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From YouTube: Boise City Council - Strategic Planning Session
Description
January 25, 2022
A
A
Thank
you
well
welcome
everybody.
Today's
strategic
planning
session
as
you've
seen
on
the
agenda
is
different
department,
heads
or
staff
leaders.
Here
to
brief
you
on
a
couple
different
things
that
the
council
has
asked
to
be
briefed
on,
and
so
we'll
start
with
state
of
the
workforce,
move
into
police
workforce
in
particular,
and
then,
of
course,
talk
about
some
of
the
things
that
have
recently
been
approved.
A
The
project
management-
that's
why
christine
is
here
and
the
library's
mental
health
programming,
and
we
will
take
advantage
of
strategic
planning
sessions
moving
forward
to
address
those
topics
of
interest
to
council
members
and
look
forward
to
the
discussion
today
so
who's
up.
First,
is
it
sarah
come
on
up,
welcome,
oh
and
for
the
public
that
might
be
tuned?
In
probably
seen
we've
returned
to
parsha
hybrid
meeting
set
up,
so
some
of
us
will
be
virtual.
A
Some
of
us
will
be
here
in
the
room,
given
the
rise
in
cases
exponentially
of
omicron,
the
positivity
rate
we're
seeing
the
continued
steps
as
a
city
we've
taken
to
mitigate
the
impacts
and
to
keep
our
staff
safe,
as
well
as
the
public.
That's
in
our
building
safe
we're
going
to
be
further
space
and
separating
folks
out,
so
we
don't
have
all
the
principles
in
the
room
at
one
time
and
to
make
it
safer
for
both
staff
involved,
as
well
as
the
public
who
might
choose
to
be
here.
Thank
you
great.
D
Well,
madam
mayor
council,
members,
thank
you
so
much
for
having
me
I'm
sarah
borden,
I'm
the
director
of
human
resources
and
I'm
happy
to
have
this
opportunity
to
talk
to
you
about
state
of
the
workforce,
I'll
just
sort
of
cut
to
the
punchline
early
to
say
you
know
it
really
is
tough.
We
know
it's
really
tough
out
there
and
the
city
of
boise
is
no
exception
to
that.
D
But
I'll
also
just
talk
anecdotally
about
what
we're
hearing
and
seeing
so
that
you
you're
sure
you
get
a
full
sense
of
how
things
are
going
and
then
I
want
to
focus
really
on
our
retention
and
recruitment
strategies.
We
need
to
keep
our
workforce
stable
and
intact,
and
then
we
need
to
continue
to
bring
in
really
high
quality
employees.
As
as
we
always
strive
to
do,
and
then
I
know
there
are
staffing
studies
I'm
going
on,
and
I
just
want
to
give
you
a
quick
update
of
where
that
stands.
D
So
first
though,
I
want
to
make
sure
we're
clear
these
terms
get
thrown
around
a
lot
and
I
just
want
to
make
sure
we're
all
on
the
same
page.
So
when
we
think
about
a
vacancy
rate,
that's
a
percentage
of
vacant
positions
over
a
specific
period
of
time.
Some
of
them
have
been
filled
and
are
getting
refilled.
Others
might
never
have
been
filled
yet
so
that's
our
vacancy
rate
turnover
rate
is
when
employees
move
in
or
out
of
an
organization.
D
So
you
look
at
the
number
of
separations
over
a
period
of
time
divided
by
the
employees
in
the
payroll,
so
vacancy
rate
and
turnover
rate.
Those
are
two
areas
we're
going
to
cover.
So
let's
talk
national
trends,
you
as
you
can.
Hopefully
this
is
a
little
bit
small
and
I
apologize,
but
what
you'll
see
in
the
dip?
That's
when
covert
really
hit
right.
There
were
layoffs,
restaurants,
closed
businesses,
closed
down
or
laid
people
off.
D
D
E
Sorry,
sarah,
before
you
flip
to
that,
I
just
want
to
be
clear.
So
it
appears
to
me
that,
in
addition
to
the
fact
that
we
had
all
of
this
volatility
in
the
job
market
itself,
there
now
is
job
growth
above
what
we
were
seeing
prior
to
the
pandemics.
So
we've
got
both
that
volatility
and
the
extra
job
growth.
Yes,.
D
And
on
on
top
of
that,
you
think
of
baby
boomers
or
retiring,
and
that
was
starting
to
happen.
We
started
to
see
an
uptick.
Well,
this
just
made
it
that
much
more
right.
Things
shifted
people
like
I
I'm
gonna
retire
now
now
feels
like
the
right
time.
So
it's
a
number
of
factors
that
have
got
us
where
we
are
today.
Okay,.
A
Thank
you
and
what
I
find
so
interesting
about
the
local
issues.
Is
it's
not
what's
happening
at
the
city
and
sarah
we'll
talk
about
what's
happening
at
city,
it's
happening
in
other
businesses.
In
the
city
too,
we
had
businesses
come
in
just
last
week
and
they're
facing
the
same
issues
that
we're
finding
that
we
are
in
terms
of
trying
to
recruit
having
to
do
salary
adjustments
losing
folks.
So
the
next
company
that's
going
to
pay
a
little
bit
more
and
trying
to
account
for
that.
D
D
D
The
lighter
blue
are
job
postings
in
idaho,
so
you'll
see
that
that
has
got
grown,
the
job
postings
and
then
the
job
postings
to
unemployed
ratio.
So
this
is
the
punch
line
here
is
for
every
position
for
every
two
positions:
there's
one
person
for
that
job,
there's
one
unemployed,
so
we
have
two
positions
open
for
one
individual
person
to
fill
it
so
we're
out
of
whack
in
a
big
way.
There
go
ahead.
E
And
merit,
thank
you,
sarah.
So,
in
terms
of
those
who
are
unemployed,
looking
for
work,
I
mean,
I
think,
the
the
definitions
there
are
also
important
are
we
are
we
looking
at
anything
to
attract
people
who
maybe
have
dropped
out
of
the
workforce
for
a
variety
of
reasons,
child
care?
You
know
whatever,
whatever.
D
Yep
and
and
what
I'll
talk
to
you
about
when
we
talk
about
recruitment
or
the
different
strategies
we're
going
to
to
try
to
reach
people
we
might
not
have
reached
before
and
when
we
get
there,
you
know
feel
free.
If
there's
things
you've
thought
over
questions.
You
have
around
that.
But
I'll
talk
to
that
in
a
little
bit,
but.
D
A
E
A
C
D
D
That
does
not
mean
individual
employees
right,
that's
just
the
authorized
full-time
equivalent.
So
if
you
have
two
half-time
people,
that's
one
fte
just
to
be
really
clear.
So
that
shows
you
the
number
of
general
employees,
both
full-time
part-time
and
then
contract
employees,
and
I
have
just
a
reminder
that
we'll
we'll
be
hiring
in
the
600s
of
temp
and
seasonal
employees
coming
in
to
help
with
our
summer
programming.
So
that's
about
to
start
off
and
that
can
obviously
sway
these
numbers
a
fair
bit.
D
Okay,
so
let's
talk
vacancy
rate
and
again
these
are
the
number
of
open
positions,
so
we
currently
stand
at
228
and
which
is
an
8.37
vacancy
rate
just
for
some
reference.
Typically,
our
vacancy
rate
is
between
four
and
six
percent,
so
obviously
we're
above
that,
according
to
some
recent
reporting,
the
state
of
idaho
looks
to
have
a
12
vacancy
rate
so
just
to
put
that
in
in
some
level
of
perspective.
D
D
So
this
is
information
that
I
think
we
want
to
spend
just
a
minute
on
which
is
per
department.
We
want
to
talk
about
the
vacancy
by
fte.
So
if
you
can
read
this,
you
see
the
library
has
our
highest
vacancy
rate
and
you'll
see.
I
do
want
to
point
out
in
both
fire
and
parks.
Those
are
low
for
the
moment
fire
they
had
a
recruit
academy,
come
through
and
they're
really
cyclical.
D
So
when
they
come
back
and
it's
time
for
the
next
recruiting
academy,
that'll
pop
back
up
again
same
with
parks,
we're
on
the
precipice
of
starting
new
hiring
for
the
seasonals
that'll
pop
up
to
cover
that.
So
this
shows
you
that
there's
sort
of
no
department-
that's
really
left
untouched
by
this
library
and
is
currently
looking
at
different
staffing
models.
They
have
a
fair
number
of
part-time
employees,
so
think
about.
D
E
D
And
think
about
library,
assistant
position
yeah
there,
the
turnover
in
that
that
position
is
tough.
So
we
need
to
really
think
about
that
and
look
at
that
differently
to
make
sure
that
we're
bringing
people
in
we're
able
to
keep
those
folks
and
that
we
have
a
workforce
that
can
be
stabilized
and
that
doesn't
feel
like
it's
just
a
constant.
C
D
You
bet,
I
also
will
just
point
out.
You
know:
hr
is
toward
the
high
end.
We
absolutely
understand
that
we're
the
engine
that
helps
feed
the
other
department's
ability
to
hire,
so
it
is
top
of
mind.
We're
well
aware
that
if
we
can't
staff
well
that
has
repercussions
on
the
rest
of
the
organization.
So
we
continue
to
really
push
and
see
what
we
can
do
there.
C
D
In
in
that
position-
and
I
failed
all
that
library-
and
I
failed
to
mention
and
should
have
that-
also
includes
office
of
police,
accountability
and
community
engagement
right,
we
lump
those
together
so
just
to
be
clear:
yeah,
okay,
okay,
so
this
is
where
it
gets
tough
right.
So
we
in
20-
I
will
just
say:
2020-
is
an
anomaly
in
the
slides
coming
forward.
2020
was
odd
people
sort
of
froze
in
place,
so
I've
been
doing
more
comparisons
between
2019
and
2021,
because
2020
was
so
different,
but
what
you'll
notice?
D
In
2019
we
had
267
recruitments,
we've
added
more
than
100
by
2021.,
so
improvements
have
gone
way
up.
You'll
see,
applicants
have
gone
way
down,
as
I
understand
it
back
several
years
ago.
