Board of County Commissioners Business Meeting - workshop

Good afternoon, everybody. We are here for our afternoon study sessions. Let's go ahead and start with introductions around the room, please.

Jeff Baker, Commissioner. Michelle Halstead, Commissioner's Office. Rhonda Fields, Commissioner. Cody Salacino, Cleveland Reporter.

What's my name? Leslie Summey, Commissioner. Carrie Waring-Gully, Commissioner.

Jessica Campbell, Commissioner, District 2.

Jordan Roth, President. Yay.

Michael Porter, Central and Fleet Manager.

Wonderful.

Kendra Davis, Commissioner's Office. Laura Taylor, Finance. Lisa Stairs, Finance.

Wonderful, wonderful. And so, it looks like we've got a lot of Michelle Halstead on our calendar this afternoon. Director Halstead, would you like to get us started?

Yes, the first, if it's okay with the board and the chair, we might go out of order because we're very ahead of schedule and I want to keep us moving. So just make sure we keep on keeping on. So I'm going to do the first one, which is the drop-in for a vehicle retention policy. And I may ask Lisa Stairs for phone a friend assistance if you have more questions. So the purpose of this drop-in is to get your concurrence on a vehicle retention policy. That we can move forward to the consent agenda for approval. So, as some of, you know, we typically keep county vehicles for an established timeframe. And then we're disposing of them through established process to then get a replacement. And that's actually consistent with policy. A board of county commissioners adopted in 2011. But occasionally we do retain fleet vehicles beyond their standard life cycle. when there is a specific business need. And so this has been, I don't want to say urban legend, but certainly kind of a practice that we have done. And typically they're done for very specialized pieces of equipment that if we didn't have a replacement, it would just be a super long lead item. So think SWAT vehicles, SROV, not SROs, canines, things of that nature. So you may recall that last fall you had a drop-in session with the sheriff's office where they wanted to buy back a bunch of vehicles for auction. And that really became the genesis of having, you know what, I think we need to have a clearer policy that just sets guidelines for everybody for when we need to buy back certain vehicles and retain them beyond that established life cycle. So we worked closely with the sheriff's office, finance, our facilities and fleet management team, And we crafted the draft policy that you have attached to really outline what that process will look like. It includes criteria for when we will do that and when we won't do that. And it makes sure that everyone's clear that then you will pay for those vehicles based on the auction proceeds out of their own operating budgets. So we're recommending, and we took this to E-Team, as you heard earlier during the E-Team update, and everyone was supportive of moving it forward and providing clarity. So the ask again for you today is to simply authorize us to put that on the consent agenda so then we can move forward and add it to our practice officially as a policy. So that's... Item one. Any questions? Yes, sir.

Yeah, Director Halstead, the facilities and fleet department, the fleet handles this part. This is, I'm glad that we've gotten the E-teams kind of buy off on this because this is one of the areas where facilities and fleet management, specifically fleet management, has somewhat of a regulatory or Oversight? Oversight, yeah, where we can dictate things. And so our e-team is the way we approach getting that kind of consensus on these kinds of policies. So I just wanted to point out that that is a regulatory and there's this, we were talking about it earlier today.

Compliance?

Compliance. exactly thank you okay charades no but like we'll be on it we'll be on it there we go yeah compliance regulatory and compliance part of what ffm does correct anybody else commissioner morgello thank you madam chair so um how then

Because I'm thinking of an example of the sheriff's office retaining vehicles to do their speed testing. Testing? The track testing? Yeah, the track testing and all of that. And so I'm trying to remember, they buy that then for the auction price.

Mm-hmm.

And then what happens to that on our asset list?

That's a great Lisa Stairs question. Hey, come on up. You're the next contestant.

That's right. That's right.

So the drive pack vehicles are specific ones just for that. and kind of separate from this retained policy. But those assets, along with this policy, so as soon as they buy back this asset, it is basically null and void to ever be replaced again. unless they replace it with another asset that's on the way out and in the policy we state that it can't have over X amount of years and miles so we're not adding to the workload for fleet for these vehicles but so it's just a kind of a one-and-done they're using it until another one can come in Like canine, if their vehicle is in the shop, they have nothing else to use and they can't really hop in something else.

Does that answer your question?

So basically the track ones are kind of a different situation than all the rest of the ones that we're talking about.

It's still kind of the same premise though but that those are specific ones because they have a liability with insurance and that. Yeah and the useful life. Yeah and the useful life.

Thank you. Commissioner Brink?

Yeah I just wanted to mention one other thing to the the exemptions from the either hours of operation or the mileage used so that a department can retain a vehicle if they're not using it enough then that is what they're looking at its mileage and there are certain vehicles that are exempt the cherry picker was one of those that doesn't get used as much the bomb squad truck Can you talk a little bit about that, Sheila?

You know, I think there's some specialized equipment that doesn't necessarily fall in the system we use called FASTER that looks at replacements. So, you know, typically for cars that are not law enforcement, we have a five-year replacement life cycle. For law enforcement vehicles, we've shifted to a four-year replacement cycle. So we're looking at those types of cars where it is the canine or some special investigative thing where... If, again, it's intended, when you're buying back a vehicle, it's intended to be a backup or a spare to temporarily replace the existing vehicle that's out of service. So we're not, and I will say the Sheriff's Office has been a great partner in this, they are not assigning these types of vehicles out for daily use. So that's really the intent. So we're buying it back so we have a spare. But it's so specialized that because we want to get out of the cycle and manage the fleet holistically where we have all these errant vehicles that clearly should have been replaced or shouldn't have been used. So we've done a great job. We have more work to do. But this is really to just codify a practice and not have, you know, with attrition, someone trying to remember what we did or how we did it, right? So that's really what we're trying to solve here, and I think it's a great, it's been a great collaboration amongst everybody.

It's an informational question there too.

Can we share fields?

And I think that, I don't know the answer. When we retain these vehicles, do we ever keep them because we want their parts? And is there anything in our statute and our policies that says that we can use this asset that we purchased Because we know getting parts down the road might be difficult. And is there some issue that violates our rules if we just kind of, well, we need this part. Let's take it.

We do often strip vehicles before they go to auction. Oh, you do that in advance. So we do. and Mike is the experts if he wants to come up here and if you haven't met Mike he's our interim fleet division manager he is stepping in in a leadership role and he sir previously served as the supervisor out of the Eastern Service Center so okay very glad to have him on board

We've never bought back vehicles just to keep for parts. Like I said, we keep the parts that we strip off of them. There are cars that have been wrecked that we will pull parts off of. For like track cars, if there's a car that's been wrecked, but there's a good door on it that we can put on a track car, we will go that route with it to try and keep track cars longer.

