►
From YouTube: City Council Retreat – Day 2 Morning
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
To
be
here
with
you
again
welcome
to
day
two,
what
I'm
calling
the
messy
middle.
That's
the
fun
part
right.
I
am
kimmy
hunter
and
I
am
your
co-facilitator
today,
you'll
be
hearing
a
lot
more
from
me.
A
Our
city,
council
and
city
staff
members,
we
want
to
welcome
our
live
audience
and
community
members
who
are
chiming
in
today
to
be
here
with
us
and
let's
get
started.
So
I
also
want
to
just
acknowledge
one
team,
nicholas
beeman
and
kelly
remind
me
how
to
say
her.
Last
name.
A
So
it's
gonna
be
an
awesome
day.
Why?
Because
you
brought
so
much
to
the
space
yesterday,
and
so
I
got
up
extra
early
this
morning
to
re-work
the
program
that
I
had
started
to
design
to
really
harvest
what
you
had
said
and
we're
going
to
pretty
much
work
through
all
the
things
you
talked
about
in
a
precise
messy
format,
so
I'm
calling
it
the
messy
middle,
because
you
know
I
was
thinking
about
this
trip.
A
I
took
with
my
two
girls,
you
know
they're
the
children,
the
dreamers
their
great-grandparents
have
the
opportunity
of
looking
back
over
time
and
reflecting,
and
then
the
parents
were
the
messy
middle
of
doing
all
the
work
between
the
dreaming
and
the
ability
to
reflect
and
look
back
right.
So
the
grandparents
were
having
great
grandparents
were
having
a
ton
of
fun.
The
kids
were
dreaming
about
what
was
next
and
my
partner,
and
I
were
doing
all
the
heavy
lifting
of
what
was
called
disney
world.
A
It
was
a
nightmare,
it
was
a
nightmare,
and
so
it's
not
that
this
is
an
amusement
park
or
a
city
is
one.
But
the
idea
here
is
the
work
that
we're
all
doing
not
me
just
the
facilitation
part,
but
the
work
that
you
do
every
day
and
bring
to
our
community
and
the
community
brings
to
you
is
that
messy
middle?
It's
not
the
youth
and
the
young
dreamer
perspective.
A
Only
it's
not
the
advantage
point
of
being
able
to
reflect
back
and
say
I've
learned
this
this
and
this
and
this
and
I'm
at
peace
with
whatever
it's
that
middle
part,
which
is
the
grunt
work
which
is
expressed
ambition.
It's
trying
to
get
it
right,
all
encompassing
many
many
factors
in
people,
so
the
idea
today
is
to
produce
policies
that
deliver
community
slash
public
benefit
right.
So
that's
the
work
of
today
how
far
we
get.
I
hope
we
get
through
the
whole
thing.
A
I
didn't
do
a
lot
of
slides,
so
we
could
do
the
work
and
just
really
dig
in
together.
So
before
I
move
to
the
next
slide,
I
wanted
to
ask
and
just
go
person
to
person
open
up
with
you
if
you're
eating
feel
free
to
pass.
We
can
come
back
to
you.
I
know
one
other
thing
I
noticed
yesterday
is
several
of
you
like
to
really
think
about
what
you're
thinking
about
before
you
dive
in
so
before
you
speak
I'd
like
to
offer.
A
What
are
you
coming
in
today
with?
I
know
we
asked
you
at
the
end
of
the
day,
but
today
is
a
new
day.
What
are
you
coming
in
with
today?
That's
like
man.
If
we
could
nail
this
thing,
this
was
a
total
win
and
we
can
take
it
from
here.
So
just
take
about
30
seconds
to
60
60
seconds
to
write
that
down,
because
I'm
going
to
hold
that
for
you
with
the
other
things
you
said
and
we're
going
to
proceed
together
today,.
B
D
I
don't
I,
I
don't
think
that
by
the
end
of
today
we're
going
to
have,
you
know,
formed
a
team.
I
think
that
would
be,
but
I
guess
what
I'd
like
to
see
is
like
a
commitment
in
staying
in
the
space
of
forming
a
great
team.
E
So
I
would
say
a
little
bit
more
clarity
on
priorities,
direction
for
for
staff.
G
H
This
is
sage
I
have
a
similar.
I
said
if
we
could
come
together
on
a
plan
or
a
series
of
priorities
and
together
I'll
get
behind
them.
B
I
It's
the
word
I'd
written
down
was
cohesion.
I
Really
important
to
me
that
we
consider
equity
in
every
decision,
so
a
sage
said
she'd
come
along
whatever
we
decide,
my
question
is
always
going
to
be:
how
does
it
affect
the
least
the
less
than
the
loss
in
our
community.
J
A
Okay,
well,
the
good
news
is
what
I've
heard
from
you.
So
far
is
actually
what
we'll
be
doing
today.
So
I
think
I
heard
it
enough
yesterday
that
that
is
the
road
we've
developed
a
road
map.
This
is
your
road
map,
so
you'll
be
designing
it
and
driving
it
along
the
way.
My
job
is
just
to
support
you
in
getting
there
so
priorities,
which
is
city
council's
work
right
setting
priorities
plus
the
process,
which
is
part
of
the
communication
we
talked
about,
that
is
a
shared
model
between
council
and
staff,
equals
progress
representing
all
people.
A
I
heard
that
loud
and
clear
yesterday
we're
leaving
no
one
out
we're
leaving
no
one
behind
we're
going
to
move
forward
because
we
understand
everyone
in
the
community
is
represented
and
with
that
being
said,
let's
see
if
I
can
get
this
to
work
right
here
we
go
so
I
totally
did
not
create
this,
so
the
origin
is
left
at
the
bottom,
so
for
those
of
you
will
receive
the
the
slide,
afterward
will
be
made
public.
The
idea
is,
this
represents
a
lot
of
what
you
said
yesterday
right,
thriving
communities.
It.
A
B
A
Thank
you
so
the
idea
here
again,
I
didn't
create
it
and
I'm
also
not
one
to
hijack
so.
The
credit
is
at
the
bottom,
but
this
really
was
something
that
I
thought
could
very
well
represent
a
lot
of
what
not
only
the
I
think,
they're
yeah.
B
K
K
Let
me
see
here,
I
feel,
like
a
million
things
have
happened
since
we
started
this
yesterday
morning,
but
I
definitely
feel
I
don't
know
about
you
guys,
but
I
feel
like.
C
C
C
K
Me
anyway,
it
may
also
have
something
to
do
with
the
fact
that
my
eighth
grader
got
to
go
back
to
school
in
person
for
the
first
time
in
a
year
today,
yay
so
that's
kind
of
nice
but
anyway.
So
I'm
looking
forward
to
today.
I
think
we're
we're
about
to
get
a
bunch
done
about
to
get
a
bunch
done.
K
Was
thinking
about
what
I'm
hoping
to
get
accomplished
today?
What
how
did
you
put
it?
You
said
nail
this
thing:
if
we
were
to
nail
this
thing
and
it-
and
it
kind
of
made
me
think
about
one
of
the
things
that
drive
me
crazy
about
retreats.
Although
I
did
say
yesterday,
I
love
retreat.
K
So
on
balance
I
do
love
retreats,
but
one
of
the
things
I've
noticed
is
that
the
a
lot
of
what
happens
is
brainstorming
and
spitballing
and
staff
is
very
eager
to
capture
all
of
our
brainstorming
and
spitballing,
and
sometimes
I
think
we
inadvertently
get
things
on
the
list
that
when
we
look
back
on
it,
we
go
now
what
why?
K
Why
was
that
thing
on
the
list?
And
it
wasn't
and
we
didn't
stop
and
say
you
know
what
is
there
consensus
around
that
thing
we're
putting
on
the
list
or
is
that
was
that
one
person's
one-off
thought
that
was
sort
of
interesting
but
should
really
shouldn't
have
made
the
priority
list.
So
I
think
everyone
just
needs
to
kind
of
have
an
awareness
about
that
that
tendency
for
that
to
happen
in
retreats
and
that
we
kind
of
check
ourselves
as
we
go
along
like
okay.
Is
that
really
ever
something
everybody
wants
to
get
behind?
K
B
K
Be
fine
but
maybe
sometimes
it's
it's.
It
can
be
a
little
bit
head
scratchy
in
about
three
months.
H
H
Yesterday
I
mentioned
whether
or
not
some
of
us
have
worked
on
private
boards,
but
I
also
wondered
if
some
of
us
have
worked
for
a
board,
and
I
have-
and
I
know
that
as
a
staff
person
for
a
board,
it
can
be
very
challenging
to
have
constant
rotation
of
board
members
constant
change
of
priorities,
and
I
just
wanted
to
share
that
because
I'm
always
thinking
about
this
team
as
more
than
the
seven
people
here
as
also
our
three
employees.
But
I
look
around
this
room.
H
There's
dozens
of
people
here
working
and
so
when
we
I
just.
I
want
us
to
consider
that
when
our
true
team
is
the
people
that
have
to
do
the
work
after
we
turn
these
microphones
off,
and
I
was
just
kind
of
layering
that
into
my
perspective
like
how
can
we
do
what
is
also
very
respectful
of
staff
who
have
to
do
the
hard
work
of
what
we
come
together
on
today?
And
I
just
wanted
to
share
that
because
it
stuck
with
me
yesterday
thank.
H
B
A
C
B
A
A
So,
as
I
mentioned,
this
wasn't
something
I
harvested
specifically
from
your
conversation
yesterday
about
I
went
searching
for
something
that
could
represent
what
was
named
in
the
room
and
not
just
the
eight
kind
of
buckets
of
categories
of
priorities,
but
the
total
13.,
so
thriving
communities
belonging.
You
know
these
are
the
things
that
you're
committed
to.
You
know
the
structures
that
support
the
people,
leadership,
the
wisdom
that
was
brought
up
several
times
every
yesterday,
and
so
I
just
wanted
to
say
visually.
A
There's
a
road
map
to
your
point,
esther
that
we're
looking
to
create
today
together.
So
it's
you
know
this
is
the
easy
part,
the
the
intro,
the
intro,
the
what
you
gathered
from
yesterday.
What
you
slept
on
over
night
and
now
I
mean
get
your
pen
and
pads
out.
You
know-
hopefully
you've
had
enough
time
to
think
it's
time
to
dig
into
the
work.
So
here
we
go.
A
A
Oh,
I
can't
remember
everybody.
You
saw
the
list
last
night,
but
some
of
the
things
that
were
named
are
over
here
and
I
just
want
you
all
to
finish
this
on
your
own
piece
of
paper.
So
we
can
talk
about
it
out
loud
in
a
minute,
but
we're
going
to
use
progression
to
show
you
how
the
one
thing
builds
into
the
bigger
thing,
which
then
needs
to
be
deduced
into
more
strategic.
A
F
A
A
A
It's
like
we're
very
clear
about
what
the
thing
is,
but
there's
no
container
for
it
yet,
and
the
idea
of
bringing
the
one
priority
and
like
landing
in
a
container,
isn't
about
containing
the
priority
as
it
lives
in
a
big
way.
It's
about
defining
it
so
that
collectively
momentum
can
happen.
So
so
I
know
that
seems
awkward,
but
you
know
we
think
about
it.
A
A
This
big
commitment
to
build
actually
gets
whittled
down
to
where
the
container
can
actually
fit
and
actually
do
well
and
thrive,
and
so
I
didn't
use
a
house
because
that's
obvious
right
like
who
wants
me
to
use
a
house,
so
I
use
this
little
bubble
to
give
an
idea
of
how
this
priority
wants
to
look.
So
anybody
want
to
share
briefly,
maybe
four
people
what
that
one
priority.
Yes,
sandra.
L
L
I've
noticed
that
a
lot
of
the
correspondents
that
receive
from
us
people
in
the
community
that
basically
they're
sort
of
asking
the
same
questions
they
sort
of
have
that
you
know
not
unclear,
don't
have
enough
information
and
I
think
by
actually
presenting
these
ideas
in
that
type
of
form.
On
any
issue
of
why
we
made
a
decision
and
that
alleviates
a
lot
of
those
emails
that
come
in
because
I've
spoken
to
many
of
them
and
then
once
I
explain
it
to
them.
L
They're,
like
oh
okay,
now
understand
so
basically,
by
doing
this
and
being
proactive
in
not
only
doing
this
for
us
to
get
clarity,
but
for
also
for
the
people
in
community.
What
we've
actually
done
is
reduced
a
lot
of
the
tension
between
council
and
the
community
and
the
better
relationship
that
we
can
have
with
the
council
and
the
community
and
the
better
relationship
we
could
have
with
ourselves.
L
Did
it
be
easier
for
us
to
deal
with
some
of
these
issues
as
they
come
up,
and
it
gives
us
a
a
better
platform
to
do
that
because,
like
I
said
a
lot
of
the
issues
that
we're
seeing
they
they
they
cause
it
cause
and
effect.
You
know,
and
I
just
think
that
we
should
be
proactive
in
giving
this
information
to
them.
L
So
therefore,
that
cut
down
a
lot
of
emails
and
I've
also
like
I
said
I've
spoken
to
many
many
people,
and
basically
it's
just
because
they
don't
have
enough
information
that
they're
all
upset
and
they're
all
stressed
out,
but
just
explain
it
to
them.
Transparency
and
people
are
gracious
if
you
actually
take
the
time
to
talk
to
them.
I
appreciate.
B
K
K
So
I
don't
have
a
staff,
and
I
can't
I
don't
have
a
pr
department
and
I
can't
message
everything
you
know
like
the
way
bill
de
blasio
does
in
new
york
city
or
what
you
know
whatever
the
case
may
be,
and
neither
do
we
because
the
only
people
we
can
hire
are
you
know
the
city
manager,
city
attorney
and
the
city
clerk.
So
over
the
years,
though,
the
city
has
recognized
that
communication
is
a
key
and
you
know
we
we
built
out
a
department
around
communications.
That
now
does
things
like
issues
builds.
K
The
website
provides
information,
pages
issues,
press
statements
and
does
things
like
that,
but
it's
it's
not.
It
has
to
be
very
objective.