We
would
get
15
000
applicants,
so
you
just
had
a
much
larger
pool
of
employees
to
to
choose
from
and
to
work
with,
obviously
we're
not
there.
So
this
is
why
it
gets.
It
gets
tougher
as
we
have
more
positions
open
and
fewer
people
applying.
D
Don't
know
why
that
just
happened.
Let
me
do
it
this
way.
Okay,
so
let's
talk
turnover
so
in
bold
you'll,
see
at
the
bottom
right
now
we're
showing
a
16
turnover
rate,
and
that
includes
both
retirement
and
non-retirement
in
in
that
row.
All
all
of
those
could
drop
by
a
couple
percentage
points
if
you
take
out
retirements,
but
what
we
wanted
to
show
you
is.
D
We
went
from
you
know:
60
retirements,
at
a
high
to
now
78
on
the
general
employee
side,
contract
employee
side
has
remained
relatively
stable,
so
that
that
feels
good,
that
that
is
a
relatively
stable
population,
but
in
the
general
employee
side
turnover
has
increased
you'll
see
in
2019.
It
was
starting
to
go
up
and
now
we're
at
the
16.1.
D
D
And
it
also
talks
about
I
I
can
tell
you
anecdotally,
if
you
think
about
employees
who
have
been
here
less
than
a
year
we're
seeing
higher
turnover
than
we
want
to
see
there.
So
people
come
in,
they
get
hired,
we
invest
in
the
hiring
process,
we
start
to
invest
in
training,
then
they
might
find
out.
Oh
there's
another
job.
Actually
this
is
more
interesting
or
this
pays
slightly
more
or
this
pays
a
lot
more
whatever
that
happens
to
be
so,
they
move
on.
D
So
we're
not
only
trying
to
increase
staffing
but
we're
replacing
those
we
just
hired.
So
it
just
starts
to
feel
like
you're
treading
in
water
a
little
bit.
So
that's
something
that
we
need
to
be
paying
attention
to
and
again
I'll
talk
a
little
bit
more
about
that.
When
I
move
on
into
the
next
few
slides.
D
D
Why
are
they
saying
they're
leaving?
What
is
the
reason?
You'll
see
the
large
percentage
of
people
retiring
and
not
fair
enough,
but
the
other
was
taking
other
employment
that
was
higher.
I
will
tell
you
as
a
note
that
in
2019
taking
other
employment
was
actually
higher
than
even
this,
but
the
reasons
are
a
little
bit
different.
So
of
this
whoops.
Sorry,
I've
got
to
stop
using
that
of
this
45
of
non-retirees
said
either
compensation
or
cost
of
living
was
driving
them
to
make
this
decision
that's
different
than
we
saw
in
2020
19..
D
There
were
still
certainly
some
of
that,
but
not
to
this
extent.
I'll
also
tell
you
that
my
interpretation
of
the
open
responses
was
covet
is
really
taking
a
toll
on
people.
Number
of
people
said
I
need
to
be
home
with
family.
I
have
health
issues
in
my
family.
I
have
mental
health,
health
issues
myself.
I
just
this.
Did
it's
just
too
much?
D
D
E
D
D
Okay,
so
let's
talk
about
what
we
are
doing
and
I'm
just
going
to
focus
first
on
the
left.
This
is
there's
a
lot
of
information
here,
but
let's
talk
compensation
specifically
so
right
now
preparing
for
the
budget
build.
We
are
doing
our
next
analysis
right.
We
should
always
be
doing
this
and
really
looking
at
what
additional
market
rate
adjustments
might
we
need
to
make
either
that
we
didn't
take
care
of
back
in
the
fall
when
we
did
significant
adjustments
or
what's
changed,
and
what
do
we
need
to
be
looking
at
now?
D
D
We're
trying
to
determine
is
a
cost
of
living
adjustment
in
and
of
itself
something
we
ought
to
be
thinking
about,
because
inflation
sort
of
everybody's
going
through
something
right.
So
we're
trying
to
really
take
a
keen
look
at
that
and
make
sure
that
we're
keeping
everybody
whole
in
our
workforce,
so
cost
of
living
will
do
an
assessment
of
that
and
then
performance
pay.
D
So
that's
we're
in
the
throes
of
that
right
now,
then
I
I've
called
it
culture
but
sort
of
making
sure
we
understand
what
else
is
going
on.
Community
engagement
has
done
a
really
good
job
of
launching
monthly
supervisor
manager
meetings.
We've
had
several
of
them.
They're
really
well
attended,
and
it's
things
that
we
want
supervisors
and
managers
to
be
equipped
with
to
in
order
to
work
with
their
own
teams.
D
Think
about
covet
updates,
there's
a
whole
lot
of
that
think
about
hiring
if
we're
doing
new
hires,
and
we
have
different
ways
we're
going
about
that.
So
that
is
helping
supervisors
managers
be
better
equipped
to
lead
their
teams.
We
also
will
be
doing
an
employee
survey.
It's
been
a
few
years
since
we
did
the
last
one
and
it
we
know
it's
very
important
to
understand
how
our
employees
doing
we've
taught
compensation.
D
We've
talked
exit
interviews,
but
what
other
things
could
they
tell
us
that
would
help
us
meet
them
where
they
are
right
now,
so
we'll
be
doing
a
survey
in
the
next
few
months,
and
then
we
always
have
our
connect
boise
pulse
checks.
What
are
those
telling
us
and
are
they
changing,
is
any
of
the
language
in
those
changing
and
then
in
our
organizational
development
department
or
function
within
hr.
We're
designing
what
we're
calling
a
management
essentials
course
think
about
becoming
a
new
manager
and
not
having
training
to
equip
you
to
be
ready
for
that.
D
How
do
you
look
at
a
budget
if
you're
going
to
recruit?
How
do
I
go
about
that?
What
kind
of
interviews
might
I
do
for
folks,
and
then
how
do
I
lead
versus
just
simply
managing
and
that's
been
something
we've
looked
at,
and
we
think
is,
is
really
quite
important
and
we're
going
to
get
moving
on
pretty
quickly
so
that
people
feel
well
equipped
to
lead
in
a
way
they
need
to.
That
might
be
different
than
even
a
couple
of
years
ago.
D
I
also
now
want
to
talk
about
recruiting
strategies
so
again,
community
engagement
has
been
wonderful
partners
and
that
they
came
to
us
and
they
said
we
know
you're
doing
recruiting
and
advertising,
but
maybe
we
can
help
bolster
that,
and
so
we've
been
working
in
partnership
with
them.
To
think
about.
Is
there
digital
advertising?
We
could
be
doing
differently.
Think
television,
for
example,
we
have
a
paid
and
organic
social
media
so
think
facebook
instagram
that
kind
of
thing
and
we've
seen
real
real
success.
D
If
you
think
about
linkedin
and
someone
posts,
something
and
then
other
people
happen
to
share
it
and
that
can
really
catch
like
wildfire
and
that's
we've
had
success
there
and
that's
just
organic
social
media.
We've
also
talked
about
doing
direct
mail.
I
don't
know
how
many
people
have
forwarded
to
me.
Direct
mail
pieces
that
we've
gotten
in
our
homes
from
other
agencies
and
said:
hey:
did
you
see
what
so-and-so
is
doing
and
that's
not
lost
on
us?
D
We
need
to
make
sure
that
we're
in
there
I'll
also
point
out
we're
talking
and
I'm
going
to
jump
a
little
bit,
but
the
to
bilingual
strategy
so
think
about
direct
mail.
Are
there
bilingual
pieces
that
we
could
send
to
communities
that
we
haven't
been
sending
things
to
and
should
be
so
that's
one
area
we've
been
thinking
about
as
well
as
fleet
wraps
decals,
just
getting
ourselves
physically
visibly
present
in
the
neighborhoods,
and
then
radio
we've
been
doing
bilingual
radio
for
fire
for
years.
How
do
we
expand
that
to
others?
Yes,
madame.
F
D
Well,
I
think
if
you,
the
direct
mail's,
a
perfect
example,
if
we're
going
to
send
that
to
different
communities,
what
are
the
skill
sets
we're
looking
for
and
what
are
the
skill
sets
that
might
reside
in
those
particular
communities
as
an
example,
when
you
think
about
linkedin,
who
are
the
users
of
linkedin
tends
to
be
management,
leadership
positions,
those
kinds
of
so
in
that
sense
we're
trying
to
slice
and
dice
it.
That
way,
I'd
be
happy
to
hear
more.
D
If
you
have
thoughts
on
that
for
sure
about
how
we
could
do
that,
but
that's
the
intent,
if
you
think
about
a
fleet
wrap
there,
that
is
not
customized.
That's
just
anyone
who
happens
to
have
eyes
on
it
as
we're
driving
through
neighborhoods
radio
bilingual
is
an
example
of
that.
But
again,
I'm
happy
to
to
hear
other
thoughts
if
you've
got
them.
G
G
Some
of
them
for
are
for
some
of
the
reasons
that
council
president
craig
brought
up
about
child
care
and
that
sort
of
thing,
and
perhaps
even
caring
for
adults
who
need
care
right
now.
But
on
top
of
that,
I
think
that
folks
are
also
valuing
their
lives
more
and
valuing
how
how
and
with
whom
they
spend
their
their
lives
with,
and
so
I
think
work.
Culture
is
a
big
part
of
it,
and
I
appreciate
the
efforts
to
reach
out
to
those
folks
who
have
left
and
who
have
been
willing
to
share.
G
G
D
Yeah
and
that's
a
really
good
point,
and
that's
where
I
think
you
know
I
keep
talking
about
linkedin,
but
that's
where
you
will
see
employees
sending
it
to
other
employees
or
sharing
it
in
their
own
sort
of
bubbles.
That's
one
way
that
that
certainly
happens.
We've
talked
about
potentially
doing
incentive
programs,
but
that
requires
some
workforce
to
develop
the
incentive
programs
which
we're
just
tied
on.
So
that's
where
it's
getting
a
little
tricky.
But
your
point
is
a
very
good
one.
That's
that's
something.
We
have
to
really
keep
in
mind
too.
