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From YouTube: Development Impact Fee Advisory Committee
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A
Yes,
I
see
head
nods
and
I
see
thumbs
up
so
it's
great
start,
let's
wait
just
another
minute
or
two,
so
we
can
make
sure
we
have
adequate
attendance
for
our
quorum
chloe.
Is
that
correct
or
someone
else
in
the
room?
I
don't
know
that
whales
four
is
four
enough
to
get
started.
I
should
ask
that
question.
Chloe.
Do
you
know
four's
enough?
We.
B
Do
yeah
we
need
four
four
members
and
it
looks
like
it
looks
like
we're
there,
so
we
can
get
started.
A
A
Okay,
by
the
way
I
see
we
have
chief
lee
with
this
and
chief
neymar,
I've
known
chief
niemeyer
for
a
few
years
at
the
rival
city
next
door.
Good
to
see
you
here
mark
good
to
see
you
again
dave.
Thank
you
and
jill's
with
us
now
perfect.
All
right
thanks,
we're
going
to
get
the
meeting
started.
Welcome
to
the
development
impecca
advisory
committee
meeting
for
june,
9th
and
I'll
call
this
meaning
to
order
we'll
do
a
quick
acknowledgement
that
we
have
a
quorum
with
us
today
and
I
see
elections
that
are
on
here.
Chloe.
A
B
A
A
Hi
chloe,
I
think
I
know
what
this
is
this
to
verify
the
positions
of
chair
vice
chair
for
the
rest
of
the
year
or
what
is.
B
This
it
is
yes,
so
we
need
a
vote.
We
should
technically
do
it
every
year,
but
we
obviously
are
a
little
off
off
schedule
with
lately,
but
yeah.
We
need
a
just
a
motion
and
a
second
for
chair
and
vice
chair.
There
doesn't
need
to
be
any
changes
if
you
want
to
keep
going
with
the
positions
that
we
currently
have
or
if
someone
wants
to
throw
their
hat
in
the
ring
for
to
step
up.
It's
up
to
you
guys.
A
Perfect
thanks
for
clarifying
that's
what
I
thought
so
we'll
just
open
up
for
discussion.
I've
been
chair
for
several
years.
I
don't
mind,
keep
on
doing
it.
It's
kind
of
interesting
this
past
little
while,
where
we've
been
off
and
on
now
on
more
frequently,
which
is
great
but
definitely
willing
to
hand
off
the
reins
to
somebody
if
they
want
to
run
the
meetings
as
well
so
I'll
open
it
up.
Is
anybody
interested
in
being
the
chairman
of
the
committee
this
year
or
is
there
any
different
nominations.
A
Thank
you.
Any
other
discussion
hearing.
D
A
A
Chair,
if
that's
okay,
thank
you.
Sorry,
that's
fine!
So
any
other
discussion
on
the
motion
hearing,
none
all
in
favor,
say
aye
aye
any
opposed
non-motion
carries.
Thank
you.
Now.
Look
for
motion
for
vice
chair
corbin's
been
serving
as
vice
chair
corbin.
Are
you
willing
to
keep
doing
it
this
next
year,
the
rest
of
the
year?
Yes,.
E
A
A
Thank
you
motion
carries
so
thanks,
corbin
for
backing
me
up
whenever
I'm
not
around
and
thanks
everybody
for
your
contributions
on
the
committee,
we'll
keep
that
moving
forward
next
item
on
the
agenda
is
under
new
business
is
minutes
from
our
last
meeting
may
12th.
If
you
had
a
chance
to
review
the
packet,
the
minutes.
Are
there
any
discussion?
If
not
I'll,
look
for
a
motion
to
approve
the
minutes.
F
I
do
have
a
discussion
corbin.
I
would
like
it
added
that
I
approved,
because
there
was
no
other
projects
being
pushed
due
to
this
increase.
Really
the
committee
shared
general
questions,
yeah,
I'm
sorry
on
section.
G
F
So
in
the
spot
that
said,
the
community
shared
general
questions
regarding
funding
sources
and
timing.
I
approved
and
everybody
else
because
of
no
projects
were
being
pushed
due
to
this
increase
pushed.
A
Out
further
yeah,
I'm
okay
with
that
amendment.
Any
further
discussion
on
the
minutes,
thanks
corbin,
for
that
acknowledgement
with
that
in
mind,
look
for
a
motion
to
approve
the
minutes.
With
that
amendment.
G
A
Non-Motion
carries
thank
you
got
the
business
out
of
the
way
now
with
the
fun
stuff
I
get
to
hear
from
our
two
chiefs
police
and
fire
chief
lee.
Admittedly,
I
don't
think
I've
met
you
in
person,
but
I've
seen
you
certainly
in
the
news
and
the
good
work
you
do
I'd
like
to
give
you
some
time
now
to
educate
us
on
the
police
department
level
of
service.
H
Thank
you
all
very
much.
Let
me
hopefully
not
have
tech
issues
and
share
my
screen
with
you.
So
hang
on
a
quick
second.
C
H
Should
have
my
should
just
have
a
title
card
up.
There
is
everything
working
on
your
end
to
receive
perfect.
H
So
today,
I'm
going
to
take
a
few
minutes
to
talk
to
you
a
little
about
our
vision
for
community
policing
in
our
community
of
boise
and
some
of
the
future
opportunities
to
meet
the
challenges
that
are
ahead
and
that
will
help
shape
some
discussion
about
sort
of
the
impact
and
the
levels
of
service
are
necessary
to
meet
that.
H
H
Oh
that's
comparable
to
this,
and
so
that
analogy
is
what
I'm
going
to
refer
back
to
really
this
hospital
analogy,
and
I
think
it's
a
good
one
to
help
understand
this
depth,
that's
necessary
for
the
department,
and
so
what
I
want
to
start
off
by
saying
is
as
the
city
grows.
We
don't
expect
the
police
department
our
hospital
to
to
really
just
continue
with
the
model
that
we
have
part
of
the
challenge
that
we've
had
as
the
city
has
grown.
H
So
the
911
calls
that
come
in
the
calls
for
service
that
we
get
directed
to
that's
the
emergency
room
and,
as
many
of
you
think,
back
on
health
care,
you
don't
really
want
to
manage
your
health
care
by
just
sending
people
to
the
emergency
room,
and
so
what
we've
had
is
this
shift
to
emergency
room
services
and
we're
really
absent
some
of
the
other
services
that
we
need.
They've
they've
atrophied
in
this
need
to
shift
the
limited
pool
that
we
have.
H
That's
not
growing
can
commensurate
to
the
growth
rate
that
we're
seeing
in
the
city,
and
so
what
we
really
need
in
a
police
department
is
one
that
is
capable
of
meeting
all
of
the
specialized
types
of
care.
The
general
health
care,
as
well
as
those
emergency
room
needs.
H
H
Many
of
those
are
not
going
to
be
crimes,
but
we're
still
going
to
need
to
respond
and
conduct
that
cursory
investigation
to
determine
if
a
crime
occurred.
That's
the
emergency
room
need
that
we
have,
but
on
top
of
that,
we
actually
will
also
start
to
encounter
more
crimes
and
we
need.
We
need
the
infrastructure
to
be
able
to
address
that,
to
have
the
what
is
comparable
to
say
an
oncologist
to
treat
that
particular
concern.
H
So
what
we're
seeing
is
not
only
do
we
need
to
look
at
physical
growth
of
the
city
and
expansion
of
what
are
the
city
boundaries.
We
need
to
look
at
the
types
of
infill
we're
seeing
there,
and
we
also
need
to
look
at
the
types
of
of
density
increase
to
the
city
and
the
types
of
infill
for
industry.
That's
occurring
because,
as
more
industry
arise,
we'll
see
new
and
different
opportunities
for
crime,
as
the
city
has
grown,
we've
already
seen
a
transition
in
the
types
of
crimes
that
are
occurring.
H
Many
of
you
have
probably
staying
as
informed
citizens.
