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From YouTube: City Council Retreat, Day 1 – March 17, 2022
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A
Okay,
I
think
we're
going
to
get
going.
The
vice
mayor,
shanika
smith,
cannot
be
with
us.
I
don't
know
if
she's
going
to
be
able
to
join
us
today,
she
had
a
family
emergency
come
up.
I
hope
we
do
this
to
this
music
because
that'll
be
nice.
A
Okay,
thank
you.
Okay,
welcome
everyone
to
the
city
council's
2022,
retreat
it's
nice
to
be
back
here
in
person
with
you
all.
A
I
look
forward
to
us
spending
the
next
couple
of
days
together,
you
have
in
your
packets
our
agenda
for
the
day,
and
I
will
just
I
will
just
offer
that
I
think
this
is
a
great
opportunity
for
us
to
spend
some
time
with
one
another
and
part
of
this
is
kind
of
working
on
our
working
relationship
and
then
part
of
it,
of
course,
will
be
more
substantive,
and
so
I
hope
all
of
you
enjoy
this
experience
as
well.
A
A
She
has
had
an
opportunity
to
talk
with
everyone
here
and
help
plan
this
retreat,
and
this
is,
she
will
be
our
facilitator,
so
we
will
kick
it
off
to
rebecca.
At
this
point,.
A
All
right,
we're
gonna
turn
it
over
to
our
facilitator.
To
get
a
start,
us
get
us
started,
rebecca
lowe,
who's
facilitated
many
many
retreats,
but
I
bet
not
many
that
started
like
that
right.
No,
all
right.
We
like
to
be
special
and
unique.
C
No,
not
any!
That
has
started
like
that.
I've
had
a
few
end
like
that
with
protests,
but
that's
because
we
everybody
was
tired
at
the
end
of
the
day.
So,
looking
forward
to
time
with
you
today,
I
want
to
thank
you
guys
for
all
the
time
you
spent
with
me
preparing
for
this
retreat.
C
I
met
with
each
one
of
you,
each
council
member.
I
appreciate
the
conversations
that
we
had
very
much.
I
also
met
with
each
department
head,
so
I'm
looking
forward
to
sharing
some
of
that
information
with
you
as
well.
We're
going
to
start
on
a
light
note,
a
lighter
note,
and
so
we're
just
going
to
do
a
little
activity
that
hopefully
will
get
us.
C
C
C
E
C
C
H
H
C
G
H
G
C
C
C
Okay,
so
this
is
what
we're
going
to
do
with
our
agenda.
Today,
we
are
going
to
work
on
some
rules
of
engagement
for
our
time
together
today,
we're
going
to
do
a
little
activity
about
your.
Why
why
you
do
this
work,
we're
going
to
stop
and
reflect
just
for
a
few
moments
about
what
the
last
couple
of
years
have
meant
we're
going
to
review
the
working
agreements
that
you
developed
for
yourselves
with
nicholas
last
year.
C
We're
going
to
talk
about
roles
and
responsibilities,
we're
going
to
look
at
the
department
heads
flash
survey,
so
that'll
be
really
interesting.
You'll
enjoy
that
and
then
we're
going
to
hear
from
staff
about
the
focus
areas,
goals
and
priorities,
we're
going
to
update
you
on
everything,
that's
been
going
on
and
that's
today
and
then
tomorrow
we're
going
to
get
a
budget
update
and
then
we're
really
going
to
get
down
to
strategic
practices
and
dive
in
on
that.
Okay,.
C
All
right,
maybe
that
did
it
okay.
This
is
how
it
is
sometimes
okay.
So
I
started
with
a
few
rules
of
engagement
that
I
thought
we
might
look
at,
but
I
want
us
to
think
about
what
else
do
you
need
for
us
to
have
meaningful
meaty
discussion
today?
What
else
do
you
need
to
be
sort
of
in
our
guidelines
for
today
and
here's
some
that
I
put
up,
as
starters,
obviously
be
fully
attentive?
C
You've
all
got
other
places
to
think
about,
but
we
have
a
limited
amount
of
time
together
in
this
venue.
So
I
think,
being
here
is
important.
Today,
professional
candor,
I
teach
whole
classes
on
professional
candor,
but
I'm
sure
you
all
practice
it
every
day
and
every
time.
So
obviously
it's
just
about
speaking
the
truth
for
yourself,
but
in
a
way
that
somebody
else
can
receive
it
staying
curious.
Why
do
they
have
a
different
view
from
mine?
Why
do
they
disagree
with
me?
Let's
get
stay
interested
about
that.
C
So
the
parking
lot
is
the
place
where,
when
something
comes
up,
that
is
a
an
important
discussion,
a
valuable
idea,
but
we
don't
have
time
for
it
on
our
agenda
in
this
two
dates.
Two
days,
we're
going
to
put
it
on
the
parking
lot,
so
we
capture
it
for
you
all
to
discuss
or
work
on
at
a
later
date,
but
we
won't
get
off
track
with
what
we're
trying
to
do
today.
A
I
think
it
is
this
an
appropriate
place
to
kind
of
think
about
what
what
the
guard
rails
are
for
this
retreat.
You
know
in
terms
of
because
I
think
a
lot
of
people
think
differently
about
what
retreats
are
going
to
be
all
about,
and
actually
this
council
has
different
kinds
of
retreats.
I
mean
sometimes
every
three
years
or
something
we
might
have
like
a
whole
new
visioning
process
or
but
we're
not
doing
that
this
time.
E
C
C
Why
do
you
do
this
work?
What
is
the
heart
reason
and
we're
not
gonna?
This
is
not
for
public
consumption.
This
is
a
conversation
between
the
two
of
you,
so
the
the
question
is
in
your
heart
of
hearts.
What's
the
reason
for
you,
because
there
are
many
good
reasons
why
you
could
want
to
do
this
work?
Okay,
so
that's
important!
Okay!
C
A
H
J
H
J
J
H
H
H
H
H
J
C
A
I
heard
a
focus
on
desire
to
help
people
and
to
help
enhance
people's
quality
of
life
or
life
experience
through
the
kinds
of
decision-making
that
a
city
council
can
effect
and
a
love
of
the
work.
C
What
else
kind
of.
C
C
Oh,
that's
a
great
one
so
to
have
that
emotional
intelligence
that
those
people
skills
that
really
help
you
to
be
able
to
hear
from
a
lot
of
different
people.
C
C
So
now
I
just
wanted
to
have
an
open
discussion
for
a
minute
about
the
high
level
impacts
of
the
last
couple
of
years,
so
there
are
challenging
things
and
there
are
gifts
in
the
challenges
always
and
outright
gifts
that
came
to
us
over
the
last
couple
of
years.
So
I
want
us
to
go
around
the
room
and
I
want
everybody
to
name
one
hard
thing.
This
is
for
you
personally.
This
is
not
for
the
city.
This
is
for
you
personally.
N
I
would
say
a
hard
one:
it's
been
really
challenging
for
me
to
watch
the
housing
and
the
affordability
of
said
housing
in
this
community
continue
to
decline
and
the
community
that
we
know
and
love
and
build
being
pushed
out.
N
I
mean
I
consider
myself
a
housing
advocate
and
a
housing
in
affordable
housing
and
particularly
changed
my
life
and
changed
the
the
direction
of
my
family's
life.
So
I
feel
I'm
saddened
by
it.
Yeah
I
wake
up
every
day,
thinking
about
it,
yeah.
N
I've
said
this
phrase
a
lot,
but,
interestingly,
the
arpa,
the
rescue
plan
money.
We
often
have
a
lot
of
plans
and
no
money
to
complete
them,
but
for
once
we
had
a
lot
of
money
show
up
and
no
plan
to
implement
it,
and
I
think
that
was
an
interesting
gift.
Well,
we
are
developing
the
plan.
We
got
the
money
then
had
to
develop
the
plan.
It's
usually
the
other
way
around
yeah.
B
So
I'm
going
to
start
with
the
gift.
This
has
been
a
really
challenging
year
on
a
lot
of
levels,
but
our
neighbors
have
been
willing
to
participate.
E
B
C
K
O
A
Mayor,
I
would
say
for
me
the
last
couple
of
years,
one
of
my
challenges
has
been
my
health
is
likes
to
plague
me
periodically
in
different
ways.
A
So
trying
to
manage
that
and
the
the
pandemic
has
helped
me
a
little
bit
have
an
opportunity
to
manage
it
a
little
bit
better
or
maybe
worse,
I'm
not
really
sure,
because
I
exercised
more
but-
and
I
you
know
the
gift
I
mean
you
know,
I
think,
as
deborah
was
saying
something
you
might
have
taken
for
granted
before
the
pandemic
seems
so
much
more
important
or
just
bright.
A
To
me,
I
was
at
asheville
pizza
on
trivia
night
wow
in
the
game
room
a
couple
wednesday
nights
ago
was
the
first
time
being
in
like
pretty
packed
room
with
a
whole
bunch
of
people
playing
a
game
together
and
just
seeing
the
joy
of
people
and
doing
silly
things
that
you
do
in
a
group
context
that
you
haven't
done
for
a
couple
years
and
how
people
are
just
having
so
much
pleasure
and
seeing
each
other
and
doing
that
doing
silly
things
like
that.
A
J
I
I
want
to
try
to
articulate
this
well,
but
I
would
say
the
biggest
challenge
over
the
past
two
years
for
me
has
been
having
to
take
a
second
look
at
what
I
thought.
I
was
doing
right
in
the
way
that
I
saw
other
people
the
way
that
I
saw
other
groups.
The
way
that
I
felt
like
I
was
being
part
of
solutions
and
realizing.
J
Maybe
my
active
approach
to
that.
