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From YouTube: City Council Retreat, Day 1 of 2 – March 2, 2023
Description
Special work session of the Asheville City Council.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-meeting-materials/
A
A
A
Okay,
just
to
make
it
official
hello
here
we
are,
and
I
am
very
happy
to
be
back
in
your
wonderful
community.
That
you're
here
to
work
on
making
even
better
I
was
thinking
last
night
about
the
last
time.
I
saw
you
the
last
time.
A
I
saw
you,
we
were
standing
in
a
basketball
arena
and
it
was
amazing
you
think
back
upon
just
a
couple
of
years
ago,
where
the
world
was
at
that
moment
the
uncertainty,
the
confusion,
the
fear
and,
as
Leaders
of
this
community,
you
all
were
on
I
alert
to
try
to
get
this
community
Through
a
moment
that
you
just
can't
prepare
for,
and
you
you
did
that
and
now
here
you
are
so
I'm
thrilled
to
be
back
in
the
conversation
with
you
and
continue
this
important
work,
I'm
thrilled
to
be
back
so
I
want
to
hand
it
off
to
your
mayor
and
just
have
her
share
anything
on
her
mind
and
thought
that
she
has,
as
we
just
ease
into
what
is
a
very
important
conversation,
not
a
mayor.
B
How's,
that
is,
that
working
and
one
of
the
questions
I
posed
was
why
is
this
a
critical
year
and
you
know
I-
think
every
year
is
a
critical
year.
Obviously
I
would
say
for
us
personally
setting
the
stage
for
us,
as
a
council
I
believe
this
last
year,
all
but
one
of
us
Sage
was
running
for
office
and
running
for
office
for
almost
a
year,
so
so
that
for
us
personally,
was
interesting
in
time
and
and
time
consuming.
B
It
was
also
an
incredible
opportunity
to
be
doing
this
job
and
also
engaging
in
the
different
forums
and
candidate
events
knocking
on
doors
talking
to
folks
in
our
community,
even
more
than
we
normally
would
to
learn
about
what
concerns
they
have
and
to
bring
all
that
to
this
moment.
But
I
know
for
for
all
of
you.
It's
just
a
level
of
dedication
and
commitment
and
I
want
to
thank
you
all
for
your
service
to
the
community
and
as
I
look
around
this
room.
B
I
think
also
about
all
the
staff
in
this
room,
and
we
have
even
someone
in
the
public
attending
and
and
the
Press
and
I
you
know.
I
just
want
to
thank
you
all
for
for
your
work.
Work
as
staff
working
with
an
elected
body
can
be
challenging,
to
say
the
least,
because
we,
you
know
we
try
to
build
consensus,
but
we
we
can
sometimes
send
mixed
signals.
B
That
can
be
a
challenge
and
I
would
say
for
this
Retreat
in
terms
of
what
I
hope
we
accomplish
is
building
that
consensus
growing
together
as
a
team
learning
more
about
each
other
and
how
to
work
with
each
other
and
helping
provide
very
clear
goals
for
for
us
for
our
community
and
for
our
staff
as
we
build
that
stage
for
for
the
work
to
come
for
this
for
this
next
year.
So
those
are
just
some
thoughts.
B
I
have
about
going
into
this
I'm
I'm
feeling
very
positive,
I
actually
enjoy
Retreats
I
know,
there's
not.
Everybody
looks
forward
to
Retreats,
but
but
I
generally
enjoy
them
and
feel
like
we
gain
something.
Every
time
we
come
together
and
work
together,
like
this.
A
And
we're
going
to
talk
more
specifically
in
a
little
bit
about
why
even
have
a
retreat.
Why
are
the
why?
Why
is
it
important
or
not
to
have
these
types
of
conversations
I
appreciate,
you
kicking
us
off
Deborah
how
about
for
you
I'm
sure
you
know
you
have
spent
a
lot
of
time
over
the
last
many
many
many
months.
C
Well,
thank
you,
Nicholas,
and
let
me
start
by
just
thanking
Council:
we've
had
a
pretty
good
run
over
the
past
two
weeks
we
have
been
doing
a
number
of
things
checking
in
with
our
legislators
checking
in
with
the
community.
We
went
to
a
new
format
for
our
gender
briefing
work
sessions,
so
we've
and
now
we're
having
a
retreat.
We
had
a
council
meeting
this
past
Tuesday,
so
we've
got
we've
gone
through
a
lot.
So
thank
you
for
your
time.
D
C
C
Our
expectations
is
that
coming
out
of
this
Retreat
that
we
get
clear
Direction
about
our
priorities,
I
say
that
we
have
a
little
bit
of
flexibility,
hopefully
and
you'll-
hear
that
discussion
tomorrow
in
terms
of
budget
projections
from
a
fiscal
and
financial
perspective,
but
from
from
a
kind
of
strategic
Focus
perspective,
we
we've
we've
got
to
get
focused.
C
I
know
there
are
a
ton
of
issues
that
this
community
is
facing,
but
when
we
have
like
we
did
several
years
ago,
we
had
32
priorities.
Nothing
is
a
priority
because
we
just
don't
have
the
bandwidth
to
do
all
of
the
things
that
we
know
need
to
get
done.
So
we've
got
to
prioritize
and
part
of
having
Retreats
is
to
get
that
focus
on
whether
those
things
that
are
the
most
critical
we've
got.
Critical
paths
got
lots
of
decisions
in
terms
of
capital
investments
in
terms
of
operating.
C
You
all
heard
at
the
council
meeting
on
Tuesday
Public
Safety
is,
is
huge
in
our
community
and
having
the
resources
to
shore
up
our
Police
Department
and
just
make
the
Investments
that
are
needed.
Also
in
public
works.
We
need
more
people
and
staff
in
public
works
too.
So
we've
got
some
challenges.
We've
got
some
opportunities,
but,
most
importantly,
I
think
we
have
a
group
of
elected
officials
and
I
would
like
to
say
on
this
second
day
of
women's
History
Month.
C
A
Over
to
you
very
good,
thank
you
very,
very
much.
You
know
the
perspective
of
being
able
to
see
it
from
behind
backwards,
current
state
of
things
and
then
also
be
willing
to
look
into
the
future
and
see
what
what's
possible.
A
A
I
was
in
Raleigh
yesterday
and
I
spoke
to
350
or
so
of
your
colleagues
and
what
I
mean
by
your
colleagues.
These
are
people
who,
across
the
state
of
North
Carolina
work
in
local
government,
finance
and
budgeting
offices.
It
was
their
state
conference
and
they
asked
me
to
come
and
talk
about
leadership,
team
and
culture
last
year.
I
couldn't
do
it.
The
dates
just
didn't
work,
but
I
told
them
then
would
as
soon
as
you
know,
the
dates
for
2023.
Please
let
me
know
because
I
really
want
to
come,
do
this.
A
A
The
reason
why
I
wanted
to
make
sure
that
this
year,
I
was
able
to
do
it
is
because
I
believe
in
I
believe
in
community,
just
like
you
I,
believe
in
community
in
our
country
is
made
up
of
communities
like
this
and
the
majority
of
the
communities
across
the
country
look
and
feel
like
your
community,
not
the
biggest
cities
in
the
country.
This
is
the
country
and
I
also
believe
in
good
governance,
I
believe
in
good
government,
and
you
represent
both
of
those
things.
A
I,
don't
think
you
can
really
have
a
country
without
both,
so
you
represent
that
and
you
get
up
every
day
and
you
do
what
you
do
and
it's
hard
stuff
it's
hard
to
do
what
you
do,
but
you
do
it
and
you
serve
so
I.
Thank
you
for
that
I.
Thank
you
for
what
you
do
for
your
community
for
people.
Like
me,
families,
like
my
family,
it's
a
big
deal.
A
So
thank
you
for
the
opportunity,
just
to
kind
of
say
that
now
here
we
are
our
Retreat
for
the
year,
and
here
is
the
here's,
the
agenda.
You
have
a
copy
of
that
in
front
of
you
front
and
back
that's
what
day.
One
looks
like
that's
what
tomorrow
looks
like
and
that's
the
formal
version
of
it
with
time
blocks,
but
I
want
to
just
kind
of
break
this
into
the
conversations
that
we're
going
to
have
together
so
day.
One
discussion
number
one,
is
just
kind
of
resetting
the
context
before
we
dig
into
the
content.
A
Let's
just
kind
of
re-establish
the
context,
so
I
have
a
few
things
that
I'm
going
to
want
to
hear
from
you
on
and
a
few
things
that
I'm
going
to
want
to
establish,
and
hopefully
we
can
create
this
contextual
frame
to
do
the
work
in
over
the
next
two
days.
So
that's
discussion,
one
discussion,
two
going
from
being
having
a
vision
to
actualizing
the
vision,
so
we're
going
to
just
kind
of
make
sure
we
remember
okay.
A
A
Then
our
last
conversation
today
will
be
well.
What
are
the
internal
barriers
anything
inside
of
this
government
team
that
may
be
slowing
us
down,
maybe
getting
in
the
way
of
stronger
execution,
maybe
getting
in
the
way
of
the
actualization
of
the
vision
that's
day.
One
then
we'll
come
back
tomorrow
day.
Two
conversation
number
five
is
reviewing
the
priorities
seeing
the
accomplishments.
There
have
been
lots
of
them
of
the
past
year.
A
A
That's
happening,
discussion,
number,
six,
funding,
budget
challenges,
opportunities,
I've
read
the
paper
this
morning
and
I
saw
that
you've
had
your
first
open
public
forum,
where
members
of
your
community
can
come
in
contribute
share
their
perspective
with
you
what's
important
from
a
budgeting
perspective
at
the
beginning
of
the
process,
so
we'll
spend
time
tomorrow.
Talking
about
that,
then
discussion
number
seven.
This
is
a
really
really
big
one.
A
A
A
A
Second
of
all,
to
your
point
a
moment
ago,
Madam
mayor
this
body
counts
so
I'm
talking
about
right
now,
nobody's
running
for
re-election
this
year.
Do
I
have
that
right
right.
So
you
have
it's
technically
almost
two
years,
but
in
real
life,
less
than
that
we
know,
we've
got
about
a
year
where
you'll
be
in.
How
do
we
govern
better
mode
as
opposed
to
the
other
modes
that
are
part
of
your
life
as
well?
A
A
A
If
you
can
press
pause
on
it
and
be
all
in
for
this
conversation,
I
want
us
and
I
want
this
community
to
get
every
drop
getting
all
of
you
in
this
room
for
a
day
and
a
half,
and
perhaps
perhaps
today-
and
tomorrow
is
the
launch
point
for
this
to
be
your
best
stuff,
yet
as
a
collective
team
of
leaders
of
this
community.
Perhaps
this
is
the
beginning
of
really
special
stretch.
A
A
Like
you
you're
comment
a
moment
ago,
when
I
finished
my
comments
in
Raleigh
yesterday,
a
few
folks
came
up
to
me
and
say:
listen
appreciate
you
coming
and
blah
blah
blah
and
they
said,
ask
me:
where
are
you
going
next
I
said
well
I'm
heading
to
Asheville?
Let
me
tell
you
about
a
group
in
Nashville.
You
may
not
even
know
now.
A
These
are
all
people
who
do
what
you
do
across
the
state
and
do
you
know
every
person
I
talk
to
I,
think
I
mentioned
it
to
three
or
four
people
on
their
way
out
of
the
door.
They
did
not
know
the
special
thing
we
got
going
on
up
here
and
really
and
two
of
the
people
I
talked
to
they
said.
Is
that
the
first
time
that's
ever
happened
in
the
state.
A
That's
what
I
think
it
is
I'm,
pretty
sure
this
is
the
first
time
so
as
I
shared
with
you
back
in
21,
the
first
version
of
this
you're.
Now
in
your
third
version,
if
you
conclude
last
year
now,
this
is
a
big
deal,
so
you
don't
point
at
it.
I'm
sure
you
just
do
your
work
but
I'm
going
to
keep
pointing
at
it
as
a
big
deal.
I
know
it
is
and
I
want
you
to
collectively
and
individually
be
proud
of
it.
A
A
A
A
A
So
the
first
is
this
just
to
thoroughly
and
deeply
completely
remember
this
as
go
the
leaders
all
of
you
so
goes
this
community
I
want
you
to
remember
this
and
I
want
you
to
fully
own
your
responsibility
in
this.
You
represent
a
lot
of
people
who
are
counting
on
you
to
make
progress
together
by
the
way,
a
lot
of
people.
So
as
go
you
so
ghost
this
community,
and
let's
not
forget
that
we're
swimming
still
in
unusual
and
interesting
times.
A
It
feels
to
me
is
that
this
is
kind
of
where
things
are
it's
kind
of
a
deal
right.
You
know
it's.
It's
tough,
sledding
out
there
and
remember
back
guess:
man
a
year,
maybe
a
year
and
a
half
almost
two
years
ago,
once
we
had
a
once,
we
had
the
vaccine
for
the
virus.
People
say:
oh
man,
it's
going
to
be
like
the
Roaring
20s,
again
boy,
it's
going
to
be
just
good
times,
and
it's
going
to
be
amazing.
A
Well,
that's
not
turned
out
the
way
it
is.
I
mean
it's
just
it's
still
tough
and
I
think
the
pandemic
just
intensified.
This
chaos
ball
go,
go,
go
more
and
more
and
more
challenges,
just
kind
of
the
water
we're
swimming
in
you're,
leading
in
that
the
people
you
represent
are
living
in
some
version
of
that
colleagues
are
swimming
in
that
and
then
even
more
specifically
to
you
governing
and
there's
the
water
in
the
world
in
which
you're
leading
all
of
that.
This
is
your
world.
This
is
the
basic
chaos
ball
of
government
law.
A
For
all
the
reasons
you
would
imagine
number
one.
A
lot
of
them
move
here,
number
two:
they
come
in
a
help
boost
your
community,
your
Revenue
tax
revenue
that
comes
from
money.
It's
all
it's
a
very
big
part
of
the
equation,
but
you
also
know
that
you
can't
just
build
the
city
for
for
people
come
visit
you.
A
So
how
do
you
shape
it?
So
when
I
came
in
last
night,
it
just
felt
like
I
know:
I
came
during
the
right
in
the
heart
of
the
pandemic,
but
man
it
just
feels
like
there's
a
lot.
That's
happened
in
the
city
in
just
two
years:
well,
you're
doing
that
together
shape
and
influence.
So
when
I
come
back
here
in
a
few
more
years,
what
will
you
have
shaped?
A
A
A
I
think
about
a
few
things,
one
I
think
about
an
opportunity
to
pause
and
consolidate
Paul's
and
consolidate.
Sometimes
when
you
live
in
that
day
in
and
day
out,
when
you
lead
in
that
day
in
and
day
out,
a
good
pause
will
do
you
good
and
let's
just
kind
of
hold
on,
let's
just
pull
the
car
over
to
the
side
of
the
road
and,
let's
just
kind
of
pause
for
a
moment.
A
The
polls
and
consolidate
two
assess
the
situation.
Tough
battle,
getting
all
that
you
get
done
done,
let's
just
kind
of
assess
how?
How
are
we
doing
what's
this?
Has
the
situation
shifted?
Has
the
context
shifted
through
things
in
our
commitment
to
get
it
done,
that
have
crept
up,
that
we
kind
of
let's
assess
the
situation,
so
we're
going
to
do
that,
make
tactical
adjustments.
This
is
back
to
what
you
said
a
moment
ago.
You
live
in
a
world
with
limited
resources
which
meat.
A
A
You
live
in
a
world
of
limited
resources,
which
means
this
is
really
hard
and
part
of
how
you
Leverage
the
limited
resources
you
have
is
by
by
being
very
Tactical,
very
precise,
with
what
we
do
and
what
we
don't
do
and
how
we
do
it
efficiency
treaty.
Why
retreat
recommit
to
the
vision?
Hey?
What
did
we
say
we're
doing
all
this?
For
oh
yeah,
yeah,
that's
a
that's
a
worthy
Mission
I'm!
Still
in
for
that
hey!
Why?
Well
I'm!
Sorry!
Why
did
I?
Why
did
I
say
yes
to
running?
A
Oh
yeah,
people
in
my
community
need
me
they
don't
have
a
voice
like
I,
have
a
voice,
so
I'm
I'm.
You
got
to
make
sure
you
remember
now.
This
is
important.
Sometimes
this
one
gets
overlooked
because
you
know
you
are
so
committed,
but
the
work
you
do
is
so
hard
that
if
you
lose
sight
of
the,
why
behind?
Why
you
do
what
you
do
this
stuff's,
not
making
a
lot
of
sense,
so
you
have
to
make
sure
each
of
you
individually
and
collectively
are
anchored
into
your.
Why
are
we
doing
this,
calling
that
Vision?
A
A
A
Unite
strengthen
that
is
literally
what
consolidate
means.
So
that's
part
of
why,
in
my
mind,
this
is
so
important
for
you
to
take
the
time.
I
know
it's
hard
to
get
here.
You
have
a
lot
to
do
in
all
your
roles
that
you
play
in
your
life,
but
to
be
able
to
come
together
and
consolidate,
strengthen
your
Collective
power
to
shape
and
influence.
What
happens
next
is
critically
important.
A
A
Let's
get
you
in
now
we're
here
we're
here
in
the
room
we're
here.
Physically
you've
cleared
your
calendars
you're
here,
I'm
curious
to
hear
from
each
of
you
and
I
want
to
kind
of
do
this
a
bit
speed
round
style.
We
talked
about
it
during
our
one-on-one,
so
I'm
sure
you
have
several
things
that
are
on
your
list
of
important
things
that
we've
got
to
do
this
week.
A
I'm
asking
go
right
around
the
room,
I'm
asking
you
to
share
you're
number
one:
here's
the
most
important,
there's
number
one
on
my
list
of
most
important
outcomes:
here's
my
most
important
outcome
that
I
think
we
have
to
get
to
today
and
tomorrow,
all
right.
Let's
start
here,
Brad!
What's
what's
your
number
one.
E
I
I
always
answer
this
question
at
these
events
from
a
staff
perspective,
because
I
think
one
of
the
things
that
staff
would
always
like
to
see
coming
out
of
these
events
is
that
an
energized
Unity.
E
We
not
only
want
to
know
the
policy
direction
that
you
want
us
to
take
it
in.
We
want
to
know
that
you
have
a
concise,
unified
opinion
of
that,
but
that
there
is
energy
and
vigor
behind
it
that
staff
can
get
behind
and
really
dedicate
ourselves
to
try
to
help
you
achieve
those
policy
goals.
F
Thank
you
Brad.
So
last
year
was
my
first
retreat
with
this
community
and
the
retreat
was
really
transformational
for
staff,
because
we
got
really
clear
policy
and
priority
direction
from
Council
that
helped
us
really
reorganize.
How
we
deliver
work,
how
we
prioritize
projects,
and
so
I,
want
to
keep
that
positive
momentum
that
we
got.
