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From YouTube: Executive Director Townhall 05.01.2023
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A
Ready
so,
okay,
so
first
of
all
everybody
Welcome
to
Boulder
County,
Town
Hall
with
our
executive
director,
fine
list
Anna,
please
just
as
a
heads
up
and
just
some
information
behind
the
scenes
we've
received
over
50
questions
from
staff
to
be
asked.
A
We
will
be
asking
11
today
with
the
possibility
of
three
more
based
on
time,
so
we
have
11
based.
But
if
we
have
some
extra
time,
we'll
have
three
more
that
we
can
ask.
The
questions
will
focus
on
leadership,
Community
engagement,
Public,
Health,
Workforce,
evidence-based
data,
science
considerations,
Health
Equity
and
work
workplace
culture
expectations
to
keep
on
track.
We
suggest
pacing
responses
at
three
to
five
minutes
per
question
and
we've
provided
a
copy
for
the
candidates.
Viewing
and
Amanda
back
there
and
Dolly
will
be
giving
some
cues
as
we
get
to
the
five
minutes.
A
Just
to
help
you
I
will
ask
some
questions
and
then
staff
in
the
audience
will
ask.
When
you
do
ask
please
remember
to
introduce
yourself,
use
your
pronouns
and
identify
your
title,
which
I
forgot
to
do
for
those
of.
A
A
So
please
be
mindful
of
the
camera
if
you're
walking
across
one
thing
to
know,
if
you
have
ever
watched
a
Board
of
Health
meeting,
virtually
the
mic
is
insanely
hot,
meaning
that
if
you're
having
any
side
conversations
or
you're
opening
a
wrapper
or
you're
in
your
bag,
they
will
hear
everything
so
just
be
very
mindful,
so
that
they
can
hear
the
candidate
when
they're
answering
questions,
if
you
do
have
anything
just
please
exit
into
the
hallway.
A
If
you
have
not
been
in
this
building
before
which
I
think
everybody
has
been
outside
just
to
the
left
are
the
bathroom
and
water
fountains,
and
there
are
also
Refreshments
out
there.
We
will
do
a
15-minute
break
between
candidates
and
then
the
biggest
thing,
the
most
important
thing
in
line
with
our
values.
A
These
set
aside
will
actually
please
regret,
big
practice
when
you
came
into
this
room
today.
If
you
already
had
implicit
bias-
and
if
you
did
please
set
those
aside
and
please
listen
openly
and
with
intent
to
what
our
candidate
has
to
share
with
us
too
after
today's
Town
Hall,
you
will
receive
a
link
to
complete
a
feedback
form
with
that
we'll
go
ahead
and
get
started.
Awesome.
D
Yeah
absolutely
good
morning,
everybody
I'm
so
excited
to
be
here,
and
it
feels
a
little
bit
weird
to
me.
The
Sith,
when
I'm
speaking
to
a
big
group
like
this
but
I'm,
going
to
try
to
play
nice
for
the
camera
here
and
everybody
online
I
am
just
so
excited
to
get
this
far
in
the
process.
I
know
you
have
a
really
tough
decision
to
make
my
pronouns.
D
Are
she
her
name
them
I've
been
with
the
Denver
Department
of
Public,
Health
and
environment
for
21
years,
I
started
off
at
an
entry
level
capacity
and
the
food
safety
program
there
and
then
I've
had
lots
of
great
opportunities
over
the
years.
My
current
role
is
I'm,
a
director
of
one
of
the
divisions
with
the
Denver
Department
of
Public,
Health
and
environment.
So
I
am
the
director
over
the
public
health
investigations,
division,
which
is
a
number
of
Regulatory
Compliance
programs,
epidemiology
and
disease
intervention.
A
D
Yeah,
absolutely
so
obviously
I
I'm
a
career,
Public,
Health
practitioner.
You
will
see
that
I
don't
have
advanced
degrees,
I,
don't
have
a
master's
or
a
doctorate.
That's
not
normally
something
I
would
call
out
proactively,
but
I.
Think
it's
an
important
important
piece
of
my
response
to
this
question.
D
When
I
started
with
Denver
I
actually
applied
for
a
position
that
has
some
cryptic
government
name,
I
didn't
even
know
what
I
was
applying
for.
There
wasn't
great
information
about
what
the
program
was,
but
when
I
joined
and
and
started
working
in
the
public
health
realm
environmental
health,
it
quickly
spoke
to
all
my
passions
to
be
able
to
serve.
D
People
serve
my
community
as
I've
Advanced
through
leadership
positions
serving
my
team
as
well
is
I
find
really
exciting,
and
fulfilling
and
I
also
lived
in
Boulder
for
10
years
I
visit
here
almost
every
weekend
because
my
parents
still
live
here,
but
I've
lived
in
Superior
right
where
the
fire
was
in
Lafayette
in
a
number
of
places
of
South
South
Boulder
and
my
first
10
years
in
the
stadium
was
in
Boulder
and
running
the
trails
here,
and
volunteering
in
the
animal
shelter.
D
I
was
talking
about
so
for
me,
this
was
a
really
exciting
opportunity
to
come
up.
I
love
working
in
the
leadership,
realm,
I
love,
supporting
a
team
and
engaging
a
team
and
then,
of
course,
I
love,
Public,
Health,
work
and
Boulder
as
well.
So
it
seems
like
a
great
fit.
Thank.
A
D
So
I
think
going
through
the
pandemic.
It
it
made
us
all
realize
that
we
could.
We
could
be
disrupted
with
how
we
normally
do
work
and
still
be
really
productive
and
effective,
and
the
work-life
balance
component
that
has
come
out
of
it.
D
I
mean,
while
we
were
all
in
the
thick
of
covet
I,
don't
think
anybody
would
have
used
work-life
balance
as
a
term
that
applied
in
that
situation,
but
hopefully
we've
all
kind
of
you
know
are
in
a
less
frenzied
state
right
now
and
have
more
more
time
but
yeah
having
having
the
ability
to
work
remotely
I
know
for
my
team
has
really
been
a
game
changer
in
terms
of
offering
or
opportunities
for
work-life
balance,
more
flexibility,
especially
people
who
have
kids
in
their
lives
or
pets
or
whatnot,
really
a
game
changer
to
be
able
to
manage
your
schedule
and
your
work
and
your
location
in
a
way.
D
That's
really
different
than
we
ever
I
think
typically
had
access
to
people
and
a
degree
to
which
we
never
have
before
so
I
think
just
for
the
the
work
life
balance.
It's
amazing
there's
also
accessibility,
issues
that
I
feel
like
we've.
You
know
have
now
that
we
didn't
and
I
know,
there's
kind
of
two
sides
to
that
coin
in
terms
of
the
Public's
accessibility
through
remote
platforms,
you
know
not.
D
Everybody
has
access
to
devices
and
and
resources
to
do
that,
but
I
would
imagine
for
for
most
of
us
as
employees
with
a
local
public
health
agency.
It
offers
different
accessibility
options.
You
know
so,
if
I
have
a
sick
kiddo
at
home,
you
know
I
can
work
part
of
the
day
and
take
part
of
the
day
off
to
to
care
for
my
child
and
so
yeah
I.
Think
for
all
of
those
reasons,
it's
been
really
important
to
me,
the
agency
I'm.
D
Currently,
with
that,
we
don't
toss
all
of
that
out
in
Denver,
we
did
have
a
mandatory
return
to
work
three
days
a
week
that
the
mayor
implemented
and
going
through.
That
change
was
pretty
tough
for
everybody,
but
still
having
that
flexibility,
we
have
much
more
flexibility
than
we
did
before
the
pandemic.
A
D
Yeah,
that's
a
great
question
and
you
know
I
think
it
depends
on
the
team.
I
think
it
depends
on
the
nature
of
the
work
it
depends
on.
D
You
know
the
degree
to
which
people
already
have
good
working
relationships,
but
I
I
do
have
to
say
that
being
fully
remote
for
a
lot
of
our
team
during
the
pandemic
we
had
so
many
new
people
come
and
it
was
not
a
barrier
to
building
a
team
environment
that
we
were
working
remotely.
So
I
think
I
do
think
every
once
in
a
while.
There's
meetings
that
it's
important
to
try
to
come
together
for
and
try
to
connect
for
also
to
come
together.
D
Just
for
celebrations
and
in-person
activities
may
be
optional,
but
yeah
I
think
a
lot
of
it
also
comes
down
to
what
the
specific
needs
are
of
the
team
and
the
work
that's
being
conducted.
Thank
you.
A
That's
the
executive
director
Danica.
You
will
need
to
make
a
difficult
and
unpopular
decisions
at
times.
Can
you
tell
us
about
a
time
you
made
a
decision
as
a
leader
that
was
unpopular
with
staff
and
when
answering
this
question,
please
identify
what
did
you
consider
in
your
decision?
Did
you
make
any
mistakes
and
if
so,
what
did
you
learn
and
how
did
you
engage
and
stay
connected
with
staff
yeah,
good.
D
Question
so
I
think
I'm
going
to
use
another
covet
example,
which
I
feel
a
little
alcove
gets
all
the
attention
right
now
right,
but
so
many
good
examples
from
the
last
couple
years
too.
D
So
during
early
covid
response
in
Denver,
I
I
was
the
deputy,
Public
Health
official
working
in
partnership
with
our
executive
director,
Bob
McDonald
who's,
the
the
public
health
official,
so
I
was
supporting
him
in
a
deputy
role
with
the
covid
response,
and
we
got
to
the
point
pretty
quickly
like
I
think
most
lphas
did
where
we
needed
to
get
some
boots
off
the
ground
going
into
the
community
to
investigate
outbreaks,
to
provide
consultative
support
to
different
settings,
and
this
was
a
really
tough
one.
I
mean
this
was
terrifying.
D
It
was
a
terrifying
time.
There
was
so
much
that
we
didn't
know
and
I
had
to
make
the
decision
based
on
the
business
needs
of
assigning
work
for
in-person
duties,
both
visits,
visits
to
jails,
visits
to
shelters
for
people
experiencing
homelessness
and
actually
enforcement
activities.
We
had
a
pretty
significant
enforcement
effort
with
our
Public
Health
order.
Our
broad
Public
Health
order
our
stay-at-home
order
in
Denver,
and
so
yes,
this
was
tough
because
it
wasn't.
Most
people
were
not
jumping
into
this
work
or
excited
to
go.
D
Do
this
work,
and
so
what
I
considered
in
making
that
decision
was
really
the
business
needs.
I
think
you
know
we
all
didn't
have
much
Choice
there.
We
had
to
find
a
way
to
get
this
work
done,
did
I
make
any
mistakes,
I'm
sure
I
made
mistakes
I
make
mistakes
regularly.
I
think,
like
all
of
us,
do
I
try
not
to
make
the
same
mistake.
A
bunch
and
I
think
that
thinking
back
to
the
challenges
there,
just
the
Frantic
pace
of
work,
it
was
impossible
not
to
drop
some
balls.
D
You
know
to
keep
everything
in
the
air
I'm
trying
to
think
of
a
specific
mistake.
There
were
looking
back
now.
There
are
convenings
that
I
would
lean
in
more.
There
were
tough
conversations
with
some
of
our
partners
around,
especially
like
in
the
space
of
homelessness.
Where
I
you
know,
looking
back
would
have
tried
to
be
there.
D
You
know
Hands-On
I
was
Hands-On
for
a
lot
of
it,
but
just
a
few
things
where
staff
members
were
left
with
really
heavy
tough
conversations
to
have
and
so
trying
to
be
there
for
them
during
those
times
is
always
a
priority.
For
me,
how
did
I
engage
and
stay
connected
with
staff?
So,
whenever
I'm
going
to
ask
my
team
to
do
something
that
is
not
necessarily
the
funnest
assignment,
or
maybe
it's
something
we've
never
done
before.
D
Maybe
there's
safety
considerations
I
for
me,
it's
it's
really
important
that
I
do
that
work
with
them
first,
and
so
you
know
the
first
visits
to
our
our
jails
in
Denver.
You
know,
I
was
participating.
Those
we
stood
up,
a
really
large
congregate,
shelter
for
people
experiencing
homelessness,
actually,
two
of
them
at
the
National
Western
Center
and
the
Denver
Coliseum
and
I
was
out
there.
D
D
Another
thing
that
I
do
and
I
know
I
need
to
move
on
to
the
next
question
here
in
terms
of
engaging
with
staff,
is
just
checking
in
with
people
making
sure
that
folks
have
lots
of
different
ways
that
they
can
speak
to
me,
whether
it's
getting
together
for
a
coffee
or
me
stopping
by
their
workspace.
If
they're
in
the
office
to
say
hi
just
getting
to
know,
people
on
some
type
of
personal
level,
I
think
is
very
important
to
developing
a
sense
of
trust
with
your
leader.
E
A
Understand
each
person
is
in
a
different
part
of
their
journey
and
we
respect
and
support
this.
We
are
also
aware
that
sometimes
staff
can
initially
be
hesitant
to
participate
continuously
abstain
from
some
of
this
work
or
be
avoided
of
committed
growth.
What
do
you
see
within
your
role
as
the
executive
director
to
address
this.
D
D
The
last
couple
years,
I've
I've
been
really
fortunate
to
work
at
an
organization
that
values
race
and
social
justice
and
has
provided
a
lot
of
foundational
training
and
tools
to
the
entire
staff
and
I
think
you
know
some
level
of
training
I
mean
you
mentioned
implicit
bias,
that's
kind
of
a
surface
level
example
when
you're
talking
about
equity
and
race
and
social
justice,
but
it's
important
to
be
having
conversations
and
for
a
leader
to
be
visibly
involved
on
these
issues.
D
I'll
talk
about
some
of
what
has
worked
for
me
and
been
successful
in
my
current
role,
so
I
think
using
an
equity
lens
to
inform
our
work,
has
in
a
race
and
social
justice
lens
as
well
for
me
has
had
a
really
transformative
impact
where
it
brings
new
meaning
and
new
opportunities
to
our
work.
