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From YouTube: Boise City Council - Strategic Planning Session
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A
A
A
D
Morning,
Madame
mayor
members
of
the
council,
I'm
Courtney,
Washburn
I'm,
the
chief
of
staff
for
the
city
of
Boise
and
I'm
before
you
today
to
give
an
overview
of
our
plans
for
today.
So
today
is
your
strategic
planning
meeting
and
everything
before
you
is
in
fact
a
strategic
plan.
D
The
reason
we
wanted
to
bring
these
Master
plans
before
you
is
to
give
you
a
longer
term
vision
of
the
investment
the
city
is
hoping
to
make
in
some
of
these
key
areas.
Each
of
these
plans
have
different
timelines.
As
a
reminder,
they
range
from
5
to
15
years.
15
years
is
the
zoo
and
five
years
is
Public
Safety
and
the
library.
Each
of
these
plans
utilize
peer
cities,
best
practices
and
subject
matter.
Experts
and
I.
D
Change
the
slides
and
they
will
incorporate
Community
input
to
ensure
we're
meeting
the
needs
of
the
community.
Some
of
these
plans,
like
the
library,
have
been
out
for
Community
feedback
for
quite
a
while,
and
that
was
the
first
step
in
the
development
of
their
plan.
I
believe
that's
also
the
case
with
the
zoo,
Public
Safety
is
I
would
say
those
are
more
in
a
draft
form,
so
you
will
get
an
update
on
what
the
community
outreach
associated
with
those
plans
will
be
later
today.
D
So
on
today's
agenda,
as
I
mentioned,
is
Public
Safety,
police
fire
and
then
that
presentation
on
community
engagement,
I
mentioned
the
library
strategic
plan
and
the
zoo
master
plan.
All
of
these
we're
hoping
for
your
feedback,
input,
Direction
and
the
opportunity
to
answer
any
questions
you
may
have.
Each
of
these
represents
significant
Investments
and
they
are
all
we're
all
looking
for
feedback
from
you
on
these,
so
that
when
the
Departments
continue
their
budget
build,
we
have
a
sense
of
the
priorities
and
directions
of
each
of
these,
and
so
before
I
get
started.
D
I
just
wanted
to
touch
on
Public
Safety
and
why
we're
bringing
Public
Safety
before
you
today?
This
is
the
first
time
that
I'm
aware
of
that,
the
city
has
taken
the
time
to
plan
Public
Safety
on
a
longer
term,
Horizon,
a
reminder:
Public
Safety
compromises
about
55
percent
of
the
city's
overall
budget,
so
these
are
significant
Investments
and
have
a
big
impact
on
the
city's
overall
budget.
So
these
plans
were
created
at
the
request
of
council.
Police
resources
are
focused
on
community
policing
and
Behavioral
Health.
D
Fire
resources
are
focused
on
service
coverage
across
the
city
and
response
coordination,
and
again
these
were
used
created.
These
were
used
to
create
these
were
used
based
on
our
peer
cities.
Best
practices
I
think
I
would
call
this
limited
Community
feedback.
We
do
intend
to
do
a
more
robust
process
associated
with
these
and
I.
F
Council
good
morning,
this
slide
Ron
and
I
are
going
to
share
and
then
Chief
is
going
to
go
into
the
police,
Staffing
and
strategic
plan
and
then
I'll
follow
him,
but
really
in
this
slide.
What
we
wanted
to
talk
about
with
council
is
that
we
work
together
to
develop
a
vision
for
the
future
for
Public
Safety.
Certainly
there's
some
differences
in
our
needs,
but
we
want
to
make
sure
that,
as
your
two
Public
Safety
agencies,
we
came
together
and
looked
at.
How
do
we
build
this
together
for
the
betterment
of
the
community?
F
And
so
our
four
focuses
that
we
want
to
talk
about
and
you'll
see
this
theme
throughout
the
plan
and
the
presentation
I'm
going
to
cover
the
first
two
and
then
Chief's
going
to
cover
the
second
two
response.
Evolution
looking
at
our
community
needs
and
not
just
saying
we're
going
to
respond
the
way
we
always
have
but
really
responding
to
the
community
needs,
and
that
could
be
a
non-traditional
type
responses,
whether
it's
community,
policing,
non-traditional
fire
department
response
to
meet
the
needs
of
our
community.
So
you'll
see
this
throughout
the
theme.
F
As
far
as
the
evolution
of
response.
Don't
we're
not
always
thinking
that
the
way
we
always
have
and
so
we're
looking
at
new
ways
to
think
and
then
Workforce
stabilization,
that
includes
recruitment
strategies.
It
includes
making
sure
we
have
the
the
right
Staffing
for
the
needs
of
the
community
and
the
call
volume
so
really
looking
to
stabilize
the
workforce,
not
only
with
on
our
response
operations
Personnel,
but
within
every
division
of
both
departments,
as
well
as
our
professional
admin
staff.
F
So
those
are
two
focuses
Chief's
going
to
cover
the
next
two
I
just
realized
the
slight
awkwardness
of
this
transition
right
here,
but
Chief's
going
to
cover
the
next
two
and
then
move
into
the
police
strategic
plan.
G
Thank
you,
Mark
Madam,
mayor
council.
It's
a
pleasure
to
be
with
you
today
appreciate
the
opportunity
as
Chief
Niemeyer
introduced.
We
will
also
be
looking
at
Capital
planning
and
investment
and,
as
the
slide
in
front
of
you
indicates,
we
have
to
plan
and
invest
up
front
so
that
we
have
the
facilities,
Equipment,
Technology
and
personnel
in
place
to
meet
the
needs
and
expectations
of
our
community
as
we
grow
in
size
as
well
as
in
population,
and
the
last
priority
that
you
will
see
weaved
throughout
the
presentation
today
has
to
do
with
employee
Wellness.
G
So
the
first
slide
that
I
will
talk
with
you
about
has
to
do
with
our
Police
Department
strategic
plan.
We
recognize
that
the
fire
department
has
done
a
great
job
in
planning
for
the
future
and
we
are
quickly
working
to
match
their
efforts
and
borrowing
some
of
their
framework.
So
thank
you,
Chief
Niemeyer.
G
Pardon
me,
community
policing,
has
been
along
the
Forefront
of
the
Boise
Police
Department
and
a
highlight
for
our
city.
For
decades,
we've
been
practicing
the
principles
of
community
policing
before
it
was
in
Vogue
or
cool
to
be
engaged
in
community
policing.
It's
the
way
we
do
business
and
some
of
the
examples
I
just
wanted
to
draw
your
attention
to
are
of
how
we've
created
National
best
practices
for
community
policing.
G
G
Several
years
ago,
I
was
asked
to
go
and
attend
the
International
Association
of
chiefs
of
police,
major
cities,
association
meeting
and
present
on
our
Refugee
liaison
program,
and
that
gathered
great
interest
from
those
Chiefs
of
larger
cities
as
how
we
were
interacting
with
our
Refugee
population
and
the
improvements
that
we
were
able
to
make
through
that
and
I
can't
help,
but
highlight
one
more
that
is,
is
fairly
unique
to
Boise
as
our
organized
retail
crime
unit.
G
They
do
that
all
across
the
country
and
they
are
almost
always
caught
here
in
Boise
Idaho,
so
we're
grateful
for
those
efforts,
but
as
part
of
this
strategic
plan,
we
want
to
make
sure
we
are
not
asking
our
officers
to
sacrifice
that
community
policing
in
order
to
respond
to
reactive
police
work,
we're
committed
to
ensuring
that
we
have.
We
are
improving
and
increasing
growing
our
community
policing
programs
as
we
grow
to
over
the
300
000
population
Mark.
G
That
tends
to
be
the
Tipping
Point
in
many
cities
for
law
enforcement,
where
policing
Services
of
necessity
become
more
reactionary
than
proactive,
if
not
successfully,
plan
for
and
staffed
appropriately,
one
area
that
we
also
see
a
lot
of
opportunity
as
I
close
out.
This
slide
is
in
organizational
development.
While
we
add
additional
personnel
and
resources,
we
have
to
also
increase
training,
leadership,
development
supervision,
succession
planning
and
overall
strategic
planning
to
formalize
our
community
policing
strategy.
G
As
Chief
Niemeyer
spoke
initially
the
response,
evolution,
we're
going
to
talk
and
take
you
through
our
five-year
Public
Safety
plan,
and
it
begins
with
response
evolution
in
the
next
five
years.
We
aim
to
evolve
by
getting
better
at
having
and
using
long-term
strategic
plans.
We
need
this
not
only
to
prepare
an
account
for
Community
growth,
but
for
growth
inside
the
department
as
well,
and
as
Courtney
mentioned,
we
will
use
pure
City's
research,
best
practices
and
engaging
the
community
as
well
as
the
council,
to
make
those
plans
over
the
next
five
years.
G
We
see
a
need
to
add
a
new
unit
to
the
department,
as
I
have
come
in
and
looked
at
priorities
and
things
that
are
facing
us
and
the
challenges
that
are
ahead.
This
will
help
us
in
Pro
being
proactive
and
investigating
organized
crime
coming
into
our
community
without
dedicated
resources.
We
are
operating
as
a
reactive
response
as
a
police
department,
and
this
organized
crime
unit
that
we
would
propose
would
be
used
to
address
emerging
problems
like
human
trafficking,
gang
violence
and
retail
theft.
G
As
many
of
us
know,
we
take
pride
in
Boise
that
we
proactively
seek
to
prevent
problems
or
respond
to
those
problems
when
they're
small,
before
they
get
big
and
out
of
hand
in
the
coming
years.
As
our
population
grows,
there
will
be
undoubtedly
a
need
for
things
like
a
full-time,
Special,
Operations
unit
or
SWAT
team.
G
Currently,
when
a
large-scale
incident
or
even
a
more
common
high-risk
warrant,
service
or
barricaded,
subject
call
comes
in
our
SWAT
team
is
activated,
meaning
that
those
members
who
make
up
the
team
working
it
as
an
ancillary
Duty
leave
their
primary
function,
whether
they're
a
school
resource
officer,
a
neighborhood
contact
officer,
a
patrol
officer
or
a
training
officer.
They
leave
their
regular
assignment
to
handle
the
call
or
the
warrant
service
that
is
in
progress,
so
that
leaves
our
citizens
with
fewer
officers
to
handle
their
problems
or
calls.
G
While
that
higher
priority
one
takes
precedence,
we
look
forward
to
not
the
need
for
those
things,
but
we
recognize
that
it's
coming
as
we
look
around
in
some
of
our
partners
across
the
area,
Las
Vegas,
Metro
I,
believe,
has
two
full-time
SWAT
teams
conducting
those
business
needs
so
that
they
can
keep
their
patrol
forces
and
other
forces
dedicated
to
their
regular
positions.
G
So
that
is
what
we
talk
about
when
we
say
Central
or
specialized
teams,
centralization
moving
forward
in
the
workplace
or
Workforce
stabilization.
The
next
phase
of
our
Five-Year
Plan
is
that
and
again
it's
to
protect
the
investment
we've
already
made
in
these
programs.
We
hope
to
add
personnel
and
training
to
continue
to
be
successful.
G
So
we
would
ask
for
an
increase
in
our
authorized
strength
of
officers.
We're
striving
to
increase
the
officer
count
to
be
in
line
with
a
pure
City
average
of
1.8
officers
per
1000
residents,
resulting
in
reduced
officer
burnout,
better
customer
service,
faster
response
times,
improved
investigations,
increased
supervision
and,
ultimately,
a
deeper
Community
Trust.
G
We
want
to
add
different
resources,
we'll
be
able
to
handle
the
long-term
or
criminal
case
investigations,
freeing
up
those
school
resource
officers
who
are
now
tasked
with
that
to
do
their
proactive
work
as
it
relates
to
our
Traffic,
Unit
or
motor
officers.
We
want
to
add
Personnel
to
proactively
address
traffic
related
safety
concerns
with
which
are
constantly
a
top
Community
complaint
here
in
Boise
from
our
residents
and
then
I
just
want
to
touch
briefly
on
the
behavioral
health
response.
Our
Behavioral
Health
Team.
We
intend
to
continue
with
that.
G
We
have
two
teams
dedicated
full-time
in
responding
and
working
with
those
folks
who
are
in
Mental
Health
crisis
in
our
community,
and
we
see
a
need,
as
that
continues
to
be
one
of
our
top
calls
for
service
and
growing
each
year.
We
will
see
a
need
to
expand
that
in
the
future
and,
lastly,
professional
staff
support.
G
We
also
want
to
maximize
opportunities
for
non-sworn
duties
to
be
done
and
completed
by
folks
who
are
not
the
sworn
officers,
their
support
staff,
so
that
we
can
free
up
the
time
of
our
officers
to
to
do
the
work
they
need
to.
We
also
want
to
maintain
a
minimum
of
27
percent
professional
staff
to
Total
Department
employees,
as
a
percentage.
C
I've
met
a
mayor.
Thank
you.
So
much
chief
I
have
a
question
about
the
officer
account
because
I
know
that
not
all
cities
are
dedicated
to
community
policing
in
the
same
way
that
we
are
so
as
we're
comparing
to
peer
cities.
What
other
comparisons
are
you
drawing
between
us
and
our
peer
cities?
Besides,
just
that
straight
number
that
we're
seeing
Madam.
G
Mayor
council,
president
woodings,
thank
you
for
that
question.
There
are
a
lot
of
things
that
go
into
Staffing
decisions
and
one
of
those
just
a
very
basic
one.
Is
that
officer
count
per
thousand
residents
and
we
recognize
there
is
much
much
more
than
that
and
in
fact,
if
you
want
to
do
community
policing
well
and
write,
certainly
the
the
need
for
personnel
is
even
greater
than
that.
G
But
we
feel
like
we
just
need
to
have
that
as
a
goal
to
get
to
over
the
next
five
years,
because
the
number
of
officers
we
would
need
to
hire,
train
and
and
put
into
place
would
be
very
difficult
to
do
even
just
to
get
us
to
that
that
point.
G
But
we
will
also
be
engaging
in
community
feedback
sessions
and
and
surveys,
as
well
as
Consulting,
with
our
chief
citizen
advisory
panel
and
and
folks
in
our
community,
to
really
drive
what
types
of
services
we
need
to
be
providing
and
then
being
able
to
look
at
what
resources
are
necessary
to
accomplish
that.
So
when
I
talk,
this
very
basic
number
1.8
per
1000,
that's
just
to
bring
us
up
to
the
average
of
our
peer
cities
and
we
feel
like
we
do
a
great
job
with
the
resources
that
we
have.
G
Our
officers
and
our
our
professional
staff
have
always
gone
above
and
beyond
the
Call
of
Duty
to
make
things
happen.
But
we
know
that
we
probably
can't
continue
that
on
a
on
a
shoestring
as
we've
done
for
many
years,
and
it's
it's
a
credit
to
the
caliber
of
people
that
we've
had.
We
do
need
to
increase
in
the
future,
though
I
don't
know.
If
that
is
one.
C
G
Mayor
council
president
woodings
you're
stealing
my
thunder
that'll.
G
Give
the
number
shortly
so,
okay,.
H
Thank
you.
Thank
you.
Chief.
It's
good
to
see
you
so
a
couple
of
questions
on
the
SRO
proactive
actions,
you're
still
going
to
make
a
commitment
that
the
officers
aren't
in
the
schools
to
conduct
arrests
at
school
is
that
am
I
correct
on
that
Madam.
G
Mayor
council,
member
Clegg,
thank
you.
Our
our
goal
is
always
to
provide
mentorship
education,
Safety
and
Security
for
the
school,
and
our
our
goals
are
never
to
just
conduct
investigations
and
arrests
at
school.
There
are
occasions
when
that
does
become
necessary,
that
an
arrest
takes
place
at
school,
but
it's
certainly
not
our
preference
and
not
the
way.
We
would
hope
to
do
business
on
a
day-to-day
basis.
G
Our
our
intent
in
expanding
or
adding
investigative
resources
to
the
SRO
program
is
so
that
officers
who
are
assigned
to
those
investigative
cases
can
can
conduct
those.
They
can
certainly
come
into
a
school
and
and
perhaps
contact
a
student
there
for
for
an
interview
or
a
question
or
those
type
types
of
things
or
they
can
coordinate
with
the
officer,
that's
in
the
school
to
do
that.
G
H
Thank
you
I.
You
know,
I,
think
that
focus
is
really
important
from
everything
I
know
on
the
Traffic
Unit.
Another
question
there
I
know
across
the
country.
Traffic
stops
have
been
used
as
an
excuse
to
stop
someone
and
investigate
something
else.
H
I
certainly
am
in
favor
of
in
ensuring
that
their
safety
on
our
streets,
we
need
to
slow
some
of
the
speeds
and
some
of
those
things,
but
I
also
am
a
little
concerned
that
when
you
talk
about
traffic
units,
if
you
don't
put
really
clear
sideboards
around
what
it
is
they're
tasked
with
doing
that
that
tends
to
end
up
with
a
little
Mission
cream.
G
Madam,
mayor
council,
member
Clegg,
I
I
appreciate
that
concern
and
when
I
speak
of
the
traffic
units
I'm,
primarily
speaking
of
the
motor
officers,
so
they're
on
motorcycles.
If
we,
if
we
went
down
that
mission
creep,
Road
we'd
probably
have
to
add
a
sidecar,
so
we
could
transport
folks
to
to
jail
their
their
mission
is
primarily
traffic
enforcement
and
they
are
focused
strictly
on
those
most
egregious
moving
violations
that
that
are
the
cause
of
so
many
crashes
in
our
in
our
city
and
injuries
to
our
folks.
G
So
those
those
are
spelled
out
very,
very
carefully
and
clearly
for
our
traffic
units
and
what
their
intent
is
and
I
think.
Looking
at
the
past
history
of
those
motor
officers,
they
they
stay
pretty
close
to
the
traffic
mission
that
they
are
tasked
with.
Thank
you.
H
Thank
you
one
last
one
if
I
might
so
the
behavioral
health
response
I
know
that
we're
now
just
getting
that
second
team
up
and
running
I
think
some
of
us
have
had
an
ongoing
concern
that
that
still
isn't
enough
that
maybe,
in
addition
to
identifying
another
team,
we
need
to
really
look
at
our
response
to
those
incidents
that
come
from
behavioral
issues
rather
than
criminal
issues
and
wonder,
as
you
evolve
this
this
particular
part
of
the
police
department.
What
you're
thinking
about
that.
