
occurring,
and
then
the
area,
the
third
area
I,
would
want
to
shine.
A
light
is
where
is
where
is
the
funding
going
as
it
relates
to
Community
Services?
I
As
for
the
type
of
transformative,
change,
I
think
those
interventions
could
or
would
create.
The
first
part
of
the
transparency
on
the
programs
and
transparency
on
our
culture
is
really
kind
of
addressed
it
earlier,
really
addressing
those
three
components
of
making
sure
that
we
are
improving,
making
sure
that
we
have
that
direction
of
Are
We,
achieving
our
goals
or
not
achieving
our
goals
and
getting
input
from
all
three
groups.
I
As
for
the
data
on
disparities
and
then
also
the
social
epidemiology,
information
overall
I
would
want
to
see
over
time
that
the
numbers
are
improving
and
the
numbers
are
not
improving.
Why
is
that
and
again
getting
that
feedback
from
management
leadership,
employees
in
the
community?
They
might
be
able
to
say
well,
there's
a
barrier,
there's
an
access
issue.
I
You
need
to
change
policy,
you
need
to
change
procedures
whatever
it
might
be
in
order
for
us
to
actually
change
things
and
then,
as
for
the
where
the
funds
are
flowing
really
thinking
about
internally,
are
we
using
our
funds
appropriately
in
order
to
really
help
those
communities,
but
are
we
also
seeking
other
funds?
I
know
getting
funding
from
the
federal
government?
A
Thank
you
so
much
okay.
So
now
we're
going
to
transition
out
to
our
audience
that
already
had
some
other
questions.
So
just
a
reminder,
if
you
do
have
a
question,
please
provide
your
name,
your
pronouns
and
your
title
before
your.
K
I
So
first
I
want
to
start
with
saying
my
philosophy
on
employee
staff.
Leadership
I
see
myself
as
not
being
the
expert
I
see
the
individuals
for
their
programs
as
being
the
expert
leader,
so
I
would
rely
on
those
individuals
to
be
the
expert
leaders
to
do
the
work
that
they're
that
they
need
to
do.
As
for
diving
in
I,
don't
think
I
would
be
a
person
that
I,
don't
think
I
know
I'm,
not
a
person
who
micromanages
I
believe
that
you
are
the
expert.
I
As
for
when
I
would
have
to
dive
in
I've
noticed
it
when
there's
hiccups,
where
maybe
a
community
partner
might
complain,
I
think
it's
different
here,
because,
obviously
working
in
state
government,
the
complaints
usually
go
to
the
governor
and
it
trickles
down
to
us
and
that's
where
I
have
to
dive.
In
of
saying
like,
let
me
see
all
the
data,
all
the
information
and
I
presented
to
senior
leadership
of
saying,
like
nothing,
has
happened
here
that
is
inappropriate
or
wrong.
I
The
data
is
showing
and
all
the
information
that
we
have
is
showing
that
we
did
the
right
thing.
The
the
person
is
upset
for
X,
Y
or
Z.
So
that's
when
I
dive
in
the
other
time,
I
dive
in
is
when
we
get
something
new.
So,
for
instance,
legislative
change
just
occurred.
That
requires
us
to
produce
a
report.
So
I've
been
very
Hands-On
because
I
know
this
report
is
going
to
go
to
the
legislature.
I
It's
going
to
have
to
be
approved
by
the
governor,
so
I
have
to
be
very
involved
to
make
sure
that
not
it's
not
that
I,
don't
trust
the
employees.
It's
that
I
nominated
questions
from
senior
leadership
and
I
have
to
be
able
to
answer
those
questions
and
the
other
time
I
dive
in
is
when
the
employee
themselves
tells
me.
I
need
help,
help
me
dive
into
the
information
and
then
I
do
so.
It
just
depends
on
when
it's
needed.
I
J
J
Not
a
problem
I
definitely
understand
virtual
meetings
and
sometimes
people
talk
some
and.
J
B
I
Versus
when
I
go
into
detail
and
creating
and
cultivating
the
space
of
Staff
leadership,
the
other
thing
I
want
to
say
was
staff
leadership.
I
think
people
are
at
various
spectrums
of
their
life.
Some
people
are
great
leaders,
they
might
be
new
to
their
position
and
they
might
need
more
help,
while
other
people
know
exactly
what
they're
doing
they're
probably
going
to
have
to
help
me
in
understanding
their
positions.
But
it
is
a
whether
you're
at
the
beginning
or
you're,
at
Advanced
stage
of
your
career.