We're
not
just
you
know,
conducting
inspections
and
generating
a
certain
number
of
inspections
or
whatever
kind
of
the
the
output
looks
like
it's.
D
It's
really
important
that
we
use
everybody's
eyes
and
ears
to
understand
where
we
have
structural
inequities
that
are
perpetuating
different
Health
outcomes
and
disparities
in
health
health
outcomes
and
also
trying
to
understand
where
our
work
can
impact
social
determinants
of
Health
and
so
in
Denver.
I
was
really
fortunate
to
be
one
of
the
first
cohorts
of
city
leaders
to
go
through
a
race
and
social
justice
training
with
the
government
Alliance
for
race
and
equity,
which
is
a
really
wonderful,
National
level
organization.
D
There's
a
lot
of
consultative
work,
supporting
government
agencies
and
since
then,
I've
had
a
really
engaged,
passionate
team
in
this
area
as
well,
and
so
I
am
I.
I
always
participate
well,
always
because
sometimes
schedules
conflict,
but
I
stood
up
with
a
number
of
members
of
my
team.
D
D
So
as
we're
conducting
our
work
planning
for
the
year
that
aligns
up
with
our
strategic
plan
really
trying
to
identify
actionable
measures
that
we
can
do
to
be
more
culturally
responsive
or
try
to
address
those
systems,
levels,
issues
that
perpetuate
disparities
that
we
see
so
having
these
conversations
you
know
not,
everybody
has
to
be
part
of
the
conversation
they
have
to
hear.
The
conversation,
though,
and
within
my
organization,
having
some
foundational
level
of
training,
has
been
critically
important
so
that
we
all
at
least
have
a
foundational
awareness
of
certain.
D
You
know
kind
of
the
the
framework
that
we're
operating
in
and
then
understanding
of
structural
inequities
and
then
also
really
focusing
intentionally
on
an
inclusive
work.
Culture
as
well.
A
All
right,
so
moving
on
to
question
four.
Over
the
last
decade,
Public
Health
has
played
an
interesting
role
in
responding
to
emergencies
such
as
floods,
fires
and
the
pandemic
is
also
shared
with
us.
What
do
you
see
as
the
roles
and
responsibilities
of
the
executive
director
when
Public
Health
emergencies
arise?
Absolutely
so.
D
Public
Health
emergencies
and
y'all
have
had
some
really
big
ones
here,
I
mean
we
all
have,
but
especially
the
fire.
You
know,
I
can't
even
imagine
that
that
response
must
have
rivaled
going
through
those
intense
times
in
covet
and
anytime.
We
have
to
stand
up
an
operations
center
for
an
emergency
response.
D
There
is
a
lot
of
anxiety
that
comes
with
that.
It's
an
uncertain
situation,
people
don't
know
what
they're
you
know,
what
they're
going
to
have
to
be
dealing
with
what
work
they're
going
to
be
assigned
in
some
cases
and
also
working
in
that
incident,
command
structure
like
many
of
us
do
during
an
emergency
response,
is
a
little
different
than
how
we're
operating
during
day-to-day
kind
of
programmatic
approaches
and
strategies.
So
I
do
think.
D
It's
really
important
for
the
executive
director
to
understand
where
the
anxieties
and
concerns
of
the
team
are
to
be
responsive
to
them
to
step
into
the
space
roll
up.
You
know
if
I
were
in
this
role,
it'd
be
important
to
me
to
roll
up
my
sleeves,
especially
when
standing
something
up
so
that
I'm
not
just
sitting
in
an
office
or
behind
a
desk
or
behind
a
computer
screen,
but
that
I
can
help.
You
know
figure
things
out
well,
also
respecting
the
skills
and
expertise
and
the
autonomy
of
the
awesome
staff.
D
That
I
know
you
all
have
here
and
then
you
know
once
we're
in
incident
command
system,
I'm
sure
you
have
a
number
like
assignments
or
your
executive
director
may
be
assigned
a
certain
role
in
Denver's
response,
I
kind
of
I
step
in
overseeing
you
know:
leadership
role,
the
entire
operations
center,
that's
our
Incident
Command
Center
for
our
departments,
and
it's
because
you're
making
a
lot
of
really
rapid
changes
and
people
are
operating
in
spaces
that
they're
not
necessarily
always
operating
in
it's
important
to
have
somebody
who
can
kind
of
lean
in,
and
course
adjust
and
help
course
adjust
so
being
a
leader
that
can
listen
to
the
staff
about
where
those
course
adjustments
need
to
happen
where
we
have
gaps.
D
A
So
this
next
question
has
two
parts:
it
will
ask
the
first
and
seek
your
response
before
I
ask
this.
Second,
we
have
a
varied
set
of
Public
Health
Partners,
ranging
across
the
political
and
spiritual
beliefs
spectrums
during
the
pandemic,
some
of
our
big
burden
Partners
had
opposing
views
from
public
health
and
wanted
to
discontinue
mitigation
practices
with
their
organizations.
A
D
This
is
a
Springs
back
memories,
thinking
thinking
back
to
a
response
for
this
question,
so
just
like
here,
I'm
sure
you
know,
we
dealt
with
a
hugely
polarized
community
over
mitigation
controls,
just
conspiracies
about
covid,
the
efficacy
of
vaccines
and,
like
you
all,
I'm
sure,
heard
about
it.
A
lot
some
of
our
staff
and
and
those
of
us
throughout
the
organization
also
had
scary
situations
with
people
making
threats
really
angry
people
and
yeah
all
of
those
situations.
D
I
think
you
get,
you
have
to
kind
of
experience,
other
people's
belief
systems
and
come
up
against
those.
D
D
So
we
used
a
combination
of
like
proactive
meetings
with
various
groups
and
I'll
talk
about
those
in
a
minute
and
actually
going
out
and
doing
some
enforcement
where
we
needed
to
do
that
where
we
had
players
that
were
not
adhering
to
requirements,
for
example,
of
our
stay-at-home
order
and
I
think
it
is
important
in
a
lot
of
situations
to
have
both
of
those
things.
D
With
my
role,
I
was
very
involved
in
meeting
with
lots
of
different
stakeholder
groups
during
covet
response,
and
it
just
it's
amazing
how
having
somebody
who
will
actually
engage
in
a
conversation
and
just
be
there
to
show
up
and
have
the
conversation
sometimes
can
go
a
really
long
way
with
Partners
in
terms
of
advanced
change,
and
so
one
group
that
I
engaged
very
closely
with
was
our
department
of
safety,
and
especially,
we
had
a
vaccination
requirement
in
Denver,
starting
in
August
of
21
and
all
of
our
city
employees.
D
But
again
having
having
conversations
and
with
the
example
with
Department
of
Safety
and
and
the
sheriff's
staff.
There
were
a
lot
of
folks
who
were
not
excited
to
get
to
to
be
vaccinated,
and
there
was,
of
course,
an
exemption
process
and
making
sure
that
we
were
being
transparent
about
the.
Why
AI
behind
things
but
also
kind
of
you
know
what
people's
options
were
for
an
exemption?
D
All
of
that
was
really
important
to
supporting
supporting
our
efforts.
So
let
me
just
see
if
I
I
think
that
was
just
the
first
part
somebody's
been
there.
Yes,.
A
D
So
a
couple
things
come
to
mind:
I
mean
certainly
interesting
staff
to
make
decisions
about
their
own
safety
based
on
their
own
situation.
Situational
awareness
is
incredibly
important.
You
know
whether
you're,
especially
when
you're
going
out
into
the
community,
and
so
one
thing
that
I
always
tell
my
team-
is
that
if
you
feel
unsafe
and
you're
not
even
sure
why
make
sure
relocate
yourself
and
get
out
of
there
now
I
I
know
that's
becomes
a
different
conversation.
D
When
we
talk
about
safety,
you
know
against
a
virus
that
is
kind
of
out
in
the
environment,
but
generally
speaking,
that's
really
important
and
I
would
still
support
that
message.
Even
for
you
know,
people
didn't
feel
that
they
had
the
PPE
they
needed
when
they
went
into
a
facility.
I
would
Empower
them
to
remove
themselves
from
that
situation,
and
then
you
know
focusing
on
professionalism
on
trauma.
D
Responsive
communication,
I
think,
is
very
important
having
some
basic
skills
and
training
on
trauma-responsive,
like
communication
and
strategies,
and
de-escalation
and
meeting
people
where
they're
at
and
you
know,
really
focusing
on
just
professionalism
and
the
expectations
as
an
employee
of
the
government
that
you
you
have.
You
know
you're,
not
there.
Everybody
has
opinions
right,
but
we're
not
there
at
work
operating
under
the
space
where
we're
espousing
our
opinions
or
even
kind
of
engaging
in
a
lot
of
discussion,
but
you
do
still
have
to
hear
everybody
else's
opinions.
D
Also,
thinking
about
resiliency
of
doing
this
work
is
really
tough.
It's,
really
training
I
find
people
in
public
health
are
some
of
the
most
passionate
people,
but
it
comes
at
a
price
right.
I
mean
we
put
so
much
of
ourselves
into
our
work.
It
can
be
very
training
and
so
focusing
on
resiliency,
whether
it
is
you
know,
group
sessions
to
talk
through
pain
points
or
challenges
or
Behavioral
Health
resources
that
are
available
to
all
of
us.
Finding
opportunities
to
celebrate
things.
D
A
C
Hello,
I'm
Dalia,
Mohammed
and
I'm
the
administrative
Specialist
of
this
strategic
initiative
branch
question:
six
is
what
is
the
most
difficult
but
accurate
feedback
you've
received
at
work?
How
did
you
respond
and
what
happened
as
a
result?
C
D
You
know,
I
I,
came
into
a
supervisor
role
as
a
guest
of
relatively
you
know,
young
person,
and
there
were
definitely
some
some
things-
I
needed
to
learn
pretty
quickly
in
terms
of
how
to
engage,
particularly
with
people
who
used
to
be
peers,
and
so
some
of
the
feedback
that
I
received
was
about
how
I
was
providing
feedback,
and
it
made
me
realize,
because
I
was
using
just
kind
of
a
standardized
approach
to
providing
people
feedback
on
their
reports.
You
know,
I
would
review
different
types
of
inspection.
D
Reports
had
to
manage
some
level
of
consistency
for
legal
purposes
and,
in
my
mind,
I
was
like
oh
well.
I'll
just
send
everybody
an
email
every
week
with
little
list
of
bulleted
items
from
their
paperwork.
That
needs
to
be
addressed,
and
this
did
not
work
for
everybody.
It
didn't
work
for
a
lot
of
people.
You
know
people
have
different
preferences
for
how
they
want
to
receive
feedback.
I.
D
Think
at
the
time
too,
I
was
not
in
the
best
calibrated
space
for
for
really
understanding
what
feedback
was
critical
and
where
can
somebody
have
their
own
type
of
approach?
And
so
that's
something
that
I
have
really
focused
on
is
yes,
there's
some
areas
where
we
do
have
to
be
standardize
and
follow
very
specific
procedures,
but
there's
lots
of
theories.
We
don't
and
there's
lots
of
opportunities
to
have
our
own
style
and
so
yeah.
D
Those
early
lessons
I
think
with
how
I
was
providing
feedback
translated
into
a
much
greater
awareness
about
the
need
to
customize
the
approach
for
each
individual
employee
that
you
supervise
and
then
also
for
me
to
make
sure
that
yes,
the
feedback,
I'm
provided,
is
truly
necessary
and
not
just
kind
of
an
overly
managing
something.
F
Number
seven
Amanda
Sandoval
Personnel
coordinator,
she
her
pronouns.
We
strive
to
support
and
hold
a
diverse
workplace
and
there
are
many
indicators
that
may
represent
this
ability
or
lack
of
racial,
cultural
or
identity.
Diversity,
for
example,
once
hired
on
public
health
does
not
currently
track
ongoing
diversity
goals
to
monitor.
If
we
are
visibly
doing
the
right
thing
by
our
employees
to
address
Equity
issues
from
what
you
know
about
Boulder
County
and
this
public
health
department,
you
may
lead.
Can
you
verbalize
a
measurable,
time-bound
goal
for
workplace
equity
in
our
department.
D
Yeah
sure
thing
I'm
going
to
start
with
an
example:
that's
pretty
surface
level,
but
very
important,
I
think,
which
is
the
racial
and
ethnic
diversity
of
the
team,
and
so
actually,
within
my
division,
that
I
run.
We
have
goals
to
increase
our
the
the
number
of
people
who
identify
other
than
white
who
are
being
hired
and
then
our
overall
composition
of
the
team
as
well
and
so
yeah,
just
having
some
really
clear
goals
and
strategies
as
well.
D
We've
within
my
team
we've
done
a
lot
of
kind
of
experimenting
with
different
recruitment
strategies,
different
ways
of
accessing
different
candidate
pools
and
and
even
just
increasing
the
overall
awareness
of
public
health
careers
has
has
been
very
important.
I
think
also.
You
know
this
is
when
we
talk
about
goal
setting
and
particularly
with
Equity,
it's
not
the
person
who's
sitting
at
the
top.
That
is
important
for
determining
what
the
content
of
those
goals
is.
D
D
The
the
empowering
people
to
come
up
with
new
ideas
and
Implement
changes
and
and
fail
and
sometimes
not
be
successful,
is
really
important
and
in
this
Equity
space,
whether
we're
talking
about
more
structural
factors
like
complaint-based
systems
and
the
impact
that
they
have
on
who
who
has
access
to
them
or
whether
we're
looking
at
kind
of
culturally
responsive
materials
or
team
inclusivity,
really
critical
that
it's
not
a
Leader's
ideas.
It's
how
a
leader
brings
everybody
else's
ideas
and
helps
make
space
and
bring
them
forward.
G
My
name
is
Penny
I'm,
the
BFC
nursing
supervisor
in
immunizations,
I
use
she
her
pronouns.
This
question
has
two
parts:
I
will
ask
both
please
answer.
Each
separately
I
can
go
back
to
reask
if
needed.
