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From YouTube: Environment & Safety Committee – February 28, 2023
Description
Regular meeting of the Asheville City Council Environment & Safety Committee.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-committees/environment-and-safety-committee/
Participate before and during the meeting on our public engagement hub: https://publicinput.com/J8773
C
C
All
council
members
and
staff
are
participating
virtually
to
help
our
audience
follow
along
all
state
each
section
of
the
agenda
aloud
so
that
folks
can
kind
of
follow
and
track,
and
we
are
streaming
live
on
our
virtual
engagement
Hub,
which
is
accessible
through
the
virtual
engagement
Hub
link
on
the
front
page
of
the
city
website.
We
also
have
an
option
for
the
public
to
listen,
live
by
phone
for
those
of
you
out
there
with
us
today.
Welcome
thanks
for
being
here
for
today's
meeting.
C
We
have
the
option
for
people
to
call
in
and
comment
live
during
the
meeting.
We
know
that
a
previous
call.
There
was
some
challenges
with
the
queue
staff
just
spent
the
last
15
minutes,
doing
some
double
checking
and
having
different
staff
Call
in
get
into
the
queue
raise
their
hands.
So
we
feel
really
prepared.
C
Having
put
that
extra
time
in
to
make
sure
there
won't
be
any
technical
difficulties
today,
thanks
staff
for
doing
that,
and
if
you
would
like
to
call
in
and
comment
live,
you
can
use
the
same
number,
which
is
855-925-2801
with
the
meeting
code.
9477,
your
phone
will
be
muted
and
you
will
hear
the
meeting
live
at
this
point.
C
Speakers
need
to
push
star
3
to
enter
that
speaker
queue
so
to
get
us
rolling
I'm
going
to
do
roll
call
I'll
introduce
both
the
committee
members
and
staff
who
are
participating
virtually
when
I
call
your
name
once
you
come
off
mute
and
say
a
quick
hello.
So
first
vice
mayor,
Sandra
Kilmore
welcome
good.
C
Our
deputy
chief
bomb
stroke
good
morning,
apd's
Financial
business
manager,
Elise
Lewis,.
C
Good
morning
the
fire
chief
Scott
Burnett.
C
We
are
lucky
welcome,
glad
you're
here
and
sustainability
director
Bridget
hearing
good
morning
and
the
associate
vice
president
of
energy
at
AECOM,
Karen
Massey,
who
worked
with
the
sustainability
department
on
the
sustainability
plan.
We're
going
to
be
talking
about
Karen
glad
you're.
Here
you
are
on
mute,
but
I
see
you
smiling,
so
the
video
is
working
which
is
good.
C
So
thanks
everybody
for
that
roll
call
and
let's
go
ahead
and
get
started.
I
will
offer
as
our
agenda
starts.
The
first
item
is
public
comment.
Folks
will
notice
if
you're
looking
at
the
agenda,
this
committee
meeting
is
different
than
our
other
committee
meetings,
that
we
have
public
comment
both
at
the
front
end
and
at
the
back
end,
so
I'll
open
that
in
just
a
minute,
but
just
want
to
note
that
we'll
kind
of
see
how
this
goes.
C
If
it's
really
there's
ample
space
and
ample
comment,
we'll
we'll
consider
keeping
those,
otherwise
we
might
shift
to
having
one
one
public
comment
session,
but
we'll
we'll
kind
of
make
that
call
at
another
time.
C
So
starting
do
we
have
anyone
in
the
queue
to
start
us
off
the
public
comment
today.
No
I
do
not.
Okay
thanks
Katie.
The
next
step
is
approval
of
the
January
24th
minutes.
Do
I.
Have
the
motion.
C
You
great
and
I
will
do
a
roll
call
vote
vice
mayor,
Kilgore,
aye,
councilwoman,
Smith
and
myself
aye
all
right.
So
the
next
agenda
item.
Actually
the
next
two
agenda
items
will
be
from
our
Police
Department.
The
first
is
the
APD
contract
and
renewal
for
evidence.
Eq.
A
A
Evidence
IQ
offers
discounted
annual
rates
when
Contracting
for
longer
term
periods,
which
is
why
we're
asking
for
a
three-year
extension
on
this.
Not
just
a
single
year.
In
the
first
year
of
use,
ballistics
IQ
was
used
to
examine
630
cases,
including
cases
from
years
prior
to
2022
and
as
a
result,
we
were
able
to
produce
137
investigative
leads.
A
Our
forensic
unit
has
determined
the
appropriate
annual
package
to
move
forward
to
meet
their
needs,
we're
requesting
approval
to
review
and
amend
the
current
contract,
which
was
valued
at
seventy
thousand
eight
hundred
dollars
for
an
additional
three
years
at
79
500
per
year
for
a
total
contract
value
of
309
300,
thus
requiring
council's
approval
to
proceed
with
that
contract.
We're
asking
also
for
ratification
of
the
renewal
back
to
February
1st,
and
we
already
include
this
expense
in
our
annual
budget.
So
no
additional
funding
is
required
next
slide.
A
The
second
request
is
for
approval
from
Council
contract
with
us
ISS
agency.
Yes,
Devin.
E
C
Great
suggestion
yeah,
if
you
don't
mind
going
back
to
that
previous
slide,
yeah,
so
open
this
up
for
any
comments
or
discussion
from
my
Council
folks,
I.
F
C
I
I
can
start
by
saying
I
feel
like
this
allows
us
to
pursue
really
solving
crimes
with
more
efficiency
and
some
more
tools
and
resources.
So
I
don't
really
have
any
concerns.
B
And
I
don't
either
and
if
we
councilwoman
Smith,
do
you
have
a
comment
or
anything.
G
I,
don't
I,
don't
have
a
comment.
I
do
have
a
question.
You
did
offer
information
about
this
tool
leading
to
some
investigative
leads.
Has
it
led
to
clearance
of
any
crimes.
H
Yes,
ma'am.
We
solved
the
homicide
last
year
using
this
tool.