I
If
you
need
help
in
getting
developing
a
particular
area
or
you
want
more
training
or
what
have
you
I'm
always
willing
to
work
with
employees
on
making
sure
that
they
get
the
development
that
they
want,
because
I
know
at
the
end
of
the
day,
I'm
a
person
who
constantly
wants
to
be
learning
because
there's
a
lot
to
be
learned
in
public
health,
but
any
individual
on
helping
them
delve
in
on
training
I
would
help
them
with
that.
L
Understandable
Personnel
manager
she
or
hers
and
I
have
question
five,
which
is
a
little
long
and
has
multiple
parts.
Local
communities
increase
increasingly
face
complex
multi-phosphate
challenges
as
one
example
in
Boulder
County.
Even
though
we
have
a
housing
first
approach,
we
see
many
of
the
on-house
and
a
vicious
cycle
that
may
be
related
to
substance,
abuse,
disorder,
mental
illness
and
housing
instability.
I
This
is
another
question
I
received
ahead
of
time,
so
I
don't
need
to
think
about
it,
so
as
for
the
kind
of
tools
or
skills
that
I
would
use
to
develop
a
public
health
approach
to
complex
issues,
first
I
just
want
to
acknowledge
that
homelessness
is
a
very
complex
issue,
especially
as
income
inequality
continues
to
raise
homeless
rate
is
going
up.
In
fact,
I
received
an
email
today
about
training
for
homelessness
from
the
U.S
department.
I
Hud,
basically
talking
about
some
interventions
that
they
want,
but
the
interesting
part
was
that
Biden
wants
to
reduce
homelessness
by
25
in
the
next
two
years
and
that's
a
pretty
aggressive
goal,
but
I'm
interested
in
learning
more
about
that
perspective,
but
homelessness
overall,
is
a
very
complex
issue,
so
the
skills
that
I
would
bring
is
one
that
I
have
a
passion
for
for
this
type
of
work.
I'm
committed
to
working
on
many
of
these
issues.
I
Again,
my
personal
narrative
is
that
my
father
struggled
with
mental
health,
substance,
abuse
and
homelessness
issues,
and
it
makes
me
think
about
public
health.
It
had
been
addressed
early
in
its
life
when
he
was
a
teenager.
Maybe
his
life
would
have
been
different,
but
he
didn't
have
those
interventions
so
later
on
in
life
trying
to
help
him.
It
was
just
very,
very
difficult,
especially
as
he
got
into
harder
and
harder
drugs
as
he
age.
So
it's
it's
a
very
difficult
process
to
address,
but
I
personally
am
passionate
about
this
type
of
work.
I
There
are
some
proposals
that
are
not
realistic,
based
on
the
realities
that
we
work
on,
but
trying
yes,
I
want
to
aim
for
the
stars,
but
I
also
want
to
think
about
the
reality
of
what
we
work
in
our
budgets.
Our
employees
are
scouting.
Etc
I
have
great
organizational
skills.
I
I've
mentioned
some
of
those
organizational
skills
earlier
listening
in
communication
skills.
I
truly
believe
that
you
have
to
listen
to
people,
and
you
also
have
to
not
only
listen
but
document
what
you're
they're
saying
and
then
coming
back
to
them
and
saying
we've
listened
to
what
you
said.
We
try
to
implement
what
you
said.
We
weren't
able
to
implement
what
you
said
because
of
regulations,
policies
Etc,
but
always
having
that
communication
and
and
collaboration
and
inclusive
skills.
I
As
for
the
tools
that
I
would
use,
first
I
would
start
with
the
US
Department
of
Health
and
Human
Services
Public
Health
3.0,
that's
a
tool,
I
think
is
very
important
of
looking
at
mezzo
macro
and
bezel
macro
and
micro
levels
of
addressing
Partnerships
and
when
I.
First
heard
of
this
I
was
like
how
in
the
world
is
public
health
going
to
do
this?
It's
very
important
to
have
those
Partnerships
so
you're,
addressing
at
each
level.
I
As
for
my
oversight
of
operation,
school
tools,
I
have
evaluation
skills,
I,
know,
data
and
evaluation,
I
have
policy
regulatory,
legislative
tools
of
understanding
those
components
and
then
I
have
budget
tools
of
understanding.
How
do
you
work
on
budgets
and
then
strategic
planning,
skill
tools?
I
know
how
to
create
the
goals
work
on
creating
combined
goals,
looking
at
the
progress
and
giving
updates
on
where,
where
we're
going
and
where,
through
those
goals.
