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From YouTube: City Council Retreat – Day 2 Afternoon
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A
Mic
check
one.
Thank
you.
Okay,
also,
I'm
having
a
challenging
time
with
slide,
seven,
which
is
the
slide.
We
need
to
be
on
all
right.
Well,
welcome
back
from
lunch,
you
guys
did
a
lot
of
really
powerful
work
this
morning
set
the
path
set,
the
trajectory
for
naming
identifying
kind
of
being
clear
on
what's
no
longer
a
priority,
what
your
new
priorities
are
going
to
be
and
we're
going
to
work
through
them
to
kind
of
figure
out
what
stays
what
gets
tabled,
potentially
and
under
which
categories.
A
The
idea
is
to,
rather
than
do
it
all
in
this
paper
here,
is
to
allow
you
to
see
it
and
then
work
from
it
we're
getting
there.
Saving
paper
is
important,
so
we
need
the
screen.
A
Okay,
let's
take
a
few
minutes
until
the
screen
gets
where
it
needs
to
be
just
harvest
briefly,
what
was
your
experience?
And
you
know
full
candor
right,
because
we
talked
about
being
direct
and
straight
and
all
the
pieces
you
want
in
the
process
and
even
though
I'm
not
part
of
council,
I
can
take
it.
A
So,
let's
talk
about
that
process
was
like
for
you
things
you
might
want
to
keep
as
you
move
forward
and
continue
to
set
priorities
and
things
you
want
to
just
ditch,
because
it
was
just
a
hot
mess
for
you
and
didn't
really
work
for
how
you
process
until
we
get
to
where
we
need
to
be.
Anybody
want
to
chime
in
on.
A
B
I
think
I
operate
better.
If
I
see
the
question
like
right
now,
I
see
a
question.
What
has
been
operationalized
and
just
leave
that
blank
for
me,
even
if
it
takes
a
while,
you
know
it
seemed
that
the
last
earlier
we
continue
to
layer
on
layer
on
what
it
can
be
and
give
different
explanation
and
different
colors
to
when
it
was
just
in
my
mind.
B
I
just
need
to
see
the
question
like
what
is
my
task
so
keeping
it
very
simple
and
concise
is
what's
best
for
me,
so
I
kind
of
felt
like
I
was
just
trying
to
leave
room
for
everybody
to
kind
of
you
know
manifest
like
they
wanted
to.
But
for
me
I
was
like
just.
It
was
too
many
commands
too
much
information.
C
You
know
for
me:
sometimes
it
helps
to
understand
what
the
point
of
the
exercise
is.
So
what
was
getting
confusing
to
me
was
the
idea
of
chunking
up
the
the
focus
areas
and
then
getting
into
doing
check
marks.
C
I
understand
that
the
point
of
the
exercise
is
for
us
to
recognize
that
there
is
overlap
in
these
buckets
and
that
there
are
might
also
be
buckets
that
are
really
more
like
values
that
need
to
just
be
considered
infused
or
somehow
throughout
all
the
operations
of
the
of
the
city.
So
I
think
I
I
I
so
that
was
kind
of
interesting,
but.
C
But
I
and
I
raised
this
point
because
it
came
up
during
the
break
kim
was
asking
about.
You
know
what
what
about
the
2036
vision
plan,
which
is
yesterday
in
the
presentation
we
started
by
hearing
about
the
2016
retreat
results,
which
came
out
with
a
20
which
came
out
with
a
vision
statement
and
produced
these?
C
I
think
it
was
there
that
produced
these
buckets,
these
focus
areas,
these
eight
focus
areas
so
we're.
C
On
the
one
hand,
we
have
this
and
I'm
just
going
on
here,
but
on
the
one
hand
we
have
this
idea
that
we
have
a
new
council
and
you
know
we
could
toss
it
all
out
and
start
all
over
again,
but
in
reality
we're
like
a
battleship
and
it's
already
steaming
in
a
direction
and
there's
1250
staff
that
are
going
in
that
direction.
So
we
need
to
have
some
recognition
that
the
2036
vision
exists
in
these
eight
buckets
and
is
happening
and
is
being
implemented,
and
so
we
need
to
put
our
stamp
on
things.
C
A
D
I
guess
the
one
thing
that
I
would
add
is
when
I
think
about
several
most
of
us
weren't
here
when
that
plan
was
adopted,
so
we're
kind
of
treating
it
like
the
udo
where
we
can
just
do
like
little
tiny
changes
here
and
there,
but
maybe
we
have
already
operationalized
or
are
doing
some
things
that
maybe
are
not
in
the
direction
that
we
should
be
going
and
if
that's
the
case,
and
we
don't
look
at
it
as
a
whole,
I'm
not
saying
we
have
to
do
that
right
now,
just
naming
that
I'm
concerned
that
we
might
be
heading
in
a
direction
that
we
don't
actually
want
to
go
in
and
if
there
were
people
in
our
community
that
were
concerned
about
the
direction
we're
heading
in,
would
they
have
a
clear
process
on
how
to
engage
if
there
was
a
concern
about
something
that
needed
to
change,
because
otherwise
we
will
just
get
more
emails
about
it.
D
C
C
You
know
part
of
that
is
electing
people
that
that
talk
to
you
during
their
campaign
about
what
they
want
to
do
differently.
So
I
I
think
I
think
that'll,
be
you
know,
that's
a
that's
a
to
me.
The
retreat
is
the
one
time
where
that
really
becomes
apparent,
because
it
is
a
process
that
includes
members
of
council.
A
A
Okay,
we're
going
to
start
with
this
one
see
what
the
next
one
does
so
the
from
the
original
list.
What
remains
are
these
items?
Expand
opportunities
with
asheville
city
school
through
partnerships,
develop
and
implement
a
strategy
based
on
the
nlc
report
to
foster
economic
mobility
finishing
implementation
of
year,
one
and
implementing
year,
two
transit
master
plan.
E
I
can,
if,
if
I
could,
we
also
wanted
to
kind
of
just
explain
what
that
develop
and
implement
a
strategy
based
on
the
mlc
report.
What
what
that
was,
I
I'm
not
a
don't
know
the
details.
So
I'm
going
to
ask
kathy
or
richard
to
explain
that
and
then
we
wanted
to
have
a
little
bit
of
clarification
on
the
finishing
the
implementation
of
year
year.
One
related
to
the
transit
master
plan.
F
Thank
you
deborah.
This
is
an
item
that
came
up
because
I
think
some
council
members
had
attended
the
national
league
of
cities
and
I
don't,
I
think
the
vice
mayor
may
have
attended
that,
and
maybe
it
was
before,
but
it
was
it
was.
There
was
a
report
that
was
done
around
economic
mobility
and
so
the
request
that
I
think
it
was
at
the
time
council,
member
mayfield
came
back
with
and
said.
Can
you
take
this
report
and
tell
us
which
of
these
items
we're
doing?
It
was
really
a
task?
F
It
was
not.
It
was.
Can
you
look
at
the
report
and
there
were
like
the
top
10
things
that
communities
are
doing
to
have
upward
economic
mobility,
and
so
we
have
continued
to
use
that
report.
I
think
it's
from
2018
or
maybe
even
before
and
gone
back
and
compared.
The
update
that
you
see
in
in
your
list
of
things
is
really
just
saying
which
of
these
things
we
do.
It
was
not
direction
to
do
things
other
than
just
compare
the
things
that
we
are
currently
doing.
F
G
G
G
G
So
I
mean
I
would
say
I
mean
I
didn't
go
to
the
meeting
and
did
do
you
remember
the
nlc,
okay,
okay,
okay,
then
I'd.
E
A
D
H
I
think
also
amber
did
report.
The
council
seems
like
in
the
past-
maybe
six
or
seven
months
or
so,
but
we
can
certainly
bring
another
one
back
at
some
point.
E
When
we
were
doing
the
work
on
the
climate
justice
resolution,
I
don't
know
if
I
got
that
the
name
of
the
formal
name
of
that
resolution,
but
we
did
do
an
update
prior
to
that
to
to
council
taking
action
on
that
resolution.
A
Thank
you
thank
you
and
then,
and
thank
you
for
that
reminder
deborah.
So
the
other
piece
for
clarification
is
finishing
implementation
of
year,
one
and
implementation
of
your
two
transit
master
plan,
and
the
question
is
similar
to
what
you
just
asked.
E
And
and-
and
I
think
that
kim
you
said-
and
actually
the
result
of
19's
exercise
in
terms
of
prioritization
transit
was
number
one
and
we
think
other
than
the
extension
of
hours
we've
accomplished
everything
in
the
year,
one
implementation
and
the
year
two
is
the
extension
of
the
of
the
routes,
and
I
think
the
question
is:
do
you
want
this
to
go
on
the
list
of
the
new
things
in
terms
of
implementation
of
year?
Two
of
the
master
plan.
D
That
would
that
would
definitely
be
something
I
would
like
to
see
because,
as
I
said,
I
think
it's
something
that
we
are
capable
of
doing.
It
will
be
a
easy
thing
to
check
off
next.
E
E
A
No,
it's
not
the
buckets!
It's
actually
what
you
said
you
wanted
on
these
sheets
before
the
break,
so
I
think
I'll
just
have
to
read
it
off,
which
is
a
little
bit
of
a
bummer.
E
Yeah,
we'll
we'll
we'll
get
him
to
adjust
that
I'm
not
sure
why
it's
not
sinking.
I
think
it's
because
that
podium
is
so
far
from
the
clicker
that
if
they're
not
syncing
they're
not
reading,
maybe
if
you
came
closer.
A
A
A
Number
four:
we
have
implementing
community
benefits
table
for
all
land
uses
and
we're
not
saying
the
numbers
to
prioritize
for
you
we're
just.
We
just
made
a
list
implementing
coveted
relief
spending
and
investment
prioritizing
recovery
funding,
underneath
that
our
equitable
recovery
opportunities
for
small
business
and
greater
partnerships
with
the.
C
County
underneath
the
coveted
relief
was
equitable
recovery
and
then,
when
you
went
to
the
next
thing,
which
was
opportunity.
C
J
Housing,
economic
development-
and
it
was
the
first
slide
that
we
had
up
equitable
and
diverse
community,
had
small
business.
A
A
C
Oh
yeah,
no,
I
definitely
we
want
to
partner
with
them
under
covered
relief,
but
I
I
wasn't
just
I
was
thinking
about
it
like
in
terms
of
transit
and.
K
So
I'm
gonna
we're
gonna,
make
a
little
adjustment
here,
as
you
all
have
been
experiencing
and
been
very
patient
with
all
of
the
technology
designed
so
that
folks,
watching
you
have
this
discussion
can
follow
along
with
you
and
what
matters
most
is
that
you
all
have
the
type
of
conversation
that
you
need
to
have
and
part
of
your
you're
hindered
right
now,
because
you
can't
see
it
so
if
we
can
take
just
a
few
minutes,
break
we're
going
to
tap
in
that
screen
that
projector
directly
into
your
laptop.
K
Thank
you
so
that
you
can
see
it.
It's
so
vital
that
you
see
all
of
this.
You
can't
really
do
what
you're
here
to
do.
If
you
can't
see
it
so
if
we
want
to
take
a
little
break
run
to
the
restroom,
go
grab
a
cookie
cookies,
make
everything
in
life
better,
get
a
cookie,
and
let
us
reset
all
of
this
technology
so
that
you
go
you
all
can
continue
on
in
conversation.
Will.
K
A
Okay,
we
are
back
slide
is
working,
so
hopefully
this
supports
you
doing
the
work
a
little
bit
more.
Thank
you
for
that
great
suggestion
to
the
team.
Okay,
so
we
landed
at
number
five,
but
I
just
want
to
give
you
a
minute
to
digest
because
it
was
all
oral
before
and
we
could
stop
at
number
five
and
make
we'll
make
changes
off
screen.
So
we
don't
impede
the
progress
here.
C
It's
got
and
and
antoinette
added
the
layer
of
equity
in
there
and
then
somehow
we
got
opportunities
for
small
businesses
there,
which
might
be
right,
but
then
I
added
the
partnership
with
the
county
and
I
did
not
mean
for
it
to
solely
live
under
this
topic.
I
was
thinking
I
mean,
there's
a
whole
bunch
of
partnering
with
the
county.
That's
going
to
have
to
happen
under
that
reimagining
public
safety
and
the
911
consolidation.
C
Okay,
you
know
the
greater
partnerships
with
the
county
could
be
its
own
number.
In
my
mind,.
A
Deborah
did
you
have
any
questions
clarifying
questions?
Okay,
great
all
right!
So
we're
gonna,
add
another
item
line
item
that
says
greater
partnerships
with
the
county.
Any
opposition
discussion
around
that.
I
know
we're
not
getting
quite
to
consensus
yet
just
want
to
see
where
everybody's
at
okay
and
then
urban
renewal,
land
disposition
policy,
housing
and
under
it,
shelter
as
a
basic
right,
adopting
a
policy
of
housing.
First
increasing
home
ownership
and
work
to
contract
with
women
owned
and
minority
owned
business
for
construction.
C
J
You
know-
maybe
deborah
could
speak
to
this
more
recently
at
the
downtown
commission,
which
I'm
a
liaison
too.
We
had
a
housing.
First
resolution
come
to
us
and
I
said
similar.
I
thought
we
had
adopted
this
and
why
are
we
doing
it
and
I
think
it
is?
Maybe
it's
not
that
we
need
to
adopt
a
policy
of
housing
first,
maybe
I'm
looking
more
towards
the
focus
and
intention
around
creating
additional
shelter
as
a
basic
right
like
just
really
addressing
homelessness
it.
C
Okay,
that's
kind
of
where
I
thought
you
were
going
with
it.
So
I'm
wondering
if,
if
we're
being
duplicative
again
in
our
crisis,
low
barrier,
shelter
anyway,
I
I
would
pull
out
houselessness
or
the
the
crisis
that
centers
around
homelessness.
C
I
mean
it
should
always
be
a
priority,
but
it
is
at
a
crisis
level
never
seen
before
right
now
and
we
have
resources
that
are
coming
to
us
from
the
congress
specifically
to
help
address
it.
So
I
don't
know
how
to
elevate
the
importance
of
that.
The
urgency
around
that,
but
whatever
way
that
works
on
a
bullet
point
list
or
whatever
is
what
I
would
be
interested
in.
A
So,
just
to
clarify,
are
you
saying
to
create
shelter
as
a
basic
right
as
a
separate
line
and
placing
crisis
low
barrier,
shelter
with
it
or
I
I
want
to
make
sure
I'm
hearing
correctly.
So
when
we're
capturing
we're
saying
it
the
way,
you're
saying.
C
J
I
think
I
understand
I'm
coming
around
on
this,
but
yeah
I
I
too,
I
put
it
under
housing,
but
I
also
wondered
if
it
should
be
a
standalone
item,
because
under
housing
increasing
home
ownership
working
with
minority-owned
construction
services,
you
know
those
continuing.
Our
construction
of
housing
might
be
different
than
addressing
homelessness
and
shelter
as
a
basic
ride,
and
I
could
support
either.
A
Okay,
we
are
going
to
get
to
kind
of
deducing
what
the
clear
priorities
are,
and
so
this
is
great
discussion
on
where
we're
headed
I'm
going
to
continue
for
now,
not
that
we're
not
listening,
we're
taking
really
good
notes
and
paying
attention
and
then
we'll
come
back
to
it.