G
So
we
look
forward
to
Future
collaboration
in
that
regard,
but
we,
we
are
certainly
cognizant
of
the
fact
that,
with
that
being
such
a
growing
number
of
our
calls
for
service
and
our
interactions
with
folks
who
have
mental
illness
and
and
issues
in
that
realm,
that
that
we
can
do
better
and
we
can
find
new
and
innovative
solutions
to,
hopefully
resolving
those
concerns
and
working
with
Community
Partners
to
provide
the
resources
necessary
for
them
that
they
do
not
become
a
repeat
issue
for
law
enforcement
to
deal
with
when
really
the
basis
of
their
problems
and
and
issues
are
rooted
in
mental
illness
and
mental
health
concerns.
G
H
I
Madam
mayor
Chief,
thank
you
for
the
presentation.
I
had
a
couple
of
questions,
particularly
about
the
sros.
What
does
that
mean
for
any
sort
of
cost
sharing
for
the
Boise
school
district
and
then
a
secondary
question
remind
me:
do
you
have
any
role
with
West
data
for
my
fill
us
in
on
that?
Thank
you.
G
Madam
mayor
council,
member
Willits-
yes,
indeed,
we
we
do
have
a
role.
I'll
take
the
second
part.
First,
with
West
data,
all
schools
in
the
city,
limits
of
of
Boise
are
serviced
by
the
Boise
Police
Department
and
our
sros
are
assigned
in
West
data
schools,
and
so
we
have
a
relationship
with
both
the
Boise
school
district
and
the
West
data
district
schools
like
Centennial
Lowell
Scott.
G
Those
are
all
in
West
data
and
we
provide
the
services
there
and
we
do
have
cost
sharing
agreements
with
those
school
districts
currently
and
are
working
to
to
increase
those
and
make
sure
that
they're
they're
good
for
both
of
us
and
this
issue
that
I
am
speaking
of
where
we
would
increase
investigative
resources.
That
would
remain
to
be
worked
out
with
them
as
to
what
that
cost
sharing
measure
would
be.
G
We
certainly
would
hope
that
they
would
be
willing
to
partner
with
us
in
those
regards,
because
the
the
work
that
an
investigative
detective
would
do
certainly
impacts
the
schools.
We
also
recognize
that
some
of
the
things
we
are
asking
our
sros
to
do
have
nothing
necessarily
to
do
with
the
school
other
than
the
fact
that
the
students
who
go
to
that
school
may
have
been
involved
in
criminal
activity
away
from
the
school.
So
we
think
there's
room
for
for
working,
that
out
and
being
partners
and
trying
to
find
the
best
balance.
G
Okay,
I'll
be
brief
for
the
next
couple
of
slides,
Capital
planning
and
investment
in
order
to
get
all
of
these
things
done
with
our
programs
and
our
people
we'll
need
to
make
some
Capital
Investments.
You
may
recall
this
very
Council,
supported
BPD
by
allocating
funds
for
a
Professional
Services
agreement
to
develop
a
technology,
strategic
plan
or
road
map.
G
The
final
report
from
our
vendor
partner
will
be
delivered
next
month
and
we
are
happy
to
report
that
this
is
actually
a
case
that
was
very
successful
and
we
had
a
great
engagement
with
Delta
Works
in
this
regard.
So
by
maximizing
our
technology
plan,
we
will
be
able
to
turn
data
into
intelligence,
allowing
people
to
make
that
people
connection
and
allowing
technology
to
make
the
system
connections.
This
will
also
provide
additional
transparency
to
our
community
and
based
on
the
success
of
that
technology,
strategic
plan,
we're
encouraged
in
our
effort
to
have
a
facility
strategic
plan.
G
So
this
plan
will
proactively
ensure
the
department
is
preparing
for
future
needs
regarding
training,
Space,
Storage
crime,
lab
and
office
spaces
to
continue
to
provide
equal
or
greater
service
levels
to
our
community,
and
we
recognize
there
will
be
a
need
to
add
a
future
station.
While
we
don't
know
exactly
where
at
this
point,
we
haven't
concluded
that
or
conducted
that
study.
G
Also
the
downtown
station
We
Believe
needs
some
expansion.
We
envision
creating
a
downtown
destination
for
members
of
the
public,
as
well
as
officers
to
be
able
to
meet
connect
and
have
conversations
that
would
allow
more
officers
from
traffic
enforcement
to
detectives
to
work
in
the
area
that
they're
assigned
again
without
commuting
to
and
from
City
Hall
West
and
then.
Lastly,
a
police
training
center
expansion.
G
Okay,
the
moment
you've
been
waiting
for
with
your
question
in
order
to
achieve
the
goals
we
are
presenting
in
our
strategic
plan,
I'd
like
to
prepare
you
for
our
Personnel
requests
to
increase
the
number
of
officers
over
the
next
five
years.
These
numbers
simply
bring
us
on
par,
as
I
mentioned
before,
with
our
peer
cities
at
the
current
population
of
our
city.
G
If
you
factor
in
growth
projections,
obviously
this
number
would
be
greater,
so
right,
sizing
across
all
divisions
to
ensure
that
we
have
Patrol
officers
responding
to
emergency
calls
detectives
to
solve
criminal
activities
and
adequate
Staffing
to
continue
community-oriented
policing.
Efforts
to
build
relationships
of
trust
and
reduce
crime.
Long
term
would
put
that
number
and
I
even
put
it
in
bold,
even
though
I
was
afraid
it
might
shock
you
129
new
officers
are,
is
the
number
that
it
would
take
to
bring
us
to
that
1.8.
So,
in
other
words,
we
are
currently
authorized
strength
of
333.
G
We
would
need
to
go
to
462
in
order
to
accomplish
that
number,
and
so
that
is
the
the
ask
today
or
the
preparation
for
the
ask
in
the
future
over
the
next
five
years
that
we
would
be
looking
at
that
number
again,
with
Community
input,
with
Council
input
and
with
looking
at
what
our
needs
are
and
what
what
our
community
expectations
are
of
us
in
the
future,
as
it
relates
to
community
policing
and
with
that
I
would
again
stand
for
questions.
H
You
you
know:
I
I
realized
that
looking
at
pure
cities
is
important,
but
in
my
time
here
at
the
city,
we've
not
said
that
we
need
to
match
our
peer
cities
and
number
of
officers.
What
we've
said
is
that
we
need
to
match
our
peer
cities
in
service
and
so
I
get
that
that
does
equate
in
some
ways
to
a
number
of
officers,
but
I
guess
I'm
a
little
concerned
that
we're
looking
at
a
number
based
simply
on
that
and
not
what
we'll
get
out
of
it.
G
Madam
mayor
council,
member
Clegg,
I
appreciate
that
concern
and
I
understand
that
concern,
and
certainly
there
is
more
to
the
equation
and
and
some
of
the
things
we've
been
talking
about
all
of
our
specialized
community
policing
units
and
and
efforts
we
have
slowly
taken
from
those
our
motor
officer
team
is
smaller
than
it's
been
in
many
many
years,
our
school
resource
officer
unit
when
I
worked
in
that
unit
as
a
supervisor.
G
H
Mayor
follow-up:
if
I
could
I
appreciate
hearing
that
I
guess
for
me,
it
would
be
more
effective
to
make
a
decision
about
how
many
officers,
if
you
brought
to
us
in
school
resource
officers.
Here's
where
we
are
today
here
was
our
historic
Staffing.
When
we
thought
we
were
more
effective,
here's
the
number
of
schools
we
have
today
versus
that
and
here's
what
we
think
it
would
take
to
cover
it
and
do
that
for
each
of
the
areas
rather
than
this
gross
number
based
on
some
percentage
that
that's
just
me.
C
I'm
just
going
to
kind
of
keep
along
that
same
line
of
thinking.
When
you
talk
about
you
know,
we
used
to
have
this
many
sros,
and
now
we
have
this
many.
What
has
been
the
change
in
outcomes
to
that
shift?
So
those
are
the
kinds
of
things
that
I
would
be
looking
for,
as
we
make
I
mean
129
new
officers
is
a
lot
of
people.
It's
a
lot
of
resources,
it's
a
lot
of
money.
So
what?
What
are
the?
What
are
the
outcomes
that
are
driving
that
you
know?
C
How
could
we
build
out
our
mental
health
teams
better
to
better
respond
to
the
calls
that
we're
seeing
in
our
city
really
tying
those
into
needs
and
outcomes?
I
think
would
help
us
make
a
better
decision
and
upcoming,
because
these
are
all
going
to
be
budget
decisions,
and
so
I
think
that
that
would
help
us
be
a
little
bit
more
informed
and
I
would
look
forward
to
seeing
some
of
that
a
little
bit
more
granular
data
based
on
outcomes
in
the
future.
G
G
E
Well,
I've
got
a
couple
questions
that
are
related
first
I
want
to
respond
to
a
couple
things
that
I
think
are
are
really
great
and
really
exciting.
First
of
all,
The
Wellness
for
your
staff
I.
Don't
think
that
there's
anything
more
important
than
everybody
being
able
to
show
up
in
their
very
best
state
well
rested.
E
Hopefully
things
are
going
well
at
home
so
that
they
can
show
up
the
best
that
they
possibly
can
for
our
community.
So
I'm
really
excited
to
see
that
both
in
in
police
and
fire
I'm
excited
to
see
an
increased
focus
on
the
behavioral
health
response.
We
know
that
that's
a
big
issue
and
we
know
that
at
least
the
team
that's
been
in
place.
The
longest
I
know.
E
I,
remember
your
presentation
earlier
this
year
and
I
think
that
there
was
maybe
four
for
arrests
the
previous
year
and
it
was
alarming,
like
we
know
that,
there's
more
going
on,
and
so
we
know
that
we've
got
to
increase
our
capacity
and,
in
my
opinion,
and
what
I
hear
from
the
community
is
that
something
really
important
and
that's
something
that
we
really
really
want
and
expect
and
would
love
our
our
police
to
be
doing
more
often,
my
question
I
guess
related
to
The
Numbers
120,
the
129
officers,
and
what
would
be
helpful
for
me
and
I.
E
I
think
that
this
was
already
mentioned,
but
maybe
I'll
ask
it
differently,
is
to
see
it
kind
of
broken
down
in
what
you
expect.
Those
different
types
of
positions
to
be
so
how
many
of
those
would
be
dedicated
to
a
behavioral
health,
Response
Team?
How
many
would
go
to
an
organized
crime
unit?
How
many
would
go
to
sros
and
I
know
that
you
won't
be
able
to
get
those
exact
numbers,
but
getting
a
little
bit
of
a
breakdown.
E
I
think
would
be
helpful
in
having
an
idea
of
not
only
how
many
officers
they're
going
to
be,
but
what
the
future
of
those
positions
are
going
to
look
like
and
I
guess
one
of
my
questions
there
of
the
129.
Do
we
include
I,
think
you
call
them
professional
staff
or
civilian
members
of
the
police
department
are
those
included
in
that
129
or
are
those
129
sworn
officers.
G
Madam
mayor
council,
member
Hallie
Burton
in
answer
to
that
question.
Yes,
the
129
would
be
the
number
of
sworn
officers
and
we
are
also,
as
I
mentioned
earlier,
committed
to
having
that
27
percent
professional
staff
to
sworn
officer
ratio
maintained.
So
when
we
ask
for
these
officers,
they
would
include
everything
on
the
officer
side,
from
officers
to
sergeants
supervisors
lieutenants
and
on
up
so
that
we
can
have
the
appropriate
accountability
within
the
department,
as
well
as
the
number
of
officers
needed
to
do
the
work.
G
J
E
The
so
it's
not
just
129
it's
129,
plus
we
expect
some
additional.
You
know
professional
staff
as
well,
and
one
of
the
things
that
you
mentioned
on
when
the
slides
was
a
kind
of
an
increase
with
that
27
increased
effort
of
using
utilizing
those
positions.
I
think
in
hopes
that
our
sworn
officers
could
spend
more
time
addressing
other
areas
of
focus.
What
are
some
of
the
areas
that
you
see,
sort
of
an
expanded
use
of
those
professional
staff.
G
Madam
mayor
council,
member
Hallie
Burton
there
are,
there
are
a
number
of
things
that
we
can
do
from
our
strategic
Services
team
to
provide
support
for
the
sworn
officers
and
their
activities,
but
also,
as
you
were,
probably
very
familiar.
Our
community
service
specialists,
the
css's
that
go
out
and
respond
to.
If
you
will
cold
calls
for
service
where
there's
no
suspect
on
scene.
They
are
not
sworn
and
not
armed,
but
they
go
out
and
they
do
some
of
that
crime.
G
Scene,
processing,
photographs,
fingerprints,
those
types
of
things,
so
we
would
hope
to
increase
the
number
of
community
service
specialists
and
other
professional
staff
to
support
the
efforts
of
those
officers.
But
those
are
two
certainly
as
well
as
the
the
behavioral
health
Team.
Certainly
those
are
non-sworn
positions
in
the
mental
health
partners
that
are
paired
with
officers.
So
those
would
be
in
that
number
as
well
that
we
would
see
increasing
great.
E
And
then
Madame,
maybe
just
the
final
comment
that
I've
got
here:
I'm,
really
glad
to
hear
that
one
of
the
things
I
want
to
recognize
is
that
it's
really
terrible
to
hear.
We
want
you
to
do
more
with
less
and
so
I
understand
how
that
feels
and-
and
you
know,
someone
who
runs
an
organization
or
sees
other.
E
You
know,
departments
that
we
have
here
at
the
city
running
on
a
lean
staff
who
are
constantly
asked
to
do
more,
with
less
we're
going
to
have
a
presentation
from
the
library
pretty
soon
so
they're
common
themes
there
and
so
I
know
how
difficult
that
is,
and
I
also
know
how
that
wears
on
people's
mental
health
and
sleep
and
well-being,
and
so
I
completely
see
that
I
guess
with
the
129.
E
An
area
that
I
would
love
to
see
us
explore
is
how
do
we
better
utilize,
some
of
that
professional
staff
to
take
on
some
of
those
things
to
really
make
sure
that
our
police
can
focus
on?
You
know
those
those
terrible
things
we
want
them
to
do
or
address
as
far
as
human
trafficking
and
other
things,
as
well
as
some
of
the
community,
policing
and
I
guess.
E
One
area
I
hope
is
that,
as
we
address
our
vision,
zero
plans
and
as
we
build
out
better
streets
that
change
behaviors,
if
there's
less
of
a
need
when
it
comes
to
traffic
enforcement,
I
would
love
to
have
some
tools
that
the
state
doesn't
allow
us
with
automated
enforcement.
Some
area
areas
as
well
but
I
I,
know
that
there's
going
to
be
new
opportunities
with
technology
and
I
know
that
there's
a
lot
of
stuff
that
we
could
have
some
of
our
specialized
staff.
E
Doing
like
the
folks
on
our
Behavioral,
Health
response,
team
and
I
would
love
to
see
us
look
at
that
129
number
and
that
27
number
and
really
explore
what
are
the
other
things
that
professional
staff
could
do
responding
to
Fender
vendors
and
writing
a
you
know.
Insurance
claim
you
know
these
things
that
we
don't
necessarily
need
an
armed
officer
doing
so
that
they
could
focus
on
really
the
stuff
that
I
think
our
community
really
really
wants.
G
Madam
mayor
council,
member
Hallie
Burton,
thank
you
for
that
feedback
and
there
are
some
certain,
certainly
some
challenges
in
the
way
of
of
some
of
those
things
again.
Sometimes
the
the
state
imposed
and
sometimes
contract
and
so
forth,
but
currently
we
we
do
have
to
have
the
officers
who
have
the
statutory
authority
to
write
citations
investigating
crashes,
but
but
there
are
certainly
opportunities
for
us
to
discuss
in
the
future
and
maybe
make
some
changes.
Thank
you.
I
I
So
I'm
really
curious
about
this
idea
of
having
more
of
a
walk-in
downtown
I
mean
there's,
there
is
the
substation
there
down
in
the
downtown
area,
but
people
can't
interact
with
the
officers
there
and
I
I
think
that's
a
missed
opportunity,
because
they're
not
seeing
the
work
because
they're
not
seeing
officers
so
talk
to
me
a
little
bit
about
your
vision.
There
are
you
thinking
that
we
can
keep
the
current
facility.
Are
you
thinking?
We
need
to
expand
the
facility
I,
like
the
idea
I'd
like
to
hear
more
about
it.
G
Madam
mayor
council,
member
Willis,
thank
you
for
the
question
in
answer
to
the
to
the
question.
Yes,
I
believe
we
can
keep
the
current
facility
and
expand
that
facility,
but
our
original
vision
for
that
back
when
it
was
even
started
in
the
planning
stages,
was
for
it
to
be
larger
and
more
robust
and
have
some
community
meeting
space
so
that
we
would
have
staff
there
so
that
you
could
have
exactly
that
opportunity.
Members
could
walk
in.
G
Have
somebody
at
the
front
counter
the
front
desk
answer
questions
direct
them
to
resources,
provide
that
liaison
to
the
officers
and
officers
would
be
working
out
of
there
and
assigned
out
of
there.
So
that
is
what
I
see
as
the
future
and
as
we
expand
that
I
would
I
would
love
to
add
that
space
and
the
Personnel
necessary
to
have
that
interaction
with
our
folks
that
come
in
off
the
street.
A
Foreign
well,
thank
you.
Chief
I
appreciate
actually
that
councilmember
Willits
brought
up
the
facilities
piece
because
that
I
wanted
to
hearken
back
to
that
slide.
A
What
what
I
seek
to
do
here
is
ensure
that,
as
our
city
grows,
and
in
the
last
couple
years,
we've
successfully
managed
to
keep
crime
going
down
except
for
in
a
couple
areas,
but
that
we
recognize
that
as
we
grow,
we
need
to
do
more
when
we're
committed
to
the
Boise
way
of
community
policing
to
ensure
that
there
is
connection
between
our
officers
and
our
residents
and
by
looking
at
the
right
place
for
a
new
station,
gets
us
there
and
we'll
make
sure
that
this
time
around
that
it's
built
in
a
way
that
allows
for
Community
interaction,
but
it
also
makes
it
possible
for
officers
to
have
a
space
where
they
start
their
work
from
closer
to
parts
of
our
town
and
that's
really
important
the
downtown
station.
A
Yes,
I,
don't
it
was
probably
what
six
seven
years
ago
it
was
cut
back
and
that
interaction
with
the
public,
like
is
important
from
our
perspective
from
I,
mean
I.
Believe
we
all
agree
that
Community
engagement,
face-to-face
interaction
is
how
we
prevent
crime
to
begin
with,
continue
to
build
on
our
commitment
to
the
Boise
way
of
community
policing
and
ensure
that,
as
our
city
continues
to
grow,
that
we're
able
to
maintain
both
the
relationships
and
the
outcomes
that
we
have
and,
of
course,
the
training
center
expansion
is
important
and
I
just
want
to
say
too.
A
On
the
officer
count.