Wasn't
enough
and
really
having
to
do
some
internal
reflection
about
that
and
say
you
know,
are
you
a
bystander?
Are
you
participating
in
some
of
those
solutions
and
that's
been
a
challenge?
I
would
say
that
the
gift
has
been,
and
you
know
deborah
may
share
this
as
well.
J
We
came
here
at
a
time
where
life
was
still
normal
and
almost
instantaneously
life
was
far
from
it,
and
I've
spent
the
majority
of
my
time
back
in
asheville
in
an
isolated
pandemic
world
with
a
lot
of
other
things
going
on,
but
I
feel
it's
a
strong
gift
and
I'm
very
appreciative
of
the
relationships
that
I've
been
able
to
build
here
despite
those
circumstances.
So
that's
something.
That's
sustained
me
during
all
of
that
wonderful.
L
P
Out
my
role,
so
it's
been
really
hard.
P
Am
an
external
processor,
so
I
need
to
think
out
loud
so
being
on.
Zoom
calls
has
really
kind
of
sucked
the
life
out
of
me
in
some
ways,
but
the
silver
lining
with
that
is
I've
had
I've
had
to
get
used
to
being
quiet
and
also
processing
my
thoughts
internally
and
dealing
with
some
stuff
that
I
use
noise
to
kind
of
deaden
in
the
past.
So
it's
it's
been
good.
M
It
has
to
be
the
most
difficult
well
probably
for
me
like
for
myself
personally,
a
series
of
health
challenges,
but
more
difficult
than
that
was
uprooted
in
my
life,
to
become
a
caretaker
for.
E
M
Also,
the
love
and
care
from
the
community
has
just
floored
me.
You
know
I
pretty
much
every
day
I
learn
about
something
that
my
father
or
my
family
did
to
help
out
people
from
the
community
wow
and
the
way
folks
are
coming
to
me
and
my
family
to
support
is
more
than
I
ever
ever.
Would
imagine,
and
I
don't
know
that
that
would
have
happened.
M
D
I
think
in
isolation
it's
been
hard
for
me
to
deal
with.
What
I
feel
like
is
anger
in
the
whole
community
and
and
the
whole
country,
and
possibly
the
whole
world,
and
I'm
I'm
very
much
an
extrovert.
So
it's
really
felt
tough,
because
I
guess
I
didn't
realize
there
was
this
much
anger.
D
I
don't
know
whether
I
wasn't
listening
or
whether
the
anger
has
gotten
stronger,
but
you
know
as
brad,
and
I
just
talked
about
I'm
really
going
to
miss
the
relationship
with
staff.
When
I
go.
F
F
Well
for
me,
basically,
I
was
going
to
actually
sort
of
reflect
back
on
on
my
life
here
and
what
got
me
to
this
point.
I,
when
I
moved
back
to
take
care
of
my
mom,
my
dad
and
my
sister,
which
I've
lost
in
the
last
few
years,
which
basically
was
the
impetus
that
pushed
me
to
move
forward.
F
F
Others,
and
I
so
you
know
when
I
decided
to
run
for
council,
it
was
more
or
less
a
way
that
I
could
help
as
many
people
as
best
I
could
in
this
short
period
of
time,
and
that
was
the
reason
I
decided
to
run
and
to
do
what
I'm
doing
now
and
that
has
given
me
so
much
pride.
It's
given
me
the
energy
to
go
on
and
do
things
that
I
never
thought
before,
and
it's
because
of
them.
E
F
I'm
glad
I
was
able
to
spend
the
last
five
six
years.
I
came
back
home
in
2012
before
you
know
they
passed
and
also
my
son,
who
was
supposed
to
been
going
on
to
school.
He
made
a
sacrifice
to
come
and
spend
the
time
of
grandma
and
grandpa,
and
I
want
to
let
people
know
that
those
type
of
relationships
are
are
more
important
to
moving
us
forward,
because
it
keeps
us
sort
of
focused
on
what's
important
and-
and
I
just
want
to
say
that's
the
gift.
F
The
gift
is
the
gift
of
being
able
to
see
that
we
can
go
as
far
as
we
want.
We
just
have
to
have
a
reason.
E
C
C
Are
we
going
to
be
the
the
pandemic
of
1918
when
afterwards,
everybody
just
wanted
to
shut
it
down,
not
talk
about
it,
not
just
move
on
and
it
virtually
disappeared
from
the
history
books,
and
so
it's
interesting
to
think
about
this
pandemic,
and
will
we
carry
the
things
the
gifts
forward,
at
least
even
as
we
are
happy
to
leave
the
challenges
behind
when
we
get
there?
I
know
we're
not
there
yet,
but
we're
getting
there.
C
J
C
C
A
Gauging
not
how
well,
we
think
we
as
an
individual,
correct.
We
as
a
group
correct.
C
A
C
Q
C
C
C
C
L
C
C
C
Oh
there,
it
is
okay,
all
right,
so
the
first
question
be
patient.
With
your
teammates.
You
all
gave
yourselves
a
yellow.
C
C
C
E
C
M
A
C
A
Now
they
can
certainly
reflect
community
interests
and
community
preferences,
and
things
like
that.
But
there
may
be
things
that
the
elected
officials
feel
need
to
be
considered.
That
staff
we
wouldn't
even
ask
stuff
to
include
in
that,
because
it
wouldn't
be
appropriate.
M
A
Well-
and
we
don't
you
know
if
we,
if
there's
a
you
know,
it
could
be
something
like
we'll
have
to
redo
the
entire
storm,
water
infrastructure
and
the
site.
You
know,
for
example,
but
we
wouldn't
you
know,
we
wouldn't
necessarily
know
that
none
of
us
are
engineers.
E
B
If
I
might
add
that
I
still
am
of
the
opinion
that
we're
missing
things
in
our
staff
report,
which
is
if
we
were
doing
a
financial
impact,
but
also
with
the
pros
and
cons,
adding
an
equity
impact
and
a
sustainability
impact,
it
doesn't
mean
that
we
would
measure
it
right.
The
first
time
around.
We
would
make
a
sincere
effort
to
bring
those
issues
to
the
conversation
every
time,
instead
of
us
having
to
one-off
every
time,
because
that
seems
to
be
where
we're
spending
a
lot
of
energy
instead
of
operationalizing
equity.
Okay,.
C
C
A
I
mean
I
think
this
is
an
interesting
one
too,
because
I
genuinely
believe
that
everyone
on
council
has
a
genuine
intent,
has
a
positive
intent,
otherwise
they
wouldn't
be
doing
this
job.
I
don't.
I
don't
buy
this
theory
that
some
people
hold,
that
people
get
elected
to
office.
To
do
something
you
know
to
ruin
their
community
right.
A
C
Looking
back
here,
are
there
any
thought,
we're
going
to
take
a
break
right
after
this,
but
are
there
any
thoughts
or
ideas
or
are
these?
Are
there
particular
ones
you
want
to
focus
on
in
the
year
ahead?
Here's
what
I'd
like
you
to
do,
each
one
of
you
just
for
your
own
consumption,
we're
not
going
to
share
this.
C
I
would
like
each
one
of
you
to
take
a
moment
and
write
down
one
of
these
that
you
yourself
want
to
do
better
in
the
year
ahead,
not
counsel,
but
that
you
are
going
to
show
up
differently
and
make
a
commitment
to
yourself
to
do
one
of
them
better,
and
these
are
not
going
to
be
shared.
This
is
just
for
you.
A
C
C
Now
I
don't
know
this
is
a
little
earlier
than
we
meant
to
get
to
lunch.
We've
made
up
some
time,
so
I
don't
know
if
it's
here
yet
should
we
keep
going.
C
H
C
C
So
good
fences
make
good
neighbors
is
what
the
fence
is
for
and
when
I
think
about
roles
and
responsibilities.
That
is
definitely
what
I
think
of
that's
not
coming
up
okay.
So
what
this
is
supposed
to
say
is
that
your
first
role
in
responsibility
is
foresight
as
counsel
your
job
is
to
look
forward
and
think
about.
C
C
C
C
C
So
let's
look
at
this
well
now
you
decide
to
do
it.
Okay,
so
I
want
us
to
look
at
what
is
under
the
city,
manager's
purview
and
what
is
under
counsel.
I
don't
think
a
lot
of
people
in
the
public
man
may
not
understand
the
distinction
between
what
is
the
responsibility
of
each
so
setting
strategy
is
not
the
city
manager's
responsibility.
C
That
is
the
council's
responsibility,
as
we
just
said.
Creating
projects
is
not
council's
responsibility.
It's
the
city,
manager's
responsibility
to
take
the
priorities
that
the
council
sets
the
strategy
that
the
council
sets
and
decide.
How
are
we
going
to
get
there
so
prague?
How
are
we
going
to
get
this
by
council,
their
strategic
priority
board
service?
It
can
be
really
hard
to
keep
your
hands
off,
telling
staff
what
to
do
giving
staff
direction,
which
is
not
the
responsibility
of
a
board
or
of
counsel.
That's
the
responsibility
of
management
to
be
the
one.
C
I
have
to
be
very
careful
to
not
play
my
board
card
to
hold
it
back
to
not
be
the
one
to
always
go
to
the
nursing
director
and
say
you
know
this
wasn't
quite
right.
That's
not
my
job!
I
can
go
to
the
ceo
and
say
that
didn't
feel
quite
right
and
let
them
decide
what
to
say
to
staff,
but
that's
not
my
job
as
a
board
member.
It's
not
yours,
as
council.
C
C
Performance
reviews
when
it
comes
to
employees
you
I
should
have
put
a
plus
minus
here.