How
do
you
define
Community?
What
do
you
see
as
the
Public
Health
Department's
role
with
priority
populations
in
building
community.
D
D
D
Yes,
it's
comprised
of
the
entire
population,
but
an
awareness
of
how
we
all
kind
of
the
different
categories
of
populations,
and
then
thinking
about
the
word
Community
also
evokes,
in
my
mind,
a
lot
of
thoughts
about
how
we're
interconnected
and
how
we
leverage
our
interconnectedness,
whether
we're
talking
about
Connections
within
a
staff,
the
community
of
a
staff
or
connections
with
the
broader
community
and
so
making
sure
that
there
are
a
lot
of
intentional
opportunities
to
reach
out
to
different
parts
of
the
population,
to
evaluate
what
impacts
an
input.
D
G
D
So
yeah
I
think
the
local
public
health
agency's
roles
I
mean
we're
looking
at
Social
determinants
of
Health
we're
looking
at
what
are
the
factors
and
what
are
the
structural
inequities,
the
structural
characteristics
that
are
sometimes
compounding
or
perpetuating
some
of
those
different
Health
outcomes,
I
think
it's
hugely
exciting
and
engaging
to
think
about
how
we
can
make
changes
to
a
system
to
elevate
the
health
of
a
particular
population.
That's
what
we're
all
here
to
to
do.
D
That's
what
we're
all
about
right,
but
yeah
I,
think
you
know
making
being
intentional
having
great
Partnerships
with
you
know,
because
as
a
health
agency,
we
can't
do
it
all.
We
have
to
leverage
the
relationships
of
partners
with
their
own
expertise
in
order
to
kind
of
optimize
our
our
effort
and
outcomes.
A
H
J
Hello,
my
name
is
Carla
and
I
work
for
the
communicable
disease,
division,
I'm,
the
sport
and
my
pronouncer.
She
heard
hers
question
number
nine,
as
the
executive
director.
Where
do
you
see
your
role
in
championing
and
progressing
social
justice
movements
such
as
police
brutality
and
the
translation,
Reproductive
Rights
in
climate.
K
D
That's
a
tricky
one:
isn't
it
as
we
all
have
had
to
deal
with
the
world
of
politics
and
be
mindful
of
kind
of
who
we
report
up
to
and
I
I.
D
Do
think
that
it's
important
to
understand
the
politics
within
an
organization,
because
it's
very
important
to
how
we
advance
change
the
role
of
local
public
health
agencies
with
Reproductive
Rights
with
you
know,
including
everybody,
including
you,
know,
transgender
LBGTQ,
I'm,
I'm,
really,
I,
love
the
fact
that
you
all
have
some
programs
here
that
are
dedicated
towards
a
lot
of
this
already
so
I
think
within
the
context
of
the
political
climate
that
has
to
inform
how
we
do
the
work
that
we
do.
D
But
anytime
we're
talking
about
improving
the
health
outcomes
of
of
women
or
children
or
any
population.
I
think
there
is
a
role
for
public
health
and
I
also
think
it's
it's
strategic
to
bring
in
staff
to
for
everybody
to
be
involved
in
the
conversations
about
the
work
that
we
do
take
on
in
these
spaces.
The
priorities
that
we
had,
that
we
identify
together
and
then
hopefully
advancing
a
harmonious
dialogue
with
kind
of
those
those
political
leaders
and
factors
that
sometimes
can
end
up
impacting
us
more
than
we
want.
D
Yeah,
so
that's
a
great
question
by
the
way
I
like
to
really
focus
on
a
positive
work:
culture,
a
fun
work,
culture,
but
also
accountable.
One
and
I
have
received
feedback
in
the
past,
sometimes
that
maybe
I
I'm
focused
too
much
on
being
positive
and
and
not
enough
on
really
trying
to
like
hone
in
and
address
pain
points,
and
so
I
I
have
thought
about
that.
D
A
lot
I
do
think
you
know
having
having
energy
having
passion
for
what
we
do
being
excited
to
come
to
work
to
every
day
and
enjoying
the
people.
You
work
with
I.
Think
all
of
that's
really
important
for
an
Engaged
staff
and
kind
of
a
an
optimally
functioning
organization.
But
I
do
try
to
make
sure
now,
after
receiving
that
feedback,
I'm
I'm
more
mindful
about
where
I
might
have
some
blind
spots,
where
I
I
need
to
be
kind
of
proactive
in
addressing
pain,
points
that
exist,
and
so
that's
something
exactly.
D
G
L
D
D
D
D
There
is
an
effort,
that's
just
being
finished
up
right
now
to
rebuild
I-70
going
through
Denver,
and
this
became
such
a
flash
point
for
the
community
that
was
in
this
area
that
was
being
redeveloped.
D
So
I-70
is,
as
you
know,
goes
through
North
Denver
in
in
one
of
the
most
polluted
ZIP
codes
in
the
country
and
also
an
area
where
there
was
a
lot
of
kind
of
historical.
There
was
like
smelting
operations
and
and
all
types
of
environmental
factors
that
impacted
social
determinants
of
health
and
that
community
in
global
area.
Swansea
is
also
a
very
latinx,
a
large
latinx
population,
and
so
you
know,
environmental
justice
concerns
have
been
huge
in
this
area.
D
So
when
the
developer
went
to
work
on
the
project,
they
actually
had
to
get
a
variance
to
our
noise
ordinance.
So
they
had
to
go
before
a
Board
of
Public,
Health
and
environment
and
seek
a
variant
so
that
they
could
do
nighttime
construction
for
a
number
of
reasons
when
you're
doing
that
type
of
construction,
it's
much
safer
to
do
it
at
night,
and
so
there
were
hearings
before
the
Board
of
Public,
Health
and
environment.
D
There
was
actually
one
every
year
for
five
years
and
last
we
just
got
through
the
last
one,
but
the
very
first
one
for
me
was
a
education
on
community
engagement,
which
was
not
something
that
we
had
done
well
before
this
first
variance
and
I
certainly
took
a
lot
of
heat
for
that.
D
But
my
team
out
engaged
in
these
communities
also
took
a
lot
of
heat
and
were
a
huge
part
of
of
informing
how
we
do
it
better
for
future
years,
and
so
you
know
worked
with
our
office
of
Social
equity
and
innovation
in
the
City
and
County
of
Denver.
That
manages
that
race
and
social
justice,
justice
initiative
and
training
program
that
the
city
has
and
really
focused
on
how
we
can
be
proactive
about
engaging
the
community.
D
But
then
also
you
know
helping
our
staff
understand
how
they
Trend
better,
facilitate
conversations
with
people
in
the
community
who
have
input
the
importance
of
being
responsive,
and
then
also
I
mentioned
this
before
about
leveraging
the
Partnerships
of
community
organizations
so
really
important
for
us
to
hold
spaces
and
have
meetings
where
we're
inviting
not
just
the
public
but
partner
organizations,
particularly
there's
a
number
of
them.
For
that
part
of
you
know,
North
Denver,
that
became
as
we
went.
D
We
got
kind
of
better
and
better
at
this
I
think
each
year
that
we
we
went
through
the
process,
but
by
by
the
time
we
were
going
through
the
last
few
rounds.
We
actually
were
getting
almost
across
the
board:
positive
feedback
from
community
members
and
Community
organizations
and
from
our
staff
who
were
involved
in
this
work,
and
that
was
really
different.
That
was
a
180
from
how
things
started
out.
M
Very
good,
my
name
is
pronouns
and
I
am
the
generations
program
manager
program
under
Community
Health?
What
do
you
see
as
the
public
health
role,
with
displaced
or
disproportionately
impacted
populations
who
do
not
typically
seek
out
government
services
or
support.
D
So
these
tend
to
be
the
people
who
need
our
help.
The
most
in
Denver
we
have
stood
up
a
migrant
Sheltering
operation,
as
you
may
have
heard
about
over
the
last
six
months
and
I
was
really
fortunate
to
have
the
opportunity
to
play
a
big
role
in
the
health
departments.
Support
of
that.
D
But
you
know
just
thinking
about
where
we
tend
to
see
the
most
health
disparities
and
where
we
have
the
most
work
to
do
to
give
everybody
access
to
the
best
health
and
well-being
focusing
on
you
know,
people
of
undocumented
status,
people
who've
been
historically
marginalized.
There
are
special
considerations
for
those
types
of
populations.
You
really
can't
take
it
across
the
board
approach
in
supporting
you
know,
thinking
that
programs
that
support
the
majority
of
your
population
are
going
to
support
people
who
need
it
most.
D
So
I
do
see
it
very
much
as
the
role
of
the
local
public
health
agency
to
help
improve
health
outcomes
for
those
populations
that
are
underrepresented
and
historically
marginalized,
and
you
know
again,
you
can
kind
of
butt
up
against
politics
and
opinions
of
folks
like
County,
Commissioners
and
whatnot.
So
you
know
it
can
definitely
be
challenging,
but
I
think
our
role
is
clear.
In
terms
of
you
know,
we
need
to
uplift
those
people
who
need
our
support.
The
most.
A
A
D
Yeah,
this
is
tough,
especially
when
it
seems
like
there
are
no
facts
that
we
can
all
agree
are
facts
anymore.
You
know,
there's
always
going
to
be
dissenting
noise
and
different
opinions.
D
It's
important
to
not
block
those
out,
but
at
the
same
time
keep
a
healthy
perspective
about
them,
and
we
have
so
many
experts,
especially
in
Colorado.
We
have
so
many
experts
in
the
field
of
public
health
and
you
know
immunizations,
and
we
have
a
really
rich
and
robust
landscape
in
this
state
and
I.
Think
that
gives
us
some
opportunities
that
that
maybe
are
more
difficult
to
come
by
and
Boulder
in
particular
I
mean
the
landscape
of
community
organizations.
D
A
D
Yeah,
so
a
lot
of
this
comes
down
I,
think
to
messaging
and
having
trying
to
I
mean
this.
Was
we
all
dealt
with
this?
Where
you
know
we
would
be
surprised
by
the
State
Health
Department,
what
they
came
out
with
during
covid
or
what
the
CDC
says,
and
so
trying
striving
for
alignment
to
the
various
degree
possible,
which
is
not
always
easy
to
do.
I
think
is
important,
but
then
also
having
your
kind
of
somebody
who
is
the
voice
of
you
know
of
of
expertise
in
Denver.
D
This
was
Bob
McDonald,
our
executive
director.
He
was
the
one
that
was
out
there
all
the
time
kind
of
messaging
and
pointing
to
the
data
we
realized
really
quickly,
like
everybody,
did
the
importance
of
standing
up
dashboards
having
real-time,
publicly
accessible
information
about
deaths
about
illnesses.
D
This
was
important,
especially
early
on
so
figuring
out
where
those
key
metrics
are
and
trying
to
take
as
much
opinion
and
debates.
You
know
make
them
as
starkly
kind
of
fact,
as
you
can
and
and
being
consistent
and
pointing
to
those
same
metrics
and
using
those
same
strategies
for
messaging
to
folks,
I
think
is,
is
important
and
then
you
know
we
have
the
School
of
Public
Health.
Here
we've
got
a
number
of
amazing
universities
with
environmental
health
and
public
health
programs.
D
D
I
was
fortunate
to
work
with
some
folks
at
the
Public
Health
Institute
at
Denver
Health,
in
evaluating
contaminants
with
cannabis,
when
we
kind
of
were
earlier
in
the
process
with
cannabis
legalization,
because
this
was
an
area
where
there's
a
lot
of
mixed
messaging,
and
so
we
actually
designed
a
study
and
took
samples
of
products
from
shelves
and
had
them
analyzed
in
Labs,
so
that
we
could
understand
really
truly
what
the
rate
of
microbial
and
pesticide
contamination
was.
D
Great
question,
Behavioral,
Health
I,
think,
is
easily
one
of
the
biggest
areas
that
I
know
a
huge
focus
of
the
the
roadmap
here
that
you
all
have
in
Boulder,
County
and
then
I
think
we're
having
an
increasing
recognition
that
about
the
role
Firearms
play
in
our
Public
Health
outcomes,
Health
outcomes
across
our
population,
so
yeah.
Those
two
areas
in
particular
in
particular
Behavioral
Health,
including
substance
use
I,
would
I
would
kind
of
categorize
under
there
and
yeah
poor
outcomes
from
Firearms.
D
But
homelessness
is
also
right
up
there
and
I
don't
know,
I'd
be
hard-pressed
to
figure
out
what
that
hierarchy
of
one.
Two
three
is
because
that's
another
one
that
is,
you
know
such
an
interconnected,
challenging
issue
that
we're
all
facing.
A
All
right
great,
thank
you.
Well
that
wraps
up
all
the
questions
that
we've
had
so
like
I
shared
with
you
all.
We
will
share
out
a
form
at
the
end
after
all
of
them,
but
if
you
want
to,
we
can
move
out
into
the
lobby,
and
I'll
have
a
little
bit
of
time.
So
if
you
want
to
just
ask
Danica
some
questions,
learn
a
little
bit
more
about
her
feel
free
to
do
so.
Thank.
D
You
so
much
Catherine
I
want
to
say
thank
you
all
so
much
I'm
so
excited
about
this
opportunity.
I'm
really
excited
about
the
idea
of
leading
your
amazing
work
here.
You
all
have
a
wonderful
reputation
and
I've
thought
the
world
of
the
work
here
at
Boulder,
County,
Public
Health
for
quite
some
time.
So
thank
you
for
having
me
today.
Thank.
E
A
Okay,
so
you
guys,
like
me
and
you're
gonna,
sit
with
me
again.
Okay,
so
I
am
Catherine
Palmer
I
Am,
the
director
of
admin
and
finance.
You
see
her
her
pronouns
I
want
to
welcome
you
again
to
the
Boulder
County
Town
Hall,
with
our
executive
directory
finalist
Lexi.
No
one
we
received,
as
you
all
know,
50
questions
from
staff.
We
will
be
asking
11
of
them
with
the
possibility
of
three.