You've
seen
that
the
general
crime
rate
for
the
city
of
boise
is
staying
fairly
consistent
per
you
know,
as
a
ratio
relative
to
the
population,
but
if
you
mine
into
the
data
deeper,
which
is
really
my
job
to
do,
we're
seeing
an
alarming
shift
in
some
of
the
types
of
crimes
that
are
starting
to
occur
and
that's
symptomatic
of
some
of
the
challenges
we
have
so
as
an
example.
H
If
we
look
at
2010
for
fraud
crimes,
we
had
about
815
reported
frauds
and
they're
going
to
be
the
ones
that
don't
get
reported
and
captured
by
2019,
which
is
the
last
clean
year
of
data.
We've
got
because
we
start
to
get
all
messed
up
with
the
pandemic.
That
number
jumped
to
1212
reported
frauds
there's
some
of
that
is
business
opportunity
to
defraud
businesses.
Some
of
that
is
also
opportunity
to
fraud.
Individuals
that
are
in
the
community
sexual
assaults
is
another.
H
We're
also
seeing
an
increase
again,
it's
just
another
example
assault
and
battery
on
law
enforcement
2010.
We
only
had
34
cases
where
our
officers
were
assaulted
in
the
line
of
duty
in
2019
that
had
jumped
to
59,
and
so
we
can
see
that,
even
though
the
overall
crime
rate
is
staying,
consistent,
the
nature
and
the
types
of
crimes
are
starting
to
occur
are
changing.
That
will
get
to
a
critical
tipping
point
as
the
city
expands
and
the
rate
won't
stay
the
same.
H
What
we'll
start
to
see
is
an
exponential
demand
in
police
service
and
we'll
start
to
see
a
climb
in
the
crime
rate
itself.
If
we
don't
put
the
proper
resources
to
be
able
to
address
it
and
mitigate
that
as
a
risk,
one
of
the
other
byproducts
we're
seeing
is
an
increase
need
to
meet
to
use
over
time
to
meet
this
service
demand.
H
And
so,
as
an
example
in
2010,
there
was
about
a
million
six
spent
in
overtime
2020.
We
had
there
wasn't
a
need
for
courts,
but
there
were
a
variety
of
other
things
that
require
police
services
to
maintain
public
order.
That
was
about
2.3
million
in
overtime
in
2020.
So
you
can
see
this
shift
in
demand
in
police
services.
H
I'd
much
rather
meet
that
with
fresh
well-rested
officers
on
straight
time,
relative
to
the
service
need
than
be
dependent
on
this
over
time
and
really
being
very
blunt
over
working
officers,
because
they're
not
going
to
provide
the
same
care.
The
the
fatigued
medical
intern
in
the
emergency
room
probably
doesn't
give
you
as
much
as
the
fresh
one
in
the
emergency
room
and
that's
what
we
need
and
so
we're
recognizing
some
of
those
challenges.
H
Also
in
a
transition
in
calls
for
services
in
2010
under
the
self-initiated
calls
for
services,
which
are
really
the
crux
of
community
policing.
The
ability
for
me
to
proactively
go
out
and
address
a
crime
for
me
to
go
out
and
make
a
non-enforcement
community
contact
to
help
build
trust
and
legitimacy
and
to
hear
what
the
public's
concerns
are
to
build
a
relationship
in
2010
we
had
just
over
about
90
000
self-initiated
calls
for
service,
and
we
had
about
just
under
sixty
seven
thousand
or
six
parties.
H
Ninety
thousand
self-initiated
calls,
and
about
sixty
seven
thousand
calls
for
service
where
somebody
picks
up
a
phone
and
calls
and
asks
for
police
help
what
we
saw
by
2020,
even
with
the
pandemic
that
that
had
substantially
shifted
and
changed.
I
could
show
you
a
chart
that
plots
out
how
this
is
shifting
as
we're
starting
to
see
the
the
demographic
change
and
the
density
change
in
the
city,
but
we're
at
a
place
now,
where,
instead
of
90
000
or
over
90
000
self-initiated
calls
for
service
we're
now
seeing
less
than
75
000.
H
And
then,
when
we
see
the
actual
community
calling
in
wanting
service,
that's
jumped
up
from
about
67
000
to
over
84
000..
So
what
we're
seeing
is
we
need
to
be
able
to
go
out
and
do
more
non-enforcement
self-initiated
calls
to
be
able
to
deliver
community
policing,
and
then
we
need
to
respond
to
those
emergency
room
calls.
You
know
we
need
you
to
see
your
general
health
care
physician
as
well
as
the
emergency
room
needs
to
be
available,
and
what
has
happened
is
the
city
has
changed
in
the
last
decade
alone.
H
Those
two
lines
have
completely
inverted,
and
so
we
need
to
look
at
when
we
start
to
figure
out.
How
do
we
address
the
service
need?
How
do
we
right
size
to
get
closer
to
what
we
had
in
2010
when
we
started
to
start
to
really
see
the
beginning
edge
of
this
explosive
growth?
How
do
we
get
there?
That's
the
level
of
service,
not
how
do
we
maintain
an
inverted
level
of
service,
because
there
are
reasons
that
this
service
level
wouldn't
be
sustainable.
H
So,
in
order
to
not
see
the
count,
the
compounding
problems
in
the
future
and
the
continued
gap
in
our
ability
to
reach
out
to
marginalized
populations
and
provide
those
specialized
services
that
we
envision
being
able
to
deliver
as
part
of
community
policing
using
rough
numbers
that
are
easy
for
everybody
to
wrap
their
minds
around.
H
Recognizing
that
shift.
It
would
allow
us
to
also
address
changes
in
crimes.
As
I
mentioned,
some
of
the
crime
trends
that
are
changing.
We
would
start
to
be
resourced
more
appropriately
to
be
able
to
address
issues
such
as
drug
trafficking,
human
trafficking,
some
of
the
violent
crime
rates
that
we're
talking
about
seeing
the
transitions
in
crime
occur.
H
So,
for
example,
if
michael
ellis
were
the
victim
of
a
burglary,
I
I
don't
know
where
you
live.
Mr
ellis,
but
if
you
were
the
victim
of
a
burglary
and
you
need
to
do
follow-up
either
detective,
if
you
happen
to
live
out,
say
in
barber
valley,
you
would
have
to
make
the
the
road
trip
to
come
all
the
way
out
here
to
the
west
side
of
the
city.
You
might
think
you've
arrived
in
meridian
incident
boise
to
find
the
police
department
to
talk
to
your
detective.
H
We
need
those
people
more
centralized,
not
only
for
you
as
a
resident,
but
as
we
see
population
change
density
growth,
we
see
more
people
relying
upon
other
modes
of
transportation.
We
need
something:
that's
already
pre-engineered
to
import
people
to
that
location,
to
connect
to
those
services,
as
well
as
be
able
to
export
and
deliver
those
services
effectively.
H
So
a
couple
of
other
numbers
that
I'll
throw
out
there
for
you
to
consider.
We
sat
down
recently
and
had
to
do
an
analysis
relative
to
potential
addition
and
annexation
to
the
city
with
a
particular
type
of
of
industry
that
was
going
there
as
a
generality,
regardless
of
whether
or
not
it's
residential,
whether
or
not
it's
commercial
or
it's
industrial
space.
H
As
a
very
very
round
number,
what
we've
seen
is
that,
if
you
add
about
120
acres
somewhere
in
the
neighborhood
of
1.2
officers,
need
to
be
added
relative
to
the
current
demand
and
remember
policing.
Has
this
weird
exponential
growth
where
you
get
to
a
certain
level
of
density?
It
doesn't
just
increase
per
square
mile
or
acre.
You
start
to
have
more
and
more
contacts,
and
it
has
a
compounding
effect,
and
so
that
number
is
a
good
number
to
gauge
right
now,
relative
to
the
size
of
the
city.
H
Now,
my
former
employer,
the
city
of
portland.
I
don't
think
that
there's
anybody
that
wouldn't
watch
the
news
and
say
that
the
city
of
portland,
it
isn't
a
policing
crisis
they're
in
a
policing
crisis
at
1.3
officers
per
thousand,
we're
below
them.