The
structures
that
we
put
in
place
have
really
benefited
staff
and
knowing
what
that
true,
north
is
so
my
hope
is
as
a
result
of
the
next
two
days.
F
G
Looks
like
the
right
button.
What's
the
one
thing
I
mean
it's
some
of
the
things
that
have
already
been
shared,
leading
up
to
like
the
way
that
we're
going
to
spend
our
time
together
is
really
like.
Coming
onto
this
Council
I
talked
and
spent
time
with
each
of
my
colleagues.
We
all
want
more
affordable
housing
and
that's
awesome.
We
actually
agree
on
that,
and
so
I
want
to
go.
What
kind
I
want
to
like?
G
Take
it
to
the
next
level,
I
want
to
burrow
down
a
little
more
so
that
we
take
all
these
priorities
that
are
one
or
two
words
and
start
getting
some
clarity,
so
that
I
can
be
part
of
the
Workhorse
team.
You
know
like
once
we
get
a
some
clear
Direction.
Then
it
helps
me
know
how
to
step
into
this
team.
G
That's
already
been
working
together,
quite
a
bit
and
and
how
to
kind
of
fill
gaps,
or
what
have
you
so
having
kind
of
unified
Direction
with
crisp
and
focus
goals
under
our
priorities
gets
me
really
excited
and
passionate
about
joining
this
existing
team.
A
Now
you
can
ask
a
follow-up
question.
A
couple
couple
questions
one
is
how
and
if
you're
new
fish
to
this
right
right
yep,
we
love
new
fish,
because
you
know
the
new
fish.
When
you
put
a
new
fish
in
the
water,
the
new
fish,
she
sees
all
of
the
elements
in
the
water
that,
for
the
fish
who've
been
in
the
water
for
a
while,
those
elements
can
start
to
become
invisible.
A
So
the
new
fish
sees
everything.
Of
course,
question
that
new
fish
tend
to
ask
is
well.
Why
do
we
do
it
that
way?
Why
we
do
it
that
way
and
what
do
the
fish
who've
been
in
the
water
for
a
while,
always
say
in
reply,
because
we
always
have
right
so
for
you
one?
What's
it
feel
like
now
that
you're
a
part
of
this
group?
G
Two
big
questions:
what's
it
like
joining
the
team,
I
mean
genuinely,
it
is
pretty
exciting
and
pretty
hopeful
I
mean
just
think
of
any
counterpart
City
that
has
a
mix
of
political
parties.
Perhaps
that
has
just
like
really
wide-ranging
philosophical
views
on
government
and
like
to
blend
a
little
when
I
worked
for
the
city
in
2008.
G
H
A
Not
as
you're
saying
the
prison
word,
I
I
do
remember
a
little
I
didn't
catch
the
context
back
then,
but
that's
what
it
was.
So
it
was
on
the
county
side
just
to
be
clear:
yeah,
okay
and
your
experience
is
that
that
that
largely
has
subsided.
G
D
G
Right,
like
for
y'all
who've,
been
on
Council
quite
many
years
at
this
point,
a
lot
of
the
topics
change
really
quickly
at
these
Retreats,
it
seems
like
there
might
be
some
themes,
but
I
guess
it
just
comes
back
to
like
I
think
we're
a
lot
closer
to
like.
We
all
share
a
lot
of
ideals
and
and
priorities
and
goals
for
our
community.
D
D
A
J
What
is
the
most
important
outcome
that
must
be
achieved
during
this
retreat?
I
think
I
would
like
to
see
us
become,
provide
more
leadership
for
the
community.
J
A
B
You
know
I,
think
for
me
one
one
challenge
for
us
has
been.
You
know
you
mentioned
covid
and
kind
of
what
a
bizarre
world
that
was
and
for
us
I
mean
we
were
remote
and
had
virtual
meetings
for
a
long
period
of
time.
B
We've
been
meeting
in
person
now
for
for
a
while,
but
I,
don't
I
kind
of
like
in
our
whole
experience
to
like
my
son,
who's,
a
junior
in
college
and
how
he
started
college
during
covet,
and
this
is
like
his
first
normal
year.
You
know
and
now
he's
talking
about
wanting
to
go
to
graduate
school
I.
Think
just
so.
We
can
stay
in
college
longer
because
it's
fun
now
so
you
know,
I
mean
I
kind
of
I
kind
of
feel
like
we.
B
We
haven't
had
that
natural
growth
opportunity
as
a
lead
as
a
body
to
learn
more
about
how
to
work
together
effectively
and
with
the
staff,
so
so
I'm
hopeful
that
these
concentrated
moments
get
a
day
and
a
half
together,
which
is
unusual
for
us,
help
us
learn
more
about
each
other
so
that
we
can
work
together
better
and
more
effectively
along
with
our
staff.
So
so
you
know,
I
I
think
there
are
moments
where
we
still
puzzle
over
well.
A
Thank
you
for
that.
It
is
a
big
opportunity.
Covet
is
was
a
weird
period.
I
was
in
Baltimore
a
couple
weeks
ago
having
a
facilitating
a
retreat
for
a
CEO
and
their
team,
and
they
were
having
a
very
tough
debate
about
flexible
schedules
and
work
from
home,
and
you
know
their
their
head
isn't
in
the
sand
about
the
shift
that
has
occurred
around
what
people
prefer.
A
That's,
probably
not
going
to
go
back
to
five
days
a
week
and
I
want
to
be
of
all
that,
but
they
were
trying
to
figure
out
what
the
right
balance
is
and
what
is
clear
to
me
and
I
think
clear
to
them.
My
hunch,
clear
to
you
as
well,
is
that
in
a
group
of
human
beings,
you
cannot
take
out
the
human
part
when
we
are
around
each
other
in
proximity
physically
around
each
other,
relationships
are
going
to
form
to
a
much
greater,
more
complete
degree
than
a
virtual
world.
So
again
another
opportunity
to
advance.
A
You
know
can
do
this
and
it
matters
I'm.
In
conversations
like
this
every
day
it
matters
culturally
relationally,
trustwise
communication,
wise
decision-making.
It
matters
the
fact
that
we're
now
back
and
you
can
be
back
with
each
other
again
very
important.
That's
a
that's
a
Tailwind!
Clearly,
okay.
I
Number
one
that
we
stay
open
to
possibility
but
grounded
in
reality
an
example
of
that
for
me,
is
I,
want
to
be
all
in
and
keep
doing
the
work
to
reimagine
Public
Safety,
but
I
can't
imagine
us
going
back
to
business
as
usual
when
we
have
a
possibility
to
meet
this
moment
and
I,
hear
the
Deep
concerns
in
our
community
and
I
share
those
concerns,
but
I
want
I'm
hopeful
that
we'll
be
ready
to
diversify
pilot
collaborate,
partner,
co-create
with
Community
for
quality
and
Equitable
service
outcomes
and
when
I
say
that
I
mean
mental
health
responses
to
Mental
Health
crisis
is
behavioral
health,
homelessness
response
and
a
relational
response
to
violence
among
Our
Youth
and
in
addressing
intimate
partner
violence.
D
I
A
D
K
K
I
want
to
see
Council
continue
to
give
a
good,
clear
direction
to
the
staff
and
what
I
really
want
to
be
able
to
do
and
I
think
we've
done
that
this
past
year
and
I
think
there's
a
chance
to
build
on
that
and
I
want
to
take
that
direction
and
take
that
back
to
the
organization,
because
I
do
believe
that
our
staff
want
to
be
a
part
of
this.
They
want
to
be
successful
and
they
want
to
do
meaningful
work.
L
Thanks
so
I
think
linearly,
so
I'm
thinking
exactly
what
the
question
asks
and
it
the
part
that
I'm
honing
in
on
is
Achieve
during
this
Retreat.
D
L
It
seems
to
me
that
I'm
leaning
into
staff
and
and
what
you
said
so
for
me
and
you
already
picked
up
on
what
my
goal
would
be
in
the
one
that
says
recommit
to
the
vision.
So
my
hope
for
today
is
that
we
think
on
a
macro
level,
what
we
would
like
to
work
on
for
the
next
year
as
a
unit,
and
then
it
ties
in
without
regard
to
which
specific
issues.
L
So
you
know
for
me
housing
all
of
that
Equity,
but
I
want
to
be
able
to
every
time
when
something
comes
before
me
or
in
conversation
over
the
course
of
the
Year
be
able
to
come
back
to
this
day
and
say
this
was
our
vision
and
how
is
what
I'm
doing
on
a
micro
level
in
alignment
with
what
we
decide
as
a
group
today
is
our
vision
and
as
far
as
recommitting
to
the
vision,
I
want
to
be
able
to
leave
here
committed
to
doing
what
I
say.
L
I
want
to
do.
I,
don't
want
to
be
in
a
position
where
I
say:
I
want
Equity,
but
then
time
and
time
again
the
actions
we
take,
aren't
Equitable
or
may
cause
harm.
I
just
pulled
that
out.
So
I
hope
that
even
made
sense,
but.
M
L
A
A
A
In
service
of
this
way
that
you'd
feel
good
day
in
and
day
out
as
a
as
a
representative
of
your
community,
okay,
we
did
it
and
then
we
get
to
next
year.
We
do
it
again,
that's
what
you
mean
by
linear,
let's
not
say
we're
going
here
and
then
the
actions
and
choices
don't
align
with
what
we
say
where
we
say
we're
going.
A
That's
what
that's
why
this
conversation
Retreat,
then
advances
so
important,
because,
as
a
group,
you
only
get
one
of
these
so
you're
having
to
take
lots
of
different
perspectives
on
what
we're
going
to
do
in
a
year
consolidate
it
strengthen
it,
clarify
it
commit
to
it,
align
the
choices,
the
actions
to
it.
That's
what
makes
this
conversation
so
important,
because
if
you
don't
walk
out
with
some
version
of
what
are
we
doing
for
the
next
year,
how
are
we
going
to
advance
all
six
of
these
priorities?
A
Specifically,
if
you
know,
if
you're
not
able
to
do
that,
then
you
step
out
and
everybody's
taking
all
kind
of
action,
and
it
just
becomes
very
messy
very
quickly.
So
I
appreciate
you
sharing
that,
because
I
think
it
highlights
why
retreating
then
advancing
is
so
important.
So
you
talk
about
for
you.
H
It
might
be
the
angle,
so
I
mean
I,
guess
at
first
would
say:
I
agree
with
really
everything.
That's
been
said
and
I
appreciate.
Everybody's
input,
like
the
mayor,
said:
I
also
have
a
junior
in
college
who's
feeling
like
they
just
had
their
first
year,
like
normalcy,
is
coming
back
and
I
think
we're
at
that
similar
place
with
the
city
or
that
we're
we
feel
like
we're
getting
there,
but
our
operations
aren't
necessarily
necessarily
there
yet
we're
still
so
understaffed
and
so
on,
but
it
feels
like
it's
coming.
H
So
for
me,
the
most
important
outcome
is
really
that
we
stay
the
course
and
that
we
perhaps
double
down
on
our
efforts
and
if
only
because
we
all
seem
to
like
Maggie
said,
have
this
symbiotic
set
of
goals
as
long
as
we're
getting
there
honestly
and
with
direction
right
and
I.
Just
think
I
think
this
is
a
perfect
time
to
really
just
focus
it's.
What
interests
me
is
what
I
think
was
actually
Esther.
That
said
this
too,
at
this
point
last
year,
I
was
the
only
one
not
running
for
office
and
I.
H
Think
those
years
when
people
are
running
for
office
are
a
little
bit
different
and
I.
Remember
having
a
little
bit
of
you
know:
side
comments
with
staff
like
well.
This
is
going
to
get
interesting,
you
know,
and
it's
going
to
be
a
lot
of
these
like
Lefty.
You
know
statements
like
way
up
here:
big,
bold
statements
of
we're
going
to
do
all
these
things,
but
so
maybe
this
is
the
grounding
moment
for
that.
We're
all
no
one's
running
this
year
and
we're
able
to
just
like
really
focus
on
efforts
and
I.
Think
that's
really.
H
D
J
H
Was
glad
to
be
left
out,
but
I
think
there
were
times
where
at
the
diocese
we'd
be
in
a
council
meeting
and
like
some
really
like
you
know,
re-election
statements
were
made
when
it
was
really
just
like
in
a
we
need
to
make
a
decision
here
and
I.
Just
I,
remember
those
little
zings
and
stuff,
but
it
really
wasn't
that
bad.
It
really
wasn't
y'all
handled
it
very
well.
Well,
let's
be
clear.
A
M
Yeah,
we
do
have
a
moment
where
nobody
is
running
so
to
speak,
but
sometimes
people
are
still
in
that
mode
because
you're
representing
your
constituency
and
sometimes
when
you
speak,
you
want
to
be
heard
and
you
want
to
represent
a
group.
So
those
sometimes
all
comments
don't
come
from
heart,
but
that's
not
what
I
want
to
say.
M
The
brain
power
is
here.
The
Willpower
is
here,
along
with
the
willingness
to
serve
we're
lacking
nothing
in
that
area
and
staff.
Wise
I
mean
we
have
a
very
professional
and
well-equipped
team,
but
what
I'm
looking
for
out
of
this
Retreat
is
for
us
to
do
some
level
setting,
because
just
because
it
appears
that
you're
playing
well,
it
doesn't
mean
that
you're
moving
like
a
unit.
M
The
what
we
do
is
not
a
question
because
we're
pretty
aligned
I
can
Vibe
with
any
topic
that
anyone
presents.
But
it's
how
we
get
there
the
tact
we
use
the
tactics
we
use,
who
we
pull
along,
how
we
work
collaboratively
so
level
setting
forming
a
true
team
and
moving
like
a
unit.
A
C
So
everything
they
said
no
just
kidding
what
I,
what
I
hope
we
get
accomplished
is
not
only
kind
of
what
Shanika
said
about
the
the
what
but
the
how
we
need
a
little
bit
of
clarity
about
roles
and
responsibilities
and
where
that
space
is
for
us
as
a
staff
to
work
and
support
Council
in
your
role
as
public
policy
makers
and
staff,
as
kind
of
the
administrative
arm
that,
hopefully
helps
accomplish
your
vision,
the
community's
vision
and
so
I
think
it's
it's
it's
everything
that
has
been
said,
but
it's
also
Clarity
on
the
how
and
in
terms
of
roles
and
responsibilities.
C
A
I
want
to
I
want
to
talk
a
little
bit
more
about
that
one.
So
back
to
tactical
adjustments
in
a
world
of
limited
resources,
your
Tactical
choices
become
critical.
It
can
be
the
difference
between
we
got
it
done.
We
did
so
part
of
the
conversation
that
you
seek
this
week
is
what
I'll
call
a
clearer
distinction
between
the
role
of
staff
and
the
role
of
counsel.
A
Now
I'm
curious
help
me
with
this
one.
If
that
remember
that
group
I
said
I
was
with
yesterday,
that
represents
they
represent
governments
from
all
across
the
state
as
a
percentage
of
local
governments
across
the
state.
How
government,
teams,
elected
and
staff
members
do,
you
think,
have
Clarity
of
that
role.
Distinction
between
elected
officials
and
staff
that
and
I'm,
not
asking
rhetorically
I
really
do
not
know.
Is
this
like
normal
to
have
some
fuzziness
or
is
it
or
is
it
abnormal.
C
What
percentage,
I
I
think
all
the
time
there's
there's
fuzziness
I
think
the
challenge
is:
how
do
you
manage
through
that
fuzziness
without
confusion
without
blame,
and
certainly
without
adversely,
are
negatively
impacting
relationships,
because
it
is
extremely
important
that
there
be
positive
relationships
between
staff
and
elected
officials.
Otherwise,
we
just
can
function
as
a
team
and
that's
what
I
hope.
Even
though
we
have
different
roles,
I
hope
we're
on
the
same
team.
A
A
A
I.E
just
checking
it,
you
got
this
thing,
you're
calling
fuzzy
and
what
I
hear
you
saying
is
it's
normal
to
have
some
fuzzy,
but
how
you
navigate
the
fuzzy
matters,
because
if
you
don't
navigate
the
fuzzy
squishy
messy
ambiguity
filled
part,
then
the
relations
the
relationships,
because
you
got
a
bunch
of
human
beings
in
all
of
this
right.
So
when
the
relationships
get
fractured
in
here,
that's
when
things
that's!
When
you
now
have
my
language,
you
now
have
thrown
up
a
barrier
to
making
impact
on
the
community.
A
L
A
L
M
A
L
So,
if
I'm
going
to
give
a
clear
example,
I
would
say:
staff
operations,
Council
policy,
so
anytime,
one
of
my
colleagues
decides
to
delve
into
operations
for
now
in
that
fuzzy
space,
and
then
it
potentially
puts
staff
in
an
awkward
position
because
I
don't
know
that
they
would
say
to
me:
Antoinette
stay
in
your
lane
right
for
fear
of
losing
your
job
or
whatever.
So
that's
what
I'm,
hearing
and
I
just
chose
those
two
as
clear
defined
spaces.
L
L
A
I
mean
is
that
what
you're
saying
I'll
respond?
First,
so
you
see
you
see
the
way
I
you
see
the
way
I
drew
this.
What
did
these
look
like
to
you
right?
So
I
think
you
can.
You
know,
listen,
let's
recall
real
Clarity
Lanes
distinctions.
You
can
call
it
a
lot
of
things
again
in
a
world
of
unlimited
resources.
Now
this
matters
you
just
go,
get
more,
no
more
money.
You
had
to
throw
more
people
out
of
throw
more
time
at
it,
but
in
a
world
of
limited
resources,
where
repetitive.
A
Effort
is
expensive.
This
stuff
matters
we
got
eight
people,
you
haven't
been
to
a
little
kid's
soccer
game,
you're,
getting
a
little
like
a
little
five-year-old
soccer
game.
What's
it
look
like
to
go
to
the
five-year-old
soccer
game,
you
ever
seen
this
okay?
Yes,
what
did
you
see
this
Mass
moving
on
one
percent
of
the
field
at
all
times
and
the
other
99
starting
to
feel
nobody's
there?
If
we
get
that
way
in
a
world
of
limited
resources,
it's
very
expensive!
C
Tonight,
to
respond
to
you
directly,
yes,
however,
the.
D
C
C
Stuff,
most
of
the
time,
actually
we
operate
within
the
fuzzy
space.
The
issue
becomes,
how
do
we
interact?
How
do
we
support
one
another?
How
do
we
function
in
the
fuzzy
and
that's
where
that's
what
I
hope
we
will
get
a
little
bit
more
information
and
clarity
about
okay?
If,
when
we're
here,
which
we
are
a
lot,
how
do
we
mutually
respect
one
another
and
support
one
another
in
this
space
right
now?
How
do
we
be
in
this
space
and,
quite
frankly,
we
not
create
the
animosity
of
get
out
of
my
Lane.