It
can't
have
any
political
content,
it
can't
have
any
positioning
to
it.
So
it's
it's
frustrating
for
a
council
member
when
you
don't
have
the
support
to
be
able
to
do
what
you're
talking
about
sort
of
like
so
so
I
guess
my
question
would
be.
Is
it
just
like
the
raw
facts,
or
is
it
here's
why
we
made
this
decision?
You
know
or
what
are
you
thinking
about
well.
L
First
of
all,
what
I
would
like
to
do
is
actually
have
it,
so
it's
sort
of
a
living
document,
so
it
doesn't
come
from
one
or
two
people's
perspective.
So
after
we
start
this
chart
or
whatever
with
the
pros
and
cons
or
whatever,
then
everybody
could
chime
in
with
the
way
they
look
at
it
from
their
perspective.
Does
that
make
sense
on
council
so
what
you've
actually
done?
L
You've
actually
sort
of
grouped
pros
and
cons
from
everyone
in
the
council,
so
we've
actually
got
this
viewpoint
and
that,
and
basically
we
sort
of
merged
that
into
you
know
a
more
clarified
process.
Does
that
make
sense?
So
that's
before,
when
you
have
staff
that
does
the
pros
and
cons
when
you
all
have
a
you
know,
decision
to
make
or
whatever
they
give
us
okay.
L
This
is
what
you
know
what
this
is
the
reason
why
this
whatever,
but
that's
coming
from
staff,
if
we
actually
could
merge
it,
we're
all
able
to
chime
in
on
that,
then
you're
going
to
may
have
a
different
outlook
from
different
people,
so
you've
actually
can
merge
those
into
a
more.
What
do
you
call
it
comprehensive
document
that
we
can
share?
Does
that.
K
Yeah
I
mean
you
know,
I
don't
know
exactly
I
mean
we
have.
We
can't
do
it
ahead
of
a
meeting
because
then
we're
deliberating
outside
of
a
publicly
noticed
meeting.
We
could
do
it
after
a
meeting,
but
it
would,
you
know,
would
be
voluntary.
Some
people
don't
want
to
state.
Why
or
why
not?
They
supported
something
or
didn't
support,
something
so
you're
saying.
L
L
F
C
M
L
M
L
Okay,
my
end
goal
is
basically
what
I
see
that's
happening
in
the
community.
Also
in
council
is
that
people
have
questions
that
they,
when
they're
getting
upset
because
they
feel
like
people
are
not
answering
their
questions,
they're
being
ignored
and
and
the
thing
is,
and
they
have
issues.
So
I'm
saying
that
the
more
information
that
we
could
give
them
like,
like
I
said
with
the
pros
and
cons
this
this
this.
L
They
can
look
at
it
and
sort
of
get
an
idea
of
why
something
happened
a
certain
way,
and
when
people
have
more
information,
then
it
tends
to
cause
less
friction,
and
I
found
that
usually,
like
I
tell
people,
if
you
don't
have
enough
misinformation,
not
enough
information.
You
know
all
those
things
cause
tension.
So
what
you
want
to
do
is
try
to
alleviate
as
much
as
that
as
possible
because
see
down
the
line.
That's
going
to
benefit
you
because
you're
not
dealing
with
things
that
you
wouldn't
be
dealing
with
had
people
understood.
M
M
I
get
it
and
I
kind
of
feel
that
there's
a
way
that
staff
may
be
able
to
provide
more
information,
maybe
earlier,
but
it
also
sounds
to
me
that
it's
the
personal
calling
for
you
to
get
more
information
so
that
you
can
message
to
people
your
constituency.
What
needs
to
what?
What
information
you
think
they
need
to
hear
or
what
information
you
think
they
need
to
hear
in
order
to
resolve.
Some
of
the
friction
is
that
what
you're
feeling.
A
Okay
say
for
instance:
well
just
so
you
know
I
there's
a
place
for
this,
this
type
of
debate
later
on
in
the
session.
So
I
see
you
sandra.
No,
please
finish,
I
see
sage
and
then
we're
gonna
table
it
for
just
a
moment,
because
we
actually
have
a
place
for
doing
this
work
and
then
debating
it
out
on
the
priorities
and
where
it
belongs
in
the
current
priorities.
So
this
is
good.
I'm
actually
excited
that
we're
off
to
doing
the
work
and
that's
why
it's
called
the
messy
middle
sage.
L
What
she
was
saying
is
that
what
I
was
well
basically,
I've
lost
my
thought.
H
It
may
be
late
for
this
comment.
All
I
was
going
to
say
is
that
this
reminds
me
of
two
things:
the
staff
reports
that
come
with
the
item
that
we're
reviewing
they're,
usually
pretty
extensive
to
the
mayor's
point.
They
are
not
opinionated,
they
are
information-based,
but
I
also
come
back
to
our
volunteer
committees.
So
a
lot
of
the
work
and
the
pros
and
the
cons
and
the
discussion
are
being
dealt
with
by
other
members
of
the
community
that
then
come
to
us
by
way
of
recommendation
and
yeah.
H
So
I
think
there
are
some
format
there,
whether
or
not
it
can
be
improved.
That's
a
different
discussion,
but
I
did
want
to
share
you
know:
there's
a
lot
of
preparatory
information,
whether
or
not
it's
easily
accessible
by
the
general
public.
You
may
have
to
know
how
to
navigate
a
site,
an
agenda.
The
links
used,
google
docs,
I
mean
it
is
an
extensive
process
to
dig
up
the
information,
but
I
do
feel
like
the
information
is
often
there.
A
That's
great,
thank
you
for
closing
that
part
of
the
session
out
and
thank
you
sandra
for
bringing
it
up
and
for
shanika
for
actually
asking
the
question
to
bring
in
perspective.
Like
that.
The
perspective
you
asked
for
is
the
perspective
that
began
to
take
place,
which
is
what
we'll
shape
later
on
so
give.
N
Me
that
so
this
is
a
great
transition
back
to
the
priority
setting.
My
reaction
to
this
is
you're
in
a
dialogue,
not
only
amongst
yourselves
but
you're
in
a
dialogue
with
this
community.
So
what
I
hear
as
a
possibility
is,
as
you
make
decisions,
including
the
decisions
you'll
make
today,
as
it
relates
to
priorities
to
be
able
to
logically
communicate
the.
Why,
behind
your
decisions,
there's
the
what
I'll
call
the
emotional
I
feel
like
the
city
should
be
doing
more.
N
That's
an
emotion,
but
then
there's
the
the
level
after
level
of
complexity
on
how
you
all
made
a
decision.
So
for
you
all
to
be
really
clear,
pros
and
cons.
Logically,
here's
why
we
decided
to
prioritize
that
versus
this
and
then
be
able
to
logically
explain
and
continue
the
dialogue
with
the
community.
I
think
is
really
important.
That
way
you
can
take
whatever
a
particular
part
of
the
electorate
is
feeling
and
help
them
understand.
The
logical
reason
why
you
made
decisions.
N
For
example,
one
of
the
things
that
we're
going
to
face
later
today
is
the
reality.
The
logical
reality
that
you're
limited
in
how
much
you
can
do
by
your
budget-
that's
just
the
logic
of
living
in
a
limited
resource
world
that
you
live
in,
but
you
have
to
logically
be
able
to
explain
that
if
you
don't
logically
do
that
amongst
yourselves
and
within
the
community,
all
they
have
left
is
the
feel
of
it
and
I
think
that's
not
a
very
productive
dialogue.
A
A
Screen,
yes,
so
boy,
there
we
go
and
we're
going
to
now
take
the
one
thing
that
you
wrote
down
and
together
we're
going
to
work
through
the
review,
the
13
priorities,
because
currently
we
have
eight
focus
areas
and
13
priorities
that
were
set
before
you
and
somehow
there
has
to
be
a
reconciliation
between
the
two,
and
I
don't
mean
that
just
in
a
financial
term,
I
mean
that
in
a
like
okay.
What
are
we
doing
here?
So?
A
But
the
primary
focus
areas
you
can
see
are
the
equitable
and
diverse
community
transportation,
accessibility,
thriving
local
economy,
connected
engaged,
community,
well-planned
and
livable
community,
clean
and
healthy
environment,
quality,
affordable
housing,
financially
resilient
city
and
then
within
some
of
those
specific
focus
areas.
There
are
additional
goals.
A
Hold
on
to
what
you
said
before:
let's
go
to
the
big
picture,
so
we
went
micro,
we're
going
to
go
macro
and
we're
going
to
begin
to
connect
the
dots.
So
if
we
look
at
these
focus
areas
and
goals,
what
themes
and
or
overlaps
are
present
for
you
personally,
what
do
you
see?
That's
like
well,
these
kind
of
go
together.
I
don't
know
why
they're
separate
why
they
couldn't
integrate
again.
It's.
H
H
H
H
K
K
And
sorry
kimmy
you
took
away
the
somebody
took
away
the
thing.
A
No.
Apologies.
No
sorry,
that's
that's
the
group
rule
I
have
with
a
group
of
girlfriends.
So
so
the
idea
here
is
think
about
a
unicycle,
a
bicycle
and
a
tricycle.
A
A
unicycle
has
the
opportunity
to
go,
but
it's
powered
by
one
person.
It
has
an
opportunity
to
fall
because
it's
not
quite
stabilized
yet
a
bicycle
also
has
the
capacity
to
fall,
but
there's
a
little
bit
more
stability,
because
there's
a
balance
in
place
and
a
tricycle
can
oftentimes
accommodate.
You
know
people
want
to
go
slower
or
it
just
has
this
other
factor
to
it
that
keeps
it
even
more
grounded.
So
the
idea
of
looking
at
these
priorities
is
to
say
what
kind
of
is
on
its
own.
A
It's
kind
of
its
own
thing,
maybe
maybe
it's
standalone.
Maybe
it
goes
other
things,
I'm
not
sure
and
again,
there's
no
right
or
wrong,
because
part
of
this
process
is
like
figuring
it
out
what
these
two
things
are
just
nailing
it
like
that,
I
just
don't
see
them
being
separate
and
I'm
not
trying
to
hem
you
into
a
box.
A
The
idea
is
to
like
think
about
the
priorities
and
if
any
of
them
already
fit,
and
then
the
third
would
be
like
well,
these
three
kind
of
create
a
triad
and
just
seem
like
without
this
one,
it
doesn't
really
function
well
together.
Does
that
support
the
thinking
without
creating
a
new
category?
So
that's
the
key
glitch
I'm
going
to
offer
for
this
moment,
because
we're
going
to
go
through
this
exercise
many
times
and
it's
your
exercise
to
take
with
you
and
do
more
with
it.
But
I'd
like
you
to
trust
me
to
go
through
it.
F
C
A
F
Everything
else
that
we
loot
behind
it
would
follow
that
guiding
principle
if
we
really
meant
it,
but
it
isn't
good,
it's
not
enough
to
put
it
in
a
back
wheel,
but
that's.
I
On
that,
if
I
had
to
pick
one
and
couldn't
include
diverse
community,
I
would
do
affordable
housing,
but
I
wouldn't
want
to
do
anything
on
affordable
housing
if
it
weren't
equitably
considered.
C
I
Rather,
not
build
a
building
than
build
one
that
doesn't
benefit
the
most
vulnerable
in
that
area.
F
F
A
K
K
K
K
I
A
I
heard
you're
not
so
keen
on
the
analogy.
So
that's,
okay,
that's
that's
not
bad,
but
you
were
saying
that
it's
more
like
a
layer
and
not
necessarily
one
of
the
wheels
is
that.
K
K
I
So
equity
isn't
just
black
people
right.
I
think
that's
what
people
hear.
So
you
know
when
we
get
the
wonderful
explanations
when
we
get
our
packets
for
everything.
They'll
say
this
is
what
priority
it
goes
to
for
me.
If
I
don't
see
an
equity
discussion,
my
eyes
roll
to
the
back
of
my
head
right
so
charlotte.
I
First
of
all,
the
question
is:
why
aren't
there
white
people?
I
mean
black
people
in
that
area,
but
you
know
it
is
what
it
is,
but
then
who
benefits?
Who
doesn't
you
know?
That's
what
I'm
saying
so
it
could
be
people
who
don't
have
cars
right.
So
that's
an
equitable
way
of
handling
you
know.
Sometimes
people
want
a
bike
because
that's
what
they
like
to
do,
but
other
times
people
need
to
do
it.
So
I
would
like
to
know
those
for
whom
it
is
their
required
form
of
transportation.
F
F
Then
it
could
look
like
an
equity
impact
and
a
sustainability
impact,
not
that
we're
going
to
get
it
right
every
time,
but
when
we
start
documenting
it
and
then
go
back
and
do
an
equity
audit,
we
can
look
and
see
like
how
did
this
get
us
to
our
goals
and
then
it
operationalized
it.
So
we
always
have
that
conversation.
N
So
I
think
the
conversation
as
I'm
hearing
it
is,
I
think,
sequence
matters.
I
think
the
conversation
around.
How
do
we
know
if
we're
making
progress?
How
do
we
measure
is
going
to
be
real
important?
N
What
you
decide
to
take
your
resources
deeply
into
what
of
these
are,
are
operationalized
to
a
sufficient
degree
where
we
can
now
take
resources
and
go
deeper
on
ones
that
have
not
been
developed
very
much.
So
if
you,
if
you
keep
going
through
the
logical
exercise
of
asking
yourself
for
these
eight,
which
ones
are
linked
logically,
for
example,
thriving
local
economy,
in
my
mind,
seems
to
be
directly
linked
with
a
financially
resilient
city,
it's
hard
to
have
a
financially
resilient
city.
N
If
you
don't
have
a
thriving
local
economy,
so
that's
a
that's
a
chunking,
so
I
would
offer,
as
part
of
the
sequence
that
we
see
if
we
can
find
the
logical
connections
between
the
eight
and
and
and
work
our
way
through
that
and
then
we'll
move
to
layering
in
your
individual
priorities
that
you
bring
to
the
table
this
year.
And
then
what
does
that
look
like
tactically.