We
I
have
the
good
fortune
having
an
incredibly
nice
community
here,
and
it
gives
me
some
advantages,
but,
as
we
see
different
changes
in
the
community
that
will
become,
we
shouldn't
be
counting
on
being
able
to
deliver
good
police
service
because
of
kindness.
We
need
to
be
prepared
for
other
changes,
so.
A
H
H
So
I
I
think
that
that's
not
the
best
metric
to
use
because
there's
a
lot
of
nuanced
stuff,
but
it's
a
very
rough
gauge,
but
it
does
point
to
how
under
resource
we
are
relative
to
the
growth
we've
seen
and
we
we
need
to
fix
that
or
we're
not
going
we're
going
to
continue
to
have
a
declining
service,
not
even
a
hold
and
the
ability
to
deliver
the
services.
We
have
much
less
meet
the
promise
of
the
services
that
we
tell
the
community.
We
can
meet
relative
to
the
challenges
of
actually
doing
it.
Now.
A
H
It
is
at
1.3
I
having
worked
there
and
having
the
chief
be
a
good
friend
of
mine
him
and
I've
had
many
venting
phone
conversation
about
the
challenges
there
and
and
at
1.3
once
you
hit
that
critical
mass
of
human
contact
and
you
start
to
see
more
and
more
demand
for
police
services,
your
only
choice
for
meeting
it
is
to
stop
responding
to
certain
types
of
calls
right.
That
is
not
at
all
what
we
want
to
do.
H
No,
no,
I
I
think
that
this
helps
paint
a
very
high
level,
broad
brush
idea
of
some
of
the
challenges
ahead
and
really
going
back.
To
that
analogy,
our
vision
is
to
be
able
to
offer
emergency
response
quality
wrap
around
services,
as
well
as
specialized
services
and
specialized
response,
especially
to
our
most
vulnerable
communities.
H
You
know
when
we
talk
about
increased
costs
of
mental
health.
I
need
clinicians
paired
with
officers.
I
need
to
be
able
to
grow
that
portion
of
the
police
department.
I
need
to
be
able
to
grow
training
education
development
to
ensure
that
we're
we
have
well-educated,
well-informed,
connected
to
the
community
officers
that
are
using
cutting-edge
techniques
to
deliver
police
services,
so
very
high
level.
I
think
that
that
hopefully
captured
it
and
I'd
like
to
open
the
floor
very
quickly.
If
I
can
stop
sharing
the
screen
with
all
of
you,
how
do
I
stop?
H
Let's
see
there,
we
go
I'll
I'd
like
to
open
the
floor
to
any
of
you.
If
you
have
any
quick
questions
and
I'll
gladly
hand
the
microphone
over
to
my
colleague,
chief
niemeyer.
A
Again,
thank
you
chief
lee,
you
and
I
have
not
yet
personally,
certainly
seen
the
press
a
little
bit
and
compliment
you
for
your
service.
Thanks
for
your
presentation
today.
Thank
you.
Sorry,
I
didn't
mean
to
interrupt
you
in
your
very
closing
comments.
That
was
not
my
intent,
but
thank
you
for
your
no.
E
H
I
have
some
fairly
significant
concerns.
I
I
am
waiting
for
the
full
financial
analysis
from
our
my
colleagues
in
finance
to
sit
down
and
really
wrap
my
arms
around.
What
are
the
long-term
compounding
impacts
of
that
approach?
H
If
we
look
at
ourselves
as
the
western
united
states
marketplace
for
policing
we're
not
competitive
in
the
wage,
and
so
there's
both
a
challenge
for
how
do
I
right
size
that
entry
wage
to
draw
top
quality
candidates,
because
I
don't
want
the
candidates
that
couldn't
succeed
elsewhere
coming
here,
I
want
top
quality
people.
I
want
the
local
folks
that
are
in
the
profession,
able
to
make
a
wage
where
they
can
live
and
stay
in
the
community
not
suddenly
have
to
move
to
middleton.
H
So
that's
a
very
real
challenge.
I
am.
I
am
concerned
that
there
will
be
long-term
impacts
that
will
limit
our
ability
to
grow
the
way
we
need
to.
I
don't
want
to
speak
entirely
out
of
school,
because
I
am
waiting
for
sort
of
the
deep
dive
analysis
to
really
have
a
better
understanding
of
those
impacts.
But
it
does
give
me
pause.
E
No,
I
think,
that's
that
you
know
in
terms
of
the
ability
to
meet
the
needs
of
mental
health
of
officers,
but
also
dealing
with
mental
health
in
the
name
in
neighborhoods
and
responding
to
events
with
individuals
with
mental
health.
Is
you
know
one
of
my
big
concerns
here
in
our
community
that
we
are
able
to
sufficiently
address
those.
H
So
we
we
have
made
some
substantial
programmatic
designs
here
at
the
police
department
to
help
address
those
issues
so
40
hours
of
crisis
intervention
training
is
generally
the
benchmark
for
building
a
specialized
team
for
dealing
with
people
in
crisis.
That
is
now
required,
training
and
has
been
delivered
to
every
sworn
member
of
the
police
department.
So
every
officer
here
is
trained
as
to
what
you
would
likely
get
as
a
specialist
say.
H
If
you
went
to
chattanooga
it's
just
a
town,
I'm
thinking
of
that
because
my
sister
religious
just
got
married,
so
you
know
that's
40
hours
is
what
they
get.
We
have
advanced
training
for
those
that
opted
in
early
plus.
We
have
a
behavioral
health
response
team,
which
is
expanding,
which
pairs
officers
with
mental
health
clinicians
to
not
just
respond
during
moments
of
acute
crisis,
but
recognize
those
people
that
are
drawing
the
criminal
justice
system
as
their
point
of
social
service
contact
regularly.
H
The
reality
is
many
people
that
access
the
criminal
justice
system
are
individuals
that
are
marginalized
in
community
and
don't
have
the
same
social
support
networks
that
you
or
I
may
enjoy,
and
that's
why
frequently
the
police
either
they
call
the
police
directly
or
people
call
the
police
for
them,
because
they
really
don't
have
those
social
service
nets
there
to
help
them.
We
need
to
be
capable
of
connecting
them
with
the
right
resources
to
actually
address
the
underlying
root
problem
and
help
people
live
more
productive
lives.
A
Thank
you,
chief
lee.
I
appreciate
that
I'll
save
my
long
podium
speech
about
house
bill
389
for
another
day,
but
I'm
very
appreciative
of
city,
boise
and
and
frankly,
almost
all
the
cities,
not
all,
but
almost
all
the
cities
in
the
state
that
are
taking
a
pause
to
thoroughly
understand
the
financial
impacts
before
they
make
knee-jerk
reactions
boise's
being
one
of
them.
So
I
won't
go
into
that
at
this
moment.
We
can
maybe
take
it
up
an
open
forum.
Let's
see
next
michael
your
turn.
What
question
do
you
have.
D
Thank
you
david.
Thank
you
for
your
time,
chiefly
just
as
a
a
backdrop.
I
I
was
a
city
hall,
west
employee
for
four
years
with
boise
fire
as
their
fire
technical
analyst
under
then,
deputy
chief
perry
oldenburg.
D
I
feel,
like
I
probably
spent
more
time
with
police
officers
than
probably
the
rest
of
the
committee
combined
just
before
before
and
after
work
working
out
with
them
in
the
gym,
and
I
wish
the
community
could
see
them
the
way
I
saw
them,
which
is
just
wonderful
servants-
and
I
feel
like
sometimes
they-
the
perception
of
police
is
is
is
not
what
I
got
to
see
every
day,
which
was
shining
examples
of
living
in
a
wonderful
town.
I
I
wanted
to
ask
about
overtime
and
staffing
shortages.
D
I
I
know
the
impacts
of
overtime
can
lead
to
burnout
and,
to
your
point
like
right,
the
physician
who's
working
72
hours
straight
is
not
going
to
perform,
as
well
as
the
one
who's
got.
Fresh.