I
think
it's
really
important
that
we
have
data
back
numbers
from
which
we
start,
but
then
the
most
important
element,
as
you've
heard
from
Council,
is
that
we
understand
the
service
needs
that
our
residents
have,
and
so
Community
engagement
will
help
us
with
that,
as
well
as
looking
at
the
calls
for
service
and
more
more
planning
for
the
types
of
units
that
we
need
to
address
crime
before
it
happens,
address
crime.
Unfortunately,
after
it
happens
and
continue
to
have
the
relationships
between
officers
and
the
public
and
as
I
look
at
it.
A
A
You
know
our
commitment
to
Neighborhood
policing
so
that
we
continue
to
see
the
low
crime
waste
that
we
see
as
we
grow,
and
so
you
know
the
next
conversation
we
have
I,
you
know
and
reflecting
back
on
the
fact
that
we've
doubled
our
mental
health
unit.
You
know
we
can
do
more
than
double
it
in
the
future.
You've
you've
referenced.
A
Some
other
needs
that
we
have
would
like
to
hear
more
from
the
Department
as
we
have
these
strategic
budgeting
and
discussions
on
the
types
of
me
Services
needed
that
align
with
the
numbers
that
we
know
that
we
would
likely
need
over
time
as
our
city
grows.
G
Thank
you,
madam
mayor,
and
thank
you
to
you
and
the
entire
Council
for
your
time
this
morning.
The
opportunity
I
will
be
back
briefly
with
Chief
Niemeyer
in
just
a
few
minutes,
but
I
will
turn
the
time
over
to
him.
A
Whether
I
ask
you
to
do
that
because
you
know
these
are
investments
that
the
council
is
making
with
resident
dollars
and
the
more
we
collaborate
across
departments,
the
better
off
we
are
and
they're.
You
know
those
facility,
Investments
are
a
big
part
of
our
budget
and,
as
you
saw,
the
people
Investments
are,
you
know,
55
plus
of
our
budget
and
so
finding
ways
for
these
two
Public
Safety
agencies
to
collaborate
and
provide
service
is
really
important
to
me,
which
is
why
we
ask
them
to
do
this
work
together.
F
Perfect
segue
mayor
we'll
talk
a
little
bit
about
collaboration.
Certainly
there
has
been
a
lot
of
that.
I
do
want
to
very
briefly
just
say
thank
you
to
our
fire
department
staff.
About
two
years
ago.
We
began
this
work
of
looking
forward.
We
we
slowed
down,
we
looked
behind,
we
looked
currently
and
then
we
looked
forward
and
we
aligned
really
out
a
10-year
plan
and
the
reason
we
did.
That
is
because,
through
our
impact
fee
collection,
you
have
to
have
a
10-year
Capital
Improvement
plan.
F
Well,
it
made
sense
to
have
a
10-year
Staffing
plan
to
align
with
a
10-year
Capital
Improvement
plan.
So,
as
we
really
sat
down
and
built
this
plan,
we
had
four
primary
focus
areas.
You'll
see
these
as
as
very
similar
to
what
we
presented.
Initially,
that
is
service
Excellence,
professional
development,
Community
risk
reduction,
we'll
talk
a
little
bit
about
that
and
employee
Wellness
again
is
a
focus
for
us.
We
want
to
make
sure
we
often
say
it's
from
higher
to
retire
and
Beyond.
F
If
we
can
make
that
happen
to
make
sure
our
employees
are
firefighters
throughout
the
course
of
their
career,
have
a
safe
environment
to
work
and
they
retire
safe
and
they
retire
healthy.
So
going
into
response,
Evolution
you'll
see
these
same
four
themes
that
Chief
weinacker
just
covered
for
fire
department
on
the
response.
Evolution
I
want
to
talk
about
response,
citing
plan,
and
that
is
different
than
the
station
citing
plan.
You
all
have
been
presented
and
we'll
talk
a
little
bit
about
that
in
the
next
slide.
F
But
if
we
talk
about
response
citing
plan,
we're
talking
about
using
data
collection
as
well
as
Community
feedback
to
understand
the
needs
of
our
community,
that
varies
from
area
to
area
within
our
city,
for
example,
we
know
in
the
summertime
that
river
is
hot
in
a
heat
map
right
we
have.
We
have
thousands
of
thousands
of
floaters
on
the
river,
that's
a
specific
Community
need.
We
may
have
an
area
of
our
city
that
does
have
more
behavioral
mental
health
responses.
So
how
do
we
focus
on
that
area
using
the
data
using
the
community
feedback?
F
That
is
different
than
a
station
siding
plan?
That
is
looking
at
a
response
citing
plan.
Where
do
we
have
gaps
in
our
response
and
needs
from
our
community
and
how
do
we
fill
those
gaps
and
we'll
talk
a
little
bit
about
the
non-traditional
responses
that
that
will
fit
the
this
bill
and
we'll
go
right
into
it?
The
supplemental
response?
You
could
consider
that
non-traditional
response.
As
you
know,
the
fire
department
is
steeped
in
Tradition.
It's
worked
for
many
years,
however.
We
have
several
things
going
on
within
our
community
and
communities
across
the
country.
F
We
have
a
large
baby,
boomer
generation,
that's
retiring
that
is
driving
up
calls
in
every
city.
We
we
met
with
as
far
as
peer
cities
and
discussions.
So
that's
a
specific
need.
We
know,
Behavioral
Health
is
on
the
rise.
We
know
on
houses
on
the
rise.
How
do
we
focus
on
those
communities,
those
parts
of
our
communities
and
respond
in
non-traditional
ways?
I
know:
council,
member
Clegg,
we've
had
the
discussion
for
years.
I've
heard
you
talk
about
it,
not
sending
a
fire
truck
to
a
non-critical
non-emergent
incident,
but
sending
a
better
resource.
F
One
that
reduces
our
carbon
footprint
meets
the
city's
goals,
but
quite
honestly
sends
the
right
resource
to
the
right
call
with
the
right
people
at
the
right
time,
and
so
we're
certainly
looking
at
that.
That's
part
of
the
plan
that
we
built
out
is
to
understand
how
we
can
respond
differently,
while
still
keeping
our
critical
resources,
our
fire
engines,
our
ladder,
trucks,
our
brush
trucks
in
service.
When
that
critical
call
does
come
in
we're
ready
and
we
can
meet
the
community's
needs.
The
third
piece
of
our
response,
Evolution-
and
this
will
sound-
really
easy.
F
It's
not,
and
that
is
our
special
team
centralization.
For
years,
we
we
have
the
same
Services
as
our
peer
cities.
Somebody
brought
that
up
and
we
did
a
lot
of
Engagement
with
peer
cities
to
ask
what
services
are
you
providing,
and
how
do
we
compare
that
to
the
services
we
are
providing?
Many
of
our
peer
cities
have
specialty
teams.
They
have
Hazmat
teams,
technical
rescue,
water,
rescue,
those
same
type
of
Specialties.
We
have
to
meet
our
community
need.
F
However,
in
the
past
we
have
deployed
those
from
several
different
stations,
so
when
a
Hazmat
call
comes
in,
we
have
several
units
that
have
to
respond
to
go
meet
the
need.
We
are
centralizing,
those
teams
and
that's
a
big
culture
shift,
but
in
April
we
are
going
to
special
centralize,
our
Hazmat
teams,
they'll,
be
at
Station,
14
and
17
and
deploying
out
of
those
two
stations.
F
There's
a
side
benefit
to
training
because
they're
in
closer
proximity
they
can
get
together
and
train
on
Hazmat
specific
issues,
as
opposed
to
trying
to
bring
them
from
opposite
sides
of
the
city.
So
there's
certainly
again
a
reduce
reduction
in
fuel
there's
a
reduction
in
tire
wear
all
of
those
things
that
we
currently
have.
F
The
next
phase
of
that
will
be
our
technical
rescue
team
and
forming
centralized
locations
for
those
we
anticipate
that
happened
later
this
summer,
so
this
has
been
about
11
months
in
the
work,
a
lot
of
discussions,
a
lot
of
planning
that
have
gone
into
this.
This
makes
us
better
for
the
community
by
doing
what
we're
doing
with
specialty
teams
we're
very
excited
about
it.
F
Workforce
stabilization
I'll
start
with
targeted
four-person
Staffing.
I
know
four-person
staffing
has
been
discussed
for
many
years,
I.
Think
the
previous
message
was:
we
start
four-person
Staffing
on
the
core.
We
have
a
different
plan.
We
think
that
this
plan
is
better
for
our
community.
If
we
respond
and
when
we
respond
to
critical
instance,
house
fire
house
fire
with
victims,
a
car
wreck
with
extrication
critical
medical
calls,
heart
attack,
Strokes
Cardiac
Arrest.
We
have
a
specific
list
of
tasks
that
must
be
completed
to
affect
better
outcomes,
and
we
can.
F
We
can
study
those
better
outcomes
through
data
collection
and
then
feedback
from
individuals
and
so
to
create
better
outcomes
we
looked
at.
Where
do
we
need
targeted
four-person
Staffing
and
that
Staffing
is
needed
on
the
perimeter
of
our
city?
It's
not
in
the
core.
If
you
look
at
our
perimeter
stations,
State
take
station
12
Station
15
in
Southeast
Boise.
That
task
list
does
not
change.
Based
on
your
station.
The
task
list
Remains
the
Same.
However,
those
crews
are
on
scene
a
whole
lot
longer
by
themselves
before
help
arrives.
F
If
you
look
at
our
downtown
core,
we
have
enough
coverage
that
those
seconded
we
call
them.
Second,
new
engines
or
second
do
apparatus
they're
getting
there
a
whole
lot
quicker,
and
so
we
looked
at
where
the
tasks
needed
the
most
and
where's
the
help
needed
the
most
and
that's
actually
in
the
perimeter.
We
can
cover
our
downtown
core
better
through
the
supplemental
response
we
just
talked
about
and
the
non-traditional
response,
keeping
our
critical
resources
in
service
shift
safety
officers.
This
is
something
that
the
time
has
come.
F
We
have
safety
officers
right
now,
they're
do
they're
wearing
dual
hats:
it's
our
training
captains
they're
responding
off
duty.
When
we
have
a
call
for
a
safety
officer,
we
send
safety
officers
to
any
critical
incident,
so
every
fire
we
have
every
large
critical
medical
incident.
We
have.
They
are
responding
oftentimes
after
hours
from
their
homes.
We
believe
it's
time
to
have
a
dedicated
shift
safety
officer
on
every
shift,
not
only
to
respond
to
the
critical
calls
that
we
send
them
to
today.
I,
don't
know
what
just
happened.
F
There
sorry
I
think
I
hit
a
button.
I
wasn't
supposed
to
hit,
but
in
addition
to
that,
we
want
somebody
dedicated
on
each
shift
so
that
when
a
workplace
injury
happens,
we
can
mitigate
that
right
away.
We
can
get
Corey
Pence
we've
had
discussions
with
Corey
Pence
about
this
particular
request.
He
fully
supports
it
recognizes
the
need
for
it.
In
addition,
these
individuals
will
be
the
shift
infection
control
officer,
that's
mandated
by
the
State
Department
of
Health
and
Welfare.
So
we
will
have
one
on
every
shift.
F
They
will
also
do
after
actions,
and
this
is
quite
honestly,
a
gap
we
have
in
our
department
right
now.
We
have
critical
incidents
that
occur.
We
don't
have
the
staff
to
sit
down
and
review
the
entire
incident
after
the
incident
happened
and
and
create
Lessons
Learned
and
then
share
that
across
the
department.
We
feel
that's
important.
We
just
don't
have
the
individuals
that
do
that
right
now
or
can
do
that.
That
will
be
another
role
that
these
shift
safety
officers
will
fill
succession
planning.
F
You
heard
Chief
winegar
say
that
and
I
think
I've
said
this
before
to
all
of
you:
I
do
believe
the
health
of
any
Department
any
organization
is
built
on
the
ability
to
promote
people
from
within
building
people
to
take
the
next
step.
Certainly
the
mayor
and
I
have
had
conversations
around
this.
We
have
a
plan.
We
met
with
our
HR
last
week
to
review
our
succession
plan
planning
efforts.
There
is
some
budget
tied
to
it.
We
do
have
a
consultant,
we've
been
engaging
with
that.
F
Can
help
start
to
build
that
plan
and
then
we'll
take
it
over
and
manage
it.
Hr
is
very
excited
about
this.
This
is
not
in
conflict
with
the
work.
Hr
is
doing,
it's
actually
a
value-add.
If
you
will
to
the
work
that
they're
doing
Tony,
Lyles
and
other
as
well,
Tony
and
Sarah,
we
met
with
them,
so
we're
aligned
in
our
work
with
this,
but
we
believe
it's
important
for
the
health
of
the
organization
moving
forward
to
focus
on
that,
our
professional
staff
support.
F
This
is
not
necessarily
adding
a
bunch
of
new
positions.
This
is
taking
the
staff
we
have
in
our
admin
team
and
they
already
do
a
terrific
job,
but
really
professionalizing
those
positions,
our
mantras.
We
want
everybody
to
be
a
project
manager
and
a
planner
at
heart,
and
we
believe
that
by
adding
capacity
to
our
staff
with
the
existing
staff
we
have
and
building
them
up,
we
can
make
this
organization
even
better
and
then
part-time
Specialists
I
know
councilmember
Hallie
Burton.
F
You
asked
about
non-sworn
versus
sworn
positions
and
we
see
an
opportunity
here
to
potentially
hire
part-time
specialists
in
the
future,
to
focus
on
community
risk
reduction
reduction,
Outreach
efforts
even
to
help
augment
some
training
needs
in
the
future
without
hiring
full-time
employees,
and
we
believe
that's
a
good
path
forward
and
we
can
augment
that
with
the
other
needs
that
we
have
Capital
planning
and
investment.
Certainly
you're,
aware
of
station
13
in
the
Northwest
portion
of
our
of
our
city.
We're
excited
that's
breaking
ground
in
September,
so
that
is
on
track.
F
The
timing
on
that
is
still
on
track.
We
also
have
station
five,
which
all
of
you
know
is,
is
being
replaced
and
rebuilt
I
believe
that
demo
is
occurring.
This
week
our
station
siding
plan
that
I
alluded
to
earlier.
We
have
that
built,
it's
been
built.
It
was
actually
built
before
I
got
here,
and
the
team
did
a
great
job,
but
we
were
hand
in
hand
with
PDS
Tim,
Keane
and
his
group
to
make
sure
that
we
really
understand
where's
the
growth
occurring
so
that
those
station
sightings
are
in
the
right
place.
F
They'll
move
a
little
bit
as
growth
occurs,
but
we
feel
very
confident
and
comfortable
with
the
station
siding
plan
we
have,
which
is
really
focused
on
South
Boise.
As
the
growth
occurs
there,
our
training
center
growth,
we're
really
excited
to
bring
you
the
National,
Park,
Service
partnership
that
we
did
just
a
little
bit
ago.
That
has
helped
to
expand
our
training
center
that
we
have
in
the
northwest
corner.
But,
as
we've
talked
about,
that
is
a
long
ways
away
from
some
of
our
stations
and
so
to
certainly
help
reduce
some
of
the
fuel.
F
The
tire
wear,
Etc
and,
quite
honestly,
keep
crews
in
service
in
their
areas
a
lot
longer.
We
will
need
a
secondary
site,
we're
having
a
lot
of
great
discussions
on
Partnerships
for
a
southern
site,
so
this
is
not
just
going
to
be
a
Boise
fire
city
of
Boise.
Specific
we've
had
conversations
with
the
police
department
with
Nifty.
The
National
Park
Service
is
still
interested
in
the
southern
site,
and
so
we're
excited
about
that
and
then
sustainable
Fleet
we're
doing
our
best.
The
fire
service
manufacturers,
the
apparatus
manufacturers
are
not
yet
at
all
electric.
F
There
was
one
vendor
that
did
rosenbauer
L.A
County
got
their
first
one
in
it,
sat
more
time
in
the
shop
than
it
has
on
the
road,
so
they're,
not
there
yet,
but
they're
working
towards
it.
You'll
see
our
next
engines
that
are
coming
I
believe
are
somewhat
of
a
hybrid
model,
so
they'll
shut
the
engine
off
when
we're
on
scene
still
run
the
lights.
So
we're
still
working
towards
that.
F
We
know
it's
a
city
going
we're
doing
our
best
to
work
towards
that
as
well,
and
then
staffing
needs
I
I'm,
going
to
hit
on
the
firefighters
per
thousand.
First.
Certainly
I
I
heard
the
comments
councilmember
Clegg
and
we
actually
we
agree
for
us.
This
is
not
an
authoritative
data
point.
It's
just
one
data
point
yeah
and
it's
commonly
used
in
the
fire
service.
F
Quite
honestly,
if
we
were
to
say,
let's
get
to
1.5
per
thousand
it'd
be
117
firefighters
and
you
can
see
that's
not
where
we're
at
so
we
do
have
that
specific
land
built
out
on
what
is
needed
and
what
division
to
respond
to
the
community
needs
and
that's
a
supplemental
piece
of
information
we
can
provide
you
later,
but
that
has
been
built
out
in
the
fire
department.
What
we
did
look
at
that
does
have
Community
benefit,
and
that
is
the
iso
rating.
That's
the
insurance
services
office
in
Idaho.
F
It's
called
isrb
insurance
services
and
Rating
Bureau.
They
rate
fire
departments
on
their
capability
and
they
have
several
areas
that
they
look
at.
They
look
at
Water
Supply.
They
look
at
dispatch,
the
911
call
taking
Center
and
how
quickly
does
that
happen?
They
look
at
training
records,
they
look
at
Staffing
levels
and
they
look
at
availability
to
respond.
We
just
went
from
a
three
to
a
two
which
was
a
celebration
Point
within
the
department.
That
was
a
good
that
was
is
a
good
move.
F
However,
going
from
a
three
to
a
two
doesn't
have
the
insurance
premium
impact
that
going
from
a
two
to
a
one
house
and
we
have
not
been
able
to
meet
with
the
underwriters
I'd
love
to
say
that
I
have
I
haven't,
but
we've
been
talking
to
the
insurance
companies
at
a
two
to
a
three.
So
it's
a
10
point
scale
I
should
have
explained
that
10
means
you
have
literally
no
fire
coverage.
One
means
you
have
optimal
fire
coverage
from
an
insurance
standpoint
when
you
go
from
a
two
to
a
one.
F
The
commercial
business
owners
in
any
Community
are
greatly
benefiting
by
reduced
premiums,
and
so
there
is
a
direct
correlation
direct
benefit
back
that
to
us
is
an
important
data
point
far
more
than
the
1.5
per
thousand.