F
Dr
burton,
can
you
talk
to
us
a
little
bit
about
demographics
in
terms
of
how
different
generations
see
work
and
how
we
can
alter
our
approach?
Because
I
know
I
see
work
differently
than
my
children
see
work
then
my
parents
see
work
and
I
think
we
have
to
adapt
to
the
millennials
and
all
of
you
know
the
new
generation
that
are
coming
in.
Can
you
talk
a
little
bit
about
how
the
city
is
going
to
try
to
do
that?
Yeah.
D
And
the
most
overt
answer
is:
hybrid
work
has
been
really
a
godsend
for
a
number
of
people
to
say.
Okay,
I
get
to
work
the
way
I
need
to
work
and
how
I
need
to
work.
That's
one
of
them,
the
other,
and
let
me
I'm
going
to
answer
the
next
thing
that
might
help
with
some
of
that,
because
I
know
we
need
to
keep
moving
on
when
we
get
to
benefits
right
now.
D
If
there's
a
60
day,
wait
time
before
benefits,
kick
in
we're
trying
to
shorten
that
that
that's
just
a
pretty
much
a
must
do
so
we're
working
through
the
details
of
how
to
go
about
that,
and
then
I
specific
to
the
point
about
how
do
we
attract
certain
generations?
This
concept
of
choose
your
own
adventure
benefit
design.
Somebody
might
care
more
about
pet
insurance
than
you
know.
Anything
else
right.
So
how
can
we
get
it?
So
people
feel
like
the
city
gets
me.
D
They
know
that
there
are
things
I
might
want
that
somebody
else
might
not.
So
I
get
to
hybrid
work
and
I
get
to
decide
what
benefits
I
take
as
a
reward.
So
that's
one
and
then
the
the
third
thing
just
to
mention
is
this
concept
of
the
applicant
experience.
Are
we
sure
that
we're
doing
the
best
we
can
to
make
the
applicant
experience
easy
through
the
process
they
get
excited?
It
doesn't
just
feel
like
another.
You
know
administration,
sort
of
chugging
them
through
so
really
looking
at
improving
our
hiring
and
onboarding
processes.
D
Instead
of
looking
in
the
rear
of
your
mirror
and
saying
oh
darn,
that
happened,
how
do
we
adjust
now?
It's
saying
we
can
see?
What's
coming,
we
can
prepare
ourselves
for
it
without
better
data
and
a
better
system,
we
just
our
hands,
are
tied,
so
we'll
be
coming
back
to
you
about
that,
and
then
this
is
just
my
last
slide.
This
is
just
a
quick
update.
D
Given
our
own
staffing
levels,
we
haven't
been
able
to
lead
any
of
these
staffing
studies,
but
we
certainly
are
offering
our
subject
matter:
expertise,
airport
they're
in
the
thick
of
it
right
now
and
they
think
they'll
be
done
in
2022
february,
so
their
theirs
is
a
smaller
version
of
something
they
did
not
too
long
ago.
Public
safety.
I
know
the
council
is
very
interested
in
the
details
of
that
that
we
anticipate
coming
summer
time
and
then
public
works
is
doing
work
now,
that's
the
february
through
may,
where
they'll
come
back
to
us.
D
E
So
a
couple
of
couple
of
things
I
mean
on
the
data
front,
I'm
really
looking
forward
to
seeing
some
of
that,
especially
how
we
compare
to
other
large
employers
in
the
city.
I
think
that'll
be
somewhat
indicative
of
who
we
can
attract,
but
I
am
still
really
curious
about
thinking
hard
about
attracting
people
back
into
the
workforce
that
have
left
the
workforce
and
what
it
might
take
to
do
that.
I
I
think
you
know
elder
care
is
one
piece
of
a
child
care
is
another
piece
of
it.
E
Skills
training
is
a
third
piece
there.
The
cultural
issues
with
the
generational
changes
are
another
piece
of
that
you
know.
Is
it?
Is
it
flexible
work
schedules?
Is
it
hybrid
work?
Is
it
training
you
know?
So
as
we
go
forward
over
this
next
year?
I
hope
that
you
guys
can
do
some
thinking
about
that,
because
I
think
long
term,
you
pointed
it
out,
there's
2.3
jobs
for
every
employee
right,
we're
we're
never
going
to
fill
these
jobs
if
we
don't
find
other
employees
who
aren't
currently
looking.
H
Thank
you,
madam
mayor
members
of
council,
both
here
in
person.
Virtually
the
goal
really
here
with
this
presentation,
is,
as
the
mayor
said,
to
really
provide
greater
context
to
some
of
the
staffing
issues
related
particularly
to
the
police
department,
and
the
presentation
will
parallel
and
echo
much
of
the
information
that
director
borden
presented
really
going
to
go
through
talk
about
current
current
staffing
numbers.
Recent
trends
both
nationally
as
well
as
for
the
department
look
at
some
of
the
short-term
strategies,
we've
implemented
long-term
strategies
just
as
an
overview
to
the
flow
of
this.
H
H
H
The
gold
bar
represents
those
that
we've
hired,
dark,
blue,
resigned,
light
blue
discharged,
the
lightest
blue
being
retired,
and
what
you
can
see
is
that
we
are
seeing
greater
numbers
of
retirement
and
resignations
occurring
that
matches
with
some
challenges
as
a
national
trend
in
policing,
but
you'll
also
notice
that
there's
been
a
substantial
effort
to
frankly
put
into
overdrive
our
hiring
and
onboarding
process.
There
was
a
bit
of
a
freeze
in
2020
the
staffing
issues
and
the
shortages
that
were
here
in
the
department
were
recognized
as
a
critical
need.
H
I
think
the
best
way
to
illustrate
the
application
trends.
How
many
folks,
we
see
actually
applying
to
be
police
officers,
rather
than
do
it
by
years,
because
there
have
been
an
increase
in
a
number
of
open
applications
in
a
given
calendar
year
is
to
show
it
by
actual
applications
and
the
number
of
folks
that
applied.
So
you
can
see
in
2017
when
we
posted
to
hire
police
officers.
We
had
374
applicants.
H
However,
in
our
most
recent
posting
in
2021,
we
were
down
to
75
applicants,
some
of
that
plays
into
whether
or
not
we're
looking
to
recruit
lateral
officers
or
whether
or
not
we're
looking
to
recruit
folks
that
are
new
to
the
profession
and
invite
them
in.
But
the
reality
is
that
it
is
trending
down
nationally.
H
H
A
H
We
switched
to
a
continuous
opening
so
like
we
left
it
open
for
the
entire
year
for
new
hires.
We
only
got
370
so
close
to
a
number
and
then
the
continuous
opening
for
lateral
posting
garnered
us
75.,
okay,
so
we're
we're
seeing
overall
when
we
look
at
over
time
substantially
smaller
numbers
applying,
which
is
a
trend
in
public
safety.
I
know
I'm
talking
to
the
fire
chief
anecdotally,
his
pool
what
isn't
affecting
him
as
much
in
his
department.
He
estimates
his
pools
down
to
about
a
third
of
the
size.
H
I
would
be
remiss
if
I
didn't
say
that
some
of
the
the
current
rhetoric
and
negativity
surrounding
policing-
that's
on
the
national
narrative
does
have
an
impact
here
in
boise.
It
is
not
a
significant
impact
that
we
feel
here,
but
it
is
clearly
impacting
some
of
the
numbers,
as
well
as
just
a
change
in
who's
interested
in
pursuing
a
police
career,
there's
a
significant
amount
of
data
showing
that
that
officers
are
being
encouraged
to
leave
the
profession
at
a
rate
higher
than
we've.
H
But
when
we
look
at
the
larger
data
that
we
see
the
police
executive
research
forum,
one
of
the
premier
policing,
think
tanks
in
the
nation
they've
recently
compiled
data
from
april
of
2020
to
march
of
21
and
then
from
19
to
20
of
that
same
time
frame.
What
they
saw
is
that
the
average
hiring
rate
for
police
departments
was
down
5,
but
resignation
rates,
so
people
choosing
to
step
out
of
the
profession
before
retirement
eligibility
is
up
18
nationally
in
retirement.
People
that
are
eligible
to
retire
is
up
45
nationally.
E
E
In
my
experience
with
some
of
these,
you
know
applicant
pools,
or
at
least
the
knowledge
a
little
bit
of
knowledge
I
have
about
it
wonder
if
we
know
are
there
any
trends
I
mean
the
number
is
concerning,
but
as
I've
always
understood
it,
there
were
a
high
number
of
people
who
applied,
who
probably
weren't
going
to
get
hired.
Who
you
know
saw
this
as
something
they
thought
they
want
to
do,
but
they
didn't
have
the
training
they
didn't
have.
Whatever
are
we?
A
And,
madam
president,
that's
if
you
don't
cover
it
today,
it'd
be
worthy
of
another
conversation,
but
I
have
a
feeling
some
of
it's
covered,
because
I
think
what
you're
getting
at
is.
Are
we
actively
developing
programs
to
recruit
people
that
match
our
values
that
want
to
serve
our
community
and
serve
our
residents?
And
the
answer
is
I'm
going
to
jump
in
here
because
I
really
appreciate
it?
A
At
this
time
and
the
the
moment
in
which
we're
in
where
it's
hard
for
many
cities
to
be
willing
to
grow
a
department,
we
have
said
we're:
gonna
do
it
differently
and
the
chief
is
helping
us
do
that
by
working
to
create
programs
to
recruit
people
that
match
the
values
that
we
have
within
our
community
for
our
policing.
And
I
really
appreciate
that.
So
I
wanted
to
say
that.
H
Thank
you,
madam
mayor,
and
we
will
address
some
of
those
efforts
in
a
few
slides
council
president,
but
one
of
the
most
unique
challenges
we're
experiencing
here
in
boise
and
I
don't
think
it's
unique
to
the
police
force.
But
it's
frankly,
it's
the
housing
market
and
the
wage
that
we
pay
for
a
police
department
of
our
size
is
a
bit
of
a
challenge,
so
other
markets
that
have
comparable
housing
prices
have
higher
pay.
H
You
know,
but
the
college
kid
will
look
at
that
we
don't
grab
the
attention
the
same
way.