Eight
hours
of
sleep
is
the
idea
that
to
combat
staffing
shortages,
we
just
add
more
officers
to
existing
like
seven
to
seven
shifts,
or
is
it
hey?
Do
we
need
to
add
a
new
you
know
new
shifts
in
there
to
kind
of
cover
overlapping?
H
No,
so
one
of
the
projects
I
was
able
to
lead
in
my
my
former
place
of
employment
was
actually
to
sit
down
and
do
a
very
data-driven
analysis
of
when
were
the
critical
needs
for
service.
What
was
optimal,
minimum
staffing
to
actually
meet
based
off
of
safety,
with
the
idea
of
the
types
of
calls
were
actually
coming
in
what
was
the
historic
number
of
officers
needed
to
initially
respond?
What
was
the
actual
amount
of
time
that
officers
spent
on
that
type
of
call?
H
Because
the
big
mistake
most
people
do
when
they
do
a
staffing
study
as
a
police
executive?
Is
they
go?
Oh,
we
get
a
lot
of
calls
now,
and
so
I
need
cops
at
that
time.
Well,
if
all
the
calls
you're
getting
are
say,
cold,
burglaries
and
car
prowls,
one
officer
can
go
to
that.
If
you're
having
fights
in
progress,
you're
having
armed
robberies
or
having
other
things,
that
is
an
entirely
different
volume
of
officers
you
need
to
deploy.
You
need
to
actually
look
at
how
many
get
sent
by
protocol.
H
How
many
actually
have
to
go
to
have
an
optimal
safe
resolution
with
a
minimum
reliance
on
force
and
then
how
many,
how
many
hours
do
they
have
to
spend
there,
and
so
part
of
it?
Is
that
some
of
our
data
capture
mechanisms
here
in
the
department
and
frankly
with
our
partners
in
the
county
for
dispatch
they're,
not
as
strong
as
they
need
to
be
we're
trying
to
construct
some
of
that
information?
H
Now
to
be
able
to
build
that
type
of
analysis,
which
is
a
very
long-winded
way
of
saying
some
of
this
we
can
meet
by
adjusting
shifts
and
adjusting
like
how
heavy
do
we
staff
on
a
certain
day
versus
another
day.
Some
of
that
will
it
will
maybe
help
lighten
the
load,
but
it's
a
little
bit
like
saying
you're,
bleeding,
really
bad
put
on
a
tourniquet.
Don't
see
the
doctor
yeah.
A
F
H
No,
I
I
think,
probably
a
virtue
of
drinking
too
much
coffee
to
stay
awake.
I
speak
a
little
too
fast.
Sometimes
we
have
right
now
just
using
ballpark
numbers
because
they're
easy
we're
short
about
30
officers
from
the
authorized
ft
so
actual
vacancies,
even
if
we
have
those
vacancies
filled
and
we
look
at
workload
need
like.
Where
are
we
under
resource?
You
know.
I
know
that
I'm
missing
a
detective
here,
because
there's
a
vacancy
as
an
example
that
still
wouldn't
help
me
meet
the
workload.
F
Okay,
I
have
one
more
question
regarding
that:
the
90k
service
in
2010
and
that
how
that
dropped
a
75k
service
in
2020,
I
believe
it's
20
20.
was
this
because
the
drop
just
because
that
was
less
calls
responded
to
or
was
that
an
actual
drop
in
calls
and
service.
H
No,
so
if
we
talk
about
calls
for
service
where
somebody
picks
up
a
telephone
and
says
hey,
I
need
the
police,
whether
that's
emergency
non-emergency,
in
20
2010,
we
would
have
had
just
under
75
000
right
by
the
time
we
get
to
present
day
it's
about
84
000.,
so
we're
seeing
a
jump
in
about
10
000
over
the
last
decade,
increased
calls
for
service
and
there's
a
couple
of
things
that,
as
a
police
executive,
they
matter
to
me
probably
as
a
community.
H
It's
probably
not
discussed
a
lot,
but
we
have
to
recognize
it
as
as
we
call
more
for
police
officers
and
our
response
times,
diminish,
there's.
Actually
I'm
trying
to
think
of
the
right
word
for
it.
My
brain
just
blanked
out,
but
basically
people
become
a
little
bit
numb
to
what
they
call
police
for,
and
we
actually
aren't
capturing
calls
for
service.
Well,
like
the
2020.
What
people
pick
up
a
phone
and
call
us
for
in
2020
is
not
the
same
stuff
they
would
have
in
2010,
so
there's
actually
more
stuff.
H
We
probably
should
be
responding
to
that.
Just
isn't
even
getting
generated,
and
that
happens
in
almost
every
city
as
it
grows.
H
The
big
switch
that's
important
to
understand
here
is
that
if
we
have,
if
we
look
at
self-initiated
activity
like
when,
I
call
dispatch
and
say
hey,
I'm
going
to
go
out,
I'm
going
to
talk
to
this
person
or
hey.
There's
this
suspicious
person,
or
I
need
to
contact
a
community
member
and
talk
to
them
about
x,
y
or
z
2010.
We
had
over
90
000
individual
incidents
where
we
self-initiated
the
activity.
H
By
the
time
we
get
to
2020
we're
at
less
than
67
000,
so
over
a
23
000
call
a
year
drop
in
the
amount,
and
that
has
everything
to
do
with
the
officers
are
being
overworked
because
remember,
we
may
have
only
seen
a
10
000
increase
call
for
service,
but
those
because
there's
likely
a
potential
crime.
That's
that's
occurred,
a
much
more
complex
interaction,
so,
as
those
numbers
creep
up,
they
impact
the
amount
of
discretionary
time
disproportion.
H
It's
not
like
a
one-for-one
swap
out
if
that
makes
sense,
and
so,
if
you
actually
sit
and
look
at
the
the
chart,
the
two
lines
go
like
this:
they
completely
invert
over
the
last
decade,
which
is
it's
not
good.
We
need
to
get
back
to
when
we're
able
to
do
more
self-initiated
activity
if
we
intend
to
stay
committed
to
a
community
policing
model
which
is
actually
the
most
effective
way
for
us
to
meaningfully
address
crime,
particularly
violent
crime
and
interpersonal
crime.
H
Yes,
the
police
officers
stop
and
say:
hey.
There
wasn't
a
call
for
service,
sometimes
those
get
miscoded.
It's
the
person
on
the
sidewalk
doing
this
wave
in
their
arm,
but
that
is
the
vast
majority
of
the
time
I'm
going
to
do
extra
patrol
here.
I'm
going
to
talk
to
the
community
member.
I
see
a
subject,
that's
acting
suspicious.
H
C
That's
right
chiefly,
I
wish
you
good
luck
with
the
staffing.
I
know
that's
a
challenge
that
we
can't
really
meet
from
the
development
impact
fee
standpoint.
You
inherited
the
sort
of
satellite
police
station
project
that
was
built
with
development
impact
fees
in
the
downtown
area.
When
you
talk
about
a
facility
in
southeast
boise,
are
you
talking
about
something
on
that
scale,
or
would
your
vision
be
for
something
larger
than
what
we
constructed
downtown
in
that
satellite.
H
There's
really
a
couple
of
different
models
and
depending
on
on
which
model
we
can
do
relative
to
real
estate,
it
is
something
larger
than
that.
How
much
larger
depends
on
whether
or
not
we
can
have
other
satellite
offices
co-located
with
fire
stations
depending
on
where
that
real
estate
is,
and
it
makes
sense,
we
may
be
able
to
do
an
altered
model
but
using
traditional
modeling
we're
talking
about
building
an
entire
other
police
precinct
on
the
other
side
of
the
city
and,
frankly,
the
facility
downtown
from
a
variety
of
just
as
it
is.
H
We
kept
the
we
kept
the
the
plans
for
what
it
was
envisioned
to
be
as
a
potential
phase
two
that
phase
two
really
needs
to
be
implemented
in
order
to
build
that
down,
because
that's
downtown
real
estate
so
expensive.
That's
the
logical
place
to
build
something
centrally
located,
as
I
mentioned,
for
detectives
and
other
centralized
services
to
respond
from.