C
J
I
think
a
lot
of
times
whenever
you
see
fuzzy
it's
only
because
somebody
doesn't
have
enough
information
or
someone
does
not
understand.
You
know
so
I'm
thinking
that
if
we
more
or
less
when
we
talk
about
give
clear
definitions
of
roles
and
positions,
I
think
we
sort
of
need
to
have
that
conversation
as
to
what
those
roles
entail
and
and
and
what
what
is
the
outcome
or
what
is
the
the
consequences
or
what
you
know.
J
So
we
can
look
into
those
decisions,
because
it's
easy
for
us
to
say
we
think
staff
should
be
doing
XYZ,
where
we
don't
understand
all
the
nuances
and
all
the
things
that
are
can
impact
it.
And
then,
when
they're
talking
to
us
and
saying
no,
but
this
makes
sense
because
of
if
we
don't
understand
you
see
to
me
we're
still
in
that
same
place,
so
I
think.
Basically
where,
where
the
fuzziness
is,
we
just
need
more
clear
information
sort
of
to
help.
You
know
sort
of
clear
up
a
lot
of
the
fuzziness.
A
B
You
know
I,
think
one
of
the
compounding
factors
for
us
is
more
than
other
governing
bodies
were
under
a
spotlight,
I
mean
we're,
probably
the
cover
of
the
paper
and
the
Nightly
News
like
every
day,
I
mean
you'd.
Think
nothing
else
was
happening
in
the
world,
but
and
so
I
think
you
know,
Council
feels
a
great
deal
of
you
know
need
to
be
responsive
to
the
community.
B
We
get
emails,
we
get
calls,
we
get,
there's
social
media
conversation,
I
mean
constant,
it
doesn't
ever
let
up
and
and
it's
pretty
intense
right
now
and
so
we're
you
know,
we,
we
know
we're
a
policy
making
body,
and
that
is
a
slow
moving
process.
You
know
that's
a
time
consuming
process,
but
we're
getting
feedback
and
input
coming
at
us.
Like.
What's
your
answer,
how
come
you
haven't
done
this
thing?
Can't
you
make
this
thing
happen,
which
is
like
a
not
it's
an
operational
thing,
but
but
that's
not
you
know.
That's
the
tension.
B
I
think
around
this
position.
I've
kind
of
watched,
the
county
governance
evolve
over
the
years
where
they
they've
taken
a
different
approach.
They
have
these
subcommittees
that
are
really
specific.
Like
Pre-K,
you
know
Pre-K
care
and
affordable
housing
and
some
and
they
work
pretty
symbiotically
with
their
staff
to
advance
initiatives
and
there's
a
little
bit
of
a
push
and
pull
of
yeah
we're
a
policy
making
body,
but
in
terms
of
operations.
That's
what
this
looks
like
and
the
staff
sort
of
says
we
get
what
you're
trying
to
do
here.
B
Here's
our
suggestion,
I
mean
they're
kind
of
blend,
they
Blended
a
little
more,
but
they
don't
have
the
intense
Spotlight.
They
don't
have
the
treadmill.
You
know
going
as
fast
as
possible.
I
think
I.
Think
in
a
perfect
world,
we'd
have
more
time.
We'd
have
you
know
we
wouldn't
have?
We
wouldn't
feel
like
we
need
to
respond
in
a
moment
and
it
get
it
can
get
pretty.
B
Sometimes
I
think
that
kind
of
AIDS,
our
additional
additional
fuzziness.
So
I,
don't
I
just
point
that
out
that
we
don't
have
ideal
conditions
to
address
this.
So
we're
trying
to
you
know
and
I-
think
it's
great
we're
having
this
conversation
to
try
to
do.
Do
this
better
yeah.
A
I'm
going
to
keep
I'm
going
to
keep
showing
you
this
you're
having
you're,
you
know
so,
there's
already
some
pretty
fuzzy
that
already
exists
right
and
that's
relevant
again
back
to
this
meeting
I
read
about
in
the
paper
this
morning.
You
know:
that's
that's
real
man.
People
are
they're
paying.
They
want
answers,
they
want
progress,
they
want
it
faster
so
that
you're
going
to
feel
as
a
group
of
human
beings,
not
positions,
human
beings,
you're
going
to
feel
that
and
that's
when
that
middle
segment
can
get
can
get
messy.
It's.
G
Almost
like
the
last
part
that
you're
talking
about
I'm
really
finding
the
way
that
you
drew
this
for
us
and
how
you
brought
it
up.
Deborah
helpful
because
to
me
like
this
is
about
that
slide
is
like
a
conversation
about
trust
when
things
are
just
complex
and
what
you
just
brought
up
to
Esther
makes
me
think
that
this
is
actually
maybe
more
of
a
triangle
right.
G
G
I
just
feel
like
acknowledging
that
this
fuzzy
exists
and
and
when
we're
each
side
pulls
Us
in
different
directions
at
different
times,
and
that
can
sometimes
challenge
the
way
elected
officials
and
staff
interact
when
our
neighbors
are
frustrated
and
upset,
and
we
want
to
be
responsive,
and
so
that's
tempting
to
be
like.
Why
isn't
our
water
on
and
come
at
staff
without
the
human
being
side
of
it?
So
just
wanna
broaden
the
the
metaphor
to
how
complex.
H
I
have
an
example
of
how
the
fuzziness
is
hard
for
me
and
sometimes
I'm
sorry.
Did
you
I
didn't
realize
you
put
your
light
on.
It's
come
to
light
recently.
I've
actually
been
thinking
about
this
philosophically
about
how
to
approach
it,
because
maybe
it's
the
triangle
example,
but
I'm
speaking
directly,
around
Public,
Safety
or
lack
thereof.
The
understaffing
of
and
I
want
to
be
able
to
say
as
a
policy
we
would
like
to
have
a
you
know:
fully
staffed
police
force
go,
but
there's
so
many
complexities
to
that
issue.
H
That
I
don't
understand
how
to
set
a
goal.
That
is
achievable
without
getting
very
operational
to
understand
why
it
is
the
way
it
is
and
where
we
might
be
able
to
tweak
to
even
be
able
to
give
advice
and
I.
Think
that's
one
of
these
fuzzy
things
for
me,
because
I
want
to
say
here's
the
goal.
Good
luck,
but
really
it's
too
complicated
and
I.
Don't
know
too
many
big
decisions.
We
make
that
don't
get
a
little
bit
operational
and
I.
Don't
know
that
that's
the
right
path,
I've
actually
struggled
with
it.
A
Think
that's
fair
when
I
think
about
your
counterparts
in
Washington,
as
a
member
of
the
country
interested
citizen,
I,
sometimes
hear
about
these.
These
massive
bills
and
I
mean
I,
hear
the
number
of
pages
in
the
bill.
That
means
hundreds
and
hundreds
and
hundreds
of
pages.
So
my
hunch
is
that's
their
version
of
what
we're
talking
about
before
you
can
vote
as
a
United,
States,
Senator
or
rep
House
of
Representative.
A
You
have
to
have
your
staff
help.
You
understand
the
technical
operational
component
of
what's
in
the
bill,
that
you're
about
to
go,
vote,
thumbs
up
or
thumbs
down
so
in
inside
of
that
I
think
it's
a
great
example.
I
think
it's
a
great
example
that
inside
of
that
yeah,
there
has
to
be
some
way
to
have
the
role
that
you
all
play
operationally.
The
specifics
of
the
details
be
conveyed
q,
a
understood
so
that
you
all
can
make
policy
decisions.
I
think
it's
a
great
example.
M
You
go
ahead.
No
no
I
just
wanted
to
go
back
to
the
word
that
a
lot
of
us
use
moving
as
a
unit
and
when
you
move
as
a
unit,
nothing
pulls
you
outside
of
the
unit
and
no
one
moves
ahead
of
the
unit.
For
any
reason.
So
when
we're
in
that
fuzzy
Zone,
it
seems
like
somebody
needs
to
take
leadership
to
call
it
like.
Okay,
we're
in
the
fuzzy,
let's
re-establish
roles
and
responsibilities
so
that
we
can
do
what
we're
elected
to
do.
M
What
we're
skilled
to
do
and
staff
can
do
what
they
do
best.
So
in
that
fuzzy
moment,
let's
just
not
navigate
and
hope
that
everybody
leaves
feeling
good
about
one
another
like
doing
that
level.
Setting
again
situations
come
and
it
gets
a
little
muddy
who
calls
it.
And
how
do
we
host
that
conversation?
M
So
no
one
feels
like
they're
doing
an
injustice
to
staff,
because
we
already
push
and
overwork
you
all
enough
or
we're
not
answering
to
the
people
that
we
live
beside,
who
might
just
knock
on
the
door
if
we
don't
make
a
decision
in
a
timely
fashion,
so
I
don't
feel
good
operating
in
the
ugly
and
just
expecting
grown
human
beings.
To
live
I
mean
to
to
leave
a
moment
feeling.
Okay,
because
we
have
to
answer
to
other
people.
We
have
to
come
to
work
every
day.
So
how
do
we
manage
the
fuzzy.
A
Okay,
very
good,
and
maybe
the
first
step
and
I
really
like
this
is:
we
might
need
a
a
way
to
somebody
to
let
everyone
else
know
we're
in
the
fuzzy.
So
you
know
how,
when
you
were
a
child
and
you
were
like
elementary
school
and
they
taught
you
fire
safety.
You
know
I
think
we
talked
about
this
a
couple
years
ago,
and
everybody
knows
this.
If
you
catch
on
fire,
what
somebody
said
stop
right.
We
all
know
it
right.
We
we
the
training
of
what
to
say
and
what
to
do
is
still
there.
A
So
maybe
we
need
a
little
word
like
stop,
drop
and
roll
just
to
signify.
Hey
we're
in
the
fuzzy
I,
don't
know.
What's
going
on,
I
think
my
flip
chart
wants
to
take
a
nap
what's
going
on,
so
maybe
we
need
that.
Okay,
let's
put
that
on
the
list
of
things
we
may
cover.
When
we
get
to
this
section
tomorrow
formally
and
talk
about
how
do
we
live
in
a
world
of
limited
resources?
And
how
do
we
manage
the
fuzzy?
A
We
may
need
a
little
code
word
just
to
say:
hey:
are
we
going
to
yeah
I?
Think
we're
in
the
fuzzy.
Are
we
in
the
fuzzy
all
right,
because
in
one,
if
we
can,
if
we
can
notice
that
we've
ventured
into
the
fuzzy,
then
we
have
an
opportunity
to
do
what
you
said,
and
that
is
hey.
Wait
a
minute.
Let's
talk
through
this,
let's
communicate
about.
Are
we
let's
get
a
let's
get
an
agreement?
Let's
get
who's
whose
ball
is
this.
J
So,
and
that
was
the
reason
when
I
was
talking
about
the
leadership.
We
need
to
set
those
same
expectations
that
we
talk
about
between
us
and
staff
with
the
community.
That
way
they
have
a
clear
understanding
of
what
the
process
is
and
when
we
can
take
care
of
the
needs
that
they
need,
because
right
now,
because
we've
conditioned
them
to
think
that
automatically
respond
re-respond.
But
we
need
to
set
guidelines
and
set
things
up
as
to
how
we
respond
and
then
let
the
community
know
so
that
way:
they're
not
appointed
and
they're.
Not.
L
I
did,
but
it
was
really
more
of
a
question
and
it
might
be
a
question
for
Brad,
because
I
think
about
like
piggybacking
off
what
y'all
said
and
used
an
example
relating
to
policing
and
and
then
we
hear
from
community
members,
give
folks
a
raise
that
you
know
that
kind
of
stuff.
So
immediately
my
mind
goes
operational
right
and
then
so
in
my
mind,
the
way
to
move
in
this
fuzzy
is
to
make
it
less
fuzzy
by
that
I
mean
Brad.
L
L
B
B
Within
the
context
of
the
budget
process,
that
is
I
mean,
what's
operational,
is
Deborah
talking
to
HR
about
who
gets
what
pay,
how
that
fleshes
out,
what
rank
it's
this
pay
or
that
pay
the
chief
in
terms
of
how
he
uses
it
for
hiring
or
whatever
I
mean
there
are.
You
know
those
kinds
of
below,
though,
on
the
S,
but
the.
J
D
L
B
And
I
think
that
is
a
really
important
discussion
and
we
talked
a
little
bit
about
this,
and
that
is
you
know,
to
direct
the
manager
to
carry
out
an
action
always
takes
four
votes
right.
You
you
can't
one
person
can't
just
say:
I
want
you
to
go,
give
everyone
a
police
department,
a
raise
I
mean
you
have
to
have
Council
Direction,
but
we
have
a
lot
of
stuff
that
isn't
necessarily
an
act
like
go,
Implement
a
program
or
an
action.
B
D
A
A
Question
about
it
because
you'll
knock
around
in
here
for
a
very,
very
long
time,
so
there's
two
possibilities:
number
one
get
better
at
managing
it
when
it
is
fuzzy
and
the
first
step
is
for
everyone
or
someone
to
realize-
hey
we're
here.
Okay,
what's
our
process
to
deal
with?
What
do
we
do
now
that
we're
here,
rather
than
knock
around
so
get
better,
because
getting
better
at
dealing
with
the
fuzzy
means
you
spend
less
time
in
it?
You
get
to
some
version
of
clarity
and
the
other
opportunity
we'll
we'll
finish
on
this
one.
A
Is
you
just
over
time?
Do
the
work
to
expand
out
clarity?
You
just
get
better
at
it
over
time.
Oh
yeah.
You
know
the
council
back
in
2023
that
version
of
the
council
yeah.
They
did
some
real
work
on
this
one
and
they
came
up
with
a
real,
clear
outline
of
the
stash
roll
on
this
one
and
what
happens
when
staff
makes
a
recommendation
back
to
the
council
so
that
they
can
get
four
votes
or
more
and
turn
into
policy,
or
vice
versa,
so
you
just
get
better
at
it
over
time.
A
You
just
push
these
lines
out
so
we'll
get
to
that,
but
I
didn't
want
to
fully
dive
into
that,
but
I'm
glad
we
did,
because
it
is
it's
a
clearly
an
ongoing
it's
ongoing
work.
You
have
to
keep
doing
it's
kind
of
like
maintaining
your
health,
your
cardiovascular
strength,
you
can't
get
to
a
level
of
peak
Fitness
and
then
stop
working
out.
So
this
is
something
you're
going
to
have
to
cons.
It
seems
that
you're
gonna
have
to
consistently
just
keep
working
on,
keep
coming
back
to
the
table
and
get
better.
Let's
shift
gears.
A
Let's
talk
about
external
forces,
let's
talk
about
what's
going
on
out
there
in
the
market,
what's
going
on
out
there
in
the
community,
whether
it
be
global
forces
like
a
recession
or
whether
it
be
more
local
to
North,
Carolina
or
your
community,
but
things
going
on
out
there.
So
I
want
to
talk
about
external
Tailwinds.
A
What
are
the
things
that
you
have
pushing
as
Tailwind
behind
you?
I
want
to
talk
about
headwinds
and
ultimately
I'm
going
to
want
to
talk
about
internal
speed,
bumps
we'll
get
to
that
a
little
bit
later.
Let's
start
with
Tailwinds
and
headwinds
first
question
and
we're
just
going
to
open
this
up
round
robin
so
what
external
elements,
Market
forces
and
momentum
does
this
team
have
at
its
back
as
you
move
into
the
year?
So
what's
working,
what
momentum
are
you
bringing
into
2023?
B
Okay,
I
I'm,
just
gonna,
try
and
guess
what
you're
trying
to
get
out
here.
So,
for
example,
we
had
a
2016
General
obligation,
Bond
three
referendums
that
passed
that
totaled
74
million
dollars
and
so
that
there's
still
work
happening
around
that
major
sidewalk
projects,
different
kinds
of
things,
several
parks
that
have
been
improved,
enhanced
so
ongoing
work
there.
B
That's
that's
is
that
what
you're
talking
about
yeah?
It's
a
good!
It's
a
big
deal
for
us,
because
it's
the
biggest
Bond
referendum,
it's
ever
passed
in
Asheville
and
largest
Capital
set
of
capital
work
ever.
A
A
B
I,
don't
know
if
that's
an
external
Force
I
think
I
think
more
what
you're
getting
at
here.
So
when
I
think
about
this
and
I
zoom
out
in
terms
of
where
we
are
as
a
city
and
I
talk
to
other
Mayors
and
other
electeds
in
other
cities.
We
are
fortunate
in
that
our
external
force
is
that
there
is
a
strong
economy
in
Asheville.
B
We
do
have
growing
revenues,
so
you
know
there
are
cities
you
talk
to
where
they
they
are
in
the
Rust,
Belt
and
they're
half
the
population
they
once
were,
and
they
have
you
know
atrophying
revenues
and
they
have
decaying
infrastructure
that
they
have
no
resources
at
all
to
invest
in.
So
that's
not
us
that
I'm,
that's
not
the
end
of
the
story.
We
obviously
have
a
lot
of
other
issues.
We
have.
We
have
skyrocketing
housing
prices
and
that
is
falling
to
us
to
look.
You
know
how
to
address.
B
We
have
a
cost
of
living
that
is
outpacing
what
people
can
earn
in
our
community
by
greater
and
greater
percentages.
You
know,
as
we
sit
here
literally
so
so
we
have.
You
know
we
have
the
challenge
of
a
strong
Community
I
mean
I.
Guess
we
have
problems
that
a
lot
of
communities
would
be
lucky
and
to
to
have,
but
at
the
same
time
they
are
real
and
a
lot
of
people
are
suffering
under
those
challenges.
So.
A
A
Most
communities
will
call
that
a
Tailwind
most
communities
call
that
Tailwind.
It's
awesome.
This
is
great
anybody
watch.
What's
the
Kevin
Costner
show
in
Montana.
B
A
A
Yeah,
so
so
that's
that's
kind
of
that.
That's
a
great
example
that
in
that
state
on
the
fictional
television
show
we
have
a
client
in
Montana,
so
I
spend
time
in
Montana.
That's
real!
That's
a
real
conversation
out
there.
They
don't
want
people
to
move
to
Montana,
take
your
money
and
your
STEEZ
and
go
to
Colorado
rather
than
Montana.
They
do
not
consider
that
to
be
a
Tailwind
most
communities.
Can
they
consider
to
be
a
a
Tailwind?
If
follow
me
carefully
people
come
here.
A
A
A
I
A
I
Idea
Nicholas,
if
I
may
I
think
about
like
you,
are
asking
us
to
look
at
what
it
looks
like
to
be
a
team
and
I
think
about
a
lot
of
the
questions
that
I
or
ideas
that
I
have
around
this
we're
kind
of
rooted
in
what
we
have
on
the
agenda
here
as
why
we
govern
and
I
wonder.
If
there's
a
reason,
we
skipped
that,
but
I
can
weave
them
both
then
for
me,
yeah.
