Stand for the invitation and the budget await.

Yes.

Councilwoman Scargo is going to lead us this morning.

Thank you.

Henry Father, thank you so much for the opportunity to meet and learn and glean from the police department.

We asked that you would be with us, that our um our minds would be clear and that we would be able to come up with solutions that would be the best for our city and our citizens.

And we asked these things in Jesus' name.

Amen.

I plan to just do the United States.

Thank you.

Yeah, you're up.

Yeah, those Renault here.

Here.

Here.

Thank you.

The same or not the same name this morning.

Our uh discussion is on the we begin our annual department updates, and this morning is police and then animal control.

Two great topics, two topics for CC order.

Captain Scolan, please take it away.

All right.

Um thank you, Council President.

Uh and council, appreciate the opportunity to be here today.

Uh so I'll dive into this presentation.

Uh feel free to ask questions along the way.

Uh if you have anything, I'll take the time and answer those.

I think just go into this is about an hour just to go straight through about a half hour for questions built into it.

Um I am going to I I have slides to just go straight into animal control at the end.

So I'm gonna just go all the way through that way.

Um so we'll start off with our mission statement.

Uh, this has been the same mission statement that we've had since Chief Up became chief in 2016.

Uh, we we like it because it incorporates our core values of teamwork integrity and excellence right within the mission statement, and it's a guide that we intentionally use um every day, uh whether it's doing performance evaluations just uh on Monday.

We had 14 new employees come in.

Uh the chief always has agreed with them, takes about five minutes and just welcomes them to the department.

But this is what he hits on every single time uh that I've watched him do it.

And so from day one, this is important to us.

This uh organizational chart is pretty much identical to what you have seen in the budget book from for FY26.

Um updated in our organization our organizational structure uh is really based on lieutenants running different divisions within our department.

So you'll see we have two administration lieutenants, two CID or investigations lieutenants, and then two patrol lieutenants, and they have different uh work groups beneath them.

Some of those work groups are primary assignments, uh, like patrol teams is a primary assignment, um, dispatch is a primary assignment, uh, but then there's also extra duties uh like SOG, which is SWAT, and um a unit that is overseen by a lieutenant, but uh but those are extra duties for officers that are assigned somewhere else.

So there's different responsibilities that the lieutenants have, uh but that's how we break down our organization, and that's how it's run.

Uh so I'll dive into our um 2026 goals, and I pulled this from our budget book of this year that focused on there were a couple things that that we focused on in terms of software uh and how to improve efficiencies of our agency through the technologies that we've asked council for in the past.

Um so I'll I'll have a few slides to talk about each of these things.

Um we've had some success in reducing our overtime.

Uh um and I think you are all familiar with Compstat.

If you haven't come to a CompSTAP meeting, uh Chief encourages you to do that.

He's had council members, uh, the mayor come and watch our CompSTAP meetings.

Clay has been there too long.

Um they're very informative.

We meet twice uh or once every other month to go through our crime data and look at what crime trends are.

Um our sergeants attend those, so we have an opportunity to interact with them and see what they're doing with uh each of their work groups and how they're being effective at addressing crime problems from the previous time period.

When's the next May 6th?

6th of May at 2 o'clock.

Thank you.

So I mentioned the softwares that we are using that we have been granted by council in the past.

So a little over a year ago, maybe even going close to two years ago, we we implemented a new report writing software.

And both of these softwares that I'm going to talk about a little bit utilize AI, which I know initially when AI was first becoming popular, there was a lot of reluctance and hesitation.

We wanted to be cautious about our implementation.

I think we work really well with IT.

So we have a great IT group at our department.

We've got softwares that we're bringing in, the different texts that we're bringing in.

We have monthly meetings with IT work group just to discuss any issues that we're having.

But the two softwares here that I'll talk about that have been great to have is the police reports AI that we use for police reporting.

And it has saved us a tremendous amount of time.

Our officers can take an audio from their body worn camera and it will create a narrative just by downloading that that audio.

The officer then reviews that narrative, checks it for accuracy, makes sure it's an accurate depiction of what happened, and it states it's it's his statement at the end of the day.

So they have to review that and sign off on it.

That yes, that's that's an accurate depiction of the event.

Um also take if we're taking a jail recording, some audio audio reporting, it will do the same thing for us.

So it essentially just and it'll do it within seconds or a minute.

It's very quick, but uh prior to that, we had use a dictation system, uh, a company that we would call in, the officer would take the time to um his report, and then we would sometimes have to wait 24 hours to get that report back for them to approve it.

So it has streamlined things tremendously.

One of the things that we have done this year, um, we were partially funding an HR position within the department.

Um we have uh converted uh one of our records positions.

Well, actually, I'm gonna back that up a little bit.

We have um uh hired somebody into a position called personnel coordinator that now works with HR, and they will take care of um in working with HR doing the FMLA and the other types of of things within our department, um, but they'll also be uh coordinating uh onboarding of employees uh and uh and the hiring process, so they'll be the point of contact for new employees coming in.

Throwing my mouth out here.

Um so uh the other thing that uh this efficiency has helped us to do.

We had a part-time um training position in our department, and we're going through the process, making that a full-time position uh so that uh we will have rather than one and a half administrative support staff and training, we'll now have two full-time support staff and training.

Uh, we're finding that as our training uh division grows with the number of people that were on boarding in each group as that increases.

Uh the support staff and the staff in that division is getting to be a bigger need.

So this year at FY26, we had uh and we've just completed the roll-out of a program called Peregrine.

It is a um a software that helps primarily with investigations with linking information together.

Um what this software does kind of hard to describe, but um each agency in the valley has information on contacts that they make with the public.

So if I'm doing an investigation here in the past, we would have a Boise detective if they had an investigation going there, reach out and say, Hey, are you familiar with this individual?

I've got this case I'm working with them.

And so at meetings or different things like that, we would convey information back and forth and help each other with investigations.

Um several other agencies in the valley use this software, and what we're able to do now is I can put the name in and it links all that information instantaneously.

I don't have to wait till a meeting, I don't have to pick up a phone, I don't have to do all those things to try to try and make contact with somebody else to get the information I'm looking for.

That's a tremendous help when you're working a case and you're needing to know what else is this person involved with throughout the valley.

There's a lot of other things that it helps to link and integrate as well.

That's just kind of a little bit of a snapshot to it.

It's pretty amazing.

Um but we have just gone through training, administration, investigations, um, people throughout the department, our analysts uh getting familiar with that.

So we're expecting some good things coming throughout the rest of the year and moving on with that.

Uh so uh I'm gonna give Lieutenant Childers some credit here.

The uh about a year ago, uh, we were looking at our overtime and and seeing some concerns with uh spending and what we could do to try and manage that.

Uh a couple of things that were identified.

Um, Lieutenant Childers is over our canine program.

He made some modifications to the way training was being done to shift it so that we did more of that during the regular shift.

It does patrol pull the officer out of their regular assignment for a couple hours during that time, um, but they're available to break away and go back if they need to.

So we made a modification there, a little bit of a trade-off.

Um, and then uh we had 11 canines on patrol, or not just on patrol, but in the department.

Um we're we're now at eight canines.