A
A
Perhaps
the
first
question
to
be
able
to
chunk
them
together
is:
are
there
any
priorities
that
you
see
here
that
are
just
too
abstract
that
whether
you're
getting
the
staff
reports
or
other
things
which
goes
to
your
point,
sandra
of
having
more
knowledge
and
information
and
decentralized
knowledge
like?
Is
there
anything
just
too
abstract
that
you're
not
sure
how
you're
measuring
or
how
you're
prioritizing?
A
G
Yeah,
I
want
to
tell
them
in
their
particular
equity
because
as
far
as
getting
lost
because
equity
is
can
be
a
value,
it's
abstract
those
kind
of
things.
But
the
phrase
is
equitable
and
diverse
community.
And
if
you
look
at
the
goal,
it
talks
about
the
school
system.
Yes,
so
I
was
trying
my
mind
to
figure
out
how
how
are
we
defining
an
equitable
and
diverse
community
because
to
me
that
could
fit
easily
with
well-planned
and
livable
community,
because
that
also
could
be
an
equitable
community.
G
A
Request
well
I'm
asking
if
anybody
sees
any
of
them
as
abstract,
because
you're
like
when
it
comes
to
doing
the
work
you're
like.
Where
are
we
measuring
adding
this
in?
I
don't
see
it
because
this
is
part
of
creating
the
priorities
and
how
you
want
to
see
things
move
forward
through
the
process
that
city
staff
will
put
together.
F
F
A
I
appreciate
you
saying
that
and
then
so
the
goal
around
a
clean
and
healthy
environment
is
promote
environmental
stewardship,
which
specifically
ties
to
reducing
municipal
carbon
footprint
by
four
percent
each
year.
So
you're
saying
that
theme,
there
is
still
a
little
too
abstract
to
know
how
to
chunk
it
where
it
goes
or
even
how
to
prioritize.
It
is.
Am
I
hearing
that
correctly
or
not
so
much.
F
I
hear
that
a
lot
from
the
public
did
the
office
of
equity
inclusion.
Look
at
this.
Did
sustainability.
Look
at
this,
and
are
we
all
looking
at
this
might
help
us
think
about
that
one
in
a
different
way,
because
it
right
now
it
seems
to
me
to
be
really
abstract
and
that's
maybe
why
we're
not
meeting
our
goals.
A
H
Hear
that
this
is
sage,
I
hear
that
as
well
and
similar
to
the
way
we
talked
about
staff
reports
and
including
an
equity
kind
of
point
or
discussion
in
their
evaluation.
I
think
environment
to
kim's
point
is
the
same.
It's
did
we
use
that
lens.
Did
we
put
all
of
these
lenses
on
it
and.
F
B
N
N
So
those,
though,
that
those
first
three
on
the
right
feel
very
connected
to
top
left
equitable,
diverse
community,
so
those
four
to
me
live
feel
like
they
live
together:
equitable,
diverse
community,
it's
part
of
being
well
planned
and
livable,
clean
and
healthy
part
of
being
well
planned
and
livable
quality
and
affordable
housing
for
all
feel
like
well,
planned
and
livable,
though,
in
my
logic,
that
those
all
feel
very
connected.
What's
your
reaction
to
that
my
sentiments
exactly.
L
F
I
am
concerned,
though,
that
now
equity,
clean
and
healthy
environment
live
under
well
plan
and
livable.
When
really,
if
it's
an
equitable
and
diverse
community
is
at
the
heart
of
what
we
do
and
our
goals,
then
it
will
be
well
planned
and
clean
and
healthy
for
everybody,
not
just
the
most
resourced
people.
N
That's
very
very
good,
so
so
the
chunking,
the
logical
correlation
connection
between
the
vision
themes,
my
suggestion
is
which
one's
at
the
we
we
sort
that
out.
Secondly,
we
first
want
to
see
logically,
which
ones
are
connected
because,
for
example,
ultimately,
if
you
chunk
them,
the
the
lead
headline
might
be
in
an
attempt
to
make
sure
that
we
have
an
equitable
and
diverse
community.
We've
got
to
plan
it.
Well,
it's
got
to
be
clean
and
healthy,
it's
got
to
be
livable
and
it
has
to
include
affordable
quality,
affordable
housing
for
all.
N
In
fact,
this,
in
my
mind,
is
is
not
this
exercise
is
not
about
the
elimination
of
any
of
them
or
the
re-ranking.
The
order
at
all.
It's.
Where
is
the
logical
connection
of
the
vision
themes,
so
I
think
you're,
exactly
right,
kim
you
don't
want
to,
but
by
this
chunking
we're
not
saying
hey
is
something
going
to
get
lost,
not
at
all.
N
I
Hi
internet,
and
so
with
that
in
mind
nicholas,
I
would
chunk
or
connect
thriving
local
economy
in
financially
resilient
city.
M
I
wanted
to
chunk
something,
but
I
I
wanted
to
use
thriving
local
economy,
but
I
wanted
to
chunk
it
with
diverse
and
equitable
community,
because
if
we
don't
make
sure
people
thrive,
then
we
can't
achieve
equitable
communities.
M
I
mean,
what's
the
reality,
most
black
people,
most
people
who
are
disadvantaged
in
some
way,
especially
economically,
can't
afford
to
live
here
so
we're
having
a
well
well-planned
and
livable
community.
For
who-
and
if
you
don't
have
a
nice
base
income,
then
affordability.
We
know
we
can't
go
deep
in
affordability,
you
know
just
by
the
landscape,
so
we're
making
it
affordable
for
groups
of
people
who
you
know
might
not
even
be
able
to
afford
what
we
have,
what
we
call
affordable.
N
That
to
me
feels
very
logical
is
for
your
for
everything
you're
trying
to
create
for
this
community.
Most
of
it
has
to
have
an
economic
engine.
To
it
I
mean
we're
all
faced
with
the
reality
that
everything
you're
proposing
there
is
a
financial
reality
to
it
and
when
you
have
a
thriving
local
economy,
it
doesn't
really
help
you.
N
J
N
B
H
I
may
just
be
more
of
a
linear
type
thinker
in
this
environment,
but
I
just
wanted
to
kind
of
point
out
the
well-planned
and
livable
community.
You
know
we
could
probably
draw
lines
back
and
forth
through
all
these
they're
all
going
to
be
interconnected,
but
when
I
look
at
this,
I
see
these
eight
points.
When
I
look
at
the
document
in
front
of
us,
there
are
goals
with
it
and
I
just
wanted
to
highlight
in
this
case
on
this
document.
H
A
You
sage
yeah
we're
going
out
a
little
bit
the
macro,
but
yes,
these
micro
and
sub
components
are
critical
to
upholding
like
what
actually
sticks,
what
stays
sticky.
So
then
that
leaves
transportation
and
accessibility
and
connect
connected
and
engaged
community.
So
do
you
see
a
correlation
between
those
two?
Do
you
see
them
as
separate.
H
M
F
F
A
lot
of
things
are
coming
back
to
being
in
person,
but
we've
been
able
to
hear
people's
voices
that
you
know
if
I
can
be
making
dinner
for
my
family
and
also
listening
to
the
council
meeting
and
also
call
in
with
a
public
comment
without
having
to
get
a
sitter
or
have
to
pay
a
taxi.
Because
I
don't
have
a
car
and
the
bus
doesn't
run
past
7
30..
F
A
Yeah,
I
hear
you
and
there's
no
intention
here
to
toss
anything.
It's
really
just
about
bringing
the
same
things
or
things
that
actually
have
momentum
to
say
like
what
belongs
together
now
and
and
that's
that
didn't
have
to
be
anything
that
belonged
together.
But
the
idea
was
that
you
would
elevate
and
amplify
okay.
These
actually
have
some
synergy
together,
as
opposed
to
being
in
these
separate
buckets.
So.
N
Can
I
make
one
more
connection
I'll
give
an
example
from
my
hometown,
charlotte
decisions
that
were
made
years
ago
have
had
a
massive
impact
on
charlotte
on
all
of
the
areas
that
you
all
are
talking
about
our
airport
and
that,
as
a
transportation
hub
is
vitally
important
to
our
city,
both
for
people
who
live
in
the
city
for
them
to
be
able
to
have
transportation
out
to
the
airport
and
transportation
from
the
airport,
to
wherever
they're
going
personally
and
for
business.
N
So
for
our
business
community
in
charlotte,
our
our
airport
is
extremely
important
transportation
access
and,
in
reverse
part
of
the
reason
why
charlotte
has
grown
so
much
is
that
airport
people
come
through
the
airport
and
they
it's
it's
a
hub,
so
they
get
introduced
to
our
city
by
first
visiting
our
airport
decisions
on
conventions
and
sporting
events
are
partly
initiated
or
created
because
of
the
the
airport.
That's
the
first
example
of
what
you're
saying
around
the
importance
of
transportation
and
having
a
diverse
community,
thriving
economy
financially
resilient
city.
N
The
second
example
I
would
share
with
you
from
my
hometown
is
our
light
rail
20
something
years
ago.
They
made
the
decision
to
have
light
rail,
it's
expensive
it.
The
deals
that
it
took
the
debate
it
took
to
have
that
ultimately
become.
Reality
was
a
big
deal.
It
completely
revitalized
a
entire
quarter,
entire
quadrant
of
the
city
that
was
mediocre
to
port.
It
wasn't
a
lot
of
economic
viability,
it
wasn't
entertainment,
it
wasn't
housing,
they
built
that
light
rail
and
it
changed
the
city
and
it
was
so
successful.
N
In
creating
accessibility
in
an
engaged
community,
there
was
excitement,
people
went
there
to
live,
people
went
there
to
work,
people
went
there
to
eat
and
enjoy
life,
and
it
was
so
successful.
They
said
well,
let's
take
it
from
the
center
of
charlotte
and
run
it
north
of
town
and
right
on
cue,
the
same
thing
that
northern
corridor,
which
is
a
largely
corridor,
largely
people
of
color
and
diverse.
It's
now
coming
back
alive
street
cars.
I
remember
having
a
conversation
with
with
anthony
fox
when
he
was
mayor.
N
Anthony
grew
up
in
west
charlotte
and
he
was
bound
and
determined
that
if
we
ran
a
streetcar
through
his
neighborhood
in
west
charlotte,
it
would
bring
the
community
back
sure
enough.
It's
happening.
So
I
think
you're
on
to
something
with
connecting
access
and
transportation
to
the
the
financial
viability
of
the
community.
I
think
it's
a
big
it's
logical
to
me
and
I
wanted
to
give
you
a
couple
of
examples:
how
we've
seen
that
work
that
logic
work
in
charlotte.
A
Thank
you
nicholas
just
to
let
the
av
team
know
I
lost
my
monitor,
so
I
did
and
I
went.
B
A
The
one
right
after
there
we
go
so
you've
identified
the
themes
and
the
priority
overlap.
You've
amplified
likeness
potential
differences
for
now
distinctions
and
started
to
converge
the
categories.
So
the
next
piece
is
this
is
the
fun
part
right.
Oh
just
one
time
capacity
and
constraints
and
nicholas
alluded
to
this
earlier
right.
So
what
I'm
not
touching
anything
there?
We
go
okay,
it's
not
on
here,
though,
but
so
capacity
and
constraints.
A
The
idea
here
is
that
maybe,
if
you
look
at
your
sheets
with
the
priorities,
maybe
there's
an
area
that
we
haven't
really
gone
deep
in
and
nothing's
been
operationalized
yet
so
the
opportunity
for
capacity
can
fill
up.
Maybe
there's
a
couple
of
areas
that
we've
pulled
together,
that
that
capacity
is
starting
to
fill,
and
we
have
maybe
a
quarter
quarter
of
that
capacity
in
that
bucket
left
and
of
that
priority.
A
Another
one
might
be
just
getting
started
and
another
might
be
half
full.
So
the
idea
in
this
part
of
the
exercise
is
to
actually
begin
to
say:
okay,
if
we're
collaborating
and
condensing
and
converging
these
categories,
what
has
been
operationalized?
This
is
where
we
start
looking
at
the
idea
of
the
budget.
What
is
actually
moving?
A
A
Sure
so
so,
let's
use
clean
and
healthy
environments,
since
that
was
brought
up
before
right
currently
in
terms
of
what
was
accomplished
in
2020
how
many
resources
were
put
in
from
this.
You
know
staff,
the
budget,
how
that's
being
captured
to
reduce
municipal
carbon
footprint
richard,
I
think
you
covered
some
of
that
yesterday.
Did
you
right?
So
if
you
wouldn't
mind
supporting
me
on
the
numbers,
that
would
be
really
helpful
and
we're
actually
putting
that.
Will
you
flip
that
back
so
we
can
see
what
categories
we
put
that
with.
K
Are
you
to
refer
to
the
presentation
from
yesterday
that
sort
of
described
what's
been
accomplished
under
each
of
these
buckets.
A
A
Thank
you
kathy.
So
to
the
point
of
the
example
that
you
asked
for
gwen.
So
if
we're
saying
we
put
these
buckets
together,
we're
saying
a
clean
and
healthy
environment
at
the
bottom
yep,
we
are
now
saying
that
it
correlates
with
equity
and
equitable
and
diverse
communities,
and
I
think
that's
the
only
one
we
put
it
with
do.
We
put
it
with
something
else.
G
Like
we've
installed
solar
panels
on
a
transit
station.
G
A
Both
of
the
topics
right,
so
investments
have
been
made,
whether
they're
human
investments
risk
financial
investment
staff
investments,
collective
investments,
putting
metrics
together.
Things
like
that
investments
have
been
made,
so
we
start
to
pull
these
resources
together.
These
buckets
together
and
you
start
to
look
at
it
from
an
investment
of
like
how
much
more
room
is
there
once
we
start
to
prioritize
these
to
add
more
to
this
lane.
A
Okay,
this
is
where
I'm
going
you
with
me.
Okay,
we
start
to
look
and
pull
the
resources.
Is
there
any
margin
left
over?
Are
we
at
zero?
We
haven't
put
enough
investment
in
it
we've
already
over
invested
in
it.
We're
not.
We
haven't
even
touched
the
surface
of
it.