I
I
One
I
have
family
Roots
here,
so
we're
on
the
ancestral
occupied
land
of
the
Cherokee
nicotagi
People,
two
I
work
with
kids
I,
looked
at
the
graduating
class
of
Asheville
high
school
and
I'm
going
to
go
over
a
hundred
people
that
I
have
individually
worked
with,
since
they
were
kindergartners
that
are
about
to
be
adults
in
our
community
and
there's
an
incredible
amount
of
accountability
when
somebody
you've
known
since
they
were
at
Asheville
primary
that
are
like
Miss
Kim
I
want
to
talk
about
public
safety
and
they're
a
voter.
I
I
have
a
lot
of
hope
that
we
can
do
better,
but
we've
spent
over
200
million
dollars
in
the
past
15
years
selling
our
city
as
a
product
to
come,
consume
and
there's
been
a
lot
of
concerns
about
what
was
the
cost
of
that
and
I
think
we're
seeing
some
of
that
now
we
don't
have
anything
to
show
other
than
the
old
advertisements.
We
don't
have
the
housing.
We
don't
have
the
infrastructure,
we
don't
have
places
for
belonging
for
our
community.
I
A
B
And
one
of
the
things
I
think
councilman
roney's
talking
about
when
you
keep
saying
you
leverage
one
of
the
bizarre
things
about,
and
that
is
an
external
Force
for
this
body-
is
that
we
don't
have
control
over
the
room.
Tax
is
what
she's
talking
about
so
people.
We
had
11
million
visitors
a
year
and
they
now
are
paying
up
to
40
million
or
more
in
the
room
tax
and
the
room
tax
all
goes
to
the
tourism
Development
Authority,
which
is
separate
from
the
city
and
the
county.
But.
I
I
I
A
A
A
Very
good,
and
also
thank
you
for
weaving
in
your
why
you
govern
we're
going
to
end
on
that
before
we
go
to
break.
So.
Thank
you,
okay!
So
that's
one
other!
That's
so
that's
just
what
I
mean
by
external
forces.
That's
why
I'm
asking
you
to
look
at
that
so
that
you
can
see?
Okay,
here's
what
we
have
blowing
in
our
Direction.
The
other
side
of
that,
of
course,
is
okay.
Well,
what's
the
headwind?
A
J
A
G
J
D
D
A
J
Is
lagging
no,
it's
because
number
one,
the
people
here,
we
do
not
have
enough
income.
People
here
do
not
have
enough
income
basically
to
even
qualify
to
to
buy
the
houses
here.
Okay,
because
we
do
not
have
a
job
market
or
pretty
much
are
the
jobs
that
can
support
the
prices
of
the
real
estate
here.
So
what
happened?
People
come
from
all
over
everywhere,
where
they
sell
their
your
homes
for
a
million
come
here
and
buy
one
for
a
half
a
million,
then
they
live
out
the
other
half
million
more
or
less.
J
J
So
we
got
a
lot
of
different
forces
coming
at
us
and
the
and
the
prices
are
still
going
up
higher
and
because
of
construction
price.
We
do
not
have
as
much
construction
cost
of
construction.
We
don't
have
as
much
new
construction
coming
in.
So
we
have
limited
construction,
higher
prices,
low
income
for
people
that
live
here
and
then
we've
got
the
outside
force
of
people
coming
in
with
money.
A
Coming
to
you
in
one
second,
so
I
want
to
just
keep
playing
this
out.
People
are
moving
here,
20
increase
in
number
of
people
in
the
community.
Stiffer
competition
for
housing
drives
the
price
up.
Yes,
there's
been
a
lag
if
I'm
tracking,
with
you
in
new
construction.
Because
again,
if
you
had
20
percent
more
housing,
it
would
be
flat
right,
but
you
don't
have
that.
So
you
got
a
lag
there.
A
J
A
I
So
an
external
force
and
that
the
headwinds
that
we're
dealing
with
in
addition
to
what
you've
named
because
I
agree
when
the
Black
Panther
movie
first
came
out
and
Chadwick
Boseman
was
on
the
cover
promoing
black
panther,
there's
an
article
inside
of
that
Rolling
Stone
magazine
that
tells
about
climate
migration
and
Asheville
is
one
of
the
three
safest
cities
to
move
in
that
article
and
so
I
think
that
when
we
consider
climate
migration
and
the
number
of
people
who
are
coming
here,
so
they
can
be
safe
with
their
families.
I
We
have
beautiful
mountains,
drinkable
water.
If
anything,
we're
going
to
have
too
much
of
it
grow
food
year-round.
The
climate
is
temperate,
the
people
are
nice.
We
have
good
food,
we
have
music
there's
a
lot
of
reasons.
People
are
moving
here,
but
one
of
the
reasons
is
they're
running
from
places.
There's
fires
and
there's
drought
and
the
temperature
is
unreliable
and
there's
storms.
J
Yeah,
because
we're
two
thousand
about
the
elevation
here
is
2
000
higher,
which
means
that
we
get
the
protection
from
storms
and
we
also
get
protections
from
the
hot,
the
heat
so
we're
in
sort
of
that
that
sweet
spot
that
people
are
coming
to
and
that's
the
reason
people
say
to
me
all
the
time
people
don't
come
here
for
the
houses.
J
People
come
here
for
the
lifestyle,
so
that's
that
and
the
lifestyle
is
what
reflects
the
house
prices
here
and
and
that's
the
reason
a
lot
of
times
on
Council
when
we
are
actually
considering
things
as
for
as
improving
natural,
you
know
we
got.
We
really
need
to
look
at
some
of
the
things
that
we
do
because
in
essence,
what
we're
doing
we're,
making
it
more
exclusive
for
people
with
money
to
come
here,
so
we
got
to
be
careful
with
that.
Listen,
listen
hold
on
a
second.
This
is
this.
A
A
A
Our
internal
adjustments,
quick
enough
here
so
Dan
Murray
I,
called
him
when
I
was
up
here
in
2021
I
said:
hey
man
I
can't.
He
called
me
about
something
with
his
new
firm
and
we
were
talking.
I
said:
hey
I'm,
going
to
be
up
in
Asheville,
blah
blah
blah
and
he
said:
Nicholas
I
live
in
Asheville
now
I
said
you
live
where
he
said:
I
live
an
asphalt.
I
said:
when
did
you
move
up
here?
A
Is-
and
he
sent
me
a
picture
that
looked
like
the
picture,
I
was
looking
at
from
my
hotel
room
this
morning,
beautiful
sunrise
and
them
rolling
mountains.
So
there
are
more
Dan
Murrays
who
are
coming
to
your
town
and
if
you
don't
make
the
proper
adjustments,
these
folks
will
come
to
your
town
and
they
will
live
it
up,
they're
going
to
love
it
and
the
Very
people
that
have
lived
here,
their
whole
lives
and
their
families
they're
going
to
get
outcomes
that
are
not
it's
already
happening.
G
In
Canada,
well,
I
was
just
gonna,
like
instinctively
flip
it
of
like
this
is
actually
a
really
huge
opportunity,
because
if
I
spend
too
much
time
in
it
being
frightening
and
scary,
like
I,
just
am
not
the
type
of
leader
I
want
to
be
like
we
had
staff.
Past
councils
have
been
making
internal
adjustments.
G
K
G
G
We've
been
making
regulatory
changes
to
the
way
we
allow
building
in
places
that
are
healthy
for
our
community
and
not
not
enough
so
I,
don't
know
I,
just
there's
more
internal
adjustments
to
be
had
we're
feeling
the
outcomes
worse,
they're
they're
they
are
getting
worse
and
we
are
the
people
that
can
push
those
internal
outcomes.
Other.
A
A
But
this
is
not
the
first
time
a
community's
gotten
hot
and
people
are
literally
flocking
to
that
Community
are
there
communities
who
have
figured
out
how
to
navigate
this
and
get
the
lift
from
excitement
and
growth
and
revenue
growth,
even
tourism,
but
also
have
been
able
to
bring
along
everybody
in
the
community
to
a
large
degree?
Do
we
know
of
examples
of
this?
A
G
So,
even
if
we
can
find
some
cities
that
are
getting
some
sense
of
a
handle
on
it,
we're
in
a
state
where
the
the
state
legislature
kind
of
has
more
authority
over
what
we
can
and
can't
do
in
our
city
than
in
other
states,
City
other
states
kind
of
just
cities
can
the
state's
in
control
I'm
like
trying
to
be
like
PC
or
like
soft
about
it.
But
the
state
has
more
power
and
influence
over
major
decisions.
K
B
Send
us,
you
know
a
lot
of
people
moved
here,
so
they
send
us.
You
know
I
used
to
live
in
wherever
in
Colorado
and
they
did
this
program
and
you
should
do
it
too,
and
you
know
it's
some
they're
allowed
to
do
some
local
tax
to
raise
money
for
some.
You
know
we're
just
not
allowed
to
do
it.
So
we
have.
You
know:
we've
got
tight
guard
rails
because.
B
C
Tough
stuff,
so
if
if,
if
I
could
I'm
I'm
glad
Maggie
talked
about
what
we
are
trying
to
do,
I
think
communities
that
have
managed
it
a
little
better
in
terms
of
responding
to
the
the
Tailwinds
or
the
wherever
we
are.
Is
those
communities
who
collaborate
more
at
all
levels
of
government
from
State
local
to
County,
to
cities?
C
That's
that's
where
we're
in
the
fuzzy
and
the
chaos,
because
we're
and
our
community
is
pointing
only
sometimes
to
this
government
to
solve
all
of
those
problems,
and,
and
so
we
have
to
manage.
Oh
okay,
how
do
we?
How
do
we
respond
and
something
the
community
doesn't
want
to
hear?
That's
the
state's
property
which
the
trash
is
located
on.
Don't
want
to
hear
that
they
want
the
city,
because.
A
Good
loud
and
clear,
before
we
get
everybody
to
do
a
speed
round
on,
why
do
you
govern
anything
else?
Any
other
forces
that
you
want
to
just.
I
K
H
So
because,
in
light
of
us,
being
policy
makers
and
I'll
get
a
little
nerdy
here
for
just
30
seconds,
but
so
what
the
outcomes,
whether
we
wanted
it
or
not
from
all
of
this
relocation
during
covid
and
as
Sandra
the
real
estate
agent
on
this
Council
explained,
people
are
paying
cash
for
their
houses
paying
more
than
ever,
and
so
on.
Demand
is
high.
The
outcome
from
that
at
a
policy
level
is
that
we
are
doing
tremendous
work
around
affordable
housing,
probably
the
most
we've
ever
done
ever
all
at
once
now,
I
mean
it's
insane.
H
How
much
we're
doing,
however,
those
policies
and
things
we're
doing
are
tied
to
these
things
about
area
median
income
every
time.
One
of
these
folks
from
another
Community,
where
the
salaries
are
much
larger
and
the
home
values
are
much
larger
moves
here
that
little
needle
that
we're
targeting
our
area.
H
Median
income
am
I,
jumps
up
and
therefore
what
we
are
working
on
and
targeting
is
now
helping
a
higher
income,
whether
we
like
it
know
it
or
can
change
it
or
not,
and
these
incomes
are
given
to
us
by
the
federal
government
by
Hud
once
a
year.
We
see
them
once
a
year
in
July
or
March
published
in
July,
and
so
my
point
is.
A
Absolutely
what
a
great
example
and
that's
the
force
is
that
these
folks
are
coming
and
you
have
no
control
over
yourself
and
now
remember
this
part.
Remember
we
talked
earlier
about
work
from
home.
There
are
people
right
now
across
the
country
who
are
picking
communities
to
live
in
that
they
now
can
live
in
yeah
and
work
from
home
they're
going
what's
the
community
that
I
used
to
not
be
able
to
be
able
to
work
in
because,
like
my
job
wasn't
there,
but
I
now
can
work
there.
A
A
Yeah
I'm,
not
sure
we
can
get
forward
that
one
great
example,
because
the
adjustment
is
it's
going
fast
that
you're
not
going
to
control
it.
It's
going
faster.
We've
got
to
keep
pushing
policy
down
to
help
the
targeted
community
that
we
really
are
committed
to
in
a
focused
way
helping
all
right.
Please.
L
Actually,
going
back
to
what
Sage
said,
I
think
the
internal
adjustment
reveals
why
Equity
is
so
important.
So
someone
mentioned
earlier
I
can't
remember,
which
colleague,
that
you
know
whatever
year
the
TDA
was
you
know,
formed
and
since
then,
there's
X
percentage
of
increase
I
would
be
remiss
if
I
didn't
mention
that
actually,
if
you're
part
of
a
marginalized
Community,
meaning
if
you're,
black
or
of
Hispanic
origin,
this
process
was
going
on
before
the
TDA
was
established
and
unfortunately,
the
very
people
that
we
are
especially
concerned
with
now.
L
Or
what
policy
says,
though,
who
those
people
are
that
we
can
help
to
the
initially
marginalized?
Those
were
the
people
who
displace
them
right,
and
so
then
it
becomes.
How
far
back
do
you
go
and
whom
do
you
target
with
your
internal
adjustments?
So
that's
just
something
I
want
us
to
think
about,
because
if
we're
having
a
Ami
I
think
I
saw
somewhere
for
this
year,
it's
going
to
be
as
high
as
eighty
thousand
dollars
right.
L
L
So
just
an
equity
discussion,
always
when
we're
making
these
internal
adjustments
and
then
the
headwinds
come
from
folks
who
you
know
if
I
live
somewhere
10
years,
I
believe
I
have
just
as
much
right
as
someone
who's
lived
here.
20
years
and
I.
Don't
want
to
hear
that
you're
not
going
to
help
me
because
I
haven't
lived
here
long
enough,
but
sometimes
that's
a
headwind.
A
Right,
that's
a
good
example
because,
for
this
group,
you'll
have
to
be
Resolute
in
maintaining
your
focus
on
who
you
really
focus,
who
you're
really
really
trying
to
help,
because
you
said
they've
lived
here,
10
years
most
people
who
come
to
this
community,
they
feel
like
you
should
be
helping
them
after
they've,
been
here
a
week
for
the
move
here,
here's
what
I'm
gonna
need
you
I'm
coming
here:
here's
what
I'm
going
to
need
you
to
do
for
me,
because
I
vote
I'm
a
vote
for
you,
maybe
all
that
stuff
all
right!
A
That's
a
good
good
add-on!
All
right
before
we
break
I
want
to
I
want
to
the
reason
why
this
question
of!
Why
do
you
govern
the
reason
why
I
wanted
you
to
share
this
early
in
our
conversation?
A
Is
I
wanted
to
get
your?
Why
up
and
out
and
I
wanted
you
to
each
hear
each
other
say
here's
why
I
continue
to
do
this?
This
is
hard
there's
a
lot
of
things.
I
could
do
with
my
time.
There's
a
lot
of
things.
I
could
do
with
my
experience,
but
this
is
why
I
do
this
and
I'm
using
the
word
govern
intentionally
because
it's
a
distinction
from
campaign,
and
so
that's
a
very
important
distinction
for
those
of
you
who
are
elected.
A
A
I
I
mentioned
this
to
you
on
our
phone
conversation
and
so
I'll.
Just
repeat
it
again,
as
a
person
of
faith,
I'm
deeply
committed
to
acting
justly
loving
mercy
and
walking
with
the
humbled
and
I
believe
that
we
are
capable
of
doing
really
good
work
to
be
doing
better.
But
the
reason
I'm
here
governing
is
because
I
fit
into
the
Venn
diagram
of
being
willing,
able
and
asked
to
be.
I
B
You
know
for
me:
I
find
it
personally
rewarding
and
fulfilling
I.
Do
ask
myself
this
question
frequently.
B
You
know
I,
we
all
have
a
day
job
my
day.
Job
is
a
lawyer.
I'm,
a
litigator
and
I
have
cases
and
I
can
achieve
a
goal.
For
my
client,
the
case
is
over.
The
case
is
closed
and
that's
not
how
this
work
works.
It's
very
different.
It's
super
fuzzy
and
it's
pretty
mushy,
but
but
I
really
enjoy
hearing
from
people.
I
love
hearing
the
different
perspectives,
I
like
trying
to
problem
solve
and
fit
them
together.
D
A
So
for
for
staff,
I
got
news
for
you,
you
work
for
the
local
government,
you
govern,
you
helped
fulfill.
What
is
decided.
That's
governing
my
view.
That's
my
definition.
We
don't
need
to
debate
it
because
I'm
sure
it's
not
yours,
but
it
is
mine.
You
understand
the
point
I'm
making
your
bed
I.
K
Do
I
approached
work
with
empathy,
I
desire
to
be
community
community
oriented
and
I
want
to
help
people
be
successful
and
whatever
it
is,
they
strive
to
do.
Yeah.
A
J
Because
I
I
feel
that
I
wanted
to
have
a
seat
at
the
table,
because
I
grew
up
very,
very
poor.
I
grew
up,
not
knowing
of
what
we
would
eat
the
next
day.
I
grew
up,
not
knowing
pretty
much
that
I'd
ever
be
able
to
go
to
college
or
you
know,
have
clothes
or
whatever
I
I
grew
up.
Like
I
said
this
is
my
city.
This
is
my
town.
J
This
was
where
I
grew
up
with
nothing
and
I
watched
the
people
in
the
community
reach
out
and
help
my
family
and
help
other
families
that
need
it,
and
and
basically,
when
I
came
back
and
I
left
here
after
college
and
when
I
came
back
home
and
saw
the
condition
of
people
that
I
grew
up
with
and
how
things
had
gotten
worse
for
them.
A
L
About
for
you,
and
so
actually
very
similar
to
what
Sandra
said
in
the
campaign,
I
just
summed
it
as
I
wanted
to
be
a
voice
for
the
unheard
and
an
advocate
for
the
underserved,
so
I
think
in
terms
of
Justice
on
a
personal
level.
You
know
my
my
ancestors
were
enslaved
in
this
area
and
when
I
look
at
the
successes
that
have
come
my
way,
I
can
always
Trace
them
back
to
community
members
in
Asheville
and
I
feel
I
feel
like
I,
oh
I
have
to
repay
a
debt.
L
That
makes
me
Well
Suited
for
the
physician
and
a
privilege,
but
by
the
privilege,
when
you
were
saying
to
Ben
I
know,
I
could
go
somewhere
else
and
be
perceived
a
little
differently,
but
it's
not
lost
on
me
that
people
who
look
like
me
are
the
only
demographic
that
is
leaving
Asheville
and
somebody's
got
to
stay.
A
G
Why
do
I
govern
well
I'm
been
governing
for
about
like
two
months
so
I?
Don't
even
like
fully
feel
it
fully
yet.
But
my
my
career
I've
always
had
a
personal
mission
to
be
the
greatest
lover
for
change.