A
If
we
have
more
time,
the
questions
will
be
focused
on
leadership,
Community
engagement,
Public,
Health,
Workforce,
evidence-based
data,
science
considerations,
Health,
Equity
and
workplace
culture
expectations
to
keep
on
track.
We
suggest
pacing
responses
at
three
to
five
minutes
per
question
and
we
have
provided
a
copy
to
you
for
easy.
Viewing.
Amanda
will
also
be
tracking,
so
she
will
show
you
a
cute
card.
If
you're
getting
close
on
the
five
minutes,
perfect
I
will
ask
some
questions
and
then
staff
in
the
audience
will
ask.
A
This
is
a
reminder,
please
remember,
to
introduce
yourself,
identify
your
pronouns
and
your
title
and
then
a
few
reminders
before
we
get
started.
We
are
conducting
a
hybrid
Town
Hall,
so
up
above
you'll
have
plenty
of
staff
that
are
also
viewing
in
just
a
gentle
reminder
to
everyone.
The
mic
is
still
hot
and
it
will
pick
up
on
any
noises
or
any
extra
side.
Chatter.
A
We
will
do
a
15
minute
break
between
candidates
and
then,
most
importantly,
in
line
with
our
values.
Please
recognize
if
you
came
in
with
any
implicit
bias
and
if
you
did
please
check
that
at
the
door
listen
openly
and
with
intent
to
where
a
candidate
has
to
share
with
us
today.
K
Sure
so
hello,
everyone,
I'm
Lexi,
Noland
I.
Is
she
her
pronouns.
K
I
am
originally
from
Texas
the
Lone
Star
State,
which
can
often
invoke
fear
in
people,
but
I
will
tell
you
that
part
of
my
experience
growing
up
in
Texas
was
really
to
see
different
bird's
eye
view.
K
What
racism,
discrimination,
exclusion.
K
Created
in
a
society
and
the
ways
that
the
government
can
either
on
the
side
of
the
people
or
not-
and
you
know
when
people
say
I,
don't
trust
government
I
know
what
they're
talking
about,
because
I
grew
up
in
that
kind
of
a
community
where
there
was
a
good
reason
not
to
and
as
a
ethics
student
which
I
I
spent
a
lot
of
my
college
and
graduate
school
years
studying
ethics.
K
You
know
you
learned
all
the
horrific
ways
that
government
has
abused
communities
and
particularly
communities
of
color
and
created
oppressive
systems
and
I,
have
always
personally
had
a
real
interest
and
commitment
to
social
justice
and
in
my
professional
work
that
manifests
as
health,
Justice
and
so
I
really
began.
Retraining
I
was
in
a
graduate
program
focused
on
bioethics,
which
was
teaching
me
basically
how
to
moderate
relationships
between
doctors
and
nurses
or
doctors
and
patients
and
I
said.
K
This
is
not
what
I
want
to
spend
my
time,
thinking
about
and
doing
with
my
life
and
so
I
really
changed.
The
trajectory
of
my
graduate
school
studies
to
focus
on
social
justice,
with
a
focus
in
Health
Equity
and
at
the
time
back
in
the
mid
90s.
There
were
not
a
lot
of
spaces
in
the
United
States,
where
you
could
have
those
conversations,
and
so
what
I
ended
up
doing
was
really
gravitating
towards
thinking
about
Health
Equity
by
working
with
International
organizations
and
when
I
was
ABD.
K
In
the
United
States
in
that
space
and
really
centering
Justice,
in
that
conversation,
understanding
a
social
justice
grounding
in
Health
Equity,
and
that
is
when
I
feel,
like
my
adult
brain,
really
started
to
form.
That
was
when
I
feel,
like
I,
started,
really
understanding
what
my
work
was
in
the
world,
and
it
took
me
down
a
path
that
allowed
me
to
work
with
a
pretty
wide-ranging
variety
of
organizations.
K
So
after
I
worked
with
been
American,
Health
Organization
I,
coordinated
a
health
Justice
non-profit
based
out
of
South
Africa
focused
on
Health
Equity,
and
what
we
were
really
trying
to
do
was
demonstration
projects
on
how
quickly
can
you
advance
Health
Equity,
either
in
a
local
group
or
in
a
country
by
using
principles
of
combining
an
Evidence
base
with
policy
change
and
Community
engagement,
and
that
was
I
was
the
only
American
in
the
group.
K
It
was
I
felt
very
lucky
to
have
been
put
in
that
position,
but
I
got
to
work
with
Ministers
of
Health
I
got
to
work
with
national
leaders
in
Academia.
I
got
to
work
with
folks
from
who
Mayors
community
health
workers,
social
justice
Advocates.
One
of
the
things
that
we
did
was
we
started
a
book
series
called
the
global
Health
watch,
which
was
a
response
to
who's
annual
reports
about
health,
but
it
took
a
political
economy
perspective.
It
didn't
just
give
you
the
data.
It
said:
why
is
this
happening
in
our
world?
K
Why
are
we
seeing
patterns
of
poor
access
to
care,
expensive
drugs?
What
is
the
behind
the
scenes?
Basically,
what
are
the
roots
that
are
creating
this,
and
that
book
is
now
in
its
seventh
edition.
Yesterday
was
our
launch
of
the
seventh
edition
and
that's
the
kind
of
stuff
that
really
gives
me
juice,
and
it's
part
of
why
I
wanted
to
work
in
Boulder.
K
A
K
I
think
it's
a
mixed
bag
and
I
think
that
it's
a
space
that
we
have
to
think
carefully
about
who
we
want
to
be
as
an
agency
there
are
lots
of
individual
benefits
from
I,
mean
I,
love
being
able
to
get
up
and
have
like
the
drama
bottoms
on
in
a
meeting.
I'll
be
honest
with
you
and
at
the
same
time
not
everyone
in
our
staff
gets
to
do
that,
and
that
is
something
that
we
need
to
think
about.
E
K
The
relationship
I
think
it's
part
of
like
why
we
are
human
beings
and
bodies
and
not
AI
brains
right
being
in
community
with
each
other,
sometimes
requires
us
to
be
in
proximity
of
each
other
to
build
that
relationship
to
have
that
ethereal
connection
with
each
other
to
have
the
opportunistic
conversations
of
walking
down
the
hall
and
going
you
know
what
you
said
something
the
other
day
that
caught
my
ear
and
I
didn't
get
to
follow
up
with
you
in
the
meeting.
But
this
is
hey.
K
Let's
think
about
this
together
or
I've,
been
trying
to
figure
out
how
to
solve
this
problem.
But
you
want
to
go
to
lunch.
You
know
those
are
serendipitous
moments
that
we
don't
get
when
we're
hybrid.
When
we
don't
have
you
know
these
structured
opportunities
to
connect
with
each
other
and
I.
Think
we've
been
thinking
a
lot
about
like
what
is
it
that's
keeping
folks
from
coming
back
to
the
office
and
the
convenience
is
One
Piece.
K
You
know,
there's
also
you
know
technical
stuff
like
gas.
There's
the
impact
on
the
environment,
all
of
those
good
things,
but
I
think
that
we
do
have
some
work
to
do
to
think
about
what
is
it
that
makes
being
in
person
rewarding
for
us
as
staff
for
our
community
as
the
beneficiaries
of
our
work
together?
K
And
how
do
we
create
some
pull
factors
right?
How
do
we
make
it
attractive?
Books
to
you
know,
take
a
couple
of
wait
a
days
a
week
to
get
back
in
the
office.
What
are
those
things
that
will
make
it
fun
for
folks,
and
you
know
we're
not
automatons
and
the
value
of
our
work
isn't
measured
by
just
punching
in
and
punching
out
we're
attending
a
meeting.
K
It
is
about
the
quality
of
the
work
that
we
do,
and
sometimes
we
need
to
be
able
to
do
it
together
and
that,
on
top
of
some
of
the
equity
issues,
that
I
think
we
do
need
to
think
about.
You
know
how
do
we,
how
do
we
reward
people
that
do
have
to
be
here
every
day?
K
A
I
have
a
follow-up
for
that
one
along
that
same
lines,
then
what
do
you
think
the
physical
office?
How
do
you
think
the
physical
office
should
now
play
in
the
workday.
K
Yeah,
so
you
know,
I
I,
think
that
I
think
that
there
are
ways
that
we
can
find
to
make
it
unattractive
for
people
to
be
physically
in
community
with
each
other.
Again
we
have
not.
K
K
What
are
the
conditions
that
make
it
valuable
for
people,
because
I
think
when
you
experience
the
value
of
it
and
not
just
being
told
to
be
in
the
office,
but
you
experience
the
lift
that
it
gives
you
the
connection
it
gives
you
the
Innovation
that
it
gives
you
that's
when
you
internally
start
to
want
it,
and
so
you
know,
there's
a
there's.
There
are
psychologists
that
say
you
know.
K
If
you're
feeling
down,
you
should
put
a
smile
on
your
it'll
trick,
your
brain
into
feeling
like
you're
feeling
good
and
it's
like
I,
don't
think
we
have
to
go
there,
but
I
do
think
that
there's
something
there's
something
about.
Sometimes
the
practice
comes
before,
really
feeling
the
reward
and
feeling
the
shift,
and
that
I
think
we
should
be
questioning
you
know.
K
Do
we
want
to
make
a
commitment
to
to
Really
enforcing
that
agreement
that
we
were
going
to
be
in
the
office
and
what
are
the
things
that
make
it
fun
that
we
can
really
try
to
be
explicit
about
elevating
and
creating
opportunities
for
folks.
A
As
the
executive
director
you're
going
to
be
to
make
difficult
and
unpopular
decisions
at
times,
can
you
tell
us
about
a
time
you
made
it?
You
made
a
decision
as
a
leader
that
was
unpopular
staff.
When
answering
this
question,
please
identify
what
did
you
consider
in
your
decision?
Do
you
make
any
mistakes
and
if
so,
what
did
you
learn
and
how
did
you
engage
in
staying
connected
with
staff.
K
Yeah,
that's
a
great
question
so
before
I
I
answer
this
specifics
on
that
question,
I'll
share
a
little
bit
about.
K
My
leadership
style
because
I
think
it
helps
explain
how
I
try
to
manage
the
reality.
If
you
can't
always,
please
everybody
all
the
time,
it's
not
possible
because
sometimes
folks
will
have
different
views
of
what
should
be
done
and
they're
mutually
exclusive,
so
I
I,
actually
subscribe
to
adaptive
leadership
philosophies.
I,
believe
that
there's
a
big
difference
between
Authority
and
leadership
in
an
agency
I
believe
that
we
are
stronger
when
we
make
decisions
together.
K
We
have
been
working
over
the
past
year
or
so
to
push
power
down
in
the
agency
to
really
create
a
more
Dynamic
decision
making
environment
in
the
management
team
to
restart
our
supervisory
meetings
that
are
also
places
where
we're
connecting
with
staff
and
getting
feedback
where
we're
getting
direction
from
staff
and
I.
Think
that
that's
been
helpful.
K
What
I
really
see
the
value
of
adaptive
leadership
is
in
having
a
space
where
people
feel
comfortable
to
express
what
they're
thinking,
what
they're
feeling
disagreement,
sometimes
being
comfortable
and
being
uncomfortable,
recognizing
that
there
won't
be
resolution
to
an
issue
on
a
particular
day.
K
Not
go
your
way,
not
taking
things
personally,
sometimes
that's
hard
for
folks,
but
I.
Think
when
you
create
a
space
where
discussions
are
happening
in
group
and
not
just
at
the
top
that
and
there's
transparency
about
information
and
people
get
to
say
what
they
think.
Then
I
think
when
those
moments
come
when
an
unpopular
decision
has
to
be
made
that
people
understand
the
context
that
sometimes
they
might
change
their
mind.
Sometimes
they
might
not
and
that's
okay,
but
that
it
depersonalizes
it
doesn't
feel
like
an
attack
on
the
person
you
can
ex.
K
You
know
we're
gonna
make
a
decision.
It's
we're
gonna,
we're
gonna
do
this,
and
this
is
why
and
being
able
to
explain
the.
Why
often
is
really
helpful
for
folks
to
be
able
to
say
well,
I
didn't
agree
with
that,
but
that's
the
decision
we're
going
to
move
on
and
we're
going
to
implement
whatever
that's
important.
K
Now,
that's
that's
a
pretty
high
level
idealistic
description
of
the
process,
and
there
are
you
know,
a
dozen
decisions
every
day
that
any
one
of
us
in
this
room
make
without
doing
a
big
consultation
that
we're
just
expected
to
make.
There
are
casual
conversations
that
we
have
with
people
in
the
process
of
a
conversation.
We
make
commitments
of
our
teams
that
we
didn't
consult
with
them
on
necessarily
it's
part
of
our
job
responsibilities,
to
be
able
to
create
those
kind
of
decisions,
and
it's
impossible
to
consult
all
the
time
on.
Everything.
K
I
recently
asked
a
team
in
Boulder
County,
Public
Health,
to
step
in
and
help
out
with
something
in
a
space
that
was
a
little
bit
of
an
unstable
space.
K
Invented
happened
and
we
needed
the
county
needed
some
folks
to
help
out
in
that
space
and
I
said:
let's,
let's
ask
our
folks
if
they
can
help
in
that
space
and
it
was
not
appreciated.
I
will
be
very
Frank
about
that.
It
was
I,
I,
admit,
I,
didn't
consult.
K
On
the
other
hand,
it
was
a
request
to
ask
if
they
could
do
it
and
I
got
feedback
that
it
was
really
not
appreciated
and
I
appreciate
the
feedback
that
it
was
not
appreciated,
and
the
first
thing
that
I
did
was
I
worked
with
staff
to
to
first
of
all,
to
understand
what
had
happened
and
then
I
met
with
the
staff
and
I
said:
hey
I'm,
really
sorry
I
asked
if
we
could
bring
you
into
this
space
without
consulting
with
you.
First,
it
was
not
comfortable.
K
It
was
the
wrong
thing
to
do.
I'm.