Okay
same
thing
with
the
well-planned
livable
community
and
it
might
be
easier
to
look
at
the
goals
and
the
strategies.
A
So
it's
really
challenging
to
do
this
exercise
you're
just
looking
at
the
focus
area
right,
but
if
we
get
into
the
goal
of
a
clean
and
healthy
environment,
to
promote
environment
and
promote
environmental
and
stewardship,
whether
that's
through
marketing,
banners
website
resources
having
a
department,
some
of
that's
been
operationalized
when
we
go
into
the
weeds
of
it.
The
strategy
there's
been
operationalization
there
as
well.
Reducing
the
municipal
carbon
footprint
as
mean
has
meant
to
today
installing
solar
panels,
adding
key
components
measuring
for
certain
things.
A
So
when
we
add
that
to
everything
else,
whether
it's
an
overlay,
whether
it's
just
partnering
it
with
equitable
and
diverse
communities,
we're
going
to
start
to
put
the
idea
of
capacity
with
the
priorities.
That's
the
point
of
this
exercise
because
I
think
it's
okay
to
prioritize.
I
think
that's
what
your
work
is.
H
Thoughts,
one
thought,
because
this
is
my
first
council
retreat.
So
sorry
if
I'm
off
base,
but
when
going
into
this
process,
I
was
thinking
about.
How
can
I
prepare
and
what
are
the
outcomes
I
hope
occur
and
to
me
we
have
some
things
going
on
above
sorry,
it's
behind
you,
so
I
guess
one
of
the
things
I
said
going
into
this
is.
H
It
would
really
help
me
to
understand
what
it
is
that
is
still
on
the
table
unfinished
before
we
say,
as
a
group
or
to
staff
go,
do
all
these
new
things
and
that
and
maybe
that's
what
you're
getting
at
yeah
like
what
is
the
capacity?
How
have
we
achieved
these
goals?
Thus
far?
What
is
left
to
do?
Do
we
have
the
capacity
to
do
it?
Are
we
layering
on
more
or
are
we
switching
directions
entirely,
and
I
think
for
me
is
that
where
you're.
A
Going
that
is
the
point
of
this
exercise
and
why
we're
going
to
do
table
work.
You
know
not.
You
know,
huddle
up
work
but
under
table,
and
hopefully
some
staff
can
pepper
in
because
there's
missing
information
I
think
that
was
brought
up
several
times
yesterday
is
I'd
like
to
know
more?
How
do
I
get
more
information
to
know
what
to
prioritize
and
where
to
put
my
emphasis,
and
so
that's
this
part
of
the
exercise
is
to
say
now
that
we've
identified
a
personal
priority.
We've
looked
at
the
existing
priorities.
A
We've
pulled
the
priorities
into
what
looks
like
categories
that
make
sense.
What's
the
capacity,
what
don't
we
know,
what
what
additional
information
is
required
so
that
we
actually
know
how
to
move
forward
to
the
next
steps,
because
not
everybody
here
already
knows
that,
and
that
was
one
thing
I
really
gathered
from
listening
to
yesterday
is
with
four
new
council
members:
there's
just
a
lot
of
knowledge:
that's
not
there!
Yet
so
we're
going
to
knowledge,
build
and
this
part
to
say
what
else
do
I
need
to
know
before
making
a
decision
about.
A
A
A
A
Yeah,
I
think,
that's
great
kim
because
you
know
the
mean
there's
real
clear
goals
and
strategies
here,
and
many
of
you
didn't
make
these
specific
goals
and
strategies.
But,
as
you
start
to
look
at
the
buckets
and
bring
things
together,
you
may
say
what
else
don't
I
know
about
food
and
you
know,
looks
like
we
touch
on
it
a
little
bit,
but
not
really.
You
know
you
talk
about
working
with
the
schools
that
totally
brings
up
food
in
every
aspect
in
addition
to
education.
A
So
I
appreciate
that
you're
saying
that
it's
not
going
to
live
in
the
focus
area
and
it
may
not
even
live
in
the
actual
goal,
but
it
could
be
something
that
city
staff
goes
back.
You
know
by
naming
it
and
makes
it
part
of
the
strategy
who
knows,
but
that's
something
to
think
about
kathy.
I
can't
thank
you
enough
for
doing
that.
Thank
you
so
much
so
we're
going
to
take
about
15
to
20
minutes
at
the
table
and
get.
D
Can
I
ask
one
thing-
and
you
know
it's-
it's
comfort
level
of
council
members,
but
is
there
any
way
we
can
shut
some
of
the
doors
I'm
just
because
thank.
D
D
One
of
the
reasons
you
know
we
had
the
doors
open.
F
C
K
Well,
let's
take
a
break
yeah
and
we'll
jamie
stepped
away.
So
I'll
try
to
talk
to
her
about
yeah.
B
A
D
C
H
O
O
We
got
this,
I'm
gonna
need
your
and
richard's
help
you
need.
What
do
you
can
I
do
something?
Well,
I'm
gonna
need
you
all's
help
in
clarifying
some
of
this.
When
I
start
doing
it,
you'll
see
what
I'm
doing,
but
then
I'm
gonna
look
at
you
all
and
say
when
they
say
I'm
gonna
say
like
here's.
What
we.
A
A
A
So
we're
already
iterating
to
make
sure
that
this
work
really
lands
for
you.
It's
not
about
me.
It's
just
about
getting
you
to
where
you
want
to
be.
So.
Would
you
like
me
to
move
it
up
a
little
bit
more?
A
I
can
come
closer
okay,
so
we
had
a
little
iterative
pow-wow
and
instead
of
doing
the
first
one
at
your
table,
we
would
like
to
do
the
first
one
together,
so
you
can
see
the
process
and
how
we're
yeah
you're
welcome
it's
we're
in
it.
A
So
kathy
is
going
to
join
me
because
there's
pieces
of
this
that
really
live
with
city
staff
in
the
how
how
do
the
priorities
get
delivered
so
we're
going
to
start
with
the
first
one
that
you
connected.
If
you
remember
what
you
did
over
here
was
equitable
in
diverse
communities
with
I
don't
have
any
paper
in
front
of
me,
not
good
with
abbreviations.
A
I
don't
know
about
anybody
else,
I'm
not
good
with
the
thank
you
with
quality,
affordable
housing
with
a
clean,
healthy
environment
and
with
well-planned
and
livable
communities.
So
when
we
come
over
here,
we're
saying
that
this
is
a
bucket
remember.
We
went
to
the
little
cylindrical
bucket,
we're
saying:
okay,
these
were
separate
now,
we've
converged
them
into
one
and
we're
going
to
do
the
same
with
the
goals
and
the
strategies
that
are
already
in
place.
A
Yes,
so
it's
this
isn't
anything
new.
This
is
just
about
taking
what
is
already
known,
pulling
it
together,
saying:
where
do
these
goals
and
strategies
now
come
together
and
what's
missing,
but
how
will
you
know
to
say
what's
missing
until
you
potentially
are
reminded
or
it's
new
information,
because
so
many
of
you
are
new,
how
that
might
have
already
been
operationalized
or
how
it's
being
handled,
what
specific
things
are
being
done?
Maybe
you
don't
remember
so
that's
part
of
this
exercise
as
well.
A
A
B
O
Okay,
thank
you.
So
one
of
the
things.
I
hope
that
you
keep
in
mind.
Thank
you
kimmy.
We
we
we
made
some
sausage.
Didn't
we
one
of
the
things?
I
hope
you
hope
you
keep
in
mind
as
we
walk
through
this.
It's
not
perfect.
I
think
yesterday,
gwen
said
you
know
if
we
want
to
be
like
like
this
is
not
going
to
be
a
perfect
exercise,
you're
going
to
we're
going
to
refine
it
and
we're
going
to
bring
it
back
to
you.
O
So
what
we're
trying
to
get
at
is
how
do
we
say
we're
doing
all
these
things
and,
as
kimmy
said,
you
know,
you
all
told
us
these
feel
very
much
aligned
underneath
equity,
and
I
think
we
heard
some
of
you
say
that
equity
should
be
the
core
of
all
of
them,
but
we're
trying
to
pull
them
together.
So
what
we
did
is
to
take
the
existing
sheet
that
you
have
and
say
which
of
these
goals.
O
A
O
Yeah
so
under
the
equitable
and
diverse
community,
just
the
goal
of
eliminate
racial
disparities
in
our
school
system,
and
there
were
two
kind
of
ways
of
doing
that:
it
was
working
with
the
school
system
and
the
other
one
was
working
with
small
and
minority
businesses.
So,
just
as
a
quick
reminder,
we
have
been
working
with
the
school
system.
We
are.
We
are
moving
forward
with
developing
the
program
with
united
way,
so
those
are
some
strategies
that
staff
has
used
to
be
able
to
get
to
this
goal.
O
So
the
question:
not
you
don't
have
to
answer
it
now
we're
going
to
walk
through
it.
Have
we
gotten
to
the
point
that
you
all
feel
like
staff
has
operationalized
that
that
you
no
longer
need
to
to
say
we
need
to
do
this
because
we've
gotten
to
this
point
doesn't
mean
we
won't
do
it.
The
other
one
is
support
and
enhance
small
businesses.
O
You
know
we
have
developed
our
small
in
business
inclusion,
I'm
I'm
looking
at
peggy
and
debra
and
richard
and
brad
as
staff
to
help
me
with
this.
We
do
have
that
program
in
place,
but
if
you
feel
like
there
still
needs
to
be
more
emphasis,
which
I
would
tell
you,
I
feel
like
I've
heard
from
you
all,
then
you
may
want
to
leave
that
one
in
place
to
say
what
are
the
other
ways.
We
can
support
small
businesses,
the
next
one
that
we
have
in
green.
O
O
Revising
the
udo
so
one
way
we
did,
that
was
through
the
hotel
changes,
but
you
all
may
want
to
say
no.
We
need
to
overhaul
the
udo
more
and
we
need
to.
We
need
to
focus
that,
because
you
know
what
we
need
to
spend
some
budget
money
on
redoing
the
whole
udo,
I'm
I'm
funneling
the
mayor's
voice.
As
I'm
saying
this,
because
we've
heard
this
a
lot.
O
So
you
all
may
want
to
stay
with
that
one.
When
you
look
at
promote
environmental
stewardship,
we
have
been
doing
that
through
reducing
our
carbon
footprint
by
four
percent
every
year.
So
the
question
would
be
we've
operationalized
that
we
have
somebody
in
place
now
that
goes
through
and
looks
for
that
four
percent
every
year.
Is
that
something
you
all
want
to
keep
on
your
policy
goals,
or
is
it
something
you're
turning
over
to
staff
to
say
you
got
this,
keep
doing
it
thumbs
up.
A
And
I
just
want
to
stop
for
a
second
and
emphasize
what
you
just
said.
The
the
goal
here
like
in
the
next
two
slides
after
we
finish
this
exercise
you'll
see,
is
there's
already
things
on
the
table
for
policy
that
have
been
in
place
and
that
are
moving
forward.
What
is
good
to
go?
You're
like
we're!
A
It's
not
that
it's
perfect
we're
not
going
to
spend
more
time
and
resources
on
this
right
now,
because
there's
there
are
things
in
place,
we
need
to
see
them
out
a
little
bit
further,
whatever
the
reason
is,
and
we
actually
want
to
put
more
time
resources
in
these
areas
of
policy
making,
because
we
know
it's
going
to
carry
these
priorities
further,
so
that
is
the
ultimate
next
two
steps.
That's
why
this
exercise
is
important
so
that
you
can
get
to
those
steps.
K
So
and-
and
I
think
it
might
be
helpful
to
think
of
an
example
of
something
that's
no
longer
on
this
list,
but
just
fully
operationalized-
we
don't
have
to
sit
here
every
year
and
go
over
it
again.
I
mean
lots
of
city
services
are
not
on
this
list.
In
fact,
probably
90
of
them
are
not
on
this
list,
because
they're
fully
operationalized
and
we
just
assume
they
will
continue
to
happen.
For
example,
building
out
the
greenway
master
plan
continues
to
happen.
K
A
E
If
I
could
add
also
that
if
we,
if
we
took
this
document
and
look
at
the
last
item
on
the
document,
which
is
enhance
city
facilities
and
services,
to
maintain
high
quality
of
life,
that
actually
never
appeared
on
your
when
you
all
went
through
your
top
12
and
we
wanted
to
make
sure
that
the
community
knew
maintenance
of
just
city
service,
that's
basic
we're
going
to
do
that's
our
bread
and
butter.
Let's
just
make
sure
that
you
know
that
we
that's
a
that's
just
a
blanket
statement,
that's
our
bread
and
butter.
E
We
need
to
do
that,
but
we
are
trying
to
figure
out
if
there
was
something
above
way
above
and
beyond
right,
these
kind
of
basic
city
services.
If
we
got
nothing
done
in
the
next
year
or
two,
what
would
be
the
things
that
you
think
we
ought
to
be
really
laser
focused
on?
Ultimately,
that's
what
we
need
from
you
all.
At
the
end
of
the
day,.
E
Correct
we're
not
to
the
list
that
you
all
you
all
added
some
things
yesterday,
you
talked
about,
definitely
reparations.
We
talked
about
again
homeless
and
houselessness,
and
I
think
that
we
can
do
that
under
quality
and
affordable
housing.
So
those
are
the
that's
where
we
need
to
get
to.
At
the
end
of
the
day,.
A
Yeah,
we're
reverse,
basically
reverse
engineering
from
where
we
already
are
in
policy
making
what
pieces
are
already
moving
getting
everybody
into
that
same
space
of
talking
and
thinking
and
observing
and
knowledge
sharing
with
the
idea
to
add
your
pieces
at
the
end.
So
that
is
the
focus
not
that
the
end
means
it
doesn't
matter.
The
end
is
like
now
we're
layering
in
to
see
what
actually
can
be
accomplished,
because
that's
the
goal
is
you
don't
just
want
to
set
the
policy
and
get
priorities
you
want
to
actually
know
that
it
can
be
accomplished.
O
O
We
have
a
policy
now
so
we're
working
on
that
and
promote
development
of
new,
affordable
housing.