G
That's
just
like
who
I
am
to
my
core
and
that
started
by
being
in
public
service
in
this
city
and
then
I
left
for
the
reasons
people
leave,
Public,
Service,
y'all,
I
left
to
start
a
family
because
I
had
to
grow
I
couldn't
afford,
like
all
the
reasons
that
we
have
of
the
attrition
and
I've
been
out
in
the
private
sector,
working
for
myself
for
eight
or
so
years
and
I
missed
our
circus.
I
know
it's
hard
here,
but
the
the
there's
just
there's
so
much
harm
in
the
world
happening.
G
So
having
left
our
organization,
I
wanted
to
come
back
because,
even
though
I
work
with
non-profits
nationally
and
internationally,
some
of
the
most
inspiring
change
makers
I've
ever
met
the
feeling
of
being
part
of
this
community.
Getting
better
that
I
experienced
when
I
was
on
staff.
I
wanted
to
come
back
to
that,
because
the
world
is
scary
and
it's
not
getting
less
complicated
and
so
I
just
I.
G
A
So
I
appreciate
that,
because
you
were
in
opted
out,
opted
back
in,
chose
it
and
the
last
time
you
were
in
you
went
through
a
series
of
interviews
and
somebody
offered
you
a
job:
hey
we're
gonna
pay.
You
come
do
what
you
do
here
this
time
you
had
to
actually
campaign
to
get
back
in
that
that
means
she
means
it.
You
go
out
there
and
put
yourself
up
you
all.
Do
this
put
yourself
out
there,
the
public
scrutiny
and
go
through
the
process
of
campaigning,
and
all
that
comes
with
it
that
that's
how
you
know.
H
I
guess
it's:
it's
really
assemblage
of
everything
everybody's
been
saying,
but
for
me
personally,
I
was
pretty
much
raised
by
this
yeah
I
wasn't
born
here,
but
I
came
here
pretty
young
in
my
adult
life
and
raised
my
children
here
and
so
on.
So
my
life
was
built
here,
I
feel
like
and
I
was
able
to.
Well.
Let
me
step
back
a
lot
of
the
problems
that
our
community
members
are
having
now
around
affordability
and
job
security
and
even
food
security
housing.
H
All
the
things
very
insecure
wasn't
the
situation,
then,
when
I
arrived
and
I
was
able,
as
a
single
parent
to
buy
a
home
and
start
an
investment
in
these
things,
and
so
now
here
I
am
later
with
my
kids
in
college
and
life
is
stable
and
I
am
stable
and
I
am
doing
well,
and
it
is
from
a
point
of
privilege,
similar
to
what
council
one
Mosley
was
saying
that
I
feel
like
I
must
return
some
kind
of
perspective
and
skill
that
I
have
been
able
to
acquire
to
going
to
grad
school
for
City,
Planning
and
so
on.
H
All
of
those
things
which
happen
in
my
life
because
of
a
stable,
affordable
life
that
started
here
and
so
as
I
see
that
falling
apart
for
so
many
community
members,
I
really
do
feel
obligated,
and
so
what's
that
saying,
you
know
with
with
privilege,
comes
responsibility
or
something
like
and
I
feel
that
I
feel
that
very
heartedly
and
I'm,
not
even
sure,
I'm
good.
At
this.
This
is
only
my
second
year
and
I'm,
a
planner,
not
a
politician.
It's
a
very
strange
environment.
H
It's
very
fuzzy,
very
fuzzy,
but
I
think
I
stay
and
do
it
because
I
feel
like
if
you
can
help
you
should-
and
here
I
am
here.
D
A
F
Similar
to
what's
already
been
said,
I
firmly
believe
that
public
service
is
a
calling
and
I
feel
very
lucky
that
my
calling
has
been
in
local
government
and
the
reason
I
say
that,
of
course,
is
I've
had
the
benefit
of
working
in
some
really
fantastic
communities.
It's
also
the
most
tangible
form
of
government.
F
So
whenever
you're
talking
about
outcomes,
literally
the
water
you
use
to
brush
your
teeth,
every
part
of
your
life
is
impacted
by
services
that
the
city
provides
and
for
me
feeling
that
calling
feeling
it's
my
responsibility
to
be
the
change
that
I
want
to
see.
The
fact
that
I
get
to
literally
see
an
and
experience
those
outcomes
is
why
I
find
the
work
so
rewarding.
A
M
What
I
did
when
I
moved
back,
because
I
did
not
want
to
move
back
circumstances
brought
me
back
to
Asheville
with
two
children
had
a
two-year-old
and
I
was
pregnant,
catching
public
transit
trying
to
get
it
and
I
was
just
like.
If
you
want
me
to
stay
here
talking
to
God.
If
you
want
me
to
stay
here,
you
got
to
give
me
a
reason
to
be
here.
M
M
M
A
E
I'm
a
masochist
it
in
seriousness
it
if
I
ever
received
a
call,
I
missed
it
I
wasn't
there
because
I
never
felt
I
had
no
intention
of
going
into
government,
no
intention
of
going
into
public
service
and
didn't
go
into
public
service.
E
I
went
into
the
private
sector,
I
followed
my
classmates
and
Friends
exactly
along
the
route
that
they
went
and
I
found
myself
after
several
years
feeling
a
hollowness
to
that
for
whatever
reason
purely
by
accident
and
no
fault
of
my
own
or
success
of
my
own
I
fail
into
government
work
and
for
the
first
time,
I
felt
that
the
talents
that
I
believe
that
I
had
rationally
or
not
were
applied
in
a
way
where
the
tangible
benefits
were
something
I
could
now
see
and
feel,
and
it
it
gave
me
opportunities
to
see
the
realization
of
those
towns
and
the
application
of
those
talents
in
not
just
in
the
world,
but
in
the
community
that
I
lived
in
with
the
people
that
I
lived
with,
and
that
was
more
fulfilling
than
anything
I'd
gotten
out
of
the
private
world.
E
That
I
thought
was
my
calling
and
then
it
gave
me
the
ability
to
to
come
here
and
work
with.
You
know
at
this
point:
seven
incredibly
intelligent
and
principled,
and
just
the
very
inspirational
women
that
now
I
feel
an
obligation
to
them
and,
by
extension,
the
city
that
took
a
chance
on
me
that
I
owe
a
debt
and
the
talents
that
I
have
available
to
try
to
see
their
ends
and
their
goals
for
the
City
come
to
fruition.
A
C
So
I
know
I'm
standing
between
you
all
in
a
break,
so
I'm
going
to
be
fairly
brief
in
my
comments,
I
think
it's
fairly
consistent,
particularly
with
what
the
other
black
women
have
expressed,
is
too
much
is
given
much
is
required
and
for
me,
by
the
time
I
was
16.
Both
my
parents
were
deceased
and
I
had
so
many
people
that
Village
that
supported
me
encouraged
me
even
to
the
drunk
on
the
corner.
Maybe
you
can
make
it.
D
C
What
well
he
wasn't?
He
wasn't
child
stuff,
it
was
I
mean
it
was.
It
was
real
encouragement
so
that
Village
Lifted
Me
Up
public
service
was
the
way
the
best
way
that
I
found
that
I
could
repay
that
debt
of
that
infusion
of
care
and
support.
A
Listen,
that
is,
that
is
some
powerful
stuff
for
each
of
you,
I
really
appreciate
you,
sharing
that
it's
important
for
you
individually
to
be
anchored
to
that.
It's
important
for
each
of
you
to
know
everyone
else's.
Why
and
hopefully,
weeks
and
months
from
now,
when
you're,
in
a
tough
debate
with
each
other
you'll,
remember
that
the
person
you're
debating
with
about
the
policy
or
the
decision
there's
a.
A
Why
underneath
today's
debate
is
an
original
reason,
a
story
on
why
they
decided
to
do
this
tough
work
that
makes
such
a
big
difference
and
you'll
be
with
them
in
the
debate,
but
you'll
be
with
the
human
being,
not
this
their
position,
not
just
their,
how
they
view
the
topic.
You'll,
just
remember,
okay,
this
is
my
teammate.
This
person
is
serving
a
big.
Why
just
like
me?
It
is
amazing
what
we
can
do,
each
of
you
and
your
stories
of
why
you
do
what
you
do
are
examples
of
this.
A
A
Let's
break
we're,
doing
good
off
to
a
good
start
rolling
around
in
the
context
and
next
we're
going
to
talk
about
okay.
So
where
are
we
going?
Where
do
we
say
we
want
to
go
and
take
this
community
with?
Where
are
we
going?
Let's
take
15
minutes
that
will
give
you
a
chance
to
check
your
devices
so
we'll
start
back
at
30
past
the
hour
really
good
start.
A
A
A
A
A
A
What's
that
really
look
like
because
it
does
indeed
seem
to
me
that
the
only
path
you
have
to
even
scratching
the
surface
on
the
potential
of
what
you
could
do
for
this
community
is
you'll
have
to
do
it
together.
There
is
no
path
to
you
succeeding
in
what
you're
trying
to
do
for
this
community
in
little
tiny
factions
or
Lone
Wolf.
There
is
no
path
to
success
for
that.
K
A
A
Actualization,
how
do
we
start
with
the
vision
that
she's
going
to
walk,
walk
you
through
and
we
remind
you
of
it
and
how
do
we
actualize
that
this
is
what
internet
said
earlier?
It's
one
thing
to
have
a
vision
for
a
goal,
but
if
you
don't
actually
do
it,
it's
not
worth
the
piece
of
paper
it's
printed
off.
A
C
Okay,
so
before
before
I
start
on,
oh
I
went
back
out
before
I
start
with.
This
is
a
good
transition
before
I
start
on
the
discussion
of
the
vision
statement.
I
I
just
feel
like
I've
got
to
say
some
thank
yous
I
said
Thank
you
to
council,
but
I
did
not
say
thank
you
to
kind
of
our
chief
organizer
of
Retreats,
which
is
Jamie
and
Kelly
I
mean
Nick
and
I
kind
of
show
up.
But
these
are
the
folks
that
really
really
do
the
right.
D
D
C
C
We
heard
a
lot
about
North
Star.
What
what
are
we
trying
to
do?
C
Almost
all
of
the
work
that
your
staff
does
is
kind
of
based
on
achieving
this
vision
statement,
and
we
do
it
in
alignment
with
the
focus
errors
and
I'm
gonna
get
to
the
focus
areas
shortly.
But
if
you
really
look
at
that
vision
statement-
and
if
you
all
would
bear
with
me-
I
really
do
want
to
read
it
so
that
the
community
hears
what
you
all
and
probably
only
a
couple.
C
Maybe
they
are
just
you
in
2016,
Maybe
yeah
was
around
when
this
was
drafted,
which
was
to
go
to
a
2036
kind
of
Horizon,
and
this
was
the
vision
statement.
Asheville
is
a
great
place
to
live
because
we
care
about
people,
we
invest
in
our
city
and
we
celebrate
our
natural
and
cultural
heritage.
Our
city
is
for
everyone,
our
Urban
environment
and
locally
based
economy,
support
workers,
entrepreneurs
and
business
owners,
families
and
tourists
and
people
of
all
ages.
Cultural
diversity
and
social
and
economic
equity
are
evidence
in
all
that
we
do.
Our
neighborhoods
are
strong.
C
Participation
in
Civic
life
is
widespread
and
collaborative
Partnerships
are
the
foundation
of
our
success,
and
so,
when
you
take
that
vision
statement
and
then
you
ask
the
community
well,
what
do
you
think
Council
values
as
it
relates
to
the
community
and
what
is
truly
their
vision
and
the
way
that
we
have
found
to
truly
kind
of
condense,
all
of
those
words
into
kind
of
like
eight
Focus
areas
and
as
I
said
earlier,
a
lot
of
what
we
do
our
work
program.
When
we
talk
to
you
all
tomorrow
about
accomplishments
and
so
forth.
C
We
do
this
in
the
context
of
your
vision,
statement.
Those
are
guardrails
and
these
Focus
areas
so
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.
So
we
took
the
vision,
statement
and
kind
of
condensed
it
and
put
it
into
kind
of
things.
C
Taking
that
vision,
statement
and
saying
what
you
know,
what
are
the
areas
that
we
truly
want
to
be
impactful
and
so
again,
a
lot
of
what
we
will
be
talking
about
tomorrow
will
be
in
the
context
of
this
is
where
we
are
trying
to
go
from
the
vision
statement,
but
this
from
a
operational
perspective.
These
are
our
lanes
now.
This
is
the
what
there
are
a
lot
of
house
in
terms
of
the
actual
things
and
projects
and
initiatives
that
are
undertaken
that
fit
in
and
under
those
themes
in
those
Focus
areas.
A
B
We
landed
with
this
if
I
remember,
was
kind
of
a
dots
exercise
and
then
maybe
staff
sort
of
put
the
words
together
correctly
from
the
dot
the
dots
exercise
yeah
for
well,
it
was
an
intense
dot
exercise.
You
got
three
dots
yeah.
B
B
C
Well,
yes,
right
and
and,
as
we
said
in
terms
of
North
Star,
that
vision
is
our
North
Star.
These
are
the
themes
and
tomorrow
we're
going
to
talk
about
some
of
the
house.
What
have
we
accomplished
as
it
relates
to
that
vision
and
those
thematic
areas,
and
have
we
done
as
much
as
we
would
like
to
do
absolutely
not?
And
tomorrow,
when
we
talk
about
accomplishments,
we're
not
going
to
talk
about
accomplishments
as
patting
ourselves
on
the
back
are
beating
our
thumping
our
chest.
C
A
A
I
A
A
I
A
G
I
G
G
In
there,
yes,
let
me
be
clear:
my
reaction
was
not
to
what
you
were
saying
on
racial
Equity
at
all.
It
was
really
just
the
raw
like
when
I'm
looking
at
this
and
absorbing
this
as
a
vision
and
you're
right,
it
doesn't
say
climate.
So
there's
like
new
words
that
might.
A
A
document
like
this
over
time
would
get
dated
yeah
just
because
the
world
continues
to
more
I
mean
we
are
living
in
a
country
that
was
created
by
a
document
literally
written
in
1776.,
literally,
and
by
the
way
you
think
you
have
some
stories
on
how
the
document
was
created.
If
you
remember
the
1776
and
saw
that
process,
I
would
use
nice
language
here
right.
But
the
point
is,
is
the
essence
right.
A
You
can
continue
to
do
that
say
here
is
the
latest
Focus
areas
that
help
us
get
a
bit
closer
toward
this
2036
vision?
So
is
the
spirit
of
this
Spirit?
Only
don't
word
Smith
it
that's
a
exercise
in
pain,
particularly
you
know
we
just
we
can
do
it
I.
Welcome
you
to
it,
but
probably
not
this
week,
but
it's
the
spirit
of
it.
Can
you
support
the
the
spirit
of
it
not
vote
on
it
just
support
it
to
feel
like
a
place
that
you'd
want
to
live.
I
Gosh
I
think
about
how
many
of
you
are.
Our
young
people
are
saying
that
the
city
has
no
love
for
them
and
they're
leaving
I.
Can't
un
hear
that
like
if
it
feels
like
this
is
a
representative
of
the
veneer,
like
the
the
glossy
picture
of
Asheville
that
we
put
out,
but
that
we
aren't
underneath
and
also
I,
want
us
to
be
a
place
where
our
city
is
for
everyone.
So
it's
kind
of
The
Duality.
What's.
M
M
A
There
are
some
cities
who
they
don't
have
that
part
in
there.
They
don't
even
say
it
and
they're
not
interested
in
the
city
for
everyone.
In
fact,
there
are
some
cities
who,
where
some
people
would
leave
the
city
real
talk
here
right.
So
the
question
is:
do
you
want
this
to
be
a
city
for
everybody
here,
yeah
I'm
asking
you
is
that
what
you
want.
M
Yeah
with
conditions
like
if,
like
years
ago,
I
don't
know
what
the
motivation
for
this
was,
but
right
now,
if
I
read
it
I'm
like
no.
Everybody
is
not
welcome
here
because
of
what
Sandra
shared
earlier.
So
you
have
tourists
that
convert
into
homeowners
and
they
push
people
out,
but
what
if
tourists
came,
and
they
had
more
of
a
philanthropic
feel
and
we
could
capitalize
off
of
what
they
had
to
bring
come
on.
M
J
B
To
be
well,
I
mean-
and
this
is
where
we
get
into
this
so
vision
mission
I
mean
this-
is
this
whole
I
think
the
concept
of
a
vision
statement
is
a
little
bizarre
to
people.
You
know
you
read
this
and
you're
like
that's,
not
what
our
City's,
like
I
mean
I
and
I.
Think
I
mean
I,
remember,
trying
to
explain
this
to
people
over
and
over
afterward
I'm
like
no.
It's
just
like
what
Shanique
has
said.
It's
not
what
we
are
today.
K
B
I
A
A
I
B
A
G
D
G
A
Place
right,
that's
what
you're
saying
yeah
so
because,
because
here's
the
thing,
it's
not
the
words
or
this
slide
is
going
to
make
any
change.
Don't
forget
that
part
that
vision
statement
all
good
if
you
spend
a
month
re-wording
it
that
wouldn't
get
you
one
step
closer
to
making
it
better
for
people
in
this
community.
I
Well,
it's
a
tool
and
I
saw
it
used
in
our
last
budget
conversation
when
internet
mentioned,
like
there's
an
area
reparations,
wasn't
getting
addressed,
so
we're
able
to
kind
of
like
use
it
as
a
tool
of
staff
to
say,
okay,
we're
seeing
if
connected
and
engaged
Community
wasn't
going
anywhere
it's
like.
Are
we
really
getting
the
work
done
like
where
there's
ways
that
we
can
like
use
it
as
a
tool
to.
I
A
B
I
mean
again
to
the
way
this
translates
in
the
community.
For
example,
there's
not
one
that
says:
Public
Safety,
which
is
apparently
right.
I,
would
argue
that
it's
embedded
too,
but
I
could
see
people
looking
at
this
going.
Well,
you
know
I,
don't
see
and
how
come
it
doesn't
say:
affordable
housing,
you
know
so
I
mean
I,
think
it's
perfect.
Okay,
it
does
say
affordable
housing.
That
was
a
bad
example,
but
earlier
iterations
did
specifically
say:
Public
Safety.
G
As
a
new
person,
the
core
service,
one
I
loved
when
I
was
campaigning
because
really
I
could
talk
to
anyone,
but
that's
a
core
service.
But
it's
really.
It's
really
broad,
because
I
I,
think
of
our
water
utilities,
of
course,
service
I,
think
a
trans
I
think
I
think
all
of
it
garbage
and
so
I
love,
although
I
could
argue
that
it
could
be
up
here.
I
feel
like
I
would
like
us
to
get
not
use
it
as
a
crutch,
because
it
feels
really
broad
for
me.
A
So
you
get
these
six
here,
no
eight
here,
eight
Focus
areas
and
then
within
the
focus
areas
you
have
six
priorities
that
you're
working
from
right
you've
got
a
top-line
vision
statement
that
direction.