Sorry,
let's
talk
I
would
love
to
hear
more
from
you
about
kind
of
what
that
thought
process
was
for
you.
What
your
experience
of
this
event
that
made
you
super
uncomfortable
was
so
that
I
understand
better
where
my
limitations
are
about
decision
making
and
so
that
I,
don't
repeat
it
in
the
future,
and
you
know
I
hope,
I
hope
that
the
staff
felt
like
that
was
a
genuine
effort
to
improve
my
own
practice.
K
But
I
would
say
that
that
pattern
of
you
know
you
stop.
You
try
to
understand
and
listen
to
what
the
response
is.
You
apologize
and
repair
harm
if
you
can,
and
you
think
together
about
how
it
should
have
gone
and
how
it
will
go
in
the
future
is
part
of
my
approach
to
those
kinds
of
missteps
in
decision
making.
A
In
public
health,
our
mission
and
vision
strongly
center
around
Health
Equity
and
promoting
our
staff
and
compass
and
represent
this
through
a
variety
of
approaches.
We
understand
each
person
is
in
a
different
part
of
their
journey
and
we
respect
and
support
this.
We
are
also
aware
that
sometimes
staff
can
initially
be
hesitant
to
participate
continuously
abstain
from
some
of
this
work
or
be
avoidant
of
committed
growth.
What
do
you
see
within
your
role
as
the
executive
director
to
address
this.
K
We
see
those
same
kinds
of
patterns
inside
too
and
that's
not
unique
to
Boulder
County,
that
is
all
over
United
States,
particularly
but
also
the
world,
and
so,
if
we
don't
have
a
shared
vision
of
how
we
as
individuals
show
up
with
each
other
and
if
we're
not
reinforcing
practices
that
are
advancing
health
and
racial
equity
in
our
daily
interactions.
K
So
the
Practical
response
to
that
is
to
say,
okay,
then,
to
some
degree
we
all
need
to
be
on
our
journey
right.
How
do
you
do
that
in
an
agency?
That's
really
big
with
a
lot
of
diverse
people
who
are,
as
the
question
states
are
coming
at
it
differently,
positions
in
their
lives
from
different
experiences
with
their
own
viewpoints,
and
one
of
the
things
that
we
have
tried
to
do
is
recognize
that
you
know
the
county
is
doing
a
lot
of
work
in
developing
staff.
K
And
so
one
of
the
things
we've
been
talking
about
in
heck
is
really
looking
at
learning
and
growth
as
a
particular
goal
in
our
agency
and
understanding
that
we
need
to
be
able
to
have
offerings
and
safe
spaces
for
people
that
are
in
lots
of
community
spaces,
so
breaking
it
up
into
a
couple
of
different
cohorts.
So
an
early
group.
That
really
is
this
is
not
my
thing.
I,
don't
know
what
this
is
about.
I,
don't
feel
safe,
going
to
conversations
where
you're
expected
to
immediately
identify
your
racial
identity.
K
Okay,
that's
where
you
are:
let's
create
a
space
where
people
get
to
ask
questions
that
they
feel
like
might
be
dumb
questions
or
make
mistakes
and
not
have
repercussions
but
have
guidance
and
coaching
and
mentoring
and
folks
that
will
support
them
to
explore
those
ideas
and
to
be
able
to
ask
questions
that
they
might
feel
embarrassed
in
other
contexts.
To
ask.
K
K
K
How
do
you
learn
how
to
correct
mistakes
in
a
graceful
way
and
move
on
and
do
better
next
time
that
practicing
space
and
then
also
having
a
group
of
folks
who
are
really
learning
how
to
be
mentors
and
leaders
across
the
agency
in
this
space,
so
that
I
mean
we've
got
some
folks
that
have
amazing
capacity
to
do
racial,
Equity
work
and
Health
Equity
work,
and
how
do
we
elevate
that
work
and
give
them
a
platform
to
be
able
to
kind
of
spread
the
work
now
as
an
executive
director?
K
I
need
to
make
sure
that
it
is
supported
that
the
resources
are
there,
that
the
connections
and
relationships
are
there,
that
it's
functioning
well,
that
we're
being
effective
in
this
space
and
adapting
when
we
need
to,
but
I
also
believe
that
the
power
of
this
work
comes
from
the
work
coming
up
from
inside
the
ages,
and
so
my
job
would
be
to
really
make
sure
that
this
is
able
to
happen.
K
That's
a
lot
of
what
I've
been
doing
over
the
last
year
when
we
did
the
heck
refresh
to
really
say
you
know
what
the
heck
isn't
functioning
in
the
way
that
we
had
envisioned.
How
do
we
revise
that,
and
so
doing
some
of
that
structural
work?
Some
of
that
visioning
work
with
a
small
team
of
folks
using
that
to
really
redefine
what
the
role
of
the
health
and
racial
Equity
manager
was
to
write,
that
job
description
in
a
different
way,
to
give
it
more
power
to
give
it
more
Independence
and
then
to
really.
K
You
know,
onboard
that
person,
but
also
to
step
back
and
let
the
work
be
the
work
of
our
agency
staff
and
our
heck.
Now
we
have
just
re-situated
the
membership,
which
includes
folks
working
on
five
different
work,
groups,
learning
and
learning
and
growth,
organizational
culture
policies,
procedures
and
practices,
Community,
engagement
and
talent,
acquisition
retention
and
cultural
and
career
advancement.
K
That
hits
a
lot
of
work
across
our
agency
and
the
representation
is
now
28
folks
from
across
our
agency.
So
10
of
our
staff
45
over
45
percent
of
whom
are
by
POC
or
lgbtq
identifying
and
over
35
percent
of
whom
are
non-supervisors
and
creating
that
architecture
and
then
making
sure
that
those
folks
have
their
resources
and
the
leadership
guidance
from
our
health
and
racial
Equity
manager
and
making
sure
that
that
person
has
the
support
that
they
need
is
really
where
the
power
of
this
work
is
going
to
start
to
come.
True
for
sure.
A
K
K
K
The
challenge
of
our
emergencies
is
diverse
and
the
responses
have
to
be
diverse.
We
have
to
have
an
awareness
of
what
different
kinds
of
emergencies
are
demanding
of
us
as
a
public
health
staff.
We
have
to
have
an
understanding
of
our
Partnerships
and
how
we
connect
with
community
volunteers.
K
K
They
can't
do
it
by
themselves
because
they
need
to
know
that
they
have
a
structure
and
their
resources
in
place
to
actually
implement
the
plan
when
those
moments
happen.
So
they
have
to
know
that
folks
have
been
trained
properly,
that
their
resources
have
been
invested
to
make
sure
that
staff
know
what
the
expectations
are.
K
They
have
to
know
that
when
they
need
to
call
on
staff
that
there
is
the
authority
to
do
so,
because
it's
been
written
into
their
job
descriptions
that
this
is
one
of
the
expectations
of
the
work
and
staff
have
to
know
what
would
might
be
asked
of
them
and
to
be
able
to
communicate.
This
is
where
I
could
feel
comfortable.
This
is
where
I,
don't
here's
some
of
the
limitations
that
I
have
my
work
doesn't
really
set
me
up
for
doing
this
kind
of
work.
K
K
We
have
to
know
that
staff
have
that
we
have
thought
about
how
people
are
compensated
when
they
are
working
in
emergencies,
not
just
in
terms
of
financially
but
in
terms
of
giving
people
a
break
I
mean
we
learned
in
the
pandemic
that
we
seriously
burned
people
out,
and
we
cannot
do
that
again.
That
took
a
big
toll
on
our
staff
Morale
on
exhaustion
on
retention,
it
wasn't
unique
to
Boulder
County
Public
Health.
It
happened
all
over
the
country.
K
Fifty
percent
of
the
people
working
in
public
health
have
left
in
the
last
few
years,
but
we
can
do
better
and
we
know
how,
but
we've
got
to
have
some
of
that
leadership
level,
support
and
championing
for
getting
it
right
in
place
before
these
things
happen,
knowing
that
they
will
increase
in
the
future.
K
Right
so
you
know
I
think
I
can
think
of
a
couple
of
sectors
where,
where
we
saw
this
the
pandemic,
the
pandemic
mitigation
strategies
created
a
huge
impact
for
local
businesses
and
for
schools,
and
we
asked
a
lot
of
our
partners
to
stand
with
us
in
those
spaces
and
to
listen
to
us
with
authority,
sometimes
with
the
authority
of
a
public
health
order
that
often
in
a
collaborative
Cooperative
space
too.
K
We
worked
to
try
to
meet
their
needs
to
recognize
the
stresses
that
were
being
put
on
them
and
created
for
them
to
recognize
that
it
wasn't
just
our
public
health
staff
that
was
really
busting
it
day
in
and
day
out,
but
that
there
were
a
lot
of
folks
in
the
community
that
were
hurting
our
strategy
for
a
lot
of
the
pandemic
was
to
go
to
the
data
to
go
to
the
science
as
much
as
we
could
often
recognizing
that
we
didn't
have
all
the
data
we
needed.
K
A
significant
part
of
our
trust
with
the
community,
including
the
heads
of
the
Chamber
of
Commerce,
was
really
built
in
relationship
and
engagement
and,
at
the
same
time,
I
know.
I
know
that
there
are
a
lot
of
folks
that
are
still
frustrated
about
things
that
happen
during
the
pandemic
and
I
would
say
that
in
hindsight,
I
think
you
know
I
mean
you
know
how
many
pandemics
have
we
gone
through
In
Our
Lifetime
right,
so
how
many
opportunities
have
we
had
to
learn
and
get
it
right?
K
Well,
I
think
we
learned
a
lot
in
this
pandemic
about
ways
that
we
would
want
to
shift
our
response
next
time
and
I.
Think
a
piece
of
that
really
has
to
do
with
something
that
I'm
seeing
more
and
more
in
our
challenges
in
public
health,
which
is
recognizing
the
complexity
of
needs
of
our
community
in
spaces,
and
so
the
same
kinds
of
needs
that
we
saw
in
the
pandemic
were,
but
we
need
kids
in
school,
it's
bad
for
their
mental
health.
It's
you
know
it's
hard
on
the
teachers,
it's
creating
its
own
burnout,
Cycles.
K
All
of
those
things
we've
got
to
take
a
wider
range
of
needs
into
consideration,
and
even
if
we
don't
change
what
we're
doing
in
response
to
that
consideration,
we
need
to
be
able
to
demonstrate
that
we
are
hearing
people
and
explain
why
we're
making
decisions
the
way
we
are
and
I'll
give
you
a
different
example.
If
the
pandemic
example
doesn't
make
you
happy,
the
conversation
about
meth
in
our
community
right
now
is
extremely
divisive.
K
K
We
are
going
to
be
working
in
BH
space
generally
with
a
whole
slew
of
Community
Partners,
and
we
have
to
really
be
ready
to
invest
in
trust
in
relationship
rebuilding
and
strengthening
in
those
spaces.
I
think
Boulder,
County,
Public
Health
has
very
strong
Community
relationships
and
I.
Think
there's
more
that
we
can
do
to
be
good
partners
in
this
space
so
that
we
are
really
working
collectively
on
issues
together.
A
K
Well
so
I'm
going
to
pick
on
you
and
our
our
team
that
worked
with
the
students
right,
partly
because
that
team
was
in
a
very
difficult
circumstance
where
they
were
not
going
to
please
everyone,
and
they
did
a
really
magnificent
job
of
taking
the
time
to
talk
with
our
school
Partners
to
work
on
solutions
that
were
mutually
beneficial,
that
still
accomplished
our
goals.
That
created
less
had
it
for
the
schools,
and
we
know
that
there
were
some
very
contentious
conversations
in
that
space.
K
I
know
Public
Health
directors
that
were
fired
because
of
their
relationships
with
the
schools
part
of
what
we
tried
to
do
in
leadership
to
support
our
staff
when
they
were
getting
you
know,
a
lot
of
heat
from
the
school
districts
was
to
make
sure
that
they
knew
we
had
their
backs,
that
we
were
talking
with
the
superintendents
on
a
regular
basis
that
we
were
accompanying
them
to
meetings
when
they
felt
like
they
needed
it,
sometimes
presenting
information
to
to
take
some
of
the
Heat
and
providing
follow-up
conversations
when
things
weren't
going
well,
that
is,
you
know,
a
strategy
that
I
think
is
important
for
leadership
to
demonstrate
consistently
that
they
have
steps
back,
that
they
can
be
a
stand-in
for
taking
the
heat
when
we're
having
difficult
public
conversations.
K
If
staff
are
comfortable
in
that
space
and
it's
okay
and
we
want
to
continue
to
have
really
strong
relationships
with
our
partners
and
recognize
that
their
needs
are
sometimes
different
from
ours
in
public
health.
And
how
do
we
do
our
best
to
meet
everybody's
needs,
because
the
reality
is
when
we
impact
kids,
mental
and
Behavioral
Health
in
schools?
That's
a
public
health
impact
too,
when
our
school
teachers
get
burned
out.
A
Okay,
so
now
we'll
transition
out
to
our
staff
Whoever
has
question
six.
Please
introduce
yourself,
identify
your
pronouns
and
your
title.
J
Her
hers
bilingual
admin
lead
from
immunization
Pro.
O
O
K
Wow
this
is
it's
a
hard
question
to
come
into
an
answer
on
this
spot,
not
because
there
hasn't
been
an
instance.
Let
me
think
for
a
second.
K
I'm
going
to
mention
something:
that's
a
little
bit
vulnerable
because
I
feel
like
I'm
still
working
on
it,
which
is
I
I'm
aware
that
sometimes
I
can
be
a
little
intense,
I
own.
That
and
I
also
am
cognizant
that
in
balancing
that
I
really
respect
staff's
Viewpoint
I
work
really
hard
to
listen
to
what
they're
telling
me
to
incorporate
it,
and
sometimes
I
can
feel
a
bit
micro,
advantagey
I
will
say
in
the
context
of
working
at
bcph.
I.
K
Think
part
of
that
is
a
factor
of
just
trying
to
learn
the
organization.