So
participatory
budget
engagement,
ambassadors,
resilient
and
equitable
food
systems
and
understanding
land
use
as
a
resource
and
defining
that
a
little
bit
more.
D
Can
I
yes,
this
is
kim.
Can
I
can
we
go
back
to
that
list
for
a
second?
Yes,
even
though
this,
even
though
the
city
has
looked
at
participatory
budgeting
engagement,
ambassadors
is
still
really
new,
and
so,
since
I've
named
that
one,
I
I
could
see
where
it
might
actually
be
a
better
goal
under
the
divest
invest
strategy.
A
J
I
I
had
one
that
maybe
didn't
land
and
may
not
have
counsel
support,
but
an
update
or
overhaul
of
the
udo
and
an
update
of
the
design
guidelines
for
the
riverfront
and
downtown
commission.
A
A
A
I
just
want
to
keep
up
with
that.
Alright,
so
moving
along
next
step
is
we're
going
to
keep.
This
really
simple
is
to
pretty
much
go
back
and
decide
based
on
those
buckets,
we
created
is
to
add
priorities
right.
So
if
we
go
back
to
the
list
you
just
created
and
you
started
moving
items
around,
let's
just
go
down
the
list:
let's
get
consensus
on
line
item
by
line
item.
A
A
H
A
C
Before
we
do
that,
which
sounds
kind
of
like
we're
going
to
call
out
like
a
num
like
our
top
three
numbers
or
something
does
this
list,
this
list
captures
new
strategies
and
it
and
of
the
old
old
strategies,
I'm
calling
them
old
strategies.
But
you
know
we
had
the
other
three
or
three
things.
C
J
C
Well,
so
so
again,
this
would
be
the
time.
So
there
is
a
lot
that's
operationalized
in
within
the
city
under
lots
of
things
I
mean
we
also
don't
have
anything
up
here
about
taking
out
the
garbage.
You
know,
but
like
so
there's
a
lot
of
stuff,
that's
operationalized,
but
if
there
is
something
missing,
I
think
this
is
the
moment
where
you
say.
Add
it,
because
we're
about
to
say
we're
about
to
go
into
the
to-do
list
right.
A
Yeah,
can
we
put
the
list
back
up
yeah
so
to
keep
in
mind,
because
we
did
this
on
the
break.
I
can't
just
move
it
over
item
number,
one
on
outstanding
strategies,
which
is
number,
let's
see
when
we're
looking
at
the
council
strategies
priorities.
It's
line,
one
strategy,
one
so
that
gets
moved
over
to
this
list.
D
Policy,
oh,
if
anyone
want
to
jump
in
on
this,
I
would
say
policy
and
an
implementation
strategy
around
addressing
our
stated
climate
emergency,
because
it's
pretty
lengthy,
like
document
that
we
I
I
don't
think
it
should
go
line
by
line
just
from
my
memory
at
this
point.
But
it's
it's
an
emergency
and
it
needs
to
be
named
yeah
and.
C
Antoinette
and
sage
and
sandra
were
not
on
the
council
when
this
was
voted
on,
but
this
was
a
resolution
that
spelled
out
a
whole
list
of
things.
You
know
titled
climate
emergency,
that's
what
you're
talking
about.
So
this
is
a
little
bit
difficult
because
you
know,
if
we're
about
to
give
direction,
to
staff,
to
prioritize
something,
and
we
don't
have
that
resolution
in
front
of
us
with
all
of
the
pieces
of
it.
G
A
Thank
you,
and
so
did
you
want
city
staff
to
speak
to
what
that's
what
I
heard?
Okay,
richard
do
you
have
a
moment
to.
H
A
A
A
N
A
N
Think
he
said
something
about
deb
deb.
You
remember
when
nicholas
was
telling
you
something
about
putting
that
together
and
you
said
yeah
they're
gonna
work
on
it
with
that
dude.
E
N
Yeah,
just
with
it
of
the
issues
that
we
have
to
address,
so
it
sort
of
gives
us
like
a
synopsis
of
you,
know
issues,
because
we
were
talking
about
how
fast
they
come
before
us
and
a
lot
of
times.
We're
not
really
abreast
on
information
and
providing
with
staff
and
council
providing
sort
of
a
pros
and
cons
to
each
decision
that
we.
E
N
N
But
you
have
pros
and
cons
in
the
staff
report
from
the
staff,
but
that's
the
staff
report
perspective
and
what
I
was
more
or
less
addressing
was
something
too
that
we
can
actually
where
council
could
weigh
in
on
our
pros
and
cons
on
it
because
we're
the
ones
working
in
the
community.
So
we
have
more
of
an
ear
to
what's
going
on
and
then
not
only
that
making
that
accessible
not
only
to
us
as
a
tool
but
making
it
accessible
to
the
community.
N
So
they
can
have
a
better
understanding
of
why
decisions
are
made.
And
how,
because
I
feel
that
communication
piece
between
council
and
the
community,
it's
what's
been
lacking
and
causing
a
lot
of
the
you
know.
Just
a
lot
of
the
people
that
are,
you
know,
upset
about
different
things
because
they're
not
getting
enough
information
and-
and
I
think
that.
E
That
conversation
evolved
and-
and
it
took
a
lot
of
that,
went
in
a
lot
of
directions.
Yeah,
I
think
the
first
one
was.
Is
this
something
that
we
can
incorporate
into
the
staff
report?
And
I
think
we
said
you're
saying
no,
because
that's
singularly
focused
on
staff's
perspective,
then
I
think
I
think
shanika
said:
is
it
something
that
we
need
to
help
you
with
in
terms
of
communication
tool,
that
we
identify
and
you're
able
to
communicate
with
your
constituents?
E
E
K
That
to
me
feels
like
it
feels
more
like
a
process
improvement
to
be
able
to
have
data
collected,
formulated
staff
view
council
view
put
into
a
document
that
allows
anyone
to
use
it
to
be
able
to
share
why
a
decision
was
made
which
is
different
than
we
want
to
have
a
new
strategic
focus
area
load
up
a
new
ship
and
set
sail
on
it.
So
I
think
it's
really
important.
K
I
love
the
fact
that
you
keep
asking
about
this
because
I
think
the
the
principal
point
that
you're
reiterating
is
when
people
understand
why
decisions
were
made,
then
they
can
really
be
in
the
dialogue
in
a
different
way,
but
if
they
don't
really
understand,
why
did
you
all
do
that?
Then
all
they
have
is
emotion
so
that
to
me,
deborah
feels
like
something
to
put
on
the
list
as
a
process
improvement
opportunity
as
opposed
to
a
strategic
focus
area,
because,
ultimately
you
know
this
list
that
now
is
15.
K
Your
work
today
will
be
to
select
what
are
the
the
critical
few,
the
most
critical
few
that
you
hold
up
as
your
big
rocks.
Your
big
strategic
rocks
that
you're
going
to
focus
on
and
ask
the
staff
to
make
sure
they
deliver
on
these
critical
few.
So
we
still
have
work
in
front
of
us,
but
my
response
is
that
this
feels
more
like
a
a
process
opportunity
than
a
strategic
pillar.
That.
K
So
you
did
a
great
job
with
that,
and
the
the
call
to
action
was
to
clear
space
so
that
you
could
have
new
strategic
priorities
that
you
launch.
We
ask
you
right
before
lunch.
Well,
what's
most
important
to
you
strategically!
This
is
your
list.
It's
now
15
items,
so
it's
a
nice
very
important
list
of
how
you're
going
to
move
this
community
forward
and
then,
ultimately,
from
this
list
of
15,
you
know
I'll
pick
a
number.
This
is
just
nicholas's
number,
so
it
doesn't
mean
a
whole
lot.
I
think
you
get
five.
K
I
think
you
get
five
to
say
here
are
a
critical
few.
It
doesn't
mean
the
other
ten
go
away.
It
means
that
you,
as
a
body
have
said
here,
are
the
most
important
five
strategic
pillars
that
we
must
deliver
this
year
and
then
you
continue
to
have
a
conversation
with
what
do
you
do
with
the
other
ten?
What
speed,
what
rate,
what
resources
get
devoted
to
the
other
ten?
K
So,
as
you
think
about
this
list,
be
thinking
what
are
the
ones,
the
five
that
I
think
are
the
critical
few,
because
ultimately
that's
where
we're
going
to
land
as
we
move
through
the
rest
of
the
day,
somebody
clear
with
that.
Should
we
go
what's
your
reaction
to?
Does
that
make
sense
to
you
thumbs
up
esther,
you
clear
with
that
path.
K
C
D
A
Well-
and
I
also
want
to
name
very
briefly-
is
what
you
said
sandra.
Actually,
I
was
going
to
say,
could
go
with
community
connected
and
engaged
community,
which
goes
with
participatory
budget
and
engagement,
and
so
it's
this
kind
of
rhythm
that
goes
together.
So
it's
not
disparate
separate.
It's
just
kind
of
that
holistic
approach
that
everyone's
been
talking
about.
Okay,.
K
K
E
Yeah
and
just
just
one
thing:
we're
getting
ready
to
refresh
that.
I'm
sorry
what
you
just
said:
we've
done!
That
sage
is
still
adding.
Okay.
J
Under
housing,
I
would
like
us
to
still
have
language
around
increasing
housing,
inventory
and
affordability.
It's
just
not
there
and
it's
still
a
thing.
You
said
that
yesterday
I
wonder-
and
I
will
look
to
my
colleagues
about
whether
or
not
this
is
something
we
should
or
could
add
about,
assessing
or
understanding
our
resources
in
the
community
around
wrap
around
services
and
should
they
be
improved
and
then
the
last
one
I
assessing
no,
I
still
under
housing.
J
D
C
So
when
we're,
when
we
aren't
the
service
provider,
we're
collaborating
too
or
supporting
blah
or
whatever?
Yes,
because
we
don't
true.
C
D
Clarifying
question
about
that
right
now
we
have
a
county
partnership,
but
considering
what
I'm
hearing
I'm
reminded
that
we
also
need
to
partner
with
dogwood
health.
J
J
N
One
issue
that
we
need
to
address,
which
we
pretty
much
get
emails
about
every
day.
What
are
we
going
to
do
about
cleaning
up
asheville?
We
have
trash
everywhere.
Every
day
we
get
people
emails,
complaining
people
saying
they're
moving
out,
people
are
saying
they're
not
coming
back
to
visit
and
it
is.
It
is
a
serious,
serious
issue,
so
I'm
not
sure
where
that
would
fall,
but
that.
N
N
Talking
about
the
cleanliness
of
asheville,
if
you
go
up
and
down
streets
here,
it's
pretty
much
trash
all
over
asheville
and
it's
getting
worse
and
we're
not
doing
anything
about
it
and
the
complaints
are
becoming
and
the
reason
I
say
that
you
can
go
from
here
to
get
to
hendersonville
as
soon
as
you
get
to
the
line,
all
of
a
sudden,
the
city's
clean,
you
can
tell
the
difference,
but
it
is
it's
a
serious,
serious
problem.
N
I
have
people
that
have
sent
me
pictures.
In
fact,
even
if
they
actually
just
had
someone
go
out
and
take
photos,
you
would
be
amazed.
I
don't
know
if
some
of
you
take
the
same
routes
where
you
don't
really
get
to
see
the
trash
all
over
asheville,
but
it's
serious.
It's
a
serious
issue
and
it's
getting
worse
and
that's
going
to
hurt
pretty
much
any
business.
That's
here
whether
it's
tourism
or
whatever
people
come
in
here.
It's
going
to
hurt
us
in
the
long
run,
so
we
need
to
definitely
address
that
yeah.
J
N
N
Yes,
yes,
during
my
campaign,
and
that
was
one
of
the
things
I
was
campaigning
on.
You
know
when
I
was
even
speaking
at
anna's
house.
That
was
a
big
issue.
A
lot
of
people
are
complaining
about
that
and,
like
I
said,
I
don't
know
if
it's
maybe
I'm
hearing
about
it
more
because
it's
in
areas
where
the
black
community
live,
I
don't
know,
but
I've
been
hearing
about
it
a
lot,
and
I
see
it
a
lot
so.
K
Okay,
I
have
I
have
a
question
on
this,
so
the
clean
city
dirty
city,
trash
on
the
staff
side,
where
does
trash
pick
up
and
keeping
the
city
clean,
where's
that
fall.
E
So
I
was,
I
was
trying
to
get
it
as
a
ongoing
operational
thing.
We
were
on
a
conference
call
all
the
managers
in
buncombe
county.
We
we
meet
every
other
week,
and
that
is
a
top
priority
for
us
and
even
some
of
the
emails
I've
gotten
with
neighborhood
people
saying
we're
willing
to
help
so
that
that
is
coming
in
terms
of
kind
of
a
major
cleanup
and
then
how
we
an
ongoing
maintenance,
regular
scheduled
cleanups.
D
I
have
a
question
sandra
because
I'm
I
I
see
it
in
my
neighborhood
too-
is
it
possible
that
working
on
with
neighborhoods
on
their
plans
is
a
type
of
partnership?
So
when
I
say
county
and
community
partnerships
like
non-profit
partnerships,
neighborhood
partnerships
like
can
it
go,
can
we
partner?
Does
that
mean
well.
N
Well,
the
thing
is
tda.
I
was
just
at
a
retreat
with
td
tda,
and
that
was
one
of
the
big
things
on
their
agenda
too
was
trying
to
actually
come
up
with
things
to
actually
clean
up
the
city,
because
that
was
a
thing
that
they've
been
hearing
a
lot
also.
So
I
guess
it
would
maybe
take
a
lot
of
us
just
coming
together,
but
I
think
that's
something
that
we
actually
need
to.
You
know
get
under
control
as
soon
as
possible,
because
it's
definitely
affecting
the
city.
It's.
K
A
big
deal,
so
would
you
be
comfortable
if,
for
now
we
place
it
under
we'll
call
it?
You
know,
city
cleanup,
we
place
it
underneath
the
covet
federal
covert
dollars,
because,
although
the
problem
wasn't
exclusive
exclusively
created
by
covid,
the
federal
covert
dollars
may
be
how
we
get
it
addressed.
Okay,.
N
K
K
C
And
I
do
I'm
glad
we're
adding
it
to
the
list,
because
I
don't
I
mean
I'm
going.
To
be
honest,
I
don't
like
hearing
that
we're
going
to
wait
till
spring
or
summer
I
mean
and
because
we're
looking
worse
than
we've
ever
looked
in
my
memory,
and
I
know
we're
not
the
only
city,
that's
dealing
with
this.
C
I
think
you're
right,
there's
ongoing
trash
issues
and
we
implemented
a
downtown
program
a
few
years
ago,
where
we
we
contract
for
power,
washers
sidewalk
power,
washers
and
they
come
through,
but
that's
just
for
the
that's
just
for
the
downtown.
It's
not
for
you
know
the
surrounding
area,
so
I
I
mean
I
have
a
sense
of
urgency
around
it
getting
addressed
as
quickly
as
possible,
so
whatever
it
takes
to
kind
of
light
a
fire.
There
would
be
important
to
me.
E
And
definitely
we
have
staff
that
that
are
working
on
it.
Greg
schuler
with
public
works
is
pulling
the
team
together.
D
A
E
I
think
that
we
have
to
start
with.