Um we've identified that as a pretty good number to maintain as we move forward.

Uh that gives us uh, yeah, go ahead.

I don't know questions.

Isn't that sustainable to stay at eight, or is the department grows and the city grows?

Seems like uh if we reutilizing the 11, why would we not need the 11?

Uh so council grills the uh the the eight that we have on patrol we think is sustainable that gives us or that gives us six on patrol and it gives us two bomb canines.

Uh the six on patrol, and Lieutenant Jillerson correct me if I'm wrong, but that gives us one on each day shift, one on each night shift, and then one on a swing shift on each end of the week as well.

Uh so that that very much provides us 24 hour coverage.

The only time we wouldn't have coverage is when they're off or a train meeting or something like that.

Um so we feel that from uh from a fiscal management standpoint and uh effectiveness out on the street, that's a pretty good so uh the other thing that we recognize was we were having uh so our incident command center, real-time crime center is staffed with an officer and a support of a technician in there that gives us 10 hours a day, much a week.

Um we were using uh overtime to supplement that because the officers on patrol get a great benefit from having that staff closer to 24 hours a day because if they have a hit and running crackers and be able to soil and all those different things, um, it's nice to be able to contact somebody and say, tell me what you can find on the license weight readers or uh other methods that they have to use.

So we were using overtime to supplement the hours that we wouldn't have regular staff in there, and uh and we scale that back.

So those are a couple things that we did to manage the overtime.

Um that is part of our request and staffing that I'll get to a little bit later here to support staff for the RTC is one of our requests, and I'll talk a little bit more about that in uh later slides.

Um we've added this year a couple of dispatch supervisors.

Um, that's what council allocated for us in FY26, and um it's been great.

We now have a supervisor on each shift because we have additional staffing.

Uh we haven't been able to eliminate all landed territory overtime in dispatch, but we uh we don't require it of the supervisors because they're able to cover their shifts with just a regular 40-hour meet.

Yeah, let's go one question about the uh dispatch uh with fire leaving.

Are they they've left?

Is that correct?

Yes, did that free up some time for us uh on position?

Uh where it saves us time, um, and I have a dispatch slide that talks about the number of calls that we've had come in.

Uh it doesn't reduce the number of calls that come through because the 911 call will still ring here.

We won't spend the time handling the medical incident, we'll transfer it to county and county land with it.

So it saves us a little bit of time on the call, but it doesn't save us having to take the call.

Okay.

Uh so with our continued focus on CompSTAT, um, we have been able to keep reducing our group A crime over the last few years.

This is something that we track every TomSTAP meeting.

How we're doing on this.

Those are crimes that the federal government tells us to track.

So you can see that we haven't reduced all of those, but as an average, we have uh have had an impact on our group A crimes.

Um just ask questions that we want to go through you.

I I look at it as a workshop, so um they even go in that okay.

Thank you.

So I see the numbers 256 uh direct narcotic violations.

Those are our risk, correct?

Or reported crimes.

Um so most generally those are going to be arrests.

Okay, most of our product violations.

How many how many narcotic officers?

Um the size, the city is the size with the amount of population we have now.

If we were to a lot more narcotic officers, this number would be higher.

So if it's uh it's not our highest priority.

Um we have we have added to the network unit um in the last handful of years.

I think we've added one or two.

So our highest priority is patrol.

But you are correct, and if we had more, and there's work out there too.

Okay, I think about right now.

So our numbers are down from where they were.

So you we used to have 13 doing that, but now we've we've transferred those folks.

But what we've done differently is we uh partner with our federal agencies, so we have people that are assigned to the DEA task force, so we have more small fliers, uh, our narcotics unit for folks from street level, it's more high level uh kind of the head off the snake types stuff.

But uh I think the number, yeah, that that's definitely uh on the list to get more people, but it's not our number one priority right now.

Is leaving the state.

Um I think uh like wire pieces last year I think state by that uh eight, and I mean we did seven out of the eighty nap, so we're we're doing a good job before we have okay.

And I think that's pretty efficient for what we have here.

So I'm just saying that's in my mind.

I'm trying to formulate somewhat of an argument to say, oh, there's a reason why some of these numbers are an increase rather than a decrease.

So I'm gonna ask you a question just kind of to see if I'm on the right path.

I look at the pornography and the scene materials, the human trafficking, kidnapping, as those were an increase from 24 to 25.

Could that be because the officers are finding the perps and actually being on the site them or throw them in jail rather than necessarily we're not seeing a significant uptick in those crimes, but actually more so that their perps get found and charged?

Yeah, you're correct.

The and we've had conversations internally about this, particularly with human trafficking.

Um our staff on human trafficking might look higher than anywhere else in the state, sure.

But we believe we're being more proactive in those areas than anywhere else in the state.

So you can you can move your numbers up by focusing attention on those types of incidents and being proactive with it.

Yeah, and we'll talk about some proactive reactive stuff here in some future slides, in fact.

So very very quick questions.

No, okay.

Yeah.

Um so talking a little bit about being proactive.

A couple of our units that are very proactive are our traffic team and our special enforcement team.

Um a little over a year ago, we shifted uh general crashes away from our traffic unit handling those and sending patrol officers to handle those.

Uh the purpose behind that was we wanted our traffic unit out doing more enforcement.

Uh, if we know that and statistics show that uh the more tickets you write for moving violations, the better impact you have on the number of crashes you have in your area.

Uh so uh to get them more focused on enforcement activities, speeding, uh people on their cell phones, uh other moving violations, um, improper turns, all of those things.

So that's kind of cheap same point from Councilman Griffin.

If you're proactive and making traffic stops, those generate calls.

And they have generated 11% of all the department arrests in 2025.

So they they have uh the fact that we are able to set aside five staff to be proactive or six staff in that units and be proactive has produced results that we're looking for to drive our primary sales.

So I think this has some specific and direct impact on the group A crime slide that we just saw before.

And then talking about our dispatch center, um, as Councilman Reynolds had uh mentioned previously, uh, we handled 135,000 calls uh during the last calendar year.

Uh because fire has left the agency, the call number will still be the be the same.

Uh it'll it'll, I'm sure change a little bit one way or another, but that's not because of the fire department leading.

Um that'll just be based on how many calls are coming into the center.

You'll see that 30,000 of those are 911 calls.

Um, they handle a lot of administrative calls that just come through the department, the public calling in one top.

Police administration or something.

Other than uh assistance from us.

Uh I'm gonna move into what our FY27 priorities are and our goals.

Uh so I listed out four of the four of the main goals here having to do with keeping a focus on our group A crimes, and we set a metric for that at 55 per 1,000.

And I have some slides to show you why we set these metrics where they are.

Um crash rate, uh, we want to keep below 20 crashes per thousand population, uh, and then um maintaining a case clearance rate at 45 percent, um, and then looking at our response time to priority one call.

Calls at first rush, you might look at 12 minutes and go, wow, that's a long response time to an emergency call.

Um, I will tell you we are working and looking at the data that goes into that.

Um that's not a reflection of just emergency calls.

Sometimes those calls aren't to the progress, and we found our data to be have some outliers in there that makes the number look a little bit higher than it actually would if we had an emergency.