You
should
be
doing
performance
reviews
for
your
employees,
your
three
employees
and
if
the
city
manager
decides
to
come,
ask
for
input
as
she
is
doing
performance
reviews,
then
she'll
ask
you
if
she
needs
that
or
wants
that
input
for
that
point,
some
years,
sometimes
that
fits
and
sometimes
it
doesn't,
depending
on
what
the
rest
of
the
performance
review
needs
to
look
like,
but
for
your
three
employees,
it's
important
that
they
get
it
overseeing
the
budget.
C
C
C
C
C
A
A
C
D
Government
north
carolina
101-
and
this
is
something
that
I
think
we
as
elected
officials-
don't
do
as
good
of
a
job
as
we
could
sharing
this
with
the
public
and
making
it
pretty
clear,
because
I
think
we
internally
have
a
pretty
or
we
as
council
have
a
pretty
good
understanding
of
this.
But
the
public
has
a
hard
time
distinguishing
the
two,
and
so
sometimes
it
can
feel,
and
not
only
this,
but
also
like
the
difference
between
the
municipality
and
the
world
at
large.
E
C
Do
you
think
that
do
your
constituents
reach
out
to
you
when
they
have
a
problem
that
it's
really
more
appropriate
for
them
to
reach
out
to
staff
to
do
they
do
that.
A
Yeah
yeah,
I
mean
we
have
a
lot
of
tools
for
constituents
to
report
issues
like
the
asheville
app
and
things
like
that.
But
but
we
get
all
the
time.
Kind
of
constituent
concern
emails
that
it
and
it's
really
it's
it's
totally
appropriate
to
send
it
to
us.
It's
just
that
we
will
have
to
then
route
it
to
sap
and
and
and
it's
good
for
us
to
get
some.
A
I
don't
know
how
we
we
wouldn't
be
able
to
manage
all
of
them,
but
so
that
we
can
see
what
folks
are
concerned
about,
even
if
staff's
going
to
have
to
address
the
concern.
E
A
A
Oh
you
have
yeah
policies
are
adopted
both
internally
by
staff
on
a
departmental
level
and
and
then
expressed
via
resolution
or
votes
by
the
council
as
well.
So
that's
that
can
be
extra
confusing.
A
How
how
does
a
because
you
know
departments
have
tons
and
tons
of
policies,
operational
guidelines
and
policies
that
council
never
even
sees
touches?
Here's
nothing
right
so
that
that
can
be.
That
can
be
tricky
and
then
our
charter,
our
lawyer,
will
remind
us,
confines
us
as
a
council
from
stepping
over
into
that
territory.
C
Yeah,
I
would
think
that'd
be
really
important
for
your
constituents
to
know
that
you
do
the
ordinances
you
set
the
laws
so
to
speak,
layman's,
language,
brad
and
then
the
policies
that
flow
out
of
that
into
what's
really
going
to
happen
on
a
day-to-day
business.
And
how
are
we
going
to
conduct
the
city's
business
and
that
those
regulations
are
the
city
manager
and
her
staff's
purview?.
B
I
have
a
question
gwen.
Could
you
help
me
understand
more
what
you
mean
about
not
having
a
position
on
national
issues,
because
I
think
about
our
state.
Like
our
legislative
agenda,
we
have
positions
in
the
state
we're
dealing
with
housing
issues,
neighbors
experiencing
homelessness,
climate
change
issues,
and
I
I
expect
my
for
myself
to
have
a
position
on
natural
issues.
I
think
we.
D
Individually,
have
positions,
but
we
and
and
positions
and
opinions
are
one
thing
but
power
over
it
is
another.
You
know
we
can't
con.
You
know
on
state
level
initiatives,
yes,
we
can
absolutely
weigh
in
as
a
council
and
as
a
and
as
individuals.
However,
realistically
we
can't
make
it
happen,
all
we
can
do
is
influence
and,
I
think,
there's
a
misunderstanding
out
in
the
public.
D
You
know
I
mean
tda,
for
example,
I
mean
we
can.
We
can
make
a
lot
of
arguments
and
realize
that
you
know
we'd
like
more
of
those
funds
to
come
to
the
city
and
be
under
our
control.
However,
it's
not
our
ultimate
decision
and
I
just
think
the
public
sometimes
misunderstands
that
and
and
thinks
that
somehow
we
have
voted
for
the
you
know,
for
example
the
tda
to
those
funds
to
be
under
our
control.
D
We've
never
voted
on
that,
and
I
mean
we
we
don't
I
we
have
voted
on
it,
but
we
can't
change
it
unilaterally
and
I
think
there's
misunderstanding
out
there.
C
Thank
you
and
it
seems
a
little
bit
like
that's
speaking
as
a
one
of
your
residents.
It
seems
a
little
bit
like
that's,
not
what
we
elected
you
to
do
so,
yes,
have
a
personal
opinion.
Yes
take
positions
and
advocate
for
them,
but
when
it
comes
to
council
work,
we
want
you
doing
your
role,
which
is
plenty
big
here.
C
C
C
So
what
I'm
reporting
to
you
today
are
the
themes
that
came
out
of
this
survey,
and
I
also
just
want
to
say
that
you
have
incredible
people
for
department
heads
in
this
city.
The
amount
of
commitment
and
dedication
and
effort
they
are
just
wonderful.
Human
beings
was
my
initial
impression
when
I
met
with
each
one
of
them
so
gratuitous
opinion,
but
it
was
quite
something.
So
I
asked
two
questions.
The
first
question
I
asked
was
give
five
words
that
describe
how
you
feel
about
your
job.
C
C
C
C
F
About
this
I
would
like
to
say
I
find
it
very
concerning
that
some
of
the
answers
that
got
the
most
attention
are
basically
indicative
of
the
staff's.
F
That
close,
I
think
that's
basically
somewhat
concerning
because
it's
a
perfect
storm
for
sort
of
not
having
the
support
of
the
not
feeling
supported
and
not
feeling
a
part
of
a
team
which
means
that,
if,
with
those
type
of
challenges
up
there,
then
you're
looking
at
a
perfect
storm
of
mass
exodus
of
of
people
influencing
other
people's
behaviors,
and
I
think
what
is
important
with
any
organization.
F
If
people
are
happy
where
they
are,
then
the
people
will
work
together
and
try
to
make
sure
that
they
make
sure
that
everything
within
the
company
or
whatever
is
working
well,
because
everyone
is
taking
care
of
each
other.
Everyone's
got
each
other's
back,
and
I
find
that,
as
far
as
like
people
say
as
far
as
salaries
or
whatever
I've
seen
people
in
companies
that
are
so
happy
and
feel
so
rewarded
for
what
they're
doing
they
do.
Not.
Look
at
that
as
something
that
would
keep
them
from
do
you
know
being
there.
A
Are
you
is
part
of
your
presentation
going
to
get
into
the
needs?
You
know,
root,
causes
and
ways
to
address
this.
C
No
because,
for
the
most
part,
that's
deborah's,
but
I
am
the
second
question
I
ask
is
going
to
get
to
some
of
that,
but
I
would
also
like
to
give
you
more
color
commentary
on
any
of
this
that
you
would
like
to
have
so
I
can't
reveal
confidences,
but
I
can
absolutely
tell
you
why
that
came
up.
If
there
are
any
of
these
you'd
like
more
information,
you
want
me
to
walk
through
them.
Well,.
A
Yeah
I
mean
that
would
be
helpful
to
me.
I
I
mean
I'm
I'm
hearing
from
staff,
these
things
and
my
and
what
my
understanding
is
is
it's
you
know
related
to
our
staffing
levels
are
at
a
critical
point,
but
tell
you
tell
us
if
there's
you
know
what
else
is
your
your.
C
So
overwhelming
was
a
combination
of
lots
of
things,
but
this
word
came
up
so
often
that
you
know
I
would
write
it
down
and
I
would
think
there's
that
word
again
overwhelming
was
about
staffing
shortages.
Absolutely.
C
B
C
I'm
going
to
get
you
there,
exhausting
is
about
they're
working
time
plus
a
half.
At
least
I
mean
they
are
working
really
a
lot
of
hours,
everybody
I
talked
to
was
working
a
lot
of
hours,
just
trying
to
keep
everything
afloat
and
they're
so
concerned
about
their
employees
that
they're
not
going
to
short
their
employees,
so
they
short
themselves
before
they
will
not
provide
coaching
and
support
and
comfort
to
their
own
employees.
C
C
It
was
I
get
to
have
impact
on
my
community
with
what
I
do
and
that's
why
I'm
here
I
heard
again
and
again
and
again
I
and
my
people
could
make
twice
as
much
somewhere
else,
but
I
get
to
make
a
difference
here
and
and
what
I
do
is
so
fulfilling
that
I
chose
to
be
here.
I
want
to
do
this
feeling
unvalued
and
undermined.
C
But
many
people
said
that
they
felt
undermined
or
unvalued
because
and
we'll
get
to
it
on
the
next
question,
but,
for
instance,
several
people,
quite
a
few
people,
said
you're.
You
sometimes
speak
out
on
things
in
public
before
you
ever
came
and
asked
us
what
we're
doing
about
that
or
why
we
can't
do
that
or
what
we
you
know
how
we
got
to
the
policy
we
got
to,
and
so
one
thing
they
said
was:
let
us
tell
you
first
before
you
speak
out
in
public
about
what
we're
doing
or
not
doing.
C
Let
us
tell
you
what
we're
doing
under
resourced.
Everybody
knows
what
that's
about
that's
about.
We
could
use
twice
the
budget
we
have.
We
we
we're
not
asking
for
gravy.
This
was
very
much
what
I
heard
we're
not
asking
for
luxuries.
I
promise
you
we're
asking
for
we're
putting
holding
things
together
with
with
duct
tape,
and
there
are
real
needs
and
we
don't.
We
are
under-resourced
to
meet
those
needs.