We
have
committed
to
a
process
for
sure,
and
whatever
else
is
is
up
to
you
all:
we've,
we've
kind
of
started,
a
funding
with
the
hotel,
the
community
benefits
initiative,
but
certainly
the
process
has
to
move
on.
B
E
B
A
M
J
J
M
K
So,
under
each
of
these,
as
true
strategies
reparations
as
a
strategy,
underneath
you
can
have
a
countless
number
of
tactics,
a
countless
number
of
tactics.
I
like
what
you're
doing
with
reparations,
you're
starting
to
get
more
granular
and
then,
of
course,
ultimately,
as
a
council,
part
of
part
of
your
primary
role
is
to
determine
the
strategies
that
are
important.
I.
K
Policy
got
it
very
good,
so
strategy
of
policies,
the
policies
that
are
priorities,
excellent
and
then
it
moves
to
staff
staff
has
to
take
the
policies
that
you
have
identified
as
as
critical
or
critical
few.
They
then
have
to
go
and
really
be
thoughtful
around
the
tactics
that
will
drive
the
policy
then
return
that,
to
you
and
say
here
are
the
tactics,
the
ways
in
which
we're
going
to
bring
the
policy
to
life
execute
on
it.
You
get
to
say
we
love
it.
We
don't
love
it.
K
A
And
I
want
to
say
thank
you
nicholas.
I
recognize
that
this
process,
especially
with
the
bullet
points
for
many
of
you,
I'm
hearing
that
these
are
part
of
the
policy
and
not
just
being
in
the
the
the
tactics
so
there's
this
layering
of
like
yes,
we
want
reparations
and
the
consideration
in
reparations
is
this,
and
this,
as
the
policy
is,
am
I
hearing
you
correctly.
C
So
so
I
think
to
that
point
we
could
probably
take
out
number
seven
county
and
community
partnerships,
because
to
do
these
a
bunch
of
these
things,
we
will
have
to
work
with
the
county
and
other
community
partners,
so
I'd
hate
for
us
to
give
our
top
three
or
our
top
five
and
we
that
one
doesn't
make
it
because
it's
not
you
know
from
a
practical
standpoint,
it's
going
to
need
to
be
an
ingredient,
so
I
would,
I
would
say,
I'd
be
fine,
taking
it
off
here
and
and
the
homelessness
as
a
standalone.
C
Again
I
think
we've
covered
it
both
under
housing
and
under
reimagining
public
safety,
and
it's
going
to
be
under
covered
relief
spending.
So
that's
number
seven.
Currently
I
mean
I
would
feel
comfortable
again.
I
wouldn't
want
it
to
get
enough.
You
know
not
get
the
votes
because
it's
pulled
out,
but
it's
already
incorporated
under
three
headings.
C
K
C
C
C
That's
the
holdover
from
the
last
list,
okay
and
then
so
is
anything
behind
that
right,
finishing
implementation.
I
feel
like
I'm
at
the
doctor's
office.
That's
an
oh
okay!.
C
J
I
guess
I
mentioned
I
mentioned
number
eight,
because
I'm
I'm
a
little
concerned
that
education
gap
is
nowhere
on
here.
C
It
is
you're
you.
J
C
D
And
I
just
think
about
like
our
when
we
think
about
like
diversion
programs,
that's
under
partnership,
but
I
don't
see
like
where
do
where
do
we
feel
like
minority
and
women
owned,
especially
minority-owned
businesses
is
represented
here.
It's
under
housing,
yeah.
E
C
K
To
increase-
that's
good
kim
so
so
so
now
we're
starting
to
have
some
some
real
benefit
to
the
way
we
work
through
it
this
morning.
So
as
you
raise
these
individual
issues
in
this
case,
minority
and
women-owned
businesses,
it
has
a
place
to
live.
It
has
a
place
that
it
does
live.
So
it's
operationalized.
K
So
that's
really
important.
If
we
could
do
a
split
screen,
we
would
show
you
the
operationalized
buckets
on
the
screen
simultaneously,
so
that
you
know
that
item
lives
over
on
the
operational
side
and
where
we
can
remain
focused
on
new
policy,
slash
strategies,
but
that's
a
great
example
kim
it.
It
lives
that
boat
has
been
built.
That
boat
is
moving,
and
now
the
work
is:
how
do
we
make
it
better.
C
So
can
we
do
this
some
more
I'm
enjoying
this
process?
Can
we
do
because
I'm
wondering
if
that
implementing
community
benefits
table
for
all
land
uses
can
live
under
land
use
guidelines
or
can
live
under
reparations.
C
A
A
So
I
wanna
also
named
something
that
came
up
yesterday
and
today
about
reparations
and
kind
of
living
everywhere,
and
I
want
to
ask
the
group:
is
this
a
separate
category
or
does
the
whole
category
live
under
reparations,
or
is
it
just
fine?
The
way
you
stated
it
because
I
just
want
to
bring
back
in
several
of
you
said,
reparations
kind
of
covers
the
whole
thing.
So
I.
G
Think
that
what
we
said
yesterday,
I'm
sorry,
I
think
what
we
said
yesterday
is
equity
and
inclusion
lives
everywhere,
but
the
reparations
we
kind
of
want
to
hold
out
as
its
own
unique.
I
mean
it.
It
partners
a
lot
with
equity
and
inclusion,
but
it's
kind
of
its
own
thing
too.
C
So
if
we
got
rid
of
the,
if
we,
if
we
got
rid
of
the
focus
area,
so
we
have
eight
focus
areas,
esther.
N
Well,
no,
the
thing
is,
she
can
go
ahead
because
I
think
what
we
were
you
were
talking
about.
I
was
just
going
to
continue
on
what
kim
was
talking
about
the
different
ways
of
looking
at
reparations,
and
are
we
trying
to
decide
that
now
it's
just
longest
reparations
or
is
it
do
we
need
to
look
at
that
now.
A
No,
I
literally
was
just
asking
a
question
for
distinction
in
the
room,
so
that
literally
when
we
leave
here
today,
you
are
like
we've
got
this.
We
know
where
the
buckets
are
and
why
and
we're
complete,
and
so
there
might
be
more
discussion
after
you
leave,
but
I'm
really
just
trying
to
get
it
super
concise
with
you,
and
so
me
saying
things
that
aren't
true
is
part
of
that.
Just
to
hear
you
say
restate,
restated.
C
Well,
I
was
just
having
a
little
bit
of
an
existential
problem
here
that
if
we
didn't
have
the
equity
and
inclusion
bucket,
then
where
are
we
going
to
house
the
goal?
So
I'm
using
the
terminology
from
the
spreadsheet
of
reparations
and
it
doesn't
really
fit
just
under
one
of
the
other
focus
areas,
so
it
seems
whatever.
Sometimes
this
is
a
staff
thing,
they'll
figure
it
out
right.
Yes,.
M
A
D
Can
we
add
tree
canopy
under
the
climate
emergency
I
mean,
I
know
we
can
get
far
in
the
weeds,
but
it's
not
it's
not
named,
but
now
we.
C
A
I
want
to
uplift
the
word
I
don't
know
who
said
it,
but
I
think
it
could
be
a
great
word
to
take
with.
You
is
embedded
that
distinction
between
policy
getting
it
implemented,
and
now
it's
embedded
so
there's
an
operational
component
can
take
it
out
of
the
policy
swing.
So
you
know
just
move
it
over.
So
okay,
you're
still
looking
you're
still
deciding
deducing.
K
A
K
A
C
A
G
You
know
we
have
the
master
plan,
so
it
kind
of
looks
like
I
mean
I
know
we
all
love
transit
and
so
you
know
we're
like.
Oh,
we
don't
know
if
we
want
to
take
it
off,
but
to
me
it
feels
like
it's
the
same
place
that
the
greenway
master
plan
is
like
we're
committed
to
it.
E
C
I
wonder
if
there's
a
way
for
us
to
have
a
like
a
chart
that
has
like
focus
area
goal
strategy
and
then,
like
you,
know,
kind
of
a
operationalized
column
so
that
it
work
it's
on
top
of
mind
and
the
community
knows
like.
Oh,
they
did
something,
you
know
so
I
mean,
but
that
way
we're
not
letting
it
go
as
a
priority,
because
that's
giving
us
a
lot
of
anxiety.
K
I
think
that's
good
language,
because
what
you're
saying
essentially
is
as
a
body
we
have,
we
have
done
the
policy
work.
We
have
decided
through
policy.
This
is
really
important,
and
now
it
moves
to
the
next
stage
of
becoming
real
and
and
and
for
some
of
these,
the
stage
I'm
hearing
is.
We
have
to
figure
out
funding,
that's
a
very
important
stage,
but
there's
nothing
left
for
you
to
do.
I
think
on
this
one
correct
me
from
wrong:
there's
nothing
left
for
you
to
do
from
a
policy
perspective.
You've
done
that
work.
C
A
So,
there's
that
creating
policy
and
then
there's
the
process
of
policy
in
terms
of
all
the
moving
parts
and-
and
so
I
I
think
this
is
important
for
you
all
not
for
me
to
clarify
what.
How
are
we
redefining
policy,
so
everybody
has
the
same
definition
on
the
team
in
terms
of
council
and
staff.
If
it's
not
funded,
is
it
still
in
policy
mode
or
if
it's
has
all
the
policy
and
the
the
the
the
movement
behind
it?
A
C
It's
because
sometimes
so,
for
example,
the
coveted
relief.
Well,
we
we're
going
to
have
a
large
amount
of
funding,
but
we
got
to
figure
out
how
it
should
be
spent.
Well,
mostly
staff
will
figure
out
how
it's
going
to
be
spent,
but
so
in
that,
but
on
transit
we've,
we
have
a
whole
there's
a
plan.
You
can
look
at
the
plan,
it
has
the
steps,
but
it
needs
a
funding
on
housing.
We
have
some
funding.
We
have
established
a
funding
stream,
but
sometimes
we
want
to
change
the
programs,
try
new
programs
or
tweak
existing
programs.
J
E
D
C
D
It's
also
ongoing
expense.
That's
why
it
may
make
more
sense
to
put
under
land
use,
because
it's
gonna
be
how
I
mean
it's
just
it's
tricky,
because
it
addresses
so
many
issues
at
the
same
time,
but
ongoing
it
will
be
a
different
way
to
develop
land
on
the
hendersonville
road
corridor,
which
we
are
doing
these
corridor
studies.
If
there's
access
improvements.
J
L
I
J
I
recognize,
though,
that
you
know
if
we
gave
you
one
category
with
20
amazing
things
in
it,
you
wouldn't
be
able
to
do
them
all.
So
I
said
we
could
only
have
five,
so
we
just
and
that's
my
question
so
to
staff.
Would
that
be
a?
I
think
you
said
three:
would
that
be
an
impractical
solution
for
staff
to
then
look
at
and
say,
there's
a
whole
lot
under
this
one.
E
A
N
What
happened
to
esther's
suggestion
that
we
have
a
category
for
our
operational
process
and
then
that's
a
separate
entity,
but
it's
still,
you
know
not
really
a
part
of
the
things,
but
you
know.
A
So
that's
great
for
staff
in
terms
of
how
they
bring
back
their
strategies
to
you
to
show
and
demonstrate
where
those
kind
of
fringe,
maybe
items
are
in
in
being
operationalized
and
that
way.
Yeah.
G
F
K
K
D
K
Yes
and
something
very
good-
and
I
think
it's
important
to
acknowledge
that-
and
this
is
part
of
the
community
education-
and
that
is
some
of
the
not
all,
but
some
of
the
reasons
why
the
things
that
you've
identified
previously
is
very
important
or
not
implemented
is
ref
is
funding
like
we
all
have
to
including
your
constituents.
They
have
to
live
in
the
economic,
financial
reality
that
exists.
K
You
can't
magic
wand
that
away
that's
real.
That's
why
the
economically
viable
community
is
so
important,
because
that's
how
you
raise
more
revenue
to
get
more
things
implemented,
so
there
it's
all
connected,
but
I
think
you
have
to
be
straight
with
your
constituents.
You
have
you
have
budget
limitations
and
if
your
your
constituents
say
well,
we
don't
we
don't
like
that.
Okay!
Well,
let's
talk
about
how
we
raise
more
revenue,
which
means
we
got
to
get
the
economic
engine
of
this
community
going
that's
how
we
get
more
stuff
and
more
services
and
enhance
the
community.
B
I
just
want
to
add
something
to
that
or
it's
more
I'm
a
challenge
in
the
room
almost
because
from
a
layman's
perspective.
If
I
see
these
are
our
new
priorities,
but
then
I
see
another
list
that
we
have
already
operationalized
a
layman's
perspective.
Is
it's
done
so
I
don't
want
the
community
to
feel
like
just
because
we've
moved
it
or
we've
operationalized.
B
It
then
we're
checking
the
box
because
we're
saying
more
work
needs
to
be
done.
So
can
we
add
some
different
language
around
the
accountability
or
something
something
that
gives
the
timeline
the
community?
The
message
that
we're
watching
this
and
we
struggle
to
market
off
the
list.
So
it's
not
done.
I
B
E
Think
that
you
make
a
good
point
in
terms
of
how
do
we
communicate
visually,
that
we
are
continuing
to
work
on
all
of
these
things
that
are
on
on
this
list
right?
These
are
our
new
priorities.
These
are
the
three.
What
how
many
ever
you
all?
E
So
this
means,
quite
frankly
that
under
the
new
we're
gonna
have
to
come
up
with,
probably
a
this
has
to
be
done
by
because
it's
the
only
way
that
it
gets
the
real
resource
emphasis
that
I
think
these
things
the
priorities
need
when
you
all
gave
us
these,
even
though
they're
not
finished.
Actually,
if
you
go
to
that
other
category,
it
says
three
years.
E
G
It's
like
it's
like
these
are
our
new
priorities
and
we
have
still
these
other
things
are
still
priorities.
I
mean
you
know
I
would
argue,
keeping
our
streets
clean,
yeah,
building,
new
sidewalks,
those
are
priorities
in
the
city
they're,
just
not
new
ideas,
new
priorities
right,
so
I
don't
know
what
kind
of
words
to
use
around
it,
but
I
I
so
do
we
it's.
G
G
We
don't
incentivize
retail,
we
don't
incentivize
tourist
businesses,
it's
like
the
community
isn't
doesn't
know
all
the
work
we've
done
now,
I'm
not
going
to
say
we
ought
to
pat
ourselves
on
the
back
or
wring
our
own
bells
or
whatever,
because
we
get
we
get
criticism
from
that
out
in
the
community,
but
somehow
we
are
not
communicating
all
the
work
that
we're
doing,
not
saying
that
we
don't
have
a
lot
of
work
to
do,
but
there's
I
feel,
like
you
know,
there's
this
educational
component.
G
You
know
that
that
this
that
our
constituents
don't
know
all
the
work
that
is
being
done,
and
this
sort
of
highlights
that
I
mean
you
know
today,
as
we
were
like
well
what
you
know.
Where
are
we
on
that?
I
mean
if,
if
this
august
group
doesn't
know
that
imagine
if
you're
you
know
you
live,
you
live
out
there
and
you
don't
check
the
city's
website
ever
so
again.
Not
it's!
G
It
just
highlights
for
me
that
issue
that
can
be
frustrating,
because
you
know
we
we
get
criticism
all
the
time,
you're
not
doing
enough
you're
not
doing
enough
and
part
of
it
is
we
don't
tell
people
what
we're
doing
so
anyway,
just.