B
Motion
to
approve
a
resolution
to
ratify
the
contract
or
evidence
IQ
to
allow
for
the
renewal
of
the
additional
three
years
for
continuing
the
subscription
service
subscription
service
agreement
and
purchase
of
additional
additional
virtual
correlation,
Center
cartilage
cases
for
the
Asheville
Police
Department's
ballistic
IQ
directoria
solution
now
valued
at
309
300..
B
C
All
right,
I'll
do
a
roll
call
vote.
Vice
mayor,
Kilgore,
aye,
councilwoman,
Smith,
aye
and
myself,
I
motion
passes
to
move
towards
full
Council
on
March
24th
or
on
March
14th.
Excuse
me
thanks
for
that
suggestion,
Deborah
to
kind
of
do
one
at
a
time.
So
let's
continue
with
the
PowerPoint
on
the
other
proposed
resolution.
A
They
were
identified
for
award
based
on
a
request
for
proposal
process,
all
police
officer,
candidates
and
civilian
employees
that
work
for
APD
must
pass
a
background,
investigation
and
polygraph
test
before
they
are
hired.
We're
currently
understaffed
and
do
not
have
sworn
administrative
staff
available
to
complete
these
hiring
functions.
A
Given
the
volume
of
new
Personnel
needing
to
be
vetted
for
hire,
we
have
also
found
that
dedicating
a
vendor
to
perform
these
processes
has
shortened
turnaround
time
from
APD
working
these
internally,
with
our
current
limited
staff,
we'll
execute
a
contract
to
include
two
optional
renewals
planning
to
encumber
120
000
each
year,
and
we
already
budget
for
this
expense
in
our
annual
operating
budget.
Next
slide.
A
I
C
You
that's
it
appreciate
that
so
I
can
kind
of
open
up
I'm
curious
if
to
hear
from
my
teammates
on
Council
I
again,
not
only
have
no
concern
with
this
one,
but
I
welcome
it.
C
I
think
that
the
way
we
hire
is
really
important
and,
as
we've
heard,
our
police
chief
mentioned
before
that
we
really
need
to
understand
folks
character
and
make
sure
that
it
really
serves
Asheville
and
I
think
this
type
of
resource
will
help
us
have
stronger
hiring
process
amidst
our
challenges
with
hiring
so
I
think
this
would
be
Again.
Full
support.
I
also
feel
like,
given
the
context
of
you
know
anyone
who
woke
up
and
read
the
paper
this
morning.
C
We
know
that
we're
really
struggling
not
only
downtown
but
in
our
public
housing
and
in
our
neighborhoods
everywhere,
we're
feeling
the
impact
of
a
of
a
downward
trend
of
having
staff
in
our
police
department,
and
it's
it's
really
concerning
to
me
and
I.
Think
contracts
like
this
to
help
us
have
stronger,
more
effective,
efficient,
hiring
to
get
the
best
character
of
participants
into
our
police
forces
fantastic,
and
it's
also
challenging.
We
know
that
from
the
first
time
a
trainee
sits
at
a
desk
to
when
they
walk
on
the
sidewalk
takes
14
months.
C
It
takes
a
long
time
to
get
back
up
and
even
as
we're
rehiring
folks
they're
just
barely
filling
the
vacancies.
You
know
we
we
rarely
have
a
surplus,
and
so
I
think
continue
to
move
forward
with
administrative
functions
like
this.
To
get
better
services
to
support,
hiring
is
important
and
I
just
want
to
shed
light
and
gratitude
to
the
police
department
for
waking
up
and
doing
this
work
when
you
all
are
so
understaffed
and
to
share
you
know
to
the
public
that
I
know.
C
G
Agree:
I,
don't
know,
I
make
a
motion
to
allow
the
city
manager
to
execute,
on
behalf
of
the
city
of
Asheville,
contrary
not
to
exceed
360
thousand
dollars.
Us
ISS
agency,
LLC
for
a
police
applicant
background
check
and
polygrass
polygraph
testing
provider
to
include
the
option
to
renew
annually
for
two
one-year
extensions
upon
budgetary
approval
by
Council
for
each
fiscal
year.
C
Great
so
motion
to
approve
a
second
Ed,
so
councilwoman
Smith,
all
right
by
smear
Kilgore,
aye
and
myself
aye.
The
motion
passes
for
us
to
recommend
a
move
to
full
Council
on
March
14th.
E
If
that's
directed
to
staff
I'd
love
to
respond
yeah,
we
we
have
March
in
March
Prime
data
scheduled
for
a
discussion.
So
it
will
be
coming
back
to
you
at
your
next
meeting
in
March
fantastic.
Thank
you
absolutely
and
we'll
make
sure
that
we
hone
in
on
what
we
think
are
particularly
hard
crime
areas
from
a
geographical
perspective,
but
also
by
types
of
crime
and
and
I
hope.
That
would
be
sufficient.
That.
C
Is
fantastic,
I
think
the
geographical
area
and
the
types
will
be
really
helpful
because
I
know
again
downtown
I'm,
feeling
it
and
I'm,
seeing
it
and
I
know
that
other
parts
of
our
community
have
been
asking
for
more
police
support
for
some
time
when
we
were
talking
about
Public
Safety
recently,
we
had
a
really
honest
and
candid
public
commenter
share
about
concerns
in
her
public
housing,
neighborhood
and
so
I
think
that
the
experience
we
are
having
is,
it
might
be
broader
than
downtown,
but
just
CNC
in
the
geographic
Focus
areas
I
think
will
help
us
have
good
conversation
too,
because
we
will
be
prepared
thanks
for
anticipating
that
I
know
that
y'all
focus
on
this
and
anticipating
it
really
just
shows
how
thoughtful
you
all
are
being
as
you
as
you
take
us
forward.
E
C
C
So
that
concludes
item
four
of
our
agenda,
and
now
we
move
on
to
two
kind
of
items
more
in
the
environment.
Camp
I
suspect
we're
going
to
take
these
two
separately
as
well.
They're,
both
updates
for
information.
Only
we
aren't
seeking
to
have
any
motions
from
this
group,
but
Bridget
hearing
our
sustainability
director
is
joining
us.
The
first
item
is
an
update
on
the
single-use
plastic
reduction
initiative.