A
C
A
H
I
think
that
it
depends
on
really
the
some
of
the
other
parcels
that
fire
is
looking
at
and
which
model
we're
able
to
commit
to.
So
it's
a
fairly
it's
a
fairly
fluid.
You
know
fluid
look
right
now.
It
is
likely
what
would
make
sense,
depending
on
growth
and
growth
projections
to
the
south
of
the
city,
which
is
the
logical
place
for
affordable
housing
to
grow?
H
Where
that
what
parcel
of
land
essentially
do
we
go
north
of
the
river
or
south
of
the
river
is
part
of
the
question
to
look
at,
but
using
some
just
broad
sort
of
ideas
for
you,
depending
on
the
growth
model,
it's
either
something
sort
of
in
that
barber
valley
area,
or
it's
something
closer
over
to
like,
where
the
outlets
used
to
be
in
columbia,
village,
and
that
so
somewhere
in
there,
we
would
need
something
to
at
least
build
a
facility
of
25
000
square
feet,
if
not
larger,
depending
on
which
model
we're
able
to
move
forwards
with
which
again,
some
of
that
ties
to
as
fire
identifies
parcels
to
build
fire
stations,
which
are
a
little
easier
to
figure
out.
H
A
Thank
you.
That's
I've
worked
with
chief
niemeyer
before
he's
really
good
about
being
flexible,
and
I
say
that
in
a
positive
way,
recognizing
flexibility
is
required.
Mark
you
know.
Sometimes
I
beat
him
over
the
head
with
my
demands,
sometimes
too,
and
nonetheless
he's
very
he's
very
good
about
trying
to
meet
the
needs
of
the
public.
So
I
appreciate
both
of
you
before
we
go
to
chief
neymar
chief
lee
any
further
comments
for
us.
H
No,
I
would
just
add
that
if
any
of
you
have
any
other
questions,
please
reach
out
to
me
through
my
office
and
we'd,
be
happy
to
try
and
clarify
anything.
I
now
it
is.
I
usually
in
the
zoom
meeting
about
five
minutes
afterward.
I
count
like
six
more
questions.
I
meant
to
ask
so
I'm
happy
to
address
any
of
those
as
they
come
up.
A
Very
good
well,
thank
you
and
I
know
I'm
being
recorded,
so
I
shouldn't
have
said
I
beat
chief
neymar
over
the
head
when
he's
in
rudy
and
that's
not
what
I
really
ever
do,
but
I
really
do
respect
both
of
you
and
appreciate
your
service
to
the
community.
Thank
you,
chief
neymar,
your
turn.
You
may
have
a
presentation
or
I'm
not
sure
what
you
have
for
us,
but.
I
B
I
Work
way
back
in
the
day,
so,
just
by
way
of
introductions
real
quick,
you
may
have
seen
my
appointment
in
the
news,
not
sure,
but
wasn't
the
most
traditional
appointment,
but
it
worked
and
we're
in
kind
of
untraditional
time.
So
I'm
I'm
thrilled
to
be
here,
as
dave
alluded
to,
I
spent
the
last
10
years,
the
fire
chief
over
meridian.
So
the
reason
I
bring
that
up
is
I'm
really
familiar
with
impact
fees.
I
In
idaho
we
had
an
impact
fee
committee
as
well,
very
familiar
with
galena
and
and
wescott
and
some
of
the
work
she
does
understand
a
little
bit
the
nuance
differences
between
how
impact
fees
have
been
laid
out
in
boise
versus
meridian,
but
really
those
are
small
differences
and,
like
you,
dave
I'm
not
going
to
comment
on
house
bill,
389
other
than
to
say,
there's
a
little
bit
of
concern
about
what
might
happen
next
year
as
opposed
to
this
year.
So
we'll
stay.
I
Fire
chief
association,
we
have
voiced
concerns
over
some
of
those
issues
and
we'll
see
if
we
can
work
through
them,
so
I'll
get
away
from
the
politics.
A
There
well,
when
you
do
we'll
work
with
you
mark
sincerely,
it's
a
community
solution
on
this,
so
hopefully
we
can
find
some
common
resolution
yeah
and.
I
G
A
I
Hopefully
find
a
good
solution
there,
I'm,
like
ryan,
I'm
going
to
share
the
screen
I'll
just
mention
ryan,
real
quick
for
those
of
you
that
haven't
met
him
outstanding
public
servant
and
great
human
being.
I've
really
enjoyed
working
with
him.
I
had
a
great
relationship
with
chief
levy
and
meridian,
you
kind
of
mentioned
that
the
pd
collaboration
with
fire.
It
was
something
that
chief
lee
and
I
were
working
on,
ready
to
co-locating
fire
stations
and
police
stations
where
possible
and
where
feasible
as
far
as
acreage
goes
dave.
I
What
we
were
working
on
over
there
was
about
3.5
to
4
acres,
only
because
that's
some
gated
stuff-
and
we
did
a
lot
of
work
with
parks
too.
So
we
had
one
location
that
was
going
to
be
co-located
in
a
park
in
south
meridian,
one
that
was
going
to
be
co-located
in
a
development
right
next
to
the
new
hawaii
high
school.
So
we
tried
to
find
land
that
really
met
the
call
volume
and
the
response
volume,
but
also
when
we
can
partner
with
even
parks.
I
That
makes
even
better
because
now
you've
got
community
resources
right
with
the
community
in
a
park,
and
so
we've
talked
to
doug
holloway
about
that
a
little
bit
too
just
futuristic.
You
know
looking
down
the
road
and
seeing
where
we
can
partner,
but
with
that,
let
me
try
and
share
my
screen
see
if
I
can
make
technology
work
for
my
needs,
like
ryan
did
for
his.
I
And
dave,
if
you
could
just
say
yes,
when
you
see
it,
I'm
going
to
keep
it
kind
of
in
the
mode
it's
in,
but
if
you
could
just
give
me
an
eye
that
you
see
yeah,
we
see
it
awesome.
Okay,
so
really.
First
light
is
just
our
mission
right.
It's
it's
simplistic!
In
its
statement
we
try
and
keep
things
simple,
but
it's
very
complex
and
it's
delivering
it's
protecting
lives,
property
and
the
environment.
That's
really
what
we're
here
for
it's!
I
What
we
do
when
we
talk
about
a
little
bit
more
detail
about
what
we
do,
we
call
ourselves
an
all
hazards,
fire
department.
You
may
have
heard
that
term
before
what
that
means.
Is
we
don't
just
fight
fire?
That's
what
fire
departments
used
to
do
and
then
they
were
asked
to
do
more.
Specifically
in
the
medical
arena
and
like
chief
lee,
we
have
seen
our
challenges
and
the
call
volume
increases
on
the
medical
side
specific
to
mental
health.
I
I
But
if
you
look
further
into
the
all
hazards
with
fire
prevention,
education,
technical
rescue,
hazardous
materials
or
hazmat
response,
which
is
a
regional
team
for
the
state,
so
we
cover
not
just
ada
county
but
three
other
counties
as
well:
wildfire
or
wildland
fires.
We'll
talk
a
little
bit
about
that
swift,
water
and
dive
rescue
and
then
airport
rescue
firefighting,
where
the
or
the
one
department
in
the
treasure
valley,
who
actually
has
by
requirement
an
airport
rescue
firefighting
force
out
at
the
boise
airport,
again
keeping
things
fairly,
simple
and
again
complex
in
its
delivery.
I
I
So
the
first
expectation
we
hear
constantly
is
get
here
fast
and
we've
helped
define
fast
a
little
bit.
That's
our
performance
standards,
you'll
you'll,
hear
ann
call
that
level
of
service
quite
often
that
that's
made
up
of
three
components:
the
the
dispatcher
taking
the
call
the
dispatcher
pushing
the
button
and
getting
that
call
to
our
station
and
then
us
leaving
the
station
and
getting
to
the
scene,
and
so
those
are
the
three
components
of
levels
of
service.