E
I
think
you
raise
an
excellent
issue
for
us,
like
the
presentation,
like
this
presentation,
with
all
their
cup
with
all
the
accomplishments
we
haven't,
given
that
to
the
to
the
community.
I
mean
and-
and
I
know
that
most
will
follow
their
particular
issue,
so
they
will
know
about
that
that
got
done
or
didn't
get
done,
but
the
cumulative
you're
right
we
haven't
communicated
this.
So
it's
it
seems
like
we've
almost
got
two
things
that
will
come
out
of
this.
E
You
you
all
will
have
priorities
right,
we'll
have
what's
ongoing,
we'll
try
to
make
the
distinction
that
this
is
linked
to
the
2016
asheville
plan
that
was
adopted,
we're
consistent
with
the
same
things,
but
we
will
also
say-
and
here's
what's
been
accomplished,
and
I
think
we
don't
do
that
enough
of
champion
that
y'all
have
done
a
lot
of
work.
A
lot
of
work
and
a
lot
of
it
literally
has
come
through
you
all,
either
through
funding
through
the
budget
process
or
through
policy.
A
Ordinance,
thank
you
deborah.
I
want
to
offer
it's.
You
know
I'm
here
to
facilitate
it's
something
that
kim
said
earlier.
It's
like
participatory
right,
I'm
a
cooperative
developer.
I
have
professional
training
and
being
a
cooperative
developer,
to
develop
several
many
many
co-ops
and
I
still
do
and
one
of
the
biggest
pieces
of
being
in
the
co-op
space
is
democratization
of
knowledge.
A
Democratization,
decentralization
of
what
the
budgets
are
of
all
the
things,
so
that
that
agency
and
ownership
for
what's
happening
and
why
it's
happening,
which
is
so
much
of
what
so
many
of
you
have
said
and
ever
you're
all
saying
it.
It's
just
different
right.
Everybody
has
set
it
in
the
room,
and
so
it's
really
great
that
debra
you're
really
highlighting
yes
and
the
implementation
side
and
getting
to
those
tactics.
This
is
what
we're
hearing
from
council
and
we're
going
to
move
that
forward.
I
think
that's
a
big
win.
A
K
Good,
so
language
is
really
important.
We've
all
watched
it
happen
here.
What
you
call
things
really
does
shape
reality.
So
I'm
hearing
we
have
a
pr
challenge.
We
have
a
messaging
challenge.
It's
come
up
several
times
to
be
able
to
from
a
process
perspective,
improve
our
ability
to
be
in
an
ongoing
dialogue
with
the
community.
The
community
says:
hey,
we
need
more
of
this.
We
listen
and
then
we
say
back
to
the
community.
We
heard
you
and
hey.
We
want
to
share
with
you
where
we're
making
progress.
K
So
I
think
this
this
document,
these
buckets
these.
This
is
your
friend,
because
if
you
can
map
the
list
that
we
worked
on
this
morning
to
they
live
inside
of
this,
you
can
then
begin
to
show
it.
Doesn't
it
didn't
go
away
it
lives
in
here,
and
we
want
to
give
you
an
update
on
how
we're
doing
in
each
of
these
categories,
and
we
have
a
new
list
of
things
that
we're
going
to
put
even
more
focus
on.
K
So,
if
I'm
you
and
I
go
to
my
constituents,
I'm
having
a
full
conversation,
I
want
to
have
two
conversations
with
you
tonight.
I
want
to
talk
about
where
we're
making
progress.
It's
never
fast
enough,
it's
never
big
enough,
but
we're
making
progress.
I
want
to
share
that
with
you
and
then
I
want
to
talk
about
something
really
exciting,
where
the
council
landed
on,
where
we're
going
to
put
a
lot
of
emphasis
on
in
2021,
so
this
list
that
you're
creating
I'd
have
that
list
be
year
by
year.
K
Here
are
our
primary
focus
areas
for
2021
and
everything
else
that
you're
doing
to
move
this
community
forward.
I'd
stick
here
and
I'd
talk
about
so
they
can
see
where
it
is.
I'm
watching
you
all
have
you
know
resisting
and
having
heartburn
over
here.
It's
not,
but
we
can't
have
it
go
away.
It's
not,
but
you
just
have
to
you,
have
to
birth,
a
place
for
all
of
these
initiatives
to
live
so
that
you
know
it,
and
you
can
talk
about
it
out
there
and
your
constituents
can
understand.
I
am
a
city
council.
K
They
must
be
working
on
50
things
to
move
this
community
forward,
not
just
five.
This.
I
believe
this
is
a
very
important
pr
document.
Deborah
can
staff
take
this
one
on
and
really
think
through.
How
do
we
communicate
to
the
community
in
a
more
thorough,
consistent
way?
All
of
the
things
this
council
is
moving
forward
and.
E
A
Lots
of
trust
building
lots
of
communication
happening
here
today.
I
want
to
notice
that
we
have
about
an
hour
and
15-ish
minutes
left
so
to
wrap
it
up.
It
means
we're
going
to
need
to
push
forward
and
kind
of
power
through
not
past
your
comfort
level,
but
I'm
going
to
push
you
harder.
So
this
is
a
big
list
when
you
think
about
all
the
subcategories
and
execute
successfully
while
leaving
a
margin
for
delay
failure
unknowns.
We
haven't
talked
about
that
right.
A
Just
because
we're
going
into
direction
doesn't
mean
there
isn't
delay
there,
isn't
failure,
we're
waiting
on
funding
for
things
we're
getting
all
kinds
of
things,
so
we
haven't
talked
about
margin
but
say
that
you
didn't
need
any
still
have
to
break
it
down
a
little
further.
There's
a
lot
of
items
here
and
city
staff
wants
to
execute.
Well.
So
what
else
are
we
saying
for
this
year?
A
H
So
if
I
could
follow
up
on
item
number
nine,
we
did
find
the
common
emergency
resolution.
There
are
17
items
noted
in
that
resolution
that
staff
is
working
on,
so
I'm
not
certain.
We
say
a
policy
implementation
around
common
emergency.
Is
that
different
from
the
resolution
that
we
have
already
that's
my
question,
because
that
might
help
take
that
off
the
table
and
secondly,
we
do
have
a
food
policy
action
plan.
H
I
don't
know
if
it
responds
directly
to
your
resilient
and
equity
process,
but
we
certainly
look
into
that.
But
we
do
have
a
food
action
policy
plan
as
well.
D
D
C
D
D
Right,
we
also
still
have
neighborhoods
that
are
food
deserts.
We
also
still
have
community
gardens
that
need
infrastructure.
We
don't
yet
have
the
whole
system.
We
don't
have
composting.
We
don't
have
like
there's
a
lot
in
the
food
system
that
makes
it
resilient,
so
we
don't
have
the
emergencies
that
we
just
saw.
We
just
did
this
with
kovid,
where
like
food
was
off
the
shelf.
So
how
can
we
get
ahead
of
the
next
big
emergency?
That
we
already
acknowledge
is
real.
J
C
F
C
F
A
C
A
C
A
A
A
N
And
what
would
be
good
too,
with
eight
like
she
said,
review,
storm
water
policy
would
definitely
be
up
until
landing
use.
I
would
think-
and
if
you
wanted
to
do
the
resilient
and
equitable
food
systems,
it
actually
could
go
up
under
housing.
You
got
wrap
around
services
of
people
being
housed,
so
could
that
be
either
one?
Could
it
not
fall
up
under
that?
Well.
G
G
G
G
So
I
guess
that's
where
I
am
like.
I
just
you
know.
I
want
assurance
that,
like
we
really
are
definitely
moving
that
way
and
just
because
we
don't
know
on
the
ground,
what's
being
done,
doesn't
necessarily
mean
it's
not
being
done,
and
so
I
guess
that's
for
me.
I
just
you
know.
I
want
staff
to
say
that
we
are
recognizing
that
it
truly
is
an
emergency
and
we
are
working
with
all
due
speed
on
on
the
resolution,
steps
that
we've
articulated.
A
A
Just
maybe
spend
a
couple
of
minutes
on
that
just
because
what
I'm
hearing
is
this
part
is
the
rough
part
right.
You
got
it
down
to
a
good,
a
good
list
that
you
feel
good
about,
and
now,
if
you
have
to
edit
more
you
get
into
this
trust
piece
that
hasn't
yet
been
fully
developed,
and
so
maybe
we
need
to
revisit
one
of
the
the
definitions
from
yesterday.
So
what.
K
I
would
say:
is
it
simply
put
I
think
sage
you
brought
it
up
this
morning
is
active
trust
like
you're
at
a
point
now,
where
you're
doing
the
work,
you're
chunking
things
together,
you're
making
tough
decisions,
what's
a
a
focus
area
for
the
year.
What's
not
what
gets
pushed
off
to
next
year,
you're
doing
the
work
and
your
willingness
to
hand
it
off
for
the
next
phase
to
staff
is
critically
important.
So
you
get
a
chance
to
demonstrate
your
trust
of
them.
K
Now,
if
there's
an
area
where
you
don't
trust
them,
you
should
say
that
you
should
be
straight
or
if
there
is
a
specific
request
that
you
want
to
make.
As
you
hand,
it
off
then
make
the
request,
and
then
let's
have
the
negotiation
with
staff
until
we
have
an
agreement
that
makes
you
feel
more
comfortable
with
handing
it
off.
A
And
I
want
thank
you
for
saying
that,
because
the
distinction
that
was
clear
yesterday
was
it's
we're
not
looking
to
agree
we're
looking
to
create
agreements,
and
this
is
putting
that
in
practice.
So
there
might
be
requests
in
order
to
create
those
agreements
so
that
a
better
baseline
of
trust
is
going
into
the
handoff.
J
K
So
in
order
for
you
all,
as
elected
officials,
to
have
the
policies
that
you
believe
are
important
to
push
this,
this
community
forward,
you'll
your
interdependence
on
the
staff
is
prevalent.
This
is
that
moment.
K
You
can't
show
up
in
the
staff
office
building
on
tomorrow
morning
and
do
their
role.
You
have
to
trust
them
to
do
it
so
they've
got
their
primary
role.
You've
got
your
primary
role
and
it's
important
that
you
all
have
a
clear
distinction
between
your
role
as
policy
makers
and
their
role
as
the
implementers
of
the
policy.
K
D
If
we,
if
we're
serious
about
justice
and
equity
storm
water,
if
we
keep
developing
the
way
that
we
do
without
updating
our
stormwater
policy,
the
impacts
of
climate
change,
the
rain
we've
gotten
recently
is
going
to
happen.
More
often
we
will
suffer
so
I
could
hear
some
wisdom
for
moving
stormwater
to
land
use
and
then
I'll
just
keep
bringing
up
resilient
food
systems,
and
I
know
I
won't
be
alone.
So
I
have
trust
that
if
we
remove
eight,
we
still
have
a
long
way
to
go
and
force
equitable,
unjust
recovery.
That's.
K
Really
good
and
whatever
on
that
issue
kim
needs
to
be
done
from
a
policy
perspective
right.
If
there's
a
policy
that
needs
to
get
put
on
the
table
and
voted
on,
you
have
the
opportunity,
almost
every
day
to
go,
find
three
other
votes
amongst
your
your
colleagues,
because
that's
what
it
takes
to
get
policy
done.
So
there's
an
implementation
component
on
the
staff
level,
but
getting
policy
enacted.
K
D
Well,
I
think
that
if
we
got
a
group
of
experienced
resourceful
neighbors
together
who
have
a
lot
more
skills
than
I
do,
that
know
about
stormwater
policy
and
did
a
task
force
to
address
it.
Then
we
would
have
a
lot
better
answer
than
I
could
give
right
now.
They're,
I'm
limited
in
the
scope
of
my
understanding,
but
I
know
we
need
to
do
it.
O
And
I
appreciate
that
councilwoman
rooney.
The
reason
I
asked
just
for
the
sake
of
clarification
is
we
really
have
a
stormwater
program
right
now.
We
don't
have
a
stormwater
policy
and
I
think
it's
important
in
this
context
to
say
what
that
means,
which
is
that
stormwater
programs
are
authorized
through
the
state's
department
of
environmental
quality
and
they
also
establish
a
lot
of
the
parameters
by
which
we
have
to
operate
our
program.
O
So
I
I
think,
some
of
the
goals
that
you're
trying
to
achieve
we
might
have
to
give
some
thought
of
where
they
might
live
in
a
place
where
we
have
some
additional
discretion
rather
than
with
a
stormwater
program,
because
I
feel
like
we
may
be
very
limited
in
a
policy
realm,
that's
so
defined
by
state
law.
But
but
I
think
if
we
hash
that
out
a
little
more,
I
get
the
sense
there's
some
development
regulations
where
some
of
these
things
might
actually
live.
But
we
don't
have
to
go
into
that
more
today.
O
J
I
think
too,
you
know
we
spoke
to
these
annual
reports
and
if
we
had
been
doing
that
last
couple
years,
we
would
learn
that
we've
made
strides
in
the
storm
water
program.
I
recall
in
downtown
is
our
largest
heat
island.
If
you
will
and
impervious
surface
destination
and
we
changed
those
policies
it
used
to
be,
I
think,
if
you
disturb
the
land
more
than
5
000
square
feet,
then
you
required
a
storm
water
system,
and
now
that
is,
I
think,
one
square
foot.
J
So
the
I
wanted
you
know
kudos
to
staff
for
just
simply
already
addressing
that
as
it
comes
up.
But
I
I
understand
your
point
brad
and
thank
you
kim,
because
I
know
that
was
a
really
hard
thing.
A
So,
thank
you
kim.
Thank
you,
brad.
Thank
you,
sage
sage.
I
know
you
have
a
lot.
You
want
to
or
not
a
lot,
but
a
few
things
you
want
to
do.
I'm
going
to
just
name
a
number
to
get.
You
all
focused
on
what
needs
to
happen.
We're
going
to.
Ideally,
I'm
not
telling
you
this
is.
You
know
how
it
has
to
be
get
a
goal
of
removing
14
of
these
removing
14
yep.
A
G
G
We
haven't
really
voted
on
any
of
that.
We've
we've
gotten
the
compensation
study
and
we
know
what
the
number
is,
but
they
gave
us
a
lot
of
options,
so
I
mean
I
agree,
you
know
whatever
decision
we
make
is
going
to
be
in
the
next
couple
months,
but
but
there
still
are
some
pretty
significant
decisions
to
make.
Unless
I,
unless
I
vote
on
something,
I
forgot,
what
tell
me?
Okay.
L
K
C
Well-
and
we
have
opportunity
to
give
direction
around
this
in
our
budget
work
sessions-
is
that
gonna?
Is
that?
Okay?
Absolutely
because
I
mean
at
some
point,
staff
needs
to
know
like.
Are
there
four
votes
for
doing
some
version
of
this,
so
that
would
to
me,
be
the
important
reason
why
it
would
be
here,
but
as
long
as
we're
going
to
capture
it
in
that
process,
that's
fine
with
me.
K
G
G
G
K
D
A
So
someone
else
has
to
go.
Thank
you
I
want
to.
I
want
to
offer
what
do
you
all
I'd?
Love
your
input
just
give
it
to
us
direct
right
because
we're
at
an
impasse
in
this
moment.