Okay. And then we move them to a curb in District 4.

How much can we get for a catalytic converter? And then I get phone calls. Well, and there's that balance between

the value we get from selling it whole at the auction versus what the part is. I mean, you know, so we, Fleet does a fantastic job of weighing that and looking at the vehicles and seeing, working with our asset manager, Lauren, and looking to see what we've been getting for these vehicles at auction. And that's also how we determine what the buyback amount should be.

Thank you. That's helpful. No problem.

Any other questions? So just thinking of thumbs up to move it to consent.

Should we do thumbs up to move it to consent? I see five thumbs up. Because I had two for it. Thank you, Mike. Thank you. So we have five thumbs up to move it to consent agenda.

Fantastic.

Thank you very much. I see that Lisa walked away.

I'm going to let Ken and Megan catch their breath. And since Mike's already at the table, we thought we'd go into the next one on the lift replacement, if that's okay. That is perfectly fine. So the next drop-in we have is to seek approval to proceed with procurement installation of a new vehicle lift at our Peoria shop. So fun fact, and Mike is here because he's a schmee. But we use a 20,000 pound vehicle lift to complete critical maintenance work and it's the only one we have in the shop. So that's really for all of our medium duty equipment maintenance as well as daily light vehicle repair. So that's the thing that moves them up and you do the thing and see, super technical. The lift is currently out of service. It lifts things. It lifts things, yeah. But the lift's currently out of service because we have a cylinder retainer at the base that has to be replaced. And we've reached out to the vendor and the technical guidance from the manufacturer says, well, we can repair it by doing a modification and a weld. But if we do that, we will lose our safety certification for said lift, which then puts our operators at risk. And so because this equipment's offline, we can only really operate with one bay, one lift, so we're having some workload constraints. So Mike and the team, it's kind of like a chicken or an egg. Can we fix it? Sure. And that would be cheaper, but then we lose our safety certification. And if we lose our safety certification, then we That's a bigger liability. It's a genre do math. So we spoke to risk. Nobody will use the lift. So we spoke into risk management. They think we should replace it. We are still kind of, some of the vendor information we provided in the board summary report, we're still finalizing a little bit of that. But we do know the cost is about $38,000 and change. We do have intergovernmental rents for about 30 of that, but we will cover the rest out of our FFM budget because it's so important from a safety standpoint. So we're just asking to do the money, and we probably should have rolled this into Q2, but we didn't.

So we did add this to Q2. We'll finalize the numbers. So when I present next week, you will hear this again. It is a replacement of an existing asset and I think the IG rents is a little less so but we'll still make that difference up and we'll trip the numbers.

So do we need to approve it now or do we wait until Tuesday?

This is to kind of go ahead with it because I think they're trying to get vendors in that going. Just a question.

Commissioner Baker.

Not a question, a comment. At first when I saw this, I thought it had to do with the north elevator.

No, no, that's also. And the reason why it's the drop-in is because the second quarter budget doesn't get adopted until September. Oh, that makes sense. So they can't actually go out. Yeah. So we're going to temporarily borrow appropriated funds in Fund 70 for them to issue a PO currently so we can get a new lift order.

All right. Cool. Thumbs up. We have five thumbs up and mic.

And speaking of the British lift at the end of the hallway, we are working on that. The jack that moves the elevator up and down is 40 feet below us and broke. So they are diving very deep to replace this thing and pull it out.

I want to go see her.

But we're on our way. Well, be safe. But we're on our way to getting that fixed. And so thank you, everyone, for your patience. It's giving me baby Jessica flashbacks. Yeah, baby Jessica.

That's right. Did you know her?

Did you? No. Fun fact, real quick, is that my freshman orientation at college, I told everybody that first week that I was baby Jessica. It was good. It was really good.

It was really funny. We have a great contractor with us. We've got the parts, and that's what we're doing.

But it is a very deep hole.

Yes, it is really wild. I've asked them to get pictures because I have no interest in falling down.

And you have to be very careful. Elevators are dangerous. Yes.

Elevators are dangerous.

What company, or do we, sorry, go ahead. Do we do that work in-house, or do we have a vendor?

No, it's specialized. It's outside. Who's a? I don't remember. Mountain something. Oh.

So a lift vendor will be specialized too, right? Mountain something. Yes. Your lift? Yeah. MEI.

MEI.

Okay. Kony. There's really only three elevator companies in the world. Tyson. Tyson. Yeah. Uh-huh. There's only three elevator companies in the world, and we have, I think, worked with all three of them at some point to mixed results. So we're excited with what we got, but we will fix that lift, and thank you for letting us fix this lift.

Yes. Thank you. Thank you. Thank you. Okay.

The next one we're going to do is a capital facilities update and specifically a request to transfer unallocated CIP funds to the detention facility medical expansion project. So I'm going to have Ken come up and I'm sure Megan is his phone a friend if there's any specific questions. But let me introduce Ken Moore as our division manager for project operations and Megan Seacrest who's our project manager.

All right. Hi Ken.

Hello. Good afternoon. Okay, so we are nearing completion on our big detention expansion project, the biggest project the county's done in a quarter of a century. Yes. So as we are very close to the finish line here, we have had some delays with the smoke exhaust, smoke control system. The last couple months, really May, June, were spent going back and forth with South Metro Fire, with our subcontractor, Siemens, and the electrician on the project, Encore, to work out the design for that smoke control system. So the smoke control system, when the original drawings were submitted way long ago, the smoke control system is identified in those drawings generally. And South Metro Fire requires a deferred submittal for that system that comes once you've selected a subcontractor for that work, in this case, Siemens. Then they have to put together a more detailed, unique set of drawings that is specific to that scope, including the design for the panel, the devices, the engineering, and all that detail that goes along with it. They are then required to submit that, call it a shop drawing set of plans, a deferred submittal to South Metro. South Metro reviews it and then typically approves it for a specific smoke control permit. There was a lot of back and forth because this is a detention facility, different than typical commercial construction, industrial construction, in the sense that if there were a fire and you needed to move people out of the building, you can't just move people out of the building. the same way that you could with a regular commercial building. So you have to get the sheriff's office in line with the process that's going to happen to move inmates from one zone into another. You have to understand how you vent that smoke out, exhaust it out of a specific zone, and understand how the whole process works. So South Metro came back with a revise and resubmit. We did that a couple times. I think there was a disconnect between the process. We really wanted to match what we had previously in the facility so that the sheriff's office had control with a push of a screen to authorize these systems to go into effect, and then they could work their process to move inmates accordingly. So we went through that whole process. It took a while, but we got some alignment between South Metro Fire and Siemens, and they all understood everything. Then we could order the panel, we could install the devices, and did all that. Then when we went to do the test and balance, which is we need to test the airflow, make sure that it actually exhausts the way that it's supposed to, we were short on some of that volume of exhaust. In a sense, what we had to do is go back to the design engineer who obviously missed something in this from early on. I will qualify this as a design miss. The design engineer then had to show a few more exhaust grills in some of these spaces and a few more duct connections in order to have more volume of air flow up and out of these spaces. As you can imagine, the ceilings were already closed up at this point. These are detention grade ceilings. Not a lot of room up there to get up there and install a lot of duct work and stuff. So we've since just about finished that additional work. We kept moving because we need to get this thing across the finish line. This is the only thing left before we can get our sign off from Centennial and South Metro to occupy that new medical expansion space. That work should be done by the end of this week, the physical construction. Next week, we need to get South Metro Fire in there to do their final inspections and get everything signed off. And then we're hoping that the following week we can occupy this space. But as a result, delays to the project cost money. And we are trending at about $250,000 over in this $46.4 million project to finish and get us across the finish line. So that's generally where we're at.