However, uh, I would say our city is growing and expanding out.

Um, our patrol staff, and I will get into that a little bit later too, is uh probably the busiest teams in the in the city uh on a reactive basis.

Uh so since they are reacting to a lot of different things, they can find themselves out of place in different areas, and so you can call across the town, it can take you 12 minutes to get their attendance to get there.

Um, sometimes even running code is going to take too close to that.

So it just depends on what's going on in the city and how how busy people are.

I see a furrowed brow there.

No, I'm moving out.

And more this year.

That's that's gonna be a good in our community.

Um and we'll uh we can get into I've got some slides to show you what the workload looks like here in just a couple minutes too.

So looking at our group A crime, uh you can see from this slide.

Uh we took a look at the last five years where we were with our group A crime rate, and over that period of time, only once were we slightly above that at 58.

So we set this as a goal because we think it's reasonable and achievable.

Um if we can maintain the proactive time and being able to get out and identify problems and address them rather than just letting them fester because we don't have the staff or the the time to go do that.

Uh so that that's why we set that as our standard, and you can see some of the data the analysts pull here as the population has grown and what that impact has been in different areas for different types of crime.

Uh a little bit more just on proactive versus reactive time.

Um reactive time is time spent handling calls that are generated by the public, just as kind of a definition of the difference there.

So if somebody calls in and says, hey, I need police assistance, that's a reactive call.

Uh we didn't generate it, somebody else did.

We're responding to it.

Um the proactive calls or the traffic stops that we generate because we see evaluation, the arrest that we make because we know somebody responded and going out and looking for them.

Uh those kinds of things are proactive things that we like to see this number a little bit more than 50% uh of each.

There's a we used to talk about the different uh you know, how much staff do you need based on uh a national standard that have been kicked around a lot of 1.5 officers per thousand.

And I'm kind of getting ahead of myself a little bit, but um, we did a uh policing allocation model assessment here in 2024 because uh that 1.5 per thousand kind of seemed like an arbitrary national standard that may or may not apply to different cities, you know, Seattle's not the same as NAL.

So you can't necessarily take a standard like that and say well, that should be the same here.

Uh so uh so we started with the policing allocation model to look at how many officers will be, and I won't get too far down that path um until I get to the next slide, but uh uh but that talks a little bit about um what uh a different way of looking at staffing is um but there is another uh uh another um how do I say another recommendation federally of a if you look at an hour of the day having a 2020-20 model that means 20 minutes for administrative time, 20 minutes for reactive time, 20 minutes for proactive time.

So the administrative time is uh time that you would you know you might have officers off, so that would equate into it, uh officers on lunch, um, officers of training, uh that's administrative stuff, and then the other 20 of a balance.

So the 5050 um is kind of in line with that a little bit, but it doesn't factor in the the administrative time into that.

So with the use of the AI software, are you gonna see a shift in that proactive percentage?

Well, they need to be calling in less because they'll have different tools.

Um I think there are read an impact to it with the department.

Uh what are we seeing the impact is primarily on time that spend on our investigation?

So that's primarily our uh investigation about the crime uh our product unit or purchase division, they'll get a big benefit out of it on time to waste time.

Uh so having some efficiencies in those areas will hopefully reduce the need to add staff to those areas sooner.

Uh control does some investigative work, but their investigative work isn't as in that it's gonna require a lengthy investigation, it typically gets assigned to a different division of the case.

So their investigation is then the initial responding to a domestic, doing the DUI investigation, those kind of things that you're doing on the street and you're making an arrest or not making less than a minute.

Uh so the software that I spoke about has bigger impact in the units outside of patrol than it does necessarily control.

I look at my counterpart if you haven't met Captain Calderon, uh just got promoted uh first part of the thinking Captain Daniels Bot.

I don't know you've all met it, so I think I'm proactive reactive time to just put it a little further out before we started comms that we were about as that 6040 model, and that's that's about standard.

So you know, nine percent uh below that is pretty pretty good.

Um I don't know anybody else really in this valley that's got that.

Uh we we were hoping we could get to about 54-55 percent one day in here we are you know a couple years later at 51.

So always we want to bring that number down to get our guys out more into the neighborhoods, but with what we have right now, I think that's a really really impressive number for us.

Has it shifted from the 2020 20 model to basically what you're saying 50-50 because of that AI system being integrated that there's so much less administrative or no?

Yeah, we haven't been able to measure that uh yet.

And I think sure that's similar to what Natalie said, which is our councilwoman Jenkina.

Uh it's easier for us to track the proactive reactive calls.

So that's why that's what we typically will track.

Um it's a little bit harder to track all the administrative time and the other things like that 2020 model suggests.

Um having a deeper dive analysis into it, you could do it, but uh but generally we'll just track the the proactive reactors.

More than mouth from officers, though, it's been a part of that.

Yes.

Okay.

Uh so one of our goals to maintain a crash rate below 20 per thousand population using the same uh same method as previously over the last five years to see where have we been uh and where do we want to set when we set these goals?

We wanted to set them at the mindset of what's the high bar.

Like if we get above this number, we should be concerned with how to review.

So that's the that's why we set those to give us an idea.

Hey, when we creep up up to this, we need to be doing something different and try to address that problem.

So we just looked at the last five years and said, okay, if we can keep it below that 20, um, I think we will keep our public satisfied with police services, and that's a part of our goal as well.

Um, is to maintain that 75% or higher um public satisfaction rating with uh police response to calls.

So that's something that's measured through the annual city survey uh that we get back to see what how the public feels.

But traffic is one of the things that is always listed in that survey as a concern to the public, not always crashes or things like that, but just the flow of traffic, crashes contribute to that.

Um, especially during those commuting hours of the day when there's a crash, people will complain.

I think it's important to start to interrupt, but on the traffic side of it, um you saw the traffic that the motor guys, right?

And I think there's a misnomer that those are the guys out taking the traffic crashes.

Yes, technically that's what they should be out doing, but we have our patrol officers responded crashes, so our motors motor cops can be out there actually doing uh traffic stops and stuff and just a little history.

Um our uh traffic unit has only grown.

We started a traffic unit in NAMP in 1977, it's only grown by two people since 77.

Um, we got to put our resources where we are.

So you have seven guys technically working seven days a week uh 24 hours a day, so we have to keep those motor guys out there you know, doing stuff.

Um as far as I'm sure you guys get a lot of complaints on that, but uh our traffic or our step units like the traffic enforcement program doesn't take crashes, it's our patrol guys, so that's something.

Uh and just talking a little bit about our our goal for the uh response.

Uh you can see in 2022, 2024.

Um, I don't think our data was as good as it is.

It could be so as we look at revamping and looking for those outliers within our data, reshaping what our priority one calls are based on trying to dial it in to identify more of the in-progress calls and priority ones uh and not the the other calls that are maybe of a significant nature, like an aggravated battery call, but it happened last week, so officers not in a rush to get out there versus one that's in progress.

Um so as we dial that in, we believe that that 12 minutes is uh achievable and probably can be dialed down in future years to uh to a lower goal.

Um but again, it does have to do with we have a we have the future impact fees that we are collecting currently for a north precinct, and uh I think that will help in the future with response times as well, because that would be staffed with uh patrol personnel.