Welcome
Bridget.
F
F
So
if
we
can
go
to
the
next
slide,
the
key
takeaways
that
I
wanted
to
leave
you
with
today
are
one
that
staff
is
still
working
through.
The
proposed
timeline
that
we
presented
to
you
in
the
October
2022
meeting
we're
about
a
month
off
of
where
we
thought
we
were
going
to
be
at
that
point
in
time,
but
don't
think
that's
going
to
impact
the
overall
timeline
to
get
a
recommendation
to
you
all.
F
We
started
with
doing
internal
engagement
with
our
staff
to
make
sure
that
one
we
understood
where
our
staff
was
on
this
issue,
as
well
as
thinking
about
kind
of
this
operational
impact.
Should
we
make
a
recommendation
to
move
forward
and
what
we
found
from
that
is.
There
was
large
support
for
moving
forward
with
a
policy
in
this
area,
but
there
were
still
a
lot
of
concerns
over
feasibility,
unintended
consequences
and
impacts
to
our
residents
and
our
business
community
and
wanting
to
understand
more
about
that
impact,
especially
on
our
vulnerable
populations.
F
We
also
started
conducting
an
analysis
of
our
sanitation
services
to
see
how
we're
processing
these
materials,
where
they're
ending
up
and
ways
of
potentially
improving
those,
and
what
we
found
is,
is
that
our
current
Services
aren't
really
doing
a
great
job
of
getting
that
single-use
plastic
into
the
landfill
and
then
particularly
with
the
plastic
bags.
The
unique
nature
of
the
film
plastic
makes
it
extremely
difficult,
both
in
terms
of
the
services
that
we
provide
directly
and
also
the
ones
that
we
contract
with
through
our
recycling
provider
as
well,
and
some
contamination
issues
there.
F
F
That's
an
action
that
you've
already
taken
that
you
took
at
the
end
of
January
and
we'll
go
into
effect,
August
1st
of
2023
and
then
the
second
was
to
do
this
kind
of
longer
inquiry
about
potential
regulation,
around
single-use
plastic
bags
at
point
of
sale
and
expanded,
polystyrene
more
commonly
referred
to
as
styrofoam
disposable
food
wear
containers
and
so
we're
starting
to
look
into
that
process.
F
Now,
in
this
phase
too,
and
again,
this
will
conclude
most
likely
in
the
fall
with
a
recommendation
on
next
steps
from
staff
to
you
all
so
moving
to
the
next,
so
this
load
might
look
familiar.
This
was
the
same
slide
that
I
presented
at
the
October
meeting.
The
only
difference
is:
is
we're
looking
to
launch
the
public
survey
here
in
March
instead
of
this
month,
as
we
were
hoping
to,
but
otherwise
still
on
track.
F
So
just
wanted
to
give
a
little
reminder
of
the
steps
that
are
involved
with
the
second
phase,
where
we'll
launch
a
public
survey,
that's
for
anybody
and
everybody,
and
then
once
we
find
out
who
took
that,
knowing
that
a
survey,
Outreach
mechanism
isn't
really
sufficient
to
hear
from
everybody
from
our
community,
we'll
look
at
the
voices
missing
and
identify
some
more
strategic
approaches
to
talk
to
folks
and
get
that
input
as
well,
and
that
will
all
inform
our
recommendation
that
eventually
comes
back
to
you.
F
So
again,
just
a
little.
You
know:
I've
already
mentioned
these
things,
but
the
actions
taken
we've
updated.
The
ordinance
we've
engaged
internally
with
City
staff
started
this
analysis
of
existing
Sanitation
Services,
which
I
think
will
be
ongoing
and
evolve
as
we
learn
more
about
our
situation
and
where
our
public
is
and
how
they're
impacted.
We
also
looked
at
what
feasibility
of
Alternatives
could
look
like.
So
is
there
an
option
to
add
curbside
recycling
for
plastic
bags
and
styrofoam?
If
we
didn't
what
kind
of
other
services
could
we
provide?
F
What
infrastructure
would
that
look
like,
and
so
far
we
haven't
come
up
with
anything
that
really
seems
very
feasible
for
us
to
implement
and
then
had
started
collecting
some
of
the
research
from
our
Community
Partners
about
the
impacts
of
these
products
on
our
natural
environment
as
well
as
human
health,
so
going
to
the
next
slide
again
mentioning
that
we
wanted
to
start
internally
and
really
understand
where
we
are
as
an
organization
before
we
start
going
into
the
community
and
wanting
to
mirror
the
approach
that
we
take
internally
that
we're
going
to
take
externally.
F
You
know
we
hosted
a
number
of
focus
groups
with
staff.
We
did
a
survey
approach
and
what
we
found
out
from
that
is
again
about
80
percent
of
the
folks
that
participated
were
in
support
of
moving
forward
with
some
kind
of
an
ordinance
or
policy
that
might
reduce
single-use
plastic
bags
at
point
of
sale
and
styrofoam
take
out
containers
when
we
talked
about
implementation
timelines,
the
most
popular
response
was
to
look
at
more
of
six
months
to
a
year
in
terms
of
having
a
phased
in
approach.
Communication
is
really
important.
F
There's
a
lot
of
confusion
about
what
is
what
the
city
is.
Looking
at,
like.
What's
in
scope,
what's
out
of
scope,
you
know
plastic
bottles,
plastic,
ketchup,
packets,
all
the
things
right,
the
questions
that
come
up
for
how
people
utilize
plastic
in
their
lives
so
being
really
clear
and
intentional
about
the
words
that
we
use
is
very
important
and
then
again
the
primary
concern
with
moving
forward
was
just
how
do
we
enforce
this?
How
do
we
make
sure
people
understand
it?
How
do
we
provide
support
to
our
community
so
this
transition?
F
With
this
the
nature
to
shred
to
to
get
wrapped
up
in
things,
it
creates
a
unique
challenge
in
terms
of
being
able
to
process
them.
Their
lightweight
ability
means
that
they
travel
far
they
break
down
quickly
and
again.
When
we
looked
at
alternative
Management
Solutions,
we
didn't
see
a
clear
path
forward
and
something
that
we
could
some
infrastructure
that
we
could
build
to
provide.