I
wasn't
I
never
received
like
a
full
onboarding
when
I
started
here,
I
was
kind
of
thrown
into
the
enforcement
group
playing
Draeger
and
appreciated
that
learned
a
lot
in
that
space,
but
didn't
necessarily
get
a
full
experience
of
the
agency
and
I
continue
to
find
myself
having
to
ask
questions,
and
sometimes
that
feels
maybe
like
I'm
meddling
too
much
and
and
maybe
I
am
and
I
have
to
think
about
that.
K
But
what
I'm,
but
what
I
think
I'm
trying
to
do
is
I'm.
Trying
to
understand
this
agency
I'm
trying
I
mean
I,
had
a
conversation
that
took
three
days
over
email
with
a
team
the
other
day
trying
to
get
a
response
back
to
a
commissioner,
because
it
was
a
space.
I'd
never
had
a
conversation
about
and
I
had
to
learn
what
was
happening
here.
What
are
our
responsibilities
here?
What
is
you
know?
What
are
the
tensions
you
know
is
this
something
we've
ever
worked
on.
K
So
that's
something
I
I
continue
to
to
work
on.
Is
that
touch
Point
recognizing
that
you
know
I,
think
I
have
my
own
rationalization
and
justification
for
it,
but
whether
that's
felt
by
others,
where,
whether
there's
a
sense
to
it,
whether
there's
an
exit
strategy
from
it
that
helps
to
relieve
some
of
that
tension
later
I
think
is
also
something
that
I
think
about.
B
Carey
Middleton
Emergency
Management
planner.
She
her
hers.
This
question
has
a
couple
of
sentences
of
intro.
We
strive
to
support
and
hold
a
diverse
workplace.
There
are
many
indicators
that
may
represent
this
ability
or
lack
of
racial,
cultural
or
identity
diversity.
B
B
B
K
K
K
We
can
talk
about
equity
until
the
sunsets
and
if
we
don't
have
a
way
to
be
accountable,
then
how
do
we
know
if
we're
getting
closer?
How
do
we
know
if
we're
taking
the
right
steps?
How
do
we
know
if
anything's
changing.
K
This
question
is
specifically
about
workplace
equity
and
which
is
ironic,
because
not
ironic
serendipitous,
because
actually
our
health
and
racial
Equity
manager
and
I
were
on
a
focus
group
conversation
with
the
National
Association
of
city
and
county
health
officials
about
how
do
you
advance
your
workplace
Equity
within
the
last
few
days
and
foreign?
K
There
are
a
number
of
things
that
are
happening
now
that
are
beginning
to
put
the
pieces
in
place
for
us
to
have
such
an
accountability
system
having
a
body
like
they
have
Health
Equity
Coordinating
Committee
was
a
necessary
First
Step
that
was
not
is
not
sufficient.
K
Having
a
health
and
racial
Equity
strategic
priority
that
undergirds
all
of
our
work
across
the
agency
and
will
be
part
of
our
new
strategic
plan
is
a
necessary,
but
not
sufficient
part
of
the
work
having
those
tracking
systems
and
answers
to
what
do
you
do
with
the
information
and
those
opportunities
to
take
that
monitoring
piece
and
turn
it
into
a
learning
piece
about?
What
is
this
telling
us
about
how
we
need
to
be
what
we're
getting
right
and
what
we're
not
there
yet
on
is
an
important
part
of
the
work.
K
So
this
is
all
kind
of
the
scaffolding,
the
architecture
behind
it.
A
measurable,
time-bound
goal
for
workplace
equity
in
our
department.
K
I
I
think
that
deaf
surveys
are
an
important
piece
of
this,
but
I
think
staff
surveys
have
to
be
careful
not
to
get
into
averages
or
you
kind
of
amorphize
the
data,
but
that
you're
taking
into
account
different
experiences
of
different
kinds
of
Staff
in
the
agency
and
there's
a
tension
there,
because,
even
though
we
have
a
couple
hundred
folks
in
our
agency
when
you
start
disaggregating
the
data,
it
gets
complex
about
anonymity
and
we
do
want
to
protect
people.
K
K
I
am
stalling
a
little
bit
because
I
think
that
this
is
an
important
question
and
I
also
don't
necessarily
have
what
I
think
is
the
right
answer
to
it,
because
I
think
that
the
staff
should
be
involved
in
really
defining
what
are
our
workplace
Equity
indicators
and
goals,
and
that's
part
of
what
will
be
happening
as
we
build
out
the
health
and
racial
Equity
strategic
priorities.
K
But
you
know
you
can
take
anything
from
a
very
kind
of
transactional
goal.
We
want
X
percent
of
staff
to
be
by
POC
by
2025.
K
X
percent
of
Staff
feel,
like
their
suggestions,
are
heard
in
the
agency
and
that's
an
easy
question
to
ask
and
a
really
hard
question
to
understand
what
the
data
is
going
to
tell
you
and
so
I'm
just
a
little
bit
cautious
about
saying
you
know
we
can
have
metrics
and
measures
and
we
should
have
them
and
we
should
have
that
monitoring
component,
but
the
work
is
going
to
come
from
frequently
revisiting
this
information
and
figuring
out.
What
are
we
learning
about?
What's
working
and
not
working.
A
K
K
E
K
Not
who
is
visible
in
the
community?
It's
not
what
voices
already
have
a
great
platform.
K
It's
not
what
is
the
dominant
culture
thing?
It's
where's
the
invisibility.
What
are
the
questions
that
aren't
being
asked?
Who
are
the
people
that
aren't
being
asked?
K
It's
like
to
to
look
at
the
negative,
the
space,
the
gap
and
to
say
how
do
we
get
to
that
to
even
identify
what
that
Gap
is
and
so
I
think
it's
really
important
that
we
have
structures
and
processes
in
place
that
allow
us
to
intentionally
make
space
for
different
voices,
because
that's
the
only
way
that
we
will
start
to
be
able
to
hear
those
voices.
We
can't
hear
them.
We
can't
even
figure
out
what
we're
supposed
to
be
doing
unless
we
are
being
intentional
about
that
work.
K
So,
when
I
think
about
who
is,
how
do
you
define
Community?
The
community
is
I
mean
we
serve.
We
are
a
public
health
agency.
We
serve
the
entire
County,
we
serve
everyone
in
the
county.
We
serve
individuals,
families,
private
sector,
Partners,
all
kinds
of
folks,
but
what
are
we
really
talking
about
when
we
talk
about?
K
Where
do
we
need
to
do
better
we're
talking
about
how
do
we
as
Government,
respond
and
undo
some
of
the
historical
oppressive
practices,
the
ignoring
of
populations,
the
inability
or
unwillingness
to
engage
in
hard
conversations
and
hard
areas
of
work?
How
do
we?
How
do
we
have
the
right
talking
partners
for
that
work
and
I?
Think
part
of
the
answer
to
that
is
that
we
have
to
be
working
with
community-based
organizations
that
are
not
just
service
providing
not
just
non-profits,
but
that
are
about
representation
and
voice.
K
How
do
we
even
identify
the
wealth
of
community
organizations
that
do
that
kind
of
work,
because
I
know
that
they
are
here
and
we
engage
with
a
lot
of
them
and
we
don't
engage
with
all
of
them,
and
maybe
we
don't
need
daily
engagement
with
all
of
them,
but
I,
don't
even
think
we
have
an
inventory
of
who
they
are
and
I
don't
I.
Definitely
don't
think
that
we've
mapped
the
opportunities
that
we're
missing
for
human
development
by
not
having
those
conversations
or
not
having
an
intentional
approach
to
how
we
work
with
community.
K
In
that
sense,
it's
part
of
it's
one
of
the
reasons
why
I
think
that
Community
engagement
and
moving
closer
to
power
sharing
with
community
is
critical
for
undoing
some
of
the
harmful
practices.
That
government
has
historically
impacted
the
community
with
and
we're
not
going
to
get
better
until
we
really
have
protected
spaces
to
have
those
conversations
where
people
feel
like
they
can
start
to
build
trust
with
us.
A
P
And
soda
it's
in
the
roof
and
whether
the
nurses
in
a
CDL
as
the
executive
director,
where
do
you
see
your
role
in
championing
championing
and
progressing
social
justice
movements
such
as
police,
fatality,
anti-trans
legislation,
Reproductive
Rights
and
climate
change?.
K
Oh
good
and
easy
question
yeah
that
I
mean
you
know
this
is
this:
is
the
conversation
that
I
am
having
with
a
group
of
folks
that
I
talk
to
nationally
right
now,
so
I'm
part
of
the
National
Association
student
at
County
and
City
Health
officials,
work
group
on
Health,
Equity
and
social
justice,
and
one
of
the
conversations
that
we
are
having
very
into
Computing
in
that
space
right
now
is
how
far
can
Public
Health
go
right
now,
given
the
political
dynamics
that
we
have
in
this
country
and
in
our
communities,
and
how
do
we
maintain
trust
with
the
community
and
lead
with
not
just
our
values,
because
I
think
part
of
what's
critically
important
to
remember
in
this
space
is
that
these
aren't
values
the
just
because
we
think
they're
a
good
idea.
K
Trans
kids
has
a
horrible
impact
on
them
and
their
families,
and
we
are
seeing
that
all
over
the
country
and
it
is
undermining
our
ability,
as
a
nation
and
as
communities
to
advance
Public
Health
mental
and
Behavioral
Health
opportunities
in
life.
Support
systems
that
we
know
are
critical
to
development
into
being
able
to
thrive
in
life.
K
K
It
was
awful
and
we
said
you
know
what
I
we
have
to
get
this
right
and
we
don't
want
you
to
be
harmed
and
we
want
to
model
the
behavior
of
what
a
healthy
productive
conversation
in
this
space
about
racial
Equity
looks
like
we
have
staff
that
can
lead
the
conversation.
We
have
staff
that
can
learn
from
the
conversation
in
a
way
that
can
be
moderated.
C
K
Yes,
I
have
and
I
as
crushing
and
cringy
as
it
is
to
get
that
kind
of
feedback.
It's
really
important,
really
important
and
it's
important
that
you
have
enough
trust
with
your
staff
that
they
feel
like
they
can
say
those
things
to
you.
K
You
are
way
too
in
your
head
and
you
had
no
idea
how
you
were
coming
across
right
there,
and
so
you
know,
we've
got
to
not
be
defensive
right,
we've
got
to
say:
oh
I'm,
sorry
I
didn't
realize
that
I
I
have
had
that
experience
where
I,
where
there
was
a
discussion
it
was
had,
and
someone
had
presented
something
at
a
meeting
and
afterwards
we
kind
of
circled
back
and
talked
about
kind
of
what
happened
in
that
conversation,
and
you
know,
I
was
in
my
headspace.
I
was
like
off
and
running.
K
I
was
oh
I'm
thinking
this,
and
this-
and
you
know
maybe
it
felt
like
this,
and
what
could
we
do
about
this
and
the
poor
person
on
the
other
side
of
the
phone
was
just
like
listening
right
and
that
should
have
been
my
first
warning
right,
you're
talking
too
much.
Listen!
More!
K
K
How
I
had
come
across
the
fact
that
I
get
in
my
head
space,
sometimes
too
much
and
I,
need
to
slow
down
and
just
be
in
a
relationship
and
listen
and
what
I
needed
to
do
differently
next
time
and
it's
it's
kind
of
my
Approach.
K
You
know
nobody
likes
to
make
mistakes,
but
her
leadership,
particularly
it's
critical
that
those
kind
of
conversations
can
happen
or
you
can't
see
shifts
you
can't
see
empowering
staff.
You
can't
see
demonstrations
of
respect
that
feel
respectable.
K
K
A
Thank
you
very
much
so
that
wraps
up
all
of
our
questions
for
this
round,
so
we'll
be
a
little
bit
of
time.
So,
if
you
want
to
go
out
into
the
lobby,
you
can
have
a
little
bit
of
chat
with
Lexi
mingle.
A
little
bit
ask
her
some
more
questions.
If
you
want
to
you,
have.
K
No
I
just
I,
you
know
this
is
an
amazing
staff
and
not
to
be
too
much
of
a
suck
up,
but
the
executive
director
position
is
important.
It's
important,
but
it
doesn't
make
the
agents.
A
I
am
the
director
of
admin,
finance
and
I
use
she
her
pronouns.
We
received
over
50
questions
from
staff.
We
will
be
asking
11
today
with
a
possibility
of
three
more
baseball
time.
The
questions
will
focus
on
leadership,
Community
engagement,
Public,
Health,
Workforce,
evidence-based
data,
science
considerations,
Health,
Equity
and
workplace
culture
expectations
to
keep
on
track.
We
suggest
facing
the
responses
at
three
to
five
minutes
per
question
and
we've
provided
a
copy
to
you
for
easy.
Viewing.
Amanda
will
also
have
a
cue
card,
so
she'll
help
you
along.
A
If
you
get
to
that
five
minute
period,
I
will
ask
some
questions
and
then
stop
in
the
audience.
We'll
ask
questions.
Please
remember
to
introduce
yourself
your
pronouns
and
entitled
just
a
couple:
gentle
reminders.
We
are
conducting
a
hybrid
Town
Hall,
so
we've
got
individuals
here
and
then
we
also
have
individuals
viewing
the
mic
is
still
hot.
So
if
you
are
chatting
or
you
have
any
other
items,
everybody
will
pick
it
up.
So
please
exit
into
the
hallway.
A
If
you
need
to
and
most
importantly,
if
you
came
in
with
the
bias
towards
the
candidate,
please
remember
to
set
aside
any
implicit
bias
and
listen
openly
and
with
intent
to
what
our
candidate
has
to
share
with
us
today.
Okay,
so
we'll
go
ahead
and
get
started
Gary.
Can
you
please
introduce
yourself
and
briefly
tell
us
about
what
motivated
you
to
apply
for
this
role.
