Conflict Discussions Make for a Long Day
Building Inspector Kody Williams presented commissioners with the details of the deteriorating irrigation system at the park adjacent to the rec center that requires frequent repairs due to aging galvanized pipes. Commissioners agreed to seek replacement estimates while maintaining the system through the summer to preserve the community green space. An update on building activity indicated that, although permit numbers are down, revenue remains steady due to larger development projects currently underway.
Planning and Zoning Official Meredith Fisher provided an update on the Red Ridge Property work session conducted with Valley County, which is available on YouTube. The session included multiple agencies such as DEQ, Fish and Game, McCall Fire, and Idaho Power, and it was noted that public comment was not taken. Fisher observed that the discussion was thorough and included recognition of private landowner involvement. Additional discussion focused on Goose Lake Road, including potential county consideration of taking over the road. She noted the need to evaluate current road standards, with Road and Bridge completing a site review and expected to provide a written report. Jurisdictional responsibilities between private owners and the Forest Service were also briefly clarified.
P&Z budget discussions centered around Fishers’ salary allocations and reimbursement tracking for Mountain Origins and Brundage-related work. Overall, the budget was described as relatively stable compared to the previous year, with minor discussion of potential cost-of-living adjustments and ongoing clarification needed for accounting structure and fund reporting.
In relation to recent large development discussions, Prosecutor Peter Donovan included an overview of a program Mountain Origins is seeking to implement in their Brundage developments, known as C-PACE under Idaho Code Title 67, Chapter 38, which allows local governments to designate certain developments as eligible for enhanced financing mechanisms. Donovan explained that the program does not create county financial liability or collection responsibility; instead, it assigns a tax-lien-like priority status to private debt instruments to improve lending terms and encourage economic development. He clarified that the county’s role is largely administrative and procedural, involving document recording rather than discretionary approval.
Mountain Origins representative and Brundage project manager Nick Gunn discussed in detail C-PACE financing. Gunn explained that C-PACE allows property owners to fund eligible improvements—such as energy efficiency, water conservation, and structural upgrades—through a voluntary property assessment tied to the parcel.
Under the model described, a third-party private financing company handles repayment collection directly. The county’s role is limited to administrative tasks like reviewing applications, recording liens, and ensuring basic compliance. Representatives emphasized that the county does not handle loan funds or repayment risk, and the assessment is simply recorded, not processed through normal tax collection.
The next step would be a resolution of intent, followed by a public hearing and then a final decision on whether to adopt the program. Donovan clarified that this step does not commit the county long-term but allows the process to move forward for public input and evaluation.
Questions focused on liability, workflow, and how payments are handled. It was clarified that the county is not responsible for collection or enforcement, which are handled by the third-party financing company, and that administrative fees are intended to cover county costs.
Commissioners appeared open to moving forward with the resolution of intent to begin the formal review process.
Sheriff Ryan Zollman described a busy Memorial Day weekend for his deputies, reporting 33 inmates currently in custody, including 24 state and 9 county holds. The weekend consisted of multiple incidents, including DUI arrests and assisting Idaho County in an aggravated battery, high-risk warrant situation involving firearms. Staffing was increased using grant-funded hours to manage the workload without impacting the department budget. It was briefly recognized that there has been a long-term decline in local bar activity compared to previous years, with fewer active establishments contributing to reduced nightlife-related calls.
Deputy Clerk Teressa Schuyler provided the official canvass of election results using updated state reporting systems in place of traditional tally books. Schuyler explained the new process, which organizes results by contest in alphabetical order and requires verification against tabulator-generated reports uploaded to the state system. Precinct-level results across multiple federal, state, and local races were reviewed in detail, including counts of votes, overvotes, and undervotes. Schuyler confirmed consistency between precinct records and state-submitted data, noting that minor differences were attributed to election-day registration updates that adjusted registered voter totals after initial reporting.
The canvass also included a review of local ballot measures and district levies, with discussion of several close outcomes and notable voter behavior patterns, including undervote rates on certain contests. Officials highlighted that all precinct totals aligned correctly across reporting formats, serving as an internal audit check for ballot completeness and accuracy.
In addition, a post-election audit identified a small number of ballot distribution errors, where some voters received incorrect party ballots. Schuyler reported that the error rate was extremely low and did not affect election outcomes. Voter turnout for this local election was noted as higher than previous election cycles, exceeding 44 percent participation overall. Commissioners formally approved the canvass results and gave authorization to submit official documentation to the Secretary of State for certification.
Coroner Sue Warner provided an operational update, including her department’s challenges and resource constraints related to coroner services, particularly delays in autopsy completion due to the limited availability of forensic pathologists in Idaho. It was noted that autopsies can take up to five days or longer, depending on scheduling and regional capacity, with only a small number of pathologists serving multiple counties across the state. Participants also discussed procedural requirements for handling decedents, including strict time and temperature regulations for body storage and the need for appropriate refrigeration systems to maintain compliance and reduce delays.
Additional discussion addressed equipment limitations, such as the need to upgrade or replace cooling systems and potential capital expenses for body transport and storage equipment. Staffing, workload trends, and increasing case volume were also reviewed, with reported growth in annual deaths and a notable proportion of cases involving suicides across a range of ages. The conversation included reflections on procedural changes, legal requirements for autopsy authorization, and challenges in balancing investigative responsibilities with evolving statutory and logistical constraints.