I
I
When
folks
don't
know
what
to
do,
they
either
call
us
or
they
call
the
police
department,
one
of
the
two,
and
so
when
we
get
there,
our
folks
need
to
know
how
to
solve
all
kinds
of
problems,
not
just
fires
and
then
provide
excellent
service,
and
what
that
means
is
we're
a
community
partner,
and
so
we
do
a
lot
of
partnership
with
the
community.
We're
very
proud
of
that,
and
we'll
continue
to
do
that,
moving
forward,
we're
also
very
outcome
based.
I
As
our
backdrop,
we
have
developed
response
time,
standards
that
we
strive
for
that
helps
minimize
and
mitigate
emergencies,
and
so
when
we
talk
about
turnout
time,
what
we're
talking
about
there
is
the
time
from
when
the
bells
go
off
in
the
station
till
the
time
we
roll
out
the
door
and
that
that
goal
that
we
have
is
90
seconds
90
of
the
time.
I
I
We
are
always
looking
to
continue
to
get
better,
so
we
will
continually
evaluate
our
performance
if
we
see
anomalies
that
we're
not
meeting
that
performance,
we
look
into
what
is
it
that's
causing
that
we
have
a
great
data
analyst?
We
have
a
great
it
team
that
can
help
us
dive
into
some
of
that
data
and
look
for
why
we're
not
performing
the
way
we
should
be,
and
then
we
also
look
for
how
can
we
continue
to
meet
our
goals?
An
example
of
that
would
be
station
8
on
overland.
I
That
was
a
remodeled
station
not
too
long
ago.
It
used
to
be
at
the
old
station
8
that
I
worked
out
of
actually
for
for
a
while.
The
bedrooms
were
all
upstairs.
Well.
If
you
look
at
the
new
stationary
on
overland,
we
have
all
the
bedrooms
downstairs.
We
have
living
quarters
kitchen
workout
room,
all
that
kind
of
stuff
upstairs,
but
the
bedrooms
are
downstairs
and
the
intent
behind
that-
and
it's
been
proven
out.
That
way
is
that
we
can
get
especially
at
two
in
the
morning.
I
Like
chief
lee,
we're
looking
at
some
increased
demand,
you'll
see
first,
a
one
percent
annual
increase
in
call
citywide
over
the
time
frame
that
we
studied
from
2017
to
2020.
that
doesn't
sound
like
a
lot.
Some
of
that
dropped
a
little
bit
because,
through
our
ems
system,
we
identified
calls
that
the
fire
engine
did
not
need
to
go
to.
We
also
identified
calls
that
the
ambulance
did
not
need
to
go
to
that.
We
could
so
working
as
a
system.
I
We're
tracking
call
volume
very
closely-
and
I
cannot
tell
you
scientifically
why
this
is,
but
we
have
studied
fire
departments.
I've
been
studying
fire
departments
for
a
while,
and
it
seems
like
in
metro
cities
like
ours
when
the
call
volume
hits
30
000
calls.
I
don't
know
why
I
wish
I
could
tell
you
why
we
start
to
see
call
volume
increases
significantly
year
over
year
over
year.
I
don't
know
what
it
is.
I
It's
a
population
thing,
but
we've
studied
cities
like
henderson,
nevada,
reno
and
others
that
when
they
hit
that
30
000
call
volume
increase
all
of
a
sudden,
their
annual
call
volume
starts
to
rise
significantly
every
year.
So
we're
watching
that
very
closely
because,
as
you
can
see,
we're
rising
towards
that
30
000
mark,
the
complexity
really
is,
is
what
I've
been
talking
with
city
council
about,
and
it's
something
that
I
think
is
important
for
all
of
you
to
understand
as
well.
I
What
we
call
the
bread
and
butter
calls
the
fire
and
ems
responses.
Those
are
going
up
slightly
we're
seeing
very
significant
rise
in
our
complexity
on
our
river
recreation,
our
foothills
recreation,
our
high-rise
fire.
You
probably
saw
in
the
news
a
couple
months
ago
we
almost
had
back-to-back
issues
within
the
high-rise
arena.
I
We
had
a
fire
in
one
we
had
a
rescue
and
another,
and
then
our
wildland
urban
interface,
more
homes
are
being
built
in
that
wildland
urban
interface
and
the
reality
is-
and
I've
been
a
part
of
wildfire
committees
with
the
western
fire
chiefs
for
a
while
now
and
this
year
is
no
different,
we're
in
a
drought
yet
again
this
year,
and
my
wife
cannot
understand
that
she
said,
but
it
snowed
a
lot.
I
said
yeah
but
we're
in
a
drought.
I
I
was
on
the
boise
river
last
friday,
with
our
with
our
dive
team.
The
river
was
running
about
1100,
cfs
and
now
it's
down
to
about
720..
This
is
the
earliest.
It's
ever
been
that
low
and
it's
simply
because
they
don't
have
the
water
they're
trying
to
protect
it.
So
when
you
add
that
drought
to
the
grasses
that
we
have
in
the
foothills,
you
can
see
those
and
they're
growing
continuing
to
grow.
I
That
just
makes
for
a
significant
wildfire
threat,
and
so
that's
just
really
four
areas
that
we're
starting
to
see
quite
a
bit
of
rise
in
our
other
complexities.
Hazmat
is
hazmat.
It's
it's
the
stuff
that
nobody
wants
to
go
near,
including
myself.
I
I
was
always
comfortable,
looking
out
with
my
thumb
and
seeing
the
work
that
they
do
airborne
fire
and
rescue
the
airport's
getting
bigger
and
it's
getting
busier.
I
I
think
we
got
an
update
from
rebecca
you've
seen
the
non-stop
flights
that
have
been
added
out
of
the
airport
that
airport's
going
to
get
busier
as
more
people
move
here.
A
significant
threat
we
have
is
the
tank
farms
right
next
to
saint
al's,
not
a
good
place
to
have
tank
firms
in
the
hospital,
but
been
there.
Both
have
been
there
for
a
long
time,
but
that
is
a
threat
for
us
that
we
keep
a
very
close
eye
on
our
collaboration
with
law
enforcement,
we're
doing
things
with
law
enforcement.
I
We
didn't
have
active
shooter
training,
we
didn't
have
training
where
we
partnered,
with
police
officers,
firefighters
and
paramedics
to
go
into
a
warm
zone
or
hot
zone,
and
that's
just
the
reality
of
the
world
we
live
in
now,
so
that
collaboration
with
law
enforcement,
we're
happy
to
do
it,
we're
proud
to
do
it.
We
have
a
great
relationship
with
boisepd,
that's
very
good
to
say
not
all
places
do,
but
that's
that's
increasing
complexity,
and
then
our
incident
management
team
that
not
only
deploys
here
but
is
requested
to
deploy
regionally
to
go,
help
manage
incidents.
I
We
have
managed
the
weezer
flooding
simply
because
we
have
the
resources
to
go
help.
So
what
does
the
future
look
like
and
really?
This
is
a
discussion
I've
had
with
council
as
well.
What
do
we
want
to
do?
We
have
three
options.
We
can
maintain
service,
we
can
decrease
service
or
we
can
enhance
and
expand
service.
Our
recommendation
from
fire
is
to
maintain
our
service
levels,
we're
not
in
a
position
right
now
to
add
a
lot
of
new
services.
I
We
certainly
don't
want
to
decrease
services.
We
would
like
to
maintain
the
services
we
have.
We
think
we
provide
a
great
service
to
the
community,
but,
like
chiefly
we're
we're
stretched
pretty
thin,
we're
going
to
get
there
very
simply
by
community
engagement,
mayor
and
council
engagement
listening
to
our
firefighters,
the
boots
on
the
ground
that
have
to
actually
go
out
and
do
the
work
and
asking
them
what's
working
and
what's
not
a
city
department
partnership.
That's
one
thing
that
I
committed
to
the
mayor.
I
I
love
partnering
with
the
rest
of
the
city
with
the
parks,
department,
hr
and
others
to
find
solutions
to
community
problems,
and
then
our
partnership
engagement,
continuing
that
in
our
ems
system
and
our
fire
departments,
we
have
a
great
relationship
with
the
other
fire
departments.