SAR asked us to take some unallocated CIP from the CIP fund and put that $250,000 into the project.

That's really what we're here today to do. And Lisa? And similar to the lift, because the board adopts capital expenditure projects by project, so we have to have an adoption to transfer funds between projects. The funds are already allocated or appropriated within the fund, just not assigned to this project. So by doing the drop-in, this gives them authorization so we can get the contract and get the change order and get all the work paid for. You'll see this at Q2, and we'll move the money in September to the project so they can have it now. So that's our ask.

Commissioners?

Go ahead. You won. You won, Commissioner Baker.

The ventilation. was any of the changes required for anything to do with pepper spray or the kind of chemicals that they sometimes use in the detention center to control the in the patients because this will be medical too i don't know that they've ever really used the medical area in that way but i know in pods there are cases where the ventilation has a different type of substance besides smoke, which is lighter, and the pepper spray has more particulates, then it's harder for that. I'm just wondering if that has anything to do with

what South Metro was either approving or not. I think the volume of that type of instance is accounted for more with the typical HVAC systems in the building. But, Megan, I don't know if there's been discussion about pepper spray type stuff in all of this.

That's correct. It's kind of completely separate.

Megan, can you come back?

I can hear you.

Because we're on audio recording.

So pepper spray that was discussed, well this is really low, casually, but it's not a part of the smoke exhaust discussion with South Metro because South Metro is required that if a smoke is witnessed or detected, then it'll automatically go based on the smoke. Okay. Not a manual like pepper spray would be.

And a follow-up if I could, Madam Chair.

Yes, please.

Is that the sequestration of certain guests in the facility because gang affiliation, domestic violence issues where both are arrested, all of those things play a role in the sheriff's part of this as far as moving one pod into another or one day room into another. Correct?

It was a very unique discussion and South Metro Fire representatives actually had to walk through with our Sheriff's Office and understand what our Sheriff's Office is going to do if a certain type of scenario or event takes place. But yes, there are some challenges with that type of thing. But this discussion is more unique to the medical expansion because this system is somewhat independent of the rest of the building. It's a standalone panel and standalone zones. We've got four new day rooms, but there's two zones. So one zone is encompassing two day rooms at a time. Gotcha. Thank you.

That's all the questions I had.

Commissioner Warngully? Thank you, Madam Chair. So this was a design flare or fault?

Design miss is what we would label this as, yes.

Okay. And who did the design?

The architect is Riley Johnson Architecture, but the mechanical engineer is Kate Aruma. So it's their mechanical engineer, we believe, that missed this rational analysis connection between the more original design of the system, which was a more high level, and then when you get to the more specific deferred submittal specific engineering of this system by the vendor that's going to actually do the installation, something was missed. when those final details were ironed out to make some additional modifications to the registers in these spaces to provide more exhaust. So the way I look at this too, because I used to be in the design profession, Had he done it correctly, we would have had these things on the drawings, and we would have had to purchase them and install them. It would have cost less, but we still would have had some additional cost.

So, where that lands, I... Well, I guess I'm just... Is there any value in us trying to have a conversation and negotiation... with where this design flaw happened since it is actually costing us money?

I think so, but right now we need to finish the project so we don't have any further delays and then we can look at that as a separate conversation after the fact. We're not paying them anything. They made these changes. We're not paying them for these changes. There's time to do that.

Well, I would just appreciate your thoughtfulness and John's team about that, because I do think that, I mean, to hear that it's $250,000 over on a $43 million budget, I just call it out as that's unusual to me in the sense that This was something that happened that we had no real control over at the time. Correct. But I guess I want to call out congratulations. Yes. That is . So on some of that stuff. So I guess the only other question, if I might follow up, Madam Chair. Please. So you said you'd like to pull this out of unappropriated CIP. I'm just trying to figure out why you chose that versus the general fund. I don't want to take away from the priorities and planned priorities of CIP or overruns of CIP.

Well, I think we have some savings in other projects that we're closing out. So that's if you remember the CIP fund. Once it's there, you can't really move it and consider things. So I think we will have project savings from other projects. As you know, we typically close them out at the end of each quarter. And so when I say it's unallocated, unassigned.

Yeah. It's appropriated, but it's not allocated anywhere. Because at Q1, we did close several projects. And you had the savings. Yeah. OK. Yeah.

And you don't see other projects potentially going over?

Not at this time. OK. Yeah, no, and even at that, we still have some additional funding in the fund that can cover it.

I don't want to put general fund in there, and then we can't, when you have general fund.

Yeah, I just know how thoughtful CIP team has been around trying to really have a plan and work our priorities and everything, and I just, I don't, I guess I was just trying to figure out if we should consider.

And we also have about $2 million in fund balance that is for kind of these unexpected instances that might occur. That throughout the year if something comes up, we can allocate. Yeah, we can use that fund balance for appropriation. Okay.

I'm going to finish up here in a second.

yeah i know i saw your thumbs up oh sorry sorry i didn't know that no my thumbs is up too i just really appreciate you guys identifying the the discrepancy that had to be addressed because i would hate to see us try to maybe um cut corners or whatever it's like you know when the milk was spilt and there needs to be some kind of cleanup then we have to bring it to the table. But I think it does have value in reference to we had to respond to someone else's mistake. But it still had to be exposed because when you think about those detainees, they're already in it. We just can't mess around with the well-being of the people that are detained like that. So you guys are doing the right thing, and I think that with the approval of the board, we should proceed.

Okay. Commissioners? Five thumbs up. Where's Mike?