That's
either
existing
or
could
be
built
to
be
able
to
accept
these
items
in
a
different
way.
F
So
these
are
the
next
steps
and
this
comes
directly
from
our
project
page.
So
we
do
have
a
project
Page
live.
We
have
a
place
where
people
can
enroll
if
they
just
want
to
stay
informed
of
the
initiative
as
they
go
forward.
We
started
frequently
asked
questions
document,
so
people
can
email
us
if
they
have
questions
to
start
Gathering.
You
know
what
are
the
things
out
there
that
are
really
causing
people
heartburn
when
they
hear
about
this.
F
That
may
or
may
not
be
included
in
the
scope
of
this
project,
but
really
the
next
step
is
to
go
externally
out
into
the
community
and
start
Gathering
that
feedback.
Also
in
tandem
with
this,
we
are
Distributing
some
paper
bags
for
leaf
collection
for
folks
to
be
able
to
test
that
out.
So
we're
looking
at
kind
of
a
phased
approach
of
doing
that
as
well.
F
We're
looking
at
doing
that
in
the
spring,
in
conjunction
with
launching
the
survey
we're
looking
at
doing
that,
perhaps
later
in
the
summer
and
then
maybe
again
in
the
fall,
when
Leaf's
collection
really
starts
getting
going
so
trying
to
keep
those
things
related,
but
also
making
sure
that
people
understand
what
is
a
change
and
what's
just
something
where
we're
having
a
discussion
about
and
so
yeah
and
then
we'll
come
back
to
you
in
the
fall.
So
that's
that's
just
an
update
of
where
we're
at
and
I
don't
know.
B
How's
mayor
Kilbourne,
yes,
hi
Bridget.
Thank
you
very
much
greatly
appreciate
it
of
the
report.
I
want
to
ask
you
a
question.
I
like
I
said:
I
could
understand
the
need
to
do
this
as
far
as
protecting
the
environment.
But
I
noticed
that
when
you
were
speaking
you
would
always
say
signal-use,
Plastics
and
whatever
and
then
you'd
say
something
about
your
cycling.
So
are
there
any
recycling
options
for
Plastics.
F
Right,
so
that's
what
we
looked
into
to
figure
out
like
what?
Where
do
these
things
go
in
the
waste
stream
and
is
there
an
opportunity
for
that?
Unfortunately,
there's
not
an
opportunity
to
take
risk
styrofoam
that
has
been
contaminated
with
food.
There
is
not
an
option
for
that.
There
is
an
option
for
people
to
take
styrofoam
places
that
hasn't
been
contaminated
with
food,
but
we're
specifically
looking
at
disposable
food
wear
when
it
comes
to
plastic
bags.
F
There
is
some
of
the
retailers
have
places
that
you
can
drop
them
off
and
we're
trying
to
work
with
the
vendor
that
takes
those
to
figure
out
what
the
opportunity
it,
how
much
they're
getting
from
our
Market.
Is
there
an
opportunity
to
expand
that
you
know
or
not?
So
that's
part
of
our
continued
conversation
and
investigation
into
anything.
We
might
recommend
going
forwards.
F
B
F
Yeah
and
the
survey
will
be
available
so
folks
can
take
it
either
from
the
perspective
of
being
just
a
resident
being
a
business
owner
or
both.
So
people
have
that
opportunity
when
the
survey
is
launched
and
we've
we've
spoken
to
some
businesses
about,
you
know
what
we're
trying
to
do
and
making
sure
that
the
questions
we're
asking
are
going
to
help
us
get
some
of
that
information.
We're
looking
for
thank.
C
You
yeah
I'd
appreciate
that
inquiry
vice
mayor
Kilgore
of
kind
of
it's
like
the
carrot,
stick
the
push-pull
if
we
can
be
Recycling
and
creating
really
effective
recycling
methods.
How
does
that
relate
to
regulating
Banning
this
versus
Banning
and
I?
Think
I
think
I
appreciate
staff's
due
diligence
that
we're
taking
this
year
on
it.
C
C
and
I
know:
there's
a
push
pull
between
the
time
it
takes
to
do
analysis
to
get
you
know,
metric
tons
down
versus
the
time
it
takes
to
design
a
solution
so
but
I
understand
that.
There's
balance
in
that
effort,
but
I
do
just
want
to
make
sure
that
this
is
in
the
context
of
that
policy
goal.
If
that's,
where
we're
shooting
towards,
as
well
as
keeping
our
rivers
and
streams
as
clean
as
possible.
C
How
far
would
these
efforts
get
us
towards
that
and
with
whatever
what
level
of
effort
so
I
think
I
think
the
the
process
y'all
are
going
through
is
really
really
going
to
help
us
get
to
a
good
decision
making
process
by
fall.
G
I
had
a
question
about
how
you
were
going
to
develop
your
focus
groups
and
other
discussions
through
an
equity
and
engagement.
We
know
that
folks
are
going
through
engagement
fatigue,
and
you
mentioned
that
you
would
like
your
focus
groups
that
you
had
with
internal
staff
to
kind
of
mirror
be
mirrored
in
the
community
when
you
go
out
for
engagement
in
a
community.
So
my
question
is
knowing
that
folks
are
kind
of
tired
of
being
surveyed
and
questioned
because
they
feel
like
they've.
G
F
And
so
the
strategy
here
is
is
to
do
the
wide
approach
first
with
the
survey
and
see
who
all
takes
that
recognizing
that
there's
a
a
variety
of
reasons
why
people
wouldn't
use
that
traditional
engagement,
look
at
whom
responded
and
then
see
who's
missing
and
then
figure
out
how
we're
going
to
reach
those
folks
individually.
So
I
think
it's
hard
to
say
in
this
moment,
but
I.
Once
we
see
whom
is
missing
from
the
conversation,
then
we
can
figure
out.
F
F
F
C
Thanks
for
that
question,
I
mean
I,
really
agree.
That
fatigue
can
be
challenging
and
you'd
mentioned
earlier
Bridget
how
we
were
had
been
tracking
to
get
input
this
month,
but
it's
moved
to
March
and
my
head
went.