We
also
did
look
at
pure
cities,
we
contacted
several,
and
one
of
the
first
questions
we
asked
is:
what
services
do
you
provide?
We
didn't
want
to
be
misaligned
in
the
services,
so
we
looked
at
communities
that
have
the
same
or
similar
population
that
we
do.
F
If
you
think
Spokane
Reno,
Tacoma,
Salt,
Lake
City,
they
have
very
similar
populations,
they
provide
the
exact
same
Services
minus
r,
so
we
have
airport
rescue
firefighting.
As
you
all
know,
that's
done
through
a
contract
with
the
airport,
not
all
of
the
Cities.
The
pier
cities
had
airport
rescue
firefighting,
but
they
had
Hazmat
teams,
technical
rescue
teams,
EMS
teams,
fire
suppression
teams
and
Wildland,
and
that's
really
what
we
looked
at.
F
F
That
is
simply
based
on
what
what
the
community
needs
today
and
moving
forward
and
again
we
have
that
detail
that
we
can
certainly
provide
you
later
as
far
as
what
divisions
and
what
growth,
but
we
wanted
to
keep
this
pretty
high
level,
knowing
the
time
constraints
we
had
so
with
that,
we'll
cover
the
last
piece
and
I
think
Ron
you're
hitting
the
first
couple
and
then
I'll
finish
it
up.
I
Madame
mayor
Chief,
I'm
interested
and-
and
we
don't
have
to
do
it
right
now-
more
about
the
safety
person
and
and
then
what's
currently
required,
particularly
with
Health
and
Welfare,
and
then
what
this
person
would
do
we
don't
we
don't
need
to
do
it
now.
But
if
you
give
me
some
background,
information
that'd
be
helpful.
Absolutely
thank
you.
H
I've
got
a
mirror
one
quick
question
actually
Chief.
If
we
were
able
to
get
from
a
two
to
one
ISO
rating,
is
there
anywhere
in
the
country
that
actually
gets
some
of
that
savings?
If
you
will
to
the
commercial
buildings
that
that
would
save
so
much
I
mean
we're
asking
a
lot
of
residential
taxpayers
to
pay
to
create
those
savings
for
commercial
buildings
which,
frankly,
aren't
paying
very
much
right
now.
F
It's
a
great
question
and
we
don't
know
the
exact
dollar
amount.
I
would
love
to
have
it.
It's
It's
tricky
to
get
that
information
from
the
underwriters
I've
been
engaging
with
the
Seattle
fire
chief
chief
Scoggins.
They
just
achieved
an
ISO
one
rating
and
he
is
trying
to
then
gain
returns
or
information
from
the
business
owners,
the
commercial
business
owners
on
what
did
that
do
to
your
premiums
to
really
have
kind
of
numbers
to
it.
In
Idaho
there
is
no
isrb1
rated
fire
department.
F
Seattle
Fire
was
the
first
in
Washington,
so
it
is
difficult
to
achieve.
Obviously
they
have
a
huge
population,
and
a
lot
of
that
ISO
really
is
around
how
many
firefighters
do
you
have
to
respond
to
the
calls
for
service
the
higher
your
call
volume
that
all
affects,
but
we
will
continue
to
do
work
with
the
insurance
companies
to
try
and
better
understand
the
actual
change
that
would
occur.
F
F
We
just
had
it,
it
was
the
Idaho
Youth
Ranch.
F
H
E
And
mayor
thanks
for
thanks
for
the
presentation,
the
four-person
Staffing
is
something
that
we've
been
talking
about
for
a
really
long
time
and
it's.
It
seems
like
that.
We've
had
Council
support
for,
or
at
least
some
Council
support
for
a
long
time
to
do
it
in
sort
of
a
targeted
approach.
But
this
is
a
different
kind
of
vision,
I
think
than
we've
talked
about
previous.
Before
do
you
know?
Do
you
have
specific
stations,
a
list
of
stations
where
you're
recommending
these
ones
would
be.
F
Council,
member
Halliburton,
we
do
so
12
15
nines,
we're
having
discussions
around
13
and
then
14
and
17..
So
it's
our
perimeter
on
the
far
outage
for
for
exterior
of
our
city.
Those
are
the
stations.
Okay.
Thank
you.
G
We're
going
to
tag
team,
this
last
slide
I'm
just
going
to
cover
the
first
couple
of
points:
mental
resiliency
and
grants
first
resiliency,
there's
a
multitude
of
resiliency
tools
that
we
can
help
our
people
learn
and
Implement
to
increase
their
ability
to
cope
with
the
traumas
and
stressors.
They
experience
in
their
jobs
as
First
Responders
resiliency
is
a
Hot
Topic
across
the
country
and
has
been
for
for
several
years
now,
but
it
doesn't
only
relate
to
First
Responders.
It
relates
to
everyone.
G
Certainly,
First
Responders
have
some
unique
challenges
that
have
only
been
exacerbated
over
the
past
two
or
three
years,
and
police
officers
in
particularly
are
leaving
the
profession
and
numbers
not
seen
in
in
decades.
I
can't
help
but
believe
that
part
of
the
reason
we
are
seeing
this
is.
We
haven't
done
enough
to
address
mental
health
and
wellness
and
resiliency
in
our
populations
of
First
Responders
in
this
country.
They're
experiencing
symptoms
often
referred
to
as
burnout
and
are
opting
out
of
the
profession
in
record.
Numbers
are
even
more
frightening
for
our
society
and
our
community.
G
They
are
opting
not
to
become
First
Responders
in
the
first
place
and
that's
that's
troubling
for
sure.
We've
worked
for
many
years
here
in
the
Boise
Police
Department
and
the
Boise
fire
department,
together
to
address
mental
health
and
employee
Wellness
through
peer
support
initiatives
and
other
efforts.
But
we
have
much
work
to
do
in
this
Arena
and
there's
much
more.
We
can
address,
especially
as
it
relates
to
resiliency
in
our
world
of
First.
Responders
post-traumatic
stress
is
a
way
of
life,
and
that
is
different
than
post-traumatic
stress
disorder.
G
But
with
specific
resiliency
training
techniques,
we
can
provide
our
people
with
the
tools
they
need
to
not
just
bounce
back,
but
bounce
forward
and
Achieve
post-traumatic
growth.
Those
are
terms
that
you
don't
hear
much
of,
but
I
stand
before
you
today.
As
a
perhaps
an
example
of
post-traumatic
growth.
I
have
experienced
some
things
related
to
my
work
here
at
the
Boise
Police
Department.
That,
given
the
right
context
and
perspective,
have
helped
me
to
grow
and
become
better
than
I
would
have
had
I
not
experienced
those
traumas
in
the
first
place.
G
So
used
to
see
mental
resiliency
woven
throughout
our
presentation
and
emotional
Wellness
for
our
people
is
an
important
priority
as
we
move
forward
in
this
strategic
planning
process
over
the
next
several
years.
One
of
the
things
that
we
are
fortunate
and
grateful
for
is
that
we
have,
at
the
police
department,
recently
received
a
grant
from
the
Department
of
Justice
in
the
amount
of
165
thousand
dollars
to
address
multiple
Wellness
initiatives
in
a
recent
Wellness
survey
of
our
people.
G
So
those
are
some
of
the
things
we
wanted
to
make
you
aware
of
in
that
employee
Wellness
realm
that
we
are
working
on
together
as
a
public
safety
team
and
I
know
that
several
of
the
members
of
the
fire
department
were
able
to
come
and
attend
the
sleep
training.
If
you
will
that
we
had
provided
recently.
So
we
look
forward
to
improving
our
response
and
our
ability
to
help
our
members
as
they
cope
with
some
of
the
traumas
that
they
face
on
the
job.
I'll
turn
the
rest
back
over
to
Chief
Niemeyer.
F
Excellent,
so
I
was
going
to
wrap
up
this
slide
with
the
three
bullet
points.
I'm
going
to
deviate
just
a
little
bit,
because
some
things
Ron
said
kind
of
hit
me
resiliency
is
the
word
we're
using
the
fire
department
a
lot
we're
doing
a
lot
of
work
with
the
police
department.
We
recognize
the
traumas,
firefighters
and
police
officers
face
EMTs
and
paramedics
you
may
have
seen
the
governor
is
just
resigned.
The
mental
health
bill
which
was
important
to
get
off
the
sunset,
but
overall
health
and
overall
well-being,
is
our
Focus
as
well.
F
F
Chief
Bowlin
I
want
to
thank
him
for
all
the
work
he
did
on
our
peer
support
team
building
that
up
Ashley
Rosenbaum
now
runs
that
we've
been
reaching
out
and
doing
work
with
other
City
departments,
but
at
some
point,
having
one
point
of
contact
to
manage
an
overall
employee
wellness
program
in
collaboration
with
human
resources,
we've
had
a
lot
of
conversations
with
HR
to
align.
That
I
think
is
important.
F
Occupational
well-being
we're
blessed
to
have
one
individual
that
tracks
workplace
injuries
integrates
with
Dr
hilver's
office
to
keep
everything
on
track,
that's
a
benefit
and
a
plus,
certainly
the
city's
looking
at
doing
the
same
as
well,
but
I
think
what
what
Ron
said
that
struck
me.
He
he
mentioned
that
he's
been
blessed.
He
had
people
that
looked
out
for
him
when
he
was
coming
up
and
I
had
the
very
same
experience.
I
had
an
individual
lookout
for
me
that
had
he
not
done
what
he
did.
F
I
don't
know
that
I'd
be
in
the
spot
I'm
out
today,
because
I
am
healthy
and
and
I
I'm
strong,
and
so
that
is
part
of
that
resiliency.
That
is
part
of
the
employee
Wellness.
That
we
talk
about
how
do
we
make
sure
we
take
care
of
our
firefighters,
our
police
officers,
so
they
get
through
their
career
healthy,
retire,
healthy,
mentally,
well,
physically,
well
and
have
a
happy
retirement.
So
I
was
going
to
hit
the
three.
The
three
bullet
points
differently.
F
I,
just
Ron
changed
my
presentation
a
little
bit
with
what
he
said
so
with
that
Council
I
believe
we'll
stand
for
any
final
questions
and
then
I
think
we're
turning
it
over
to.
C
C
So
I
don't
want
you
to
respond
to
this
because
I
mean
this
is
just
completely
off
the
cuff,
but
it
feels
like
how
do
we
Foster
that
culture
of
growth
mindset
within
all
of
our
employees
across
the
city
so
that
everyone's
having
that
really
positive
experience?
That's
all.
Thank
you.
I
really
appreciate
the
focus
on
that.
E
D
Funeral
and
I
think
that's
a
statement.
E
To
the
resiliency
that
the
fire
department
has
their
in
the
ability
to
move
and
have
a
new
home,
I
got
to
be
there
for
move-in
day.
So
it's
pretty
fun.
This
is
probably
more
related
to
the
police
department
and
I.
Really
I
really
appreciate
the
aspect
that
we're
talking
about
with
trauma
and
post-traumatic
stress,
because
I've
responded
to
fatal
crashes
before
during
my
time
on
the
fire
department,
forest
service
and
there's
a
difference
between
when
you
have
things
in
place
and
when
you
don't
I
mean
you
can
see.
E
E
It's
a
challenge
and
when
we
see
the
different
protests
and
stuff
that
are
going
on,
I
sometimes
worry
that
that
sentiment
wears
on
officers,
the
way
that
they
sleep
and
maybe
even
the
way
that
they
respond
to
people
and
I.
Think
that
that's
very
natural.
E
So
I
hope
that
when
we're
doing
some
of
the
the
mental
health
training
and
the
well-being
that
we're
also
addressing
some
of
the
challenges
that
it
means
to
be
a
police
officer
in
this
unique
period
of
time
and
the
importance
of
making
sure
that
we're
still
addressing
those
issues
and
treating
everybody
the
same.
Even
though
there's
a
really
challenging
aspects
to
that
Madam.
G
Mayor
council,
member
Hallie
Burton,
thank
you
for
that,
and,
and
it
absolutely
is
a
necessity
as
we
talk
about
resiliency
and
and
resiliency
training.
It's
a
passion
of
mine
and
I'm
involved
outside
of
my
duties
here
with
that
across
the
country
and
I,
see
folks
who
face
those
issues
and
those
challenges
and
they're
different
in
other
communities,
maybe
a
little
bit
than
they
are
here,
but
you're
absolutely
correct
in
that
it
wears
on
an
officer
and
and
his
or
her
ability
to
do
the
job
and
and
respond
appropriately.
G
G
A
You
well
thank
you.
Both
I
appreciate
the
conversation
and
appreciate
the
planning
and
I
just
want
to
wrap
up
by
saying
too,
and
it
was
brought
up
by
councilmember,
Hallie,
Burton
and
others.
I
feel
like
for
10
plus
years.
We've
heard
about
the
need
for
four-person
Staffing
and
with
this
plan,
and
while
the
proposal
is
different
as
to
where
it's
interesting
to
me,
that
this
plan
took
the
types
of
calls
that
these
stations
that
exist
are
receiving
the
volume
of
them.
A
The
recognition
and
commitment
that
we've
made
some
of
us
for
a
decade
to
looking
at
four-person
Staffing
and
then
is
put
together
a
proposal
for
how
we
begin
to
implement
it.
I'm
always
measuring
the
impact
of
that
and
then
determining
where
else
it
goes
next.
So
thank
you.
This
is
a
really
important
advancement
for
our
fire
department,
for
our
firefighters,
in
the
stations
and
for
the
level
of
service
that
our
residents
will
be
able
to
expect
in
the
coming
years
and
next
up
the
first.
B
These
two
strategic
plans,
correct
Madame,
mayor
members
of
council.
It's
a
pleasure
to
be
here
with
you
today:
I'm
Maria,
weig
I'm,
the
director
of
community
engagement
at
the
city
of
Boise
and
first
I
really
would
love
to
thank
the
Chiefs
for
inviting
me
to
present
with
them
today
before
I
came
to
the
city,
I
had
no
idea
what
the
relationship
would
be
between
the
office
that
I
run,
which
is
focused
really
on
having
conversations
with
our
community
and
thinking
about
new
and
different
ways
to
hear
back
and
our
Public
Safety
offices.
B
I.
Don't
know
that
other
cities
enjoy
the
collaborative
relationship
that
we
do
I've
learned
from
both
of
these
Chiefs
and
enjoy
working
with
them
and
appreciate
their
commitment
to
hearing
from
the
community
and
working
with
the
community
investing
in
community
outreach
and
thinking
about
how
to
better
serve
one
of
the
things
that
we
do
know
is
how
much
we
learn
when
we
speak
directly
with
residents.
A
very
recent
example,
a
few
weeks
ago,
deputy
chief
Brooks
and
the
you.
B
Had
a
listening
session
right
outside
council
chambers
and
as
we're
finding
when
we
have
a
director
from
any
Department,
the
community
tends
to
come
and
talk
about
the
issues
that
are
specific
to
that
department,
and
we
learned
a
ton.
We
had
no
idea
given
how
much
policing
has
been
in
the
news
lately
what
we
were
going
to
hear
from
residents,
and
it
was
really
loud
and
clear.
They
wanted
to
talk
about
traffic.
B
There
was
a
lot
of
conversation
so
when,
when
we
talk
about
the
the
motorcycle
cops
despite
the
fact
that
I
that
I
don't
like
hope
to
never
interact
with
motorcycle
cops,
particularly
when
I'm
driving
the
very
top
of
mind
for
the
community
yellow
lights,
are
a
big
concern.
Traffic
is
a
big
concern,
so
it's
good
to
be
able
to
go
out
and
actually
have
conversations
with
the
community.
B
We
also
know
that
Public
Safety
is
top
of
mind.
Everyone
wants
to
feel
safe.
Everyone
wants
to
know
that
in
that
moment,
if
they
have
to
call
9-1-1
whether
it's
police,
whether
it's
fire,
whether
it's
EMT
somebody's,
going
to
show
up
and
they're
going
to
show
up
quickly
and
kindly
and
professionally
and
be
able
to
to
have
that
happen.
So
we
need
to
learn
more
specifically
about,
in
addition
to
that,
what
else
is
specific
to
our
community
in
terms
of
what
they
are
seeking
from
Public
Safety?
B
That
really
are
meeting
the
needs
of
our
residents,
so
we'll
start
likely
by
having
the
Chiefs
do
a
truncated
version
of
this
on
video
and
posting
it
to
our
website
social
media
Channels
with
a
feedback
form.
We
find
that
that's
a
great
way
just
to
get
information
back
from
residents
and
the
words
that
they
use.
Most
simply.
We
want
to
make
sure
that
you
know
not.
Everybody
has,
despite
how
scintillating
you
all
are
not
everyone
tunes
into
Council
meetings
every
day
or
watches
them
on
YouTube
afterwards.
B
B
I
also
want
to
point
out,
and
chief
Niemeyer
I
think
alluded
to
it
and
mentioned
it:
fires
standing
customer
feedback
survey,
it
just
launched
last
month,
January
of
2023
and
we're
using
it
as
a
bit
of
a
pilot
for
the
city
as
a
whole,
so
their
QR
code
handouts
that
fire
is
gonna.
It
will
have
when
they're
out
and
about
in
the
community
and
will
provide
to
anyone
immediately.
B
After
a
service
to
get
feedback,
so
it's
a
real-time
feedback
loop
that
the
data
analysts
in
the
fire
department
will
be
able
to
look
at
week
after
week,
month
after
month,
year
after
year,
and
just
get
that
touch
point
with
the
community.
It's
not
something
that
that
we
do
throughout
the
city,
so
we're
looking
forward
to
seeing
the
results
that
we
get
from
fire
and
whether
or
not
that
can
be
something
that
we
can
Implement.
B
We
are
exploring
a
community
survey
with
Boise
State
University
and
whether
or
not
they
have
the
capacity
on
our
timeline
to
be
able
to
create
something
to
really
hear
back
about
Public
Safety
as
a
whole.
That
would
include
these
two
strategic
plans.
It
would
include
some
questions
probably
around
what
our
community
is.
Looking
for,
in
civilian
oversight
for
the
police
department,
a
very
well-rounded
vision
of
Public
Safety
in
the
community,
we
do,
as
you
know,
through
the
office
of
community
engagement,
a
lot
of
community
surveys.
B
They
are
a
great
way
to
get
a
bit
of
a
heartbeat
on,
what's
going
on
around
different
issues
that
we
care
about,
when
we
do
those
internally,
they
are
not
statistically
significant
and
we
can't
ensure
the
kind
of
geographic
representation
and
Resident
representation
that
working
with
Boise,
State,
University
or
another
survey
entity
he
would
provide
us.
Bsu
is
really
good
at
this.
They
do
a
Statewide
survey
as
well,
so
we're
exploring
our
options
to
be
able
to
work
with
them
to
test
these.