Mike's in the back. We appreciate the flag on vendors, and I think we'll do a bigger lessons learned and debrief. Megan's done a really good job collecting information about how this has gone and some of the other change orders and things that we've done. So I think we'll be able to come back to you all with a robust conversation.

Commissioner Campbell? Just a quick question. So the work is already being done? I feel like I heard a date. for completion.

Yeah, so we're supposed to be complete by this Friday with these modifications. Next week will be, hopefully, South Metro final inspections. If all of that passes like it should, then we hope to be able to occupy the following week on that medical expansion.

We still have some additional work, though, to be done. We still have some additional work to be done, though, because once we move and occupy that space, the old space gets a, I'm going to call it a glow-up. Oh, a facelift. Facelift. That's appropriate. So that work is scheduled to be done. So we should be done, done, minus closeout, punch list, et cetera, by when, Megan?

October 2nd is the current completely completed date. I actually walked with the vendor that's coming out to clean up the existing medical space this morning, and we discussed schedule, and he is geared up, ready to go. As soon as we can give him space, he's got the green light to go in there and start cooling.

Second or seventh? Second. 10-2.

Wow, awesome.

Pending South Metro Fire sign-off. That's great. Well, thank you very much. Oh, Commissioner Fields, did you have something? No, I was... Okay, all right.

all right just fidgeting yeah let me just say I think I'm gonna just knock on one and say we won't need to see you guys again and so congratulations and really good job I think it's been I've appreciated the updates and the tours the thoughtfulness the problem-solving the creativity the intentionality that went into making sure that This project not only went well, but met the needs of what we're trying to do and creates a space that is more rehabilitative than what we have. And I think both of you are rock stars. And thank you so much.

Thank you very much. Yes, it's been amazing. Thank you. The next thing is we're going to turn this over to Kendra and Laura to do their update. We got everybody we need.

Let's step out for a minute and let them get started.

Go ahead and go. That's exciting.

I heard her say something about Kendra that I was not listening to specifically.

I got you. Did she mute it? Okay. Yeah.

Yeah, we can jump right in if you'd like to move forward.

All right, that's great. We don't, since there's been no change in folks in the room, we haven't had anybody else come in. We don't have to go around the room. So let's go ahead and you get started to let us know about the Q1 strategic work plan and data update.

yeah so thank you commissioner um we are back with an update on the strategic work plan and some subsequent data so this update will look a little bit different than ones we've had in the past it's been a hot second since we were in front of you so i think the last update that you had was early 2025. And there have been a lot of changes since then. So we want to highlight some of the changes that have happened, some of the work that's been going on, and talk a little bit about where we're headed and what we're doing.

Great.

Thank you. So we'll talk about where we've been, where we're headed. We'll talk about the county scorecard integration, which is why the amazing Laura is here, to help support that conversation, as well as the talk about the data that we've been gathering. And we'll talk a little bit about a recap of activities from the previous quarters in 2025. and then end with conversation about next steps and what you can see, look forward to seeing in the future. So we're going to take it all the way back to 2023, just to provide a foundation.

Where's the DeLorean?

Yeah, in Lindsay's garage. In lieu of a DeLorean, we will go through this. as Michelle likes to say history of the world part one so we'll go through a little bit and talk about in 2023 the board updated the county strategic plan and we developed the framework for a strategic work plan we started working with departments and offices through from then into 2024 to start building out the strategic work plan we also started working on data and outcome measurements and building out what those projects and programs looked like so if you remember this is kind of what it looked like so when we had those updates this was the 2023 strategic plan it had six different focus areas within each focus area had different objectives we wanted to place all of that underneath the mission and vision which is what we do now and where we would like to be and this is where uh how we're going to get there this might also look familiar we just wanted to reiterate the work that went into building out The 2023 strategic plan, we spent all of 24 working with departments and offices to build out some of the data measurements, the performance measures, the outcome, the context, et cetera, and came before you a couple of different times with those updates. Now for Cody. Yes, yes. Cody was all over these as we were looking through them, and I was like, oh, yes. And so your last update was in February 2025, and you can see that the next milestones were that we were going to start collecting some of that data in April 2025. In February 2025, the board took a look at the strategic plan and really worked hard to refine some of those items and streamline the 2023 strategic plan. So in 2025, you consolidated some of those focus areas into four specific focus areas that you see before you hear, and you provided the foundation of good governance. So we wanted to, there was a restructuring of the strategic plan that supported some more intentional focus areas. That triggered some mapping of the existing projects and programs in the refined plan and some realignment for what those looked like. We also rebuilt the internal dashboard tool, which you'll see a little bit later in the presentation, and worked with departments and offices to kind of refine some of those things. So there was a lot of work in early 2025 that we did that realignment. ARAPO Forward officially rolled out in May, and then for the rest of 2025, we really worked with the departments and offices to build out those outcome and context measures and talk about what that meant through the lens of the updated strategic plan and the updated work plan. So all of those projects and programs that they identified, what does that mean when we're gathering data and how do we better represent that? as we're trying to integrate some of this information. That's really when Laura started stepping into this process as well and talking about how we can better align Align Arapaho with Arapaho Forward and really connect the strategic plan to some of the data we were already gathering across the organization. So it was a great opportunity. We were able to reframe the Align Arapaho updates that we received to the Arapaho Forward forum. We've had three of those. We've had really positive feedback from them. It's been a great opportunity to have departments kind of talk more collaboratively about how the work they do fits into the strategic plan and then how it fits together. And we really are excited about that opportunity moving forward and getting some more collaborative and partnership highlights as part of that. We also published a new public dashboard that Laurel will walk through a little bit. You saw it at the end of 2025. We leveraged ClearPoint, which is our performance management system, and we're able to publish that in a public-facing page that anyone can look through and see some of that data. We also tried to pull in the strategic plan into your board summary reports into a more intentional way and piloted the decision-making framework. And we'll be working more this year and next year into how we can build that in in a way that makes more sense and is useful for the board as well as makes sense to staff members. So we're ongoing work with that. But that's a little bit of what has been happening behind the scenes that gets us to this point. So in 2026, because now we're 2026 and in August, we've worked a lot with departments and offices. So we realigned the data and the outcome measures as 2025. And then 2026, Laura has been doing significant work with departments and offices to build out the existing ClearPoint data and really identify where we have opportunities in those objectives. to kind of get more data, what data we have, what aren't we representing, that sort of thing. And has had a wide variety of engagement, people who are really used to the tool, people who are new to the tool. And she can talk a little bit more about kind of what that looks like in the, where we're headed, where we're going, what the integration has been doing. But we're gonna continue doing that and building that out. And the goal is to kind of highlight where those gaps are in the objectives, in the focus areas, and tie the data that we're gathering to activities and strategies within the county itself, like those projects, the programs, the things that you see on a day-to-day basis. Where does that live in the strategic plan? And what kind of data do we have that helps inform what kind of actions the county's taking and where we may have bigger areas of opportunity? So that's our progress now. We're headed in a direction that gives you a better opportunity to make data-informed decisions and ties it directly to the strategic plan. We're not there yet. I just want to say that. But that's where we're headed and that's what we're doing. All of this work is building towards that eventuality.