C
So
frustrating,
I
think,
that's
pretty
obvious.
That's
all
of
the
above
dedicated
responsible
were
other
words
that
showed
up
so
frequently
that,
even
though
they
kind
of
go
with
rewarding
and
fulfilling
this
idea
of
dedication
to
what
they
do
and
feeling
responsible
that,
if
they
don't
hold
their
finger
in
the
dike,
so
to
speak,
the
that
terrible
things
could
happen.
They
are
responsible
and
feel
a
sense
of
dedication
to
the
work
they
do.
C
C
I
trust
them
to
have
my
back.
I
trust
them
to
be
trying
to
do
the
right
things.
I
trust
them
to
have
their
hearts
in
the
right
places
and
their
job
is
thankless
too.
I
heard
that
from
several
people,
so
the
hopeful
comes
from
that.
I
think
from
this
sense
of
we
are
moving
forward
as
a
city.
We
are
a
wonderful
place
to
be
in
to
live.
C
C
There's
one
thing:
I
left
off
that
just
kind
of
didn't
quite
fit
the
question,
but
came
up
again
and
again
and
again,
and
that
was
we
have
an
incredible
city
manager.
C
C
No,
you
did
not
want
to
go
already.
You
did
not,
and
I'm
sure
you
wouldn't.
Let
me
I'm
sure,
you're
embarrassed
that
I
even
said
such
a
thing,
but
I
thought
council
needed
to
know
that
that
that
came
up
and
that
that
was
a
common
theme
ready
to
move
on
question.
Two
lunch
is
here:
oh
all,
right!
Well,
let's
take
a
break,
let's
eat
lunch
and
then
we'll
come
back
and
do
number
two.
That
sounds
great.
H
C
Sorry,
if
you
could
be
back
by
12.50,
that
would
be
great.
J
J
J
J
C
C
C
The
theme
here
was
about
give
us
the
benefit
of
the
doubt
and
say
it
publicly.
You
know
so
know
that
we
are
expert
at
our
job
know
that
we
really
know
what
we're
doing
and
that
you
can
depend
on
us.
You
can
rely
on
us
for
the
information
we
give
you
your
public
support
for
us
really
matters
internally.
This
was
about
the
staff
and
what
I
heard
was
they
respect
and
appreciate
who
you
are
no
there.
C
There
was
not
a
single
instance
where
I
felt
like
anybody
was
bashing
counsel,
not
one
time
full
of
respect
and
appreciation
for
your
roles,
and
they
said
you
have
no
idea
that
when
one
negative
comment
is
made
about
their
area
publicly,
their
whole
staff
is
demoralized
by
it.
They
all
see
it,
they
know
it,
they
feel
it.
So
it's
just
a
just
wanting
you
to
know
that
it
makes
a
difference,
not
that
you
should
never
criticize,
but
wanting
you
to
know,
it
makes
a
huge
difference
how
you
speak
about
them
and
their
departments.
C
They
would
like
you
to
make
core
services
a
priority
of
yours.
They
said
you
know
80
90,
of
what
we
do
is
core
services.
It's
making
stuff
work,
it's
taking
care
of
the
day-to-day,
it's
creating
excellence
in
service
delivery,
and
they
would
like
for
you
to
understand
that
that
is
a
priority
for
them,
and
so
they'd
like
for
you
to
make
some
kind
of
priority
of
the
fact
that
that
excellence,
that
level
of
excellence,
particularly
with
staffing
down,
is
a
priority.
C
C
They
would
like
to
have
opportunities
to
share
with
you
what
they're
working
on
so
that
you
know
more
about
what
what
are
the
things
they're
doing
to
deliver
on
the
priorities
you've
selected
and
I
think
for
some
people
they
didn't
feel
like
they
really
had
much
of
an
opportunity
at
this
point
for
that,
at
least
not
with
the
council.
C
C
This
is
why
we
chose
this
priority,
or
this
is
why
we
can't
do
what
you
would
like
us
to
do,
or
you've
made
a
decision
as
a
council,
and
then
you
get
a
lot
of
pushback
about
it.
Stick
to
your
decision
and
you
had
good
reasons
for
why
you
made
the
decision
and
be
willing
to
bear
that.
Well,
when
you're
going
to
get
some
reaction.
C
And
that
they
need
capital
investments
for
this
deferred
maintenance
question
we
talked
about
that
a
few
minutes
ago.
I
think
that
was
all
oh
and
they're
very
grateful
that
council
chose
to
do
this
survey.
I
heard
that
again
and
again
and
again
I
can't
believe
they
asked
us.
This
is
me
so
meaningful
that
they
would
ask
for
this
information
and
they
felt
really
encouraged
by
that
questions.
For
me
about
any
of
this.
N
E
C
Those
were
very
good
conversations,
and
I
know
you
all
know
because
you
interact
with
them
all
the
time,
but
I
didn't
know
how
special
they
are,
and
so
I
was
so
encouraged
and
I
kept
telling
everyone
I
talked
to
I'd,
say:
listen.
I
just
want
to
say
on
behalf
of
the
silent
people
living
in
your
town,
I'm
so
grateful
for
what
you're
doing
to
make
things
happen
as
it.
C
I
felt
terrible
that
I
had
not
been
expressing
appreciation
to
you
all
and
to
the
department
heads
along
the
way
for
all
the
things
that
work
and
all
the
things
that
are
going
right.
So
many
things
so
many
things,
so
that
was
really
meaningful
all
right,
so
I
would
like
us
to
go
back
before
we
go
forward.
I
would
like
us
to
go
back
to
that.
Mentee
meter
survey
thing
that
we
did
so
pull
out.
I
think
I
forgot
what
tab
it's
under
the
list
of
agreements,
six
tab,
six,
the
list
of
agreements.
C
C
Last
year,
and
I
would
like
to
know
where
would
you
all
like
to
focus
what
which
of
these
feels
like?
Okay,
if
we
did
this
one
really
well,
as
a
group,
I
know
you
chose
individual
ones,
but
if
we
as
a
group,
could
nail
this
one
so
that
we're
absolutely
green
at
this
next
year,
which
ones
would
you
say,
are
the
most
important
for
that
reason.
C
C
O
D
One,
I
would
say
13
avoid
surprises,
doesn't
mean
you
don't
say
it
in
public,
but
to
give
staff
or
your
fellow
council
members
an
idea
that
you're
going
to
get
quoted
in
the
paper
or
talk
at
the
diocese
about
something.
O
I
would
I
would
ditto
that,
but
also
for
the
purpose
of
us
being
able
to
have
a
healthy
conversation
around
what
comes
up
if
it's
a
new
thing
we've
never
heard
before,
how
can
we
make
a
wise
decision
concerning
it
or
give
feedback,
or
even
uplift,
what's
saint
with,
what's
being
said,
if
it's
our
first
time
hearing
it
after
we've
been
having
series
of
conversations,
then
how
can
we
investigate
that?
What
you're
saying
is
an
alternative
path
or
the
right
path?
Yeah.
C
So
you're
saying
shnika
that
that
it's
almost
back
to
that
express
your
view
early,
raise
your
question
early,
because
if
we're
going
down
a
path
and
then
something
gets
raised
late
in
the
process-
and
we
haven't
had
a
heads
up
that
that's
coming
we're
not
in
a
position
to
think
through
that
for
ourselves,
am
I
getting
it
right?
Okay,.
A
Yeah
I
mean
if
somebody
brings
something
up
in
a
council
meeting
that
they've
not
given
anyone
a
heads
up
about
council
almost
can
not
even
begin
to
digest
it.
Like
I
mean
it
doesn't
even
it's
just
too
the
processing
time
isn't
there
and
I
think
that's
pretty
well
known.
So,
if
somebody
does
that,
it's
just
it's
just
for
the
point
of
it
and
then
you
just
kind
of
feel
like
an
idiot
because
you
you
just
got
used
to
it,
make
a
point
of
it.
So
the
whole
experience
is
is
unsatisfying.
C
C
A
So
I
had
10
and
12
on
my
list.
The
no
triangulation
agreement
and
perspective
seeking-
and
you
know,
one
of
the
things
that
we've
been
struggling
with
as
a
council
is
how
to
digest
materials
ahead
of
our
council
meetings.
We've
been
using
this
format
of
check-in
meetings
where
we're
meeting
with
one
or
two
council
members
plus
me
and
the
staff
all
throughout
the
day,
go
over
the
agenda
go
over
some
additional
materials.
A
You
know
every
two
weeks
or
before
every
week
before
every
council
meeting
and
I'm
just
wondering
if
it
you
know
and
there's
definitely
some
concern
in
the
community
around
transparency
and
concern
about
that
process
which
isn't,
which
is.
You
know,
I
think,
an
unforced
error
on
the
part
of
council
in
the
sense
that
there
aren't
decisions
being
made
in
those
check-in
meetings.
A
But
I
can
understand
the
perspective
so
there's
there's
that
kind
of
external
perspective,
but
in
terms
of
internal
and
the
triangulation
concept
and
the
perspective
seeking
I'm
wondering
if
it's
time
for
us
to
do
something
that
we've
been
talking
about
for
a
while,
which
is
to
transition
to
these
work
session
format.
Instead,
where
the
full
council
meets.
A
A
They
review
any
kind
of
last
minute
things
for
that
evening's
meeting
and
then
these
other
things
that
are
more
substantive
and
are
kind
of
longer
term
that
need
some
visit,
maybe
more
than
one
time
visiting
the
issue,
and
I
wonder
if
that
would
help
us
in
terms
of
tamping
down
the
triangulation
issue,
because
we're
trying
to
like
kick,
you
know
through
the
check-ins
carry-on
well,
this
perspective
was
voiced,
or
I
don't
know
if
I
captured
that
right
and
hearing
everyone's
perspective
on
things,
because
the
because
the
staff
also
needs
to
know
like
is
the
council
beginning
to
pivot
on
something
you
know,
you
know
we
have
a
long
term.