I
even
like
the
new
meridian
chief
dave,
so
don't
spread
any
bad
rumors.
I
So
what
do
we
need?
What
does
the
future
look
like
one
of
the
things
that,
quite
honestly,
we
don't
have
right
now
in
the
department
as
a
little
bit
surprised
is
a
10-year
staffing
plan.
It's
something
that
I
was
used
to
having
chief
lee
is
kind
of
in
the
same
boat,
so
the
the
city
leadership
has
approved
a
public
safety
staffing
plan.
You
heard
him
say
35
officers
105
over
several
years
as
a
need
we're
in
the
same
boat.
We
need
fire
stations
and
we
need
some
addition
to
our
special
teams.
I
If
we're
going
to
continue
to
maintain
that
service,
we're
looking
at
one
new
station
in
the
northwest,
that
was
something
I
walked
into
as
the
new
chief
that
station
that
hasn't
been
built
in
the
northwest,
we're
moving
forward
with
that.
We
have
a
good
plan
in
place
that
we've
been
communicating
with
some
of
the
neighbors
in
the
northwest,
and
then
the
growth
in
the
southwest
right
now
is
a
big
concern
for
us.
I
There's
a
lot
of
potential
annexation,
a
lot
of
development
going
on
south
of
the
airport
that
we
just
can't
respond
to
in
a
timely
manner.
So
we're
probably
looking
at
one
to
two
stations
in
the
south,
west
and
south
over
the
next
five
to
ten
years.
Also
a
ladder
truck
for
the
southwest.
We
do
not
have
any
ladder
capability
out
there
and
as
our
commercial
development
and
industrial
development
continues
out
there,
that
will
be
a
need
and
then
a
quick
response.
Ems
unit,
I
think
dave.
I
You
heard
me
say
this
in
radian
as
well
as
we
try
and
manage
the
ems
call
volume
load
and
keep
some
of
our
critical
resources
in
service
not
send
ladder.
Trucks
to
medical
calls
downtown
on
a
saturday
night.
A
quick
response,
two-person
type
unit
that
can
respond
to
those
calls,
is
a
need
it
just
it's
a
different
way
of
responding
to
maintain
the
service
level
and
so
we're
gonna
we're
gonna
work
on
that
fire
inspectors,
romeo
chief
durbay's
division.
I
If
you've
met
chief
durbay
as
we
continue
to
grow
out
our
commercial
and
business
development
and
our
businesses,
one
and
two
additional
fire
inspectors
might
be
needed.
We
are
in
discussions
about
possibly
a
combination
of
sworn
personnel
and
then
non-sworn
or
civilian
personnel,
and
tag
teaming
those
two
together
to
do
inspections,
we'll
see
how
that
plays
out,
and
then
the
last
is
just
personnel
and
capital
resources
to
manage
the
increasing
call
volumes
in
the
recreational
areas
and
that
that
was
a
discussion
with
council.
I
Do
you
want
us
to
continue
to
be
on
the
river
and
provide
rescue,
and
they
said
yes,
you
know
you
probably
saw
our
dive
team
out
last
week
trying
to
mitigate
snags
and
everything
else
along
the
river.
That's
a
service.
We
provide
work
hand-in-hand
with
ada
county
parks
to
ensure
that
the
million
people
are
going
to
float
the
boise
river
this
year.
Don't
get
snagged
underneath
the
log,
but.
I
We're
literally
on
the
river
once
they
start
floating
we're
on
the
river
almost
all
day,
especially
on
the
weekends,
because
somebody
gets
stuck,
somebody
gets
lost,
somebody
gets
out
and
their
friends
didn't
see
them
get
out.
So
now
we
have
a
missing
person
and
we're
on
the
river
trying
to
locate
them.
So
it's
almost
become
a
full-time
job
on
the
weekend.
I
Right
now
that
responsibility
is
handled
out
of
the
fire
station
one
and
the
crews
out
of
station
one
we're
in
discussions
for
this
summer,
knowing
that
our
river
is
going
to
be
packed
this
year,
how
do
we
maybe
get
some
extra
staffing
in
and
ryan
alluded
to
it?
Sometimes
you
have
to
use
overtime
to
do
that,
but
how
do
we
cover
the
river,
knowing
our
cub
line
is
going
to
increase?
So
with
that
dave,
I'm
going
to
stop
sharing
my
screen.
Like
chief
lee,
I
talk
fast.
I
I
think
mayor
mclean
accused
me
of
being
the
fastest
talking
director
now
in
the
city
of
boise,
because
I
gave
a
presentation
to
council
during
the
budget
season.
So
chief
lee's
got
something
to
shoot
for.
A
Well,
mark
your
friend
thanks
for
your
presentation,
I'm
not
sure
I
want
to
see
the
police
chief
and
the
fire
chief
compete
for
who
can
drink
the
most
coffee
and
then
speak
the
fastest,
but
that's
up
to
you
guys
with
that.
Are
there
any
questions
for
chief
niemeyer,
michael.
D
Go
ahead:
thanks,
dave,
hi,
chief
yeah
great
to
great
to
see
you
virtually.
We
got
to
work
on
the
eso
project
back
in
the
day.
My
question
is:
you
talked
about
level
of
service
for
city
of
boise.
I
was
just
wondering
you.
H
D
You
said
those
five
minutes:
what
does
level
of
service
look
like
for
you
know
whitney
and
knackfur
districts,
because
I
I
don't
believe
they're
the
same
as
far
as
level
of
service.
I
Yeah
we're
we're
working
on
that
right
now,
michael,
that's,
a
great
question:
I've
got
chief
brown,
that's
working
on
the
contracts
for
both
of
those
one
with
whitney
one
with
knack,
for
you
know
knack
for
a
little
bit
of
nursing.
They
got
station
16
open
right
now.
Station
18
is
not
we'd
love
to
get
station
18
open,
that's
a
mutual
benefit
for
both
the
city
of
boise
and
for
knack
for
hidden
springs,
a
little
bit
different
right.
I
That's
a
level
of
service
that
we're
not
going
to
meet
in
five
minutes,
that's
more
of
a
rural
kind
of
out
there
area
and
then
with
whitney.
You
know
it's!
It's
interesting,
they've,
never
demanded
kind
of
a
level
of
service,
be
articulated.
I'm
I'm
not
in
that
boat.
I'd
like
to
articulate
a
level
of
service,
so
for
us
it
depends
hitting
the
whitney
station
that's
kind
of
within
a
what
do.
I
want
to
say
an
urbanized
population
area.
Five
minutes
is
still
applicable.
If
we're
talking
about
way
south
whitney.
I
D
And
thank
thank
you
very
much
chief.
I
just
want
to
say
for
my
fellow
committee
members,
you
know
chief
gave
a
great
analogy
of
when
station
one's
on
the
river
right
they're
on
a
swift
water
rescue
boat.
D
So
if
a
call
comes
into
their
district,
then
station
two
in
the
foot
in
the
highlands
area
or
station
three
is
probably
trying
to
get
there
and
so
to
chief
chief
niemeyer's
point
getting
that
five
minute
mark
is
even
harder
because
now
you're
having
stations
come
out
of
district
to
try
to
get
there
in
time.
So
kudos
chief
thought
you
did
a
great
job
at
meridian.
When
I
worked
for
boise
and
happy
to
see
you
working
for
city
of
boise,
now
awesome
nice.
I
A
E
Thank
you
dave
in
terms
of
meeting
the
needs
of
continued
growth.
Downtown
and
high
rise
does
the
increased
height
and
density
of
the
high-rise
buildings,
downtown
change,
or
I
guess,
if
you
for
an
individual
residential
change,
the
need
and
the
the
cost
of
response
that
the
the
impact
fee
would
be
different
there
versus
you
know
for
what
it
could
cover
versus
what
just
a
general
subdivision
and
or
areas
built
up
into
the
foothills
would
cost.
I
I
don't
a
great
question
colleen,
I
don't
think
the
cost
is
going
to
be
a
problem
for
us
whether
it's
downtown
versus
a
more
suburbanized
part
of
our
city.