Great, so as Kendra mentioned, we have done a lot of work and a lot of that has been going more smoothly because of that foundation we have from Align Arapaho. Again, as Kendra mentioned, some of our departments and offices have been using ClearPoint for years. They're very used to it. They already have measures they could easily pull into the strategic plan. However, we also had areas where there were those gaps. And so one of the first things that we did when I was brought into this in 2025 was mapping those measures on the Align Arapahoe County Scorecard with the focus areas on the strategic plan. And when the objectives were added in, we found that some of them fit under multiple objectives, other objectives didn't have any measures. So there was a lot of work that had to be done with departments. And I really found that this ongoing work with departments offices to refine them review them and update them according to the work that the departments offices are actually doing really make sure that make sure that they're engaged in the process and they remain it's going to make sure it's going to allow us to um have a more sustainable program moving forward so well that work is going to be ongoing for the lifespan of this program because you should always continue to review and update those things Kendra mentioned again, we were able to leverage ClearPoint, a system we've been using since I want to say 2016, before I even started with the county, for data collection and reporting. So it has a robust data set already in it and we're working to continue to build upon that. And we are able to use the data that's already in the internal facing software to then populate this new updated external dashboard, which I'll walk through in just a minute. On the Align Arapahoe County scorecard, we had about 22 measures. And with the launch of the new dashboard at the end of 2025, we launched with 70 measures, which includes 44 outcome measures and 26 context measures, which was kind of a new concept with integrating the scorecard with the strategic plan. So if you want to go ahead and go to the next slide, we're gonna just pull up the dashboard really quick. I'm just going to give you guys a few clicks for a taste. I know you guys can do this anytime, so I don't want to take up too much of your time. But I think it's important to see how residents are able to interact with our dashboard and what information is available to them. Nice.

Go for it. Copy. Yeah. Paste. Hit enter.

practice I can okay so what you see here on the landing page are going to be those focus areas and if you toggle over them you're able to see a little bit more detail about those focus areas so we want our residents to be able to dive deeper to see what we're doing and or what we consider to be the objectives we're trying to meet under these focus areas. So if you want to click on safe and healthy communities, you'll see here that then all of those objectives that the board worked to finalize last year are here under the safe and healthy communities. And then let's go ahead and expand that second one there just to show you guys a little bit more of what else they can toggle down to and see. Here you can see all of the measures we currently have under expand mental and behavioral health service partnerships, crisis response, and co-responder programs. So just happened to pick one where we're doing well. But here we have four outcome measures and a context measure. And then if you want to go ahead and click on co-responder program, They can then actually click into the measure and toggle over any of the bars on the graph to see the actual data. And then right now, what we offer on each measure detail page, which is what you see here, is a little context for why we felt it was important to measure this under this objective. An analysis of the data, which is what does it mean. As you can see here, we have Q2 is the most recently updated or data provided for this measure. And then finally, we also provide a definition here. And again, just to really continue to connect this back to the strategic plan, something that we'll continue to work on here is provide additional context to how measures relate back to those projects and programs that are also identified through the strategic work plan. So we put a lot of work into updating this, but we should continue to expect This is continuous improvement. After all, I am the continuous improvement program manager. So we always want to look at what we're presenting here for residents and how it can be more useful moving forward. So that's just a little taste. I encourage you guys to dive deeper if you want to know more about any of those measures. But it's a really robust dashboard, and we're pretty proud of it.

That is awesome.

Thank you.

Cool.

So I think, yeah, next we'll talk a little bit about outcome measures, but I'll pass it back to you, Kendra, for that.

Yeah, so this is obviously not exhaustive. There are 70 measures on that dashboard. But we wanted to highlight a couple of them within some of the focus areas, just as an example of how you can tie them to the projects and programs, or how we're looking at doing this. So one of them, we talked about the co-responder program utilization. You can see that they're trending upward, that they're doing really well, highly utilized. And you can tie that back to some of the programs that the sheriff's office has as part of their internal work plan. You can also do that if you look at the economic resilience and stability. The grant acquisition rate, which you heard a little bit more about from Sarah recently, is a great example about one of the projects that exists under the Commissioner's Office Strategic Work Plan is to implement the grant plan, I can't remember what it's called, but implement the program, grant program, and part of that is to assess the application of grants and support the organization as it moves forward to grants. So you can kind of tie work that's being done in the county with some of those data measures and how we're doing that. Obviously, it's not a perfect system yet, but that's what we're hoping to do as we move forward with this and identify more measures to include in the system and identify more opportunities. So as you look at this, as we think about programs and projects across the county, as a body to make decisions, assess success. We're gonna keep coming back to you with new measures, new opportunities, and part of what we'll be building into this update moving forward is an opportunity to give you information about some of the evolution of those measures. So Laura will talk a little bit about some measures that may no longer be relevant to what we're doing, some things that we'd like to add, some things that we'd like to update.

Could I ask a question about that? Please do. Please do. Thank you. Sorry to interrupt, but I'm wondering in the descriptor, because we didn't look at the descriptors of these per se, you know, when you pulled up that page, Laura.

The descriptor of the measure?

Yeah. Yeah, once you pulled it up and it showed co-responders, why this is important, that type of thing. Do you ever use comparable data? That's not probably the right word. Comparison data, I guess, would be it. So, like, I'm looking at employee retention rate. That seems really high to me for an organization as large as we are. I mean, would it ever, like, I just kind of think it's kind of cool to say national averages or something like that. You know what I mean? Co-responders, you know.

Maybe that could be as part of why this is important.

Right, right. Because it saves us money, right?

One of these said, like, we try to make it at 90% or something on here. So maybe that's where it could be like, you know, other governmental entities, retention rate is blah, blah, blah.

Yeah, and I don't know that it needs to be there on all of them, but that one in particular popped up to me and I'm like, wow, that seems really great. I don't know, maybe it's not.