Q
Good
afternoon
good
afternoon
to
everybody
it's
good
to
see
all
of
you
and
I
hope
to
get
to
know
you
here
a
little
bit
today
and
have
a
nice
conversation,
Gary,
Cox,
Hamm
and
basically
public
health
is
my
passion
in
local
public
health
in
particular.
Q
Is
my
passion
and
I've
been
the
director
of
a
County
Health
Department,
two
different
County
health
bars
for
a
total
of
about
25
years,
and
we
did
some
some
things:
I
think
that
were
really
Forward
Thinking
in
those
roles
and
to
really
make
a
big
impact
on
the
community
in
a
positive
way,
and
so
I've
had
some
experience
and
expertise.
You
know
what
do
you
bring
to
the
table?
Q
I've
also
bring
experience
from
the
national
level,
the
state
level
and
in
the
local
level,
at
the
national
level,
I
was
privileged
to
serve
as
the
I'm
sure.
Many
of
you
are
familiar
with
NATO
the
National
Association
of
County
and
City
Health
officials
and
they're.
Q
The
group
in
Washington
DC,
that
represents
the
2800
local
Health
departments,
including
this
one
in
in
the
United
States
and
Washington
DC
I
was
on
their
board
for
10
years
and
so
I
had
the
opportunity
to
to
really
learn
a
lot
more
about
public
health
and
be
exposed
to
a
lot
of
different
people
from
different
cultures
from
Divergent
viewpoints
over
the
years.
Q
Q
In
the
panhandle
of
Texas,
and
so
I
learned
a
lot
from
visiting
these
Health
departments,
and
you
know
here's
what
I
can
say
about
it
if
you've
seen
one
Health,
Department
you've
seen
one
Health
Department
so
right,
so
my
friend
Pat
Libby
used
to
be
the
executive
director
of
nature.
That
was
one
of
his
favorite
sayings.
There
are
commonalities
in
local
public
health
departments,
however,
everyone's
different,
every
Health
Department
is
different,
every
Community
is
different,
and,
and
so
we
have
to
respect
those
differences.
E
Q
Know
I've
LED,
all
three
Health
departments
in
Oklahoma,
Tulsa,
Oklahoma,
City
in
the
state
and
and
then
I
was
the
associate
Dean
at
the
College
of
Public
Health,
the
University
of
Oklahoma
and
a
professor.
There.
E
O
Q
So,
in
other
words,
I
kind
of
done,
the
Oklahoma
thing
my
family
we've
always
really
enjoyed
Colorado
real
impressed
with
this
department.
It's
it's
a
good
Department,
a
very
good
Department.
It's
a
good
Community
I
mean
you
know.
I'm
looking
on
the
outside,
looking
in
it
seems
like
the
community
is
supportive
of
Public
Health
by
and
large
you've
got
the
University
of
Colorado
here,
so
you've
got
a
good
pipeline
for
hiring
people
here
at
the
department,
and
so
you
know
local
public
health
is
my
passion.
Q
I
said
you
know,
let's
see
if
there's
an
opportunity
to
go
to
Boulder
County
and
see
if
we
can
continue
the
success
that
we've
had
in
Tulsa
and
Oklahoma
City
and
I
kind
of
miss
that
it's
just
it's
just
my
passion,
I
think
helping
people
I
know
you.
The
reason
you're
in
this
business
is
because
you
want
to
help
people
and
so
I
think.
That's
that's.
Why
we're
all
here
and
making
a
big
difference.
A
Q
Obviously,
if
you're,
if
we're,
if
you're
a
first
responder
you've
got
to
be
in
the
field
and
come
to
work,
you
can't
do
that
remotely
so
I
think
part
of
it
depends
on
the
position.
Part
of
it
depends
on
what
what
works
for
the
staff
but
I
think
the
other.
The
other
consideration
is.
Q
We
have
to
remember
why
we're
here
we're
here
to
serve
the
public
and
we're
here
to
work
with
the
public,
to
improve
health
work
with
the
public
to
protect
health
and
promote
good
health,
and
so
I
think
there
has
to
be
our
ultimate
guide
for
how
we
do
our
work
here,
and
that
is,
staff
input.
What's
good
for
the
community.
What's
most
effective,
I
I
think
you
know
hybrid,
we
we
learned
in
covet.
Q
You
can
do
a
lot
of
things:
hybrid
I've
done,
I've
done,
CDC,
Grand
rounds
and
and
and
other
other
things
throughout
that
we
did.
You
know
virtually,
and
certainly
it
works.
I
think
the
thing
that
that
we
might
miss
sometimes,
is
that
interaction
among
staff.
You
know
getting
to
know
the
camaraderie
of
the
staff
and
having
having
that
come
camaraderie
as
you
as
we
do.
A
A
Let
me
ask,
let
me
ask
it
a
different
way:
yeah,
so
thinking
about
the
physical
office
space.
What
role
do
you
think
that
the
physical
office
should
now
play
in
a
work
day?
Yeah.
Q
Yeah
well,
there
again
I
think
it
depends
on
the
roles
and
it
depends
on
what
the
need
the
community
need
is,
but
obviously
I
know
some
businesses
have
a
smaller
footprint
in
in
the
office
than
than
what
they
had
before.
I
can
give
you
one
example
in
Oklahoma
City
the
Dell.
Q
Their
parking
lot
is
empty,
practically
empty,
but
certainly
it
would
seem
to
me
that
that
the
ideal
situation
would
perhaps
have
some
flexibility
there,
but
at
the
same
time
to
be
in
the
office
some
of
the
time,
so
that
you
can
work
as
a
team
and
work
collaboratively
together
and
and
develop
that
maintain
that
camaraderie,
so
I
think
you
know
one
of
the
things
that
that's
important
and
I
know.
It's
been
my
experience
of
what
staff
want
number
one.
They
want
to
be
listened
to
right
number.
Two.
Q
Q
They
want
the
opportunity
for
professional
development
and
the
I
say
the
opportunity
for
professional
advancement
and
to
be
value
there
and
to
be
inclusive
so
that
everyone
feels
like
that.
They
have
have
a
work
home
here.
A
Next
question:
as
the
executive
director,
you
will
need
to
make
difficult
and
unpopular
decisions
at
times.
Can
you
tell
us
about
the
time
you
made
a
decision
as
a
leader
that
was
unpopular
with
staff?
When
answering
this
question,
please
identify
what
did
you
consider
in
your
decision?
Did
you
make
any
mistakes
and
if
so,
what
did
you
learn
and
how
did
you
engage
and
stay
connected
with
staff.
Q
That's
a
good
question.
You
know
there.
There
are
some
times
when
you
have
to
make
a
difficult
decision
and
trying
to
think
of
something
in
particular.
Q
You
know
what
we
tried
to
do
is
we
tried
to
have
a
transparent
communication
so
that
when
decisions
are
made,
you
know
the
number
one?
The
staff
has
input
as
many
times
as
you
can
and
that
those
are
communicated
clearly
working
with
the
staff
and
then
hopefully,
that
the
leadership
team
will
also
pass
those
messages
down
and
receive
input
back.
Q
I
think
I
think
probably
one
of
the
things
that
that
we
we
probably
have
done
in
the
past
sometime,
is
when
we
had
a
program
and
when
we
went
through
the
strategic
planning
process
and
it
was
determined
that
that
program
was
being
served
by
another
agency
or
by
someone
else
with
our
strategic
Plan
called
for
something
of
a
higher
priority.
Q
That's
going
to
possibly
impact
more
people,
and
so
we
decided
the
board
management
and
the
staff
to
maybe
that
that
we
could
put
our
emphasis
somewhere
else
and
not
do
that
program
any
longer
as
long
as
that
program
was
covered,
and
so
that
that
has
happened
from
time
to
time
and
obviously
what
you
try
to
do
there.
Q
You
know
some
staff,
don't
like
change
and
that's
understandable.
But
of
course
change
is
a
part
of
life,
but
you
want
to
be
positive
change
and
so
I
think
you
know
what
what
you
really
are
looking
at
is
how
to
make
that
positive
change.
And
then
you
take
that
staff
and
say
well.
Could
you
shift
your
emphasis
over
to
another
program
that
the
board
and
our
strategic
plan
says,
is
going
to
impact
more
people
in
a
positive
way
and
so
you've
got
to
stay?
Q
You
have
to
communicate
I
like
to
communicate
with
staff
I'm,
not
an
executive
director.
That's
going
to
sit
in
the
office.
I
can
tell
you
that
I'm
going
to
be
out
around
the
department
around
the
facilities
and
getting
to
know
you
forming
relationships,
and
so
you
know
basically
the
way
I
look
at
it.
Relationships
are
primary.
Everything
else
is
secondary,
and
so
we
want.
We
want
good
relationships
and
I
want
to
get
to
know
the
staff
I'm
very
approachable
I
have
an
open
door
policy,
a
free,
friendly
guy.
Q
You
know
how
are
you
doing
this
thing
and
I
I
tend
to
go
around
to
all
the
programs
and
ask
how
things
are
going
and
try
to
get
to
know
them,
try
to
get
to
know
the
staff
so
that
they
feel
that
we
could
build
a
trusting
relationship.
Communication
is
very
important.
Gosh
I've,
held
Town
Halls,
like
this
I
mean
with
a
whole
staff.
So
many
of
them,
particularly
if
you're
doing
a
new
program
or
a
new
emphasis
or
something
like
that,
I've
done
a
quarterly
staff
meetings.
Q
And
then
you
know
you
want
to
try
to
recognize
your
staff
for
good
work
and
for
both
for
time
and
service
and
for
the
good
work
that
they're
done.
They
have
Team
Awards
and
things
of
that
nature
and
communicating
and
writing.
And
then
you
know,
work
with
your
leadership
team
to
to
double
down
that
communication
as
well
into
and
I
just
say,
communicate
and
communicate,
communicate
and
so
I
mean
there
have
been
some
times
or
some
some
things
that
we've
developed
staff
meeting
after
staff
meeting
after
staff
meeting
and.
E
Q
I
hope
the
staff's,
not
bored
because
I'm
bored
myself
here,
you
know
so
you
know
I
think,
but
you
can't
communicate
too
much
and
just
try
to
I
mean
keep
your
eye
on.
Why
we're?
Here
we
have
a
mission,
we
have
a
mission
to
help
people
and
we've
got
to
keep
our
on
that
mission
and
we
can't
we
can't
just
dwell
within
our
own
selves
and
our
own
job
we're
all
connected
together
and
everybody
has
a
job
to
do.
Q
But
I've
got
an
open
door
policy,
stop
in
and
say
hi
how
things
going
I'm
good
with
that,
and
so-
and
you
know,
I
put
it
this
way
too.
Q
I'm
approachable,
I
started
out
as
an
entry
level
environmental
worker
in
the
field,
so
I
started
out
at
the
entry
level
as
low
as
you
start
in
public
health
and-
and
you
know,
I
worked
hard
rolled
up.
My
sleeves
I
tried
to
improve
myself
again
and
again
and
again:
I
got
training
for
myself
and
through
hard
work
and
some
luck
and
some
good
mentoring
and
some
good.
You
know
good
mentoring.
I
was
able
to
progress
up,
but
here's
the
thing,
here's
the
thing
you
know
every
one
of
you
could
do
the
same
thing.
Q
You
can
all
do
the
same
thing.
Everybody
can
be
a
leader
and
I
expect
everybody
would
be
a
leader
in
your
own
right
and
yeah.
Can
you
start
as
an
entry-level
person
who
doesn't
have
the
experience
or
training
and
go
right
up
to
the
executive
director
level
or
a
division
director
level
or
to
be
the
president
of
NATO?
No,
that's
not
how
it
works.
You
know
you
start
here
and
you
build.
Then
you
build
a
platform
there,
a
stair,
you
improve
yourself.
Q
E
A
In
public
health,
our
mission
and
vision
strongly
center
around
Health
Equity
and
promoting
our
staff
and
compass
and
represent
this
through
a
variety
of
approaches.
We
understand
each
person
is
in
a
different
part
of
our
journey
and
we
respect
and
support
this.
We
are
also
aware,
sometimes,
staff
can
initially
be
hesitant
to
participate,
continuously
abstain
from
some
of
this
work
or
be
avoiding
but
committed
growth.
What
do
you
see
within
your
role
as
the
executive
director
to
address
this.
Q
Good
question:
Health
Equity,
something
that
I
believe
in
it's
my
core
belief.
I'll,
give
you
a
couple
of
examples
of
how
we've
done
it
throughout
in
the
department,
but
everybody
matters.
Q
Every
person
matters
within
the
staff,
the
Divergent
different
viewpoints,
different
cultures,
different
life
experiences,
they
all
matter
because
we
operate
on
team
basis
and
we
all
have
to
operate
together
as
a
as
a
department
and
if
we
can
be
made
much
better
by
recognizing
and
inviting
diverse
groups
to
be
an
integral
part
of
what
we
do
and
so,
as
a
matter
of
principle,
I
agree
with
it.
I
put
it
into
practice
over
years
in
my
career.
Q
So
it's
more
than
talk,
it's
stuff
that
I
follow
through
with
and
done
and
I'll
just
say,
I
was
on
the
board
of
NHL
for
10
years
we
had
these
discussions
on
the
Health
Equity
social
justice
inclusion.
We
had
these
discussions
15
20
years
ago.
It's
not
something
that's
new.
It's
got
maybe
a
a
little.
It's
progressed
and
it's
different.
But
these
are
things
that
we
talked
about
as
a
natural
board
20
years
ago,
and
we
prioritized
it.
We
believed
it.
Q
We
learned
about
it,
we
grew
from
it
as
things
changed,
it's
important,
it's
important,
it's
critical,
everybody
has
to
be
included
or
we
can
be
not
be
effective.
We
cannot
be
effective.
Now,
I'll
give
you
an
example:
oh
yeah,
it's
just
a
bunch
of
words,
Gary
a
bunch
of
words.
Now
here's
what
we
did:
Oklahoma
City
Oklahoma
City
county
department
I,
was
the
director
there
two
years.
Q
So
what
we
did
is
we
did
zip
code
by
ZIP
code
analysis
of
our
of
our
health
health
assessment
right.