B
B
We
we
plan
to
share
this
at
community
events
that
we
are
at.
We
will
take
this
presentation,
turn
it
into
something
shorter
and
more
digestible
for
the
community.
B
There
have
been
some
great
events
that
have
been
happening:
we've
had
police
and
fire
at
tons
of
cultural
events
across
the
city,
coffee
with
a
cop
neighborhood
association
meetings,
National
Night
Out.
We
have
a
lot
of
opportunities
over
the
coming
months
to
be
able
to
have
this
for
community
members
to
look
at
to
take
with
them
to
give
feedback
to
us,
we'll
probably
take
the
Chiefs
on
a
bit
of
a
road
show.
We've
got
a
new
energize,
our
neighborhoods
program
manager,
starting
on
Monday,
she's,
fantastic
fun
fact.
B
B
Chief
weiniger
alluded
to
this
as
well
presenting
the
plan
to
the
chief's
Community
advisory
panel
of
the
Chiefs
diversity
Outreach
panel
Community
groups
like
that
really
listening
and
really
hearing
and
thinking
so
that,
while
you
all
are
making
decisions,
high-level
budget
decisions
on
how
to
best
staff
and
organize
these
organizations,
as
our
city
grows,
to
make
sure
that
we're
not
only
meeting
the
needs
of
residents
today
but
helping
our
residents.
B
Imagine
what
the
needs
of
the
future
are
going
to
be
they'll
hear
when
you
hear
from
the
library
they
we
did
this
really
well
there
we
asked
residents.
What
do
you
need
from
your
library
today
and
how
would
you
imagine
what
you'll
need
10
years
from
now,
20
years
from
now
same
things
with
Public
Safety,
as
as
a
as
a
person
now
I
may
need
something
very
different
than
what
I'll
need
for
20
years
from
now.
B
Hopefully,
I
will
not
need
the
Cardiac
Care
I
probably
could
use
the
sleep
training
though
so
maybe
we
should
expand
that
to
the
entire
executive
management
team.
Thank
you.
So
just
a
quick
overview
I
wanted
to
leave
time.
Also
for
you
to
ask
any
questions
or
if
you
have
any
additional
ways
in
which
you'd
like
us
to
be
seeking
feedback,
we'd
love
to
hear
that
as
well.
B
H
Remember,
thank
you.
I
appreciate
it
Maria
a
question
about
this
survey.
It's
been
a
while,
and
maybe
this
is
a
question
for
Courtney
or
the
mayor.
It's
been
a
while,
since
we
did
the
full
community
survey.
Update
seems
like
if
we're
going
to
go
out
and
do
a
professional
survey
that
we
ought
to
think
about
other
things
that
we
could
ask
about.
B
Madam
mayor
council,
member
cleck,
thank
you
for
that
question.
We
have
I
think
we
will
look
and
see
how
much
capacity
we
have
within
that
survey.
Typically,
you
want
to
see
a
survey
at
around
17
to
19
minutes
long.
So,
depending
on
the
number
of
questions
that
we
have
around
Public
Safety,
you
know,
Public
Safety
also
could
incorporate
the
things
that
we're
doing
with
our
other
resource
allocation
clean
air,
clean
water.
So
we
can.
B
We
can
look
at
that,
but
primarily
we
want
to
make
sure
that
we're
getting
a
very
comprehensive,
very
well-rounded
view
of
of
our
Public
Safety
Services
in
the
city
of
Boise,
because
we
know
that
that's
one
of
the
things
that
matters
most
to
our
residents.
E
B
Oh
Madam,
mayor
council,
Pro,
tem,
Hallie
Burton.
Thank
you.
We
do
every
survey
that
we
do
even
when
we
do
them
internally.
We
have
been
standardizing
the
demographic
data
that
we
have
and
so
that
we
can,
at
the
very
least,
be
transparent.
With
you
and
say
hey,
this
is
we've
got
women
over
represented
or
older
folks
over
represented,
or
this
side
of
town
over
represented,
which
typically
happens
when
we
put
one
out
individually.
B
Point
I
think
the
survey.
What
we
typically
do
is
offer
the
survey
in
English
to
start
and
then
make
sure
we've
developed
through
our
language
Access
program
a
really
great
opportunity
to
be
able
to
provide
in
multiple
different
languages.
If
you
want
to
take
this
survey
in
a
different
language
and
then
contact
it
to
to
do
it,
as
is
so
that
we're
minding
our
resources
as
well
great.
E
And
then
Matt
Mayer,
the
last
comment-
and
you
mentioned
this
in
the
last
two
bullet
points
on
this
slide.
It
looks
like
there's
a
a
community
outreach.
I
can't
remember
what
the
group
was
that
you
had
with
the
police
department,
but
there's
the
advisory
committee
and
then
there's.
G
Sorry
we
have.
We
have
two
different
groups:
the
Chiefs
Community
advisory
panel,
as
well
as
our
subgroup,
their
the
diversity
Outreach
panel.
E
And
I
guess
my
comment
was
we
did
such
a
good
job
during
the
arpa
sessions
of
reaching
out
to
some
specific
groups
and
having
some
additional
conversations.
It
would
be
great
to
be
able
to
do
this
with
police
and
fire
as
well
and
potentially
being
able
to
use
some
of
those
liaison
officers
to
continue
to
build
that
trust
and
to
do
some
extra
Outreach,
but
I'm
excited
to
see
that
we
have
some
intention.
There
great
suggestion.
I
I
Thought
did
occur
to
me,
though,
about
giving
that
kind
of
survey
after
someone's
at
at
a
really
traumatic
event.
So
I'm
wondering
if
you
could
give
some
greater
understanding
about
you
know
when
those
codes
would
be
given
how
they're,
given
that
sort
of
thing.
F
Madam
mayor
council,
member
woodings,
great
question:
we
screen
those
out
and
so
as
we
send
out
those
surveys
with
a
QR
code,
we
screen
out
any
critical
incident:
Cardiac
Arrest
death
Etc.
Just
to
avoid
that
yep.
A
K
Thank
you.
Thank
you,
madam
mayor
members
of
council.
It
is
always
a
pleasure
to
be
here
before
you
to
talk
about
the
Boise
Public
Library.
My
name
is
Jessica
door
and
I'm
honored
to
be
the
director
of
the
library.
Today
we
are
going
to
provide
for
you
a
review
of
the
phase,
one
of
our
library,
strategic
planning
process,
we've
just
com.
K
You
know
coming
up
at
the
end
of
that
phase,
one
moving
into
phase
two
will
actually
create
the
plan,
so
I
want
to
set
some
expectations
following
police
and
fire,
which
have
a
very
detailed
strategic
plan.
K
I
just
want
to
share
with
you
that
the
framework
that
I'm
presenting
to
you
today
will
not
be
that
detailed,
but
I
will
but
I'm
bringing
it
to
you
because
I
want
you
to
understand
the
12
key
findings
that
are
shaping
that
strategic
plan
and
also
share
with
you,
some
of
the
current
Investments
that
we
have
in
2023
that
are
aligned
with
that
and
then
setting
the
stage
for
where
we
go
next.
I
think.
K
What's
you
you've
seen
this
slide
before
this
is
sort
of
our
you
know
our
landing
page
for
what
is
driving
the
strategic
planning
process
and
it
really,
as
was
detailed
by
Maria
from
Community
engagement.
We
started
with
that
external
outward
Focus.
This
was
a
very
deliberate
process
where
we
really
started
with
deep
listening
from
the
community
because
of
the
change
that
we've
seen
in
Boise
and
the
change
we've
seen
in
libraries.
So
our
goal
was
a
a
library,
that's
outwardly
focused
on
making
a
positive
impact
for
the
community.
K
K
K
As
I
said,
we
are
in
the
process
of
drafting
that
plan
and,
as
you
remember,
I
report
to
a
Board
of
Trustees
that
has
been
really
helping
us
put
this
plan
together
and
one
of
the
most
important
things
that
the
board
gave
us
very
clear.
Direction
was
to
take
the
time
to
make
sure
that
that
Community
engagement
and
that
listening
was
really.
We
had.
K
We
needed
the
time
to
do
that
particular
coming
out
of
covid
and
really
looking
at
some
of
the
changes
that
we've
seen
both
in
Boise
but
then
also
in
how
the
library
operates.
We
also
started.
You
know
that
project
kickoff.
We
really
started
first
with
our
staff.
They
are
our
most
valuable
asset
in
terms
of
how
they
we
engage
with
the
public.
K
So
I'm
going
to
share
with
you
sort
of
The,
Phase,
One,
summary
and
and
what
those
findings
are
and
how
we're
using
those
going
forward
and,
as
I
said,
we
are
in
process
of
really
creating
that
plan
and
we'll
be
bringing
it
first
to
the
Board
of
Trustees
for
approval
and
then
back
to
the
council
as
well.
So
you
can
see
it
put
together.
K
I
just
want
to
highlight
the
phase
one
engagement
and
input
that
we
did.
We
got
some
great
support
from
our
consultant,
Burke
Consulting
and
then
also
really
from
our
community
engagement
team.
That
really
helped,
particularly
with
that
Community
survey
and
as
you
remember,
we
had
nearly
2
400
individual
people
who
took
that
survey
for
us
really
representing
a
wide
range
of
users
and
non-users.
K
In
Boise
we
had
43
stakeholders,
we
did
seven
listening
sessions,
we
had
seven
off-site
tabling
events,
we
engaged
with
more
than
500
people
out
in
the
community
and,
as
I
said,
we
had
a
a
peer
benchmarking
with
14
libraries,
including
five
in-depth
case
studies
really
aimed
at
finding
a
sort
of
libraries
that
are
either
similar
to
our
size
or
a
little
bit
larger,
but
have
been
exemplary
in
some
of
the
areas
that
that
we
would
like
to
to
learn
from
and
I
want
to
just
remind
you
of
sort
of
my
major
takeaway
that
I
talked
about
when
we
were
here
together
in
October.
K
85
said
we
were
doing
very
well
or
well
in
meeting
the
community
needs
about
10,
we're
sort
of
well
you're,
okay,
and
only
five
percent
were
saying,
you
know,
you're,
not
meeting
the
community
needs
and
for
us,
what
was
important
in
that
is
that
gave
us.
You
know
a
real
understanding
of
where
people
saw
our
services.
They
want
us
to
improve,
but
not
this
is
not
a
radical
shift.
This
is
you
okay.
We
believe
the
libraries
mean
air
needs.
We
want
to
see
you
do
better.
K
We
want
to
see
some
Focus,
but,
but
really
just
you
know
doing
the
same
work,
maybe
more
or
better,
and
with
that
in
mind,
so
I'll
talk
about
sort
of
the
the
the
key
Community
insights
that
came
out
of
the
strategic
planning
process
and
the
consultant
that
provided
us
with
these
insights
organizes
them
into
four
sections.
K
I'll
shift
later
in
my
presentation
to
you
to
sort
of
the
four
areas
that
we're
going
to
look
at
for
Focus,
but
this
is
really
sort
of
internal
to
the
library.
So
the
connection
between
the
library
and
the
community,
the
library
role
in
scope,
Library
resources
and
facilities
and
Library
staff,
culture
and
systems.
K
So
in
the
library
Community
Connection,
you
know
this
is
a
moment
in
time,
and
the
library
in
the
city
of
Boise
are
at
a
pivotal
amount
of
change
and
adaptation
and
I
think
it's
interesting
following
police
and
fire
also
recognizing.
This
is
really
a
moment
of
change
in
the
city
of
Boise,
and
so
as
police
and
fire
thinking
about
how
they
grow.
This
is
an
opportunity
for
the
library
to
think
about
how
we
grow
as
well.
K
Insight
number
two
is
the
library
adjusts
for
growth
and
change.
The
community
wants
the
library
to
continually
assess
how
to
maximize
the
uses
of
its
resources
and
expertise
and
the
most
important
part
in
this
is.
We
got
some
real,
clear
direction
from
the
community
about
that
where
they
want
us
to
lead
and
where
they
want
us
to
play
a
support,
role
and
I.
K
K
The
library
is
a
trusted
institution
that
people
there
that
serve
people
throughout
their
lives
and
really
that
gives
us
an
opportunity
to
help
shape
the
future
and
the
library
value
or
the
Community
Values.
The
role
that
we
plot
that
we
play
in
supporting
people
who
are
disadvantaged
people
who
are
experiencing
economic
or
mental
health
challenges,
and
they
really
want
us
to
continue
to
focus
on
people
who
have
less
access
to
opportunities
and
then
the
we
also
have
the
opportunity
really
to
bring
people
together.
K
Number
four:
what
this
is
where
I
talked
about
lead
and
support.
Boise
residents
believe
the
library
should
play
a
lead
role
in
education,
including
early
childhood,
education,
literacy
and
lifelong
learning.
This
is
a
real
recognition
of
the
important
role
that
public
libraries
play
in
making
sure
that
every
child
is
ready
to
read
that
people
want
that
are
that
need
to
grow
in
their
career
that
are
focused
on
literacy.
K
That
piece
of
Education
just
came
through
really
strongly
and
really
is
such
a
great
piece
for
us
to
focus
on,
and
then
the
community
wants
the
library
to
serve
a
supporting
role
as
a
central
access
point
for
Community,
Resources
and
organizations.
So
this
is
the
recognition
that
the
library
can't
do
everything
for
everyone
and
should
really
think
about
where
there
are
other
services
in
the
community
that
the
library
can
help
connect
people
to
and
provide
that
sort
of
access
point,
but
not
necessarily
duplicate
those
services
and
I.
K
Think
that
that's
an
important
piece
about
where,
where
do
we
need
to
build
capacity?
So
we
can
be
as
responsive
to
the
community,
but
also
be
really
careful
about
where
we're
working
with
Community
Partners
and
following
the
finding
about
education.
This
is
where
the
community
really
wants
the
library
to
strengthen
the
programs
it
has
for
children,
particularly
ages,
6
to
11
recognizing
how
much
we
do
for
zero
to
five
and
getting
kids
ready
to
read,
but
that
next
stage
keeping
them
reading,
keeping
them
engaged,
teens
and
then
adults.
K
Library
resources
and
Facilities
the
point
key:
finding
number:
seven
community
members
highly
value,
the
library's
print
and
digital
resources
collections
are
seen
as
really
the
Cornerstone
of
the
library
they
are
well
used,
and
the
community
wants
the
collection
to
reflect
our
growing
diversity
it
want.
They
want
to
have
voices
that
represent
everyone
in
Boise
and
Spanish
speakers
marginalized,
Community
refugees.
They
want
us
to
grow
our
collection
to
match
the
growth
in
Boise
and
in
our
public
survey,
both
users
and
non-users.
K
They
prioritize
our
physical
collections
slightly
more
than
digital,
though
both
are
highly
used,
and
this
was
important
for
us
because,
as
we
look
at
our
budget
and
how
much
more
expensive
digital
materials
are
compared
to
print
materials,
it's
really
important
for
us
to
be
focused
on
balancing
how
we're
making
sure
that
we're
using
those
resources
wisely,
Point
number
key
finding
number
seven.
The
community
is
not
fully
aware
of
all
the
library
has
to
offer.
This
was
a
real
call
to
action
for
us
to
help.
K
People
understand
better
the
services
that
the
library
provides
and
really
we've
been
looking
at.
How
can
we
use
our
partners
to
help
us
really
help
people
see
the
value
of
the
library
so
that
they
can
be
using
those
key
finding
number
seven?
The
community
wants
the
library
to
enhance
its
physical
spaces
and
provide
a
welcoming,
friendly
atmosphere.
K
This
is
something
that,
while
we
focused
in
our
community
feedback
really
on
the
services,
we
heard
a
lot
from
the
community
making
sure
recognizing,
where
those
services
are
and
having
facilities
that
keep
up
with
the
growth
in
Boise,
and
so
one
of
the
things
that
we're
very
excited
to
follow.
Some
of
the
work
that
the
planning
and
development
team
is
doing.
K
On
the
you
know
the
zoning
code
rewrite
and
how
Boise
will
grow,
because
that
will
help
us
think
about
where
some
of
those
facilities
are
best
suited
for
the
future
and
then
point
number
10.
The
community
wants
the
library
to
have
the
import,
the
appropriate
resources
needed
to
achieve
the
community's
vision
for
the
library.
You
know
that
real
recognition
of
investing
in
a
library
invests
in
the
community
and
leads
to
impact
for
the
the
people
that
we
serve.
K
K
This
includes
how
we
collect
data,
how
we
onboard
people,
how
we
continually
refresh
people's
skills
so
there's
great
stuff
for
our
leadership
teams
to
work
on
and
number
12
the
library
should
better
utilize
data
to
continually
reassess
its
programs
and
services
and
form
decision
making.
This
was
a
really
important
finding
for
us
as
we
were
trying
to
put
together.
You
know
some
of
you
know.
K
Some
of
the
the
ways
that
we
want
to
grow
is
just
having
a
better
understanding
of
the
data
that
we
are
collecting
and
being
able
to
use
it
so
that
when
we
have
resources
available,
we
know
that
we're
able
to
to
put
them
towards
a
place
where
we
have
the
greatest
need
any
questions.
Any
questions
on
those
findings
before
I
transition.
K
Okay,
great
so
our
right
now
we
are
fully
in
the
work
of
drafting
the
plan
we
have.
We
will
be
meeting
next
week
with
our
Board
of
Trustees,
where
we
will
review
refined,
Mission,
Vision
and
value
statement
for
the
library
and
we've
also
created
and
I'll
show
these
in
the
next
slides,
for
you
are
areas
of
focus
that
we
are
going
to
be
using
to
create
The,
Five-Year,
Plan
and
under
that
then
we'll
have.
That
will
be
our
structure
that
will
be
used
to
design
our
goals
and
objectives.
K
So
our
four
areas
of
focus
we
want
to
expand
access,
we
want
to
increase
impact,
we
want
to
optimize
our
resources
and
we
want
to
measure
our
value
so
going
into
these
I
want
to
talk
a
little
bit
more
about
what
those
mean
in
terms
of
what
the
community
can
expect
and
then
highlight
some
of
the
current
Investments
that
we
are
making
this
year
in
well
world
go
next
year
as
a
way
of
showing
the
the
invest.
K
The
resources
that
we
are
stewarding
right
now
are
very
much
aligned
with
the
areas
of
focus
that
we
heard
from
the
community
and
give
us
a
great
Baseline
to
build
on
so
expanding
access.
We
want
to
make
our
collections
programs
and
services
available
where,
when
and
how
people
want
them.
So
what
you
were
seeing
this
year
is:
we
have
a
real
focus
on
our
materials,
our
print
materials,
with
an
increased
collections
for
youth
and
World
languages.
So
we
have
some.