What
do
you
all
think
about
to
your
point
about
the
compensation
study
if
it's
something
that
can
go
on
and
come
off,
and
so
it's
not
going
to
be
a
priority
for
the
entire
year
using
that
approach
so
that
it's
both
and
you're
saying
there's
some
accountability
around
this?
It's
very
time-bound.
A
We
need
to
see
it
fulfilled
the
policy
implemented.
We
can
put
it
into
the
category
of
being
operationalized,
and
now
we
can
focus
on
these
other
priorities,
so
it
also
potentially
releases
staff
from
having
you
know
all
the
priorities
being
highly
focused
for
the
entire
time.
Maybe
there
is
some
switch
in
and
out,
I
don't
know
I
just
want
to
offer
since
we're
at
this
place
of
like
well.
G
G
It
is
not
going
to
take
a
lot
of
staff
time
to
actually
implement
that.
I
mean
you
know,
there's
going
to
be
somebody
in
there
that
says
joe
schmoe's
going
to
go
to
this
and
susie
q
is
going
to
go
to
this.
So
it
isn't.
It
isn't
staff
resource
the
necessity
necessity
of
staff
resources.
For
that
one
is
moderately
limited.
C
So
help
me
understand
in
terms
of
a
road
map
of
from
now,
until
we're
done
here.
What
else
do
we
have
to
do,
and
what
do
we
want
the
final
product
to
be?
We
is
it
all
we
got
to
do.
All
we
got
to
do
is
get
this
list
whittled
down
to
what
we're
going
to
do
this.
You
know
them
in
the
immediate
now
is
that.
A
Getting
the
list
whittled
down
so
that
staff
can
come
back
with
how
it's
going
to
get
done,
get
your
approval
on
it
and
a
timeline
to
go
with
it.
So
if,
if
that's
not
where
we're
headed,
because
this
is
really
your
process
and
we're
getting
stuck
in
like
how
many
then,
what
I'm
offering
is,
for
example,
with
the
implementing
employee
compensation
study,
if
that
needs
to
stay,
is
it
a
very
finite
amount
of
time
and
the
implement
implementation
of
the
coveted
relief
doesn't
happen
until
that's
done?
A
C
So
is
the
timeline
something
where
so
would
it
be
helpful
staff
if
we
took
a
break
and
let
you
powwow
real
quick
about
this
situation,
we
just
created
yes
before
we
go
haphazardly
directing
you
without
you
guys
having
a
chance
to
say
you
know,
if
you
xyz,
is
that
good?
I'm
I'm
that's
what
I'm
hearing
we.
G
Would
greatly
appreciate
the
time
I
mean
again
from
the
standpoint
of
this
is
a
huge
lift.
I
mean
you're
not
going
to
know
this.
I
mean
you're
not
going
to
go
down
to
the
oh.
This
is
going
to
take
26
hours,
but
this
is
a
huge
lift.
This
is
a
not
so
huge
lift.
This
is
and
for
me
at
least
back
when
I
was
working
in
you
know
working
differently.
G
Is
it
concentrated
to
one
group
of
people
I
mean
like
if,
if
we've
come
up
with
seven
things
that
are
all
going
to
rest
on
a
three
department
group,
then
you
need
to
be
able
to
tell
us
that
or
if
we've
sprinkled
this
all
around
the
city,
wouldn't
wouldn't
that
be
great?
You
know,
maybe
the
burden
isn't
as
big.
F
G
Area
and
that's
what
I'm
saying
I'm
in
like,
if
that's
the
case,
I
think
that
would
be
the
kind
of
information
that
we
would
want
to
know
so
that
you
know,
because
there's
there's
a
lot
of
budgetary
implications
of
this
a
lot.
But
if
it's,
you
know
yeah
with
the
current
resources
and
you
give
us
a
year
to
do
it,
we
could
do
it
or
you
know,
you've
come
up
with
you've
cut.
G
C
C
Already
looking
at
wrap-around
services
for
people
being
housed-
and
you
know
I
know
you
so
I
mean
I
think
hopefully
there's
some
consensus
around
some
of
the
things
you're
already
doing
or
you
need
to
know.
There's
not,
but
but
I
mean
so
some
of
it.
You
might
be
able
to
kind
of
reorganize
a
little
bit
for
us
more
in
the
way
you're
operationalizing
it
right
now.
C
E
So
so,
if
we,
if
we
take
these
these
things,
we
know
that
there's
going
to
be
budgetary
implications,
whether
it
is
staff,
whether
it
is
material
equipment,
whatever
there's
going
to
be
budgetary
impacts,
for
example,
if
we
did
the
covet
stuff,
if
you
take
the
county's
discussion
whenever
they
discuss
it
tuesday,
I
believe
they
they
were
talking
about.
If
we
got
this
amount
of
infusion
of
dollars
and
resources,
we're
going
to
need
some
temporary
staff
just
to
make
sure
that
we're
managing
our
resources
appropriately
and
doing
the
tony.
E
F
Can
I
have
one
other
thing
as
we
think
about
this?
I
think
that
one
of
the
one,
a
very
impactful
thing
for
me
right
now
is
what
nicholas
said
early
on
is.
This
is
the
time
and
the
moment,
and
so
some
of
the
things
up
here,
quite
honestly,
having
been
in
the
city
for
a
very
long
time,
I'm
like
if
you
want
to
get
this
time
and
moment
right
with
the
things
that
we
know
over
the
past
year,
which
ones
could
wait
another
year.
C
So
it
you
know,
it's
very
difficult.
I
think
it's
a
very
difficult
exercise
for
people
who
are
elected
to
office
to
start
taking
things
off
a
list.
I
think
it's
a
lot
easier
for
people
are
elected
office.
I
mean
I'm
just
saying
to
prioritize
my
list,
I
mean
so
I
mean
I
have
a
burning
for
us
doing
the
employee
compensation
piece
for
us
to
do
the
covet
relief.
For
I
mean
I
don't
even
know
how
you
how
we
don't
we
have
to
I
mean
we
are
getting
the
money.
C
We
have
got
to
do
that
and
we
have
promised
the
community
that
we
are
reimagining
public
safety
and
all
the
pieces
that
go
under
that.
So
I
don't.
I
don't
really
know
how
I
don't
want
to
say.
Oh
and
you
know
we're
not
that's
it,
you
know
because
we
have
other
departments
and
they
are
doing
other
things
and
they
are
looking
at
land
use
issues
and
they
are
looking
at
housing
issues
that
stuff
doesn't
stop
happening,
but
maybe
there's
not
capacity
money.
C
I
mean
capacity
staff
time
funding
to
do
the
new
to
do
new
things
within
those
umbrellas.
So
I
you
know
for
me:
that's
how
I'm
able
to
that's.
That's
how
I'm
thinking
about
it.
K
It's
hard,
I
think,
that's
a
that's
an
important
point
to
acknowledge
it's
hard
for
you
all.
You
went
to
your
neighbors
and
said
vote
for
me.
I'm
gonna
represent
all
of
this
right.
So
so
so
that's
not
what
we're
doing
here!
Think
of
it.
This
way!
Think
of
it
as
the
law
of
focus
anything
that
you
put
significant
daily
focus
on.
That's
what
tends
to
grow
so
think
of
it.
K
This
way,
what
are
the
three
that
you
would
direct
your
staff
tim,
your
staff
members
staff
team
every
day
when
you
wake
up,
I
want
you
to
spend
some
part
of
your
day,
advancing
the
ball
on
these
three.
What
would
your
three
be
sandra?
What
were
your
three?
Be
that
you
every
day
you
don't
want
one
day
to
go
by
where
they
don't
think
about.
How
do
we
advance
the
ball
on
these
three?
It
doesn't
mean
they
don't
focus
so
think
about
the
others,
but
every
day
they
get
up
and
they
think
about
these
three.
E
And-
and
I
think
what
the
if
I
could
send
your
if
what
the
mayor
said
in
terms
of
implementing
covet
relief,
if,
if
the
goal
is
to
say
depending
upon
what
the
actual
legislation
says
and
whatever
the
funding
guidelines
are,
if
you're
saying
that
those
things
that
you
have
under
there
are
the
ones
that
we
truly
need
to
emphasize
then
that
that's
fine,
but
we
we
will
be.
We
will
be
getting
this
money,
thank
god
and
we're
going
to
be
spending
it,
and
so
I
think,
as
a
priority.
C
Spend
that
money,
yeah,
there's
two
tranches
and
we
have
to
spend.
I
think
the
first
tranche
is
about
20
20,
24
4.,
so
no
that
that
is
not
a
complete
list
by
any
means,
and
that's
because
we
haven't
work-sessioned
it.
We
don't
even
know
what
all
that
can
be
spent
on.
We
do
know
it's
going
to
be
transit,
we
do
know
it's
going
to
be
housing.
We
do
you
know
we
kind
of
sort
of
know,
but
we're
going
to
need
to
get
a
full
briefing
on
what
that
is
and
what
the
proposals
are.
E
E
K
C
K
K
N
K
I
I
K
Though
outstanding
and
so
just
theoretically,
you
can
go
back
to
your
constituents,
say:
hey
listen!
I
know
our
staff
is
getting
up
every
day.
Thinking
about
those
three
things,
that's
what
it
would
look
like.
It
doesn't
mean.
That's
all
they
do,
but
you
could
say:
confidently
they're
going
to
get
up
every
day
and
they're
going
to
focus
on
how
to
push
these
three
things
going
forward.
Let's
just
do
it
for
the
exercise.
What
would
your
three
be.
G
Yeah
reimagining
public
safety,
covid
and
reparations.
K
M
C
K
N
A
G
L
G
G
Mean
they're
not
going
to
send
you
the
money
or
they're
going
to
sue
you
if
you
take
it
and
don't
use
it
the
right
way.
So
this
it's
not
a
slam
dunk
I
mean
just
because
they're
handing
you
five
dollars
doesn't
mean
exactly.
I
mean,
there's
going
to
be
a
lot
of
work
and.
I
G
C
F
I
I
will
say
that
that
I'll
go
back
to
what
gwen
said
about
this
one
and
and
deborah
may
correct
me,
but
I
will
tell
you
for,
for
there
are
policy
decisions
still
to
be
made
around
the
compensation
because
staff
we
don't
know
if
it's
going
to
be
a
one
two
year
three
year
plan.
So
I
I
feel
strongly
that
we
need
to
know
from
council
how
important
this
is
and
if
it
means
you
you
give
them
four.
K
M
A
C
L
G
C
I'm
not
debating
that
I'm
just
saying
I
I
mean
I'm
not
saying
the
implementation
is
difficult
or
I'm
saying
if
you
it's
a
large
budget
item
and
it
will
offset
other
things.
This.
A
A
No,
I
would
say
three
or
four:
I
see
a
number
for
five,
so
we're
going
to
compromise
for
four
and
we
might
need
to
debate
one,
but
the
whole
idea
is
to
not
automatically
remove
because
we're
actually
shifting
the
process
to
get
authentic
debate,
authentic
voices
in
the
room
straight
talk.
So
I
really
want
to
make
sure
we're
maximizing
that
and
not
just
jumping
over
it,
because
then
there
might
be
salty
feelings
later.
So,
let's
just
go
with
your
top
four.
We
may
need
to
debate
one.
K
N
G
So
I
am
compensation
reimagining
coveted
reparations,
not
necessarily
in
that
order.
J
I'd
like
to
share
that,
I
think
we
should
have
five
and
could
handle
five,
however,
and
in
tune
with
knowing
number
two
is
going
to
happen.
My
four
are
covered
recovery,
housing,
reparations
public
safety
outstanding.
K
K
C
C
A
J
C
Well
and
that's
challenging
well,
this
is
more
than
that,
because
we
did
the
whole.
C
I
K
K
K
Yeah,
I
don't
not
to
see
it
just
what
which
one
we're
going
to
come
back
to
matter
of
fact,
when
we
do
this
a
good
time
to
break
so
we'll
break
we'll
tally
that
way,
you
can
at
least
see
where
you
are
as
a
group
in
terms
of
how
you
see
what
you
want
your
staff
to
get
up
every
day
and
make
sure
that
they're
moving
the
ball
forward
on
the
list.
So,
let's
break
how
long?
I
A
A
A
A
C
A
So
reparations
dash,
seven
that
was
seven
votes
and
then
implementing
employee
compensation
five
and
we're
not
calling
them
votes.
That's
the
wrong
word,
because
it's
not
a
vote,
but
it
just
you
know,
agencies
speaking
speaking
up
to
what
is
important
to
you
in
terms
of
priorities:
there's
no
votes,
reimagining,
public
safety,
six,
implementing,
coveted
relief
spending,
seven
housing,
three
land
use
zero
and
expand
partnership
opportunities
with
asheville
city
school
through
partnership,
zero.
C
Seven,
if
you
could
just
clarify
for
me
debra,
is
that
supposed
to
be
different
than
the
united
way
initiative,
or
is
that
the
united
way
initiative.
G
J
I
did
ask
the
question
about
like
whether
or
not
it
was
addressing
the
education
gap,
but
I
I'm
okay
with
that
and
would
once
again
love
to
us
have
us
consider
five
but
I'll
stop
after
that.
A
Five
items
is
what
you're
saying
five
priorities.
Yes,
ma'am
is
anyone
have
a
question
about
that,
want
to
unpack
it
debate
it
or
just
say
no,
we're
good.
A
C
C
I
mean
deborah
and
avril
just
toured
a
deepak,
the
county's
facility
on
biltmore
avenue
that
houses
those
experiencing
homelessness
that
need
additional
wraparound
services,
so
I
mean
the
so
I
mean
I
would
take
those
two
bullet
items
out
from
housing,
because
they're
gonna
be
happening
under
three
and
four
I
mean
they're,
just
gonna
be
happening
under
three
and
four,
but
so
we've
sort
of
duplicated
our
statements
here.
I
I.
E
Think
so
as
well,
I
think
that
housing
and
it
it
actually
didn't
make
my
list
because
I
think
it's
going
to
be
covered
under
reimagining.
It's
going
to
be
covered
on
the
covet
and
it's
going
to
be
covered
under
reparations
and
our
ongoing
policies
that
we
have
that
were
that's
underway.
Currently.
So.
E
C
E
Okay,
so
I
am
really
challenged
visually
you're
going
to
have
to
put
it
on
the
okay,
okay,.
E
So
mayor,
would
you
want
me
to
put
these
under
the
other
columns
right.
C
E
I'm
not
adding
to
it
to
do
you're,
not
adding
to
a
to-do
under
the
majority
of
the
housing.
The
only
one
that
I
think
might
be
is
the
increasing
home
ownership.
I
think
that's
kind
of
a
we're
a
little
bit
of
a
redirection
for
staff's
efforts
right,
but
I
think
it
can
come
under
the
as
we
discuss
the
reparations
and
maybe
one
of
the
short
term.
If
you
remember
the
process,
their
deliverable
by
2022
is
short-term
things,
and
I'm
just
positive
that
this
one
would
be
under
that
that
initiative.
C
J
I
can
respect
where
we're
going
with
this,
though,
and
we
did
also
equalize
policies
in
housing,
around
ownership
and
rental.
So
to
your
point,
it
is
in
play
already,
and
I
I
as
someone
that
brought
it
up
and
can
agree
that
shelter,
wrap
around
services
could
potentially
go
under
four
and
I
can't
believe,
I'm
going
to
say
it,
but
then
we'll
we
could
pull
housing
as
a
priority.