Um we're gonna talk a little bit about drones uh too here in some future slides.

So our group A cry for our clearance sorry uh to maintain a clearance rate above 45 percent.

Uh you can see where we've we've been in the last five years.

I will tell you that the proactive calls factor into this.

So if I am going out as a DUI officer and I make a DUI arrest, that's a call that's generated an arrest that's made.

So that's a case that's cleared.

Um any case that results in an arrest of an offender is a positive clearance rate.

Um, any case that's solved uh that we know who did it would send it for prosecution, that's a positive clear clearance rate.

Um so there's those are the ways in which we consider a positive clearance rate versus an unsolved case uh or a case that uh we can't get enough evidence to uh send to the prosecutor for for charges.

So I sent a revised slide over the weekend, and Shar said, you know, I'm gonna upload that, but I'm not taking down the old one.

And so we all know keep up what we knew and revised slider.

So but we all talk about some of the things that we are looking at in terms of equipment, things that we think will make our job uh more effective, to be more effective out in the community at what we do.

And and I know from the meetings with the council, different council members, there's a lot of priorities that the city looks at.

Uh and um there's there's decisions that have to be made in terms of where dollars will go.

So I want to though we um uh make sure you are informed on what the police department is looking at and why the things that we are asking for help us and make us better than the course of making those decisions, we make good well-informed decisions.

Yeah.

Before we move to funding, that 12-minute response time, where did that number come from?

Is that a national average?

Oh, that is our number for uh in terms of the goal, why we're setting that as the goal.

Uh I'll go back to that slide.

Um, so we are just looking at our data for the last five years.

So uh we're at 1159 and 21, uh, we're below 12 minutes and 23, we're below 12 minutes and 25.

Um looking at the deterritation also into why we have 16 and 14 in 24 and 22.

I I think removing those outliers from it because they're they were not in progress types of calls, we can show a faster response time to um in progress calls than what this data shows because we're already getting sharing.

Do you know what the national average is?

I do not.

I don't think there's really a national average.

I think where we get confused with that because we freaked out too when we saw that response time.

So if it's a truly in progress call, let's say it's a domestic, a physical domestic in progress, it's definitely not 12 minutes to get there.

But if we you know somebody says, hey, I was battered last night and it gets reported as a domestic, and it's like you know, he's gone or whatever, he's at work now, we don't have to rush there.

And so that's what skews our average off.

And we're not like the fire department, um, where you know they get dispatched and they start their time for the response time and they respond from stations.

We have our main station, and then after briefing, they deploy out from there and they use the GPS to CIBAR guys, and so we respond who's closer to the uh we don't have geographical areas like they do for different fire stations.

Thank you.

That's a couple things.

I think it's important to define those call types to you priority one thing.

But uh programming progress or whatever on the computer because citizens come in here all the time, and they're like, Well, your response time is too slow for an emergency.

We're like, what kind of it we find out that really wasn't by the emergency, but response time of emergency is probably what four to five minutes.

Depends on the time today, you know.

But yeah, I would I would say that's probably a good average.

Um, it's how we track the data, though, is how it's filed.

So it even if it was something that happened last night, it was a you know a felony domestic, we still have to under the UCR code when we report it, and that's where they get all their numbers.

But yeah, if it's like truly an emergency, you know, it's it's uh happening right now.

I think you're very accurate on your time.

Probably cut that in half.

Councilman Jangil, anything else on that?

Nope, that's it.

Thanks.

Okay, so um I'll have some some slides to follow up on each of these areas in terms of staffing.

Uh we have some capital needs that uh there are a lot of a lot of them maintenance related replacements of vehicles, that sort of thing.

Um we'll talk a little bit about training because that's gonna have a little bit of a budgetary impact this year, and then uh the drone is first responder.

I'll talk a little bit about what we expect in terms of cost for that and what it is that we're bringing that for slides to come up.

So we'll start with patrol staffing.

Uh I started to lead into the PAM uh report that we had done in 2024.

That was a third-party vendor that we had um uh hired to come in and do that evaluation.

And the results of that report, and I have copies of that if you haven't seen it, I can get those to you.

She recommended from the assessment, and it has to do with how many miles of streets that we have, uh targets for how often we want to patrol neighborhoods, how often we want to be going down arterials or the main corridors in the city.

And then also it factors in training time, administrative time, um, and and how busy staff is.

So it was a very comprehensive report.

Uh Meridian uses this.

I think uh AD County Fire and do a couple of other agencies in the valley use this as a model for determining what staffing to have.

Uh that report indicated that we needed 27 additional officers for patrol and traffic.

It doesn't focus on investigations or other units and archives are set team that doesn't focus on those, it just focuses on patrol and the goals and disabilities being out proactive on in that capacity.

We've hired um six positions toward that goal this year.

Um six positions open right now, so we're still working on filling out positions, but uh but those positions were dedicated toward this 27, uh, which would leave 21 positions still needed by 2029 as this report was showed.

Um put some of the patrol lieutenants, did an assessment internally on the workload for our patrol division to um to looking at a little bit differently in calls for service, and I have a couple slides to show that workload to see how that compares with what the hand report shows.

Um what that focused on was looking at the minimum, there's a minimum staffing for each patrol team that we require.

So if uh if somebody is out injured and we don't have that minimum staffing, we'll call somebody in our overtime to meet the minimum staff.

Uh so I'll talk a little bit about that on future slides too.

Um in order to get the minimum staffing up to a level that we can manage calls uh during every hour of the day effectively.

Uh, we're looking at 17 officers to be able to lift the minimum staffing across the department on patrol.

Um so some things that impact this uh and we'll talk about the open position.

So our training time for somebody that from the time they start, but the people that started this Monday uh and are starting into the academy 34 weeks before I am able to count that body as an independent body now system patrol.

They will either be in the academy or they'll be with another officer in field training, uh, and then they'll be out on their own, and I will count them independently as an extra staff member.

So you can you can see there's a long period of time from when we get authorization uh or allocation funding for positions you I could hire that day to be able to get them out.

Uh I refer to this as the title, right?

This pipeline is kind of always happening.

Um there are in addition to the 11 officers that just started the academy.

We have seven that are in field training that are in the pipeline that I don't count toward minimum staffing until they complete that in about eight weeks.

And uh, and then we have the six vacant positions we have uh open right now, taking applications for uh to try and fill.

So there's 24 positions that are allocated to the department that most of those have been hired and are in training, uh, but I can't yet count them toward the minimum staffing on patrol.

So that's the kind of conundrum that we have in trying to get the right level of staffing out on patrol.

Uh and I'll uh I'll lead into some charts that show what our staff are here.

Uh there's a couple of different charts that show the same thing, but there's two different visuals and ways to look at it.

Um you can see on the chart on your right is the minimum number of staffing at any hour of the day.

So at midnight, um we had 12 officers that are on ship as a minute.

Uh and the green indicates that generally at that time of the day we can handle the calls for service most of the time.

Um when we get to uh the hours of seven, eight, nine in the morning, those are some commuting hours, things are picking up.

Um there are times that we don't have adequate staffing at a minimum to handle all the patrol calls on traffic things that were occurring.