Denver
colorado
is
just
a
rough
analog,
denver
very
close
housing
market,
the
average
home
price.
The
top
step
officer
pay,
though,
is
about
a
30
000
year
difference,
and
so
when
somebody
just
glancing
at
that
looks
at
that
denver
seems
to
be
a
more
attractive
option,
and
so
that
is
making
it
very
challenging.
H
We
have
had
recruits
that
were
in
process
lateral
officers
that
have
watched
the
housing
market
here,
tick
up
and
about
halfway
through
the
background
process
called
and
said.
I
don't
think
that
I
can
afford
the
quality
of
life
for
my
family
that
I'm
accustomed
to
I'm
going
to
withdraw
my
application
so
and
that's
a
factor,
that's
a
challenge,
I
think
not
unique
to
policing,
but
I
think
almost
all
the
directors
here
would
say
it's
impacting
their
ability
to
recruit
for
workforce
as
well.
H
I
will
let
that
bear
out,
but
even
in
the
kickoff
meeting
that
I
have
with
matrix
consulting
yesterday,
I
think
they're
recognizing
the
likelihood
that
the
outcome
will
be
that
the
police
department
needs
to
grow.
There's
some
assumptions
that
the
department
needs
to
grow
to
meet
city
growth,
as
well
as
the
current
size
of
the
city.
H
So
we
historically
have
hired
into
an
academy
class
somewhere
in
the
neighborhood
of
about
12
officers
a
year
up
until
the
last
few
years,
we're
seeing
not
just
the
baby
boomer
retirement,
but
many
of
the
people
that
entered
into
the
police
profession
mid
90s
to
the
mid
2000s.
When
most
departments
grew,
those
people
are
hitting
career,
maturation,
they're
choosing
to
leave
the
profession.
Some
of
the
increased
numbers
that
we
talked
about
and
so
we're
projecting
based
off
of
the
retirements
we're
seeing
the
beginning
of
that
wave.
H
If
I
were
to
hire
at
the
historic
rates
in
the
ballpark
using
15
as
a
number,
you
can
see
the
trend
line,
the
dark
blue
trend
line.
If
we
hired
at
15
based
off
of
expected
attrition
rates,
both
retirements
resignations,
ultimately
by
2031,
the
department's
sworn
staffing
will
be
under
what
it
is
now.
H
If
we
hired
at
about
a
30
officer
rate,
I
did
it
in
blocks
of
15
or
ask
the
staff
to
you'll
see
that
the
department
grows
to
about
377..
That's
actual
officers
aboard
not
authorized
officers
aboard
as
a
as
a
difference.
You
can
see
if
we
were
pushing
at
45
officers
a
year,
just
as
another
gauge
and
depending
on
where
staffing
studies
predict.
H
H
E
Yeah,
so
as
I
look
at
this
couple
of
things
come
to
mind,
one
is
where
should
we
be
in
sworn
officers
in
2031,
given
the
growth
and
and
I'm
you
know,
that
will
be
part
of
the
staffing
study
we'll
have
part
of
that
answer.
The
other
is.
If
I
look
at
that
high
number-
and
I
look
at
I
remember-
you-
know
various
jobs
in
my
career.
E
H
And
that's
part
of
our
deliberate
recruitment
efforts
which
I
think
will
follow
on
the
next
slide.
Council
president.
I
will
mention
that
one
of
the
challenging
things
that
we
have,
that
is
a
little
bit
unique
to
policing
is
that
we
have
a
rule
of
80
under
the
percy
retirement
system,
but
you
can
also
leave
after
once,
you
hit
age,
50
and
accept
a
penalty,
and
what
we're
experiencing
now
is
more
officers,
and
it
speaks
to
sort
of
this.
H
We
don't
count
it
as
a
resignation
because
we're
technically
capable
of
retiring,
but
we
used
to
be
able
to
predict
retirement.
As
this
person
hits
80
points
they're
probably
going
to
leave
sometime
around
then
it's.
So
it's
becoming
more
challenging
for
sworn
officers,
because
various
different
familial
pressures,
cultural
pressures,
they're
age,
50
and
they're-
willing
to
accept
that
retirement
penalty
to
just
opt
out
of
the
profession,
and
so
that
has
created
sort
of
a
window
of
instability
of
being
able
to
predict.
H
It
gives
us
the
benefit
one
of
essentially
buying
the
experience
they
develop,
someplace
else
and
putting
them
in
so
there's
not
such
a
technical
brain
drain
for
a
lack
of
a
better
way
of
phrasing
it
to
the
department.
The
other
big
advantage.
Is
it
mitigates
this
sort
of
retirement
wave
these
big
waves
for
whoever
is
sitting
as
the
police
chief
in
20
years.
H
Getting
these
young
folks
that
are
brand
new
to
the
profession.
In
as
well.
We
developed
a
recruitment
committee
internally
to
the
department
to
visit
applicants.
We've
reallocated
funding
inside
the
department
to
allow
them
to
travel
with
a
deliberate
effort
to
go
to
some
of
the
college
sources
that
we
have
throughout,
as
well
as
to
visit
local
career
fairs
throughout
the
state.
We've
been
very
mindful
to
build
a
committee
that
attracts
underrepresented.
H
Demographics
in
the
departments
that
we're
tapping
in
to
maybe
folks
that
have
we
are
seeing
on
a
representative
apartment
pools,
for
example,
very
deliberate
to
make
sure
that
we
have
women
recruiters
on
to
make
what
is
attractive
to
this
organization
for
them
professionally,
and
to
be
able
to
market
that.
To
that
demographic,
where
we
haven't
seen
the
number
of
applicants
that
we
like
councilmember
williams,
I
think
you
have
a
question.
F
F
Is
there
a
benefit
in
doing
that,
because,
typically,
those
who
are
lateral
have
already
been
in
the
housing
market
and
it's
easier
for
them
to
make
that
change?
Is
that
a
benefit
of
lateral
recruitment
in,
in
addition
to
all
the
technical
things
and
the
talent?
But
I'm
wondering
if
that
helps
us
get
over,
that
housing
barrier.
H
That
is
part
of
it
council,
member
many
of
them.
You
know,
if
you
think
about
you,
know
10-year
officer,
with
a
family
they've
invested
in
a
home,
they
at
least
have
some
some
equity.
It's
not
usually
what
most
people
think,
but
they
have
some
ability
to
cash
out
a
housing
market
they're
in
and
mitigate
that
impact,
plus
the
starting
salary
for
a
lateral
officer
is
higher
than
for
an
entry
level
officer,
so
that
helps
mitigate
it.
I
H
Anecdotally
speaking,
one
of
the
largest
answers
that
we
receive
is
that
people
stepped
into
the
profession
wanting
to
do
community
policing
and
serve
a
community
and
because
of
other
decisions
in
other
communities.
The
departments
are
underfunded
under
staff
and
they're
no
longer
able
to
go
out
and
connect
and
serve
a
community.
They
signed
up
to
be
community
police
officers
and
what
they
find
themselves
being
is
emergency
responder
call
takers
and
the
work
satisfaction's,
not
there
and
they're
willing
to
change
that
work
environment.
H
C
A
H
H
There's
some
research,
one
of
our
lieutenants
recently
did
that
I'd
be
happy
to
come
back
to
the
council
to
talk
about
the
high
trust
and
legitimacy
from
procedural
justice
lens
that
our
department
enjoys
based
off
of
2020
2021
data,
but
perhaps
for
another
time,
we're
looking
at
updating
and
streamlining
the
hiring
process,
so
we're
examining
any
barriers
that
are
unintentional
in
the
hiring
process.
One
of
the
classic
things
that
most
police
departments
have
is
a
very
linear
progression.
Through
hiring
you
apply,
then
you
move
to
this
step.
Then
you
move
to
this
step.
H
If
you
look
at
the
modern
workforce,
sort
of
the
choose,
your
own
adventure
approach
to
acquiring
one
of
my
colleagues,
phrases
is
much
more
common
and
so
the
ability
to
essentially
block
out
sections
of
the
hiring
process
and
say
these
four
different
things
have
to
be
accomplished
in
this
phase.
Do
them,
in
whatever
order
works
for
your
schedule,
so
we're
examining
different
efforts
to
be
able
to
do
that.
H
We're
also
very
deliberately
growing
the
training,
education
and
development
division,
both
as
the
ability
to
onboard
to
have
the
capacity
to
meet
the
45
officers
a
year,
if
necessary,
as
well
as
to
be
able
to
develop
a
strong
retention
strategies
to
include
things
like
wellness
programs,
a
variety
of
other
programs
to
help
ensure
that
we're
keeping
the
valued
workforce
that
they
feel
valued
that
they're
here.
We.
H
Some
of
our
longer
term
strategies,
and
really
some
of
the
more
significant
challenges
are
really
the
ability
to
balance
both
the
need
for
long-term
strategies
with
the
ability
to
fund
them.
Obviously,
we
need
to
look
at
what
will
be
adjusted
based
off
of
matrices
staffing
study,
but
we
do
have
a
very
focused
and
deliberate
recruitment
effort,
we're
also
looking
at
not
just
not
just
the
technical
skills
that
people
bring,
but
educational
levels
other
benefits
and
what
other
barriers
we
may
have.
H
As
an
example,
our
refugee
liaison
has
recognized
that
we've
had
members
of
the
refugee
community
apply
to
be
police
officers
in
the
past,
but
because
of
some
of
the
cultural
context,
differences
they
have
not
necessarily
succeeded.
One
of
my
colleagues
like
what
director
board
mentioned
earlier
that
you
know
there's
a
generational
issue
where
people
now
are
more
comfortable
moving
for
jobs.
Hey
this
pays
more.
H
I'm
going
to
move
I'm
going
to
move
job
loyalty
is
not
viewed
the
same
as
it
was
perhaps
a
generation
or
two
ago
that
has
generally
been
viewed
as
a
negative
in
most
background
processes
for
policing
that
plays
out
to
an
even
larger
degree,
with
immigrant
communities
who
are
struggling
to
make
money.
So
we
are
looking
at.