K
This
year
we
have
some
one-time
funding,
that's
allowing
us
to
grow
those
Collections,
and
we've
really
prioritized
because
of
that
role
in
education
and
making
services
or
making
materials
available.
We've
really
focused
on
youth
in
World
languages,
we're
also
adding
a
better
search
function,
we're
adding
a
discovery
layer
to
our
online
catalog,
which
will
help
people
find
the
materials
they're
looking
for
and
working
in
with
it
and
Community
engagement
we're
updating
the
library's
website.
K
So
what
that
allows
us
to
do
really
then
going
forward
is
we're
going
to
continue
to
focus
on
print
and
digital
Collections
and
making
sure
that
we're
tracking
what
gets
circulated
the
highest?
K
How
are
we
moving
those
you
know
if
we
see
my
favorite
example
is
for
some
reason:
Hillcrest
circulates
more
science
fiction
than
our
other
locations,
so
we
make
sure
we've
got,
or
at
least
that
they
did
two
years
ago,
we'll
look
at
the
the
data
this
year
and
see
where,
where
we're
seeing
growth
in
usage
and
making
sure
that
we're
making
those
connections
and
then
obviously
the
better
support
for
World
languages.
K
It's
wonderful
having
the
language
access
coordinator
at
the
city,
who's
really
helping
us
to
find
what
are
the
languages
where
we
expect
that
we'll
cease
growth
so
that
we're
able
to
make
sure
we've
got
materials
for
everyone
increasing
access.
This
is
where
we
want
to
make
sure
we're
creating
valuable
experiences
for
every
user
and
meeting
their
needs
at
every
stage
of
life.
K
What
you're
seeing
right
now
is
an
increase
of
programs
for
Youth
and
families,
so
our
program
guide
for
spring
is
in
the
works
right
now,
and
this
is
really
where
you'll
start
to
see
we're
making
sure
we've
got
those
programs
and
then
also
where
we're
talking
about
the
support
role,
we're
looking
at
better
coordination
with
Community
organizations
and
I
think
this
is
one
place
where
our
mental
health
coordinator
has
done
some
really
remarkable
work
in
helping,
particularly
with
some
of
the
organizations
that
provide
Social
Services
we've
had
we
had
at
Hillcrest,
we
had
a
health
and
housing
Fair.
K
We
were
actually
able
to
bring
in
more
service
providers,
so
we're
using
our
locations
and
our
staff
to
do
more
of
that
convening,
so
that
we're
helping
people
who
are
coming
to
the
library
more
readily
access
the
support
that
they're
looking
for
and
so
the
next
year.
One
of
the
things
that
we're
going
to
start
looking
at
is
how
can
we
make
sure
we're
increasing
the
number
of
people
who
are
using
the
library
how
you
know?
K
How
are
we
finding
people
that
you
know
that
group
that
said
that
they
didn't,
because
there
wasn't
something
that
was
of
use
to
them
and
helping
them
see
the
value
of
the
library
and
why
they'd
want
to
use
it
optimizing
resources.
This
is
some
really
exciting
work
that
we're
doing
right
now
to
modernize,
strengthen
and
streamline
our
operational
capacity,
and
one
of
the
things
that
we're
very
excited
about
is
in
early
may.
We
will
have
our
first
automated
book
sorter
it
was.
K
We
have
an
install
date
for
that
downtown
that
will
free
up
a
considerable
amount
of
staff
time.
That's
right
now,
literally
just
moving
books
around
that
staff
is
ready
to
start
working
with
the
public
more
because
they
won't
need
to
move
books
around
as
much
and
the
more
we
can
free
up
staff
time.
We
can
reallocate
that
to
that
highest
and
best
use,
which
is
really
engaging
with
the
public.
That's
answering
questions,
that's
you
know
doing
reference.
K
And
then
one
of
the
things
we
are
going
to
be
doing
is
begin
that
work
on
a
longer
term
facilities
plan.
Knowing
now
that
we
have
an
idea
of
really
more
idea
of
where
Boise
is
growing,
this
is
really
going
to
help
us
put
some.
You
know,
thoughts
behind.
Where
could
we,
you
know
either
through
co-location
or
improve
facilities?
K
Expand
because
we
certainly
heard
how
people
want
to
make
sure
that
the
building
you
know
fits
the
size
of
the
community,
has
room
for
different
usages
meeting
rooms,
places
to
do
job
interviews,
places
to
have
study
rooms,
and
so,
as
we
look
at
that,
we're
going
to
really
want
to
make
sure
that
we
understand
how
the
growth
of
Boise
should
drive
the
growth
of
the
library
and
then
we're
also
going
to
start
looking
at
our
staffing
plan
to
modernize.
K
With
with
the
opportunities
to
have
some
of
these
Investments
that
the
mechanical
investment
or
the
technology
that
frews
up
staff
time.
I
really
want
to
make
sure
that
we
know
where
to
put
that
that
additional
stuff
capacity.
And
then
we
really
want
to
improve
our
services
through
consistent
staff,
onboarding
and
ongoing
training
and
I
really
and
here's
a
place
where
I
really
want
to
share.
K
How
much
I
appreciate
the
work
that
the
Chiefs
are
doing
with
fire
and
police,
because
we've
been
able
to
really
learn
from
some
of
their
models
of
total
employee
support
and
wellness
and
I.
Think
the
issues
that
they
deal
with
with
trauma
are
are
are
greater
than
we
see
in
the
library,
but
we
are
a
public
facing
staff.
K
That
also
has
some
of
that
experience,
and
so
the
more
we
can
learn
from
them
and
the
more
that
we
can
consider
how
employee
health
and
mental
health
in
particular
is
valuable
for
all
staff
members
I
think
the
better
off
we
will
all
be
as
a
as
a
as
public
servants
and,
finally,
the
measuring
value.
You
know
we
really
are
excited
to
spend
this
year,
establishing
sort
of
our
impact
and
performance
metrics
and
use
that
data
for
decision
making.
We
need
to
establish
the
systemized
structure
for
data
collection
right
now.
K
K
I
think
we
just
want
to
really
again
share
how
much
we
appreciate
everything
that
the
community
shared
with
us
in
it
and
how
excited
I
am
that
this
is
really
an
opportunity
for
us
to
build
on
what
we
had
before
and
and
strengthen
where
the
library
goes
in
the
future
and
with
that
I
will
stand
for
any
questions.
C
Thank
you
so
much
for
that.
Jessica
I
know
that
this
has
been
a
big
body
of
work
for
your
staff,
for
the
commission
for
CE
and
everyone
else,
who's
fed
into
it,
and
there's
a
lot
of
really
great
information
here.
C
K
Thank
you,
council,
president
weddings,
that's
a
great
question.
As
you
know,
I
really
appreciate
how
all
of
you
are
Library,
Champions
and
looking
for
ways
that
the
library
supports
the
community.
I
think
you
know
we
are
interested
in
really
making
sure
that
we're
taking
care
of
the
of
the
library
Workforce.
Those
are
the
people
that,
when
you
come
in
for
story
time,
they
are
the
people
who
are
you
see
out
in
the
community
in
the
Parks
you
know
doing
music
and
movement
We've
continued
to
have
turnover
in
our
library
staff.
K
That
sometimes
does
require
us
to
you
know.
Sometimes
we
can't
do
all
the
programming
that
we
want
to
do,
because
we
are
just
trying
to
continue
to
to
fill
the
spots
so
taking
care
of
the
people
that
work
in
the
library
I
think
to
me
is
one
of
the
most
important
things
that
that
you
can
continue.
As
advocates
for
the
library
to
look
at
I.
K
Think
that,
like
you,
said
the
facilities
plan
and
really
helping
us
think
about
how
the
library
can
grow
smartly,
as
the
city
grows,
we
have
a
really
you
know.
People
appreciate
our
facilities
and
want
to
be
able
to
have
a
facility
that
is
big
enough
for
that
Community,
but
they
also
want
us
out
in
the
community
as
well
and
so
helping
us
think
through
that
balance
about
where
a
facility
is
really
going
to
serve
as
a
hub.
I.
K
Think
one
of
the
things
that
we're
really
interested
in
is
sort
of
the
growth
along
State,
Street
and
potential
places
where
that
density
can
really
lend
itself
to
an
expanded
Library
facility,
but
then
also
looking
at
the
the
whole
city
as
well
and
making
sure
one
of
the
things
that
we're
trying
to
come
up
with.
Is
you
know
how
how
you
know
Parks
has
a
wonderful.
K
The
the
balance
between
location
and
technology
is
something
that's
really
interesting
for
us,
but
we're
certainly
interested
in
you
know:
potentials
for
co-location,
particularly,
you
know
other
service
organizations,
because
there's
just
such
efficiencies
in
that
and
then
obviously
the
continued
investment
in
the
downtown
Library,
where
we've
really
got
some
great
work,
going
now
to
make
sure
that
that
building
is
ADA
Compliant
and
because
it
is
our
largest
location.
I
Director
door,
thank
you
so
much.
Thank
you
for
all
this
hard
work.
It
I.
It's
been
an
incredible
process
and
you've
outlined
it
really
well.
I
I
think
it's
an
important
time
for
us
to
be
vocal
supporters
of
libraries
and
all
that
libraries
do
for
literacy.
Not
only
from
you
know
those
who
are
learning
to
read,
but
those
who,
like
myself,
want
to
be
and
continue
to
be,
lifelong
learners.
I
We
do
and
there's
a
lot
of
interest
in
correcting
that
and
I
I
want
to
make
sure
that
we're
at
the
table
when
those
decisions
are
are
talked
about,
because
we
have
a
lot
of
support
coming
out
from
our
part
of
town
to
get
more
access
to
those
that
are
within
our
city
limits.
So
I'm
excited
that
you
know
we're
looking
towards
that
that
goal
and
that
it's
on
the
horizon,
but
I
really
want
to
continue
to
put
a
plug
in
and
I
knew.
You
knew.
K
You,
madam
mayor
council
member,
was
I
did
know
you
were
going
to
say
that
yes
and
I,
and
what
was
surprising
to
me,
was
that
we
really
wanted
to
focus
on
Services
first,
because
if
I
don't
know
what
services
you
want
like
I,
wouldn't
know
how
to
build
a
building
to
match
that
and-
and
what
was
really
interesting,
was
how
loud,
even
in
a
conversations
that
are
about
you
know,
what
do
you
want
us
to
do
in
terms
of
helping
you
with
lifelong
learning
or
job
seeking,
or
you
know,
small
business
support
or
education?
K
The
facility
also
drove
a
lot
of
people's
feedback
to
us
in
a
way
that
I,
quite
frankly,
did
not
expect
and
I
think
that
bit
about
a
recognizing
the
the
actual,
what
a
library
means
from
a
physical
point
of
view.
You
know
this
is
a
place
where
the
community
can
gather.
This
is
a
place
where
we
have.
We
show
the
value
of
providing
Equitable
access
for
the
whole
Community.
K
It
was
a
real,
a
real
lesson
learned
for
me
in
how
intricately
linked
those
are
and
I
think
you
know,
I
I'm,
taking
that
away
from
hearing
that
from
Boise
that
those
conversations
really
do
need
to
be
brought
together
because
of
the
the
physical
aspect
of
a
library
building.
So
thank
you.
E
Then
Mary
comment
and
a
question.
It's
great
to
see
you
and
thank
you
for
allowing
me
to
be
part
of
this
process.
I've
served
as
the
council
liaison
to
the
library
board
and
on
the
strategic
planning
committee
and
I
would
note
that
I
really
admire
your
ability
to
both
navigate
a
board
of
directors
and
a
group
of
City
Council
Members
as
well.
It's
Unique
that
you
have
to
that.
You
get
to
do
that.
E
I
also
want
to
just
bring
some
attention
that,
like
the
Strategic
plan,
is
isn't
done
yet
so
there's
going
to
be
some
more
specific
things
that
we'll
see
here
soon
and
I
really
appreciate
the
amount
of
community
outreach.
That's
been
done
already
and
it's
sort
of
like
there's
a
juxtaposition
of
the
presentation
that
we
just
got
from
fire
and
police
where
there's
sort
of
a
plan
and
some
details
that
we've
been
given
in
the
community
outreach
is
being
done.
Second
versus
community
outreach,
that's
been
done
first
and
some
plan
that's
coming
forward.
E
I
guess!
One
of
my
questions
is
one
of
the
things
that
we
saw
with
police
and
fire
was.
There
was
I
think
a
request
for
a
training
center.
There
was
a
request
for
some
additional
spaces,
downtown
a
space,
I
think
in
East
Boise,
a
specific
number
of
Staffing
129
staff
members
and
then
a
specific
ratio
of
what
is
comparable
to
some
other
Benchmark
cities,
which
I
know
is
something
that
we
that
we
talked
about
during
the
strategic
planning
process.
E
When
we
get
the
Strategic
plan
back,
do
you
anticipate
anything
specific
saying
that
here's
what
the
average
is
of
employees
to
a
population
based
off
of
our
peer
cities
and
here's
about
how
many
additional
staff
members
we
think
we
may
see?
Do
you
anticipate
there
being
any
sort
of
recommendations
for
areas
to
potentially
explore?
Or
do
you
think
we
won't
get
quite
into
the
specifics
with
the
final
strategic
plan.
K
Madam
mayor
council,
member
Halliburton,
I
really
appreciate
you
bringing
that
up
because
boy
following
police
and
fire
I
am
feeling
like
wow,
that's
a
level
of
specificity.
I
don't
have
what
what's
Council
going
to
think
of
that,
but
I
do
think
you
know
part
of
the
nature
of
Library
work
is
we
need
to.
We
need
to
hear
from
the
community,
and
every
Community
is
unique
in.
You
know
how
its
density
its
locations,
its
demographics.
K
So
for
me
it
just
I
really
wanted
that
that
deep,
Community
listening
piece
because
I
wanted
anything
that
came
out
of
it
to
really
reflect
what
the
community
is
telling
us
and
that
I
think
is
the
most
important
piece
that
I
want
everyone
to
have
confidence
in
that
this
strategic
plan
is
built
directly
on
what
the
community
told
us.
We
are
going
to
try
with
some
of
the
you
know,
particularly
some
of
the
benchmarking
we
had
with
some
of
our
peer
cities.
K
K
There
are
some
functions,
I
think
you've
you've
been
in
some
of
our
board
discussions
where
you
know
we
that
that
data
piece
you
know
having
somebody
or
having
a
capacity
to
really
understand
the
data,
is
going
to
enable
us
to
put
in
place
that
ongoing
listening
with
our
community
and
that's
going
to
make
us
just
so
much
more
effective
over
time.
So
I
think
that
that
capacity
is
really
important,
I
think
the
ongoing
training
and
staff
development.
You
know
technology
changes
so
quickly
and
people
are
bringing
you
know
they
bring
to
us.
K
Their
technology
needs
they
bring
to
us
their
service
needs,
and
so
the
more
that
we
can
have
capacity
to
really
make
sure
our
staff
are
always
well
trained
because
they
need
to
have
that
continually
refreshed.
We
just
had
a
very
successful
Polaris
upgrade
the
this
morning,
thanks
to
our
I.T
team
that
got
up
very
early
in
the
early
hours
of
the
morning
to
do
that
behind
the
scenes,
but
we
had
to
do
a
whole
bunch
of
Staff
like
development
like
hey.
This
system
is
new.
K
Here's
how
you
need
to
log
on
here's,
what
it
looks
like
here's,
how
you
know
this
may
change
what
the
public
sees
or
not
sees
so
for
us
to
keep
our
skills
going,
is
really
going
to
be
critical,
I
think
those
those
roles
are
really
important,
and
then
you
know
making
sure
that
we
also
have
a
structure
in
place
that
allows
us
to
grow
our
leaders
as
well.
K
So
someone
who
joins
as
a
you
know
in
a
library
assistant
role,
maybe
works
up
to
a
librarian
and
then
how
do
we
think
about
the
management
that
we
need
as
well,
particularly
knowing
that
our
managers
and
supervisors
are
really
working
right
now?
One
of
the
things
we're
doing
is
training
for
them.
You
know
sort
of
how
you
help
identify
if
somebody
on
your
staff
is
having
a
mental
health
crisis.
K
That
is
not
something
that
when
I
was
in
library
school
that
we
ever
had
to
learn
and
now,
when
you
think
about
us
working
with
the
public
and
the
the
issues
that
the
public
is
bringing
to
us,
that
our
staff
are
dealing
with
and
how
our
managers
are
supporting
them.
So
making
sure
that
we've
got
the
right,
Staffing
model.
I.
Think
that's!
Where
you'll
see
some
more
of
that
specificity,
those
roles
and
then
also
just
making
sure
we've
got
the
right
leadership
in
place.
Great.
E
Men
in
America,
if
I,
can
just
follow
up
with
a
comment,
I'm
glad
you
brought
that
that
last
part
up,
because
one
of
the
points
on
there
I
think
it's
Point
number
five.
The
community
wants
the
library
to
serve
a
supporting
role
as
a
central
access
point
for
Community,
Resources
and
organizations,
and
that
was
something
that
was
really
loud
and
clear,
I
think
in
the
survey
and
when
we
talk
about
our
police
in
our
fire.
We
do
we
talk
about
First,
Responders
and
Frontline
workers,
where
our
library
really
are
Frontline
workers
as
well.
E
You've
got
a
variety
of
different
people
who
come
in
with
a
variety
of
different
things
that
they're
accessing
the
library
for
maybe
looking
for
jobs,
maybe
looking
for
access
to
other
non-profits
and
I
really
do
think
that
it's
important,
that
we
give
them
the
training
that
they
need
and
the
ongoing
professional
development
that
they
need
to
actually
be
able
to
serve
as
that
Central
Access
Point
for
community
members
and
I
do
think
that
we're
going
to
need
to
be
looking
at
additional
areas
for
libraries
like
West
Boise,
to
be
that
access
point
and
then
also
knowing
how
many
people
are
accessing
that
Central
Access
Point
in
downtown
Boise
right
now
is,
is
really
important
and
and
I
will
comment
and
I'll
say
this,
even
though
you
didn't
say
this
specifically
the
same
with
fire
and
the
same
with
police.
E
I
think
that
we
should
be
expecting
additional
Staffing
to
maintain
the
level
of
service
that
our
community
is
expecting
and
the
ratio
from
our
peer
cities
and
additional
facilities
as
well
and
it-
and
it
just
sometimes
strikes
me
that,
like
fire
and
police,
they
come
in,
they
say
this
is
exactly
how
many
they
want
they
exactly
how
many
they
need,
and
sometimes
it's
a
little
bit
more
difficult
for
the
library
to
say
that,
but
I
do
think.
It's
really
important
that
we
keep
Pace
with
that
professional
development
that
support
and
the
Staffing.