He
says:
here's
what
we're
on
our
way
to
becoming
all
good.
So
what
I
think
I
hear
you
saying
is:
there
is
a
foundational
element.
You
are
the
local
government
after
all,
and
core
Services
is
fundamental
to
why
you
exist
right.
A
A
So
when
you're
talking
to
your
constituents,
it's
of
course
well.
This
is
the
reason
why
we
exist
to
make
sure
that
the
basic
foundational
core
services
for
every
member
of
this
community
are
strong
and
available
to
all,
and
in
addition
to
that,
we
have
some
aspirations
that
we're
striving
for.
So
that
feels
workable
to
me.
It
feels
like
okay,
it's
not
a
miss
all
that
sits
on
top
of
you
know
basic
functions.
Anyone
else
have
any
priorities.
A
H
G
Right
so
they
seem
really
fundamental.
A
G
A
I
Every
time
we
make
a
vote
at
Council
and
we're
going
to
do
like
a
conditional
Zoning
for
a
Housing
Development
it'll
refer
to
the
comprehensive
plan
as
the
reasons
why
we
do
it
to
get
the
outcomes.
So
there's
it's
a
over
100
page
document
with
all
of
our
plans
and
Visions
tied
in
for
transportation,
economy,
housing.
C
A
J
No
Esther
mentioned
something
about
and
I
think
Esther
and
Deb
this,
the
public
safety,
somehow
another
I
think
should
be
sort
of
incorporated
into
this
plan.
I
mean
I,
don't
know
how
we
could
do
it,
but
the
clean
I
mean
if
you
look
at
the
areas
there.
It
still
feels
because
we're
dealing
with
this
public
safety
and
issue
so
much
here
in
the
city
and
even
though
we've
got
that
it
doesn't
quite
tell
us
where
we
are.
You
know
deal
with
where
we
are.
So
what
do
you
all
think
we
should
do.
H
L
You
just
rename
it
like
we
just
renamed
what
is
environment
and
Public
Safety
yeah,
so
instead
of
clean
and
healthy
environment,
yeah
yeah
I.
H
Yeah,
just
as
a
little.
H
K
J
And
especially
since
we
just
combined
the
public
safety
and
environment
committee,
then
that
would
probably
be
better
if
we
did
that.
B
A
We're
doing,
but
it
seems
like
there's
alignment,
and
there
is
a
few
important
reasons
to
do
so.
The
one
that
caught
my
attention
is
I'll,
just
call
it
branding
like
if
you
all
have
a
brand
as
a
leadership
team
and
you
go
to
the
market
and
say
Here's
what
we're
all
about,
and
you
show
them
that
and
it
doesn't
say
safety
that
feels
like
a
brand
mismatch.
I
Easy
fix,
So
speaking
of
easy
fixes,
we're
looking
at
the
focus
areas
that
are
from
the
themes
of
living,
Asheville,
comprehensive
plan,
one
Equitable
and
diverse
Community
to
transportation
and
accessibility,
three
thriving
local
economy,
four
connected
and
engaged
Community,
five,
well-planned
and
livable
communities;
six,
clean
and
healthy
environment,
seven
quality,
affordable
housing
and
eight
financially
resilient
City.
So
we've
been
talking
about
changes
to
number
six,
which
is
clean
and
healthy
environment,
currently,
which
has
a
whole
bucket
of
work
underneath
that,
in
the
comp
plan.
M
I
think
what's
confusing
me
and
what
would
be
confusing
to
the
community
is:
how
do
you
hold
a
focus
area
and
a
priority
together
to
me?
Focus
areas
should
not
even
be
the
title
of
that.
It
should
be
like
the
framework.
The
framework
that
gives
life
to
what
we
do
you
can't
hold
both
I
can't
have
a
priority
and
then
fulfill
all
those
Focus
there
yeah
it's
like
the
naming
of
it
should
be
a
little
bit
different.
M
H
About
just
a
little
devil's
advocate
here,
like
in
my
two
years
on
Council,
we've
never
pulled
this
out
and
said.
Is
this
decision
we're
making
tonight
reflective
of
these
eight
points
like?
Are
we
spinning
our
Wheels
here?
Is
the
public
really
going
to
feel
insured?
If
we
just
add
the
word
safe
and
that's
all
you
know,
are
we.
H
B
Right
form
for
that
I
think
I
think
it's
just
a
limited
put
the
word
safety
and
let's.
A
B
M
Understanding,
yes,
but
the
conversation
was
well
how
how's
the
community
going
to
see
this
they're
going
to
come
out
of
this
Retreat
and
they're,
not
going
to
know
that
our
priority
shift
annually,
they're
going
to
say
they
have
Focus
areas
and
they
also
have
priorities.
And
then
this
is
where
they're
going
to
have
the
debate
about
where
I
don't
see.
What
what
is
interesting
to
me
reflected
here
in
the
focus
area.
A
I
G
Is
there
are
a
lot
of
really
important
layers
of
this
that
we're
building
from
the
vision
to
the
work
plans
that
staff
have
and
I
it
it?
G
It
appears
that
our
organization
has
evolved
in
a
way
where
we've
kind
of
taken
one
part
of
this
at
a
time
to
develop,
which
is
awesome,
that's
very
Asheville
to
be
practical
and
incremental,
but
I
wonder
if
we're
at
a
place
as
an
organization
to
like
not
in
this
retreat,
but
step
back
and
pull
it
together
or
put
resources
to
it
to
like
make
a
strategic
plan
that
starts
to
glue
it
together,
which
is
fundamentally
a
different
tool
than
a
comp
plan.
A
comprehensive
plan
is
it.
G
G
We
have
so
much
of
the
good
thinking
they're
just
it
might
have
been.
It
might
be
that
we
haven't
stepped
back
and
asked
someone
to
help
us
put
it
together
in
a
consistent
way,
so
that,
when
you
go
from
one
level
of
the
framework
to
the
next,
it
all
kind
of
bleeds
into
each
other.
I
think
your
point
is
really
well
taken.
Shanika
I
think
a
focus
area
can
mean
something
different
than
a
priority,
but
some
of
the
the
language
of
how
we're
framing
this
might
be
fuzzy
to
different
people.
G
This
document
I
think
that
we're
going
to
continue
to
have
a
tough
time
between
us
and
the
community
understanding
what
a
focus
area
versus
a
priority
versus
a
mission
statement
versus
a
work
plan
look
like
and
a
method
that
many
organizations
use
is
to
step
back
and
do
a
strategic
plan
that
pulls
these
things
together,
so
that
they're
complimenting,
because
sometimes
what
you
end
up
seeing
is
there's
apples
and
oranges
in
different
buckets.
G
B
G
Planning
processes
can
be
done
internally
with
the
management
team.
If
there's
bandwidth,
they
could
be
done
by
external
folks.
I
would
bet
that
in
your
leadership,
work
you're
familiar
with
strategic
planning
processes,
so
this
isn't
I'm
just
putting
a
thought
out
there
not
for
a
decision
at
this
point
unless
everyone's
like
this
makes
a
lot
of
sense.
But
the
point
being
I
think
that
the
struggle
we're
having
in
this
conversation
is
because
there's
blurriness
and
imprecision
in
the
way
that
we're
framing
this
stuff.
G
D
C
I
would
recommend
the
minor
tweaking,
because,
honestly,
this
may
be
really
really
good
for
us,
but
operationally
in
the
impact
on
the
community
what
their,
what
they're
feeling
they
want
to
know
what
your
six
priorities
are.
How
are
you
going
to
enhance
my
life
today
and
so
yeah
and
you're
right?
We
do
not
have
a
real
strategic
plan,
but
I
think
some
of
the
most
important
elements
of
a
strategic
plan
is
a
vision
and
what
are
your
core
areas
and
and
I
think
we
have
I
have
I
think
we
fundamentally
have
that.
C
A
So
would
you
given
what
you
all
heard?
This
is
a
request
from
staff,
the
tiny
little
tweaks
that
got
recommended
here
or
talked
about
here.
Would
you
all
come
back
to
this
group
and
say
here's
what
we
heard?
Here's,
what
we
recommend
it's
going
to
be
a
list
under
three
sounds
like
and
then
you
guys
take
a
whack
at
it
see
if
you
can
get
agreement,
put
it
in
place
and
move
on.
I
I
I
did
and
I,
even
though
I
have
family
Roots
here
I
was
a
visitor
and
I
think
that
you
know
some
folks
come
here
with
seven
hundred
thousand
dollars
to
buy
a
house,
and
some
people
have
seven
dollars
in
a
tent
and
we're
all
humans
in
the
community
together.
So
just
as
we're
moving
forward,
I
I
want
to
just
like
I'm,
going
to
check
in
on
myself
and
make
sure
that
I'm
not
like
othering
our
new,
our
neighbors,
whether
they're
new
yesterday
or
how
many
resources
they
have
I'm.
Just
I'm
gonna
work
on
that.
A
To
name
it
I
appreciate
that
you
know
it's
a
representative
body
and
that
that's
why
I
circled
that,
for
everyone,
part
of
the
mission
statement
it's
hard
to
do,
particularly
when
you
get
really
passionate
about
people
who
are
struggling,
you
can
go.
You
can
get
over
indexed
on
that
group
and
forget.
You've
got
group
people
who
call
your
city
home
along
the
entire
Continuum
such
a
good
reminder:
okay,
so
staff.
Thank
you
for
that.
A
A
It's
important,
it's
good
because
it
does
does
guide
you.
It
is
a
cross
check.
All
those
things
it
is
a
stake
in
the
ground,
but
I
want
to
shift
you
out
of
that.
I
want
to
talk
about
what
is
it
that
you
must
become
as
a
team
in
order
to
have
any
shot
at
driving,
Focus
areas,
priorities
or
a
vision
or
work
plans?
A
What
is
that
you
must
become
so
I
want
to
turn
the
the
mirror
on
you.
I
want
to
talk
about
teams.
We
talked
about
becoming
a
team
of
teams,
so
first,
if
you
would
allow
me,
I
wanted
to
share
with
you
a
few
things
to
contextualize
the
conversation
around
you
developing
as
a
collaborative
governing
team.
A
A
A
A
A
I
can't
damage
the
team,
whoever
I
respond
to
this
situation.
I
have
to
do
it
in
a
way
that
doesn't
damage
the
team,
because
the
team
is
Prime
and
everything
I'm
committed
to
I'm
going
to
have
a
better
chance
of
getting
it
done
with
the
team,
so
I
can't
damage
the
team.
I
can't
damage
the
very
vessel.
That's
going
to
allow
us
to
do
what
we're
here
to
do.
A
A
You
want
to
go
fast,
go
alone.
If
you
want
to
go
fast,
go
together.
This
is
basic
and
often
overlooked,
part
of
the
way
each
and
every
one
of
you
got
in
the
roles
you're
in
in
your
professional
lives
and
in
this
life.
That
you're
in
here
is
because
of
your
ability
to
get
a
lot
of
things
done
and
part
of
the
way
you
get
a
lot
of
things
done.
Is
you
do
things
fast?
A
A
A
Now,
specifically,
for
you
I'm
talking
to
the
counselor
for
just
a
moment
here,
so
as
a
elected
official
in
order
to
get
in
here
to
help
your
community
in
the
ways
that
you
talked
about
earlier,
you
have
to
get
into
that
mood
and
last
year,
with
the
exception
of
usage,
everyone
else
was
in
campaigning
mode.
All
good
is
part
of
the
deal
and
part
of
campaigning
mode
is
the
competing
part.
Now,
listen
to
me
very
carefully
on
this
part
of
the
campaign.
A
Part
is
you
have
to
go
out
to
the
community
and
you
have
to
talk
about
you
a
lot
by
the
way,
that's
the
opposite
of
realism,
but
this
is
part
of
your
deal.
This
is
a
strange
little
world.
You
live
in
as
elected
officials.
You
have
to
go
out
and
say
hey.
Let
me
tell
you
why
I
am
awesome
for
the
role
of
a
council
person,
so
you
have
a
lot
of
me
and
then
you
even
have
to
enter
into
the
competitive
mind.
A
Let
me
tell
you
why
I'm
better
in
the
role
of
councilwoman,
then
the
my
opponent,
that's
pure
comparative
State.
It's
all
part
of
the
deal.
It's
fine
I'm,
not
demeaning
it
I'm,
not
judging
it.
It
is
part
of
your
life
as
an
elected
Affair.
This
is
part
of
this
is
the
way
it's
set
up.
Then
there
is
this
collaborating
part.
So
last
year,
all
of
you,
at
the
exception
of
one,
were
in
campaigning
and
competing
mode,
and
each
one
of
these
has
a
mindset
that
comes
with
it.
A
So
the
campaigns
are
over.
So
your
ability
to
be
versatile
to
be
able
to
now
switch
gears
and
get
thoroughly
into
the
collaborating
mindset
is
crucial,
and
sometimes
by
the
way,
when
you're,
in
a
campaigning
mindset
and
when
you're
in
a
competing
mindset,
you're
trying
to
convince
the
market,
your
constituents
in
this
case
that
you're
the
best
one
and
vote
for
me,
not
the
other
and
all
that
stuff
what'd,
you
say
happens
in
the
fuzzy.
A
If
we
don't
manage
it
well,
relationships
get
dinged
so
now
you've
got
relationships
that
get
ding
feelings
that
get
hurt
and
now
you're
trying
to
go
here.
That's
why
this
versatility
and
remaining
locked
in
on
what
the
big
reason
why
you're
doing
this
and
by
the
way,
I
didn't
hear
any
of
you
say
when
I
asked
you
why
you
govern
I,
didn't
hear
any
of
you
say
to
win
elections.
A
I
mean
how
many
of
you've
anybody
read
this
book
read
this
book.
So
this
is
a
fascinating
book.
I
highly
recommend
it
I'm
sure
you've
heard
of
the
title.
But
if
you,
if
you
have
a
reading
list,
put
this
on
your
list,
I
want
to
I
want
to
share
with
you
one
little
Passage
from
Doris
Kearns
Goodwin.
This
I
think
really
awesome
book.
A
A
A
A
A
You
know,
I,
don't
think
this
team
trusts
each
other.
Somebody
should
come
in
and
fix
the
lack
of
trust.
We
have
they're
always
saying
somebody
else
should
come
and
make
the
team
better.
That's
the
opposite
of
this.
If
you
want
to
have
a
better
team
at
the
first
be
willing
to
be
a
better
teammate
first
step.
A
A
A
Great
teams
get
very
specific
in
what
it
looks
like
and
then
step
two
they
govern
to
what
they
say
they
value.
In
other
words,
they
hold
each
other
accountable
to
it.
Here's
what
we
value
here
are
the
behaviors
we
value
as
a
team,
not
some
esoteric
behaviors,
but
the
values.
We
say
we
value
as
a
team,
the
behaviors
that
we
value
as
a
team,
and
then
they
hold
each
other
accountable.
A
And
think
about
this
very
basic
example:
let's
say
wherever
you
work,
there's
a
road
that
you
take
to
drive
home
from
work
to
home
and
the
speed
limit
on
that
road.
You
drive
from
work
to
home
is
50
miles
an
hour,
fifty
five
zero
and
you
drive
the
road.
You
drive
that
road
home
every
day,
50
miles
an
hour,
is
the
speed
limit,
and
then
you
notice
after
driving
this
road
for
months,
you
notice
that
there
is
never
a
patrol
officer
monitoring.
A
Are
people
actually
driving
50
miles
an
hour?
It's
never
I
drive
this
road
every
day
every
day
and
there's
never
a
patrol
officer.
If
there's
never
a
patrol
officer
and
the
speed
limit
is
50,
what
will
some
people
do?
Speed
limit
is
50.
What
will
some
people
do
say
again?
Some
people
will
go,
they
won't
go
crazy.
They'll
go
55..
A
A
A
A
A
A
So
this
looks
like
a
road
with
no
patrol
officer.
I,
don't
even
know
what
the
speed
limit
is
you're
like
grab
a
compact.
This
is
what
you
said
all
right:
let's
do
a
little
grading,
let's
we'll
put
you
in
groups
at
your
tables,
and
this
is
this-
is
your
your
current
agreement.
This
is
how
you
said:
you're
going
to
collaborate
together.
A
A
Four
of
you
are
going
to
be
a
little
team
and
the
four
you're
going
to
be
a
little
team
and
here's
how
you're
evaluating
each
of
these
we're
going
to
keep
it
moving
and
I.
Don't
want
you
to
overthink
it
I,
don't
want
you
to
over
talk
I
just
want
you
to
hit
it
here.
Are
the
criteria
for
each
one
of
these
I?
Want
you
to
ask
yourself
based
upon
your
experience,
has
each
of
go
by
one
by
one,
be
patient
with
your
teammate
as
they
bring
their
full
self
to
the
team?
A
A
A
Very
good
hold
on
one.
Second,
let
me
let
me
make
sure
I'm
real
clear
about
this.
Thank
you.
Thank
you.
So
to
answer
your
question
internet,
what
you're
going
to
evaluate
is
how
this
entire
group,
all
of
you
as
a
team,
how
you're
doing
on
each
of
these
14
agreements
that
you're
you're
sitting
in
and
for
each
of
them
you're
going
to
assess,
is
it?
Has
it
completely
broken
down?
In
other
words,
we're
not
doing
it.
A
Is
it
a
bit
wobbly,
meaning
we're
doing
it
sometimes,
but
sometimes
we're
not,
or
has
that
agreement
held
strong
for
each
of
the
14.
all
right.
So
first
thing
everybody
go
through
there
14
and
assess
each
one
where
you
do
it
first.
First
on
your
own
I
want
you
to
have
your
own
view.
That's
right!
So,
oh
there
you
go.
A
D
C
N
Right,
while
you
all
are
in
your
breakout
groups,
the
audio
will
be
off
for
those
listening
or
in
the
streaming,
but
we'll
be
taking
some
notes
and
they
will
be
posted.
We're.
A
A
A
A
It
gets
it
done
and
it
gets
it
done
in
a
way
that
we
can
keep
getting
it
done
over
and
over
and
over
again.
In
other
words,
the
way
in
which
we
get
it
done
is
such
that
we
lean
into
each
other
and
say:
let's
do
it
again
as
opposed
to
the
way
we
get
results
and
drive
process
is
so
hard,
it's
so
rough
that
people
start
turning
away
from
each
other.
What
is
an
effective
collaborative
governing
team?
So
this
group
give
me
one
of
your
held
strong
for
any
of
you.
E
A
A
Now,
let's
make
sure
we
note
that
two
years
ago,
I
remember
this
one
well,
so
the
fact
that
we've
made
progress
in
that
one
we
put
the
agreement
in
place
to
become
a
more
effective
collaborative
governing
team,
because
good
collaborative
governing
teams
would
do
number
five.