How
do
we
examine
with
a
lens?
H
We've
also
added
an
additional
academy
class
to
increase
the
capability
and
we're
examining
the
ability
to
deliver
academy
classes
less
in
a
block
format.
So
it's
much
easier
to
deliver
all
lateral
training
than
all
new
hire
training,
then
all
lateral
training.
We
recognize,
though,
that
if
we
do
it
in
windows,
we
may
have
people
that
choose
to
opt
out
and
go
to
other
departments
because
they
want
to
get
into
the
profession.
We
also
are
recognizing
some
challenges
in
our
ability
to
be
competitive.
H
Most
of
our
peers
have
reached
near
parity
with
us.
We
recently
had
two
applicants
elect
to
go
to
the
meridian
police
department
instead
of
ours
because
of
they
had
a
more
scaffold
approach
to
how
they
recognized
longevity
and
experience
as
a
lateral.
Then
we
had
constructed
an
agreement
with
the
union,
so
there
are
other
issues,
long
term
that
we
need
to
work
through.
H
However,
we
also
have
to
make
sure
that,
very
frankly,
we
don't
outprice
ourselves
from
the
police
department
that
we
need.
So
it's
a
challenge
that
will
have
to
be
negotiated
in
part
with
a
cla,
but
also
with
a
strategic
vision
to
what
we
can
afford
to
continue
to
do
with
that.
I
will
stand
for
any
questions
that
the
council
may
have.
J
He
thank
you
for
the
presentation
and
I
I
appreciate
your
efforts
as
far
as
really
recruiting
officers
that
are
are
great
for
the
city
of
boise,
specifically
the
efforts
to
recruit
women.
I'm
curious
as
far
as
a
retention
standpoint
goes.
How
are
our
mental
health
support
for
our
officers,
compare
to
other
cities
and
if
there
is
a
need
to
expand
or
grow
there,
knowing
that
it
is
a
really
difficult
time
to
be
a
police
officer.
H
So
we
are,
as
part
of
the
wellness
program,
really
building
out,
not
just
the
physical
health
of
our
officers
but
mental
health
capabilities.
We're
examining
to
make
sure
that,
in
peer
support
situations
that
there
is
some
degree
of
confidentiality
we're
having
conversations
to
ensure
that
the
right
people
are
in
the
room
to
ensure
that
that
remains
a
confidential
conversation.
So
people
are
more
likely
to
disclose
we're
trying
to
do
everything.
H
J
Madam
erin,
just
quick,
follow
up
there.
Chief.
Thank
you
for
the
answer
that
question.
That's
definitely
an
area,
that's
you
know
close
to
my
heart,
just
because
I
know
that
we
need
people
to
be
able
to
show
up
the
best
that
they
possibly
can,
and
so,
if
that's
an
area
that
we
can
continue
to,
invest
in
certainly
supportive
of
that.
G
Matter
mayor
thanks,
councilmember,
yes,
thank
you.
Thank
you
chief.
I
just
really
want
to
thank
you
so
much
for
highlighting
some
of
those
barriers
that
exist
to
having
some
members
of
our
community
be
able
to
consider
this
profession
as
one
for
them.
I
don't
think
we
discuss
that
enough.
How
often
these
human-made
barriers
exist
and
that
we
made
them.
G
We
can
remove
them
and
I
think
it
would
be
very
healthy
for
boise
to
have
more
people
of
color,
more
people
with
an
immigrant
background,
be
in
leadership
roles
not
just
for
members
of
the
community
to
see
one
of
their
own
in
in
uniform
and
and
in
that
position,
but
also
for
a
community.
That's
almost
all
white
and
as
not
accustomed
to
seeing
people
like
myself
or
you,
chief
lee,
be
in
these
leadership
roles.
G
J
H
It
does
not.
I
do
not
believe
that
there's
any
intent
for
a
market
comparison
based
on
the
initial
planning
meeting
I
had
with
them.
Yesterday,
though,
there
is,
there
is
going
to
be
a
very
deliberate
look
at
the
long-term
strategy
in
growth
versus
sort
of
a
snapshot
and
time
staffing
study.
Thank
you.
K
K
I
am
returning
today
at
your
request
to
follow
up
from
our
december
ibc
requests
on
the
state
of
project
management
at
the
city
and
very
well
positioned
agenda.
I
suppose,
because
I
think
what
I
will
talk
about
build
strongly
on
the
presentations
you've
just
had
on
the
state
of
the
workforce,
so
to
start
off,
I'd
like
to,
as
my
peers
did,
a
level
set
on
some
terminology
just
so
that
we're
clear
about
what
we're
talking
about
related
to
project
management.
K
So
I
view
the
work
at
the
city
as
being
kind
of
two
buckets.
There's
the
run
the
business
work,
which
is
really
delivering
our
day-to-day
services.
Thinking
about
operating
water,
renewal,
business
licensing,
issuing
permits,
also
the
programming
we
deliver
through
our
library's
parks
and
recs
department,
that
is
the
day-to-day
business
of
running
the
city.
K
Separate
from
that
is
a
smaller
bucket
of
work,
which
we
call
projects.
These
are
bits
of
work
that
have
specific
start
and
end
dates.
They
have
a
specific
scope,
a
separate
budget
line,
item
and
examples
of
those
might
be
upgrading
or
building
new
facilities,
implementing
a
new
technology
system
and
project
management.
K
So
in
terms
of
the
project
landscape
at
the
city
since
fiscal
year,
20
we've
been
closely
monitoring.
Our
project
starts
and
completions,
and
over
fiscal
years
20
through
now,
we've
identified
both
the
needs
and
the
funding
for
about
300
projects
per
year,
and
because
we've
been
carefully
tracking
our
progress,
we
have
figured
out
that
our
actual
capacity
to
deliver
is
about
half
of
what
we
need.
K
So
if,
in
any
given
year,
we
identify
300
projects
that
the
community
needs
and
wants
and
that
we
have
funding
to
do
we're
only
actually
able
to
complete
about
half
of
that
work,
and
when
we
reflected
on
that.
As
an
executive
management
team
and
said
what
is
holding
us
up,
why,
if
we
have
both
the
needs
and
the
money
to
do
this,
are
we
not
able
to
accomplish
this
body
of
work?
The
key
barrier
that
was
identified
was
project
management.
K
K
They
have
been
spending
a
lot
of
time,
recruiting
and
training,
and
so
we
connected
those
dots
and
said
wow.
Just
assigning
this
additional
project
management
to
the
scope
of
work
of
a
day-to-day
employee
that
has
management.
Supervisory
responsibility
has
not
been
the
best
way
to
go
about
that
work.
K
In
addition
to
those
shifts,
we've
also
been
maturing
our
project
management
skills
and
that
has
been
needed
because
of
the
increasing
complexity
of
city
projects.
Examples
of
this
in
the
public
works
facilities
team.
They
have
expanded
their
scope
of
work
as
well
of
as
kind
of
the
scale
of
the
projects
they're
doing
so.
K
Public
works
facility
team
is
now
managing
all
of
the
facility
work
for
fire,
libraries
and
parks,
and
in
addition
to
that
wendy
who
is
on
my
team
here
in
the
mayor's
office,
her
position
was
added
in
fy
20
and
she
has
really
been
looking
across
the
whole
city
at
all
of
the
projects.
We're
attempting
she's
been
tracking
and
monitoring
that
success
and
throughput
rate,
and
then
also
looking
at
the
timelines
and
dependencies
between
these
projects
to
make
sure
that
we're
spacing
the
work
in
a
way.
That's
accomplishable.
K
And
if
you
look
at
that
work,
just
can
maintaining
our
current
assets
delivering
our
projects
per
our
capital
portfolio,
and
then
you
add
in
these
ambitious,
affordable
housing
goals
that
we
have
important
neighborhood
investment
program
projects
that
have
been
identified,
work
that
we've
been
already
allocated
money
for
to
make
ada
improvements
both
to
our
facilities
and
downtown
parking,
and
then
anticipating
new
projects
that
may
be
made
available
through
one-time
federal
funding
such
as
through
arpa
or
the
infrastructure
bill.
We
said
wow.
K
In
addition
to
that,
we
would
like
to
centralize
project
management
so
that
it's
not
one
or
two
individuals
in
any
given
department
kind
of
doing
their
best
and
trying
to
move
things
forward,
but
really
bringing
a
team
of
folks
together.
That
can
look
at
it
across
the
organization
and
allow
us
to
streamline
that
delivery.
K
I
am
on
this
org
chart,
along
with
my
partner
in
crime.
Public
works
director,
steve
burgos.
He
and
I
are
really
locked
arms
and
said:
let's
bring
together
the
project
management
resources
that
we
have
and
bring
that
team
together
in
a
bit
of
a
dotted
line.
So
in
the
background
today,
wendy
on
my
team
rob
and
sean
on
director
burgos's
team,
these
folks
are
really
going
shoulder
to
shoulder.
K
So
we
will
be
opening
those
new
positions
for
recruitment.
Soon.
Our
strategy
is
going
to
be
to
look
to
internal
recruitments
first,
to
try
to
bring
any
folks
up
in
the
organization
that
have
demonstrated
capacity
and
are
willing
to
take
a
step
up,
we'll
also
be
opening
externally,
then
to
backfill
any
holes.
We
might
leave
so
that
we
don't
slow
down
at
all.
And
then,
if
we
find
that
these
three
resources
aren't
enough,
as
we
maybe
hit
a
peak
capacity
and
we'll
also
be
looking
to
continue
our
contracts.
F
So
I'm
a
big
fan
of
this
process
and
and
had
to
go
through
this
painful
process,
myself
and
figuring
out
how
to
do
this.
Talk
to
me
a
little
bit
about
you
know
the
centralized
manner
of
this,
because
you've
talked
about
centralizing
this
and
making
sure
that
everybody
knows
what
everything's
going
on.
But
I
see
it
kind
of
bifurcated
so
help
me
clear
that
up
in
my
mind,.