Oh
that's,
probably
good,
because
we
have
the
budget
input
survey
out
right
now,
and
so
you
know
trying
not
to
slam
everybody
but
I,
know.
Y'all
are
working
hard
to
make
sure
that
everything
across
the
organization
is
integrated
in
stage.
But
I
do
agree.
C
To
our
next
agenda
item,
which
will
also
be
with
Bridget
Herring
and
our
guest
for
me,
Ecom
is
on
the
municipal
climate
action
plan.
I'm,
going
to
tip
my
hand
on
this
ahead
of
the
presentation
and
say
I
am
so
excited.
Our
organization
is
looking
at
an
update
to
this
plan.
I
think
this
can
bring
a
lot
of
excitement
and
vision
towards
where
we
need
to
go
so
Bridget.
Take
it
away.
F
Yeah
thanks
everyone
again:
Bridget
Herring
sustainability
director
really
excited
to
be
bringing
this
document
to
you.
It's
been
a
labor
of
love
over
the
past
year
and
a
half
and
the
sustainability
advisory
did
discuss
this
at
their
meeting
last
Tuesday
and
recommended
it
unanimously
for
adoption.
F
But
today
we're
just
going
to
do
an
update
of
breath
of
Consultants
here
so
that
you
can
ask
any
questions
about
the
process
or
where
they
come
from
and
their
experience
and
why
we
work
together
with
them
and
then
we'll
be
coming
back
to
you
in
March,
so
just
to
level
set
on
where
we're
at
and
then
I'm
going
to
turn
it
over
to
Katrina
Lewis,
who
is
with
AECOM,
which
is
the
consultant
that
was
awarded
the
RFP
to
work
with
us
through
this
process.
Katrina
you
want
to
take
it
away.
H
Yes,
thanks
Bridget,
and
thank
you
everybody
for
having
us
here
today
where
we
are
equally
excited
to
be
presenting
this
update
and
get
you
any
feedback.
You
guys
have
a
questions.
So,
as
Bridget
mentioned,
my
name
is
Katrina.
Lewis
I
am
a
vice
president,
with
ecom's
energy
team
and
the
director
of
our
energy
and
ESG
Advisory
Group.
My
colleague,
Karen
Massey,
is
also
on
the
line
with
us
today
who
helped
lead.
H
The
creation
of
this
plan
with
Bridget
and
her
team
I
also
want
to
give
a
quick
shout
out
to
Fernley
who
helped
us
understand
how
the
city
operates,
and
it
interacts
with
this
residents,
as
well
as
previous
work,
like
the
resilience
work
and
the
SMP
and
Eminence
Partners.
Who
is
our
partner,
who
helped
with
funding
estimates
and
opportunities?
The
city
staff
was
also
a
huge
help
in
creating
this
strategy
and
making
sure
that
we
got
to
where
we
are
today.
H
So
if
we
go
to
the
next
slide
before
we
dive
into
specifics
of
this
plan,
I
wanted
to
pause
and
discuss
a
few
high-level
takeaways.
First,
this
plan
is
focused
on
internal
City
activities
and
operations,
or
in
other
words,
what
the
city
can
do
to
positively
impact
climate
adaptation
and
mitigation
efforts.
H
H
The
mcats
of
the
municipal
climate
action
plan
and
short
mcap
there's
the
22
activities
in
there
were
recommended
based
on
their
impact
feasibility
and
ability
to
advance
Equity.
It
sets
for
these
22
recommend
activities
and
looks
at
their
resource
needs,
resource
gaps
and
how
to
sequence
implementation.
H
H
There
are
three
primary
purposes
of
this
musical
climate
action
plan.
The
first
is
to
update
the
sustainable
management
plan
from
2009,
given
advancements
made
by
the
city,
as
well
as
changing
priorities,
goals
or
availability
of
new
technologies.
It's
also
meant
to
prioritize
internal
activities
of
the
city.
There
is
simply
isn't
enough
resources
to
do
everything
that
could
be
possible,
so
this
helps
to
try
to
prioritize
what
can
be
done
now
and
how
to
best
use
the
city's
resources.
H
And
finally,
it
aims
to
develop
a
path
for
continued
progress
and
success.
It
does
this
by
establishing
a
road
map
for
continuing
progress,
so
that
additional
priorities
can
be
added,
as,
as
things
may
change
in
developing
this
mcap,
we
worked
hard
to
build
on
the
foundation
of
success
already
in
place
within
the
city.
This
included
reviewing
existing
goals,
plans,
actions
working
with
groups
who
are
already
advancing
this
work,
like
say
C
and
City
staff
to
identify
prioritize
and
develop
implementation
plans
for
the
22
activities.
H
H
As
mentioned,
the
development
of
the
MCAT
began
with
review
of
the
city's
internal
sustainability
and
climate
goals,
plans
and
actions
in
order
to
identify
successes,
gaps,
areas
of
improvement,
and
it
was
based
on
this
information
analysis
that
we
helped
develop
a
list
of
potential
activities
that
could
help
move
the
city
forward.
H
We
were,
then,
we
then
worked
together
to
narrow
this
list
of
activities
to
the
22
that
are
in
the
final
plan
and
I'm
going
to
talk
you
briefly
through
the
how
we
prioritize
that,
before
going
into
a
little
bit
more
detail
about
the
planet,
s
so
to
narrow
this
list
of
activities,
the
following
process
was
used.
We
started
by
developing
out
prioritization
factors.
These
are
shown
here
on
the
right
again
that
impact
feasibility
and
opportunity
to
advance
Equity.
H
Finally,
these
results
are
all
synthesized
together
using
feedback
from
from
all
the
sources
I
just
mentioned
to
identify
22
activities
for
priority
within
the
MCAT
activities
that
weren't
selected
were
documented
for
potential
future
integration
into
the
city's
climate
work.
So
they're
not
forgotten,
there's
again
helping
to
prioritize
how
resources
can
be
can
be
used
now
to
make
an
impact
on
climate
needs.