C
You
metamere
I
just
have
a
comment:
our
Librarians
are
heroes,
and
so
I
just
wanted
to
call
that
out
specifically
to
some
members
of
your
staff,
who
have
really
been
advocates
for
like
Librarians
as
a
profession,
especially
at
the
state
level
in
the
past
few
weeks.
I
know
that
that's
hard
for
them
to
do
that.
C
I
know
that
it's
probably
really
stressful.
It's
I
mean
I,
get
nervous
and
stressed
out
when
I
go
in
front
of
a
legislative
committee.
So
I
can
only
imagine
how
somebody
who's
not
used
to
that
feels,
but
they
really
have
been
stalwart
advocates
for
librarians
and
I've
always
appreciated
the
service
that
my
family
gets
from
Librarians.
As
we're
figuring
out.
C
You
know
my
daughter
who's,
a
really
great
reader,
but
she's
only
12..
You
know
like
what
kind
of
material
is
going
to
be
appropriate
for
her
but
still
match
her
reading
level
and
they've
always
been
so
great
at
navigating
those
things
for
us,
so
I
just
wanted
to
maybe
give
them
that
little
pep
talk
and
keep
up
the
good
work.
Can
you
guys
do
a
fabulous
job.
K
K
To
me
also,
what
was
really
gratifying
with
our
community
survey
is
how
much
people
in
Boise
appreciate
and
expect
that
the
library
serves
a
diverse
population
and
represents
that
diversity
in
the
library
and
in
our
materials
and
I
appreciate
you
calling
out
some
of
my
staff
people
that
are
really
leading
the
profession
right
now
in
trying
to
counter
a
minority
Viewpoint
that
it
does
not
appreciate
that
role.
That's
the
role
of
public
libraries
is
to
really
provide
access
and
opportunity
for
everyone.
My
Board
of
Trustees
is
very
committed
to
that.
K
H
H
So
thank
you
for
that
question
in
your
presentation.
I
didn't
really
hear
if
you
think
that
the
changes
that
happened
as
a
result
of
the
pandemic
have
changed
the
way
that
you
view
service
or
are
able
to
provide
service
in
any
fundamental
way
going
forward,
and
and
how
will
you
integrate
those
changes
if
there
are
some
into
the
ongoing
plan.
K
Madame
mayor
council,
member
Clegg,
thank
you
for
that
question
and
I'm.
Sorry,
I
didn't
call
it
out
because
we
think
about
it
all
the
time
and
there's
a
there's.
A
couple
of
things
that
come
to
mind
one
is
it
takes
a
it
takes
more
people
to
run
our
buildings
right
now,
post
covered
than
it
did
pre-covered,
which
is,
and
we
were
wondering
if
that
was
going
to
change.
K
If
that
would
go
back
to
sort
of
pre-covet
and
it's
not
in
terms
of
you
know,
we're
always
running
curbside
now
Courtney's
making
sure
that
we're
always
running
curbside
and
that
takes
a
staff
person.
Who
is
you
know,
waiting
there
to
go
outside,
and
so
you
can't
have
that
person
doing
a
story
time
and
then
also
you
know
the
the
meeting
rooms
and
the
wanting
to
have
a
place
for
a
quiet
conversation.
We
will
be
shortly
getting
a
privacy
POD
at
our
downtown
location,
which
is
going
to
be.
K
You
know
like
it's
going
to
be
brought
in
and
it's
a
pod
it'll
have
Wi-Fi
in
it.
It'll
have
a
camera,
so
you
can
do
Telehealth
or
job
interviews
or
you
can.
You
know
have
that
one-on-one
interaction
with
a
with
somebody
on
a
screen,
but
we
need
to
staff
that
differently,
because
that
you
know
takes
up
different
staff
time.
K
So
we're
we're
constantly
watching
like
how
many
people
does
it
take
to
run
the
services
knowing
some
of
this
expectations
have
shifted
and
some
places
it's
shifting
back,
but
some
places
nope
we'd,
like
that
new
service.
We
want
you
to
keep
doing
that
and
then
I.
Quite
frankly,
the
other
places
we're
really
watching
is
the
the
digital
and
print
we
really
saw
for
the
first
time.
You
know,
obviously,
when
our
facilities
closed,
digital
access
to
ebooks
and
e-audio
went
higher
than
Prince.
K
They
are
so
much
more
expensive
and
in
some
cases
not
well
suited,
you
know,
an
audiobook
is,
you
know,
has
one
audience,
but
a
board
book
or
a
picture
book.
You
know
that
will
be
print
and
so
the
places
where
we
need
to
think
about
how
much
are
we
putting
our
collections
into
print
versus
digital,
digital
books
and
e-audio
books?
K
You
know
also
knowing
that
our
you
know
what
we
were
very
gratified
is
that,
after
that,
covid
flip
print
in
youth
is
the
highest
driver
and
I
believe
that
that
should
we
want
to
keep
that,
you
know,
we
want
picture
books,
we
want
board
books.
We
want
early
chapter
books
like
that
reading.
You
know
that
is
really
important,
the
you
know,
but
adults
want
e-audio
and
they
want
digital
books.
So
we're
constantly
trying
to
figure
out
what
is
the
right
balance
between
digital
and
print
and
that
will
that
is
something
that
I
think
we've.
K
We
saw
some
trends
during
coven
and
now
we're
wondering
like
okay,
what
what
is
the
new?
What
is
the
new
real
or
the
new
Norm?
Look
like
so
yeah.
We
you'll
see
some
changes
to
our
staffing
model,
just
because
of
it
takes
us
more
people
to
run
services
in
our
locations,
and
we
definitely
need
to
really
look
at
our
materials
budget.
H
Thank
you
quick
last
one
probably
more
of
a
comment
than
a
question,
but,
as
you
do
look
at
new
facilities
in
especially
given
what
we
heard
from
the
police
and
fire
this
morning,
it
may
be
time
to
really
look
at
a
neighborhood
service
model
where
it's
not
just
a
library,
not
just
fire
station,
not
just
a
police
stop,
but
a
full
service
pay.
Your
utility
bill,
et
cetera,
Etc.
So
just
put
that
on
your
radar
as
you
go
forward.
K
Councilmember
Clegg
there
are
such
interesting
models
throughout
the
really
throughout
the
world
about
co-locating
you
can
put
a
library
on
the
bottom.
You
can
put
housing
on
top,
you
can
put
non-profits
I
mean
there's
just
so
many
options
to
explore
and
I
do
think.
You
know
we
are
at
a
great
place
to
have
some
of
those
discussions
and
to
really
think
to
think
differently
or
to
think
about
what
what
are
what
are
ways
that
we
can
be
creative
in
using
our
footprint.
A
Well,
thank
you
Jessica.
It's
great
to
see
the
progress
look
forward
to
seeing
the
end
result
and
then,
ultimately,
the
programming-
and
you
know
the
this
focus
on
programming
for
this
one
and
services
is
really
important
because,
as
you
mentioned,
the
understanding
the
programming
and
services
helps.
A
You
then
determine
how
and
where
to
build,
and
so
knowing
in
a
post-covet
era
the
the
needs
of
our
residents,
the
expectations
they
have
and
the
services
that
the
library
can
provide
are
key
building
blocks
to
making
sure
that,
as
we
make
investments
in
libraries,
we're
doing
it
in
the
right
way
and
I
too
want
to
say
thank
you
to
you
and
your
team,
and
you
know
we
saw
during
covid
and
then
since,
as
you've
said,
staffing
needs
haven't
reduced,
they've,
they've
stayed
High
and
the
role
that
Librarians
play
in
our
community
became
so
much
more
apparent
to
all
of
us,
like
so
many
First
Responders
and
child
care
providers,
and
teachers
like
we
just
saw
in
a
different
way
how
important
the
role
that
Librarians
and
Library
workers
play
in
our
community
and
deeply
appreciate
the
Innovation
that
came
out
of
the
library
and
your
team.
A
The
kind
of
pressures
that
your
team
members
have
experienced
and
the
resilience
they've
shown
and
you've
also
demonstrated.
As
council
president
woodings
mentioned,
you
and
your
team
have
been
Advocates
at
a
time
that
we
didn't
expect
to
have
to
be
advocates
for
the
values
of
our
residents
and
boiseans
expect
us
to
do
that.
And
so,
as
Librarians
you're
standing
up,
the
city
council
has
stood
up
for
values
more
and
more
these
days.
A
It
seems
as
though
that's
necessary
so
that
we
reflect
on
and
remember
who
we
are,
as
our
city
continues
to
grow,
and
it's
a
tough
spot
for
your
folks
to
be
in
and
really
appreciate
their
bravery
frankly
and
their
and
their
willingness
to
give
voice
to
the
values
of
our
city
and
our
residents
at
a
time
like
this.
So
thank
you
very
much.
A
As
Doug's
setting
up
I
want
to
thank
the
team
of
from
Zoo
Boise,
that's
here
as
well
as
our
Zoo
Boise
folks,
that
are
still
at
the
Zoo
today
and
I.
Don't
know
if
you're
gonna
bring
it
up,
but
a
whole
bunch
of
people
are
going
to
be
exposed
to
the
zoo
in
this
in
March.
That
I
think
probably
haven't
been
before,
with
Freeport.
Locating
so
close
to
the
zoo.
A
I
keep
imagining
like
giraffes
with
hit
with
ear
protector
things
on
as
part
of
the
kind
of
new
graphics
related
to
treefort,
but
appreciate
the
the
parks
department,
the
zoo
teams,
a
work
to
get
that
right
and
I'm
so
excited
that
they're
you're,
incorporating
you're
being
incorporated
into
the
festival
in
ways
too,
so
that
just
people
that
wouldn't
typically
decide
to
walk
through
the
zoo
are
likely
going
to
make
that
choice.
J
Thank
you,
madam
mayor
council.
Members.
We
as
well
are
very
excited
about
tree
fort's,
relocation
to
Julie,
Davis
Park
and,
as
you
mentioned
Madam
mayor,
there
will
be
some
interaction
between
our
tree
fort
participants
and
Zoo.
Boise
and
I
would
say
just
on
that
topic
joining
me
today.
I
want
to
point
out
Gene
peacock
who's,
our
superintendent
and
Senior
manager
of
Zoo
Boise.
We've
also
invited
Mike
Clifford
who's
with
glmv
architecture
out
of
Wichita
Kansas.
J
Who
is
the
lead
project
manager
on
the
Master
Plan
update,
and
then
we
couldn't
go
without
our
boss,
which
is
Rachel
weiner
who's,
our
development
director
with
Zoo
Boise,
but
Gene,
and
his
team
did
a
lot
of
research
with
other
cities
all
over
the
country
that
have
zoos
that
co-located
parks
with
events
that
are
going
on,
and
so
we
did
a
lot
of
research
to
make
sure
that
our
Animal
Welfare,
which
is
our
number
one
priority
in
the
zoo,
is
compatible
with
what
will
be
going
on
with
treefort
and
working
with
that
organization.
J
Manor,
mayor
council
members,
I
got
to
say
they're
a
first
class
operation
and
their
number
one
priority
is
also
protecting
the
Integrity
of
our
than
the
welfare
of
our
zoo
animals.
So
we're
excited
as
well
for
that
to
occur,
but
that's
not
why
we're
here
today,
we
are
here
today
to
talk
about
primarily
the
phase
one
portion
of
our
Capital
project
development
and
our
Master
Plan
update
for
Zoo
Boise,
and
so
we
started
this
process.
Madam
mayor
council
members
and
got
it
completed
in
2021.
J
It
is
built
over
a
three
phase
process
which
we
anticipate
will
be
at
least
15
years
could
go
as
long
as
20
years
for
all
three
phases
to
be
not
only
constructed
but
prior
to
construction.
All
the
fundraising
efforts
that
need
to
go
into
getting
those
three
phases
done
for
the
purposes
Madame
mayor
today
is.
The
discussion
is
really
focusing
on
phase
one
and
more
specifically
a
piece
of
phase
one,
but
the
total
approximate
timetable
on
that
phase.
J
One
process
We
Believe,
will
take
about
eight
years
total
to
get
that
entire
phase
completed
the
friends
as
I
mentioned,
they
did
an
RFP
for
design
and
selected
GL
and
the
architecture
again,
as
I
mentioned
out
of
Wichita
Kansas
and
and
as
I
mentioned,
Mike
Clifford
is
here
as
well
as
well
as
Gene
to
add
any
any
to
this
presentation
as
needed,
but
gml
glmv
does
do
zoos,
aquariums
museums,
they
have
a
division,
they
are
full
service
architectural
firm,
but
they
have
a
division
that
specializes
in
this
type
of
architecture,
so
I
think
our
friends
of
Zoo
Boise
picked
a
really
solid
and
very
good
firm
to
help
us
in
this
plan.
J
We'll
also
be
they'll
also
be
co
project
managers
with
ersted
Architects,
which
will
be
our
local
firm
that
will
work
with
GL
and
v
as
well
and
as
with
all
of
our
plans
that
you
have
been
hearing
today
and
that
you'll
continue
to
hear
in
the
future.
There
is
a
robust
public
engagement
process
that
goes
into
those
and
the
zoom
Master
Plan
update
no
different
there.
We
did
a
lot
of
surveys
with
guests.
J
We
we
did
a
lot
of
social
media
with
our
with
the
community
and
we
had
a
tremendous
response
of
which
our
Zoo
team
and
glmv
and
our
state
Architects
took
into
account
as
they
developed
the
master
plan.
So
this
is
just
a
quick
caricature
of
kind
of
what
the
three
phases
will
look
like
and
again
focusing
on
what's
in
the
yellow
today,
but
we
do
also
have
in
in
the
sort
of
the
off
peach,
color
phase
two
and
then
a
phase
three.
J
The
phase
three
will
actually
take
in
part
of
additional
acreage
in
the
park
that
that
we
have
in
an
agreement
with
the
park
for
Zoo
Boise
expansion,
so
that'll
actually
include
taking
in
some
additional
acreage.
When
that
phase
three
develops
out
into
the
future.
The
blue
bubble,
you
see,
is
just
some
un
phase,
what
we
call
unphase
projects
and
these
will
get
planted
into
the
various
phases
as
we
move
as
we
move
forward,
but
again,
for
the
purposes
of
today.
J
We're
looking
at
that
yellow
piece
on
the
Frontage,
and
this
is
the
the
Julia
Davis
Drive.
This
is
our
our
normal
entry
into
the
zoo.
So
most
of
phase
one,
in
fact,
all
of
phase
one
will
be
located
in
the
frontage
part
of
the
zoo
again
for
the
purpose
of
showing,
where
everything
is
at
the
red
star
you
see
at
the
top
is
the
location
of
our
small
animal
kingdom,
which
we'll
talk
about
a
renovation
of
that
part
of
our
facility.
J
In
a
moment,
the
entrance
into
the
zoo
which
you
see
here
Mark
there
is
the
current
entrance.
We
have
and
will
continue
to
be,
the
entrance
after
all
of
three
phases
are
completed.
The
exit,
which
currently
now
goes
out
of
the
gift
shop,
which
is
approx
approximately,
where
that
phase
one
bubble
location,
is,
will
be
moved,
South
down
towards
the
Lagoon
and
will
be
a
new
exit
that
will
be
adjacent
to
a
new
gift
shop
and
also
the
the
red
panda
exhibit
as
well,
which
will
be
located
down
in
that
area.
J
So
again,
phase
one.
We
broke
it
out
into
two
segments
so
we're
referring
to
them
as
phase
one
a
and
phase
one
b.
These
are
real
important
additions.
J
We
need
to
address
simply
because
we
are
a
member
of
the
American
Zoological
and
Aquarium
Association
and
it's
a
very
prestigious
accreditation,
and
it
is
only
given
to
zoos
that
operate
under
the
highest
standards
of
animal
care
and
and
Zoo
operations,
and
so
a
lot
of
what
we
are
proposing
over
these
three
phases
are
really
allow
us
to
not
just
maintain
our
Zoo
credit
accreditation,
Aza
accreditation,
but
also
enhance
that
these
will
also
we.
We
are
woefully
short
on
Staffing
space.
J
So
we're
going
to
be
addressing
that
through
this
phase
one
process,
our
educational
programming,
is
one
of
our
more
popular
parts
of
what
we
do.
The
friends
do
at
zoo
Boise,
but
they
they
do
it
in
a
makeshift
area,
and
so
adding
an
educational
component
to
this
is
very
important
and
we
believe
all
of
this
enhances
our
visitor
services
to
the
zoo.
We
believe
that
our
exhibits,
one
of
the
things
we
discover
is
when
we
open
Out
of
Africa.
We
had
a
huge
bump
in
attendance
and
then
quickly
hear
from
our
guests.
J
When
are
some
of
the
other
exhibits
going
to
also
be
enhanced
and
upgraded,
and
then
when
we
did,
the
gorongosa
exhibit
it
really
hit
a
square
in
the
face
that
that
we
do
have
some
exhibits
that
aren't
just
a
few
decades
old,
but
many
decades
old,
and
our
team
has
done
a
magnificent
job
working
closely
with
our
friends
partnership
and
keeping
those
exhibits
not
only
at
Aza
standards
but
at
standards
that
we
believe
are
exceptional.
J
As
far
as
our
Animal
Welfare
is
concerned,
the
estimated
price
tag
on
this
Phase
One
Piece
is
about
18
million
and
Madame
mayor
council
members.
You
may
or
may
not
be
aware,
but
the
friends
does
have
an
internal
policy
that
any
exhibits
that
are
built
that
house
our
animals.
They
also
contribute
a
10
percent
construction
cost
to
our
conservation
fund
and
again
I
know
you're
well
aware
of
the
conservation
fund.
J
It
serves
conservation
grants
for
conservation
purposes
all
over
the
world,
including
here
in
Boise,
where
we
receive
an
annual
contribution
for
Foothills
restoration
projects,
for
example,
so
the
goals
of
the
two
a
one
a
and
one
b
in
Phase
One.
These
are
all
fairly
obvious:
animal
care
and
Animal.
Welfare
is
our
number
one
objective
and
number
one
goal.
This
is
where
I'll
put
a
plug-in
for
kind
of
my
heroes
at
zoo,
Boise
and
I.
Think
you
know
when
I
look
at
what
we
do
in
our
department.
J
We
have
people
that
are
working
around
the
clock
that
work
holidays
that
work,
regardless
of
what
the
weather
is
and
if,
if
you
look
at
our
Animal
Care
and
you
look
at
the
keepers
that
we
have
animals
have
to
be
taken
care
of
every
day,
they
have
to
be
fed,
they
have
to
have
enrichment
activities,
they
have
to
be
cared
for
on
a
daily
basis.