Carrie Pederia, Extensions employee, Tyanne Roland, and River of Life church representatives attended the commissioner meeting to address concerns about how the community buildings (the former Grange Hall/South Agent Hall and the Legion Hall) are being used, especially the River of Life Church’s recurring Sunday rentals. Several community members expressed that the buildings no longer feel like “a community hall,” with Paderia stating that community members feel as though it has started to feel like “the River of Life Church property.”
Officials and residents raised concerns that consistent long-term scheduling may be limiting access for other community uses such as weddings, reunions, fairs, and memorials. Roland reported, “Sundays historically have never been rented,” while another participant stressed the need to keep access open for the broader public.
The church clarified they are paying standard rental fees and planning events well in advance, and explained that growth has required larger, regularly scheduled space. They also stressed they are willing to adjust if special events arise.
Operational concerns were also discussed, including heating, cleaning, and maintenance. Issues were raised about heaters being left too high and cleanliness inconsistencies. There were also complaints about damage from the public placing signs around the property.
At the same time, staff described ongoing efforts to manage scheduling and accommodate different users. Roland explained that priority is typically given to veterans’ events and funerals.
The group ultimately leaned toward a compromise approach focused on improved communication and clearer scheduling expectations. The discussion ended with agreement that better coordination, maintenance oversight, and clearer rental guidelines could help balance regular use with community access.
EMS Director Cody Murphy reported a leadership transition, with a new administrative manager taking over most administrative duties, including bill pay and accounts, though U.S. Bank access is still being resolved due to authorization issues.
He also noted a busy operational period, with about 11 calls handled over the weekend (well above average), but everything was managed well.
Commissioners initiated the review of Murphy’s contract, and Prosecutor Donovan stepped in to explain that the changes made were mainly cleanup: removing the 90-day preliminary plan language, broadening the scope-of-duties section, and switching the agreement to automatically renew annually unless terminated, with no major changes to oversight or structure.
To end the day, several EMS volunteers expressed concerns about the county’s recent ambulance service leadership changes and the contract approved with Murphy. Former EMS Director, Dan Huter, argued that the current arrangement is “set up for failure,” citing staffing shortages, Muphys’ alleged limited availability, and concerns that the service lacks a hands-on administrator who can respond to calls and support volunteers directly.
Volunteer Jon Almack expressed frustration with the hiring process for the director’s position, saying they felt excluded from discussions and were given little information about candidates or the investigation that led to the leadership change, calling the process “a slap in the face”. Almack questioned whether staff input was adequately considered, while also raising concerns over potential changes to ambulance equipment and operations.
Commissioners responded that personnel matters and candidate information were confidential and that an outside leader was intentionally selected to assess ongoing internal conflicts and concerns. They emphasized that no decisions have been made regarding replacing equipment and stated that the goal was to stabilize operations and reduce workplace drama. Commissioner Joe Iveson stated that the board acted to address ongoing issues, saying, “There was a lot of drama. We are tired of drama. We fix problems.” He emphasized that the commissioners believe Murphy is highly qualified and hired him to provide new leadership.
Supporters of Murphy spoke on his EMS experience, commitment to compliance, patient safety, and plans to strengthen the service. Coroner Sue Warner stated that leadership decisions should be based on “facts, qualifications, and patient safety,” while another EMT described recent changes as “positive” and “drama-free,” expressing support for the current direction of the agency.
Participants agreed that more direct conversations between leadership, volunteers, and community members would help reduce rumors and misunderstandings. Volunteer Crissy Gipe emphasized the need for unity and collaboration. She acknowledged that while no workplace is completely free of conflict, “communication is key,” and everyone must work together for the benefit of the community.
Volunteer Joe Gams expressed more concerns, including a physical leadership presence, staff support following traumatic calls, and ensuring strong relationships with neighboring agencies, particularly New Meadows EMS.
Murphy responded to concerns about his availability, stating that call volumes had been manageable and that he remains in regular communication with staff and the advisory board. He explained that many proposed changes are long-term considerations and that no immediate plans exist to replace current equipment. He emphasized that his role is primarily administrative and that the position he applied for did not require responding to a specific number of calls. He encouraged continued dialogue and pointed to monthly meetings and ongoing communication opportunities for staff and community members. He went on to outline findings from his review of operations, citing issues such as expired medications as old as 2008, and gaps in documentation and inventory tracking. He stated his intent was to bring the agency into “modern compliance and professional EMS operations,” emphasizing safety, accountability, and system standardization. Also addressed was his perspective on mutual aid relationships with New Meadows EMS. Murphy denied claims of severed partnerships and reaffirmed a commitment to continued collaboration.
Though the discussion reflected differing opinions about recent leadership changes, it was clear that all participants shared a desire to strengthen EMS services, support volunteers, maintain community partnerships, and improve communication moving forward.
Financial considerations were also reviewed, including the impact of the failed EMS levy and long-term sustainability. Murphy indicated that current reserves would support operations in the short term while further financial planning discussions were scheduled.
After further discussion of Murphy’s contract terms and budget concerns had concluded, the board voted unanimously to approve his contract and continue moving forward with the current leadership structure.