H
H
We
developed
this
framework
to
help
again
make
sure
the
city
has
something
they
could
use
moving
forward
to
organize
their
work.
These
three
goals
include
goal,
one
which
was
talks
about
City
assets,
basically
working
to
ensure
that
they
are
resilient,
sustainable
and
efficient
goal.
Two
looks
at
City
activities,
including
operations,
participation
and
decision
making,
and
looks
at
how
sustainability
and
climate
priorities
can
be
embedded
into
how
the
city
does
its
work
and
finally,
goal
three
looks
at
how
the
city
can
be
a
good
partner.
H
Using
these
goals
as
a
foundation,
we
developed
a
framework
which
the
city
can
use
to
guide,
not
only
the
implementation
of
this
plan,
but
also
as
a
structure
as
priorities,
resources
or
Technologies
change
and
new
activities
may
be
identified.
So
this
includes
the
three
items
you
see
on
the
screen
here.
The
first
are
the
goals
I.
Just
walked
you
through,
which
are
these
overarching
areas
for
achievement.
H
Next
slide,
please
for
the
activities
the
mcap
does
more
than
just
identify
things
that
can
be
done
but
aims
to
outline
how
they
can
be
implemented.
This
includes
descriptions
of
the
specific
activities
talks
about
the
type
of
activity
that
it
is
the
operational
resources
that
may
be
needed
in
order
to
implement
the
activity,
funding
needs
and
considerations
for
implementation
in
the
time
framework
I'm
not
going
to
walk
you
through
the
goals
and
the
activities
that
are
under
each
goal.
H
Please
note
there's
a
lot
on
each
slide
that
you're
going
to
see
coming
up
and
the
purpose
isn't
isn't
to
review
each
one,
but
to
demonstrate
the
types
of
activities
within
the
mcap
for
today.
If
we
go
to
the
next
slide,
we'll
start
by
looking
at
goal,
one
which
again,
is
that
goal
looking
at
how
city-owned
assets
can
be
more
resilient,
sustainable
and
efficient.
This
school
has
the
most
activities
underneath
it
which
again,
given
that
key
takeaway,
that
this
is
really
focusing
on
what
the
city
can
do
is
not
a
really
smart
thing.
H
So
we
have
13
different
activities
identified
here,
you'll
notice
that
one
of
them
is
bolded,
that's
just
noting
that
it's
in
the
existing
ongoing
activity
that
the
plan
is
uplifting
and
continuing
to
provide
resources
for
you'll,
also
notice.
Some
activities
have
asterisks
next
to
it.
That
is
their
turn
to
note
things
that
can
be
done
in
the
short
term,
so
kind
of
initial
Investments
that
can
be
made
or
things
that
can
be
focused
on
in
the
years.
One
and
two
of
implementation
slide.
H
H
Next
slide,
please
so
as
I
mentioned
previously.
The
goal
of
the
strategy
of
the
plan
is
not
just
to
identify
things
that
can
be
done,
but
try
to
support
the
city
in
thinking
through
how
they
can
invest.
The
city
will
need
to
be
strategic
when
it
begins
work
on
activities
and
build
off
existing
and
new
successes
along
the
way.
So,
in
the
planning
process,
we
took
into
account
different
timing
considerations.
These
considerations
included
things
like
the
need
to
drive
progress
in
the
short
term.
H
With
you
know,
balancing
with
longer
term
maybe
Capital
intensive
activities
that
have
an
impact
check
into
account,
existing
staff
resources
and
their
capacity
to
say,
develop
new
plans
or
policies
to
support
this
work.
It
also
looked
at
existing
time
frames
for
things
like
the
capital,
Improvement
planning
process
or
the
long
nature
of
infrastructure
planning
projects
and
also
at
its
heart,
made
sure
to
consider
that
existing
core
Services
needs
to
be
maintained
and
improved
not
disrupted
by
this
process.
H
So,
in
creating
this
plan,
we
identified
three
different
time
frames
for
implementation
short
term,
which
is
in
a
year
or
two
medium
term,
which
looks
like
in
year,
three
and
four
and
longer
term
in
years
five
and
Beyond.
We
also
want
to
identify
the
different
implementation
phases
for
these
activities.
Let's
look
at
things
like
planning
or
development,
things
that
are
implying
or
development
things
that
are
in
implementation,
the
things
that
are
kind
of
simultaneously
in
planning
and
implementation.
We
also
have
those
existing
ongoing
activities
that
identify
you
quickly
go
to
the
next
slide.
H
This
chart
on
the
right
is
not
meant
to
be
read
on
the
screen,
but
you
can
see
it
in
more
detail
in
the
MCAT.
It
does
the
note
on
the
top
here,
though,
those
implementation
time
frames,
and
if
you
go
to
the
next
slide
on
these
bar
graphs,
it's
showing
you
kind
of
how
those
implementation
phases
overlap.
So
the
city
could
say,
look
at
the
column
under
year,
one
and
say:
what
should
we
be
thinking
about
doing
for
each
of
these
identified
activities?
H
H
Slide
please
so,
to
recap:
the
municipal
climate
action
plan
focuses
on
Municipal
operations,
where
significant
opportunities
exist
to
impact
climate
adaptation
and
mitigation.
It
demonstrates
Asheville's
commitment
to
sustainability
and
climate
action
and
builds
on
the
progress
that
has
been
made
to
date
and
with
the
limited
resources
and
multiple
priorities.
It
aims
to
be
strategic
in
how
these
things
are
implemented
and
where
priorities
are
made
next
slide,
please.
C
Thank
you
so
much
Katrina
I
really
appreciate
the
presentation
and,
of
course,
the
work.
This
is
not.
This
is
not
a
small
effort
to
really
apply
these
lenses
and
Analysis
to
bring
it
all
together.
I,
of
course,
have
a
handful
of
questions
that
I
can
open
up
to
TDs.
First
I,
don't
know
if
Shanika
or
Sandra.
If
you
want
to
start,
if
not
I
can
get
us
rolling.
C
C
Just
I
respect
your
firm
quite
a
bit
and
so
a
question
that
I
would
love
to
just
hear.