A
We
just
went
through
this
with
memorial
stadium
project.
You
know,
is
there
like
a
rotation
happening
here
and
they
need
to
understand
which
direction
we're
going
in?
I
think,
if
we're
all
together,
it'll
be
easier
to
to
gauge
that
I'm
just
floating
that
out
there
as
a
way
to
address
this,
because
I
do
think
we
have
some
challenges
in
our
working
dynamic.
As
a
council,
I
don't
know
gwen's
like
really
so
so
I'm
just.
B
C
O
Do
we
know
about
steps
concern
around
time
put
into
check-ins
as
opposed
to
work
sessions,
because
I
think
we
might
be
making
assumptions
and
I'm
I
want
to
be
clear,
because
I
don't
think
the
the
advantage
in
making
a
change
to
work
session
actually
advantages.
Everybody.
E
D
Check-Ins,
allow
me
to
to
a
lot
of
times
it's
the
first
time.
D
I
mean
the
first
question,
isn't
probably
as
well
thought
through.
It's
not
maybe
politically
I
mean
I
probably
wouldn't
want
to
see
it
on
the
front
page
of
the
paper.
So
to
me,
it
gives
me
that
that
way
of
getting
that
information
before
I'm
asked
to
vote
on
it
or
not,
etc,
and
I
feel
like
if
we
did
everything
in
a
work
session
format,
it's
actually
going
to
create
more
time
for
staff,
because
I'm
not
going
to
go
into
a
work
session
without
having
that
information.
D
First,
and
so
that's
why
I've
been
supportive
of
these
check-ins,
just
because
it's
I
mean
I
feel
like
I
feel
like
my
constituents
want
me
to
be
as
open
and
honest
about
questions
that
I
have
all
the
time
and
I
don't
necessarily
think
a
work
session
format's
going
to
allow
me
to
make
the
best
decisions.
O
So
to
her
point
on
like
just
being
raw,
you
know,
because
she
started
off
by
saying
that
moving
to
a
work
session
might
help
with
staff
staff
feeling
undermined.
I
feel
like
in
the
council
check-ins
I
feel
like
we
can
be
a
little
raw
and
more
candid,
and
we
can
kind
of
show
like
like
we
don't
know
a
lot
about
an
issue,
but
when
we're
in
public
lights,
camera
action,
sometimes
you
don't.
You
want
to
appear,
refined
and
knowledgeable,
and
that
holds
people
back
from
asking
questions.
O
So
the
check-in
process
and
even
hearing
information
and
taking
time
to
gather
information
so
that
you
can
have
follow-up
questions.
It's
sacred
to
a
lot
of
us
who
don't
have
time
and
a
lot
of
us
who
have
been
heavily
criticized.
So
I
think
we
need
to
really
do
some
investigation
about
who
is
in
advantaging
and
if
it's
disadvantaging
the
community
as
it
pertains
to
transparency,
then
how
can
we
tighten
it
up
because
I'm
tantruming
over
it?
O
So
how
do
we
withhold
the
vulnerability
so
that
we
continue
to
build
this
core
within,
but
have
it
tight
enough,
where
the
public
can
be
ensured
that
this
is
what
what
is
discussed?
Maybe
we
do
take
minutes,
you
know
yeah.
How
do
we
restructure
it
so
that
we
keep
the
sacred
moment?
O
O
C
O
C
C
So
it's
you
know
their
their
values
both
ways,
and
I
think
you
have
to
think
about
what
do
we
need
to
be
able
to
do
the
best
job
for
our
constituents
and
if
that's
these
check-ins,
if
that's
what
it
takes
for
you
to
be
able
to.
A
Oh,
no,
I
yes,
no
and
I
I've
had
a
little
discussion.
I
gave
some
processing
lead
time
on
this.
You
know
I
mean
I'm
not
I'm
not
wedded
to
one
format
or
another.
I
I
personally
feel
fairly
comfortable
in
either
format,
but
I
respect
that.
That's
not
not
everyone's
favorite
venue.
I
do.
I
do
if
we
don't
transition
to
a
purely
a
work
session
format
and
we
do
do
work
sessions
on
from
time
to
time.
We
do
budget
work
sessions.
A
We
do
topical
work
sessions
for
sure,
but
you
know
I
mean
I
I
I
think
sneak
is
right.
We've
got
to
think
about
how
do
we,
you
know
explain
what
a
check-in
is
to
folks.
You
know
because
there's
stuff
on
social
media,
about
a
secret
vote
and
things
like
that
which
is
not
true
and
not
how
how
that
works
at
all.
It
really
is
an
opportunity.
A
You
know
we
just
heard
from
17
department
heads
when
you're
elected
to
city
council.
You
do
not
know
what
17
departments
do
you
don't
know
what
and
you
want
to
be
able
to
say,
explain
to
me
this
water
system.
You
know
how
what
do
you
mean
about
how
this
this
and
that
works?
And
it's
a
separate
fund?
A
Is
you
know
whatever
all
the
technical
details
about
about
these
things,
so
your
constituents
think
you
know
everything
about
every
single
thing
about
the
city
and
of
course
you
don't
so
you
know
it
is
an
opportunity
to
learn
and
learn
in
a
supported
environment.
You
know
I
I
do.
I
think
the
check-ins
have
become
they're.
A
They
can
they're
a
little
challenging
on
a
dynamics
level,
and
I
think
I
worry
about
the
the
because
they
are
raw,
as
you
say
and-
and
I
think
I
think,
staff's
gotten
a
little
bit
to
where
they're
kind
of
bracing
themselves
for
these
check-in
meetings,
because
you
know,
if
we've
got
a
tough
topic,
it
can
get
pretty
tough.
So
I
think
we
we
need
to
get
ourselves
kind
of
in
check
around
that.
A
You
know
the
job
of
a
city
council
is
different
to
everybody.
You
know
sandra
talked
about
it
being
like
a
company
like
you're
you're,
literally
at
a
job.
You
know
you're
at
a
company,
and
I
and
I
I
think
about
it.
Like
you
know,
we
talked
about
ownership
like
it's
my
company,
you
know
I
have
a
lot
of
pride
in
it
and
ownership
in
it
when
it
slips,
I
feel
like
I'm
slipping.
A
C
It
goes
back
to
what
they
said
in
their
feedback
that
they
want
to
be
treated
as
trusted
experts
and
and
and
have
a
an
air
of
respect
and
mutuality
between
you
and
them
they
want.
You
know,
questions
to
be
able
to
trust.
F
Them
would
this
okay
going
toward
the
work
session
process
that
you
speak
of.
Would
this
more
or
less
give
us
more
contact
and
insight
to
the
other
departments
working
with
us?
Would
that
make
the
process
work
better.
A
F
A
You
know,
I
guess
that's
a
good
question
for
you
deborah
in
terms
of
if
we
were
to
do
that,
and
we
don't
necessarily
have
to
figure
this
all
out
now,
but
my
we
don't
always
have
departments
in
our
check-ins.
So
a
lot
of
times,
questions
come
up
and
the
area.
A
O
Session
now,
okay,
another
thing
that
just
came
to
my
mind
any
given
check-in
one
person
might
have
a
list
of
demands,
and
they
you
know
those
demands
and
those
questions
and
back
and
forth
may
very
well
take
up
the
entire
time
and
we're
just
on
one
topic.
Just
imagine
all
seven
of
us
loading
questions
on
I
mean
that
is
an
all
night
thing,
so
I'm
really
not
sure
time
wise
if
we
can
fit
everybody's
questions,
concerns
and
the
feedback
into
a
work
session.
K
K
And
so,
if
we
have
the
guard
rails
and
the
goal
of
how
do
we
best
communicate
also
to
the
community
about
the
collective
issues
between
staff
and
elected
officials?
And
what
is
that
form?
What's
the
best
forum,
and
it
may
not
be
one
forum
we
can
have
works,
which
we
do.
We
have
work
sessions,
we
have
check-ins,
we
have,
and
I
think
staff
would
like
kind
of
the
flexibility
to
do
it
all
I
mean
to
do
check-ins,
sometimes
and
not
to
do
check-ins,
sometimes
depending
upon
the
magnitude
of
of
the
issue.
K
There
is
never
a
time
in
our
check-ins
where
there
is
the
secret
kind
of
dialogue
that
we're
having,
but
sometimes
those
conversations
can
get
heated
and
and
uncomfortable
space
and,
as
the
vice
mayor
said,
and
pretty
raw,
we
either
got
to
get
comfortable
doing
that
in
a
public
setting
if
we
go
totally
to
the
to
the
work
session
format.
F
D
Well,
I
I
think
you
know
some
of
these
rules
of
engagement
or
engagement
probably
sounds
a
little
militaristic.
Sorry
about
that
rules
of
meeting
I
mean
I
think
we
have
to
give
ourselves
and
the
staff
permission
to
kind
of
call
each
other
out
in
those
check-ins.
D
You
know
I
know.
Sometimes
I
allow
myself
to
get
pretty
heated
and
take
over,
and
I
guess
right
here
I
would
give
any
of
you
permission
to
say:
okay,
gwen
ratchet
it
down
and
everybody
that
way,
which
I
think
would
help
me
relative
to.
You
know
when
I'm
in
a
particular
work
session
and
make
it
more
trusting.
D
But
again,
I
guess
for
me
a
work
session
format
on
everything
I
feel
like
what
would
happen,
at
least
for
me
and
how
I
process
either
before
or
after
the
meeting
I'm
gonna,
I'm
gonna
have
to
have
a
separate
sit
down
with
deborah
and
say
well,
okay.