They
provide
a
briefing
in
advance
of
a
conversation
about
it,
that's
what
it
would
look
like.
So
we
want
to
note
that
as
progress
and
be
encouraged
to
keep
going
all
right,
how
about
this
group
here
in
the
middle?
What
was
one
of
your
held
strong?
A
A
A
Okay,
so
speak
directly
to
the
person
you
have
a
relationship
issue
with,
rather
than
putting
someone
else
in
in
the
middle.
That's
triangulation
I
have
an
issue
with
the
mayor
me
Nicholas
and
I
keep
telling
everybody
else.
You
know
she
keeps
cutting
me
off
in
meetings.
You
know
she
just
I,
don't
know
what
I
don't
know
what
I'm
doing
wrong,
but
she
keeps
cutting
me
off
you
do
you
know
why
she
keeps
cutting
me
off.
Is
it
something
I
right
cause
I'm,
clearly
talking
to
the
wrong
person
right
now?
A
A
A
Once
you
have
a
relationship
with
a
person
when
there's
some
something
gets
in
that
they
do
something
you
just
go
to
the
person.
You
have
a
relationship
with
you
say:
Hey,
listen.
Can
we
talk
about
this?
There's
this
thing
that
I,
just
you
and
I,
need
to
work
through
that?
That's
what
people
have
relationships.
Do
that's
that's
my
theory
on
why
that
showed
up.
How
about
this
group?
What
broke
down.
B
B
I
only
have
I
only
had
two
brothers
I
had
bring
a
mindset
of
ownership
to
the
process
as
a
breakdown
and
well
our
mindset
of
ownership
that
one
broke
down
well,
I,
don't
even
think
it
broke
down
I,
don't
think
it's
happened
yet
really
well,
not
not
not
across
the
board.
No,
so.
A
The
what
would
the
anybody
can
answer
is
what
would
the
opposite
of
a
mindset
of
ownership
sound
like
it
was
right
or
blame
ism
I,
don't
know
who
did
that,
but
it
certainly
wasn't
me
they.
It
wouldn't
be.
We
we
made
that
decision,
it
would
be.
They
made
that
decision
as
one
example.
Well,.
B
And
then
in
our
in,
in
our
context,
it's
not
so
much
the
we
we
are
we
and
we
make
decisions,
it's
more,
the
the
the
dynamic
with
the
staff,
where
you
have
a
policy
making
body
giving
direction,
but
sometimes
we
have
a
flipped
Dynamic,
where
it
feels
like
we're
passive
and
staff's
coming
to
us
with
the
decisions
they've
made,
even
though
they
perceive
it
as
actions
they're
taking
on
our
behalf,
but
it's
perceived
as
we're
being
asked
by
staff
to
do
blah
blah
blah.
B
A
D
B
B
I
mean
to
me
ultimately
everything
that
the
city
does
is
the
council's
responsibility.
I
mean
it
is
the
its
own
should
be
owned
by
the
council
and,
and
so
maybe
I'm-
not
thinking
about
it
correctly.
But
that's
how
I
think
about
it
and
so
I
think
about
when
the
staff
comes
to
us
and
we're
in
committees
and
we're
being
we're
reviewing
something
I
think
there
can
be
a
tendency
of
like
a
dynamic
where
we
don't
own,
that
that's
a
thing
they.
A
A
C
A
H
Yeah,
what
was
your
reason,
sorry
about
that
I
guess
for
me,
I
was
looking
at
it
more
in
light
of
like
the
water
and
as
a
community
when
something's
happening
like
right.
Now
we
have
this
little
crisis
in
the
media
and
business
Community,
downtown
and
I
looked
at
it,
as
are
we
owning
it
like
with
the
water?
Did
we
ever
really
hold
ourselves
accountable?
As
Esther
says
like
at
the
top
of
the
chart?
There
is
the
council,
did
we
ever
step
up
and
say
we
are
really
sorry.
This
happened.
H
We
acknowledge
that
it
happened,
and
this
is
what
we're
doing
and
do
we
own
it
when
I
just
think
this
happens,
a
lot
I'm,
not
sure
that
we,
as
the
leaders,
recognize
that
we
are
the
highest
body
and
even
if
we
can't
impact
it
or
change
it
right,
then,
are
we
owning
it
and
saying
like
if
we
ever
acknowledged
we're
having
a
shortage
of
Staffing
crisis?
H
H
H
At
the
top
right
sure,
I
guess
I
mean
in
the
responsibility
of
governing
the
city
at
the
end
of
the
day,
who's
ultimately
responsible
like
if
we
can't
we
don't
direct
the
police
department
right,
but
at
the
end
of
the
day
the
community
holds
us
responsible
for
the
public
safety.
So
I
guess
that's
what
I'm.
A
H
A
H
B
B
Well
but
I
mean
how
you
phrase
it
yeah,
because
I
don't
always
get
that
sense
on
this
Council
I
feel
like
a
lot
of
times.
The
council
is
like
a
consumer
protection
Division
and
they
stand
outside
the
city
and
they
say
that
city
is
not
doing
a
good
job.
I
mean.
Have
you
never
said
the
city's
not
doing
a
good
job.
B
I
mean
that's
what
where
I
think
it's
you
know,
I,
don't
that's
where
I
think
you
have
the
the
I.
Don't
think
that
everything
that
happens
in
this
community
is
something
that
we
own,
because
it's
multifaceted
and
there
are
a
lot
of
providers
doing
a
lot
of
work.
So
to
say
every
issue
is
we're.
The
you
know
we're
the
leadership.
That's
responsible,
I,
don't
know
that.
That's
correct!
We
have
a
lot
of
different
County
yeah.
B
H
Right
I
do
think
we
really
quickly
point
to
the
other
entities
that
are
responsible
for
things
too
and
I
get.
Why?
Because
we
can't
always
impact
that,
like
state
legislators
or
TDA,
and
we
kind
of
have
a
tendency
to
like
poo
poo.
Well,
that's
just
them
over
there
and
we
can't
touch
it
as
opposed
to.
M
M
We
say
we
should
have
a
plan.
We
should
have
had
this
yeah
yeah
I
feel
like
a
lot
of
times.
We
just
respond
because
of
the
pressure,
but
we
don't
we
we
never
come
around
and
Corral
and
say
how
should
we
respond
in
a
way
that
represents
what
everybody
is
feeling
and
not
throw
any
one
person
or
any
one
Department
under
the
bus,
but
still
be
honest
like
how
do
we
play?
How
do
we
dance
here
and
have
ownership.
A
Are
we
a
high
functioning
team
in
a
team,
in
this
case
it's
Council
and
staff,
so
you
are
teammates
as
a
council
staff
team,
your
teammates
with
each
other
being
a
good
teammate.
When
something
happens
that
causes
damage
harm
some
distress
in
the
community,
some
breakdown,
what
a
good
teammate
would
say:
hey
we
didn't
deliver
in
this
case.
A
We
need
to
be
better
in
this
case,
we're
going
to
do
the
work
to
understand
how
this
happened
and
we're
going
to
fix
it.
We're
going
to
be
better
for
our
community.
That's
what
good
teammate
would
do.
The
bad
teammate
would
do
would
say.
Listen
they
absolutely
let
the
ball
drop
on
this.
This
is
unacceptable.
We
cannot
have
this
and
next
time
they
need
to
get
it
right.
That's
what
a
bad
teammate
would
do.
Bad
teammate
would
blame
the
others.
A
good
teammate
would
absorb
it.
A
A
That's
what
it
looks
like
because
you
have
to
be
honest,
you
said
remember
to
your
point:
the
community
is
part
of
the
team,
so
you
want
to
be
honest
and
transparent
with
your
teammates,
your
your
fellow
community
members,
but
that
doesn't
mean
being
honest
and
transparent
with
it
doesn't
mean
throwing
each
other
under
the
bus,
because
that's
going
to
lead
to
low
functionality,
which
is
going
to
lead
to
low
performance,
fractured
relationships
and
all
the
things
that
we've
been
talking
about.
That's
how
I
would
respond
in
a
nuanced
way.
I
I
will
say
that
I
have
high
functioning
or
hold
strong
on
number
five,
because
I
know
we're
working
on
it.
I've
seen
it
like
incredible
efforts
to
get
information
and
I
really
appreciate
it.
I
think
it's
one
of
the
things
that
I
think
are
as
an
organization
we've
really
grown
and
I
think
we
can
always
keep
shifting
and
growing
and
learning
and
doing
better
I
think
that
I
I
expect
that
staff
wants
us
to
share
and
own
responsibility.
Accountability,
that's
hard
to
do.
I
If
we,
if
we
don't
feel
like,
we
have
all
the
information
and
when
situations
like
you
know,
the
water
system
got
brought
up
it
is.
It
is
hard
it's
like.
Oh,
my
gosh
I
know
it's
the
holidays,
and
but
I'm
gonna
just
go
borrow
a
friend's
truck
and
help
people
flush
toilets
with
these
buckets
of
water,
because
I
don't
have
enough
information
on
whether
or
not
we're
going
to
do
that.
D
A
Hey,
listen,
I'm,
getting
ready
to
go
to
a
community
conversation
about
what
happened.
I
need
you
to
give
me
all
the
details,
so
I
can
defend
us
and
reassure
the
community
that
we're
on
this
information.
Now
you're
going
to
say,
let
me
tell
you
what
we're
listen,
I'm,
really
sorry,
this
broke
down
as
a
city
government.
We
have
got
to
be
better.
A
Let
me
tell
you
what
we're
working
on
to
make
sure
this
doesn't
happen
again.
That's,
but
that's
a
collaborative
mindset.
That's
not
a
competitive
mindset.
That's
not
evade!
That's!
That's!
We!
That's
team!
That's
collaboration!
All
right!
One
more
thing!
I
want
to
do
before
we
break
and
Kelly
can
we
grab
all
those
that
we
can
show
you
what
you
said
tomorrow?
If
you
just
please
pass
those
along
to
her,
we'll
show
you
kind
of
your
Collective
map.
A
Take
a
break
after
this
or
we're
getting
close
to
the
end
time.
There's
one
more
thing:
I
want
to
do
with
you,
so
I
want
to
show
you
this
two-sided,
multi-faceted
component
of
what
great
teams
there
are
mechanics
to
what
helps
great
teams
become
so
so
the
first
side
is
what
we'll
call
team
performance,
so
the
team
performing
at
the
highest
level
in
your
case,
that
would
be
results
that
make
real
measurable
impact
on
the
community.
A
So
every
team
that
calls
us
wants
this:
they
all
want
High
execution.
They
all
want
to
be
high
adaptability
teams,
High
resilient
teams,
High
consistent
teams,
High
capabilities,
most
teams
that
we
talk
to.
They
all
want
this.
Most
of
them
are
unwilling
or
don't
know
how
to
work.
On
the
other
side,
we'll
call
that
side
high
functioning,
healthy
team,
cohesive,
connected
caring,
leaning
into
each
other,
not
neutral,
but
actually
leaning
in
trusting
Progressive
dialogue.
A
A
So
great
teams
have
a
disproportionate
number
of
teammates
that
are
really
good
at
self-leadership
and
the
foundation
of
self-leadership
leading
yourself
is
being
aware
of
yourself
you
having
an
awareness
of
your
patterns.
The
way
you
tend
to
operate
at
the
very
least
as
part
of
the
team
having
an
awareness
of
that
thing,
I
do
that
tends
to
impact
the
team.
A
I
want
you
to
have
awareness
that
that's
the
thing
you
do
that
tends
to
shut
down
or
whatever
it
is
now.
The
first
payoff
from
having
a
team
of
versatile
self-aware
leaders
first
payoff
is
we
then
start
to
take
this
self-leadership
component
and
invest
in
more
connected
relationships
now
the
opportunity
that
I
think
you
all
have
is,
as
we
talked
about
at
the
beginning
of
our
time
together
today,
we're
now
moving
into
post
covet,
where
we
now
can
be
back
in
the
same
room
with
each
other
for
the
last
few
years.
A
You've
not
been
able
to
do
that.
So
your
willingness
to
work
and
build
on
relationships.
Now,
when
I
say
relationships,
I'm
not
talking
about
you're
at
each
other's
house
for
barbecues
every
Saturday
night.
Now,
if
you
do
that,
that's
fine,
but
I'm,
not
that's,
not
really.
What
I'm
talking
about
I'm
talking
about
having
a
commitment
at
the
individual
teammate
level
that
I
am
sharing
a
team
with
these
people
and
the
work
is
going
to
be
better
and
my
contribution
to
the
work
is
going
to
be
better.
A
A
Active
trust
is
one
thing
to
say:
you
trust
a
person
or
even
feel
it,
but
to
put
it
into
action.
That's
what
I'm
talking
about
active
trust,
both
character,
trust,
in
other
words,
I
trust,
your
character,
I
trust
where
you're
coming
from
I
trust
your
agenda
and
competency
trust
both
the
next
payoff
is
we
take
the
active
trust
and
we
put
it
into
how
we
communicate
conversate
debate
with
each
other.
A
Great
teams
are
really
good
at
having
direct
conversations
and
debates
with
each
other
for
great
teams
what
needs
to
get
said,
get
set
and
the
trust
component
here
the
relationships
feed
the
trust.
The
trust
allows
straight
dialogue.
So
when
one
of
my
teammates
challenges
my
perspective,
when
one
of
my
teammates
is
on
the
other
side
of
the
debate
with
me,
I
don't
take
their
challenge
of
my
idea
personally,
because
I
trust,
where
it's
coming
from
I
know
that
they're
challenging
my
idea.
A
I
know
that
there
poking
holes
in
my
idea
to
make
sure
the
idea
holds
up,
because
that's
what's
going
to
help
us
get
to
the
best
answer.
I
trust,
that's
where
it's
coming
from
now.
For
you
all
particularly
elected.
This
is
tough,
because,
when
you're
debating
someone,
if
you
slip
into
that
competitive
campaigning,
mindset,
you're
going
to
hear
it
and
receive
it
completely
differently.
That's
why
this
is
so
important.
A
We
could
even
be
out
publicly
debating
something,
but
do
it
in
a
way
where
I
know
my
teammate
I
trust.
My
teammate,
even
though
right
now
at
a
public
forum
with
television
cameras,
rolling
they're
on
the
opposite
side
of
the
debate
with
me
and
I,
know
it's
just
because
they're
passionate
about
trying
to
do
the
best
thing
to
help
this
community
go
forward.
I
know
they're,
not
personally
attacking
me
at
this
debate.
That's
all
trust
which
comes
from
relationships.
A
A
The
next
payoff
is.
We
take
our
ability
to
have
tough,
direct
debates
and
conversations,
and
we
now
start
to
put
that
into
our
ability
to
get
clear
and
aligned
over
and
over
and
over
and
over
and
over
again,
and
it
has
to
be
clear
and
aligned.
Both
and
remember,
alignment
is
perpetual
if
we
get
aligned
on
Monday
something's
going
to
happen
on
Tuesday
we're
going
to
get
realigned
again.
A
A
Now,
if,
as
we
take
our
ability
to
get
clear
and
aligned,
make
decisions,
binding
decisions
form
agreements,
and
that
starts
to
show
up
in
our
ability
to
hold
each
other
accountable
as
teammates
for
results
and
behaviors,
both
hey,
didn't.
We
have
an
agreement
that
we
weren't
going
to
triangulate.
Did
we
have
an
agreement?
A
Well,
depressive
economy?
That's
the
radar
gun,
hey
I,
think
you're
outside
of
what
we've
read,
I!
Think
you're
triangulating!
That's
why
you
send
me
to
Madame
mayor,
because
we
have
an
agreement
and
you're
going
to
hold
me
accountable
as
your
teammate,
because
if
I
don't
go,
get
flat
with
the
mayor
over
this
thing,
I'm
experiencing
her
doing
to
me
over
and
over
again,
you
know
that's
going
to
weaken
our
team.
A
A
A
We
struggle,
we
push,
we
just
meet
the
Target
or
the
goal,
and
after
just
squeaking
over
the
goal
squeaking
over
the
Finish
Line,
the
team
looks
to
each
other
and
says
that
was
really
hard.
Let's
do
it
again
together.
That's
extraordinary
versus
the
team
just
meets
the
deadline.
Jess
gets
over
the
finish
line
and
the
team
looks
at
each
other
and
says
largely
on
the
inside.
I
hope
I
never
have
to
see
you
people
again,
that's
not
extraordinary
another.
A
D
D
A
Probably
new
for
you
Ben
everybody
else.
You
saw
it
two
years
ago
and
you're
just
going
to
spend
a
little
time
based
upon
each
of
the
definitions
for
each
of
these
Dimensions,
which
are
on
the
back
of
that
sheet
and
you're,
going
to
rate
you're
going
to
assess
this
team
on
a
scale
of
one
to
ten
we're
going
to
roll
them
up
and
kind
of
see
what
you
look
like
and
that
will
at
least
give
you
a
little
bit
of
a
snapshot
on
what
you
think
about
this
team
in
terms
of
functionality
right.
A
Let's
pause
there
break
and
there's
one
more
segment
that
I
want
us
to
do,
and
I
want
us
to
look
at
internal
speed
bumps
and
what
I
mean
by
internal
speed
bumps
anything
inside
of
this
team
that
is
slowing
this
team
down
for
making
progress.
We
looked
at
the
X,
that's
right
staff
and
Council.
So,
let's
break
let's
take
10
minutes
and
then
we'll
look
at
speed
bumps
and
see
if
we
can
start
to
get
through
some
of
the
process,
things
that
might
be
in
our
way.
K
A
A
Don't
have
that
option
in
here
talking
to
myself
in
your
groups,
I
want
you
to
speed
around
this
I
want
you
to
come
up
with
threat,
three
three
and
three
yep
three
speed
bumps
anything
that
represents
process,
confusion
and
we're
only
talking
about
internally
counseling
staff
team,
only
Council
and
staff
team.
Only
and
I
want
to
encourage
you.
This
is
important.
A
A
A
A
You
go
ripping
over
the
speed
bump
50
miles
an
hour
and
it
tears
the
car
up
and
everybody
in
it
so
they're
it
could
really
be
a
problem.
So,
let's
start
with
this
group
what's
in
the
way,
so
the
lack
of
role,
Clarity,
we'll
call
role,
ambiguity,
that's
a
speed
bump,
that's
causing
things
to
be
to
be
slowed
down.
Number
two
get
that
number
two.
A
H
I,
don't
I
I
feel
like
sometimes
we'll
be
halfway
through
a
process
and
then
be
like
wait
a
second.
We
didn't
think
of
that.
Let's
change
the
whole
thing.
I,
don't
know
if
I
have
a
literal
example,
although
we
kind
of
agreed
on
this
I
feel,
like
staff
may
feel
that
way,
sometimes
well.
M
H
H
I
Oh
yeah
I
guess
I
could
put
that
broadly
in
a
bucket
of
because
we're
always
in
reaction
mode,
because
there's
so
many
needs
in
our
community.