Your
reactions
to
your
Reflections
on
is
that
you
have
worked
with
a
lot
of
municipalities
and
you
have
worked
in
this
space
specifically
for
quite
some
time,
just
curious.
You
know,
as
you
have
that
context
from
other
communities
and
places
that
might
not
have
the
state
level
control
that
we
do
in
North
Carolina
or
might
not
have
massive
investor-owned
utilities,
who
kind
of
call
the
shots
on
a
lot
of
energy
stuff.
C
Is
there
anything
like
uniquely
Asheville
that
gives
us
a
leverage
opportunity,
as
opposed
to
what
is
often
uniquely
Asheville,
where
our
hands
are
tied
behind
our
back
and
I?
Don't
know
if
you'll
have
a
great
answer
to
that
I'm,
not
trying
to
give
you
a
pop
quiz,
just
curious
from
your
the
the
landscape
that
you
have
that
you're
privy
to.
D
There
we
go.
Thank
you
too
many
devices
today.
Asheville
is
in
a
a
really
interesting
position,
because
you're
a
small
City,
but
you
all
are
really
doing
some
amazing
things.
Given
your
size-
and
you
know,
budgets
are
just
a
reality
everywhere,
but
Asheville
really
has
a
nice
leg
up.
You
have
got
people
that
are
very
committed.
Your
residents,
your
leadership,
also,
you
know,
is
putting
a
lot
in
and
your
staff
as
well
so
I
think
that's
the
real
leg
up
from
what
we
see
in
a
lot
of
places.
D
Quite
honestly,
the
other
thing
that
I
find
incredible
and
I'm
so
impressed.
Is
you
look
at
climate
from
both
a
climate
adaptation
and
a
climate
mitigation
standpoint?
So
it's?
What
can
we
do
to
reduce
our
carbon
footprint
and
then
what
we
can?
We
do
to
survive?
You
know
weather
or
climate
events,
but
you
look
at
it
not
only
for
the
city
but
also
as
it
impacts
your
citizens.
So
that's
the
part
that
Asheville
is
just
a
Step
Beyond.
Almost
any
Community.
We
see
to
tell
you
the
truth.
D
You
know,
there's
always
a
lot
of
ways
to
go,
but
just
the
fact
that
you
are
honestly
looking
at
all
the
equity
that
you
put
into
the
equity
considerations
you
put
into
everything,
you
do
really
puts
you.
You
know
in
a
great
step
forward.
You
know,
as
far
as
looking
out
for
both
your
community,
the
citizens
and
with
the
the
city
does
itself.
C
I
think
that's
helpful,
I
think
it's
nice
to
remember
and
hear
that
type
of
feedback
when
we're
facing
a
global
challenge
that
every
Community
faces
that,
despite
some
of
the
challenges,
we
do
have
some
really
especially
unique
opportunities
and
then
I'm
gonna
kind
of
just
go
through
the
other
points.
C
And
then
we
can
discuss
or
have
a
conversation
around
them,
so
I'll
just
kind
of
go
through
them,
and
some
of
them
are
more
for
staff
like
this
first
one,
one
of
so
where
I'm
gonna
go
is
start
to
bundling
into
kind
of
the
priorities
within
the
goals
and
so
under
goal.
One
one
of
the
priorities
to
is
to
incorporate
equity
and
sustainability
into
a
process
to
address
aging
infrastructure
and
that
we're
already
moving
towards
that.
C
The
second
place
is
under
goal:
two:
there's
a
line
item
of
priority
that
folks
that
staff
are
already
working
on
to
really
pursue
State
utility
policy
towards
climate
and
sustainability
and
the
question
I
have
there
is-
or
my
first
comment
is:
that's
fantastic,
there's
so
much
that
we
can't
do
because
of
the
state
policy
climate
and
because
it's
regulated
and
I
wonder
if
we're
also
referencing
stormwater
challenges
and
other
goal
areas,
and
we
know
that
storm
water,
the
increase
of
rain
and
snow
is
going
to
create
winter
storms
and
flooding
issues.
C
That
is
the
biggest
climate
threat
that
we're
going
to
have
to
adapt
to
I
wonder
if
there
or
I
would
love
to
hear
some
reaction
to
what.
If
we
pulled
storm
water
into
that
priority
area
as
looking
towards
the
state
that
it's
not
just
looking
at
the
utility
policy
and
the
energy
side
of
things,
but
really
calling
out
that
we
want
to
look
towards
Pathways
of
addressing
storm
water
from
the
state
side.
C
Because
my
understanding
is,
we
really
don't
have
a
lot
of
opportunities
to
do
that
off
of
City
properties,
so
that
would
be
kind
of
a
question
of
if
that
thought
has
come
up
and
then
the
third
comment
is
I
love.
Seeing
that
resilience
hubs
are
in
some
of
this
priority
mix,
I
think
councilwoman
Smith,
that's
something
one
of
the
first
times
we
talked
to
you
had
mentioned
of
something
exciting
these
resilience.
Hub.
C
Is
this
opportunity
to
create
safe
spaces
that
can
weather
the
storm
that
when
the
lights
are
out
everywhere,
the
lights
are
on
there
and
I
think
that's
a
really
interesting
conversation
not
only
to
have
about
places
in
the
community
that
community
members
own
and
Lead,
but
in
our
own
facilities.
So
when
we're
looking
at
our
public
facilities
and
our
infrastructure
assessment,
now
I
wonder
if
there's
a
way
to
kind
of
include
that
in
the
shorter
timeline,
so
that
we're
dovetailing
what
we
could
do
with
our
public
city
facilities
for
resilience
hubs
and
the
third.
C
You
know:
does
that
engage
youth
like
just
that
sounds
exciting,
so
love
to
hear
a
little
more
so
I
know
that
was
a
bit
of
a
list,
but
I'm
excited
so
hopefully,
whatever
order
might
feel
best,
perhaps
maybe
manager,
Campbell
I
I
would
start
towards
you
of
am
I,
connecting
the
dots
between
that
addressing
or
aging
infrastructure
and
the
equity
and
sustainability
lens
with
Bond
thinking.
So.