I
As
for
what
questions,
I
would
ask
to
illuminate
Boulder
County's,
Public
Health
role
in
this
work
compared
to
other
partners
and
again
looking
at
the
public
health
3.0
perspective,
I
want
to
understand
internally
within
Boulder
County
Public
Health
I
want
to
understand
from
the
20
plus
programs.
Where
are
we
on
that
spectrum
of
Public,
Health
3.0
and
then
we're
in
looking
at
where
we
are
at
I'd,
also
want
to
understand.
I
Where
are
there
access
and
barrier
issues
what
policies
legislative
changes
are
needed,
and
how
can
our
partners
work
with
us
to
address
those
issues
and
then
what
budget
are
additional
funding?
Can
we
seek
so
it
under
it's
almost
like
creating
a
chart
of
like
where
are
we
and
where
are
there
gaps,
and
what
can
we
do
to
address
those
steps?
How
I
would
also
ask
how
we're
connecting
internally
and
externally
to
others?
So
you
have
the
more
concert,
comprehensive,
comprehensive
approach
to
help
clients
and
communities.
I
So
if
we're
not
connecting
internally
or
externally,
why
is
that
and
try
to
build
those
relationships
so
that
we
are
working
more
collaboratively
collaboratively
and
then,
lastly,
the
other
question
I
would
ask,
is
when
clients
are
being
sent
to
services
with
our
partners?
Are
they
actually
using
those
services
and
have
them
not
using
those
Services?
What
are
the
barriers
and
access
issues
that
those
clients
have
so
we're
sending
a
client
I,
don't
know
to
Longmont
and
they
live
here?
That's
going
to
be
an
access
issue,
so
those
are
some
of
the
questions.
I
K
I
So
my
leadership
styles
are
very
much
based
on
the
leadership
challenge
book
and
I.
The
reason
I
love
this
book
is
because
it
is
evidence-based,
I
think
you're,
probably
hearing
a
common
thing
about
the
evidence
is
very
important
to
me,
but
it
talks
about
having
a
shared
Vision,
which
I
believe.
The
first
question
was
really
about
the
vision
that
we
would
have
for
the
culture
here
and
then
the
vision
of
Public
Health,
which
is
addressing
bias
and
addressing
Equity.
I
So
what
I
want
to
make
sure
that
employees
feel
that
they
understand
the
shared
Vision
that
we're
all
contributing
to
that
shared
vision
and
we're
all
trying
to
achieve
the
goal
of
the
shared
vision.
The
second
leadership
aspect,
our
leadership
style,
is
I
believe
that
you
should
challenge
the
process.
I
have
noticed
in
my
prior
experience
that
some
employees,
or
even
some
managers,
or
even
some
people
in
the
leadership
team,
don't
want
to
challenge
because
they
feel
afraid
to
challenge
or
they
don't
feel
their
safety
challenge
or
that
there
might
be
negative
consequences.
I
B
I
Enable
others
I
just
mentioned
earlier,
of
sort
of
individuals
who
are
in
various
spectrums
of
their
life,
of
how
do
I
enable
them
to
accomplish
what
they
want
to
accomplish
at
the
end
of
the
day,
especially
if
you
look
at
the
U.S
surgeon
general's
framework
for
employee
mental
health
and
well-being
and
well-being,
a
key
component
is
that
people
feel
that
they're,
contributing
and
I
want
people
to
feel
that
they're
contributing
by
enabling
them
when
they
need
to
be
enabled.
I
So
if
it's
training-
or
they
feel
that
you
know,
I-
really
want
to
be
in
this
position
or
really
want
to
contribute
to
X,
how
can
I
help
them
get
there
so
I
want
to
enable
people
and
then
encouraging
others.
That's
another
leadership
style
that
I
have
I
know.
Working
in
government
is
not
easy,
there's
I
think
in
public
health.
We
are
very
passionate
about
the
work
we
do,
and
sometimes
it
can
be
daunting.
I
Stressful
frustrating,
as
we
addressed
earlier,
but
I
want
to
encourage
people
when
we
do
have
those
wins
and
also
just
acknowledge
that
it
is
hard
doing
this
work.
But
at
the
end
of
the
day,
we
feel
good
about
what
we're
doing,
because
we're
trying
we're
trying
our
best
so
I
would
encourage
others
by
talking
to
them
celebrating
their
wins
and
also
probably
crying
when
we
do
need
to
cry
on
sad
things
and
then
modeling.
The
way
is
my
last
style
is
I,
truly
believe
that
you
I
know.
I
One
of
the
values
here
is
trust
that
if
you
say
something
and
you
don't
model
the
way
that
you
lose
trust
and
getting
people's
trust
back
is
very,
very
difficult.