We
just
try
to
find
a
way
to
say
a
little
bit
of
a
yes
to
everything
and
it's
hard
to
say
no
and
at
the
end
of
the
day
we're
represented
with
yes
or
no.
So
it's
like
that
I
try
to
be
creative
and
bring
stuff
to
the
table.
I
A
I
Well,
I'd
offer
the
the
experience
to
bend.
I
recently
asked
a
question
at
council
meeting
that
came
up
because
I
saw
something
in
a
presentation
and
then
I
heard
the
response.
I
don't
know,
but
I'll
get
back
to
you
and
I
was
like
oh
great,
that's
kind
of
a
no
I
don't
have
the
answer.
Let's
follow
up
later,
what.
A
A
This
is
kind
of
the
deal
right,
but
just
add
commas
and
zeros
I
would
get
to
your
challenges.
Here.
You
have
ten
back
ten
dollars.
How
do
you
walk
generally
do
as
a
team
deciding
where
you
spend
the
ten
dollars
and
deciding
where
you
don't?
You
say
no
to
the
other
ninety
dollars
for
the
requests?
How
do
you
all
do
with
this.
H
I
B
This
is
our
initiative
to
ban
single-use
plastic
bags
that
we
sprung
on
the
staff
sort
of
but
and
the
staff
said.
Look.
We
just
can't
implement
this
kind
of
a
change
in
our
community
and
turn
on
a
dime,
and
we
had
a
lot
of
folks
out
in
the
community
saying.
Why
can't
you
do
this
really
quickly?
This
should
be
easy.
You.
I
Should
just
do
it
quickly,
but
I
will
say
in
that
situation.
I
think.
The
reason
it
created
a
little
bit
of
a
speed
bump
for
all
of
us,
including
the
community,
was
that
I
didn't
hear
something
that
I
expected
I
thought
I
was
throwing
a
fastball
down
the
middle
like?
What
do
you
need
more
staff,
but
I
need
more
funding
and
I.
Just
heard
like
a
no
and
I
was
like
I've
never
heard
a
department
not
ask.
I
I
was
like,
oh
now,
I
have
a
do.
We
have
a
different
question
like
if
Public
Works
is
going
to
ask
for
Public
Works
funding
and
policing
you're
gonna
ask
for
more
police
funding
and
the
sustainability
Department's
gonna
just
say
no
I
mean
that's
good,
because
we're
learning
now
to
say
no
and
I
also
was
like
wait.
Do.
Are
we
not
going
to
level
up
sustainability?
It.
A
A
A
C
I
think
you've
got
most
of
them,
but
I
don't
think
we
think
enough
about
employee
morale
that
when
we're
having
to
I
mean
we
are
really
doing
some
good
work
on
something
and
it
and
then
it's
no
change
direction.
So
sometimes
it's
not
resources.
It
is
Passion
about
the
the
priority
that
you
set
for
me:
I'm
I'm,
doing
I'm
I'm
I'm,
getting
it
done
and
then
all
of
a
sudden
now
I've
got
to
redirect
that
energy
to
something
else,
and
so
the
employee's
ability
to
rise
to
that.
C
Okay
I
was
really
getting
it
on
this
one
and
even
if
you
add
more
resources,
that's
still
more
work
for
us,
because
that
person
is
not
going
to
come
in.
Knowing
all
the
institutional
background
about
that
particular
issue,
and
you
have
to
manage
that
work
and
somebody
has
to
do
it.
So,
even
if
we
get
more
resources,
you're
still
adding
to
the
staff's
existing
workload-
and
please
hear
us-
we
are
not
averse
to
working
hard.
You
all
know
we
work
really
really
hard.
C
B
Well,
yes
and
I-
think
we've
kind
of
I
think
we've
heard
variations
on
that
before
and
I
think
it's
probably
if
I
would
have
to
guess.
I
would
say
it's
probably
more
prevalent
in
some
areas
than
others.
B
Some
others
are.
You
know
we
don't
meddle
in.
You
know
so
much,
but
there
are
some
departments
that
are
more
affected
by
our
sense
of
urgency
or
need
to
to
do
things
or
do
something
different.
You
know
one
of
the
things
that
can
happen
is
as
a
body
you
give
direction
on
something
it's
a
little.
It
is
a
policy.
B
A
B
Yeah
so
I
mean
I.
Think
it's
a
little.
You
know
it's
probably
if
I'm
the
employee
working
hard
on
this
project,
that
I
think
I
have
very
clear,
Direction
on
and
Council.
You
know
how
it's
hard
on
I
understand
the
challenge
of
a
manager
trying
to
say
how
much
of
these?
How
much
do
we
check
on
in
with
you
along
the
way
about
what's
happening
or
if
we
only
talked
about
it
at
hcd
or
some
other
committee,
but
the
full
Council
didn't.
D
B
H
I
think
this
morale
thing
is
important
and
I'm
glad
that
it
was
brought
up
because
sometimes
I
feel
like
like
an
example.
Now
would
be
the
South
slope
Vision
plan
I'll
use
that
as
a
current
example,
but
sometimes
staff
will
work
for
years
on
something
years
and
they
will
craft
it
and
it'll
be
ready
and
it'll
be
perfect
and
then
they'll
bring
it
to
us
and
we'll
say
we're
not
ready.
H
Can
you
get
that
down
the
road
like
we've,
we've
continued
that
item
maybe
a
year
now
and
it's
for
more
input,
I'm,
not
sure
how
much
it
will
change
the
document,
but
I
can't
imagine
being
a
staffer
having
done
all
that
time
and
all
that
work
just
to
be
like
have
here's
the
deliverable
and
it
sit
on
a
desk-
maybe
not
even
make
it
to
council
for
a
long
time
and
I
think
that
would
be
I
feel
like.
That
would
be
a
morale.
C
C
That's
our
work
program,
I
mean
I've,
finally
got
the
resources
that
think
we
need
as
an
organization
for
us
to
start
making
all
of
those
kind
of
organizational
alignments
that
are
that
are
needed
and
having
tools
that
will
help
us
feedback
to
count
counsel
these.
This
was
your
goal.
These
are
the
projects
or
the
initiatives
that
we
think
accomplish
your
goal
or
will
fit
within
those
Focus
areas
that
we're
going
to
work
on
for
this
year,
and
we
take
those
things
through
committees.
C
A
Final
request
and
I
want
you
all
respond
to
this
and
then
I'll
get
the
rest
of
your
speed
bumps.
So
if
you
were
to
make
a
request
on
behalf
of
the
staff
to
the
council
around
how
to
help
you
all
in
a
world
of
limited
resources,
time,
people,
money
and
spirit,
what's
your
request
to
me?
What
can
they
do
better?
Give
you
more
of
a
less
of
to
help
this
be
better
for
you
and
your
team.
F
So
kind
of
building
off
of
what
Deborah
said,
we're
heading
I,
think
in
the
right
direction.
I
think
what
would
be
extremely
helpful
for
staff
is
we're
doing
projects,
programs
and
initiatives
that
we
think
are
aligned
with
your
strategic
priorities
and
ultimately
align
with
the
focus
areas.
It
would
be
helpful
to
get
some
framing
around
when
you
say:
neighborhood
resilience.
For
example.
K
Yeah
and
I'll
just
Echo
that
I
won't
spend
much
time
on
it,
but
yeah
I
think
the
more
clear
and
concise
and
direct
your
policy
objectives
are
I,
think
the
better
we
we
will
be
able
to
program
resources
to
achieve
those
and
I
just
want
to
reiterate
I,
think
all
of
our
staff
I
mean
I,
think
I
think
they
want
to
be
successful
and
implement
the
things
that
you
want
to
see
so
I
think
from
their
perspective,
the
more
clearly
they
can
understand.
K
What's
expected,
I
think
that's
going
to
help
help
morale
actually
I
think
they
want
to
be
a
part
of
something
successful
and
they
want
to.
They
want
to
start
a
project
and
complete
it,
and
do
it
well.
A
A
C
Yeah
I've
matured
enough
in
the
job
able
to
say
this
is
going
to
be
tough
for
us
to
to
do
this,
and
it's
not
it's
not
a
hard.
No
most
of
the
time.
It
is
okay.
If
you
want
us
to
do
this,
what
comes
off
the
plate
or
how
about?
If
we
schedule
it
in
terms
of
sequencing
things
that
we're
working
on
at
a
later
date
and
to
their
credit
they've,
been
willing
to
accept
that.
B
B
Lack
of
ownership
is
sort
of
helpful
like
of
what
ownership
I
mean
where
we
can.
We.
You
know
that
is
kind
of
a
funny
Dynamic
with
the
staff
and
the
council,
because
you
know
the
council
can
sort
of
sit
in
a
position
of
we
hear
you
community
and
we're.
You
know
we're
on
fire
too,
but
staff
is
telling
us
we
have
limited
capacity,
and
so
we
have
to
put
the
brakes
on
this.
B
You
know
I
mean
I
still
own.
That
I
mean
I
I.
Try
to
make
sure
that
I'm,
not
throwing
staff
under
the
bus
on
that
and
I.
Think
a
lot
of
people
understand
that
I
mean
a
lot
of
people
are
experiencing
their
own
workplaces
worker
shortages.
You
know
all
kinds
of
issues
that
they
understand
were
no
different,
so
they
are
somewhat
understanding
that,
to
some
degree
to.
H
I
Well,
I
do
think
that
when
the
Strategic
priorities
took
a
little
while
to
get
on
the
website,
but
I
was
able
to
point
people
to
them
and
I
do
appreciate
the
staffs
working
on
that,
but
I
I
wonder
if
it's
going
to
take
some
time
now
that
we're
doing
the
meetings
and
the
pre-meetings
in
public
for
the
press
to
help
their
Community
distill,
what
we're
working
on
so
that
we
can
all
get
on
the
same
sheet
of
music
because
I
remember
one
time
after
a
check-in
because
they
weren't
public
meetings
and
there
were
no
public
minutes.
I
A
staff
member
came
to
me
and
said:
can
you
remind
me
what
you
said
I
was
like?
Are
you
having
a
hard
time,
keeping
track
in
three
different
meetings
of
what
we
said,
and
so
it
made
it
really
hard
like
we
were
drawing
the
squiggly
image
that
you
put
up.
We
were
doing
that
to
staff
by
having
these
lateral
meetings
instead
of
getting
at
the
table
together
and
I.
Do
I'm
hopeful
that
if
we,
if
we
sit
together
more
often
in
public,
there
will
be
less
surprises
and
there
could
be
more
ownership.
B
Just
to
raise
another
speed,
bump
and
I
think
there's
a
great
deal
of
improvement
happening
around
this,
but
I.
We
talked
a
little
bit
in
our
group
and
Ben.
Maybe
you
want
to
chime
in
but
about
you
know
kind
of
old
initiatives,
things
that
become
real
big
issue
in
the
community
and
percolate
all
the
way
to
the
top
and
even
get
a
task
force
and
a
set
of
recommendations,
and
then
it
shelved.
K
B
Know
the
the
politics
moves
it
like,
whatever
the
rate
of
the
media
is
pretty
much
and
and
but
of
course
running
a
city
is
like
you
know,
you're
trying
to
turn
a
battleship.
So,
for
example,
we
have
projects
like
the
Haywood
Street
property,
where
we
had
a
task
force
and
we
have
plans
but-
and
it
I
mean
it
literally,
was
like
the
topic
of
one
entire
election
and
now
now
it's
not
like.
B
Where
is
that
so
so
I
think
there
there's
now
a
a
effort
to
really
track
things
so
that
we
don't
lose
sight
of
of
stuff.
That
was
really
important
and
we
acted
on.
But
now
it's
kind
of
in
the.
B
A
B
That's
I
mean
we
have
kind
of
three
that
I
think
fell
into
one,
which
is
what
I
just
talked
about
this.
This
kind
of
tracking
these
aging
projects
and
Ben
was
mentioning
follow
through
by
staff
at
Council
Direction.
You
know
sometimes
we'll
give
direction
around
something
think
it's
happening,
for
example
the
down
payment
assistance
program
and,
and
it
turned
out
when
staff
tried
to
go,
execute
it.
K
B
Impossible
to
do
for
a
local
government
and
frankly
maybe
it
should
have
just
stayed
with
with
the
banks
and
and
the
credit
union
or
something
but
but
there
wasn't
I
I,
don't
remember
kind
of
an
official
hey,
bringing
this
back
around
to
the
full
Council.
This
is
what
happened
with
this
and
and
here's
what
we
may
have
been
discussed.
It
sounds
like
it
was
in
a
subcommittee
where
maybe
three
council
members
were
there.
B
You
know
just
just
some.
You
know
whatever
happened
with
that
that
not
not
having
to
ask
that
question
right.
E
D
A
A
B
B
G
Were
talking
about
Deborah
as
part
of
this
right,
the
fact
that
it's
taken
like
we
have
two
awesome
assistant
city
managers.
Now
we
have
a
department
of
data
and
accountability
monitoring
some
acronym
that
I
forget,
but
like
that
piece
of
like
management
infrastructure,
helps
make
things
happen.
We
have
like
Capital
Improvement
plan
infrastructure
tracking
real
time
like
that
is
a
phenomenal
way
for
us
to
go.
What
did
happen
to
that
project?
We
funded
all
of
that
infrastructure
has
been
built.
It
just
takes
a
long
time,
but
I
think
I.
G
G
G
You
know
the
public
think
that
we're
all
governors
of
the
entire
city
you
know
and
and
but
so
I-
think
that
when
we
want
to
serve
our
citizens
and
and
they're,
not
necessarily
understanding
that
we
or
the
policy
makers
and
staff
are
the
executors,
it
can
create
some
of
that
confusion
because
we
want
to
help,
but
we
might
jump
in
in
ways
that
are
like.
G
Oh,
maybe
I
should
have
held
back
and
asked
some
questions
first,
so
some
of
that
dance
another
one
is,
you
know
having
enough
information
far
enough
ahead
of
time,
I
think
when
we
talked
earlier
about
the
sheet
that
you
pulled
up,
that
one's
seen
a
lot
of
improvement.
But
you
know
it's
hard
for
staff
to
get
all
the
staff
reports
done
and
it's
hard
for
us
to
read
all
of
them
in
the
amount
of
time.
G
So
it's
hard
on
both
sides,
but
you
know
having
enough
information
ahead
of
time
of
decisions
is
just
probably
a
per
minute
challenge,
but
as
a
new
person,
that
was
something
I
really
brought
up.
There's
a
huge
volume
in
a
very
short
amount
of
time.
I'll
also
happen
to
like
talk
to
community
and
then
when
we
didn't
talk
about
as
much,
but
a
little
bit
again
goes
back
to
one
that
you
brought
up
Shanika,
just
lack
of
trust
and
as
a
new
person
I'm
seeing
like
the
time
it
takes
to
build
trust.
G
It
takes
time
it
takes
effort,
it
takes
walks,
it
takes
Chit
Chats
after
meetings,
but
we're
still
really
virtual
and
so
just
we're
all
part-time
employees
on
Council.
You
know,
and
we
are
running
our
families
and
our
lives
and
our
jobs
and
reporting
to
our
bosses
and
all
this
and
our
so
there
just
isn't
I
sense
that
the
time
to
put
into
the
trust
building
is
one
of
the
many
things
that
we're
pinched
on
and
that
might
that
might
not
be
something
everybody
else
feels
or
Ebbs
and
flows,
but
yeah.
A
E
A
G
Well,
I
think
also
or
staff
yeah
I,
think
I
think
everywhere,
but
yeah
on
account,
I
mean
there's
we're
all
in
a
million
meetings
on
camera
all
the
time
right
and
and
then
there's
the.
How
is
your
kid
I
really
do
care
about?
We
don't
need
to
go
to
barbecue
level,
but
like
I,
want
to
know
who
you
are
as
a
person,
but
just
the
volume
of
things
that
we're
doing,
whether
it's
staff
or
Council
to
counsel
it
is
an
extra
barrier
or
struggle
for
the
trust,
building
or.
A
A
A
And
Maggie
you're
going
to
email,
her
very
good,
okay,
so
tonight,
you're
going
to
go
work
on
that
I
cannot.
Some
I
cannot
overstate
the
importance
of
you.
Continuing
in
small
and
significant
ways
continue
continuing
to
invest
in
relationships
with
each
other
when
you
appear
in
front
of
each
other
as
the
well-intentioned,
passionate,
compassionate
big.
Why
serving
a
big
purpose
version
of
yourselves
when
you
show
up
in
front
of
each
other,
as
who
you
are
personally
as
a
human
being
you're
going
to
behave
differently
with
each
other
in
all
of
these
situations?
A
As
I
watched,
you
all
answer
the
question:
why
do
you
govern
I
watched
the
whole
thing
by
the
time
we
started
here
and
got
over
there?
The
whole
room
was
different.
In
other
words,
you
were
different
because
you
were
relating
to
each
other
as
people
as
human
beings,
with
your.
Why
right
out
here,
That's
The
Power
of
what
happens
when
you're
in
a
relationship
in
a
relationship
I'll
end
on
this
there's
just
three
components
to
a
relationship.
It's
the
relating
part
that
makes
for
a
relationship
with
one
or
a
group
of
people.
A
There
are
three
elements
that
are
part
of
relating
and
therefore
relationships
number
one
you
got
to
be
present
with
each
other
gotta
actually
be
there
with
the
person
presence
is
critical
in
any
relationship.
It
helps.
You
relate
better
number
two.
You
have
to
be
curious
about
the
other
person,
in
other
words
interested
in
hey.
What's
going
on,
tell
me
about
your
family,
hey!
What's
going
on
I
heard
you
went
on
vacation,
you
got
to
be
interested,
curious
and
number
three.
You
have
to
be
willing
to
share.
A
That
did
feel
like
a
real
thing
right.
You
have
to.
You
have
to
share
element.
Number
three:
is
you
have
to
share
talk
about
you
talk
about
your
life
talk
about!
What's
going
on
with
you
see
you
tomorrow,
okay,
so
so
tonight
you
get
a
chance
to
be
present
with
each
other,
be
interested
in
each
other
and
be
sharing
with
each
other
we'll
come
back
on
day.
Two.
Let
me
give
you
a
little
revision
of
this
part.
A
Don't
worry
about
assessing
these
tonight
I'm
going
to
take
Liberty
and
we're
going
to
go
through
in
about
six
minutes
tomorrow
morning
and
we're
going
to
set
it
together.
So
don't
worry
about
doing
that
you
want
to
do
it,
don't
worry
about
doing
it
tonight,
we're
gonna!
Do
it
together,
take
about
seven
minutes
tomorrow
to
do
it
in
the
morning
and
that
way
we'll
be
able
to
show
you
your
ratings
of
your
assessment
of
the
team,
everybody
clear
all
right,
ready
for
dinner
final
world
to
you.