A
Yeah,
it's
very
focused,
though,
and
I
appreciate
that
you're
putting
in
the
work
to
say
like
wait
a
minute.
Okay,
all
right,
so
it
looks
like
deborah's
working
on
what
you're
asking
when
she's
done
with
that
one
of
the
things
the
team
wanted
to
bring.
This
staff
is
basically
deliverables
right.
So
it's
one
thing
for
a
council
to
do
the
work
to
get
the
priorities
really
crystal
clear.
A
It's
another
thing
to
say
these
priorities
go
back
to
these
eight
categories,
and
this
is
the
timeline
we
expect
to
deliver
what
an
update
on,
what's
already
operational
and
budget
wise
and
staff
time
wise,
what
it's
going
to
take
in
capacity
to
fulfill
and
implement
on
these
priorities,
so
she'll
be
talking
about
that
shortly
nicholas.
Did
you
want
to
add
anything
before
you
step
into
the
the
moment?
D
A
question
please
in
the
spirit
of
if
we're,
removing
housing
or
like
not
prioritizing
it
higher.
One
of
the
things
that
we
might
want
to
say
out
loud
is
eviction
protection
under
covert
relief.
I
know
it's
going
to
be
it's
we
could
like.
We
can
keep
adding
to
that
list
forever,
but
I
know
it's
part
of
an
equitable
just
recovery.
A
I
think
naming
it
and
bringing
it
to
the
surface
is
really
powerful,
so
deborah
that
I'm
going
to
yes
we're
going
to
do
these
updates
and
then
deborah.
I
wanted
you
and
staff
to
speak
to
next
steps.
E
And
under
the
these
sub
bullets
are
things
that
we're
going
to
emphasize
in
terms
of
work
and
focus
from
a
policy
perspective.
These
are
the
outcomes
that
you
all
are
expecting
as
it
relates
to
integrating
these
kind
of
tactical
things
into
those
major
categories.
I
hope
that
that
made
sense,
but
in
terms
of
of
next
steps-
and
I
need
you
all
to
kind
of
help
me
a
little
bit-
I
was
thinking
about
as
part
of
the
manager's
report
on
the
13th
to
come
back
with
kind
of
a
summary
of
what
you
all
did.
E
What
the
priorities
are.
Hopefully
even
talk
about
accomplishments
talk
about
and
when
I
say
accomplishments,
to
make
sure
that
our
community
understands
that
we're
we're
not
stopping
anything
unfortunate.
We're
gonna
have
to
continue
work,
but
a
lot
of
our
resources
need
to
go
to
these
things
over
the
next
year.
E
What
do
you
all
think
about
that
as
part
of
a
manager's
report,
and-
and
you
would
get
it
as
part
of
the
check-ins-
you
get
a
preview
of
what
we're
going
to
say
is
that
a
format
you
think
is
appropriate
or
you
you.
You
want
us
to
do
something
different
okay,
so
we
would
present,
as
part
of
the
manager's
report,
the
results
of
your
process.
Your
priorities
would
identify
here
are
ongoing
things
from
your.
E
C
C
And
a
little
bill,
but
you,
but
it's
usually
come
back
to
us
under
just
well.
Are
you
guys
going
to
have
a
staff
retreat
too.
C
So
you're
not
we're
responding
to
what
you
all
do
yeah
so
in
the
past,
sometimes
staff
will
then
go
into
retreat
and
then
create
this
crazy
chart
and
all
the
timelines
and
there's
shading
and
stuff,
but
you're
just
saying
you
would
incorporate
the
old
and
the
new
and
come
back
just
to
present
what
it
was.
Yes,
okay,
I
I
just
had
to
say
it
ever
a
lot
did
that
make
sense
to
me
so
that
there's
some
way
and
then
we
would
have
that
available
on
the
website
and
people
could
look
at
it.
E
E
G
And
I'm
good
with
that,
I
would
just
ask
that
we
maybe
not
get
into
the
details.
G
G
As
much
because
I
mean
because
there
are
some
of
these-
that
I
would
prioritize
more
than
others.
I
G
C
C
You
know
they're
so
to
to
be
now.
I
do.
I
do
think
that
we
should
sooner
rather
than
later,
do
some
kind
of
a
work
session
around
the
covid
money
and
have
a
discussion
about
that.
Absolutely
you
know,
and
I
and
I
worry
a
little
bit.
You
know
here,
we've
spitballed.
This
is
what
happens
when
the
spitballing
turns
into
a
thing,
and
then
we
voted
on
it.
You
know
the
participatory
budgeting
piece
of
it.
C
It
is
the
expectation
that
that
happens
like
bam.
You
know
beca
and
incorporated
into
this
budget
cycle
or
is
the
expectation
you
know
what
I'm
saying:
I'm
not
I'm
sort
of
saying
that
rhetorically.
I
don't
know
what
the
answer
is,
but
we
tried
this
once
before.
We
voted
on
it
as
a
priority
before
and
staff
tried
to
do
it
before
and
it
didn't
happen.
So
you
know
I
don't.
I
don't
want
to
sit
there
and
say
well,
we
you
know
voted
for
this
now.
Why
isn't
it
happening?
You
know
so?
Well,
that's.
G
That's
why
I
think,
certainly
until
we
do
get
together
back
as
a
a
group
kind
of
working
on
this
a
work
session.
I
guess
I
wouldn't
you
know
these
bullet
points
should
be
kind
of
these.
Are
these?
Are
you
know,
sort
of
first
thoughts
about
what
we
may
do,
but
like
we're?
Not
we
haven't
completely
invested
in
them
yet
because
we
don't
know
how
much
they
cost.
We
don't
know
what
the
effort
is.
We
don't
know
really
even
what
it
means
until
staff
fleshes
it
out
a
little
bit.
G
So
I
just
you
know
again
just
be
careful.
I
mean
I
want
to.
I
just
want
people
to
understand
sort
of
the
amount
of
work
that
went
into
coming
up
with
this
list.
Isn't
nearly
what
it's
going
to
take
to
implement
it,
so
we
just
need
to
present
it
that
way
that
these
are.
This
is
very
strategic,
as
opposed
to
you
know
we're
committed
to
each
and
every
one
of
the
bullet
points.
That's
correct.
D
L
E
A
And
I
I
want
to
ask-
and
not
necessarily
for
an
answer
now,
but
maybe
something
to
take
with
you
with
your
future
meetings
when
you're
in
this
process
and
you
come
away
with,
which
is
pretty
rad,
that
you
guys
accomplished
this
with
priorities
that
are
about
policy.
A
Where
is
that
margin?
You
know,
I
think
you
said
it
well,
it's
like
participatory
budgeting
and
engagement,
bas
ambassadors.
There
may
be
four
iterations
before
one
actually
sticks,
and
it
doesn't
mean
that
the
three
iterations
prior
to
the
fourth
was
was.
You
know
this
failure
in
order
towards
community.
It
means
that
it
is
a
collective
iterative
process
that
there
just
has
to
be
margin
for
so
I'm
not
suggesting
that
I
know
more
about
a
city
budget
or
anything
like
that.
E
As
long
as
council
was
comfortable
with
me
kind
of
just
summarizing
this,
bringing
it
as
part
of
the
manager's
report.
J
J
Only
have
one
comment
and
it's
in
the
vein
of
supporting
the
comp
and
class
study
and
the
message
that
we're
sending
to
staff
when
so
right.
Now
I'm
looking
this
and
I'm
seeing
you
know,
since
we
pulled
the
housing,
it
looks
to
me
like.
If
we
all
had
our
votes
on
the
board,
there
would
be
full
support
for
all
four
of
those,
and
that
intention
of
unanimous
support
is
the
message
I
want
to
make
sure
is
clear
that
you
know
we
all
support
like.
J
I
would
have
moved
to
the
compen
class,
and
I
you
know
if
the
messaging
is
important
and
that's
what
we
were
saying
earlier,
then
it
might
be
worthwhile.
Just
saying
you
know,
there
are
three
votes
that
are
missing
and
the
only
place
they
can
go
are
on
two
and
three.
So
I
essentially,
we
have
consensus
on
these
four
and.
E
And
I
think
that
it's
important
also
absolutely,
but
it's
important
also
to
say
that.
E
These
really
aren't
in
priority
order.
These
are
your
priorities
and
so
the
number
of
votes
we
we
will
not
be
presenting
that,
but
I
think
for
those
who
are
watching
this
live,
I
think
that's
a
very
important
statement
to
make
that
so,
if
housing
is,
is
not
removed
but
integrated
into
the
the
top
four
that
those
votes
for
housing
would
go
to
reimagining
and
probably
the
well
culvert
already
has
it
as
well
as
the
comp
study.
K
Okay,
okay,
just
like
that,
walked
in
yesterday,
all
the
swirl
all
the
stuff,
all
the
decisions,
all
the
left
to
right,
just
to
get
in
the
room,
and
then
you
arrive
in
the
room
and
you
have
to
deal
with
a
big
old
auditorium
and
speaking
in
the
microphones,
and
you
know
just
the
whole
thing
and
then
get
into
the
conversation
rather
than
just
us
standing
here.
Talking
to
you
have
to
create
your
own
conversation,
so
just
like
that,
and
you
are
now
right
at
the
final
part
of
the
second
day.
K
So
I
shared
a
number
of
things
with
her
yesterday
and
I
suggested
to
you
that
part
of
being
a
team
is,
if
you
want
to
go
fast,
go
by
yourself.
Each
of
you
have
that
ability.
You
all
have
the
ability
to
go
fast.
Let's
do
it,
but
if
you
really
want
to
go
far-
and
you
want
this
community
to
go
far,
you
got
to
go
together,
so
you
all
have
exhibited
in
my
mind,
you've
done
both
of
these
things.
K
I
said
we
really
can
boil
down
all
that
we're
going
to
talk
about
into
two
buckets.
Let's
work
on
us
work
on
the
team.
Not
only
not
only
did
you
do
it
yesterday,
but
you
continued
to
do
it
today.
That's
a
fantastic
thing,
and
I
think
you
said
this
morning
as
part
of
your
check-in
that
we're
not
going
to
be
complete
with
becoming
a
team
by
the
time
we
walk
out
of
here
today.
Remember
you
said
that:
do
you
remember
the
language
you
used
to
describe
what
you
really
thought
was
important.
K
That's
right
a
commitment
to
staying
in
the
team
space
because
that's
where
greatness
as
a
team
lives,
you
gotta,
you
gotta,
commit
to
stay
in
it.
So
I've
watched
you
all
day
do
exactly
that.
As
you
started
to
work
on
the
work
work
make
decisions
for
this
community.
You
stayed
in
the
space
of
team.
You
never
separated
yourself
from
that.
You
did
the
work
together.
K
K
K
K
K
Accountability,
execution
extraordinary
results.
So
I
wanted
to
replay
that
to
you,
that's
what
you
said
yesterday
and
then
today
you
started
to
walk
the
walk,
walk
the
walk
so
couple
things.
I
also
asked
you
to
ponder
yesterday:
what
are
the
behaviors
and
mindsets
that
will
allow
this
team
to
deliver
the
best
outcomes
for
this
community?
K
I
believe,
as
I
shared
with
you
yesterday,
that
discomfort
is
underrated
most
many
a
lot
of
really
important.
Things
emerge
from
discomfort,
so
even
today,
as
it
got
a
little
messy
and
what
are
we
doing?
What
are
we
working
on
and
what's
the
question
right?
That's
just
messy,
but
you
just
leaned
into
the
process,
just
lean
in
and
you're
getting
the
result.
K
K
K
K
K
You
did
this:
how
about
telling
me
what
it
is
now
in
some
cases
you
may
discover
that
there
was
not
a
positive
intent
behind
it,
but
don't
assume
that
have
the
conversation
to
find
that
out
and
then,
if
what
they
did
didn't
work
for
you
have
the
conversation
and
then
make
a
request
of
you
hey
so
next
time
this
comes
up.
I
have
a
request
of
you
now
you've
taken
the
first
step
to
create
a
new
agreement
with
your
teammate,
because
even
if
we
disagree,
let's
walk
together
and
part
of
where
we
keep
things
healthy.
K
Is
we're
willing
to
have
the
conversation
with
each
other
if
something
gets
a
little
a
little
off
track?
You
erode
someone
erodes
your
trust
in
them.
Have
the
conversation,
in
other
words,
don't
triangulate
it
oftentimes
in
teams,
if
I'm
a
teammate
with
deborah
endeavor
does
something
that's
just
not
working
for
me.
It's
just
not
working
for
me.
K
There's
this
thing.
You
do
it's
just
not
working
for
me
and
rather
than
go
to
debra
and
say:
hey,
listen!
This
thing
you
do.
Can
we
talk
about
this
thing
and
how
it
affects
me
and
how
it's
showing
up
for
me,
rather
than
do
that,
I
go
to
sandra,
and
I
say
you
know
deborah
keeps
doing
this
thing.
This
is
not
working
for
me.
That's
triangulation!
K
Now
I've
got
a
little
triangle
right,
so
just
very
simple
things
to
be
direct
and
straight
with
each
other.
To
make
sure
you
keep
your
relationship
clean
to
make
sure
you
keep
the
team
health
clean
will
go
a
long
way
because
you're
going
to
have
hot
debates
as
you
have
today,
and
you
want
to
make
sure
that
the
relationship
that
you
have
with
each
other
and
collectively
remains
healthy.
K
And
verify
your
interpretation,
we
just
talked
yesterday
about
how
easy
it
is
to
for
the
person
to
say
one
thing
and
the
other
person
to
hear
something
different.
So
these
little
checkpoints.
Let
me
play
that
back
for
you
and
then,
as
part
of
your
your
homework,
I
asked
you
to
think
about
what
agreements
would
serve
you
well,
so
I
want
to,
as
we
begin
to
close
out
for
our
time
together
this
week.
K
K
Very
good,
so
an
agreement
is
honoring.
Your
word
operating
with
integrity.
In
my
mind,
when
I
say
integrity
I
don't
mean
morals,
I
mean
wholeness,
meaning
when
the
words
match.
What
actually
happens,
that's
integrity,
the
words
come
out
and
then
what
happens
next
matches
it?
Now,
let's
say
you
make
a
commitment,
you
give
your
word
and
then
you
can't
keep
your
word
in
that
moment.
How
do
you
honor
your
word?
K
Very
it's
very
simple,
hey.
I
know
I
committed
to
have
this
to
you
by
three
o'clock.
I'm
unable
to
do
that.
I'm
really
sorry
about
that!
You
clean
it
up!
I'm
really,
sorry
that
I
wasn't
able
to
keep
my
word
on
this,
keep
my
commitment
on
it
and
you
may
or
may
not
share.
Why
had
eight
things
came
in
that
I
didn't
know
were
coming
and
then
you
immediately
enter
into
a
new
agreement.
Hey.
K
J
K
Very
good,
so
one
of
the
mindsets
that
you
you
lifted
yesterday
was
being
willing
to
have
space
in
you
that
allows
your
teammates
to
show
up
in
the
way
that
in
that
moment
they
need
to
show
up.
You
said
it's
so
much
better!
Yes!
Well!
I
was
just
that's
just
verbatim
what
one
of
you
said
so
that
wasn't
mine,
but
it's
it's
clear
right.