I
think
I
really
have
a
dumb
question
here
so
and
I'm
not
gonna
sit
at
a
dice
and
say
it,
but
I
gotta
know
it
before
I
make
a
decision,
and
so
you
know
from
the
standpoint
of
staff
time
being
more
effective,
etc.
D
We
need
to
be
vulnerable
with
each
other
and
give
each
other
permission
to
say:
hey
you
know
what
you're
you
know
you're
getting
too
personal
or
you
know,
can
you
can
you
take
a
couple
deep,
breaths,
etc?
I
mean,
I
think
some
of
us
have
those
kind
of
personal
relationships
with
each
other.
Where
we
can
kind
of
say
I
mean
esther
and
I
have
that
relationship.
She
tells
me
to
shut
up.
I
tell
her,
you
know
no.
I
never
did.
D
But
I
mean
I
think,
if
even
and
staff
too
should
have
that
ability
to
say
you
know
what
what
you
just
said
or
that
tone
you're
taking
with
me
feels
disrespectful.
Making
me
feel
bad.
I
want
to
shut
down,
might
help
if
we
kind
of
had
those
agreements
with
each
other.
N
I'd
like
to
ask
what
could
be
a
stupid
question,
but
I'm
looking
at
the
list
of
the
10
things
the
words
from
the
department
heads
and
the
10
things
that
they
shared
and
don't
overweight,
a
small
minority
of
constituents
use
when
making
decisions.
Can
someone
tell
me
how
large
of
a
concern
in
the
community
is
this,
or
is
this
a
small
concern?
This
small?
Is
this
a
small
concern
or
a
large.
N
Asking
because
I'm
not
getting
a
lot
of,
I
get
a
lot
of
emails
in
general,
I'm
not
getting
a
lot
of
emails
about
this,
I'm
not
hearing
it
from
the
people
I
am
speaking
with,
but
that
doesn't
mean
that
you
all
might
not
be
so
I'm
just
asking
this
is
probably
a
check-in
question.
I
would
have
asked
about
the
diet,
but
hey
is
this
a
really
big
deal.
I
F
I'm
not
seeing
it.
The
only
thing
is
it's
not
that
that
particular
question
is
a
big
deal.
It's
just
that
the
narrative
that
they're
feeding
in
the
community
of
our
not
being
transparent
and
then
then,
if
you
find
a
way
to
say,
look
at
what
they're
doing
then
that
itself
sort
of
spills
over
in
the
community
that
we
cannot
be
trusted,
we're
doing
things
behind
closed
doors
and.
N
That
makes
me
jump
to
one
of
the
other
statements,
which
is
they
want
us
to
be
more
brave
in
the
community.
If
this
isn't
a
problem,
then
let's
speak
to
it.
Not
being
I
mean,
do
we
change
everything
because
a
few
people
are
upset
about
it
is
what
I'm
getting
at
or
is
it
a
lot
of
people
I'm
just
putting
it.
F
N
F
Right
now,
so
you
may
be
getting
different
input.
No,
you
would
you
know
what,
and
that
is
sage.
You
know
what
you're
sage
is
absolutely
right,
because
that's
what
I'm
hearing
on
the
campaign
trail
yeah.
That's
that's
what
they're
using
to
actually
put
us
down
and
to
put
a
lot
of
stuff
down
yeah.
That
is
the
whole.
N
And
in
my
more
professional
conversations
around
this,
I
get
things
like
well,
how
could
you
do
it
without
that
and,
of
course
we
need
team
meetings
and
you
know
background
information
to
do
our
jobs
better
and
that
speaks
to
the.
Are
we
cohesive
in
our
voice?
Are
we
setting
clear
and
concise
goals?
You
know
I'm
with
I
kind
of
agree
with
gwen
and
I
empathize
with
those
of
you
on
the
campaign
trail
right
now
that
are
hearing
more
of
this
and
that's.
O
N
And
I'll
pay
more
attention
to
that.
I
just
want
to
put
it
out
there,
because
I'm
just
not
sure
yeah
that
the
ninety
thousand
people
or
ninety
three
thousand
eight
hundred
and
fifty
that
don't
email
us
are
upset
about.
F
This
well,
the
thing
is
like
I
said:
it's
not
bad,
it's
not
it's
not
that
it's
just
a
transparency
and
it
doesn't
really
matter
what
issue.
It
is
every
issue
that
comes
up
pretty
much,
whether
it
be
charlotte
street
merriman
avenue
the
bike
whatever
it
is,
they
still
come
back
and
find
some
kind
of
way,
they're,
not
telling
us
everything.
The
city
is
running
everything
these
few
people,
I'm
just
saying
that
is
what's
going
on
and
you
keeps
and
that's
what's
causing
a
lot
of
the
conflict.
F
N
Okay-
and
I
can
appreciate
that
perspective
and
from
for
me,
then
I'd
want
to
hear
from
the
management
team
about
what
that
looks
like
to
them
and
if
that's
something,
they
would
recommend
that
we
could
trust
them
to
do,
because
it
does
to
councilwoman
smith's
point
seemed
like
it
could
create
more
work
for
them.
So
can.
C
A
Yeah,
that's
the
format
used
by
the
county
and
and
the
county
also
has
a
thing.
They
don't
call
check-ins,
but
they
call
three
by
threes
which
are
check-ins,
so
they
still,
you
know
they
still
because
there's
just
some
I
mean
every
single
elected
body
of
local
government
has
some
process
where
people
are
sitting
down
at
a
table
and
getting
information,
so
they
can
make
a
decision
about
something
whatever
they
call
it
check-ins
three
by
threes.
Whatever
it
happens,
could
you
do
it
you?
So
you
so
you
you
we
could
we
could
do
a.
A
I
mean,
I
think
the
other
to
shanica's
point
I
mean
time
is
limited
and
staff
time
is
limited
and
this
is
supposed
to
be
a
part-time
job.
So
we
we
have
other
jobs.
We
have
other
really
like
you
know
I
mean
for
me,
I
mean
I
work
full-time
in
addition
to
this
so
but,
but
so
I
don't
I
I
mean.
If
we
had
all
the
time
in
the
world,
should
we
could
do
check-ins
and
blended,
we
could
do
worksite,
we
could
do
it
all,
but
I
don't.
A
I
don't
really
know
what
format
gets
us
to
a
place,
that's
sort
of
the
most
effective
with
the
least
amount
of
time,
so
time's
not
wasted.
In
other
words,
you
know
I
I
do.
I
do
see
a
lot
of
public
bodies
that
do
like
school
boards
and
county
commissions
and
city
councils
that
do
in
a
public
agenda
review
a
couple
weeks
ahead
of
or
the
week
ahead
or
whatever
before
they
or
actually
does
the
school
board
do
like
their
agenda
for
that
night
like
they
do
they
just
do
it
twice
yeah
they
do
it.
A
They
do
it
twice
two
hours
before
right,
I'm
not
suggesting
we
do
it
that
way,
but
but
but
I'm
not,
you
know,
I'm
throwing
it
out
there
and
I'm
not.
I'm
not.
A
I'm
not
convinced
that
it's
a
an
election
issue
necessarily
like
someone's,
going
to
run
and
win
or
want
to
run
and
lose
on
this
on
this
issue.
So
much
and
it's
not
that's
not
entirely
my
motivation
anyway,
I'm
I
am
thinking
a
little
bit
more
about
you
know
just
from
a
process
standpoint.
Might
there
be
an
advantage
to
a
check-in
to
a
work
sessions?
A
Format
in
terms
of
our
dynamic
and
our
ability
to
communicate
with
one
another
and
sort
of
see
where
we
are
as
a
body
on
on
different
issues,
but
I'm
not
you
know,
I'm
not
dying
on
this
hill.
I
mean
this.
Is
you
know
what
whatever
the
whatever
the
will
of
the
group
is,
and,
of
course
what
staff
can
manage?
I
mean
you
know.
That's.
K
So
I
think
we
need
to
process
this
to
assess
literally
how
much
time
would
be
saved.
You
know,
if
you
look
at
number
five,
it
says:
request
to
deborah
and
staff
provide
a
briefing
on
certain
issues
to
counsel
to
help
share
more
information
in
advance
of
a
conversation
or
decision.
That's
what
our
check-ins
are.
M
K
C
C
So
if
you
think
about
it,
so
I
hear
I
hear
let's
process
it,
let's
look
at
the
pros
and
cons,
let's
find
out,
let's
think
on
it
a
minute
and
see
where
we
are
and
what
would
be
the
best
way
forward,
which
I
think
is
a
great
way
to
go
just
think
about
it.
C
E
H
C
E
I
F
H
J
J
M
N
H
H
H
L
I
H
K
All
right,
so
the
baton
has
been
handed
over
to
staff.
This
will
unfortunately,
be
us
talking
to
you
not
at
you,
but
we
will
have
opportunities
for
you
to
ask
us
questions
or
have
your
reflections
and
essentially,
what
we
want
to
do
is.
K
You
know,
because
we're
so
used
to
let's
move
on
to
the
next.
Let's
do
this.
Let's
do
that
and
I
just
this
is
just
a
reflection,
and
I
hope
that
it
provides
you
all
with,
quite
frankly,
the
pat
on
the
back
that
you
deserve
in
terms
of
the
work,
the
effort,
a
lot
of
the
things
that
staff
has
done
has
been
based
upon
decisions
that
you
all
made,
whether
it
is
a
budget,
whether
it
is
resources
and
whether
it
is,
quite
frankly,
a
level
of
trust
that
you
provide
to
us
to
do
our
jobs.
K
So
in
terms
of
kind
of
the
the
key
takeaways
is,
you
know,
you
all
have
developed
these
formal
kind
of
official
priorities,
the
things
that
you
feel
from
either
a
long-term
or
short-term
vision
and
I'll
get
to
that
vision.