K
Yeah,
thank
you
councilmember,
so
what
we
are
attempting
to
do
being
mindful
of
culture
and
everything
that
is
going
on
and
how
kind
of
destabilized
things
have
been
we're,
starting
out
with
a
dotted
line,
reporting
and
asking
that
these
folks
are
collaborating
and
coordinating
instead
of
doing
a
wholesale,
restructure
and
moving
everything
in
one
spot,
we
thought
that
would
be
the
more
prudent
approach
to
go
as
we're
practicing
this
and
kind
of
getting
aligned
and
getting
a
level
set.
We
thought
that
would
provide
less
disruption
or
cause
less
disruption,
but
still
provide
us.
K
The
the
clarity
and
the
collaboration
that
we
were
looking
for
so
that
was
has
been
an
ongoing
conversation
between
director,
burgos
and
me.
But,
having
seen
this
team
working
together
over
the
past
three
to
six
months
to
even
get
us
to
that
point,
I
think
it's
going
to
be
a
very
effective
strategy
in
the
near
term.
F
And
mayor,
so
I
want
to
make
sure
that
I
understand
what
you're
saying
so.
Some
of
this
will
continue
to
be
housed
through
the
mayor's
office,
and
some
of
it
will
be
continued
will
be
continued
to
be
housed
within
public
works.
That
is
correct.
So
we're
not
we're
not
shifting
it
either
way
we're
keeping
this
delineated.
K
That's
sharing
methodologies,
they're,
sharing,
reporting
practices
having
peers
to
you
know
hey.
How
would
you
handle
this
or
how
might
you
go
about
thinking
about
this,
but
really
kind
of
make
sure
that
the
public
works
facilities?
Team
is
still
really
focused
on
that
bricks
and
sticks
portion
of
it,
whereas
wendy's
folks
will
be
stepping
in
with
a
little
bit
more
flexibility
and
general
skill.
F
C
K
K
So
there
may
be
things
that
come
to
the
mayor's
office
project
management
team
that
it's
like.
Oh
there's,
a
parks
and
rec
component
to
this
and
there's
also
a
planning
development
services
component
to
it
mixed
in
that's
that's
the
vantage
point
of
the
mayor's
office
allows
us
to
do
that
really
broad
city-wide
when
it
touches
multiple
departments
work,
whereas
rob
sean
those
folks
a
fire
station
is,
is
a
fire
station
and
that's
that
is
well
within
their
lane.
K
K
So,
as
I
reference
like
folks
at
the
airport
for
folks
in
it
so
really
bringing
together
what
we've
been
talking
about
is
kind
of
a
center
for
excellence
for
project
managers
to
share
we'll
continue
to
monitor
our
project
throughput
and
make
sure
that
we
see
the
results
that
we're
intending
to
with
this
and
then
we'll
be
exploring
like
what
it
might
look
like
to
implement
a
fully
centralized
project
management.
But
we
see
that
as
being
a
multi-year
venture,
and
this
being
is
the
the
first
step.
E
Madam
mayor
christine
real
quickly,
I
know
you
you
referenced
recruiting
internally.
I
guess
my
understanding
when
we
approved
these
positions
was
that
this
were.
This
was
a
skill
set
that
we
didn't
currently
have
on
staff
and
we
needed
it.
So
I
understand
totally
always
asking
internally,
but
I
want
to
ensure
that
we're
getting
the
skill
set.
The
new
skill
set
that
we
need
in
these
positions.
K
Thank
you
council
president.
As
I
said
there,
there
are
pockets
that
have
been
having
a
real
project
management
function.
For
example,
in
it
there
are
some
very
skilled
project
managers
that
we
might
say.
Well,
we
would
love
that
person
working
on
affordable
housing
even
over
these
other
it
projects.
So
those
are
the
types
of
things
that
we're
discussing
like.
Are
there
folks
that
are
really
well
highly
qualified
that
might
get
us
off
and
running
faster,
so
we'll
explore
that?
A
Well,
and
to
be
clear
too,
some
of
the
feedback
was
we
had
contract
positions
to
begin
with,
and
we
weren't
able
to
recruit
the
high
quality
of
folks,
and
it
could
well
have
been
some
internal
folks
as
well
into
contract
positions
and
the
feedback
was.
It
was
the
importance
of
having
the
the
certainty
of
the
full-time
position.
G
I
would
like
to
see
that
we
include
that
vision
in
this
new
position
that
we're
creating,
because
I
think
I
think,
the
goal
of
making
sure
that
we
have
all
these
different
elements
and
missions
and
initiatives
be
a
part
of
these
projects
that
we're
doing.
I
think,
that's
a
wonderful
approach
and
I'm
excited
to
see
how
we
incorporate
dei
into
this
effort
as
well.
A
L
L
L
So
I
wanted,
you
know
to
start
with
grounding
where
we
are
as
a
community
and
why
that's
important
is
that
that
need
shows
up
in
our
facilities
every
day,
every
day
at
all
of
our
locations,
we
interact
with
people
who
are
in
various
levels
of
mental
health
crisis,
some
that
are
under
stress
some
that
are
concerned
about
mental
health
of
themselves
or
someone
in
their
family
and
the
library
is
at
this
point
just
not
meeting
the
need
of
the
community.
Our
staff
are
supportive.
L
We
are
a
trusted
accessible
public
space,
so
people
come
to
us
with
those
needs
and
the
mental
health
coordinator
position
will
allow
us
to
design
a
systematic
approach
to
better
understand.
Those
community
needs
to
help
our
people
and
our
services
align
to
support
that
and
then,
most
importantly,
also
coordinate
with
other
service
organizations,
so
that
we
are
able
to
understand.
You
know
what
we
see
in
our
library,
what
we
see
with
our
users
and
where
there
might
be
gaps
or
where
we
can
be
effective
in
our
collaborative
work.
L
So
the
position
that
we
have
envisioned
we're
thinking
of
how
it
can
help
anyone
in
the
community
who's
experiencing
a
life
change,
a
life
challenge
or
who
needs
help
to
navigate
that
complex
system,
there's
sort
of
three
areas:
three
main
areas
that
we've
scoped
out
for
this
position
to
really
focus
on
first,
is
that
direct
work
with
the
public.
So
when
people
are
coming
in
and
saying
like
hey,
I
don't
understand
some
of
these
systems.
How
do
I
apply
for
social
security?
How
do
I
apply
for
housing?
L
Having
really
expertise
that
helps
make
sure
that
that
question
gets
answered
answered
effectively?
Part
of
that
is
also
what
support
are
we
providing
for
our
staff
so
that
we
can
scale
that
expertise
across
the
system?
If
we're
answering
the
same
question
over
and
over
having
somebody
who
is
listening
and
saying,
hey,
wait,
we're
starting
to
see
this
need
pop
up
in
two
of
our
locations.
Let's
make
sure
all
five
have
the
same
information
and
are
able
to
make
sure
that
we're
either.
You
know,
we
know
how
a
resource
is
available.
L
We
know
how
to
access
it.
We're
able
to
really
take
that
expertise
and
make
sure
that
all
the
staff
have
that
knowledge,
and
then
third,
is
that
community
partnership
development
so
really
understanding
what
are
the
other
social
services
in
the
area
and
how
do
we
tap
their
expertise
and
where,
when
we
see
people
come
in,
where
are
they
in
that
need
and
how
do
we
make
sure
that
we're
really
thoughtful
in
not
being
duplicative
but
being
coordinated
across?
Madam.
F
Mayor,
yes,
director
dory,
you
know,
I'm
a
big
fan
of
the
library
and
all
the
services
that
it
provides.
What
I
need
help
understanding
is
that
it
sounds
like
we
are:
adding
wraparound
services
to
library,
help
the
public
and
myself
understand
why
the
library
is
a
key
point
in
this,
because
I
think
we
all
understand
that
mental
health
is
an
is
a
huge
issue
in
all
communities.
But
why.
L
Thank
you,
councilmember
willits.
This
is
really
an
attempt
for
us
to
meet
a
need
that
we're
currently
not
meeting,
and
I
think
part
of
that
goes
to
our
trusted
expertise
in
a
community.
We
are
seen
as
an
organization
that
is
non-judgmental
that
you
can
walk
into
and
say
I
need
help,
and
I
don't
know
where
else
to
go.
L
You
know
we,
and
this
is
something
that
you
know.
Staff
have
really
been
aware
of
acutely
that
people
will
come
into
us
walk
up
to
a
reference
desk
and
say
I
lost
my
job.
I
don't
know
if
I'm
going
to
be
able
to
make
rent,
how
can
you
help
me
and
they
break
down?
There
is
so
much
that
we,
you
know
that
trust
that
we
have.
L
We
want
to
pay
that
back
to
the
community
by
helping
really
understand
what
are
all
the
services
that
person
may
need
in
terms
of
help
for
housing,
employment,
their
own
mental
health.
We
want
to
be
able
to
meet
the
need
that
we
see
and
that
ability
to
do
it
across
our
whole
system.
I
think
is
the
other
piece
that
I'm
really
really
excited
about
having,
and
you
know,
having
a
mental
health
professional
who
combines
with
our
information
professionals
is
going
to
help
us
think
about
those
those
individuals
in
terms
of
how
do
we?
L
How
do
we
better
create
a
service,
and
how
do
we
also
sort
of
get
ahead
of
that?
Where
do
we
see
where's
the
role
for
training
where's,
the
role
for
having
community
conversations
about
mental
health?
Where
are
places
that
we
can
really
be
proactive
in
helping
support
a
community
better
understand
and
take
care
of
its
its
family,
friends
and
neighbors.
G
G
Unfortunately,
I
think
there's
been
only
a
few
designated
resources
that
may
or
may
not
be
the
best,
and
the
fact
of
the
matter
is
the
library
has
been
that
place,
and
I,
for
one,
am
very
grateful
that
you,
in
this
leadership
role,
have
identified
that
your
staff
is
doing
this
work.
They
need
more
training
and
there
needs
to
be
somebody
to
really
direct
this
important
work.
But
that's
that's
how
I
see
it.
L
You
know
this
is
a
role
that
I
think
libraries
have
been
probably
in
the
last
20
years
have
have
really
added
because
of
the
need,
the
complexities
of
the
system,
the
complexities
of
the
people.