Um to lead into this a little bit too.

And to lead into this a little bit too, we have four shifts that we run during the day, four shifts on each end of the week.

So you have a day shift, an early swimmership, a late swimming shift, and a night shift.

And we had back when I started at the department in 1993, we ran two shifts.

So you had a night shift from six to six and a space shift from six to six.

And what we found going through the years was one of that's probably working at 12 hour shift, and then we have court.

So you get off at six in the morning, but you have to be a quarter at 8 30, and you're there to do it.

You grab three hours of sleep and come back or night shift, not a sustainable near the function.

So but in addition to that, it doesn't give any overlaps, and you're not trying to address peak times of the day.

So this staffing model of those four shifts on each end of the week helps you address the peak times of the day.

So I'll show you on the next chart and how that how that plays out a little bit.

So the calls for service, uh, you can see the dip that happens after midnight until about seven o'clock in the morning, and then it starts coming back up.

There's two lines on here.

The purple line reflects our current staffing, and the green line reflects if we were to get the 17 officers we're trying to achieve over the next few years, then we would that's where the green line would show that we're able to handle these calls.

And it would depend a little bit on allocation on different teams, uh, which we would still work through a little bit.

But uh, but that would get us above where the the calls are.

And Lieutenant Peck, correct me if I'm wrong, but this is showing the average calls during that time period.

If we're if it's a busy day, those are gonna be higher marks.

Um, and if it's uh uh a slow day, uh we might be able to handle those calls a little bit more effectively.

So this is uh this first slide shows you the front end of the week, Sunday through Wednesday, um, or Sunday, Monday, Tuesday, and then this shows you the back end of the week, uh, which tends to have a higher call on the Wednesday through Saturday time frame.

So that all plays into where we would allocate staffing on different teams uh to address the different call loads.

Uh we'll go back here just um to the slide on your left, those numbers in each of those boxes indicates um how many staff are needed uh to handle the average call load on any given at any given hour of the day.

Uh so I appreciate Lieutenant Peck pulling this data, the analyst pulling this data and looking at it because when you look, you can do a straight line across on this.

Um, if you let's if you pick 12 o'clock uh in the in the day and you go straight across, you'll see we have 12 officers working, and there were some hours of the day, we need 11 on average to handle that.

So typically they're busy, and then sometimes they're overwhelmed.

Um, one of the ways that uh we pulled some data to see just how often they get overwhelmed.

Um, we have different levels that we have for our response.

So typically we are at a level one for patrol response.

That means officers have discretion to make T stops and do what they need to do.

Um but if we move to level two or level three, level three being uh the shift supervisor comes on and asks dispatch, hey, put us at level three.

He's telling dispatch, don't send us to anything now except in progress via curves.

Um we've gone to level three 58 times last year, so that's on average of once a week.

Um, and that happens because of incidents like the one at the Lexi Lane apartments where the individuals shooting the shotgun uh just about a week ago, and um that requires pretty much the whole team at that time of the day because we only have seven officers or eight officers on the ship.

They are all responding out there to set up an arrest team, trying to set up an interperimeter.

The county responded out to help us with the perimeter to block traffic, help with that.

So that's that's kind of a typical event, but uh for a high risk event, that's a typical way to handle it is to draw in some other resources and utilize them as needed, but we still keep our response time with level three status until we can get officers for about and be able to then start handling the calls that have been coming.

So one of the requests that we have for for council this year is two real-time crime center technicians.

As I said before, we have one officer and an RTC tech in the center right now that allows us uh 10 hour day coverage most of the week.

The additional staff would be able to get us to uh at least 20 hours of coverage during the week.

Uh and um and we feel like that would be a good uh it takes an advantage of the resource that we have invested into that center because we've invested hundreds of thousands of dollars into the technology there, um, and we feel like it's being underutilized uh during a good portion of the day.

Um so the other thing that we are looking at with this staff is those would be our pilots for as we expand our drones uh in coming years to be able to respond out and assist patrol, those would be the pilots that we would be training to be able to run those.

And uh so that's that staff is something that we see as a pretty high priority uh in order to uh really take advantage of the technology even more that we have there and support uh patrol operations.

Uh a little bit of data uh from our RTC uh center.

Uh they hit some they uh help out with a lot of hit and run crashes.

Um they pulled video on a good portion of those because we have a lot of video cameras at intersections now throughout the city, so that has been very helpful, and it helps our traffic guys with uh being able to solve those types of cases.

In 33 percent of those cases, they've been able to identify a suspect.

So that's a that's a pretty impressive number, and um it holds people more accountable.

So uh back, I think it was November, might have been December, uh, we came to council to uh to pursue a competitive bid process to evaluate uh DFR program and bring forward to council the results of that.

Lieutenant Shepard um isn't here today, but he will be getting on the council's agenda to bring the results of that bid to you uh to discuss those results and making a transition because it's something that council would support.

Uh we expect uh that you will see the cost meaning at proximity.

560,000, that's a five-year cost, all in costs for that.

Um caveat that with there is a little bit of cost in um uh in wiring the the launch pads or whatever they're called uh where the drones would be kept.

So there might be 10 to 15,000.

Um both Meridian and Caldwell have implemented this type of uh a program, and so I'm getting those rough cost estimates from from what they said it costs to install the devices at the a couple different locations in the city.

Uh so the big benefit that we see in a DFR program, and just as kind of a broad overview what it is, um so it is um the vendors that uh that we've gotten demonstration spots, uh, all use a similar type of system where they will uh locate a drone launch location in this part of the city and another one in this part of the city, and they work with us on what do our calls look like their heaviest, where are we getting the most need for them, and they put them in areas where they will get the most bank for the book in terms of their ability to respond out.

There's limitations on how far they'll go before you have to bring it back and replace batteries and all of that.

So you want to put them in the locations where they're gonna be able to get out, stay on scene for a period of time before you have to get them brought back and get those batteries and that's the biggest reason I would um tell you we need these is it's a it's a safety tool.

So if I look back and on the next slide here, I'll show you some of the different call types that we would use these for, and this is just um off the top of my head making this list.

Uh suicidal subjects, suspicious ongoing divisions, fights, ag assaults, shots fired robberies, travelers.

All of those different types of calls that officers respond out to now.

Um having a drone that gets there before you and helps you find that person.

If I'm going through a gate to check somebody's backyard, the drone's gonna tell me if somebody that hiding on the other side of that fence.

It's gonna tell me if somebody's around the corner.

Um we can look at we've had shootings in NAPA where uh an officer came around the back of the house on a domestic, um, just searching the yard, thinking the the offender had left, and he pops up from behind the hot tub with a rifle and they end up in a shooting.

A drone would have if it a drone had been on scene would have been able to tell him if there's somebody in the backyard.

They have the capability to show key signatures, so even you know, when it's when it's dark and on my visibility's not as good, it can help me see things after the necessary.

So, with that being said, if and I know that we don't have multiple shootings a day, and we now have multiple drones dispatched in different areas.

How many is necessary to really be able to get those those calls where they are required?

560,000 get into full capacity.

That we wouldn't have to see an expansion of the fleet, but that'll be about to cover what we need to do in the long term.