Statement
shortly
that
you
all
want
to
accomplish
for
the
community,
and
all
of
this
is
about
how
do
we
impact
and
positively
enhance
the
lives
of
the
people
who
live,
work
and
do
business
in
our
community.
K
The
priorities
are
closely
aligned
with
each
other.
Luckily,
there's
alignment
with
your
priorities
with
the
living
asheville
plan,
which
is
kind
of
the
community's
vision,
and
you
link
your
visions
and
priorities
to
to
that
document
and
to
those
initiatives
and
despite
some
of
the
staffing
challenges
and
some
of
the
things
that
you
heard
in
terms
of
directors,
responses,
we're
making
progress
in
terms
of
implementing
a
lot
of
the
strategies
and
priorities
that
you
all
have
adopted
over
a
number
of
years,
and
we
just
want
to
acknowledge
those
and
provide
kind
of
some
updates.
K
Since
last
year,
staff
is
using
what
you
all
give
us
in
terms
of
priorities.
You
said
we
want
to
work
on
these
following
things.
Well,
we
tell
our
department
heads
now:
you
develop
a
work
program,
a
work
plan
that
demonstrates
how
you
are
aligning
what
you
do
with
these
priorities
and
we'll
be
doing
that
we
have
done
it.
We
we
didn't
do
it
last
year.
We
did
it
in
20
and
talking
calendar
year
and
then
we'll
do
it
in
the
upcoming
fiscal
year.
K
Cities
don't
happen,
happenstance,
that
is
most
of
the
time
good
work
is
done
by
having
kind
of
a
north
star.
This
is
who
we
want
to
be.
This
is
where
we
want
to
go
in
terms
of
a
community,
and
so
you
all
in
2016,
before
a
lot
of
us,
actually
were
here,
developed
a
vision
statement
and
I'm
not
going
to
read
every
word,
but
I
would
suggest
to
you
all
that
you
go
back
and
revisit
this
vision
statement
occasionally
such
that
you
can
determine
if
we
are
being
true
to
this
vision.
K
K
Let's
either
touch
up
this
vision
statement
or,
let's
just
create
a
whole
different
one.
K
I
don't
necessarily
like
throwing
away
vision
statements,
but
definitely
maybe
it's
time
for
us
to
kind
of
tweak
and
maybe
rethink
if
we're
focusing
in
on
through
the
through
our
statement
and
our
vision
for
the
community,
the
right
things
so
I'll
just
do
just
a
couple
of
the
things
we
care
about
people
we
invest
in
our
city
and
and
and
I'm
so
pleased
again.
K
I
wasn't
here
in
2016
that
your
first
statement
was
about
people
and
an
expression
of
how
you
feel
we
care
about
people,
and
that's
that's
really
really
important
for
a
local
government
to
start
a
vision
out
that
way
and
not
you
didn't
start
it
out
with
physical
stuff.
He
said
it's
a
great
place
but
live
because
we
care
about
people.
We
invest
in
our
city,
our
urban
environment
and
locally
based
economy,
support
workers,
entrepreneurs,
business
owners,
families
and
tourists.
K
K
And
so
what
what
we
did
kind
of
with
that
vision
statement
is
say:
okay,
if
we
thought
about
that
vision,
statement
and
then
put
it
into
digestible
kind
of
key
focus
areas.
What
would
they
be,
and
so
your
eight
is
equitable
and
diverse
community
transportation
and
accessibility,
thriving
local
economy
connected
and
engaged
community,
well-planned
and
livable
community
clean
and
healthy
environment
quality,
affordable
housing,
financially
resilient
city.
K
What
we're
going
to
do
is
going
to
provide
you
with
kind
of
an
update
of
all
of
your
priorities
linked
to
these
focus
areas.
K
K
K
Last
year
you
came
up
with
some
priorities:
reparations
employee
compensation,
study,
reimagining,
public
safety,
utilization
of
arpa
funding,
and
I
I
mean
I
think
peggy
is
going
to
do
that
portion
of
the
of
the
presentation
and
if
you
do
not
feel
that
we
have
focused
on
these
priorities,
I
don't
know
where
you've
been
because
you
know
the
commission
has
been
established.
I
mean
there's
a
lot
of
stuff
that
we
have
been
able
to
accomplish
with
you.
Q
Thank
you
deborah
and
to
start
off
with
what
your
one
of
your
priorities
last
year
for
this
year
was
reparations
for
black
asheville.
We
want
to
just
give
you
a
quick
update
on
and
remind
you
all
of
the
accomplishments
that
you've
made
in
that
area
set
aside,
2.1
million
dollars
to
be
used
for
to
fund
reparations,
the
staffing
of
the
office
of
equity
and
inclusion
is
fully
staffed.
Q
Now
in
progress,
as
you
know,
is
the
formation
of
the
25-member
commission
and
then
you
have
to
find
the
commission
focus
areas:
housing,
economic
development,
public
education,
edu
public
health.
Excuse
me,
education
and
public
safety
and
justice
phase.
One
was
completed
with
the
information
sharing
and
truth
telling
we
are
underway
on
the
formation
of
the
commission,
I
should
say
you're
underway
and
then
phase
three
will
be
to
finalize
and
present
the
report
employee
compensation,
one
of
your
other
focus
areas.
For
this
year
you
funded
7.9
million
dollars
to
implement
the
compensation
study.
Q
It
was
just
unprecedented
and
much
appreciated
that
allowed
us
to
implement
the
the
plan.
It
also
provided
some
significant
increases
for
our
public
safety
employees
and
a
two
and
a
half
percent
increase
for
all
other
employees
in
the
city
ongoing
our
continued
reviews
of
the
compensation
and
the
compression
issues.
E
Q
We're
addressing
as
we
move
forward,
you
approved
eight
weeks
of
paid
parental
leave
and
six
weeks
to
care
for
qualified
family
members
with
a
serious
health
condition
and
then
we're
hiring
key
vacancies
across
the
organization
as
a
top
priority.
So
again,
a
lot
of
support
from
you
all
and
a
lot
of
headway
made
as
it
relates
to
compensation,
reimagining
public
safety.
What
has
been
done
in
that
area?
Q
Q
You
funded
cape
position,
neighborhood
services,
specialists,
funded
homeward-bound,
homeless,
outreach
position
to
work
in
downtown
and
other
areas
more
under
public.
Imagine
reimagining
public
safety
as
the
911
consolidation
was
complete,
the
likes
on
initiative,
the
police,
recruiting
efforts,
the
homeless
action
plan
and
again
the
homeless
action
plan
in
partnership
with
funcom
county
hires.
Q
It
will
hire
a
consultant
to
develop
an
actionable
plan
to
address
unsheltered
homelessness
in
asheville
and
buncombe
county
and
then
american
rescue
plan
action
funding
defines
the
allowable
uses
there
on
the
on
the
left-hand
side,
recommended
categories
of
affordable
housing,
homelessness
services,
small
business
recovery,
workforce
development,
food
systems,
city
infrastructure,
domestic
violence,
prevention
and
assistance,
and
community
communication
progress
to
date.
Rfp
for
funding
advertised
initial
staff
scoring
completed
and
council
work
sessions
to
hear
from
applicants.
Q
The
next
steps
will
be
to
award
the
initial
funding
and
then
finally,
areas
where
there
has
been
funding
provided
listed
there
to
the
tune
of
three,
I'm
sorry
8.8,
8.3
million
dollars
and
another
17.9
to
be
awarded.
K
And
while
rachel
is
coming
up
just
point
of
reference,
this
presentation
is
behind
tab.
Eight.
N
N
Well,
we
participated
yeah
yeah.
Well,
no,
I
thought.
A
P
P
What
I'm
going
to
go
through
is
really
a
sampling,
so
you're
not
going
to
see
everything
that
we're
doing,
hitting
on
the
eight
focus
areas,
you're
not
going
to
see
all
of
the
work
that
staff
is
doing
to
hit
on
those
top
13
strategies.
It's
just
going
to
be
a
high
level
overview
in
in
concert
with
that
effort.
One
of
the
things
that
deborah's
had
me
working
with
the
department
directors
on
is
really.
How
do
we
focus
on
making
progress
and
celebrating
the
victories
we
have
along
the
way
trying
to
get
at?
P
It
is
overwhelming
the
the
number
of
different
initiatives
we
have
going
on
across
the
city.
So
we've
worked
with
the
department
directors
to
establish
a
list,
and
this
is
a
big
list
too,
of
what
are
our
top
priorities.
Just
the
things
we're
trying
internally
to
accomplish
by
the
end
of
this
fiscal
year
and
it's
29,
and
it's
been
an
act
of
congress
honestly
to
get
the
directors
to
narrow
it
down
to
29.
P
P
And
so
we
did
fund
some
additional
improvements
in
the
last
fiscal
year.
But
the
art
staffing
shortages
are
are
not
even
we're
not
able
to
provide
the
service
at
a
minimal
level
that
we
want
to
provide
now
much
less
expand
routes,
which
my
understanding
is.
That's
the
primary
focus
of
the
transit
master
plan.
So
that's
something
that
transportation
is
working
on.
I
know
there
are
some
discussions
taking
place
as
a
part
of
the
budget
process,
but
definitely
an
area
where
we
need
to
really
figure
out.
L
P
Absolutely,
and
so
that's
that
is
another
focus-
is
making
sure
that
we
can
staff
up
the
departments
to
then
provide
the
support
ultimately
needed
to
lift
up
these
contracted
services
that
we
have.
So
that's
something
that
we
are
acutely
aware
of,
particularly
in
transportation,
parking,
transit
and
something.