So
we
have
several
tools
in
place
that
we
talked
about.
But
what
I
heard
you
all
say
yesterday
and
what
there's
been
conversation
at
hcd
around
is
this.
You
all
may
want
to
come
up
and
say
you
know
we
did
this
one,
let's
take
it
off,
but
we
now
we
want
to
focus
on
on
houselessness
or
we
want
to
focus
on
who
are
we
targeting
with
affordable
housing
like
what
group
what
ami
level?
O
So
you
may
want
to
modify
the
goal
around
that
to
say
you
know
we're
doing
a
pretty
good
job.
We
actually
are
we've
accomplished
a
lot
under
these,
but
now
we
want
to
get
more
into
the
target
audience
or
the
specific
item.
So
this
would
be
an
opportunity
for
you
to
say
yeah.
You
can
take
this
one
off
but
add
on
this
one,
this
one
this
one.
So
I
think
that's
going
to
be
walking
through
each
of
these
saying
what
we've
done,
marking
off
and
adding.
A
A
O
O
A
Feels
great
good
and
thanks
for
all
the
input
on
the
break
on
how
we
could
actually
really
turn
this
into
like
an
actual
group
exercise
and
then
to
a
table
exercise.
So
do
you
guys
want
to
continue
to
do
them
together,
or
is
this
sufficient,
where
you're
comfortable
going
to
the
table
exercise
we're
going
to
do
it
again
for
the
next
one
right?
So
the
example.
K
Here
is
I
mean,
the
only
thing
I'm
worried
about
is
how
you
all
are
gonna
resolve
the
different
tables.
A
I'm
good
with
it,
because
one
of
the
things
I
heard
you
say
yesterday
was
you
wanted
to
be
able
to
get
a
little
bit
more
in
the
knowledge
kind
of
area
of
sourcing
knowledge,
sourcing,
information
figuring
out
where
the
priorities
lie,
so
that
you
can
emphasize
where
the
policy
for
yourself
and
the
constituents
go.
So
we'll
consolidate
that
again,
this
doesn't
have
to
be
a
long
process.
You'll
do
the
next
one
by
yourself,
we'll
we'll
give
you
a
timer
on
that
and
then
we'll
come
back
together
harvest
and
do
the
last
one
together.
A
I
How
would
I
change
or
add,
or
just
modify
to
the
current
way
of
doing
things
to
get
that
goal
across.
A
K
Yeah,
it
would
definitely
and
and
if
I'm
understanding
this
stage,
where
we're
beginning
with
a
base
here
of
these
13
priorities
and
we
and
we're
either
saying
check
operationalize
or
keep
it
the
same,
keep
going
or
tweak
to
add
a
component
to
it.
Like
you
just
said
yes,
so
to
me
to
me,
the
other
layer
of
this
is
that
we
need
some
kind
of
consensus
around
it.
So
I
don't
I
don't.
I
think
it's
hard
to
do
if
we're
broken
into
small
groups,
to
understand
whether
there's
any
consensus
around
that
sure.
A
A
A
Adaptation,
agility
and
and
the
messy
middle
I'm
very
strong
in
it.
So
no
no
sweat
off
my
back.
D
And-
and
I
would
agree
with
esther
in
because
also
it
seems
like
you
know-
we're
we're
trying
to
gather
information
and
the
people
who
know
I
mean
you
know
it
may
be
richard,
it
may
be
peggy,
it
may
be
deborah
and
they
can't
be
at
every
every
table.
So
I
think
I'm
all
for
it.
I
mean
I'd,
be
happy
to
do
it.
Consolidating
that's.
F
If
we're
gonna,
if
we're
gonna
adapt,
can
we
adapt
another
layer
and
do
like
a
circle
forward
and
just
make
sure
we
hear
everyone's
voice?
If
it's
not,
maybe
it's
a
pass
just
make
sure
we
check
in
because,
as
a
larger
group,
it's
hard
to
make
sure
that
even
if
you're,
the
only
one
who
wants
one
priority
that
it's
really
heard-
and
I
think
that
might
we
might
have
a
better
success
if
we
make
sure
we
do
around
either
at
the
beginning
or
end.
A
Yeah
I
hear
that
and
I
think
it
goes
back
to
building
that
trust,
that
team
trust
that
everyone
talked
about
yesterday
so
yeah.
Let's
just
do
it,
let's
get
in
get
grimy
with
it
in
a
good
way
right,
so
cathy
askery
support
and
then
of
course,
which
other
staff
members
have
the
key
components
to
like
what
has
happened
in
those
areas.
A
So
in
terms
of
this,
I
I
don't
want
to
use
the
word
tranche
because
I'm
personally
adverse
to
it,
but
in
this
converged
category
and
now
hearing
what
has
already
been
done
and
seeing
it
on
the
page
antoinette
you
gave
us
a
just.
An
example
is:
was
that
literal
or
was
that
just
like
a
wild
example.
I
Well,
in
my
mind,
it's
not
wild.
A
B
I
But
also
as
far
as
affordable
housing,
a
greater
focus
on
ami
levels
say
60
or
below.
K
Hey
so
who's,
how
is
this
all
being
documented?
Is
it
going
to
be
right
there
real
time.
K
A
So
I
just
want
to
thank
you
for
that
antoinette
I
want
to
ask:
did
we
get
this
correct
and
you're
seeing
this
as
a
goal?
A
C
K
So
I
apologize
in
advance
for
for
anyone,
who's
already
been
around
for
a
while,
but
so
on
the
60
ami.
There
was
already
an
adopted
policy
by
council
that
for
city
owned
property
we
would
leverage
affordable
housing
at
60
of
ami.
So
that's
already
in
operation.
But
are
you
saying
if
a
pro
like
a
private
developer
wants
an
affordable
housing
grant
for
a
private
development
on
non-city-owned
property.
I
Sorry
also
thinking
of-
and
this
isn't
in
here,
you
know
the
whole
policy
of
minority
and
women-owned
businesses
so
that
we
can
search
those
people
out
provide
a
pipeline
so
that
when
the
opportunity
presents
itself
so
for
me
it's
not.
We
need
to
do
this
by
next
year,
but
that
it's
always
you
know
a
pipeline
so
that
10
years
from
now
there's
a
proliferation
of
more
people
who
look
like
me
doing
all
kinds
of
work
in
all
kinds
of
areas.
I
So
not
only
the
people
who
live
there,
but
the
people
who
build
so
I'm
hoping
there
will
be
a
financial
component
as
well
for
minority
and
business
owners.
You
know
minority
owned
business
and
women-owned
business.
O
I'm
hearing
and
please
correct
me
if
I'm
wrong
internet
you're,
saying
you
want
to
number
one.
You
want
us
to
make
sure
we're
targeting.
We
have
a
policy
with
city
on
property,
but
also
looking
at
how
we
use
our
luigi
money
home
funds,
everything
else.
But
then
you
want
the
people
who
are
contracted
to
do
that.
Work
to
be
minority
and
women,
black
women
owned
contractors
to
complete
the
work
so
that
they're
getting
that
business
is
that
am
I
hearing
you
correctly.
I
A
H
K
B
N
Killing
me
on
the
process:
okay,
very
good.
So
let's,
let's
go
to
the
back
to
the
law
of
the
farm.
Let's
do
things
in
a
sequence
right
now
we
want
to
look
at
the
13
from
this
list
and
together
make
a
decision
around
what
can
come
off
the
priority
list
because
we
can
operationalize
it
versus
what
still
need,
in
your
view,
needs
to
remain
on
this
list
of
focused
priorities
before
we
add.
Let's
stay
on
this
see
if
we
can
get
completion
on
our
point
of
view
collectively
on
these
13.
A
N
H
F
C
F
H
A
Check
so
this
is
what's
so
great
about
this
process.
This
is
actually
why
today
was
my
day
to
facilitate,
even
though
I
know
it's
uncomfortable
for
folks,
because
it
is
it's
not
a
for
some
of
us
in
the
room.
It's
very
easy
to
say
this
has
been
done,
checked
for
others,
there's
more
questions
than
saying
like,
but
how
do
we
solve
this,
and
that
is
part
of
developing
your
collective
team
trust
process
right?
The
process
is
the
communication.
It's
saying
like
yeah.
This
is
checked
off.
Well,
wait
a
minute.
A
Is
it
really
so
so
maybe
the
question
is
to
staff?
Is
it?
Is
it
checked
off?
If
I
raise
the
question
of
properties
taken
through
urban
renewal,
is
it
still
checked
off
and
if
it's
not,
then
perhaps
it
gets
added
and
again
this
isn't
my
process
to
decide.
This
is
how
you
should
do
it
it's
to
give
you
a
process
to
work
with
to
say
this
actually
feels
like
I'm
being
snowballed
right
past
and
we're
just
going
to
the
next
thing,
or
I
have
several
more
questions.
A
H
My
again
linear
brain,
we
have
processed
the
land
that
we
own.
I
absolutely
appreciate
and
respect
kim's
point
and
I
think
for
me
it
falls
under
a
different
bucket
of
how
we
distribute
revenue
or
receive
assets,
et
cetera.
So
to
me,
that's
in
a
new
realm
of
how
are
we
looking
at
things
and
the
resources
we
have
with
this
equity
lens
all
the
time,
but
this
for
me
is
we
had
a
limited,
a
finite
amount
of
land
that
was
developable.
A
So
a
question
are
those
the
metrics
just
asking,
because
it's
for
the
group
deployment
to
doing
the
thing
that
you
said
you're
going
to
do
and
all
the
pieces
of
identification
collection
assess
deploy.
Is
that
an
agreed
metric
for
checking
this
off.
And
if
so,
is
there
something
that
you
feel
that
wasn't
undone
or
wasn't
done.
A
Right
but
yeah
so,
but
my
point
is
to
build
consensus
and
to
build
the
pieces
of
debate
that
you're
asking
for.
We
could
go
through
and
run
through
this
list
and
say
these
are
the
priorities
and
we're
finished,
but
it
doesn't
actually
incorporate
all
the
pieces
you
said
so
if
we
get
to
one
priority
today,
that's
checked
off
and
finished.
A
L
I'm
just
a
little
confused,
yes
and
the
reason
why
I
understand
sage's
position
where
she
says
that
those
items
you
know
a
strategy
for
dealing
with
those
properties
have
already
been
in
place
and
then
I'm
confused
as
far
as
kim
is
basically
saying
that
we
should
go
after
other
properties
that
were
affected
during
urban
renewal,
and
the
city
should
actually
figure
out
ways
to
bring
those
under
the
umbrella,
and
then
we
need
a
process.
For
that.
Is
that
what
you're
saying
say?
I
mean
kim.
F
Well,
yeah,
I'm
not
the.
I
know
that
I
don't
need
to
be
the
one
to
lead
on
this.
However,
what
I'm
hearing
from
community
is
when
we
took
money
from
the
sale
of
land
that
we
know
was
taken
during
urban
renewal
and
redlining,
which
we
still
don't
yet
have
that
urban
renewal
program
area
map
identified
and
that
we
know
that
the
what
was
lost
was
place
that
wasn't
just
housing
but
also
businesses.
F
K
I'm
not
so
the
example
you
decided
didn't
involve
housing,
so
I
don't
so
I
mean
this
strategy
for
sale
and
lease
of
city-owned
land.
I
mean
technically,
we
have
a
policy,
I
mean
it
happened.
We
have
a
policy,
but
I
think
what
we
already
know
that
we're
going
to
need
to
do
this
year
is
come
up
with
the
policy
around
land
owned
by
the
city
acquired
through
urban
renewal
and
a
disposition
policy
regarding
those
lands.
I
mean,
I
I
assume
that's
going
to
be
on
our
new
on
our
attitude
right
are
we?
H
But
if
we
said
to,
if
we
ended
today
and
said
city
staff,
please
go
use
city
owned
land
and
develop
a
plan
for
them.
They
would
be
like
we
already
did
that
now.
You
know
to
the
end
result
of
where
those
fundings
from
the
proceeds
of
said
land
went
to
me
is
an
entirely
different
point
and
a
different
lens.
But
this.
K
Is
almost
well
it's
not
if
it's
city
on
land
and
it
overlaps
with
housing,
but
that
doesn't
mean
I
mean
it
just
means
we
I'm
writing
down
when
you
say
that
I'm
writing
down
on
my
new,
like
what
we
got
to
add
when
we
get
to
the
ad
part,
you
know
disposition
of
urban
renewal
land.
That's
right.
I
mean
I'm
writing
that
down.
J
E
Think
sage,
what
you
just
said
is
we
have
accomplished
and
are
making
movement
and
momentum
on
this
other
issue.
We've
made
enough
progress
that
it
probably
doesn't
have
to
be
a
priority
because
we're
we're
we're
continuing
what
you
just
said,
though,
kim
in
terms
of
urban
renewal,
land
and
and
the
mayor
disposition
policy.
F
What
we
have
left
that
was
taken
during
urban
renewal
is
harder
to
develop
it's
more
expensive
to
develop,
but
we
haven't
yet
had
the
reparations
commission
say
like
what
what
repair
looks
like
and
we
might
have
to
be
prepared
to
come
with
a
greater
offering
than
just
what
was
left
from
urban
renewal.
We
might
have
to
come
with
a
serious
commitment
of
city-owned
land
to
to
replace
some
of
what
was
lost.
K
F
K
I
I
Could
there
be
a
policy
around
what
to
do
in
instances
where
the
urban
renewal
land
is
no
longer
available,
whether
it
is
land,
banking
or
whatever,
a
policy
that
says
okay,
we'll
take
the
forward
lot
back
to
replace
the
other
two
pieces?
That's
what
I'm
thinking.
F
K
This
is
awesome,
great
conversation
we'll
never
get
through
today.
If
we
do
this
on
each
of
these,
so
what
will
happen
is
we
will
say
we
need
a
policy
about
what
to
do
with
city-owned
land
that
we
acquired
through
urban
renewal
and
then
eventually
the
time
will
come
where
we
get
that
before
us
and
we
have
drafts
and
we're
given
input.