But actually that one is red, so that one is something that it does look great, but we actually do compare that against, and I apologize because Human Resources will be the subject matter expert there, but based on what I know about the measure is we compare that one to some sort of benchmark that they have established. And we do that with several of our measures. Sometimes the target is identified because of that comparison to either like the big 10 counties or national averages. I think, actually I may be thinking of average employee pay for that one. But those are things that we do compare and generally in either the definition or the what does this mean. part of that will be included. This is the current data, this is how we compare. That's what they're supposed to include in the analysis. And something that we're trying to establish with this program that will help it get to that point is embedding the way we think about performance measures into the culture of the organization so that when they're coming up with an analysis for the measure data because the measure owners come up with the analyses, they will provide that information because that's how they're thinking about it when they're collecting the data. So that is something that when we say a more robust data set, we don't just mean we want to add more measures or include more data points, but also What are we including in that measure? What context? So while we do do it with some measures, we don't do it with all. Okay, yeah.

And I mean, you know, like I look at countywide electricity uses down, you don't need a comparator there. You don't need a comparison there because you're comparing to yourself. And that's a great, that shows a great what we've done versus, yeah, thank you. That's helpful. Okay, great.

Commissioner Fields?

Yeah, and I was thinking that the employee retention rate would be higher, just based on the people I talk to and they say how long they've been working with the county. But I would be interested to know the comparison of the retention rate compared to, and I'm not trying to drive any more work. It's just it would be interesting to know people's seniority.

Yeah, like the breakdown across the county. Yeah, that would be interesting.

Because I think that would give us another insight. Because we're living in a society now where there's a lot of mobility. Kids, I mean, you know, I think about they just switch jobs. And a lot of it's based on financial. I mean, it could be like $5 more. People are really interested in their income. And so when they do leave, a lot of times it's because of the salary. But I was most excited about the homemaker program because I think about the aging population that we have in Colorado and in Arapahoe County is very senior in some areas that we're helping people stay in their homes. It's just phenomenal. That's such a great program. That's just phenomenal. That's almost like 100%.

Yeah, that one. That's good to know. I can't even remember the last time that was below target. That one is pretty high achieving. But just for a little extra context, the employee retention rate, their goal is to actually be at or above 85%. So technically, 82.3% is low. It's below goal. Yeah, it's below target. Okay. Your target, okay. Sorry, yeah, and I shouldn't say my target. The target, we definitely work with the measure owners to set their targets. We don't impose things upon those stakeholders. Okay. Commissioner, can you repeat?

Yeah, a couple thoughts. One, because we've kind of created these terms of our outcome measures versus context measures, might be good to have those defined somewhere. like either kind of on the side or at least on the main page, because yeah, they're not defined and we didn't make them up, but we crafted them, yeah. And so like when people come in, they kind of, they get the difference. To the idea of we don't impose, this is kind of piggybacking off of Commissioner Warren-Gulley and then kind of what you were saying is, you know, we don't impose a measure, but are we also bringing here from what we understand from studies, you know, you want to be at X percent housing stability to be reaching this metric, to actually be able to say we are impacting stability. Or for example, in the, the one that says like they're staying in their home for a while, Where are we there? It might be under workforce and community prosperity.

I think so, and I was trying to read quickly.

There's one, I feel like I, oh, yeah. Promote and pursue a full continuum of housing options to support long-term economic stability. this data is pending, but what does long-term economic stability look like? Like there are actual objective definitions. And so when, and this was part of the problem, kind of what triggered a lot of this the first time was it was like, and I remember the one that kind of like, popped in my head was about community outreach and outreach points of contact. And it was like, OK, well, how do we know we're being effective in our outreach? Or how do we know we're really, like, what is the goal? And it's like, well, everyone kind of picks their own. And it's like, well, OK, that's the definition of arbitrary. But what are we basing that picking on? So while we like buy-in and we don't want to be too, we don't want to set people up to fail, there are also objective measures to some of these. And so when are we going to kind of factor that in? And in those conversations of like to support long-term economic stability when we are tracking data over time and we are seeing these are the people in our programs Are they reaching long-term economic stability? What is that definition and how are we tracking that? And then that is what I think you want to see going up over time. And then, yeah, if you're like, hey, look, this is the goal. We're down here. How do we take bites out of that elephant to get to where we need to be? And then... Or if we're already there great Let's support because what I think would be amazing from a budget setting perspective is these are the programs that are already positively contributing to these goals and objectives and this is where we have a gap in either a population or this that's falling and we don't have a program addressing this population or this program we've been tracking over time and it continues to struggle or it is not Affirmatively contributing to it moving forward toward that goal. And so I think that's that's kind of perspective that Would be very helpful, you know, and so and So I know that we have many more measures than we used to more than three times as many and But then we're looking at support equitable access to resources for underserved communities. This is where we could be putting our aid to agencies program and all of that. So I guess, and you said this is information, but yeah, I guess I just am kind of curious as to how or when kind of more measures will be continued to put in here because you can look at the measures individually, but then there's an aggregate. I feel like there should be sort of like an aggregate measure for each of these categories. Does that make sense? Yeah, yeah. See where I'm going there?

For the objectives so that you see, like, are we trending positively within this?

Yeah, like, yeah, homemaker program? Going up, yeah. Bang, right? But also aid to agencies, transportation, there's these other areas that we know for support equitable access to resources for underserved communities. That is a huge, I mean, we've got lots of different underserved communities. And we've been doing very intentional work towards that, but it's not reflected here. And so as we keep moving through, also then, To me, it's like the measures go to an aggregate, go to an aggregate, right? So we can then say, yeah, like in five years or in a couple years, you know, fewer, like... We have increased and we'd use like a big bucket, right? We have increased. We can objectively say we have improved workforce and community prosperity because these individual measures have gone up to the aggregate category, then overall to the aggregate. And then we can also say, here are the populations we're missing. feedback yeah yeah does that make sense yeah okay so when does how like i knowing those are all steps and aggregating that data what is the vision for that and this is awesome by the way don't let me like just my excitement of going like this is the next step i can see it is because this is already here to see but you have to see it to believe to like be able to believe in it and this is that step in that direction so i guess what's the are we going to get to the path forward

a little bit so I know we've mentioned on almost every slide like ongoing work with departments yes but something that I find to be I mean I've been with the county now eight years working on these performance measures and this is the first time in my years where it has connected directly to a strategic plan yes and I think actually I know and seeing what it's the evolution has been like at the county that people will be more engaged and willing to put more measures out there for everyone to see in a very visible way when they feel like they were part of the conversation from the beginning. And so one thing that we're being very intentional about this time around is not rushing conversations to finalize some of these measures. And I'm sure you noticed as you went through the objectives that some of them are pretty fleshed out and have five or six measures under them, whereas others have none or only one. And so I don't think that we can get to a point where we could have some sort of aggregate under an objective until the objective was fully fleshed out. Right. In that example, then, we'd be saying the entire homemaker program is what's driving this objective. And that's not true, obviously. Right.