So
I
would
bottle
the
weight
with
a
caveat,
saying
we're
not
perfect
I'm,
not
perfect
and
understanding,
and
giving
me
Grace
when
I
do
stumble
that
I'm
trying
my
best.
So
that's
how
people
would
see
my
leadership
style
in
different
situations.
D
B
I
Thank
you,
everyone
for
being
here.
I
know
everyone
has
things
to
do
and
I'm
not
even
certain
how
many
people
are
online,
but
even
if
you
think
of
all
the
people
that
are
here,
it's
a
lot
of
resources
that
are
spending
their
time
to
be
here.
So
I
really
appreciate
that
I'm
extremely
excited
about
this
physician
and
I
hope.
I
can
date
that
today,
I'm
excited
for
the
reasons
I
stated
I
believe
I
have
a
skill
set
I'm
excited
about
this
organization,
because
it's
Progressive,
it
has
values
and
I
want
to
work
with
your
leadership.
I
Team
I
think
the
one
thing
I
probably
haven't
addressed
is
sort
of
my
ability
to
be
resourceful
and
Innovative.
I
can
tell
you
what,
when
I
work
back
in
Boston
in
state
government,
I,
truly
I
got
my
Master's
of
public
administration
I.
This.
I
I
really
learned
of
the
power
of
evidence
and
data
and
I
really
wanted
to
have
a
program
Effectiveness
initiative
and
I
was
able
to-
and
this
is
me
just
being
resource,
resourceful
and
passionate
about
the
work
that
I
wanted
to
do.
I
went
to
the
commissioner.
That
would
be
like
a
person
at
Lexi's
position
said.
This
is
something
we
need.
I
see
that
you
have
these
values,
it
aligns
with
their
values
the
person
agreed
and
I
implemented
it.
I
I
They
had
a
state
and
local
Innovation
award
and
I
had
to
convince
people
internally
within
the
organization
of
understanding
and
why
this
is
important
and
why
we
should
do
it
and
I
was
able
to
get
people
from
I.T
programs,
employees,
Community
leaders,
to
agree
to
this,
so
we
submitted
a
grant.
We
got
the
funding
and
then
we
then
started
to
implement,
but
then
I
was,
as
usual.
You
always
need
more
funding.
I
So
then
I
saw
that
there
was
a
USDA
performance
technology
and
Improvement
Grant
and
I
wanted
to
apply
for
this
Grant,
and
this
just
gives
you
a
sense
of
me
being
Innovative
and
passionate
I
was
told
by
the
leadership.
I
could
not
apply
and
I
just
like
felt,
frustrated
and
stressed
of
like
I.
Don't
understand
why
they
don't
want
to
apply.
I
went
back
to
the
drawing
board.
Looked
at
the
information.
I
The
reason
they
said
no
is
they
had
the
criteria
in
the
past
versus
the
new
criteria
and
I
I
went
back,
was
very
diplomatic
and
said
I.
Can
we
talk
about
it
again?
Here's
the
criteria,
I
think
this
is
why
it
would
work,
and
they
said
yes,
we
applied
and
again
having
to
get
all
those
resources
together
to
get
people
to
say
yes,
I
want
to
I
want
to
submit
this
application
again.
It
required
internal
external.
I
But
this
I
think
this
is
tells
you
sort
of
the
drive
and
initiative
when
you
know
started
from
nothing
to
how
can
I
align
with
various
Partners
to
get
to
what
we
want,
because
at
the
end
of
the
day,
I
truly
believe
that
that
this
initiative
would
help
our
programs
really
serve
the
public
and
would
have
an
impact
on
the
public
and
for
me
having
an
impact
on
the
public
is
important
because
I
personally
know
the
value
that
when
you
are
poor-
and
you
have
nothing
that
these
programs
really
help,
lift
you
up
in
various
ways
on
whatever
issues
you
may
have
so
growing
up,
I
relied
on
Upward
Bound,
which
is
a
program
to
help
people
who
are
in
poverty,
get
into
college
and
I
know
how
that
program
lifted
me
up.
A
Thank
you
very
much.
Thank
you
all
of
our
questions
for
you
today,
so
Jordan
is
going
to
take
you
on
a
tour
momentarily,
but,
like
we
shared
with
you
before,
we
do
have
Refreshments
authors.
If
you
want
to
grab
something,
and-
and
everybody
in
here
will
go
out
there
as
well,
so
if
you
want
to
introduce
yourself
or
have
any,
if
you
have
any
questions
for
you,
so
thank
you
for
spending
some
time
with
us
today
really
appreciate
it.
It's
getting
to
know
you
more.