It's
all
about
how
many
resources
can
I
put
in
an
area
to
meet
the
need
right
meet
the
demands.
That's
why
I
talk
about
that?
A
quick
response,
ems,
you
know,
would
be
a
downtown
addition
to
augment
the
response
so
that
our
engines
and
our
ladder,
trucks
aren't
tied
up,
running
ems
calls,
and
then
we
have
a
high-rise
fire.
I
E
So
you'll
basically
still
be
able
to
rescue
my
mother
who's,
moving
into
a
high-rise
downtown.
A
F
Thank
you.
Thank
you
need
a
meyer,
but
a
question
when
it
comes
to
it
sounds
like
your
main
needs
right
now
or
more
infrastructure
building
building
stations
at
this
point
one.
Is
that
fair
to
say
two
when
you,
when
you
build
a
station,
does
that
require
also
hiring
personnel
to
be
in
that
head
station.
I
I
There's
the
big
cost.
You
know
the
stations
with
our
impact
fee
collection.
We
can
build
stations,
we
can
build
them
pretty
timely.
We
can
buy
the
fire
engines
that
need
to
go
in
those
stations,
it's
adding
the
personnel
and
when
we
open
up
a
fire
station,
it's
12,
firefighters,
plus
promotions
right,
because
we
have
three
captains
covering
all
three
shifts.
We
have
three
engineers
or
senior
firefighters,
and
then
we
have
firefighters.
So
it's
not
just
hiring
12
firefighters.
I
I
So
it's
it's
a
it's
a
big
lift,
so
I
always
respect
the
city
and
how
they
have
to
balance
the
needs
of
every
department
but,
as
chiefly
alluded
to.
If
we
want
to
maintain
our
level
of
service,
that's
what
the
need
is
moving
forward.
I
Yep
yeah,
and
just
to
give
you
an
example,
and
we
we
use
multiple
data
points
to
really
talk
about
our
staffing
needs
so
that
the
firefighters
per
thousand
is,
I
think,
chiefly
alluded
to
this
as
well.
It's
simply
one
data
point
as
you're
looking
to
compare,
but
we're
at
1.17
per
thousand
population.
I
The
western
states
average
is
1.52
per
thousand,
so
we're
about
30,
firefighters,
short
based
on
the
average.
Now
that
it's
just
one
data
point
right,
we
use
several
of
them
to
articulate
our
need
to
counsel
really
it's
about
community
expectations
and
can
we
meet
the
expectations
and,
as
I
alluded
to,
we
need
a
couple
more
fire
stations
and
we
need
a
couple
of
these
augmented
units
to
help
to
handle
the
load.
E
Yes,
in
terms
of
wildland
urban
interface,
what
are
we
able
currently
doing
with
preventative
firewise
management
within
the
community
in
the
developments
in
conjunction
with
boise
fire
in
the
city.
I
Yeah
great
question:
colleen,
I'm
super
proud
of
our
folks.
We've
got
a
division
chief
that
oversees
our
wildfire
division.
He's
outstanding
came
out
of
colorado,
tony
piscopo,
so
he
has
been
leading
our
planning
efforts
as
far
as
mitigating
in
the
foothills.
We
also
have
a
fire
prevention
captain
that
goes
out.
So
we
have
a
chipper
program
that
we
are
chipping
brush.
I
You
know
we're
educated
on
fire
resistant
brush
around
homes,
a
lot
of
public
education
going
on,
and
then
we
have
a
great
working
partnership
with
blm
so
that
any
fire
in
that
wildland
urban
interface
area
gets
an
immediate
response
from
boise
fire
and
from
blm,
so
we're
on
top
of
that.
So
I'm
really
proud
of
the
work
that
our
guys
are
doing
our
guys
and
gals
to
mitigate.
We
also
have
really
good
plans
in
place.
I
We
have
a
computer
program
called
interra
that
has
our
entire
wildland
deployment
in
it
access
points,
so
I
can
comfortably
say
we
are
ready
for
a
fire,
but
I
pray.
We
don't
get
one
because
there's
some
controllables
that
we
can't
control
like
wind,
the
oregon
trail
fire.
I
was
obviously
riding
when
that
happened,
but
we
sent
units
over
to
assist
with
that.
That
was
a
wind-driven
fire
and
the
only
difference
right
now
between
us
and
california.
I
E
No,
that's
that's
what
I
needed.
Thank
you
so
much.
I
A
Thank
you
and-
and
we
really
do
appreciate
you-
can
see-
there's
a
variety
there's
some
diversity
on
our
committee
here
we
all
have
different
backgrounds
and
we
appreciate
your
service
for
each
of
you
with
that,
I'm
going
to
keep
moving
on
the
agenda.
Let's
see.
Your
next
item
is
committee
updates.
Colleen,
do
you
have
anything
for
us
or
anybody
else
for
any
I'll
start
with
colleen.
A
G
Yeah
travis
travis
here
so
I
know
one
thing
I
don't
think
anne
could
be
on
or
she
is
she's
just
in
poor
cell
service,
so
probably
muted,
but
hopefully
my
next
meeting
will
actually
have
some
actual
numbers
to
start
digging
into
they'll
kind
of
start,
laying
out
not
just
the
theoretical
levels
of
service
that
we
talked
about
over
the
last
couple
of
meetings,
but
also
what
that
means.
In
terms
of
you
know,
infrastructure
needs
how
that
translates
to
impact
that
fee
dollar.
So
it's
not
obviously
going
to
be
one
and
done.
G
You
guys
have
actually
gone
through
this
before
it's
new
to
me,
but
it'll
be
an
iterative
process
where
we
kind
of
look
at
all
right.
Well,
here's
the
theoretical
need,
whether
it
be
you
know,
just
to
maintain
level
of
service
or
rectify
deficiencies.
G
But
then
clearly,
as
you
know,
as
steven
neimer
just
said,
staffing
fire
stations
is
enormously
expensive.
So
even
if
we
could
build
30
fire
stations,
we
can't
afford
to
staff
them.
So
that's
the
other
thing.
The
other
part
of
the
equation
that
we'll
be
going
through
over
the
next
few
months
is
figuring
out.
Not
only
what
do
we
need
to
build,
or
we
can
we
afford
to
build
and
before
the
staff.
A
B
Not
really
other
than
just
logistic
wise.
Hopefully,
next
month
we
will
be
able
to
be
back
up
in
the
boise
depot
where
we
used
to
meet.
We
are
finally
getting
a
year
later,
we're
getting
it
set
up
to
have
virtual
meetings,
so
we
we'll
be
back
there
and
same
as
this
month
and
moving
forward.
Hopefully
we
get
some.
We
get
some
more
people
joining
us
in
person,
so
that
will
be
good,
but
no
otherwise,
I
think
that's
it
as
far
as
that's
it.
From
our
end,.
A
Very
good
chloe.
Thank
you.
I
appreciate
all
your
organization,
the
virtual
call
stuff,
I
guess
a
couple
of
little
items.
First
of
all,
I
noticed
in
the
chat
it
takes
jill,
90
minutes
to
get
out
the
door.
So
I'm
going
to
laugh
at
that
and,
secondly,
chief
d
meyer
yep
finance
guy
you're
you're.
We
got
to
work
on
the
finance
guy
just
get
out
of
the
way,
we'll
we'll
be
able
to
solve
the
problems.
Travis.
A
Tony,
you
raised
your
hand.
You
have
some
comment
for
us.
C
A
A
Firemen
are
good
man,
they
do
fire
women
they're,
do
they
do
good
work
for
the
city
and
for
the
citizens
and
yeah
chief
neymar,
and
I
have
had
those
discussions
about
five
minute
response
times
and
it's
it's
legit
I
mean
they
do
their
best
and
they
they
drive
it.
They
time
it
various
times
of
the
day,
so
they
they
try
really
hard
to
provide
a
good
service
to
the
community
and
and
as
as
michael
was
saying,
they've
got
a
big
heart.
They
care
about
the
people.