And implied in what I was saying is that we need more measures under it. That's what I was, by identifying the aid to agencies program and the three categories we have, I know we are contributing to that already. Right. Yeah. That work is being done, it's just not reflected on the screen.

Right. And then it's not only knowing that the work is being done, but then seeing what data can we grab from that work to actually create a measure. Something that's measurable and actionable.

And do we see the incomes going up across the county? Are we kind of moving up? And I guess that's then census data. That's the big tracker, I guess.

I think there's some annual measures, but I think there's also this causality piece that I think in corollary and causality that we need to flesh out a little bit more too. But I do know that to your question, a couple of these slides that are coming up talk about some of the measures that we no longer think are really applicable and some other new measures that are more appropriate. And so it is that work in progress. And I think we could get to that place, but I think to Laura's point, aggregating them we would need to have a broader conversation about what's more, to aggregate measures, even today we have some aggregate measures, and you have to put some weights and assignments to them, and so there has to be a conversation of, for weighting what's economically sustainable or prosperous, or economic resilience and stability, which levers are what percentages to get to that? It's a little bit, it's an art and a science, and I think it's a worthy conversation to have.

It's crazy fuzzy math at a certain point. Absolutely. Yeah, so it's a worthy conversation to have. That's an algorithm that I like. It's like, I felt like a beautiful mind. Yeah.

Well, and I do think some of the next slides will help drive a little bit of this conversation as well. So do you, are we okay to move forward? Do you want to? Yes. Sorry, I didn't mean to.

No, did you, yeah.

I have a question, but I'm going to wait and see if it gets answered. Okay, no problem. So, again, so many conversations all the time, but when... Cody, again, pouring out for him, was driving those conversations around metrics back in 2024, and he was working to develop metrics around the six focus areas that existed. A lot of things were being called out kind of as ideas for measures. These are things that we think would help show that we are really working on this focus area. In reality, when we really dove in and started having some of these conversations, we found that either you know they didn't necessarily align with some of the new focus areas in other situations they just weren't measurable whether that's because the data wasn't available somebody else collects it we don't work directly in those operations there's a variety of different reasons why some of these measures haven't worked out but in an effort to kind of make room for things that might be more valuable on the county scorecard and not clutter it with information that might not necessarily fit or have reliable trustworthy data. These are measures that for the time being we are looking to remove. So along those same lines then, in some of those conversations, we found that, again, we had some of those same difficulties with measures, but we didn't want to scrap them, so we kind of found ways to just tweak a few measures a little bit to allow us to keep them on the county scorecard, but just kind of represent them in a slightly different way. So here's just a small handful of measures that we updated, but are still on the county scorecard. And then finally, as you mentioned, there are still gaps even outside of these new measures, but there are objectives that don't have any measures. So what we've been doing is working with stakeholders and departments and offices that we think directly impact some of those objectives to see what data are you already collecting? What do you think are the programs that you're working on that directly impact these objectives? And we worked with them to come up with five new measures. So, those are not live on the county scorecard yet. So, if you're cruising through it, you won't see them. I wanted to wait until after this meeting to kind of flip that switch. But these are fine. Oh, okay. Because I was going to say, these things are still on there.

Okay. So, you can flip it. Oh, yes.

I wanted to switch it until after I spoke with the board. I was like, these are not removed. Yes. But, yes, because these are our recommendations for right now. um i will say that you will continue to see this list grow with every update in the future i'm already in the midst of conversations with public health community resources um public works and development on and open space several i can't even listen all but it's a great new measure so um i just don't want to bring them before you guys until they are finalized and the flip can just be switched so that we can make sure they're measurable actionable and valuable to the strategic plan

Okay. Commissioner Wargo.

Thank you. All of the conversation has kind of sparked in me a question about, and it's kind of to what Commissioner Campbell was talking about, like this aggregate and how would we build upon things and that type of these as well. We, as you know, have some very big changes that are going to be happening around a lot of our economic mobility work and could have a negative effect on our ability to make things happen. And I'm curious to... see if you all have thought about that, because it's all so in flux right now. But I do think it should be a part of our conversation and the planning that you all are going to be having around that. I really do anticipate that we are going to see more children living in poverty. We're going to see these measures decline, which It can be, I mean it's not a good thing, we don't want that, but it could be a good thing to be able to highlight if we know ahead of time right now that this is data we want to be collecting. We know how many people are going to drop off Medicaid, drop off SNAP, you know all of these things that we are pulling our hair out about and shedding tears over in this room and our concerns because then it can give us the ability to actually highlight how these are negatively affecting the work that we're doing so just you know food for thought in just two areas that I know and I know others will have other areas but you know our human services I guess three our public health department I don't I haven't heard that Wake is going to be touched yet but it could potentially be WIOA and then our workforce stuff which has some potential really difficult conversations happening around whether we have the ability to help people move up in their economic stability. So just food for thought.

I appreciate you saying that and I think that that's part of the embedding this into our culture is sharing with leadership across the county and our departments and offices that the purpose of this is to highlight those areas where we're doing the best we can and sometimes it's not enough. Because I do think that oftentimes, and this is not unique to Arapahoe County, it's very much everywhere, but we look at a performance scorecard and people see it as, I'm red, this goes against my performance. So oftentimes people are worried about developing measures that reflect that. So I think that as an organization, we really just need to share what the purpose of this is and what it's being used for is not to tell us that, you know, you're a bad employee because your program is reporting red. So I think it's a little bit of, you know, communicating that from top to bottom so that people aren't worried about that when they're working to develop measures.

To that end, also, I wonder if, I mean, from a political science perspective, like visually identifying intervening actions, things that are out of our control, because then we can show, like, if you go... I think also the word lagging indicators kind of came into my mind too, but like, and I know it can be complicated. Like we may not see some, I mean, actually some of it we may see immediately. Like if, if we've got stuff on there, like number of applications processed or people getting onto the program or people falling off a program, all of that, um, like in the work I used to do, is like you can literally map and go like, that thing happened, you can point to it, it was public, and then bam, this happened. And I think it's a thousand percent fair to show, like if something starts falling, because we've got the nice little quarterly graph, like you see something, you go like, this is when HR1 came into effect. This is when this happened. And like go like, why the dip? You know, like... and also then it kind of points to federal advocacy and like why are we investing more in here why are we doing this because these things show that impact and it tells the story of our work but I think it's a thousand percent present fair to show intervening actions on this because there's stuff that is that we will not be able to fill the gaps but we cannot change like certain things that are happening in it And it speaks to that because it's also, it's like, this isn't, I mean, not to be like, whatever, but like, this isn't our fault. Like we are doing everything we can. And in fact, we're like doing as much as we can and more and like really pushing in our departments and offices, our frontline workers are pushing, you know? And so, to me, I think that if we will see that, I think it's fair. And to say, yeah, I think it's completely fair to identify intervening actions. I'll just stop saying the same thing over and over and over again.