So um I don't want to Lieutenant Shepard's gonna have a lot of good details for you when he brings it to you.

And he's he's out of town at some training right now.

But um what we have seen from different vendors is this cost will get us two, we'll get us three drones, but two different launch locations one.

Um that will cover the full thing.

So it doesn't cover everything.

Um yeah, so there's still limitations to it.

Uh and what you can do with it.

If you wanted to expand it in the future as the city grows, we would have to add more in order to do that.

And if the call goes long and a battery runs dead, do you dispatch another drone and then you hope that one doesn't run dead too?

But I can't assume that unless somebody's getting taken down that those are quick processes that we're having up in the the sky, a drone to be able to monitor the area.

Um with the technology that we currently use, um, we do have some drones that are out on patrol.

It's it's dependent upon the staff being trained in it and the staff being out there um working.

So I don't always have a drone operator on every shift.

Um but uh but when we do, we're able to utilize them currently.

Uh this is uh this would be closer to 24 hours a day.

I would have this capability to launch, and then with that redundancy maintained, when this drone has to go back, if I had an officer with a drone out there, they could put theirs up while that one is charging, and then you know, you could end up with some redundancy overlap that way to need to maintain it.

So clarification cost 560,000 for five years, is that 560 per year?

Yes, no, five sixty over five years.

Yes, so you could you could that's one bulk payment that would get you through five years, or you can break that down and spread it out over five years.

But 560 is the cost for five years, um, not 560 each year.

So I'm thinking about your comment just on the slides and how you had to change them all the time.

As we know, technology changes so quickly.

Um by the time we get to the five years of paying for these, aren't they going to be outdated?

Yeah, that's a great question.

And that's some of the questions we've been asking through the process.

Yeah.

Um, because some vendors will offer refreshes of that technology.

Uh they have warranties on that technology, so if we drop it out of the sky, they'll replace it.

Uh so those are those are some of the questions I think Lieutenant Shepard will elaborate on, but those are things that we've been asking because we don't want to get to year three and now have to invest another hundred thousand dollars in new technology here to you have got.

So it is something where we would want to go through the process with them with staying on contract for five years and only paying 100.

That is the five-year on drive point sound, what they call it is uh juice out of this presentation, but um just back up on your battery uh thing.

They're autonomously launched, so let's say this one goes out and goes out two miles, and it's like, hey, there's a 17 mile an hour wind up here.

I have 33% of my batteries and take this long.

It automatically launches the next one out to cover it.

This one stays on scene, and then it flies back and charges in and went and it just keeps doing that.

It's gonna be a long run out thing.

Um, but as far as the technology side of it, um uh at three years, we get keep the first three or four drones, uh, there are just the city of Memphis property, and then the technology changes, they have the newest technology at the end of year three to get us through year five.

In here it's gonna be like, well, I can use cameras that we looked at originally.

It's like wow, those are your cameras now.

They looked at it.

You know what they can zoom in on and stuff.

Um but I I think you'll be pretty impressed with the uh the presentation that he's got.

We've really done our due diligence because we've had to put it off now three different times, and these companies are getting tired of uh doing the RFP for us, but uh but I think it's been to our benefit now to see other departments establish this program.

It's like, well, we won't do that.

We'll we'll do this.

We don't need to reinvent the wheel.

Um, this happened with connection to your movement.

Yes.

Okay.

So you can okay, that would be and and I think too, um Lieutenant Shepherd will get into this as well, depending on the vendor.

Um integrates, some of it integrate better than others.

So that's that was a part of our selection process as well.

So he'll bring forward good.

We don't need to go into the details, but the funding of this comes from two sources.

The the favorable rollover from 25, at least understand that's about one point six million dollars.

And additionally, we already have like yearly 17,000 budget in the current year for this.

So funding is available.

Could this not be somewhat impact feed funded because it is helping us?

Leviating road issues in the city.

So I know nobody wants to spend those dollars.

We need patrol vehicles, but so I think the the poll that uh we're gonna take from impact fees for patrol vehicles to be positioned, it's going to draw down uh significantly for what we're gonna need to meet the goal or the new precinct in 2030 or 32, whenever whenever we get to building that precinct.

Um so to divert funds to this, and I'm not even sure that's a that's a possibility, but maybe you have to go to the impact B committee and run it through all the processes to get there.

Um I think the challenge you're gonna have is probably showing yesterday is between the time life cycle of collecting the money to 10-year limits.

Uh substation, you're gonna you can get to time that very carefully because we are gonna get that wall at a point.

Um so this is a this is a slide that I'm starting to get into some um making adjustments to already.

Uh but uh but I will just hit on some of the capital or bigger expenses that we've identified as we're then building our budget.

Uh so uh our fleet plan and replacement of vehicles that uh we can only communicate with the Doug Adams and Sean over at Fleet uh on the maintenance of our vehicles.

Uh six patrol vehicles are up for uh replacement, a couple of motorcycles, uh the ACO truck, a CSO truck, kind of have them listed out there.

Um, those are all consultations that we have with Doug Adams on on what we need to do to maintain our fleet annually.

Um so that gives you a little a little bit of a snapshot preview of what we'll be in the budget for that.

Yes, sir.

Last week, or no, three weeks ago I went with uh Lee Leanne.

Leanne uh animal control.

I spent a couple hours with her, and that vehicle almost made my just come up.

It was still that thing by it would totally that as after now.

But I wonder if you could if that is in the game, so that's probably the truck that's up for replacement.

I'm not sure which one you that's the easy O truck.

Yeah, yeah, those are built on a commercial three-quarter ton chassis.

If they handle the weight, there's nothing we can do about the suspension without compromising its capacity.

I know the other one doesn't have that problem.

So we'll get one of those little gel cushions.

It's a retainer, he just needs a retaining with the bed or the head four dog sitting on my lap anyway.

So thank you.

Um so it so if we were granted the eight positions for uh for control that we are requesting, the cost for from impact fees for those vehicles uh at a two to one, one vehicle for every two officers that we hire, it's uh 364.

Um repeated the cost there for the drone.

Uh one of the things that our tactical team is has been asking for actually for the last couple years when we keep pushing it, is uh night vision replacement.

They use a pretty antiquated system.

Um, should probably speak to it, each one it but I'll do my best here to add to it if I uh leave something out of it.

Um, but I'll do my best here and add to it if I uh leave something out, but um essentially the system that they use uh gives you a very limited field of view.

So peripherally, it's limited, and also horizontally it's you know you're you're kind of walking on faith, but you can't see that necessarily unless you look straight down where you're walking with what you're stepping into.

Um the newer technology gives you a clear vision of uh field of view, so you can see more threats peripherally, and you feel more confident in as you're moving that you're not gonna trip on things or some of the different mass sort of stuff.

So these are this is technology that um often I would I haven't looked at the time today that they get called out, but uh it seems like when my phone rings and they're getting called out, it is always at nighttime, and they are either doing an open-air search, meaning out in yards or going through neighborhoods or looking through fields for somebody, um, or they're uh in buildings, crawl spaces, that sort of thing for so um so it is definitely technology that would uh keep make them safer at what they do, give them more confidence in the equipment that they're using.

Um so that is in our capital estimate.

Go on the time.