I
know
that
not
only
the
department
but
human
resources
is
helping
us
focus
on
rachel.
B
Before
we
move
on,
I
just
wanted
to
add
into
this
conversation:
it's
not
just
the
south
asheville
routes
to
s3
and
s6
that
we
haven't
implemented
yet,
but
also
the
evening
service
hours.
Yes,.
P
Yeah
and
that
that
really
is
needing
additional
drivers.
I've
been
in
contact
with
jessica
on
that
and
my
understanding
is
right.
Now
they
need
just
75
drivers
to
be
able
to
implement
and
we're
hovering
around
54
to
56
drivers
under
the
contract.
E
P
P
So,
just
noting
a
couple,
obviously,
in
february
you
all
approved
the
2.5
million
dollars
in
funding
for
the
haywood
street
community
development,
which
added
45
units
and
then
really
great
news
that
I
I
learned
earlier
this
week
from
nikki
is
with
regard
to
ramada
we're
looking
at
having
the
closing
date
by
the
end
of
this
month.
So
that's
a
huge
step
forward
and
just
wanted
to
note
on
those
two
things.
P
Of
course,
there's
a
lot
happening
in
the
space
of
affordable
housing,
but
this
is
just
a
sampling,
an
equitable
and
diverse
community,
so
peggy's
already
hit
on
some
of
the
great
work,
that's
happening
with
our
office
of
equity
and
inclusion
just
to
hit
on
a
couple
of
other
things:
the
hcd
committee,
I
know
recently
heard
about
some
restructuring
to
what
we
call
our
spf
strategic
partnership
fund.
Grant
or
excuse
me,
strategic
partnership
fund
grant
and
there
really
is
going
to
be
a
focus
on
how
do
we
foster
economic
mobility,
particularly
with
the
schools?
P
So
the
team
is
really
looking
at.
How
do
we
restructure
that
program
to
make
sure
that
we
are
providing
grants
to
to
existing
programming
across
the
community
that
can
help
students
bridge
that
opportunity
gap
that
we're
all
aware
of
a
well-planned
and
livable
community?
So
these
strategies,
some
of
them,
are
pretty
specific,
develop
specific
implementation
plan
and
schedule
to
amend
the
udo.
P
The
other
strategy
is
complete
corridor
studies
and
other
plans
identified
for
transit
corridors
to
encourage
supportive
development
that
will
be
since
that
will
be
sensitive
and
complement
adjacent
neighborhoods.
So
we've
done
a
lot
of
work.
There's
still
a
lot
of
work
left
to
do
I'll.
Just
mention.
You've
had
the
work
session
recently
on
the
open
space
plan
and
we've
got
the
open
space
task
force
that
completed
their
proposed
changes
to
the
city's
open
space.
Zoning
regulations
to
refine
amendments
in
the
udo,
a
thriving
local
economy.
P
So
I
know
in
january
you
all
heard
from
amber
and
our
consultant
on
the
climate,
justice
plan
and
amber's
team
is
working
very
hard
right
now,
and
one
of
those
sister
priorities
that
I
mentioned
earlier
is
her
team
has
got
a
really
specific
work
plan
established
in
terms
of
how
do
we
get
our
municipal
climate
action
plan
finalized
and
brought
forward
to
the
city
council
by
the
end
of
this
fiscal
year.
So
the
goal
is
to
have
the
plan
finalized
by
the
end
of
june
2022.
P
A
financially
resilient
city,
there
are
several
strategies
here:
I'm
not
going
to
read
through
all
of
them,
I'll
just
hit
on
one
participate
in
the
tda's
management
and
planning
initiative
to
develop
a
capital
investment
plan
for
high
priority
projects.
Of
course,
on
february
22nd,
you
all
had
your
capital
first
workshop
that
focused
on
capital.
There
have
been
several
conversations
with
the
tda
around.
P
How
do
we
then
focus
in
on
what
are
those
projects
that
would
most
lend
themselves
to
the
requirements
of
tpdf
funding
and
I
think,
we're
getting
to
a
place
where
we've
got
a
much
more
structured
process
that
we'll
be
able
to
bring
back
to
you,
of
course,
having
the
legislation
passed
where
there's
additional
funding
available
will
certainly
make
that
process
much
easier
for
us
a
connected
and
engaged
commute
community.
So
this
is
the
last
focus
area,
and
actually
there
were
no
top
13
strategies
established
specifically
for
this.
Obviously,
we
want
to
be
transparent.
P
P
We
love
that
the
community
is
using
it
and
we
know
that
we
internally
have
some
opportunities
to
improve
consistency
and
how
we
use
the
app,
not
only
in
terms
of
how
we
respond
to
the
requests
that
are
received,
but
also
the
quality
of
the
data
and
how
we
use
that
data
to
inform
decision
making
moving
forward.
That's
something
as
I've
been
looking
into
the
cleanliness
issue
that
I'm
going
to
be
presenting
to
you
all.
P
P
P
P
So
that
is
all
I
have
key
takeaways
again.
We
can
go
through
them,
but
council's
priorities
have
been
developed
over
the
past
several
years,
as
has
been
discussed
throughout
today's
presentation.
Many
of
them
are
closely
aligned
with
each
other
and
despite
our
staffing
challenges,
we
are
making
progress
in
operationalizing
your
policy
objectives
and
we
will
be
using
and
have
used
your
priorities
for
budget
development
as
well
as
development
of
individual
staff,
work
plans
and
project
work
plans
across
the
organization
and
we'll
continue
doing
so
throughout
the
next
fiscal
year.
C
A
F
Well,
the
one
take
away
whatever
I
really
enjoyed
this
session
and
I
think
what
it's
actually
done
is
sort
of
brought
us
closer
together
by
showing
our
our
likes
and
dislikes
and
being
able
to
be
open
with
people,
and
I
really
appreciate
the
way
the
whole
session
sort
of
panned
out.
It's
almost
like.
We
have
a
certain
calm
or
a
certain
respect
for
each
other
that
we
didn't
have
before,
and
I'm
happy
to
see
that.
Thank
you.
B
I
would
just
say
that
I've
I
appreciate
that
we
have
a
lot
of
work
to
do
and
that
I
serve
with
smart,
courageous
women
who
are
ready
to
do
it.
N
M
I
had
a
couple
of
things
I
guess
they're
more
highlights
than
takeaways.
I
really
really
loved
finding
out.
One
thing
I
didn't
know
about
everything
that
was
fascinating
for
me
and
also
I
really
liked
seeing
what
we
thought
about
you
know
is
it
the
mentee
yeah?
M
I
I
like
seeing
if
what
I
was
thinking
kind
of
coincided
with
what
you
know.
Colleagues
were
thinking.
So
thanks
for
that.
L
Well,
I
forgot
to
say
thank
you
earlier,
but
the
pay
parental
leave
is
coming
in
handy
for
me,.
P
Especially
since
I'm
not
fmla
eligible,
so
I
would
not
be
in
my
role
or
not
for
the
paid
parental
leave,
but
really
appreciate
everyone's
willingness
to
be
candid
and
open
today,
especially
coming
new
to
the
organization
and
not
knowing
the
city
council
very
well.
It
was
really
great
today
to
get
to
know
a
little
bit
more
about
each
of
you
personally
and
get
to
know
your
personalities
better.
J
I'm
going
to
echo
what
gwen
said
and
express
my
appreciation
for
the
opportunity
for
u.s
council
women
to
hear
what
staff
says
and
vice
versa,
because
I
really
think
that
that
communication,
although
there
are
these
walls,
legally
set
up
that
if
we
could
find
a
conduit
to
allow
that
to
happen
more,
I
think
the
appreciation
would
be
very
strong
both
ways.
So
I
really
appreciate
this
opportunity
to
get
to
not
just
share
that
information
but
see
your
reaction
to
it.
K
Do
you
mind
if
I
have
a
chance
yeah?
I
appreciate
that
so
I
wanted
to
just
say
how
much
I
appreciate
the
staff
who
helped
organize
this
day,
because
this
just
doesn't
happen.
It's
a
lot
of
work
and
jamie
and
jenna,
and
I
don't
want
to
start
naming,
but
this
whole
crew.
That
seemingly
is
observing.
They
truly
have
been
active
participants
in
making
this
day
successful.
So
can
you
all
join
me
in
a
round
of
applause
for.
A
Okay-
and
I
want
to
thank
the
vice
mayor,
joined
me
in
doing
some
planning
with
staff.
We
just
gave
our
input
and
staff
put
it
together,
as
deborah
said,
so.
That's
greatly
appreciated
to
the
civic
center
staff,
who
got
us
in
the
building
today.
That
was
very
good
of
them
to
do
that,
and
you
know
for
audience
members
what's
left
of
them.
A
Thank
you,
and
I
know
we
have
some
people
watching
us
virtually
so
and,
and
it
does
take
a
lot
of
work-
I
know
to
put
this
together,
so
thank
you
so
much
for
working
with
our
staff
and
the
staff
working
with
you
and
getting
this
getting
this
ready
for
today,
so
maybe
one
day
we'll
retreat
somewhere
other
than
harris
cherokee.
But
this
has
been
our
our.
I
think,
one
time
we
went
to
montreat.
A
No,
we
went
to
warren
wilson.
We
went
to
warren
wilson
cafeteria
they
make
their
own
food
it's
and
yeah
it's
pretty
good,
but
but
for
now
this
is
a
great
location.
So
I
share
in
the
warmth
and
love
and
bonding
that
we
just
experienced
today.
I
love
that
I
know
I
don't
seem
very
touchy.
Feely
but
I
do
enjoy
it
so
much
really
in
my
heart,
not
a
little
bit
more
than
you
would
imagine,
but
so
I
look
forward
to
day
two
tomorrow
yeah,
so
everybody.