K
They're
gonna
be
times
where
there's
a
certain
way
that
one
of
your
teammates
really
does
like
to
process
and
come
to
a
decision
so
to
be
willing,
as
a
good
teammate
part
of
being
a
good
teammate
is
to
allow
your
team
to
your
teammate
to
do
it
in
a
way.
That's
not
the
way
you
would
do
it,
but
the
way
they
do
it
and
have
some
space
in
you
for
that.
C
But
related
to
that,
I
think
it's
important
that
our
relationship
to
one
another
not
be
imposed
on
the
staff.
So
if
we
you
know,
if
we
have
issue
with
each
other,
I
don't
think
it's
fair
to
say
to
the
staff.
C
You
know
I
don't
like
this
person.
I
don't
want
to
be
in
the
same
meeting
with
them,
but
I'm
not
going
to
go.
Tell
that
person,
I'm
just
I'm
just
going
to
tell
you
stuff.
You
have
to
accommodate
my
concern
or
you
know
I
don't
like
the
way
this
person
processes
or
request
information.
I'm
gonna
make
a
different
way
to
request
information
and
staffs,
like
you
know,
made
to
order.
I
K
One
is:
let's
maintain
the
health
of
our
relationships
ourselves,
let's
be
responsible
for
that
ourselves
and
whatever
we
do.
Let's
make
sure
we
don't
put
the
staff
in
the
middle
of
that
that's
triangulation,
there's
something
one
of
my
my
colleagues,
my
team
members
is
doing
and
you
drag
the
staff
into
it.
That's
triangulation,
so
perhaps
a
no
triangulation
agreement
would
best
serve
all
of
us.
K
We
think
about
that.
Let's
have
a
note
triangle:
here's
how
this
will
work
so
if
you
agree
to
have
a
no
triangulation
agreement.
In
other
words,
if
you
have
some
issue
or
some
something
you
need
to
talk
about
with
a
teammate
any
teammate,
you
go
to
them
directly
right,
that's
step!
One
step.
Two
is,
if
you
forget
the
no
triangulation
agreement
and
you
go
to
someone
else
to
talk
about
someone
else-
that
person
now
has
a
responsibility
to
tell
you
what
yeah
hey.
K
K
K
E
Some
sometimes
it's
difficult
for
staff
to
intervene
with
the
council
issue
say,
for
example,
staff
has
an
issue
with
a
council
member
right.
Most
of
the
time
we'll
go
to
the
mayor
and
say
mayor
we're
having
this
concern.
Can
you
can
you
help
me?
Is
that
triangulation.
C
O
K
K
Brad
is
an
accomplished
adult
team
member,
his
ability
to
get
hey
sage?
Can
I
just
go
you
and
me
and
have
coffee
and
have
a
conversation
that
that
that,
from
my
perspective
I
I
would
expect
teammates
to
be
able
to
do
that
now.
If
there's
some
formality
to
it
being
routed
through
you,
then,
by
all
means
that's
unique
to
this
team
and
you
should
put
it
in
place.
E
K
G
Mean
I
think,
brad
and
deborah
are
unique
sort
of
unique.
I
don't
think
that
that
would
be
fair.
Exactly
to
beneath
that
level.
I
mean
putting
myself
if,
if
I
were
below
that
level-
and
I
wasn't
you
know
it
wasn't
boss-
employee
relationship-
I
I
don't,
I
think
it
puts
it-
would-
put
staff
in
a
tough
position.
I
G
You
know
put
the
onus
on
them
to
go
and-
and
I
mean
you
know
for
for
I
don't
know
kathy
well
that's
hard
because
we
have
a
great
relationship.
Hopefully
she
would
tell
me
anything,
but
if
richard
had
a
problem
with
me,
he's
probably
going
to
be
fairly
uncomfortable
coming
directly
to
me,
he's
probably
going
to
be
more
comfortable
going
to
deborah.
G
C
O
C
D
I
just
want
to
share
that.
I
shared
with
peggy
like
what
you
said
yesterday
about
getting
more
information.
If
I
don't
understand
the
question
and
teaming
that
with
assuming
good
intent,
I'm
curious
and
would
like
to
know
more
about
like
what
is.
What
are
you
imagining
a
better
outcome
right
now,
when
you're
asking
for
this
agreement
esther,
I
don't
understand
why?
What
because
it
is
politics,
you
know
we're
these.
C
J
K
I
K
If,
when
I
remember
we're
on
the
team
health
side,
not
results
we're
on
the
relational,
what
keeps
the
healthy
the
health
in
the
relationship
not
around
how
deals
get
made?
This
is
your
measure.
You're
gonna
have
a
lot
of
conversations
say
hey.
I
have
this
idea
on
how
we
may
be
able
to
get
this
policy
going
forward.
I
want
to
start
with
you.
That's
not
triangulation.
G
G
K
Policy
not
not
relationship
the
key
to
the
when
I'm
when
I'm
recommending
or
asking
you
to
consider,
not
triangulating,
I'm
talking
about
the
relationship
talking
about
policy
in
and
hey,
let's
brainstorm
together
on
how
we
may
be
able
to
get
sage
in
on
this
vote
that
that's
that's
doing
business.
You
got
to
do
that,
but
it's
the
relationship
part,
and
I
think
just
think
about
this.
Fundamentally,
you
know,
if
you
have
some
relationship
breakdown
it
doesn't.
K
It
typically
does
not
resolve
itself
through
a
third
party,
even
in
marriage,
counseling,
you
go
to
go
together,
so
you
have
to
have
whoever
you
have
the
issue
with
in
the
relationship.
You
have
to
have
interface
with
it.
That's
what
I'm
referring
to
not
doing
business
you're,
going
to
have
lots
of
conversations
that
don't
include
the
person
directly.
G
K
K
They
have
this
and
because
they
have
this,
when
something
arises,
they
can
be
very
straight
with
each
other.
So
when
you
have
the
relationship-
and
you
have
the
trust
you
can
be
straight,
which
means
it's
efficient,
there's
no
reason
for
you
to
call
somebody
else.
It's
efficient,
hey,
there's
this
thing:
you
did
yeah,
that's
it!
Oh
god,
I'm
sorry!
I
didn't
even
realize
I
did
that
just
doesn't
say
that
part
of
my
bad.
I
won't
do
it
again
right
so,
but
it's
that's
the
relationship.
K
So
one
of
the
reasons
why
I'm
asking
you
to
to
consider
going
to
each
other
directly
is
because
that's
the
beginning
of
the
relationship
getting
deeper,
so
I
will
accept
third
party,
I'm
gonna
get
in
the
car
tonight,
I'm
driving
back
to
charlotte.
This
is
gonna,
be
yours
to
take
four,
but
my
recommendation:
is
this
whole
routing
things
through?
K
I
would
expect
richard
to
if
there's
something
something
you
do,
I
would
expect
for
him
to
call
you
because
you
get
to
know
each
other
now,
if
you
guys
do
that
enough,
you
have
a
relationship,
and
maybe
we
have
the
conversation
over
lunch
now
I
mean
now
we're
going
to
talk
about
whatever
we
got
to
talk
about
that.
Okay,
I
won't
do
that
again.
K
We
have
an
agreement,
I'm
not
going
to
do
that
because
it
doesn't
work
for
you
and
I
want
it
to
work
for
you,
because
I
want
to
be
a
good
teammate
for
you,
because
I
need
you
and
he
needs
you.
Now
we
have
lunch
and
we
we
spend
10
minutes
talking
about
that
thing
and
then
we
spend
45
minutes
being
in
a
relationship
now
we're
we're
on
our
way
to
having
what
you
two
just
described.
K
That's
why,
when
we
try
and
like
that,
there's
no
shot
for
that
to
happen
and
plus,
when
there's
another
person
in
the
middle,
it's
subject
to
interpretation.
I
say
it
to
them:
they
interpret
it.
They
say
it
to
the
other
person
he
interprets
it,
which
may
be
very
different
than
what's
really
going
on
with
me.
That's
why
I'm
asking
you
to
at
least
in
some
instances
consider
that
make
sense
anything
else
on
this,
because
part
of
what
was
introduced
is
what
happens
when
it
goes.
It's
the
other
way,
all
right.
B
K
Yeah
come
back,
so
I
had
a
boss.
Tell
me
when
I
was
a
young
banker.
K
I
kept
doing
this
thing
and
I
would
I'd
go
to
him
late
on
friday
and
I'd
try
to
rush
him
to
make
a
decision
hey
before
we
wrap
up
the
week.
Hey
does
this
thing?
Can
you
just
say
yes
to
this
thing
and
I
did
it
a
couple
times
and
he
reacted
and
said:
yes,
we're
good
and
then
about
the
fourth
time
I
did
it.
He
said
words
to
me
that
I
still
use.
I
did
my
little
thing
waited
till
about
five
o'clock.
On
friday.
I
rushed
in
his
office.
K
K
I,
I
reserve
the
right
upon
the
space.
So
I'm
hearing
you
you're,
I'm
you
you're,
giving
me
this
thing
and
I
reserve
the
right
to
ponder
now.
If
you
all
say
that
to
one
of
your
teammates,
what
your
teammate
is
saying
is.
I
need
what
I
need
a
little
space.
Okay,
great!
You
got
it
hey!
Let's
circle!
Back
on
thursday
and
continue
our
conversation,
will
that
work
for
you
you've,
given
them
spaces,
don't
press
them
because,
typically,
if
you
press
them
beyond
a
point,
if
they
need
space,
the
results
never
really
good.
K
N
Yes,
I
think
that
when
a
council
member
go
to
another
council
member-
and
they
have
concerns
about
an
issue-
I
think
that
the
other
council
member.
N
Should
make
some
time
for
that
other
council
member
to
listen
to
what
they've
got
to
say
rather
than
just
dismiss
it?
As
you
know,
it's
not
my
cup
of
tea,
so
I'll
just
dismiss
that.
You
know
whatever
spend
a
little
bit
more
time
with
that
council
member
to
try
to
understand
why
they
feel
a
certain
way,
rather
than
dismiss
them.
K
Very
good,
so
I
think
that's
really
important
as
a
teammate.
I've
got
space.
I
want
to
hear
your
point
of
view
on
that.
Let's
agree,
perhaps
to
call
that
being
a
curious
sponge
being
a
cure.
Who
is
the
person
that
we
started
drawing
this
square?
It
was
you
you
said.
I
have
a
curiosity
about
the
other
person's
point
of
view.
So
as
teammates
you
can
be
a
curious
sponge.
Hey
tell
me
more
about
that.
Those
are
some
powerful
teammate
words,
your
your
is.
Your
teammate
comes
to
you
with
an
issue
or
something
going
on
he's.
K
K
It
doesn't
mean
you
see
it
the
way
you
see
it,
but
as
a
teammate
to
have
space
for
them
to
share
their
point
of
view,
because
if
they
can't
share
it
with
you
who
can
they
share
it
with
right,
you
can
be
a
space
and
then
you
can
say
words
like.
I
appreciate
that
I
can
see
how
you
could
see
it.
That
way.
I
have
a
different
point
of
view.
K
Would
you
be
okay
if
I
share
my
point
of
view
because
remember
we're
just
talking
about
points
of
view
not
right
or
wrong,
so
I
like
that
one
very
much
as
a
good
way
to
keep
the
team
healthy,
others
staff
members.
What
requests
do
you
have
that
will
help
this
entire
team
remain
healthy,
create
the
space
for
dialogue
of
the
people's
work
to
take
place.
E
I
guess
for
me
it
would
be
kind
of
the
ongoing
feedback
that,
if
there,
if
you
have
concerns
with
me
or
other
staff,
that
we
we
get
that
out
early
and
often
so
that
we're
able
to
self-correct
and
or
assess
or
analyze
or
understand,
and
to
make
sure
that
it's,
it
may
be
an
issue
for
six
of
you,
but
you
just
haven't
brought
that
to
us
and
and
one
brave
soul
did
so
yeah
that
that
would
be
my.
My
request
is
that
it's
it's
feedback
early
and
often.
K
Okay
feedback
is
your
friend
make
the
assumption
that
your
teammate
wants
to
be
an
even
better
teammate,
for
you
make
the
assumption
that
your
staff
wants
to
do
an
even
better
job,
to
support
you
and
to
advance
things
in
the
community?
Make
that
assumption
they
want
to
be
better
and
part
of
helping
them
be
better.
Is
to
use
your
her
request,
give
them
feedback,
formal,
informal,
but
consistently
people
can
none
of
you,
including
myself.
You
can't
make
an
adjustment
to
something
you're,
not
aware
of.
M
K
It
okay,
very
good,
addendum
support
that
pick
up
the
phone.
Have
the
relationship
conversation
unless
you-
and
I
talk
about
this
together
in
private-
that
way,
there's
the
trust
is
maintained
or
even
grows.
I
really
appreciate
you
coming
to
me
and
sharing
with
me
being
honest
with
me.
I'm
gonna
ponder
that
I
reserve
the
right
to
ponder
and
then
I
want
you
not
to
have
a
follow-up
conversation,
because
I
want
to
make
sure
we
get
this
right.
Thank
you
for
doing
that.
K
But
when
it's
done
publicly,
you
know
for
the
first
time
that
can
feel
really
bad.
That
can
break
trust
down.
You
might
have
positive
intent
on
it,
but
the
impact
of
your
intent
does
the
opposite
of
what
you're
going
for
so
you're
in
for
that
staff.
Members
you're
in
for
that
brad
somebody
comes
hey,
listen!
I
got
a
suggestion
to
make
a
little
better.
You
you'll
be
a
curious
sponge
about
that
jamie
in
peggy
n,
richard
n,
let's
be
better
together.
G
And
this
may
be
the
same
idea,
but
no
surprises,
I
mean
if
you
know
you
have
a
question
or
you
know
that
there
are
many
times
when
we
as
elected
officials,
need
to
say
something
publicly.
That's
right!
G
No
gotchas,
no
surprises.
It
doesn't
necessarily
mean
that
what
I'm
going
to
say
at
the
diocese
is
something
that
staff
is
really
happy
going
to
be
happy
about,
but
don't
let's,
let's
not
try
to.
Let's
not
surprise,
no
gotcha
moments.
You
know.
Staff
should
know
j.
What
we're
gonna
say.
As
you
know,
if
it's,
if
it's
something
we've
contemplated,
you
know
so
I'd
say
you
know.
If
you've
got
a
speech
in
front
of
you,
staff
should
know
about
it.
G
K
K
You
have
tough
decisions
to
make
around
how
you
allocate
resources,
it's
just
hard
and
you're
doing
it
in
the
public
square,
like
that's
the
reality
of
your
world,
you're
doing
it
in
the
public
square
as
soon
as
you
say
something
in
the
public
square,
you
know
you're
going
to
get
all
kind
of
reaction.
That's
part
of
the
turf,
you're
tough.
You
know
this
is
what
you
signed
up
for,
but
for
your
teammates
to
get
them
out
in
front
of
things
that
are
going
to
happen
in
a
public
square.
That's
how
we
keep
the
team
healthy.
J
K
Right,
that's
right,
don't
throw
them
on
the
bus,
get
them
on
the
bus
where
you
get
them
on
the
bus.
Is
you
get
them
out
in
front
of
it?
Hey
the
bus
is
getting
ready
to
go
right
down
the
street
hard
and
fast.