Can you comment on that?

So I was shocked when I learned that uh the tactical team has a uh PBS 14, which is a single tube um night vision binocular, and uh that it's outdated technology, it gives you really bad depth perception issues, especially when you're in a close quarters situation entering a room.

Um I found now that the team doesn't really use that stuff, and I was shocked because we have a lot of good technology on our team, we have a lot of training that goes into our team, and as big as a department is we have these guys need that technology.

Um, and then the new the dual tube uh night vision will have a thermal overlay, so it's nice they can use that in it uh night time when not only can they see with the goggles on, but they have a thermal overlay of somebody's hiding in the weeds or whatever you can see that so they absolutely need that.

And I skipped ahead, I tried to jump a couple pages to see.

What is the operational cost of eight officers?

Because we're just looking at capital when we're breaking down these numbers.

Yeah, what's the operational to be able to?

And I'm I uh frankly, I'm wearing two kind of perspectives here.

Where do we spend one if we end up wanting to do a police levy?

How do we sell that to voters to be able to get over that hurdle?

I don't I think drone uh as a first responder is something that we independently as council should find because I don't know necessarily the appetite of the general population, maybe considering it in any state, but it is in my opinion something that we really should be doing and considering.

With that being said, I'm I'm putting things in buckets.

What could we possibly have as a levy override and trying to get that calculation?

So if we do a permit or exemporary, what's that number look like?

And what should we as council be finding independently because we have the uh ability to have this information and education to be able to say, no, this makes sense, but maybe doesn't pass public muster.

Um I think officers get over that hurdle, so that's why I'm trying to figure out the operational costs.

Maybe they start categorizing things if you would.

That's a great question.

Very long-winded at the end, how much is it for eight officers?

Um Chris offer runs these calculations for us, but we we uh we bring in people at different rates depending on their experience.

We'll give laterals, um, credit for years of experience coming somewhere else uh to help in recruitment.

Um but we budget at I think it's around 125 and we're on the but around 125,000 days, 5,000 dollars there.

And that's the operation cost.

The first year you don't mean that's a little more expensive because you're keeping them up and paying for the new equipment.

But the operational cost would be about 120, 125 for your average.

Yeah, there's about a 27,000 dollar equipment initial equipment uh computers, radius, all the things uh that we issue to them on top of that for the first year.

And you'd have to factor obviously when you hire eight and you get four vehicles out of impact these, but we only have so much budget.

I don't know if the impact fee budget is aligned with the the oxygen wall if the vehicle.

Yeah.

I mean, for sure.

computers radios all the things uh that we issue to them on top of that for the first year and you'd have to back through obviously when you hire eight and you get four vehicles out of impact fees but we only have so much budget I don't know if the impact fee budget is aligned with the the options you want to be able to look at that yeah I mean for sure we could and that would also be good to know what how much are we even able to hire and fund right now I know it's a 34 weekly time so then we're getting an FY28 to know the impact fee dollar allocation specifically for vehicles I think we gotta be very very precise in what we're approving this year uh so if there's only three vehicles available maybe only six officers should be considered in my version but I just I'm trying to get nice big round hole numbers so when we get our estimate back from the county we're able to then say from 8.3 million and we can do this and this and this and this we're quickly at zero with all these things so Captain Griffin since I do um I think we have only that's a year so um it's it's been last year since we met last and uh if I knew how many officers on council I wouldn't know exactly impact fees that's a bit including so it's hard to go to the impact fee committee and say hey we need to collect for this many but then you come to the next budget year and less of that number impact fees and so I haven't figured out how to manage that as a as a bullseye throw.

And then maybe if we do a permanent levy override we could give you a more definitive number on how many officers we could hire per year because right now we have a moving target with how much we actually get in new construction and new road dollars and the levy and yeah and the legislature likes to change things every year so I think uh there's another reason how it yeah um I think that this is that's a challenge for I think everybody at the table trying to figure out exactly what's predicted in the future years for that um but uh but yes so I've been I I've been dragging my brain on this issue how about funding for the police department and there's a lot of needs more about the bottom and so the priority is there.

One of the things I've been thinking about is moving over part of that 5.6 million dollars from the the uh the form angel center that was transferred to us or maybe use it for one uh equipment and uh uh maybe invest it while we'll while we have that 5.6 and use maybe the interest from that or for that's how we continue funding the police department so I just gonna talk about council I just want you to think about it because I think that's a good source for us and maybe down the road for this year we won't have to use any other funding sources until we see this over but I I did want to continue looking that and see whether we don't have to worry about it anymore.

We don't worry about nephew because they're gonna put these top with the all the equipment they need so that's one I I'm just wanted on the challenge there is is that those got five other requests.

Yeah that's a price there's a clarification what we received from the finalization was five million one hundred and twenty two thousand that's great sounds great.

I'm glad it didn't come under yeah we said five we got five but then they still still owe us eighty five thousand they work on even that you'll use it well I think uh that that would help relieve our issues which are we really have a cost one yeah what are that the main and uh get caught up thinking oh this is gonna solve it because the issues forthcoming um I think it's gonna be important to look at from last year we got some expenditures from current year budget as I understood and you're gonna group it with the the next year because of couldn't get some people hired or it was half time half positions type of deal and now you're you're making bringing that forward it'll be helpful to just have a follow up to kind of understand from the current year stuff we didn't do that's rolling over not the short change the upcoming but we'll see how it's coming together if that makes sense.

Well I think if there are vehicle purchases I understood put off or at least the hiring side because we're like the halftime funded as well if you couldn't get certain people hired in time to get into the academies so there was a there was a roll of some money for that.

Okay, so councilman bills.

A couple of those projects were um there were some motorcycles, three motorcycles on our replacement that we had purchased uh in FY25, didn't get them until January or sometime.

Um, and so we had to roll that money forward.

Uh and then uh there was uh um intelligence room that we had upfitted, I think uh that was about 60.

What we generally do when we get towards the end of the year and we know how much savings or understanding of the budget, we look at what one-time costs would be sure, then what you use those money, and then bring them back to council.

So this is how we could use some of these money, which is why the drone program is coming before you because we have to fund through that requirement.

So another item real quick while we're talking equipment.

Uh uh comment was passed on to me.

I haven't checked into it, or I don't know further details.

It was uh part of our storage when we set up K9 units and have policies or new changes and stuff like that, the storage of that equipment.

So I don't know how that interfaces with fleet or not, those changes, but I'm told uh where some of the leftover seats and other stuff are stored.

Uh was damaged because the buildings stored in doesn't keep the rain out, birds out the animals.

Um so we think we're storing something for refurbishment in three to five years, and that vehicle's ready to turn out, and we don't have those things.

So I'm just passing on the comment uh within the team.

We need to look at those things, we need to look at new dry storage, then let's make sure we're if we've got something in the city, let's use it, otherwise let's find good dry storage and not put the assets deteriorate.

It's easy to think, hey, this will work, but the rodents and other issues sounds like on that bigger issue.

So we appreciate that.

We're we're at the time, so take uh council letters, Jangulus question, but you're gonna need to move into animal control pretty quick here.

So on average, how many times do you guys use the bomb units a year?

And then how many are those in NAMPA property?