Maybe
we
do
a
work
session,
there's
iterations
and
we
debate
it,
but
for
kimmy's
purposes
today
she
needs
to
know
like
is
this
topic
on
the
list
or
is
it
not
on
the
list?
K
A
Feel
like
and
process,
at
least
in
the
first
one
I
think,
is
very
important
because
it
sets
a
tone
and
trajectory
on
when
I'm
kimmy's
gone
and
you
will
continue
through
right.
So
I
think
hearing
some
of
this
through,
I
think,
is
really
good
for
determining
how
we're
thinking
through
checking
off
and
adding
to
when
I'm
gone.
M
So
it
seems
to
me
the
the
direction
of
the
conversation
leads
me
to
believe
that
we
cannot
check
this
off,
because
what
I'm
hearing
is
that
we
don't
know
the
quality
of
the
land,
the
urban
renewal
land,
but
we
what
we
do
know
about
the
land
that
we're
planning
forward
is
that
it's
shovel
ready.
So
that
means
that
it
is
of
quality.
M
It
is
buildable
land.
So
let's
leave
the
conversation
open
in
case
there
is
a
decision
made
by
the
commission
that
says:
hey
the
land
that
we've
mapped
is
of
poor
quality.
So
we
want
to
do
a
trade-off.
What
kim
was
saying?
We
want
something
of
higher
value
that
the
community
can
actually
leverage
to
be
able
to
do
some
of
that
repair
around
home
ownership
and
business
ownership.
A
So
I
think
it's
really
interesting
because
and
as
a
facilitator,
I'm
hearing
several
things.
I'm
hearing
the
question
sandra
asked
yesterday
on
what
is
reparations
and
how
do
we
define
that?
I'm
hearing
the
question
of
is
this
done
as
we
called
it
before.
You
know
like
the
past
definition
of
increased,
affordable
housing
stock?
Is
that
checked
off
completely?
A
A
A
A
For
them
we
do
need
to
figure
out
how
to
check
some
of
these
off
before
we
add
two
and
that's
all
I'm
saying
and
offering
today,
if
you
can't
get
to
that,
that
is,
you
know,
there's
more
process
piece
to
happen,
more
knowledge
decentralization
to
happen.
At
the
same
time,
I'm
still
going
to
ask
for
it.
A
So
if
this
one's
too
challenging,
let's
go
to
another
one,
we
can
circle
back
right,
so
small
minority
businesses.
So
specifically,
what
that
says
under
let's
see
this
one
was.
A
G
H
A
A
K
B
D
To
I
mean
so,
we've
started
it.
Do
we
have
the
resources
in
place
where
you
feel
like
in
six
months,
you're
going
to
be
able
to
come
back
and
go
yep,
it's
rocking
and
rolling.
If,
if
you
don't
have
the
resources
in
place,
then
I
think
it
has
to
stay
on
our
priority
list.
It's
like
you,
you've
gotten
three
fourths
of
the
way
through.
So
I
guess
I'm
just
before
we
check,
which
I
I'm
loving,
the
checking.
That's
what
I
would
ask
from
a
staff
perspective.
So.
G
O
Yeah,
I
think
that
we
have.
This
is
kathy.
I
think
that
we
have,
because
we
richard-
and
I
work
together
on
this
one,
because
it's
in
community
and
economic
development,
the
implementation
side.
So
what
we
feel
like
is
we
will
need
additional
resources,
as
in
people
to
help
get
the
certifications
done,
monitor
the
certifications
follow
up
with
businesses.
O
A
D
So
what
I
would
suggest
is
we
we
tweak
that
and
just
say
you,
we've
kind
of
done.
The
implement
we've
come
up
with
the
policy,
so
now
it
should
say
fund
it
fund
that,
but
we
don't
have
to
develop
the
policy
anymore.
We
we
have
that.
We
think
we
know
what
we
need
to
implement
it.
It's
just
a
matter
of.
Do
we
have
the
funding
for
it.
H
H
E
E
F
H
We
add
like
shift
it,
those
become
our
new
items.
Perhaps
so.
What
I'm
hearing
is
we're
keeping
this
category
as
a
priority.
We
are
checking
off
the
year
of
work
that
went
into
development
and
we
are
moving
into
a
new
priority
of
funding
and
monitoring.
Yeah,
that's
a
new
one,
but
I
don't
think
we're
to
the
new.
Yet
so
that's
right
trying
not
to
do
it.
N
A
Well,
I
want
to
say
something
to
what
you
just
said
and
yes
kim.
So
I
really
like
that
you
were
succinct
with
resource
implementation,
monitor
I'm
going
to
twist
it
just
a
little
bit
to
say
when
you're
in
resource
flitz
resources,
that's
in
the
policy
piece
right
like
let's
put
the
work,
the
energy,
the
policy
making
around
this
staff
goes
in
to
implementation
mode.
When
it's
been
implemented,
you're
to
decide
what
that
level
of
implementation
needs
to
be
right,
it's
blood
this
far
along
it's
whatever
whatever.
Then,
then,
you
can
look
at
it
as
like.
A
Okay
monitor
is
about
operationalizing
it
which
lives
still
in
the
staffs
hands,
and
maybe
reporting
goes
back
to
you
on
how
that's
being
monitored,
but
this
is
where
we
really
want
to
be
in
the
check
box
today
is
policy
making
what
has
happened
with
it?
How
far
along
have
we
gotten
in
the
policy
making
piece?
And
can
we
take
this
off
the
list
because
the
policy
has
been
established,
the
staff
has
put
it
in
motion
right
and
now
we're
just
working
out
how
far
along
down
the
road.
It's
already
you
know
in
the
works.
A
K
H
K
E
A
A
H
Here's
how
I'm
struggling
because,
when
you
say,
eliminate
racial
disparities,
can
we
check
that
absolutely
not?
But
when
I
see
it
on
the
list
as
expand
a
partnership
opportunity
with
asheville
city
schools
through
a
collaborative,
then
I
can
say
yes,
we
did
that.
However,
it
did
not
eliminate
racial
disparities,
so
the
goal
for
me
remains.
A
D
I
don't,
I
don't
think
the
youth
that
partnership
agreement
has
been
hasn't.
H
D
A
K
You
say
the
policy
side,
I
assume
you
mean
the
goal,
the
goal
column
the
goal,
so
the
goal
column
I
unless
anybody
disagrees,
I
assume
we'd-
want
to
keep.
I
think
the
strategy
needs
to
be
wordsmith
to
match.
What's
actually
happened
instead,
because
this
specifically
mentions
this
equity
collaborative.
That
is
not
exactly
what's
happening.
What's
happening
is
under.
What's.
A
The
next
one,
what's
the
next
one
small
and
minority
businesses,
so
we're
going
back
to
that
one
for
a
second,
because
I
just
want
to
go
in
sequence.
So
someone
said
earlier
that
that
was
funded.
A
So
in
terms
of
policy
making
richard
you
talked
about
the
policy
being
done
and
the
implementation
is
still
a
work
in
pro
progress.
So
policy
done
the
strategy
doing
maybe
phase.
Two
I
don't
know
is
that
true
phase,
two
phase,
three.
B
A
Is
that
is,
do
you
guys
want
to
give
me
some
input
on
that?
I'm
not
here
to
say
what
it
is,
I'm
just
offering.
No,
I
just.
H
I
wonder
if
I
think
for
conversation
and
discussion
purposes,
we
could
elaborate
on
all
of
these
and
I
wonder
if
it
might
be
easier
to
say.
Is
there
anything
on
this
list
like
to
kim's
point
that
we
could
go
ahead
and
suggest
removing
instead
of
going
one
by
one,
because
we
may
I'm
sensing
from
the
group
that
the
various
stages
that
these
strategies
are
in
are
likely
to
not
eliminate
much
of
the
list.
But
if
there
are
some
that
we
know
to
be
completed
and
can
have
consensus
on
that,
maybe
that's
an.
A
Easier,
I'm
all
for
that.
I
just
want
to
make
sure
everybody's
moving
together
wherever
their
knowledge
base
is
and
understanding
so
that
we're
not
leaving
anyone
behind.
So,
if
everybody's
clear,
let's
go
into
elimination,
we
could
we
couldn't
do
that
quite
a
little
bit
earlier.
But
is
everyone
ready
to
do
that
now
and
just
say
what
you
want
to
eliminate.
F
Okay,
so
bear
with
me
on
this
because
I'll
try
not
to
be
too
artsy
fartsy,
but
I
think
the
one
that
we
should
eliminate
is
the
next
to
last
one.
It
says:
identify
opportunities
to
develop
new
tax
revenue,
so
here's.
I
know
we
submitted
our
first
delegation
request
in
the
five
years
and
we
asked
for
legislation
that
would
allow
us
to
have
a
local
tax
for
transit.
F
So
we've
already
kind
of
could
check
that
off
the
list
and
we
should
pause
because
I
don't
think
this
is
a
time
for
taxes
other
than
that
other
than
like
changing
the
tda
tax
or
we're
getting
ready
to
get
26
million
dollars
in
taxes,
and
I
would
suggest
that
we
eliminate
that
one
so
that
we
can
put
reparations
there
like
it.
Reparations
has
to
be
on
this
list
right.
I
I
don't
understand
what
you
mean
by
that,
since
you
voted
against
the
creation
of
the
reparations
fund,
so
I
think
taxes
may
be
a
way
of
contributing
to
that
fund.
Okay,.
O
F
C
H
I
can
appreciate
that
intent
kim
because
we
did
submit
the
legislative
agenda
so
that
we
suggested
the
more
the
hotel
and
lodging
tax
be
changed.
We
suggested
and
asked
for
the
25
transit
localized,
the
one
thing
that's
jumping
out
here
that
may
or
may
not
have
been
resolved
and
may
be
tempered
for
point.
H
You
know
the
pandemic
is
what
we
had
been
talking
about:
the
food
and
bev
tax
that
was
on
the
table
previous
to
the
pandemic,
I'm
in
no
way
suggesting
we
in
state
that
right
now,
but
you
know
to
staff's
list
of
things
that
was
on
them.
So
I
could
see
us
pulling
this
for
this
year.
Absolutely.
H
To
exclude
what
councilman
mosley
just
said,
so
if
the
tax
is
the
only
way
you
were
thinking
of
that,
you
know,
I
would
retract
that.
I
just
don't
know
that
you
know
like
what
evanston
did
is
used
a
medical
marijuana
tax
or
something,
and
I
don't
know
that
we
have
that
right
or
option
in
north
carolina.
H
If
councilman
mosley
is
suggesting
there
might
be
a
tax,
I'm
not
sure.
C
I
J
I
With
the
understanding
that
the
relations
fund
is
not
based
on
race,
it
is
based
on
policy
decisions,
the
taking
of
land
and
not
based
on
race.
J
So
so
I
see
our
interim
cfo
is
perking
up
back
there
with
the
notion
of
this
coming
up,
but
I'd
certainly
invite
him
to
to
include
his
input
as
well.
What
I
would
at
least
start
this
conversation,
the
answer
being
that,
generally
speaking,
our
power
to
tax
is
defined
at
the
state
level
and
what
kinds
of
tax
we
are
authorized
to
impose
upon.
The
community
are
also
defined
at
the
state
level.
How
we
then
use
those
tax
dollars
is
a
much
broader
range
of
options.
J
So
perhaps
I
think
the
discussion
is
less
about
imposing
a
tax
on
the
front
end
and
more
about
using
the
tax
dollars
that
we
currently
have.
Generally
speaking,
the
majority
of
our
tax
dollars
right
now
are
coming
from
property
taxes.
We
certainly
get
sales
tax,
which
is,
but
all
of
those
are
empowered
through
the
state
allowance
for
a
certain
amount
of
taxable
options.
So
I
I
would
say
that
generally,
the
the
evanston
is
not
something
that
really
north
carolina
provides
us
a
ton
of
authority
currently
to
do
a
very
specific
tax
like
that.
F
So
since
it
was
named
that
I
did
vote
against
the
hotels
that
included
a
reparations,
I
will
say
that
I
couldn't
vote
on
something
that
would
create
more
harm,
but
I
would
support
a
referendum
and
we
have
a
lot
of
resources
in
our
community.
F
We've
been
asked
to
divest
from
what
isn't
working
and
is
causing
harm,
so
we
can
invest
in
community.
So
can
we
freeze
vacant
seas
in
our
police
department
so
that
we
can
use
some
of
those
resources
differently?
Can
we
I've
asked
if
we
can
look
at
increased
property
taxes
from
existing
hotels
to
go
to
a
reparations
fund?
A
L
A
L
In
light
of
the
current
situation,
we
find
so.
K
To
give
this
well
to
give
this
some
context,
this
wasn't
talking
about
property
taxes.
This
was
this
idea
was
around
the
room
tax,
which
all
goes
to
the
tda
and
trying
to
re-tool
that
which
legislation
is
being
proposed
to
increase
the
room
tax
fund,
that's
available
for
the
city
to
apply
for
from
a
quarter
of
the
room
tax
to
a
third.
K
The
other
was
a
transit
sales
tax
earmarked
for
transit.
That
legislation
is
being
introduced
not
likely
to
go
anywhere,
but
it's
being
introduced,
and
then
we
talk
at
the
time
we
were
talking
about
things
like
a
food
and
beverage
tax,
which
we
don't
have
in
asheville
how
to
harness
tax
revenue
from
visitors
rather
than
locals.
That
was
the
gist
of
this
conversation
and
why
this
is
all
on
this
list.
K
So
I
want
to
be
really
careful
about
saying
you
know
we're
not
raising
property
taxes
because
we
haven't,
I
don't
know
if
we
are
going
to
raise
property
taxes,
we
we're
in
our
revaluation
year,
so
a
lot's
going
to
happen
with
this
budget
cycle.
We
have
a
proposal
to
pay
staff
raises,
and
you
know
there's
a
lot
that
we
need
to
digest
on
this,
but
this
was
more
it.
You
know.
K
A
Thanks
for
actually
bringing
that
that
knowledge
into
the
room,
I'm
sure
most
everyone
here
knew
that,
but
I
did
not.
So
I
don't
know
if
that
changes
anything
in
terms
of
how
we're
looking
at
removing
or
not
removing.