You
know
the
backgrounds
of
the
people
that
come
into
facilities
that
have
you
know
really
important
issues
that
show
up
in
many
different
ways
and
really
helping
create
a
profession
within
a
profession.
L
We're
going
to
ask
them
to
establish
relationships
with
our
other
local
support
organizations
start
in
start
to
identify
what
are
the
staff,
training
and
resource
needs
to
join
that
professional
network
and
to
really
come
back
to
to
the
library
and
obviously
to
counsel
as
well
with
a
very
clear
understanding
of
what?
What
are
the
needs
that
we're
seeing
in
the
library
and
how
can
the
library
as
a
whole
use
its
staff,
its
services,
its
facilities
and
its
partnerships
to
better
meet
community
needs.
Madam
mayor.
G
L
G
L
So
next
steps
we
are
working
with
human
resources
right
now
to
finalize
the
job
posting
and
we'll
begin
recruitment
for
the
position.
Obviously,
after
that,
we
will
then
hire
and
onboard
the
position
and
the
position.
One
other
thing
to
note:
we've
decided
that
this
position
will
report
to
our
head
of
public
services
and
that's
the
position
that
oversees
all
of
the
people
who
work
with
the
public
across
our
system.
L
J
Yeah,
so
I
guess
maybe
this
is
a
question.
Maybe
this
is
just
kind
of
clarifying
some
understanding.
I
think
that
earlier
it
was
asked,
you
know,
why
is
the
library
the
best
place
to
kind
of
put
this
position,
and
I
guess
my
understanding
is
that
the
library
is
sort
of
already
doing
this
on
a
regular
basis.
People
are
coming
into
the
library
with
a
variety
of
different
issues,
yet
we
have
a
staff
that
isn't
necessarily
trained
in
how
to
handle
some
of
those
specific
issues.
J
Am
I
understanding
that
correctly
and
is
that
kind
of
the
type
of
training
that
this
person
would
be
helping
with
our
library
staff
better
understand?
How
do
we
make
trauma
informed
decision
care?
How
do
we
respond
to
somebody
who's
going
through
a
mental
health
crisis?
How
do
we
make
sure
that
we're
understanding
the
different
barriers
that
people
are
coming
in
and
facing
so
that
we
can
have
let
them
have
access
to
the
different
resources?
Am
I
understanding
that
correctly.
L
Council,
member
halliburton,
that
is
so
well
said
that
is
exactly
the
the
impetus
behind
this
we're
doing
this
work.
Now
we
could
do
it
so
much
more
effectively
with
two
pieces.
You
know:
how
is
our
staff
trained
exactly
in
those
you
know,
how
do
you
do
one-on-ones
with
somebody
who
is
really
in
a
moment
of
crisis,
but
then
also
when
people
are
not
in
crisis
and
we're?
What
are
we
listening
for
and
where
are
we
seeing
the
resources
that
we
could
be
providing
could
actually
help
people
from
getting
to
that
point?.
J
And
then,
madam
mayor,
just
a
quick
follow-up
question
there.
So
as
far
as
some
of
the
the
trainings
that
we're
talking
about,
I
know
that
you're
wanting
to
kind
of
go
through
and
identify
what
those
needs
may
be.
But
you
know
if
we
were
running
a
a
swimming
pool,
we
would
be
training
everybody
with
cpr
and
first
aid
and
there's
all
sorts
of
training
out
there.
That's
more,
like
you
know,
mental
health.
First
aid
or
you
know,
question
respond
and
refer
training.
J
You
know
to
kind
of
be
able
to
point
people
the
right
resources
are
those
the
types
of
things
that
we
would
be
training.
People
is
that
type
of
that
type
of
response
when
they
they
are
going
to
be
interacting
with
people
who
are
in
various
stages
of
mental
health
issues,
knowing
how
to
respond
and
how
to
refer
those
people
to
the
correct
places.
L
I
think
what
what
we're
excited
about
is
having
somebody
who's.
An
expert
come
in
and
spend
six
months
really
identifying.
What
are
those
training
needs?
You
know
we've
been
doing
training
for
our
staff,
because
they've
been
asking
for
more
of
this
work,
it
is,
you
know,
tends
to
be
sort
of
bringing
an
outside
expert
one
time
you
know,
as
new
staff
are
on
boarded,
we
don't
have
the
we're,
not
sure
who's
been
trained
in
what
so
having
somebody
who
really
thinks
about
our
staff
as
an
asset
and
does
an
assessment
of
okay.
J
A
A
And
our
final
topic
today
and
I'm
sorry
that
councilmember
whittings
isn't
with
us,
because
this
is
a
topic
that
she's
been
keenly
interested
in,
supporting
and
making
sure
that
we're
doing
right,
and
that
is
broadband.
So
jessica's
here
to
sorry,
not
jessica.
Sorry
alex
is
here
today
with
adam
to
share
a
study
and
the
approach
that
we'll
be
taking
at
this
time
when
we
both
need
to
look
at
how
we
ensure
that
everyone
in
this
community
has
access
for
a
variety
of
reasons.
M
Madam
mayor
council
members,
I'm
alexandra
winkler
the
city's
chief
information
officer-
I'm
excited
to
be
here
today
for
the
first
time,
my
debut
appearance
in
front
of
council
and
talking
about
such
an
important
issue
of
broadband
and
boise
the
mayor's.
The
mayor
has
engaged
me
to
lead
city
efforts
to
improve
the
state
of
broadband,
not
just
for
city
government,
but
for
the
city
of
boise,
in
support
of
multiple
city
priorities,
including
economic
development
and
digital
access.
M
I
assume
this
will
be
the
first
of
many
discussions
on
this
subject.
We
have
much
to
accomplish
today
I'll
discuss
where
we
are
with
broadband
and
boise
and
propose
broadband
goals.
Then
I'll
turn
over
the
mic
to
a
consultant
guest
of
ours.
Let's
see
my
his
name
is
ziggy
rivkin
fish
from
ctc
technology.
M
A
B
M
M
M
M
M
M
We
also
need
it
affordable,
especially
for
low
income,
families
and
small
businesses.
The
target
is
getting
out
of
pocket
costs
to
10,
to
15
dollars
per
month
for
qualified
families,
and
how
do
we
do
and
targeting
ways
to
decrease
installation
costs
for
small
businesses
that
can
be
a
real
factor
just
getting
it
to
their
buildings?
M
M
M
M
The
upload
speeds
are
a
different
different
picture.
Only
the
blue
at
this
point
meets
100
megabits
per
second
upload
speed.
This
is
what
you
need
to
be
able
to
actively
engage
in
google
classroom
or
a
meeting
from
home,
so
this
isn't
what
you
can
have
or
the
isp's
capacity.
This
is
what
people
are
experiencing
in
this
data
set.
M
So
while
we
know
what
I
showed,
we
don't
yet
know
which
addresses
are
lacking,
the
infrastructure
needed
to
have
adequate
internet
speeds,
and
more
than
that,
we
don't
have
a
complete
yet
picture
yet
of
the
digital
access
barriers
and
needs
of
the
community.
Broadband
infrastructure
and
service
only
represents
one
of
five
elements
of
digital
inclusion.
M
M
M
Boise
is
growing
in
leaps
and
bounds
and
creating
quite
an
attractive
market
for
internet
service
providers
to
invest
in
our
rally.
Our
federal
and
state
legislatures
are
recognizing.
We
don't
yet
have
the
infrastructure
required
and
we're
providing
dollars
for
capital
investment,
education
campaigns
and
resources
to
help
families
pay
for
internet
services.
M
M
M
Here
to
talk
to
us
about
the
recommendations
is
ziggy
rivkin
fish,
the
pre,
the
vice
president
for
broadband
strategy
at
ctc.
Ctc
technology
is
an
industry
leader
in
broadband
and
telecommunications.
Consulting
that
supports
state
and
local
governments
can
consortia
tribes,
economic
development
organizations
and
other
public
entities.
They
create
customized
solutions
from
market
assessments
to
procurement,
construction,
to
adoption.
N
N
N
We
do
have
there
are
there
the
example
of
west
des
moines
iowa?
They
built
an
open
access,
conduit
system
for
google
fiber,
and
but
in
that
case
there
was
no
competing
fiber
to
the
premise
provider
and
they
did
own
their
own
right
of
way
and
and
yet
still
they.
Our
conclusion
was
that
they
are
still
going
to
be
significantly
in
the
red
unlikely
to
recover
even
50
of
their
costs.
N
So
it's
certainly
something
that
can
be
done,
but
there
are,
there
are
high
risks
and
costs
involved
in
in
terms
of
boise
incentivizing.
A
private
provider
to
take
on
part
of
the
financing
risk
presents
some
obstacles
too.
The
city
lacks
significant
unserved
areas
where
high
take
rates
can
generate
healthy
general
revenues
and,
as
I
said,
don't
does
not
control
its
right-of-way,
nor
does
it
have
extensive
utility
poles
or
existing
conduit
infrastructure.
N
N
It
is
an
innovative
funding
model,
but
it
does
of
course
mean
that
it
would
conflict
with
any
digital
equity
goals,
because
it's
obviously
the
more
affluent
areas
that
would
be
able
to
do
this
and
again
since
t
both
tds
and
centrolink
are
likely
to
expand
exactly
to
those
areas.
It
would
have
limited
applicability.
N
N
N
Those
will
from
flow
through
the
state,
but
depending
on
how
the
state
structures
these
opportunities,
there
could
be
opportunities
to
target
housing
complexes
and
there
could
also
be
e-rate
and
hud
funding
that
that
could
be
explored
to,
especially
in
terms
of
affordable
housing
and
extending
quality,
high-speed,
affordable
infrastructure.
To
those
areas,
it's
also
an
opportunity,
perhaps
to
define
opportunities
in
such
a
way
that
you
can
get
in
front
of
the
state
and
perhaps
influence
the
state
in
its
structuring
of
these
opportunities.
N
Installing
underground
utilities
in
general
is
very
costly
breaking
ground
and
the
the
labor
itself-
and
it
is,
is
an
expensive
aspect
of
it,
and
it
can
take
a
long
time
to
complete
these
beside
and
they
are
even
more
costly,
as
you
can
imagine,
in
urban
areas
where
there
are
pavements
and
traffic
flows
etc.