Um so I think about a dozen times a year in NAMPA.

I actually just had that data run.

Um later.

Yes, yes.

So can you show you the last slide of the data?

Majority of the calls in the there is eight to 12 times a year.

How much do we charge the other agencies?

What do you use of the uh I think the way it functions?

There's not a fee that we charge, uh, but we do get uh some funding.

Uh, as we are able to um to seek it out because we are regional unit, uh, so that provides us some access to things uh it is fairly limited, and we are looking at uh shared costs with that moving forward have done a system haven't pushed out a system.

Okay, we did build $1,500 and we put the number right that we build it at agencies.

Um yeah, and and we got literally one payment back because we had seven different counties that but we've been working with the federal delegation saying you know, this is a federally funded program, and you're giving us 14,000 a year, and 20 years ago you're giving us over 200,000.

We can't put this on the NAPA taxpayers back.

We need this program, but you're gonna have to step up.

So exactly the buggy is not just used when it's deployed or gets called out to other cities.

The canines also are used as a routine for any event now at the Fort Idaho Center.

That may not seem like a call out, but the team activates with their equipment, or at least the canine and some other x-ray cost that might be needed.

So there's that too.

With with roughly you know 10% of that being in Amber City.

I I believe that's probably gonna be about the numbers you're probably gonna see 80 to 100.

I mean, because we had several different counties around us.

Um actually we go down into Nevada and uh parts of Oregon on the name of the bomb unit responds to okay.

Jumping into animal services, okay.

Uh so this is Leanne, uh, as uh Councilman Rodriguez pointed out.

Apparently she has a rough ride truck.

Phenomenal what she does.

I will tell you, she's been with us for a couple of years now.

It's great, great asset for us.

We're happy to have her.

She is wonderful at re-homing animals before she has to take them to the shelter.

So she makes every effort possible to find their home before taking them over there.

So we have budgeted this year 483,000 that we are paying month by month to uh West Valley Humane Society.

Using the data that they provided to me, and I will tell you this data from what the analyst told me going through it.

They said there's it looks like there's gaps in here where some days they didn't show any intakes, but there probably was.

I'm not sure why, you know, just different types of things.

They they said there's some gaps here.

I'm not sure how to tell you to factor those in, but doing the best they could.

Um this is the the breakdown from 2020 calendar year data on usage.

Um we've had discussion, uh I've had a few meetings.

Uh Clay has been to those meetings, uh, Preston has been to some of those meetings, and um so we're having good discussions with Caldwell and Canny County on moving forward and uh sharing responsibilities for that and what that looks like.

I think um going through the RFP process that uh Candy County did this past year to look for another vendor has shown us a couple things.

Number one, uh, there's not very many options out there.

Uh so we had two people that put in for that, I believe they did, and um and uh the other vendor uh ended up backing out during the process, and but West Valley uh fortunately you know decided to maintain it through this calendar year and is looking at continuing that service uh moving forward.

So uh we're starting to have some conversation about the what that sharing of things looks like.

Um one of the things that's gonna help the the animal shelter is getting ordinances aligned uh across the board so that they're not having to interpret if this animal came from here or that will be this long and if they're gonna disallow all the differences there.

So uh Preston has been working with uh legal from the other agencies um on what some adjustments would look like so that we can get aligned ordinances and uh make our response with West Valley more effective uh in how we're handling animals in Canny County.

Um the uh the shelter had been closed when they were going through the RFP process to the public.

So any animal that the community uh wanted to surrender, uh they couldn't, uh, or they had to contact our animal control and talk to them, and we would make a determination on whether to take the animal or not.

Um so West Valley now is working on if you want to surrender an animal, some other options of uh helping post that animal for adoption, but you keep it until somebody comes forward interested in it.

Uh they are open to the public, but they have some pretty limited kennel space for that.

Um so I think they they told me it was 25 to 30 kennels that they have available for that, so it's it's pretty limited.

Uh they did uh a meeting about a month ago share their operational budget through the remainder of the year and what their priorities are.

Um this is uh what I captured from that meeting.

Uh if their budget works out as they have it lined out, then they will hope to net 75,000 in reserve uh you know, for unknown expenses, legal or whatever they don't show on here that they may have to uh come up with uh that sort of thing.

Um the two priorities uh that they mentioned were they have filled and found a full-time vet currently, so they have put money toward that in order to get a full-time vet.

Prior to that, they were really working on the charity of of some folks as vets uh helping them out or working part-time for them.

So uh that's a big need that they've been able to do.

They promoted an individual internally to be their executive director.

They've been operating without one uh on site the whole time.

Uh I think uh Nick had been kind of acting as their executive director, uh, but that created some some challenges, obviously.

If your executive director isn't there all the time, so uh so that has been I think a valuable ad for them.

Um in a nutshell, that's kind of a quick down and dirty on the animal shelter and the current status.

So what would be the compensation looking at so I you know I think uh I think each entity uh and proposed this that each entity share an equal share of it until we can get data that everybody is comfortable with looking at.

Um I think uh my takeaway is that the other agencies would be interested in uh uh if we can identify who's using it the most, uh bring the most animals in that sort of a thing.

I think the other entities that would be open to look at that as a as a costume.

Um but nobody was very comfortable with the data that has been provided to this point.

They're working on a um an agreement with the shelter uh moving forward, and so legal has been sharing information back and forth on creating that agreement.

Um I do see Preston back there.

Um if you want to add anything to this, sir, feel free.

But uh so they're working on an agreement to the uh that would have some things lined out in it as far as expectations for West Valley in terms of data collection um uh standards of the facility, that sort of thing.

So uh I haven't I haven't looked at that document, but those I think are some of the things within that agreement that they're ironing out to have.

I believe budget-wise, it's the same for next year, is what they're looking at the total.

So not a not a 80,000 43.

Yeah, uh and I would say uh I I I expect them to come back with a slight increase to that, and uh you know, probably a reasonable amount that you might expect in any contract adjustment for some costs.

Um you know, they did express it's it's not gonna be like what we just saw this last year.

Um, but they did they didn't mention a specific number.

That's something I would follow up with in the next meeting or two to say well, trying to nail that in.

I think it's important.

In this movie issue moving forward is continue to look at what the other entities in Kenyan are making use of and how much we're if we're we're covering ourselves.

My question is because it seemed like in the past year or two.

We're covering more uh they got statistics on how much we're feeding their facility and those type of things can be important.

But it just seems like we have this carry uh a greater share of the load than the other entities in Kenya County.

Um so we want to continue to identify that cost so that uh the political bodies can be involved and work on negotiating if we need to.

So uh and guess what?

On pressing upon West Valley, what the value of that data is that they're collecting and the accuracy of it.

So um, so hopefully we'll moving forward have some good month-to-month data to be able to look at.

Okay, good.

Thank you for the presentation.

Uh I'll have to follow up with uh Councilman Griffith direct.

You'll be seeing a couple of emails come to you on uh different matters that will need input, don't reply at all, but I need input back on uh two issues that uh is gonna be necessary based on uh information and requests in the last 24 to one hour uh sounds about great.

I would appreciate everybody has a good day, the meetings adjourned.

All in favor say aye.