J
So
when
many
of
us
have
a
holiday
off,
our
keepers
are
still
at
zoo,
Boise,
they're,
still
taking
care
of
our
animals
and
making
sure
that
they
are
in
the
absolute
best
have
the
absolute
best
care
of
any
zoo
in
the
country.
J
Accessibility,
you're
going
to
hear
that
throughout
all
of
the
presentations
you're
going
to
hear
over
the
next
several
years
as
we
roll
out
each
of
these
phases,
it
is
probably
the
most
important
piece
in
increasing
Our
Guest
experience
for
Zoo
Boise.
Obviously
we're
in
this
to
generate
Revenue.
We,
the
revenue,
is
very
important
to
us
in
in
Manning
the
daily
operations
of
Zoo
Boise,
so
our
guest
experience
and
how
we
generate
that
revenue
is
very
important.
I've
already
mentioned
conservation.
J
You
know
how
important
that
is
to
to
Zoo,
Boise
and
important
to
the
city
of
Boise.
Our
staff
experience
care
in
support
of
our
animals.
I
really
covered
that
more
in
in
our
Animal
Care
piece.
But
I
can't
say
enough
about
the
team
that
we
have
and
how
important
it
is
that
we're
supporting
them
and
the
work
that
they
do
for
Zoo
Boise
and
then,
as
I
mentioned
earlier
education,
we
need
a
new
education
facility
and
we're
going
to
be
talking
about
what
that
what
that
means
to
Zoo
Boise
moving
forward.
J
J
The
first
thing
we
did
is
walked
past
the,
for
example,
snow,
leopard
and
by
the
red
panda,
and
we
looked
at
those
exhibits
and
thought
we
got
to
do
something
and
we
have
to
do
something
sooner
than
later,
and
so
Gene
and
his
team
got
together
and
got
that
Master
Plan
update
done
so
that
we
can
move
into
the
future
with
our
animal
exhibits
and
bringing
them
into
the
21st
century.
All
of
this
is
is
again
accessible,
accessible.
J
Viewing
opportunities
for
our
public
is
extremely
important
to
us,
and
so
modernizing
these
animal
exhibits
is
going
to
increase
our
guest
experience
in
in
the
zoo
and
make
it
a
more
enjoyable
and
interactive
opportunity
with
our
animals.
The
commissary
upgrades
will
happen
in
the
1B
portion,
but
that
is
replacing
how
we
prepare
our
food
for
our
animals.
J
The
draft
feeding
experience
interview
that
have
participated
in
that
is
probably
one
of
our
most
popular
add-on
programs
that
we
do
in
our
community
and
so
we're
looking
at
how
we
can
enhance
that
for
the
public
in
the
future
and
then
replacing
the
gift
the
education
center,
as
we
already
mentioned
that
and
then
we're
also
planning
on
replacing
the
gift
shop
in
the
phase
1A,
and
also
providing
Ada
access,
accessible
restrooms
as
well.
J
So
the
from
a
strategic
planning
perspective,
the
friends
of
Zoo
Boise
contractor
with
the
dbd
group,
which
is
a
local,
has
a
local
office
as
well
as
one
in
Chicago
to
do
a
feasibility
analysis
to
determine
what
could
be
raised
of
that
18
million.
For
that
total
cost
of
phase
one.
J
The
dbd
group
did
determine
that
the
friends
did
have
the
potential
does
have
the
potential
to
raise
12
to
13
million
of
that
18
million
for
phase
1A
and
1B,
and
then
I'm
just
I'm
very
proud
and
honored
today
to
announce
that
for
the
most
part,
almost
the
complete
funding
for
phase
1A
has
been
raised
and
by
the
friends
of
Zoo,
Boise
and
they're,
ready
to
move
forward
with
getting
a
contractor,
getting
final
design
done
and
all
the
permitting
and
start
breaking
ground.
J
So
we're
essentially
shovel
ready
for
these
four
bullet
points
that
are
in
front
of
you
today.
Madam
mayor
and
council
members
and
we're
talking
about
the
red
panda.
New
red
panda
exhibit
a
new
education,
a
complex,
the
renovation
of
the
small
animal
kingdom
and
then
a
new
gift
shop
and
family
restroom.
J
So
the
new
red
panda
exhibit
those
of
you
I
know
all
of
you,
madam
mayor
council,
members
are
very
familiar
with
our
zoo
and
our
our
huge
supporters,
and
so
you're
very
familiar
with
this
exhibit,
and
it's
in
a
a
poor
place.
It's
not
a
good
exhibit,
but
it
also
is
one
of
our
more
popular
exhibits.
We
have
in
the
zoo
these
animals
are
extremely
cute
and
are
very
probably
one
of
the
most
viewed
animals.
We
have
right
with
our
our
lions
and
our
tag.
J
Our
tigers,
this
new,
exhibit,
would
have
overhead
animal
shifts,
which
is
an
opportunity
for
us
to
be
able
to
move
our
red
pandas
from
one
location
of
the
exhibit
to
the
other.
There
will
actually
be
I
believe
four
different
areas
within
this
exhibit
that
we
will
have
view
viewing
opportunities
for
our
guests.
J
So
right
now
you
walk
up
to
the
red
panda
exhibit,
and
you
see
what
you
see
we'll
have
an
opportunity
for
our
guests
to
be
able
to
move
around
this
exhibit
and
actually
have
access
to
see
in
multiple
locations
which
again,
as
I've
already
mentioned
in
previous
slides.
The
whole
goal
is
to
create
better
access
to
all
of
our
exhibits.
J
For
for
our
guests,
this
will
be
moved
from
its
current
location
back
out
to
the
front
part
of
the
zoo
and
down
by
the
Lagoon
in
the
area,
basically
where
we
currently
have
our
boat
ride.
That
goes
across
from
the
front
of
the
zoo
over
to
the
Out
of
Africa
area,
or
exhibit
so
it'll
be
generally
in
that
vicinity.
As
with
this
exhibit
and
and
all
of
our
other
phases.
J
Our
number
one
goal
is
how
many
trees
can
we
make
sure
that
we're
preserving,
and
that
is
a
a
very
big
part,
not
only
of
of
the
fact
in
the
city
of
Boise.
We
have
this
little
initiative
that
we're
trying
to
actually
add
more
trees,
but
we
also
it
enhances,
obviously
the
the
guest
experience
when
they're
at
the
zoo,
but
it
also
is
very
important
for
our
animals
as
well.
J
So
all
of
our
the
challenge
we
will
be
giving
glmv
is
to
work
around
these
trees
and
if
you
look
at
gorongosa
I
think
we
did
a
really
good
job
of
making
that
happen
in
that
particular
exhibit
and
I.
Think
we
I
feel
confident
we'll
be
doing
that
moving
forward,
but
I
I
will
forewarn.
There
will
be
some
trees
that
will
need
to
be
removed,
but
we
believe
it's
going
to
be
fairly
minimal.
J
So
the
education
complex
will
be,
we
really
don't
have
one
we
just
kind
of
use
our
you
know
spaces
that
we
have
throughout
the
zoo,
primarily
our
multi-purpose
room,
which
is
located
off
the
gift
shop.
This
is
really
an
exciting
addition
to
the
zoo
in
that
we'll
be
able
to
create
a
series
of
smaller
classrooms
that
we
can
do
our
educational
experiences
in,
but
we
also
can
create
a
larger
venue
for
larger
meetings.
J
The
walls
can
be
removed
and
we
can
create
a
venue
that
would
house
up
to
50
approximately
50
people
at
a
at
an
event.
So,
rather
than
just
have
the
education
experience,
we
have
something
now
we
can
provide
to
the
community
where
we
can
offer
opportunities
for
the
community
to
use
this
space
as
well.
J
Believe
it
or
not.
This
is
one
of
our
newer.
Still
one
of
our
newer
exhibits,
I
believe
it's
about.
25-Ish
years
old,
though
the
Small
Animal
Kingdom
is
actually
the
building
itself
is
in
pretty
good
shape.
So
this
would
be
a
renovation
and
not
a
complete
redo
of
that
location.
Again
back
to
what
we
talked
about
with
the
red
panda,
and
that
is
how
do
we
create
more
view,
shed
experiences
for
our
guests
and
having
these
overhead
animal
shifts
create
that
opportunity.
J
So
we
can
move
animals
from
one
location
to
another
and
continue
to
have
that
viewing
opportunity
for
our
guests
to
visit
the
zoo.
We
also
adding
an
ADA,
accessible
restroom
at
this
location.
We
do
not
have
an
existing
restroom
in
the
small
animal
kingdom
area
and
then,
obviously,
all
of
our
services
and
appliances
and
everything
we
have
in
the
in
the
building
will
be
upgraded
up
and
and
enhanced
as
well
and
then.
J
Finally,
the
last
piece
to
this
phase
1A
will
be
a
new
gift
shop
and
restroom
facility
again
we'll
we'll
take
the
existing
gift
shop
and
it'll
slide
down
Julie
Davis
Drive
South
on
the
other
side
of
that
exit.
That
I
showed
you
in
a
previous
slide,
it'll,
be
near
the
the
Lagoon
it'll
be
off
the
Lagoon,
where
we
launch
our
boat
there
it'll
be
adjacent
to
the
the
new
exit
out
of
the
park,
so
there'll
be
actually
an
exit.
J
You
can
go
through
the
gift
shop,
of
course,
and
then
another
exit
out
of
a
Turnstyle
out
of
the
the
zoo
itself.
The
exciting
part
about
this
is
is
that
this
will
be.
J
If
you
look
at
our
current
gift
shop,
if
you
go
out
one
side
you're
going
into
a
parking
lot,
if
you
go
out
the
other
side,
you're
looking
at
stairs,
and
so
this
will
create
an
opportunity
that,
with
our
beautiful
Plaza
area
that
we
already
have
in
place,
there
we'll
be
able
to
have
some
views
of
of
some
of
our
exhibits
like
for,
for
example,
the
Aviary
exhibit
will
be
will
be
viewable
when
you
walk
outside
of
this
facility.
So
we
also
like
the
seasonal
storefront
concept.
J
So
all
of
this
again
is
about
somewhere
between
the
six
and
seven
million
dollar
of
that
12
to
13
million
of
the
total
phase.
One
piece
so
phase
one
B
will
come
at
about
two
to
three
years
after
the
completion
of
this,
which
is
the
timeline.
J
We
believe
this
will
take
from
construction
that
we
anticipate,
starting,
hopefully
at
some
point
mid
to
late
summer
or
early
fall
of
this
year
and
will
take
about
a
two
to
three
year
period
to
complete
all
of
the
construction
you
just
saw,
and
then
that
would
move
us
into
phase
one
B,
which
would
include
these
elements
of
the
master
plan,
which
would
be
new
exhibits
for
the
penguin
snow,
leopard
and
sea
eagle
and
then,
as
I
mentioned
previously,
building
a
new
animal
commissary
as
well.
J
And
then
our
plan
is
to
take
the
current
gift
shop
and
multi-purpose
room
and
take
that
building
and
renovate
that
into
Staff
office.
Space
and
then
the
actual
education
complex
will
move
over
to
where,
in
the
area
of
where
the
current
giraffe
slide
is
located
at
so
the
education
building
will
be
right
next
to
the
office
space.
That
is
the
right
now.
J
It's
the
current
gift
shop,
so
I
am
open
for
questions
and
comments
and
again,
if
we
need
to
add
anything
from
our
architectural
firm,
they
are
here
as
well
as
well
as
Gene
and
and
Rachel.
If
there
are
any
questions
for
them,
then
I
would
stand
for
any
from
the
council
Madam
mayor.
C
Yeah,
thank
you
so
much
Doug.
We
love
the
zoo
like
a
lot.
I've
been
to
the
zoo
so
many
times
so
many
times
that
I
know
a
lot
of
the
Animals
by
name
and
I.
Never
really
saw
that
in
my
life
that
I
was
going
to
know
zoo
animals
by
name
but
I
do
so.
I
have
a
couple
of
questions,
and
one
of
those
is
around
the
Small
Animal
Kingdom,
which
is
in
Phase
1A.
That's
one
of
our
very
favorite
places
because
it
is
the
home
of
clover.
C
J
Matamor
council
president
woodings
we're
always
looking
at
how
we
can
house
new
animals,
and
that's
always
something
that
our
team
is
looking
at
I
would
ask
Gene
to
step
up
and
kind
of
comment
on
what
our
thoughts
are
moving
forward
with
adding
animals
to
that
area.
Right
now,
the
plan
is
just
to
renovate
the
facility,
but
I'll
have
Gene
answer
that.
L
L
For
example,
Mr,
Mack
and
Miss
Mack
their
outdoor
habitats
and
pools,
they're
gonna
get
renovated,
we're
going
to
be
moving
the
bats
down
to
Small
Animal
Kingdom,
probably,
and
get
them
out
of
that
little
bat
house,
so
they'll
have
modern
exhibits,
but
one
of
the
one
of
the
overhead
shifts
as
Doug
mentioned
is
the
tamrans
will
get
a
new
exhibit,
so
they
will
be
where
the
sloth
is
and
they
will
be
able
to
go
outside
and
we'll
have
remote
exhibits
and
what
these
overheads
shift
tunnels
do
is
it
allows
us
to
move
the
animals
to
different
areas
around
the
building,
so
we
will
get
some
new
exhibits
outside
so
you'll
have
an
outdoor
big
outdoor
tournament
exhibit
the
spider
monkey
exhibit
is
going
to
be
taken
down
and
enlarged
to
be
a
nice
new
exhibit
outside
a
big
new
meerkat.
C
L
Clover
is
going
to
actually
move
you
to
where
Miss
Mack
has
her
indoor
area.
Now
she
will
probably
move
over
there,
so
she
can
get
a
a
bigger
area
and
then
call
over
making
a
boyfriend.
That's.
C
C
Then
my
second
question
is
I
was
very
surprised
over
the
summer
to
go
to
the
National
Zoo
and
there
was
like
beer
everywhere
like
beer,
vendors
cocktail,
vendors
just
kind
of
located
throughout
the
zoo.
Has
there
been
any
talk
about
adding
additional
concessions
to
Zoo
Boise
for
additional
Revenue,
so
opportunities.
L
One
of
the
things
that
we'll
work
on
in
this
phase-
one
our
concessions-
are
contracted
out
to
service
systems,
Associates
an
amazing
company
and
they
specialize
in
zoos
and
Aquariums
and
museums,
they're
going
to
be
renovating
archigic
Grill,
which
is
the
concession
stand
down
by
giraffes,
they're,
going
to
be
renovating
that
and
they're
going
to
create
and
create
it
as
a
remodel
it
as
a
catering
kitchen.
L
We
do
a
tremendous
amount
of
catering
and
they
do
it
all
out
of
that
little
facility
up
front,
and
so
that
will
get
renovated
and
we'll
have
a
takeout
Window
Service
with
some
new
opportunities
there
and,
as
you
heard,
Doug
mentioned,
the
education
building
is
going
where
the
giraffe
slide
is.
The
giraffe
slide
is
not
going
away.
We're
going
to
move
the
giraffe
slide
down
to
that
area,
so
the
giraffe
slide
will
be
near
the
giraffes.
That's
cool
phase,
two
we're
actually
going
to
build.
L
There's
plans
in
that
for
a
much
larger
restaurant
and
Concession
facility,
where
the
carousel
is
in
that
area.
Great
thank.
C
J
Madam
mayor
council,
president
I
think
where
you
were
going
to
is,
is
alcohol,
something
that
might
end
up
in
the
zoo.
At
this
point,
there's
no
plan
to
add
alcohol
sales,
but
we
do
offer
it
through
ssa's
contract
for
evening
and
special
events
that
we
have
there
and.
C
E
So
one
question
I
guess:
first,
congratulations
to
the
development
team.
It
sounds
like
maybe
you've
raised
or
secured
between
12
and
13
million.
Is
that
correct.
J
Madam
mayor
council,
member
Hallie
Burton
about
half
that
for
the
phase
1A.
So
we
still
have
a
significant
road
to
go
with
both
friends
of
Zoo,
Boise
and
and
how
that
fundraising,
to
get
to
that
18
million
Mark
and.
E
H
Thank
you.
Well,
it's
great
to
hear
about
all.
E
H
Various
animals
at
the
zoo,
I
was
reminded
recently
was
one
of
my
granddaughters
birthdays
and
she
got
to
meet
Lee
Bao
when
she
was
about
three
months
old.
We
have
a
picture
of
her.
It
was
pretty
pretty
amazing
and
she
was
pretty
excited,
so
it's
fun
to
fun
to
watch
the
two
of
them
grow
up
together.
H
My
question,
so
you
answered
one
of
them:
Gene
I'm
glad
to
hear
that
the
the
giraffe
site
is
not
going
away.
It's
moving,
as
you
rebuild
the
small
animal
kingdom
and
as
you
do
these
other
Renovations.
Are
you
also
looking
to
build
in
some
activity?
I
know
that
at
least
when
I'm
there
with
my
grandchildren
and
used
to
be
with
my
children
having
that
sort
of
small
active
space
for
them
to
take
a
little
break
and
burn
out.
Some
energy
is
always
really
nice.
H
L
Thank
you
great
question,
we're
actually
in
the
process
right
now
of
working
on
our
interpretive
plan
for
all
of
phase,
one
A
and
B,
and
a
big
part
of
that
is
empathy
and
generating
empathy.
When
you
visit
the
zoo
and
the
exhibits,
and
so
a
large
component
of
that
is
going
to
be
things
just
like
that,
some
of
it
may
be
climbing
apparatuses.
For
example,
we
have
the
nest,
that's
over
by
Small
Animal
Kingdom.
We'll
do
something
like
that
in
phase
two,
when
we
have
our
new
Sea
Eagle
exhibit.
L
So
we
are
going
to
have
elements
like
that.
There
may
be
some
more
modern
technology
sort
of
like
what
we
incorporated
over
in
gorongosa
with
the
video
monitors
and
microscopes,
but
we're
developing
those
plans
right
now,
where
glmv
actually
has
a
division
to
develop
our
Graphics,
our
interpretive
and
our
storyline,
and
we've
started
that
process
matter
of
fact.
We
have
a
meeting
tomorrow
on
that,
so
we
are
developing
that
currently
and
those
will
absolutely
be
incorporated
in
all
phases.
A
Yeah
well,
thank
you
so
much
I
appreciate
where
the
plan
has
gone
and
also
want
to
thank
not
just
the
zoo,
Boise
staff,
but
the
friends
of
Zoo
Boise
for
the
fundraising
that
they've
done
already.
You
know
at
one
point:
we
anticipated
that
there
might
be
an
Ask
of
council
and
of
the
city
budget
sooner
than
there
likely
will
be,
and
that's
directly
a
result
of
the
the
dedication
commitment.