To
to.
C
M
I
just
have
one
more
slide
and
I'd
love
to
get
into
a
more
thorough
conversation
on
this.
I
know
it's
the
first
time
we've
talked
about
this
and
it's
a
lot
of
words
and
new
concepts.
So
again,
I
I
expect
this
to
be
the
first
conversation
of
many
money
as
we
as
we
go
down
this
journey
to
improving
internet
access
so
based
on
ctc's
analysis.
M
We
agree
that
a
public-private
partnership
approach
has
a
higher
likelihood
of
meeting
city
goals
and
potentially
leveraging
federal
funding
infrastructure
grants
and
that
it
makes
sense
instead
of
building
first
and
engaging
private
companies
second
to
come
to
us
or
other
public
entities.
We
should
first
try
to
establish
partnerships
and
build
second
go
out
with
an
rfp,
for
example,
with
other
public
entities
or
other
partners.
M
M
We
believe
we
need
to
take
the
following
first
steps:
we
need
to
meet
with
regional
public
and
private
stakeholders
like
ada,
county
neighboring,
cities,
schools,
idaho
power,
achd
and
private
industry.
We
intend
to
share
priorities,
barriers,
plans,
funding
opportunities
and
data
with
them
and
seek
those
interested
in
connecting
their
sites
to
a
potential,
regional
or
city
network.
M
M
G
G
M
Madam
mayor
council
member,
thank
you.
We
don't
have
a
timeline
yet
because
today
is
about
landing
on
our
goals
and
the
approach,
and
then
from
there.
We
want
to
establish
the
timeline.
That
said,
if
we
intend
to
use
arpa
fiscal
recovery
funds,
there's
timelines
for
obligating
those
funds
in
terms
of
with
your
permission
and
firm
direction.
Today,
on
next
steps,
we
can
go
at
getting
a
digital
equity
study
starting
to
get
contracted,
for
example,
this
spring
starting
the
broadband
planning
this
summer
kind
of
thing
so
that
we
can
fully
get
this
up
and
running.
M
Also,
this
isn't
kind
of
one
of
those
projects
where
it's
you
do
it
all
at
once.
This
is
going
to
be
staggered,
we're
going
to
have
different
milestones
and
we
do
think
it
will
be
necessary
to
have
a
couple
seed
projects,
proofs
of
concept
that
we
pick
first
and
then
build
off
of,
and
so
we
could
come
forward
in
the
next
quarter
with
a
more
detailed
plan,
and
so
that's
what
we're
planning
on
this
time.
So.
G
M
All
of
the
above,
and
it's
also
local
businesses.
It's
not
only
the
equity
of
the
people
that
live
in
our
community,
but
it's
the
businesses
that
want
to
offer
services
in
our
communities,
so
it
supports
not
only
digital
access
not
only
supports
the
residents,
but
the
small
businesses,
the
big
businesses
that
try
to
do
work
here
too.
So
we
need
the
companies
to
be
able
to
thrive
to
employ
the
people
that
live
here
also,
so
it's
equal
parts
both
that
it
also
could
be
different
public
entities
within
the
community
different
anchor
institutions.
M
I
Thank
you.
I
just
I
wanted
to
call
attention
to
the
first
part
of
the
presentation
that
pointed
out.
You
know
this
is
a
competitive
market
in
quotes,
and
I
think
for
us,
as
we
understand
and
think
about
this,
I
think
internet
access
generally
and
broadband
has
been
a
tremendous
market
success
in
getting
internet
to
communities.
I
It's
been
a,
I
think,
it's
a
there's,
a
pretty
good
argument
that
there's
a
big
market
failure
in
expanding
and
improving
that
technology,
and
the
blunt
way
to
put
it
is
that
the
isps
have
divided
up
our
communities
and
they
don't
compete
with
each
other
on
a
block-by-block
basis.
There's
no
incentive,
there's
no
market
incentive
to
make
the
kinds
of
investments
that
need
to
be
made
to
improve
everybody's
quality
of
service,
including
underserved
people.
People
who
are
currently
properly
served
but
won't
be
properly
served
by.
You
know
prevailing
standards
in
40
years
or
whatever.
I
So
this
is
the
right
thing
to
do.
I'm
really
curious
to
help
and
to
support
and
to
do
whatever
I
can
to
really
understand
where
the
value
proposition
is
for
a
private
entity
in
the
partnership.
I
know
there
is
one
there's
some
resources,
there's
some
cash
with
various
federal
fundings
that
can
help,
but
there's
also
again
bluntly.
I
So,
as
you
know,
I
know
we're
just
beginning
and
just
embarking,
but
I
think
this
is
really
exciting
and
really
fantastic,
because
this
is
one
of
the
opportunities
where
again,
there
is
a
clear
market
failure,
that's
failing
to
serve
people
that
a
local
government
has
the
opportunity
to
intervene
and
assist
in,
and
so
I
I'm
just
very
excited
about
that
and
very
excited
to
to
watch
and
help.
As
I
can.
E
Thank
you
thanks
for
being
here,
it's
great
to
to
see
you
I
I
have
so.
I
have
two
questions.
Two
kind
of
major
questions.
First,
is
the
city
owns
at
least
some
fiber
network?
I
think
in
partnership
with
achd
already,
and
that
wasn't
really
mentioned
in
this.
It
serves
primarily
our
ems
or
our
emergency
services
network.
If
I'm
not
mistaken,
is
that
position
such
physically
that
it
could
play
a
role
in
this.
M
A
M
Pretty
good,
it
connects
the
entire
airport.
We
also
lease
dark
fiber
from
zeo
currently,
and
we
connect
to
70
plus
city
city
facilities,
okay,
so
that
forms
our
own
kind
of
city
government
network
at
this
time
and
we
light
up
that
network.
In
effect,
the
city
government
is
its
own
isp
adam
over
here.
Is
our
infrastructure,
senior
manager
and
runs
that
network.
So
we
actually
know
how
networks
work
at
the
city
we
run
our
own.
M
We
can
build
on
not
only
that
kind
of
fiber,
but
we
can
build
on
the
expertise
that
we
have
learned
over
the
last
10
years.
Another
thing
that
I
need
to
mention
is
the
reason
we
have
that
fiber
underneath
the
city
today
that
three
miles
that
I
mentioned
is
because
of
cc
dc
projects
that
have
been
sponsored
and
that's
been
a
part
of
their
amazing
innovative
pilots.
M
That
they've
done
is
they've,
laid
that
conduit
bank
with
some
fiber
in
it
that
allows
us
to
connect
different
pieces
of
the
city,
so
you're
right,
council
president,
we
do
have
some
existing
things
we
can
build
on
in
terms
of
the
scale
of
the
city.
That's
not
that
much,
but
we
do
have
is
the
expertise
and
the
scrappiness
and
the
desire
to
kind
of
build
on
that,
and
we
have
ideas
about
seed
projects
that
we'd
like
to
consider
to
keep
building,
building,
building
and
and
further
connect
and
ada
county
we've
talked
to
them
already.
M
They
have
this
desire
to
build
a
rearing
around
it.
I
don't
know
if
everyone
here
saw
the
statesman
article
about
that,
the
more
you
can
connect
the
different
pieces
of
your
network,
the
more
redundancy
and
better
service
you
have
in
the
community
and
that's
the
kind
of
plan
that
we
want
to
put
together,
assuming
that
we
have
the
digital
equity
data
to
build
that
plan.
Thank
you.
Thank
you.
M
Really
good
question,
so
the
ammon
model
is
not
what
we're
suggesting
here
at
this
time.
The
ammon
model
covers,
I
think,
seven
square
miles.
We
have
upwards
of
800
square
miles
right,
so
we
have
a
different
geographic
area
to
deal
with.
What
they
had
is
no
fiber
no
incumbents
for
isps
really
that
wanted
to
go
to
ammon
at
the
time.
So
we
have
existing
infrastructure
owned
by
private
companies
in
boise.
M
If
we
were
to
go
with
the
ammon
model
here,
we'd
virtu
we'd
be
competing
against
those
isps
we're
talking
about
teaming
with
them
to
build
the
best
kind
of
network
that
serves
boise
as
opposed
to
having
to
come
in
from
scratch.
Ziggy,
would
you
say
anything
else
you
were
talking
about
the
ammon
model.
Do
you
did
I
cover
it,
or
would
you
add
more.
N
Yes,
the
only
thing
I
would
add
is
that,
in
addition
to
to
what
you
mentioned,
is
it
may
also
just
the
funding
mechanism
may
conflict
with
equity
goals
and
objectives
which
I
think
is
important
to
the
city,
but,
yes,
the
lack
of
infrastructure.
There
made
it
a
very
attractive
proposition.
The
scale
is
much
smaller,
it's
easier
to
deal
with,
but
yeah.
It
would
be,
it's
not
impossible
to
do
it
here,
but
you
it
would
mean
difficult
to
finance
yeah.
E
F
I'm
madame
mayor
director
winkler,
thank
you
so
much.
This
is
exciting
and
and
long
overdue.
You
touched
on
this
before
and
I
just
want
to
put
a
finer
point
on
it.
There's
several
government
entities
that
are
interested
in
this
for
all
the
reasons
you've
described.
In
fact,
I
saw
a
headline
on
it
today.
Is
there
a
working
group
among
ada,
county
and
some
of
the
other
cities,
and
could
you
describe
how
you
how
we're
going
to
make
sure
that
we
work
together
to
save
and
be
effective
in
our
resources.
M
M
We
want
to
bring
all
the
stakeholders
together
and
start
having
a
collective
discussion,
putting
all
this
information
on
the
table
and
working
together
that
we
will.
We
do
want
to
start
getting
a
group
together
first
of
the
public
stakeholders
and
building
it
out
from
there.
We
have
been
like
we
just
had
a
meeting
with
the
schools
last
week
and
with
ada
county
just
one-to-one,
but
we
think
that
that
needs
to
be
one
of
the
next
steps.