I
don't
know,
but
I
just
that
knowledge
piece
could
have
changed
some
perspective.
C
E
Will
not
be
the
highest
thing
that
we
think
about
on
a
daily
basis
in
terms
of
putting
staff
rev
staff
resources
into
this
particular
strategy.
So
I
want
to
make
sure
that
again,
you
all
don't
think
we're
just
saying
we're
gonna
ever
pay
attention
to
that.
E
So
if
we
thought,
if
we,
if
we
said
we
wanted
to
look
at
something
that
might
be
able
to
come
off
like
complete
corridor
studies
identified
transit
corridors,
I
think
we're
well
on
our
way
doing
that,
so
our
focus
can
shift.
It's
not
a
priority.
We'll
continue
to
do
those
things,
but
it
will
not
be
staff's
priority.
E
B
A
One
of
the
ways
I
want
to
name
it
is
yesterday,
with
the
chart
that
one
team
had
up
nicholas,
was
reviewing.
A
I
know
it's
frustrating
to
be
in
process,
but
what
it
does
is.
It
gets
us
really
clear
about.
Okay,
if
we
had
to
seriously
say
these
are
the
four
things.
What
are
those
things?
Can
we
agree
on,
and
maybe
we
won't
agree
on
all
of
them
today,
but
we
know
that
it's
our
job
to
get
there
and
that's
the
goal,
and
so
I'm
I'm
like.
I
love
the
messy
middle,
it's
so
frustrating
to
people,
but
I'm
good
at
it.
So
just
let's
keep
going
did
you
want
to
say
something?
N
Nope,
I
think
that's
it
you're
you're
working.
Sometimes
it
helps
to
begin
with
the
end
in
mind.
The
end
in
mind
is:
let's
we'll
just
target
this
you're
going
to
have
three
high
priorities
that
you
agreed
to
that
you're
going
to
hand
over
to
your
city
manager
and
she,
with
her
team
they're,
going
to
work
on
a
plan
to
come
back
to
you
and
say:
here's
how
we're
going
to
deliver
on
your
tray.
N
So
you've
got
a
long
list
now.
You've
got
priorities
in
your
pocket
that
you're
going
to
take
out
today
and
say:
here's
here's
what
I
think
the
priority
should
be.
You
get
three
so
you're
working
through
this.
So
it's
elimination,
it's
it's
the
language.
I
think
the
language
is
a
bit
off.
It's
not
eliminated.
It's
shift
to
operationalize
and
monitor
normalize,
which
clears
up
space
for
your
big
three.
H
I
H
H
I
hope
we
are,
but
you
know-
and
I
think
when
we
get
to
that
then
this
is
where
we'll
have
those
strategies
right,
because
I
think
you're
right
on
identifying
that
strategy
for
funding
fill
in
the
blank
that
we're
focused
on
is
probably
enough
for
me
to
say:
let's
check
this
one:
okay.
M
Let's
check
it
and
get
unstuck
because
I
feel
like
we're
stuck
so:
let's
can
we
agree
to
check
it
off
and
we're
checking
the
the
to
identify
opportunities
to
develop
new
tax
revenue.
K
A
K
So
is
the
is
the
the
ongoing
study
corridor
studies
going
to
result
in
a
zoning
overlay?
Is
that
your
anticipation,
the
process,
that's
happening
right
now.
K
You
sorry
thank
you.
Well,
okay,
urban
centers
yeah,
that's
ongoing,
but
I'm,
but
in
terms
of
I
think
you
mentioned
tunnel
road
and
hendersonville.
K
K
A
K
We're
talking,
are
we
talking
about
the
one
that
says,
amend
the
udo
or
the
one
that
says,
identified
transit
corridors
which
one
were
you
thinking
about.
K
F
H
And
to
that
point
to
deborah's
point
I
think
you
just
said
so.
This
isn't
something
we're
coming
to
you
and
saying:
hey.
We
have
this
new
idea,
go
find
our
corridors.
So
to
that
extent
it
is,
is
now
operationalized
and
off
the
hey.
This
is
a
new
goal
list.
Is
this
a
priority
for
us.
N
So
your
predecessor
council
identified
that
as
something
that
had
to
happen.
That's
that
boat
was
loaded
up.
That
ship
is
now
sailing
toward
the
place
that
they
said
it
needed
to
go
right,
which
means
you
don't
have
to
launch
another
ship
it's
on
its
way,
so
we're
going
to
let
that
go
staff
is
driving.
It's
all
good.
Now
that
clears
up
space
for
your
next
priority
that
this
group
is
saying.
A
Yes,
yes,
ship
girls,
daughter
of
a
civil
engineer
and
architect
on
ships.
H
Question
for
councilwoman
roney,
because
you
are,
I
consider
you,
our
transit
wisdom,
person,
implementation
of
phase,
one
not
complete.
F
F
F
F
F
L
K
F
K
K
F
A
So
thank
you
for
that.
That
was
really
really
powerful
in
terms
of
like
just
moving
it
forward.
I
think
we
want
that
kind
of
momentum
and
setting
the
pace
for
that.
I
also
want
to
name
that
keep
in
mind
with
some
things
that
you
offered
yesterday
the
ability
for
pushing
some
things
forward
because
they're
your
top
priorities,
pulling
back
on
some
things,
because
they're
already
operationalized
and
other
people
having
priorities
too,
but
we
want
to.
We
want
to
balance
that
together
in
our
trust,
building
and
communication.
O
That,
okay,
so
just
so
just
for
clarity
tonight
can
I
offer.
Can
I
ask
if
we
are
developing
a
list
of
operationalize
and
monitor,
and
so
just
to
be
clear?
We've
talked
about
these
now.
We've
talked
about
this.
I
think
the
other
one
is
the
business
inclusion
office.
I
think
we've
operationalized
it
and
we're.
K
C
L
C
K
O
O
A
A
Business
inclusion?
You
said:
cassie
operationalized,.
H
This
is
the
implementation
of
phase.
One
almost
feels
like
a
rework,
a
reword.
Almost
it's
like
a
continue
to
focus,
fund,
etc.
It
hasn't
gone
away
as
a
priority,
but
we
do
know
what
phase
one
is.
We
do
know
what
it
needs.
It
has
been
developed,
implementation
and
opera
operationalizing.
It
seems
to
be
the
next.
A
F
A
O
K
F
N
A
Which
is
the
knowledge
and
communication
and
the
decentralized
that's
the
activity
piece
that
goes
beyond
the
policy
making
and
this
what
we're
really
wanting
to
anchor
in
this
retreat
is
the
policy-making
piece.
What's
your
priorities
in
policy
making
that
policy
has
been
set
and
you're
correct?
It
is
not
operationalized
fully
because
the
funding
isn't
there,
but
it
doesn't
mean
that
it
goes
away.
It's
just
now.
No
longer
a
policy
like
the
whole
city
staff
has
to
run
and
make
this
their
top
thing.
H
L
Question
is
there
a
way
that
some
of
the
items
that
needs
to
be
monetized
that
we
could
put
in
policy
to
say
that
those
ones,
the
ones
that
we
have
already
identified
it?
You
know
that
need
to
be
done,
but
have
been
funded,
that
we
could
institute
policies
that
will
put
time
constraints
that
had
to
be
implemented
before
you
know
prior
to
so
that
way
we
wouldn't
be
dealing
with
this.
If
we
had
a
policy
to
deal
with
when
these
items
would
be
funded.
A
So,
if
we're
not
on
the
screen
on
my
powerpoint
anymore
or
maybe
we
are,
but
that
is
actually
like
towards
the
end
of
this
day-
is
putting
all
the
timelines
in
so
that
you
walk
away
with
a
completed.
These
are
the
priorities.
This
is
the
capacity
funding
questions
whatever
and
here's
city
staff.
You
have
to
come
back
and
not
only
give
us
the
strategies
for
implementation,
but
this
timeline
piece.
We
are
saying
like
hey.
This
goes
with
this,
so
it's
not
an
incomplete
cycle.
A
N
Okay,
so
you're
doing
good,
because
you're
now
you're
in
a
rhythm
things
that
your
predecessor
body
decided
were
priorities
they
got
built,
they
got
launched
and
now
they're
on
their
way
to
being
implemented,
standardized,
operationalized
and
monitored.
You
still
own
that
you
own
all
of
those
you're
clearing
space
so
that
you
can
birth
new
priorities
that
are
really
important
to
you
all
in
the
community.
Current
state
now
imagine
this
is
why
this
is
so
important
to
get
good
at
this.
N
Imagine
what
this
is
going
to
look
like
three
or
four
five
years
from
now,
you're
gonna
have
ships
all
over
the
place.
Yeah
we
started
that
look
at
it
go.
We
started
that
look
at
it
go
so
this
letting
go.
Let
it
let
it
go
forward
and
the
staff
has
it
in
their
hands
and
continues
to
be
accountable
to
you
to
give
you
updates
on.
It
is
really
important,
but
it's
vital
that
you
let
it
go,
trust
actively
trust
so
that
you
can
birth.
The
next
list
that's
coming.
K
Jamie,
do
we
have
any
highlighters
that
I
have
tons?
Okay,
okay,
I
need.
C
H
K
Let
me
just
close,
I'm
just
closing
the
is
this
helpful.
I
mean
I
don't
want
to
please.
K
The
you
mentioned
the
reduced
municipal
carbon
footprint
by
four
percent
and
the
to
the
point
about
the
trust
you
know
it.
It's
very
unsatisfying
that
the
only
thing
under
clean
and
healthy
environment
is
this
one
little
box,
because
actually
the
city
does
a
lot
more,
and
this
is
a
little
bit
of
a
challenging
area,
because
it's
sort
of
integrated
into
a
lot
of
the
things
the
city
does
and
it's
thread
through
different
departments.
K
But
it's
true
that
this
is
operationalized.
I
mean
this
particular
thing
is
operationalized,
so
you
could
check
it
so
and
and
maybe
make
room
or
make
space,
as
as
it
were,
to
to
put
something
new
when
we
do
the
new
part
in
in
the
clean
and
healthy
environment.
K
Again,
I
mean
not
to
say,
of
course
this
will
continue,
but
I,
but
I'm
wondering
if
we're
going
to
want
a
chance
to
add
some
new
things
there
and
so
technically
this
could
be
checked.
K
Roll
okay,
so
I
got
the
other
one.
I
see
that
we
didn't
talk
about
yet
is
the
develop
specific
implementation
plan
and
schedule
to
amend
the
udo
and
ordinances
to
reflect
recommendations
in
the
comp
plan.
So
I
think
when
we
did
this,
we
we
were
thinking
about
our
urban
centers
weren't.
We
thinking
about
that
and
we
were
thinking
about
the
hotel
ordinance.
K
K
Term
I
mean
it's,
never
it's
so
huge
and
amazingly
large
and
actually
the
reason.
I'm
saying
that
is
the
the
only
inhibitor
to
doing
it
really
is
that
it
costs
so
much
money
and
takes
so
much
staff
time
that
we
haven't
been
able
to
accommodate
it.
I
agree,
but
you
know
I'm
the
first
to
stand
in
line
and
say
we
need
to.
K
L
I
think
I
think
you're
right
esther,
that's
what
it
was
for
when
we
were
discussing
the
urban
centers,
because
in
planning
and
zoning
that
was
pretty
much
top
on
the
agenda
until
we
had
to
you
know
in
the
hotel
relay
so
that
does
address.
A
Ding
and
to
bring
up
a
point
that
you
made
earlier,
it's
a
ding
and
sage
and
to
your
point
sandra
as
well,
are
those
also
being
kind
of
operationalized
in
some
of
the
other
commissions.
Is
that
part
of
what
their
work
is?
This.
O
K
So
it
it's
a
little
bit
random.
What
gets
on
this
list
and
what
doesn't
I
mean
can't
you
think
of
like
massive
amounts
of
things
that
aren't
even
on
this
list,
like
we
don't
have
the
revamping
of
the
noise
ordnance
on
here,
which
is
like
a
never-ending
saga
of
trying
to
redirect,
but
I'm
just
so
it's
a
little
bit
funny
of
a
list,
but
but
it's
so
great
to
check
things
off,
though,
isn't
it
and.
N
But
madam
mayor
you're,
you're
sharing
something
that's
really
important.
What
I
hear
going
on
is
you're
now,
beginning
to
create
discipline
and
rigor
about
this
list,
understanding
that
you
have
a
countless
number
of
things
that
you're
responsible
for
and
staff
is
going
to
keep
driving
forward.
This
list
has
to
be
reserved
for
the
most
important
new
priorities
that
you're
you're
trying
to
launch
and
those
two
will
come
off
the
list
and
transition
and
operationalize,
but
you
have
to
have
rigor
with
this
list.
N
If
you
don't
have
rigor
with
the
list,
you
wake
up
one
day
you
get
40
on
it,
which
means
none
of
them
are
really
a
priority
and
completely
unmanageable
by
the
staff.
The
only
way
you
can
hold
this
staff
team
accountable,
if
you're
really
clear,
would
you
say
these
three
don't
miss
on
these?
That's
vital,
so
rigor
and
discipline.
A
So
these
are
things
that
you
actually
can
come
up
and
out
of
this
meeting
and
say
you
know
that
was
great,
but
we're
missing
this
and
this
and
this
and
this
for
me
to
make
an
informed
decision
and
me
to
be
able
to
say
that
this
priority
represents
my
constituents.
So
that's
not
we're
not
going
to
handle
that
now,
but
I'm
offering
that
as
homework.
C
H
K
F
I
hear
that
question
and
I
I
really
think
speaking
with
staff
and
looking
at
the
numbers
and
riding
the
bus
for
years
and
we're
sharing
the
work
with
the
mpo,
we
really
need
to
work
with
the
county.
We're
providing
service
into
the
county.
F
The
county
doesn't
have
to
start
from
scratch
with
their
own
transit
master
plan,
because
they
can
glean
from
the
work
that
we've
done
and
it's
an
area
where
we
can
collaborate
and
partner
and
get
better
results
if
we
work
together
than
if
we
just
stay
in
our
own
silo
on
this,
I
think
we'll
ultimately
have
much
better
success
with
the
county
tax
for
this.