I'm glad you guys are excited about the work. It's exciting stuff. This is good. It is very cool. We may need asterisks.

And this gives us a lot of new things to think about as we continue working through departments in ways and how we talk about HR.

And it's a way to communicate to them. Absolutely. Is that a fair... Like, give me the why of this, like, why it went up or why it went down. Oh, well, the board allocated this money, or we got this grant. Let's reinforce that. Or, oh, yeah, that's when HR1 got, like, went into implementation so that if, because I totally get people feeling protective and feeling embarrassed or shy about if, if the outcomes that are being produced are not up to their own expectations, right? But there are certain things that are outside of their control.

And so I think getting those whys and those conversations and kind of little tiny Brene Brown moment with them, you know, like, what's the why?

Well, my funding got cut for the firm and that grant went away. So we weren't able to do that. Let's note that.

And I just want to say that that's why I think we're really lucky to have Laura on board with this process because she is really a trusted source in the organization. So she's been working really hard with all the departments and offices and has those relationships really well built in. So really lucky to have her in here. But I want to make sure that you guys continue this conversation and move forward for other conversations that you may need to have that are outside of us. So this recap talks a little bit about some of the projects. You've seen this before. It's pretty straightforward. There are projects that were completed. There's a little bit of nuance between the delta that you see in the chart and the projects that were completed in 2026. We went through a little bit of a refinement for some of the projects now that departments and offices have a better understanding of how we're using this as a tool and what we consider a project or a program. And that is also an evolution. So we'll continue to see that as we get to these updates. And then just as a reminder, this is the dashboard that we have internally that tracks those projects and programs. We do not have these connected to our external dashboard yet, but we do track them. And the goal, as we talked about, is to kind of connect that more solidly as we move forward as activities within those focus areas and objectives. And you can see the program area. And then I wanted, I added this slide because as we've talked about this, and we won't belabor it, but as we've talked about some of these categories, good governance fills up a bulk of what we talk about. Rightly so, because that's a lot of our charge, is governance, and in governance we have Mandated service and essential service that we provided communities, but I want to do a little bit of a breakdown for you within the objectives. If you look at it. 59% of what we do in good governance is planned for the future needs. Most of the projects that are in that area. anticipating future service or finance or infrastructure needs for the community and I think that is a great representation of how this organization thinks about supporting its community in Arapahoe County. So I wanted to highlight that and also that the second largest category is leveraging technology which I think we do really well across this organization. And then if you want to dig deep, these are the project updates for 25 and 26, so you can see things that have been completed, things that have been started, added. We don't have as much detail on here, and I won't belabor it. You certainly can look at these to see how the movement has been happening. As we move forward, we'll be hoping to tie these more closely to some of that data that you'll be seeing. So largely for next steps, we just want to leave you with some general directions. We've talked a lot about where we're headed in this conversation, and thank you so much for your engagement and your feedback in some of those pathways that we're headed. We're going to work on a more robust data set. As Laura said, we want to build stronger internal capacity and really try to help that mindset shift. so that folks understand how we're using this data and what we want it to display. And then we're gonna work on creating those connections between some of those projects and programs, the activities across the county, and how they connect to that data, and how you can help use that in data-important decision-making. And we're gonna get back to a cadence of regularly reporting this to you so you can see that data more frequently, and we can have more conversations like this where you have policy ideas, where we can talk about how better to display the data, and how you can leverage it more effectively.

great thank you so much and if there are any additional questions or not really a question but just want to celebrate your work and the reason I say that is because you know we are just so busy we're all busy everyone's kind of doing their thing as relates to the our strategic plan But when you see how we're collecting data, it really gives all of us an opportunity to celebrate the successes when we look at the ratings in reference to the overall outcomes. And when you started out talking about data driven information, you know, just helps us understand where we want to go, where the gaps are, and it looks like we're just on the right path moving forward, especially dealing with the crisis that are ahead. So, you know, it's just very impressive when you kind of see it like in a pie chart and look at all the work we've done because we get hit with so much and just to kind of see it this way really validates what I'm feeling in reference to how great Arapahoe County is. So thank you. Would you like some more water? I know you don't want to.

She's been saving it, you know.

I'm trying not to drink too much. I am pregnant if you didn't.

Oh, congratulations. I mean, I'm going to keep you dehydrated. Hydrated ladder. Thank you. You're welcome.

I was thinking that, but I was like, there is absolutely no way I'm going to say that. Because I had people ask me if I am pregnant, and I am not.

But I was like, Yes.

Thank you, but that's why I came in with low water because I drank too much.

I'll have to run to the bathroom.

So here's a weird thing that I found out today.

I was reminiscing. I was reminiscing about Alaina Rapahoe's path forward when Public Works, Dave Schmidt was the director of Public Works and he said, hey, I heard, I went to a presentation about this dashboard stuff. You know, community dashboards, things like that and how And there was a lot of discussion. I mean, they did the pilot. Public Works did the pilot. And then the whole county kind of got a presentation in it. You wouldn't have thought we'd be where we are. now from how it was so limited and even discussion about do we make this transparency open to the public do we really want them to know and that has turned around to a desire of this board to really tell our story yeah about what we're doing and how this helps um even the good the bad the ugly, it's there. And what we can work on, what we can improve on, I'm just really impressed. I heard a comedian one time say, never ask a woman if she's pregnant unless you actually see a baby emerging from her womb. That's right. That's right. Yeah, you just don't ever say that, but congratulations.

Thank you. Yes, because you're the only one who's been here since I've been here, I believe. Yeah, so you have really seen the evolution of this program, and it's been… I mean, it's night and day compared to land. It's a journey.

The destination is important, but the journey is important. It's about the friends we make along the way. The relationships. It's all about relationships. It truly is.

I have always said that back from when I was under Manisha, that relationship building is 80% of my job because people don't share things with me if they don't trust me and that I'm going to use it in a responsible way.

That's right. That's good.

Yep. And sometimes when I'm talking about your daughter, I'll say Manisha. But that was Manisha. Oh, Manisha.

Manisha and Manisha. Manisha, yeah.

The brain cells work right. It happens. No, but this is great.

Thank you. This is a good day.