We
call
it
a
wellness
school.
It
was
a
con
kind
of
a
combining
of
metrics
that
we
used
and
and
and
so
what
we
found
was.
We
found
something.
That's
pretty
shocking
here,
we're
Public
Health
right
supposed
to
be
improving.
Health
working
with
our
community,
improve
health,
protect
health,
promote
good
health.
What
we
found
was
shocking.
Q
What
we
found
is
the
best
Health
performing
zip
code
and
the
most
challenged
Health
performing
Health
outcomes
performing
zip
code,
the
best
and
the
worst
okay,
the
average
lifespan
span
difference
between
the
most
challenged
and
the
very
top
is
14
years
of
lifespan.
Difference
14
years
and
I
can
tell
you
they
were
in
the
communities
of
color,
and
the
zip
codes
were
very
clearly
pointed
out
that
data.
Q
So
what
do
we
do?
I
mean
day
is
no
good.
If
you
don't
do
something
with
it
right.
So
what
do
we
do?
We've
worked
with
the
board.
We
worked
with
management
worked
with
the
staff,
he
said.
Well,
you
know
here's
what
we're
going
to
do.
There's
no
services
in
this
worse
forming
zip
code,
very
little
Services
right
avoid
of
services
we're
going
to
go
in
with
about
50
acres.
Q
Q
There
guess
what
we
had
a
one
mile
walking
trail
around
there,
because
what
physical
activity
is
important
right.
Q
Q
What
part
did
they
have
they
brought
in
and
they
they
built
a
practice
field
there
for
the
professional
soccer
team,
they
coach,
kids
and
they
bring
in
kids
and
Coach
kids
and
then
soccer
leagues
and
all
this
for
physical
activity
for
kids,
and
so
you
know
that
that
was
really
and
we
put
our
first
dollar
the
first
dollar
that
we
spent
available
money
on
building
that
campus
and
the
most
challenged
zip
code
in
the
county.
Q
That
was
challenged
and
so
put
your
money
where
your
priorities
are,
and
you
put
your
money
in
your
areas
of
greatest
need.
Why
two
things
number
one?
It's
the
right
thing
to
do!
Number
two:
if
you
want
a
big
increase
in
health
outcome,
Improvement,
you
have
to
go
there.
First
I
could
give
you
other
many
other
examples
of
that
of
actual
life
saved.
Then
maybe
we
have
time
to
get
into
that.
Okay,.
A
Q
Well,
we're
all-
and
you
know
anybody-
that's
been
through
code,
but
it
was
tough.
I
know
you,
you
knew
it
was
tough
I
dealt
with
it
as
well.
Public,
Health
emergencies,
I've
dealt
with
floods,
fires,
wildfires,
earthquakes,
you
name
it
a
tornadoes,
big
tornadoes
in
Oklahoma.
You
know
the
biggest
tornado
in
history
recorded.
History
was
just
west
of
where
we
live.
It
was
two
and
a
half
mile
wide
tornado
300
mile
winds.
Q
As
a
matter
of
fact,
just
three
weeks
ago
we
had
a
wildfire.
It
was
just
two
miles
north
of
where
we
live,
it
burned
82
houses
and
buildings,
and
so
it's
you
know
it
seems
like
we're.
Having
more
and
more
of
these
Public
Health
emergencies
and
and
of
course
these
are
the
things
that
we
would
deal
with
most
often
floods,
tornadoes
and
wildfires
things
of
those
natures,
and
then
you
know
we're
going
to
have
the
disease
of
the
day
right.
Q
We're
going
to
have
the
epidemic
of
the
day,
whether
that's
SARS
or
H1N1
or
or
you
know,
of
course,
the
pandemic
of
the
century
covid-19,
which
was
horrible,
so
I've,
I've,
I've,
LED
efforts
to
respond
to
all
of
those
very
familiar
with
it
very
familiar
with
the
incident
command
system
and
Dems
had
a
lot
of
experience
in
that
area.
So
obviously,
as
an
executive
director
you're
going
to
rely
on
your
experts
and
public
health
preparedness,
all
hazards,
preparedness
and
all
that
right,
you're
going
to
rely
on
your
staff
and
your
leadership
there.
Q
Q
The
things
that
you
all
have
been
through,
the
Marshall
fire
with
the
pandemic,
and
all
of
that
you
know,
staff,
resilience
and
I
mean
you
can
almost
go
into
post-traumatic
stress,
and
so
you
have
to
be
aware
of
that
aware
of
how
it's
affected
the
staff,
where
some
of
the
people
that
don't
respect
what
you've
done
and
so
be
supportive
of
that
as
well,
be
supportive
of
the
staff,
and
you
know
to
me:
here's
the
big
thing.
One
of
my
big
goals
would
be
this
and
I
don't
know
I'm
looking
from
the
outside.
Q
In
so
I,
don't
know
the
situation
of
Staff
morale
and
all
these
other
things
I've
heard
a
bit
here
and
there,
but
to
me
one
of
the
primary
goals
to
do
what
I
did
in
Tulsa
come
in
and
assess
the
staff
talk
to
the
staff,
get
to
know
the
staff
and
then
go
about
making
it
one
of
my
primary
goals.
Getting
this
trusted
staff
and
making
this
department
the
the
most
enticing
place
to
work
in
Boulder
County
make
this
a
great
place
to
work.
Q
Maybe
it
already
is
I
know
it
has
areas
of
greatness
already,
maybe
it's
across
the
board,
but
we
can
always
do
better,
but
I
know
when
I
was
in
became
the
director
in
Tulsa.
Nobody
wanted
to
work
there.
Staff
or
I
was
bad
staff
was
burned
out,
didn't
have
a
very
good
reputation
in
the
community
and
I
said
you
know
we're
going
to
turn
this
around
we're
going
to
work
with
Ford
the
leadership
and
the
staff.
Q
This
is
going
to
be
a
great
place
to
work,
and
it's
going
to
have
that
reputation
in
community,
and
you
know
we
did
it.
It
happened
and
you've
got
to
have
a
little
fun
because
we
spend
a
lot
of
time
work.
So
why
not
have
some
good
times
and
fun
in
collegiality
and-
and
you
know
be
good
colleagues
in
support
of
of
each
other,
because
we're
all
on
this
on
this
big
team
and
so.
A
Thank
you
good,
so
this
question
has
two
parts:
I
lost
the
first
and
seek
your
response
before
asking
the
second.
We
have
a
varied
set
of
Public
Health
Partners,
ranging
across
the
political
and
spiritual
belief
spectrums.
During
the
pandemic,
some
of
our
important
Partners
had
opposing
views
from
public
health
and
wanted
to
discontinue
mitigation
practices
with
their
organs.
Q
It
was
challenging
and
you
know
it
was
challenging
for
partners
too,
and
everybody
didn't
agree.
So
how
do
you
do
that?
I?
Think
in
the
first
instance,
when
you
talk
about
public
health
preparedness
in
emergency
preparedness
start
out
with
the
idea
of
all
hazards
all
hazards
preparedness,
then
you
move
to
the
idea
of
you
build
relationships
first,
so
you
know
you've
heard
the
same.
Q
You
don't
want
to
the
first
time
you
hand
out
business
cards
is
an
emergency.
You
don't
want
to
hand
out
your
business
cards
and
just
be
getting
used
to
meeting
someone
and
trying
to
develop
a
relationship
when
you
develop
a
emergency.
So
it's
key
to
develop
these
relationships
and
these
trusting
relationships
first
and
then
they're
going
to
be
more
likely
to
maybe
they
don't
agree.
100
percent
but
at
least
understand
our
points
of
view
and
and
be
more
supportive
of
it.
Q
And
you
know
maybe
there's
some
areas
always
look
and
it's
about
talking
to
different
people
listening
to
people.
What
are
their
concerns,
one
of
their
concerns.
We
got
to
listen
to
them
and
is
there
any
Common
Ground
here
we
may
never
totally
agree.
We
may
never
tell
the
degrees,
but
you
know
what
at
least
we
can
listen
to
each
other,
be
respectful
of
each
other
and
and
understand
each
other
and
and
so
I'll
give
you
I'll
give
you
a.
E
Q
Example,
my
first
day
on
the
job
as
a
commissioner,
one
of
the
people
in
the
office
came
and
said
you
got
300
people
down
in
the
parking
lot
that
are
having
a
for
having
a
demonstration
it's
getting
kind
of
unruly
down
there.
They
want
to
see
the
commissioner
I
said.
Well,
it
becomes
the
last
commissioner
with
me
with
them
right
last,
commissioner,
with
me,
I
said
well,
the
governor
has
called
me
over
his
office
today
and
I
can't
be
with
them
today.
E
Q
Q
This
is
the
ground
rules
as
long
as
you're,
respectful,
I
know
that
you're
upset
and
as
long
as
you're
respectful,
and
we
can
have
an
adult
conversation
here
and
listen
to
each
other,
we'll
have
a
meeting
and
we'll
see
if
we
can
agree
on
some
things
well,
so
we
did
I,
just
let
them
talk
and
they
they
had.
You
know
they
were
angry
and
they
expressed
that
anger
and
I
just
listened
and
then
after
they
were
through
I,
said
well,
okay,
what
can
we
agree
on?
Well,
we
ended
up.
Q
We
had
several
things
we
could
agree
on,
and
so,
after
that
we
really
had
it
was
not
a
contentious
relationship.
Did
we
agree
on
everything?
No,
we
didn't
agree
on
everything
matter
of
fact.
We
regulated
that
industry,
but
but
we
did
listen
and
that
that
open
communication,
which
I
think
I
think
is
important,
but
you've
got
to
have
Partners
and
I
think
science.
Q
All
of
this
has
to
be
science
based
and
that's
what
we
go
on,
but
keep
in
mind
too
so
science
changes
right,
I
mean
gosh,
look
at
covert
from
the
first
days
of
coven
back
in
February
March,
and
what
we
do
I
could
tell
you,
because
we
I
don't
know
if
we
can
do
it
or
not.
But
I
was
the
health
commissioner,
at
the
time
when
the
first
professional
game
in
history
was
canceled,
that
was
the
Utah
Jazz
I
couldn't
received
Thunder.
That
was
a
decision.
Q
I
didn't
want
to
make
folks
I
could
tell
you,
I
didn't
want
to
make
it,
but,
but
you
know
we,
we
didn't
know
much
about
Kobe
at
that
point
in
time.
We
knew
that
it
was
infectious
and
we
knew
that
it
could
kill.
We
didn't
know
exactly
how
it
was
transmitted,
a
lot
we
didn't
know
about
it,
but
I
called
we
tested
the
player.
I
called
the
governor
up
the
governor
said:
what
do
you
recommend
I
said
see?
This
could
be
a
short
career,
I
recommend.
We
cancel
the
game.
Q
That
seems
like
a
no-brainer
now
but
believe
me
on
March
11
2020.
It
was
not
a
no-brainer
because
no
one
had
ever
canceled
a
professional
sports
game
in
the
history
of
this
country
for
the
health
related
reason,
and
so
we
worked
through
that
I
called
the
governor
and
he
said:
okay,
he
got
the
NBA
commissioner,
the
owner
of
the
team,
the
two
teams
on
the
line
and
that's
what
happened
and
those
of
you
if
you've
seen
any
of
those
any
of
the
news
stories
about
that
to
you
that
resonate
with
you.
Q
So
it's
tough
work,
you
know,
but
we
build
relationships
and
we
try
to
keep
these
Partners
in
place
to
the
best
of
our
ability
and
do
everything
we
can
do.
But
there
was
an
old
General
that
once
said
this,
he
said
you
have
to
work
with
an
army
of
the
Willing
Barbie,
the
Willing.
So
you
have
to
keep
in
mind
as
as
much
as
you
try
as
much
as
we
try.
There
are
some
people
that
will
not
see
eye
to
eye
and
won't
work
with
me.
So
you
say
I'm
sorry
about
that.
Q
We're
going
to
see
everything
we
could
do
to
get
you
to
work
with
us,
but
but
we're
going
to
go
forward
with
the
partners
that
will
work
with
us
and
we'll
work
together.
A
So
I
have
a
follow-up.
I
know
we
extended
the
time
just
a
little
bit
on
that
question,
but
I'd
like
to
give
you
an
opportunity
to
answer
sure.
So
in
these
types
of
situations,
how
did
you
support
your
staff
in
working
with
Partners,
whose
views
and
beliefs
they
run
counter
to
effective
Public
Health
practices.
Q
Well,
I
think
I
think
you
support
them
by
by
being
supportive.
You
know,
by
by
by
saying
you
know,
I
understand
this
I
understand
that
we
don't
agree
here,
but
let's
take
the
high
road
and
work
with
those
that
do
that
will
work
with
us
and
basically
support
the
staff
in
those
efforts,
but
realize
and
and
I
guess
reiterate
to
the
staff
that
we're
here
to
do
a
job.
Q
We
have
a
measurement,
a
job
that
we
have
to
do,
and
so
we
have
to
keep
that
primary
and
our
minds
going
forward,
but
do
everything
a
support
that
we
can
for
the
staff?
Q
A
Thank
you
so
we're
going
to
transition
out
to
the
audience
now.
So
if
you
have
question
number
six,
please
go
next
and
identify
your
name
pronounselves.
H
My
name
is
Cindy
Campbell,
the
pronouns.
Are
she
her
and
hers?
I
started
here
as
a
covid-19
investigator
this
year,
I've
been
a
disease
intervention
specialist
and
we're
still
doing
some
investigations.
H
Q
Okay,
well,
I,
think
I
think
some
of
the
some
of
the
feedback
that
I
think
I
received
award
that
was
difficult,
but
that
was
true
was
that
perhaps
we
had
a
very
I
want
to
say:
Forward
Thinking
strategic
plan,
five
year
strategic
plan
with
a
lot
of
very
ambitious
goals
in
my
board,
I
worked
for
the
board.
The
board
said
this:
is
it
do
it
and
so
I'm
an
action-oriented
person
and.