If
we
work
together
with
the
county
on
it,.
C
F
K
You
know
I
to
that
point,
I
kind
of
think
under
our
goals
here,
if
we
might
actually
add
a
goal
when
we
get
to
the
new
part
that
talks
about
exploring
further
partnerships
with
the
county
in
general.
C
N
K
Advanced
our
relationship
with
the
county,
we
have
great
working
relationships
at
a
management
level,
and
so
it
might
include
transit
funding.
It
might
include
collaboration
around
school
initiatives.
It
might
include
reimagining
public
safety
partnerships,
so
you
know
to
me:
I
think
that's
right
and.
H
E
H
So
then,
I'm
not
sure
if
I
kept
this
list
properly,
but
what
I
see
are
items
one
and
two
to
be
amended.
Operationalized
reworded
and
I
see
number
seven-
the
review
and
update
comprehensive
housing
affordability
strategy
as
still
unchecked
and
everything
else
on
my
list
is
checked.
Did
anybody
else
get
all
that.
A
K
H
H
I
know
it
did
help
to
number
them,
but
that
one
is
halfway
down
largest
paragraph,
I'm
just
not
sure
that
we
discussed
it
or
maybe
it
was
folded
into
the
others.
A
H
Thinking
from
the
work
we
have
done,
we
updated
policies
to
prioritize
income
ranges,
including
lower
ami,
when
we
did
task
some
of
this
out.
It's
a
very
broad
statement,
so
I'm
hesitant
to
ding
it,
but
it
could
be
a
wordsmithing
operationalized.
K
Can
staff?
Can
you
remind
me
what
the
what
this
this
is?
The
review
and
update
com,
comprehensive
housing,
affordability
strategy
with
the
goal
of
assessing
the
effectiveness
of
the
tools
and
encouraging
development
of
mixed
income
communities?
I
thought
that
was.
We
were
just
going
to
try
to
see
if
our
policies
were
working
or
not
and
if
whether
they
needed
to
be
it.
H
Pushed
us
to
do
luigi
again
and
update
it,
and
that
was
done
and
then
it
became
luige
luige
and
then
it
also
we
amended
the
housing
trust
fund
language
a
couple
times,
so
there
were
some
policies
that
were
updated
to
reflect
the
goal
of
achieving
mixed
income
and
reaching
lower
amis.
If
that's
what
the
intention
was
of
the
2019
council,
then
I
say
we
can
ding
it
and
then,
when
we
get
back
to
new
items,
I'll
share
my
other
thanks.
G
D
I
think
that's
what
it
was
and
also
I
feel,
like
you
know,
this
assessment
of
the
of
how
effective
our
policies
are.
I
feel,
like
that's,
become
operationalized
I
feel
like
just
hcd
is
doing
it
all
the
time
and
I
think
staff
is
doing
it
all
the
time
that
you
know
it
isn't
that
we
have
operationalized
the
continual
review
of
how
effective
the
policies
are
and
they're
always
looking
for
you
know.
Are
there
different
things
we
could
be
doing
around
it?
D
E
And
I
I
would.
I
would
certainly
echo
that
gwen
as
well
as,
if
you
have
the
presentation
on
page
slide.
12
of
what
we
tried
to
do
was
to
demonstrate
under
the
accomplishments
that
your
policy
about
60
ami
targeting
that
group
how
we
were
actually
accomplishing
those
things
and
testing
out
luige
home
funding,
housing
trust
fund.
All
of
those
things
in
order
to
address
the
specific
ami
that
you
wanted
us
to
address,
we're
having
housing,
affordability,
workshops
for
you
every
year
to
bring
you
up
to
date.
E
A
Great
job,
okay,
so
we've
covered
them,
birdsmithing,
elimination,
all
right,
that's
great
work
and
you
thought
you
wouldn't
get
through
it.
You
did
you
check
some
things
off
and
when
we
come
back
from
lunch,
we're
gonna
do
some
switching
around
during
lunch.
We
get
some
things
together
so
that
you
can
add
two
and
we
can
re-look
at
these
buckets
on
where
they
go
now,
so
that
your
priorities
are
kind
of
grouped
together
and
you're.
Looking
at
evaluating
with
a
process
that
you
continue
to
iterate
with
so
ready
for
some
lunch
folks
is
it
here?
N
So
good,
so
we've
got
20
minutes,
so
maybe
this
is
the
time
for
us
to
go
ahead
and
create
a
new
list
and
you
get
to
take
all
your
priorities
out
of
your
pocket
and
let's
get
them
on
a
board
and
let's
look
at
them.
This
is
a
policy
part.
It
says
we
have
to
launch
this
because
we
have
to
take
your
individual
version
of
that
and
create
a
group
version
of
that.
Then
we
have
again
new
decisions
to
make.
So
I
think
we
use
the
time
to.
C
A
O
You
had
one
that
you
put
up
here
already:
do
we
need
to
transfer
it
over,
so
we
don't
lose
it.
O
E
K
So
so
here's
my
question
on
the
on
the
reparations.
When
we
talk
about
reparations
fund,
I
mean
we
did
establish
one
with
the
hotel
ordinance
so,
but
we've
also
laid
out
this
process.
That's
going
to
take
a
couple
of
years,
and
and
in
that
process
it's
it's
forecasted
that
a
commission
will
identify.
K
What
reparations
looks
like
is
it?
Is
it
a
pot
of
money?
Is
it
land?
Is
it
both?
Is
it?
Is
it
policy
changes?
Is
it
all
the
above?
So
I
feel
like
with
reparations.
There's
such
a
focus
and
eagerness
that
we
keep.
We
keep
in
my
mind,
getting
the
cart
before
the
horse,
but
maybe
that's
fine.
Like
me,
you
know
I'm
kind
of
looking
anthonyx
on
it,
but
but
and
that's
fine,
I
just
like
every
time
it
comes
up.
I'm
like
okay.
Is
that
how
it's
gonna
look
like?
Are
we
just?
K
L
Well,
I
think
that,
of
course,
funding
you
know
setting
up
streams
of
funding
for
reparations.
I
think
that
should
be
the
top
priority,
even
before
getting
any
kind
of
commission
together,
because
you're
able
to
set
up
streams
where
you
know
what
kind
of
money
is
coming
in
that
can
be
spent.
So,
therefore,
when
you
do
actually
get
the
commission
up,
then
they'll
know
what
kind
of
stream
income
stream
they
have
to
prepare.
You
know:
okay,.
K
K
Okay,
our
goal
for
reparations
funding
is
a
million
dollars
just
type
that
it's
a
hypothetical,
is
a
million
dollars
a
year
for
the
next
10
years
and
if
we
get
funding
through
hotel
applications
that
would
count
towards
it.
You
know
the
cash
dollars.
If
you
know
if
it
comes
from
here,
if
it
comes
from
here,
but
if
there's
a
shortage,
you
know
we
have
a
line
item
in
the
budget
that
makes
up
the
difference
every
year.
You
know
it's,
I
mean
I'm
just
trying
to
get
my
arms
around.
K
L
L
I
and
that's
the
reason
it's
good,
that
with
the
hotel
overlay,
this
money
would
still
be
coming
in
from
different
things,
and
I
think
that
that's
the
way
we
should
look
at
it
and
that
way
we
can
sort
of
figure
out
which
way
it's
going
because
right
now,
if
you
want
to
wait
till
we
get
everything
set
up
before
we
have
income
coming
in
then
you'll
have
everything
set
up
and
then
people
be
like.
Why
are
they
not
doing
anything?
Well,
they
don't
have
any
money.
So
it's
like
you
see.
K
Does
that
make
you
no
well
and
that's
why
I
raised
the
question
of
what
does
reparations
look
like
does
reparations?
Look
like
a
pot
of
m.
Like
you
know
the
affordable,
housing
trust
fund.
We
have
a
policy
that
every
year
the
affordable
housing
trust
fund
has
a
line
item
in
the
budget
and
it
is
funded.
What
is
it
two
million
a
year
every
year?
So
there's.
L
K
A
A
A
F
Have
a
question
the
the
point
list
that
we
applied
for
hotel
use.
We
talked
about
whether
or
not
that
could
be
applied
to
all
development
like
if,
if
someone
wants
to
build
a
trader
joe's
or
like,
would
they
need
a?
I
shouldn't
have
named
a
grocery
store,
but
I'm
saying
like
a
housing
development
that
has
expensive
condos
like
can
we
apply
that
same
point
system
so
we're
that's
also
contributing
to
the
ratio?
The
reparations
fund.
E
E
D
B
K
Mean
it
might
be
that
the
goal
is
a
little
bit
like
how
do
we
incorporate
community
benefits
into
zoning
and
land
use
in
general,
because
if
it's
only
captures
conditional
zoning
applications?
Of
course,
everyone
will
try
to
figure
out
how
to
do
it
by
right.
But
but
the
concept
is
clear,
I
mean
the
concept
of
incorp.
We
could
figure
out
the
details.
K
So
I
I
have
a
sneaking
suspicion
that
implementing
the
coveted
relief
money
we're
receiving
is
going
to.
You
know
we're
all
sitting
here
talking
about
other
stuff,
but
it's
going
to
consume
like
a
ton
of
time
this
year
and
it
should
it
it's
a
considerable
amount
of
money
and
there
are
requirements
about
how
quickly
it
has
to
be
spent
and
what
it
has
to
be
spent
on.
K
So
you
know
in
terms
of
a
new
item
and
in
the
short
term
I
would
say,
implementing
the
coveted
relief
you
know
spending
investment
whatever
you
want
to
call
it
needs
to.
We
need
to
recognize
that
that
is
going
to
be
a
priority.
It
just
has
to
be
a
priority
now
how
how
we,
as
a
council,
interact
with
that
process.
I
don't
know,
but.
I
H
Yeah,
I'm
not
sure
how
deep
we're
going
into
these
items,
but
I
had
a
similar
prioritizing
recovery
and
I
had
that
as
four
items
under
it
to
understand
and
itemize
the
impacts.
H
I
may
be
too
in
the
weeds
at
this
point:
I'm
not
suggesting
we
write
it
down
just
yet.
I
was
saying
I
just
had
some
parameters
around
like
deploying
it
with
immediacy,
understanding
who
is
most
impacted,
ensuring
there's
a
just
and
prioritized
use
for
the
funds
for
those
most
impacted,
and
then
I
also
thought,
maybe
because
of
the
county
and
this
idea
of
the
partnership,
and
they
have
an
additional
funding
that
perhaps
a
task
force,
I'm
not
saying
a
board.
A
task
force
might
be
organized
to
assess
and
come
back
with
recommendations.
So.
A
That's
the
implementation
piece,
which
is
part
of,
I
think
what
between
the
council
and
staff
I
mean
that
staff
needs
to
come
back
with
a
plan
and
if
that's
part
of
what
you
want
considered
in
the
plan,
then
it's
a
little
different
kind
of
bucket,
but
stay
up
here
stay
up
high!
That's
why
we
want
you
guys
to
be
at
that
policy
level.
B
H
A
So
for
the
purpose
of
distinction,
let's
close
up
this,
does
anyone
want
to
add
anything
new
to
the
the
list
before
we
just
unpack
this
piece
of
where
the
high
level
is
and
then
where
it
starts
to
trickle
into
you're
using
the
word,
and
so
I
can't
think
of
another
one.
I
apologize,
but
the
weeds.
A
F
This
is
kim
participatory
budgeting.
We've
been
doing
some
research
on
that.
I
think
that
could
probably
go
under
community
engagement
and
ad
engagement
ambassadors,
because
I
know
that
that's
addressing
some
disparities
in
equity
and
who
has
access
to
input
and
durham
has
models.
We
can
look
at
for
that.
A
A
K
H
F
I
think
we
have
to
when
I
thought
about
the
resiliency
and
sustainability
resilient
and
equitable
food
systems.
I
think
the
city
can
participate
with
this
with
our
land
use
with
cooperatives
with
gardens,
but
we
have
food
disparities
that
are
in
a
lot
of
places
that
used
to
have
a
lot
of
black
owned
businesses.
F
So
I
think
that
we
need
to
address
resilient
food
systems.
A
Did
you
say
resilient
and
equitable
yeah,
it's
just
yeah
thanks
kathy.
Thank
you
kathy.
H
So
I'm
trying
to
put
into
words
how
we
could
assess
you
know.
For
me,
this
comes
back
to
density,
around
corridors
and
access
and
single
family
zoning,
and
you
know,
but
we're
going
to
run
out
of
land
and
part
of
that
is
we're
seeing
that
in
the
uptick
in
crisis
in
prices
and
therefore
lack
of
affordability.
So.
H
O
H
H
I
am
concerned
that
we
on
one
hand,
say
we
need
so
much
housing
and
then,
on
the
other
hand,
the
entire
community
says
not
here,
not
there
not
near
me,
and
I
want
to
encourage
us
in
some
way
to
educate
around
how
much
land
we
have
that
it's
a
finite
resource.
That
density
is
needed.
I
don't
know
how
to
put
this
into.
H
A
Is
is
it
fair
to
say
like
assess
land
absorption,
land
availability
or
I
don't
want
to
put
words
in
your
mouth?
So
how?
Where
does
that?
I
hear
what
you're
saying
we
want
to
capture
it?
I
don't
know
where
it'll
perhaps.
A
Okay,
great,
let
me
look
at
the
time
see
if
you
guys
have
any
closing
thoughts
for
this
part
of
this
segment
and
then,
when
we
come
back
we're
going
to
dig
into
putting
all
of
this
together,
then
you
can
see
what
you've
removed.
E
K
B
M
I
do
have
a
question
so
the
strategy
you
suggested
yesterday
was
the
collaboration
with
the
county
around
the
9-1-1
dispatch
right.
I
M
I
did
have
a
thought
about
our
immediate
direction
this
year,
because
last
year
I
mean
we
had
a
plan
and
the
end
the
theme
or
the
the
goal
was
in
vet
dives
in
this.
So
I
just
I
just
wanted
to.