I
just
want
you
to
know,
because
I
bet
you'd
be
more
comfortable
to
be
in
this
thing
with
us,
or
at
least
no
it's
coming
as
opposed
to
standing
in
front
of
it
put
them
in
a
bad
spot.
So
this
life
that
you
have
that's
a
public
life
in
the
public
square.
K
It's
a
big
deal
so
one
way
to
govern
yourself
govern
to
what
we
value.
Remember
we
talked
about
that.
Is
that
before
you
do
something
ask
yourself,
the
question:
hey.
What
would
a
good
teammate
do
here?
It's
really
simple!
I
want
to
be
a
good
teammate.
I
want
to
strengthen
the
team,
not
break
the
team.
What
would
a
good
teammate
do
here?
Okay,
they
will
call
them
and
give
them
a
heads
up.
K
D
Okay,
so
gwen
can
I
ask
for
some
clarification
because
I'm
new-
and
there
might
be
some
times
when
things
are
happening-
on
the
fly
and
I'm
learning
and
learning
in
public
is
really
messy
and
uncomfortable.
D
I'm
surprised
by
what
I
hear
in
the
meeting,
and
so
there
might
be
times
when
I
may
do
something
surprising,
because
I'm
also
surprised
an
example
that
looks
like
going
to
a
meeting
and
having
a
300
page
document
the
night
before,
knowing
that
we
still
have
a
lot
of
work
to
do
going
forward,
but
I
was
really
surprised
and
upset,
but
I
didn't
know
what
to
say
in
that
moment
so
a
lot
of
times.
D
G
I
mean,
I,
I
don't
think
there's
you
know
we're
we're
all
humans
and,
and
hopefully
you're
thinking.
You
know
we
get
public
input.
We
I
mean,
you
know
that's
kind
of
the
point
of
having
these
meetings
in
public
that
hopefully
we're
thinking
on
the
fly
and
we're
required
to,
but
to
the
extent
that
you
that
we're
troubled
by
something
I
mean
I'll,
give
you
the
example.
This
was
back
when
we
did
the
rip.
G
Oh
kathy's,
not
here
so
the
river
arts
district-
and
I
don't
know
if
you
remember,
but
we
went
substantially
over
budget.
Well
I
mean
it
was.
It
was
a
big.
It
was
a
big
old,
something
I
was
upset.
I
was
I
mean
I
didn't
understand
how
it
happened,
et,
cetera,
et
cetera.
Now
I
spent
a
lot
of
time
with
staff
trying
to
figure
that
out,
but
at
the
same
time
I
was
going
to
ask
some
questions
and
say
some
things
in
the
public.
G
What
I
would
say
is
even
if
even
if
it's
five
minutes
before
the
meeting
to
pull
somebody
aside
and
say
you
know
what
I
was,
I'm
really
upset
about
the
fact
that
I
just
got
a
300
page
document,
a
half
an
hour
before
and
I'm
gonna
say
something
about
that
in
the
meeting
they
they
probably
can't
fix
it
at
the
moment,
but
at
least
you've,
given
them
three
minutes
to
think
about
what
their
response
is.
As
opposed
to
I
mean
I
at
least
for
me,
especially
if
I'm
getting
criticized
publicly.
G
So,
just
even
you
know
as
much
time
as
you
can
possibly
give
somebody
to
have
a
reaction,
not
that
you
don't
say
it,
but
you
think
about
saying
you
just
make
sure
that
embarrassment
is
at
the
minimum
it
doesn't.
It
doesn't
mean
people
can't
be
criticized,
it
doesn't
mean
the
process
can't
be
criticized,
but
giving
people
a
heads
up
that
the
words
are
going
to
come
out
of
your
mouth.
I
think
it's
respectful
to
somebody
else,
and
I
I
guess
I
try
to
think
about
is
like
if
I'm
at
the
other
end
of
this.
G
If,
if
I'm
going
to
be
the
one
you
know
sitting
there
getting
criticized,
how
would
I
have
wanted?
Knowing
that
I'm
not
going
to
stop
the
criticism?
How
would
I
have
wanted
them
to
communicate
that
to
me?
Given
the
circumstances-
and
I
try
to
do
that
so
so
you
know
when
I
say
no
surprises,
probably
not
completely
possible,
but
if
you
have
an
inkling
that
you're
going
to
need
to
say
something,
that's
probably
critical.
A
A
What
you're
saying
is
so
powerful
in
this
moment,
and
I
actually
am
gleaning
a
moment
in
a
moment.
There
are
times
I'm
sure
sage
can
tell
you
where
I
have
been
surprised
and
not
happy
and
for
lots
of
reasons
for
people
I
represent
for
how
it
represents
my
own
life
and
experience
in
the
community,
and
you
know
it
wasn't
about
a
rebuke
of
the
person
it
was
about
the
process.
A
It
was
about
the
shared
knowledge,
so
many
things
that
went
missing
before
decision
time
had
to
happen,
and
so
I
just
really
want
to
amplify
and
uplift
this
part
of
the
conversation
as
someone
who
reports
to
counsel
from
a
commission,
I'm
not
saying
my.
I
have
any
weight
here
and
I'm
not
trying
to
have
weight
here.
A
I
just
really
want
to
honor
that
you
actually
ask
the
question
and
it's
going
to
have
a
trickle
effect
in
these
other
commissions,
where
we're
going
to
be
able
to
think
a
little
more
strategically,
even
when
surprised
about
how
to
represent
our
neighbors.
That
are
really
saying.
This
is
a
problem
for
me.
You
know,
use
it
on
that
commission
talk
about
it,
it's
a
problem
for
you
too,
and
and
think
about
it
differently
and
and
more
more
of
a
broad
term.
So
I
just
wanted
to
really
thank
you
for
that.
K
Yeah,
it's
really
good,
so
the
the
work
is
around.
Not
perfection,
you're,
human,
we're
human!
It's
not
perfection!
It's
progress!
Let
me
just
get
a
little
bit
better,
get
a
little
bit
better
at
this
and
make
sure
that
I'm
a
good
teammate
make
sure
that
I'm
preserving
a
relationship,
building
a
relationship
creating
more
health.
More
health
amongst
you
all
is
how
you're
going
to
get
more
results
for
this
community.
C
Well,
so
to
piggyback
on
this,
the
the
depersonalization
of
the
criticism
is
very
critical,
so
you
know
when
gwen
was,
you
know,
rightly
so
irate
about
the
rad
tip
overage.
You
know
she
wasn't
saying
you
know
gary
jackson,
you're
the
worst
manager
I
ever
worked
with,
or
you
know,
tony
mcdowell.
Why
didn't
you
you
know?
Do
she
was
saying
I
am
unhappy
with
this?
Did
we
did
we
as
a
city?
Look
at
this?
Did
we
you
know
how
come
we
missed
the
boat
on
this?
You
know
those
are
to
me.
C
It's
just
totally
takes
the
trigger
out
of
the
response.
When
you're
dealing
with
tough
issues
and
criticism,
you
know
kim.
You
asked
a
question
one
time
in
a
recent
meeting
that
made
me
have
a
heart
attack,
which
was
you
know
you
were
asking
debra.
Did
she
sit
with
individuals
in
the
equity
inclusion
department
and
personally
meet
with
them
about?
You
know
what
whatever
it
was,
and
I
and
what
I
heard,
and
that
was
deborah,
I'm
very
critical
of
you
and
how
you're
managing,
but
I
think,
knowing
you
better,
you
know
you.
C
What
you
might
have
been
saying
is,
I
think,
the
equity
inclusion
department
should
report
directly
to
the
manager,
or
maybe
we
need
to
have
a
conversation
about
the
equity
inclusion
department,
reporting
directly
to
city
council,
and
that
would
make
me
feel
like
there's
more
accountability
or
whatever
the
case
may
be,
and
it's
just
a
reframing
or
maybe
you
didn't
mean
it
that
way,
but
in
my
mind
I
spent
like
two
hours
after
that
thinking.
How
could
you
have
said
that,
in
a
way
that
didn't
make
me
have
a
heart
attack
and
and
be
heard?
D
Thank
you
for
that.
I
I
know
these
are
really
hard
conversations
to
have
we're
doing
really
hard
work.
K
It's
outstanding,
so
that's
the
work
right
is
you're,
going
to
have
issues
you're
going
to
have
disagreements
you're
going
to
have
reactions,
you're
human,
all,
that's
going
to
happen,
but
that
that
thought
in
your
head.
How
do
I?
How
do
I
do
this
in
a
way
where
I
don't
break
the
group
break
down?
My
teammate
show
up
as
a
good
teammate.
K
If
you
just
add
that
one
little
piece
you'll
you'll,
start
to
frame
things
in
a
way
that
get
it
a
point.
Get
your
point
out,
get
the
question:
that's
whatever
it
is,
but
live
the
team
another
day
live
the
team
because
you
get
the
only
way
forward
for
you
all
to
make
a
real,
meaningful
difference
on
all
of
the
things
that
you've
been
talking
about
today.
Is
you
got
to
do
it
together?.
I
C
K
C
What
we're
talking
about
right
now,
I
can
understand
if,
in
your
mind,
you're
like
well,
if
I
to
all
these
things,
then
I'm
not
really
an
elected
official.
I'm
not.
I
can't
honor
the
role
of
being
an
elected
official
if
I'm
gonna
conform
to
some
behavioral
norm.
You
know
if
I'm
gonna
agree
to
some
set
of
rules,
then
I'm
compromising,
who
I
am
as
a
representative
of
my
community,
I
mean
what
would
you
say
to
that?
Oh.
K
Thank
you.
Thank
you.
Thank
you
for
that
a
couple
of
references,
so
the
first
is,
I
think,
some
of
the
most
challenging
dangerous
words
that
happen
on
the
stump.
K
When
people
are
running
for
office,
the
words
I
will
fight
for
you
awesome
on
the
stump
yeah
and
then
you
get
elected
the
challenge
with
the
I
will
fight
for
you
as
a
mindset
that
doesn't
work
in
the
circle.
K
You
can't
get
things
done
by
yourself.
You
need
the
others,
so
it's
awesome
out
there,
but
then
to
transition
to
governing
together.
So
the
mindset
shifts
from
I
will
fight
for
you
to.
I
will
represent
you
and
I
will
debate
the
ideas
hard
for
you,
but
stylistically
I'm
going
to
do
it
in
a
way
where
we
remain.
We
because
that's
the
best
opportunity
for
me
to
get
the
things
that
I
said,
I
would
fight
for
you
actually
done.
So
that's
a
shift.
The
second
reference
I
would
make
is
the
u.s
congress.
K
So
when
I
say
the
united
states
congress,
what
are
the
first
three
adjectives
that
come
to
your
mind?
They
are
blank.
What
are
the
blank?
They
are
dysfunctional.
What
else
they
are
weak?
They
are
what
divided
right
and
affected
right.
So
you
you
get
a
choice,
you're
right.
What
we're
talking
about
trying
to
work
on
becoming
is
the
opposite.
Now
I
said
it
yesterday.
I
think
history
has
its
eyes
on
you.
I
think
you're
already
different
than
all
those
bodies.
Look
at
you
look
at
the
way
you've
been
in
this
conversation.
K
Look
at
the
things
that
you're
committing
to
reparation.
Yeah
we're
going
to
get
it
done,
that's
already
different,
so
I
would
invite
you
not
to
follow
the
model
out
there
that
clearly,
in
most
instances,
is
not
working.
So
why
would
you
follow
a
model
that
clearly
doesn't
seem
to
work
for
communities
across
the
country?
You
get
to
create
your
own
model.
You
get
to
do
it
your
way,
and
I
believe
that
if
you
stay
the
course
on
this,
then
I
believe
people
are
going
to
look
back
and
go.
K
You
remember
that
council
we
had
back
in
2021,
remember
man,
the
things
that
they
did
together
are
now
staples
of
our
community.
They
actually
did
it.
They
didn't
just
talk
about
it,
but
you
got
to
do
it
together.
That's
my
response
to
why
would
you
not
follow
people
who
their
model
doesn't
seem
to
work
too?
Well,
you
have
a
chance
to
establish
something
different
in
this
community.
I
think
you'll
be
very
proud
of
it.
If
you're
able
to
do
it.
A
A
So
I
think
part
of
your
potential
agreements
moving
from
here
away
from
us
is
how
do
we
form
agreements
where
those
intersectionalities
can
really
be
intact
and
also
core
at
their
core
represented?
Well,
when
we're
wearing
one
hat
or
the
other,
and
that
doesn't
have
to
be
this
body's
conversation,
but
just
amplifying
that
conversation
somewhere,
I
think,
could
be
very,
very
important.
K
Very
powerful,
so
I'm
going
to
have
us
start
moving
to
close,
and
I
am
I'm
first
going
to
ask
deborah
to
share
her
final
thoughts
and
comments
on
what
she's
taking
away
and
then
I'm
going
to
come
to
madame
mayer
for
her
her
closing
comments
as
well.
E
So
what
I'm
taking
away
from
this
is
joy.
E
E
I
just
know
that
we
wouldn't
have
gotten
here
without
their
help,
and
I
think
kimmy
had
the
hardest
job
today
of
trying
to
get
us
to
those
those
priorities
and
she
did
it.
She
did
it
masterfully
and
she
was
grace
gracious
enough
to
be
nimble
to
say:
okay,
I'll
change,
this,
of
course,
and
so
thank
you
kimmy.
I
really
appreciate
that,
and
certainly
last
but
not
least,
the
staff
incredible.
We
talked
about
jamie.
E
K
C
And
I
you
know,
I
would
just
tell
all
of
you.
I
appreciate
all
of
you
so
much
and
I
I
think
this
has
been
one
of
our
best
retreats
ever
and
I
want
to
thank
all
of
you
council
for
hanging
in
there.
This
is
long
and
doing
such
good
work.
I
did
have
a
moment
where
I
was
like.
Oh
my
god
is
it.
Are
we
gonna.
L
C
It
and
it
kimmy,
I
should
have
trusted
more
and
it
and
it
happened,
and
that
was
great
and
you
know
and
of
course,
the
staff
and
all
the
staff
here
at
at
harrah's,
all
the
folks
and
the
and
the
public.
I
don't
know
how
many
folks
watched-
and
we
have
a
couple
of
you-
know,
hardcore
visitors
watching
us
and
I'm
sure
folks
are
watching
online
so
to
our
community
that
supports
us
in
this
process.
K
So
I
started
off
this,
I
believe,
was
the
very
first
slide.
I
showed
you
this
basic
definition
of
leadership,
the
ability
to
shape
and
influence
what
is
about
to
happen
next,
which
is
always
what
matters
most
so
you've
done
the
work
to
begin
to
shape
and
influence.
What's
going
to
happen
next
for
this
team
and
for
this
community.
K
So
I
applaud
you
for
that.
You
did
outstanding
work,
not
easy,
but
you
did
outstanding
work.
I
also
shared
this
with
you,
so
I
thank
you
for
doing
the
teamwork
and
I
thank
you
for
doing
the
people's
work.
Give
yourselves
a
round
of
applause
for
an
awesome
awesome
week
and
I'm
going
to
take
us
to
close
by
ringing
the
singapore.
Some
of
you
have
fallen
in
love
with
the
singing
bowl.
Some
of
you
have
fallen
in
hate
with
the
singing
bowl,
all
good
awesome
job,
and
thank
you
so
much
for
entrusting
it
with
us.