E
Thank
you
for
that
that
question
we
are
in
the
process
of
Dylan
a
capital
facilities
assessment,
a
study
of
all
of
our
facilities.
We
will
be
then
utilizing
several
lenses
to
prioritize
and
determine
from
the
perspective
of
equity
sustainability
and
cost,
how
to
prioritize
and
invest
in
those
facilities,
and
obviously
that
would
be
a
conversation
that
we
would
have
with
Council.
E
And
yes,
we
would
use
that
information
to
help
form
the
basis
for
hopefully
requesting
the
council
pursue
I,
guess
raising
additional
Revenue,
which
could
come
through
a
a
bond
referendum
and
I.
E
Don't
think
that
staff
has
been
shot
about
suggesting
to
you
all
that
we
need
more
revenues
in
order
to
address
tremendous
Capital
needs,
and
so
yes,
you,
your
your
connection
of
the
dots
is,
is
accurate,
but
we
want
to
do
this
in
the
context
of
having
that
base
of
information
which
that
Capital
facilities
assessment
will
will
help
inform
us,
and
we
don't
think
that
we're
going
to
be
able
to
address
all
those
needs
with
one
Bond
referendum.
E
It
will
be
a
10
15-year,
look
at
how
do
we
invest
and
prioritize
and
and
Bridget,
if
there's
anything
else
that
you
think
I've
I've
overlooked.
F
I
think
that's
great
I
think
also
we're
looking
at
it
at
the
project
level.
You
know
we,
through
our
climate
Justice
work
developed
the
the
climate
Justice
map
that
gives
us
some
information
about
where
people
are
located,
what
vulnerabilities
they're
having
to
deal
with
and
encouraging
our
staff
to
be
able
to
utilize
that
information,
as
they
start
to
think
about
things
on
a
project
level
in
terms
of
where
things
get
rolled
out.
F
First,
how
projects
are
getting
like
you
know
in
the
list
and
the
queue
so
I
think
that
all
kind
of
builds
towards
what
manager
Campbell's
talking
about
and
so
I
think
we're
trying
to
put
as
many
building
blocks
in
place
as
we
can
to
be
successful
with
this
strategy.
F
See
if
I
remembered
them
all
so
in
terms
of
the
state
policy,
I
think
there's,
you
know,
definitely
an
opportunity
to
expand.
You
know
we
look
at
kind
of
the
opportunities
that
we
have
and
try
and
be
strategic
about
the
capacity
we
have
in
our
our
ability
to
engage
in
those
spaces
and
are
really
kind
of
building
some
capacity
in
that
space.
F
To
do
that,
more
consistently,
I
think
we
started
with
energy
because
we
had
a
lot
of
technical
assistance
from
some
of
our
partners
with
the
southeast,
sustainable
directors,
Network
and
Rocky
Mountain
Institute,
and
there
was
some
more
Collective
action
within
local
governments
in
North
Carolina
and
that's
why
those
kind
of
Bubble
to
the
top
first
I
think
there's
absolutely
opportunity
to
advance
it,
and
that
conversation
is
starting
to
happen
and
the
stormwater
fee
study
right.
F
So
looking
at
what
we
have
opportunities
to
do
where
we
have
opportunities
to
grow,
what
are
those
barriers
and
maybe
Creative
Solutions
to
to
deal
with
them?
So
I
would
say
that
absolutely
our
stormwater
team
is
on
that
and
I'm
hopeful
that
those
conversations
are
going
to
continue
to
happen
through
that
process,
which
is
something
that
will
come
before
you
as
well
and
we're
working
with
them.
The
sustainability
advisory
committee
is
trying
to
work
with
them
on
that
project,
so
trying
to
like
clue
everybody
into
where
the
action's
happening.
C
Could
I
just
jump
back
to
that
one
sure?
So
what
I'm
hearing
is
you
know
we're.
We
have
a
strong
water
utility
for
those
listening,
so
that
that
is
a
place
where
we're
putting
in
pipes
in
the
ground
and
we
are
addressing
storm
water
and
flow
and
that
with
that
utility
you
know
we're
we're
doing
some
assessments
of
where
we
need
to
go
further.
C
Can
we
put
it
in
here
explicitly
to
put
it
on
the
map,
because
what
I,
what
I
said
with
storm
water,
is
that
this
conversation
has
been
coming
up
for
over
a
decade
and
we
always
say
our
hands
are
tied
by
the
state.
We
can't
look
at
more
Creative
Solutions
to
address
stormwater
off
of
City
facilities
and
we
need
to
start
mapping
towards
that
capacity.
C
Just
like
you're
saying
you
know,
with
the
energy
side,
it's
taken
10
years
to
build
some
of
that
Collective
influence
at
a
state
level,
but
I
feel
like
explicitly
putting
it
on
the
map,
given
that
this
plan
will
be
ours
for
at
least
the
next
10
years.
C
I
think
doesn't
mean
that
we
need
to
expect
tomorrow
to
have
that
Collective
action
strategy
or
that
influence
at
the
state
level,
but
really
putting
it
in
the
Target
Zone
acknowledges
that
there's
a
real
limit
to
what
we
will
be
able
to
do
locally
from
a
regulatory
or
policy
standpoint
on
stormwater,
so
I
just
would
love.
You
know
when
we
look
at
this
next
time
to
see
if,
if
there's
a
way
for
that,
and
if
not
to
really
understand
the
the
concern
to
to
do
that,.
C
Or
more
explicitly
like,
is
there
an
opportunity
in
this
plan
to
add
that
into
the
priority
line
item
that
says
we're
going
to
be
working
towards
state
level
change?
That's
focused
on
energy
utility
stuff
now,
but
to
really
explicitly
call
in
and
call
out
that
we
want
to
work
towards
storm
water
stuff
as
well,
and
if
and
if
that
doesn't
make
sense.
C
Given
so
much
of
the
analysis
that
y'all
have
done
like
help
me
understand,
but
I
think
that
call
out
could
be
really
beneficial,
even
if
it
takes
a
while
for
us
to
build
the
capacity
to
really
have
a
huge
impact
at
the
state
level.
On
this
topic,.
F
B
Thanks
I
was
just
wondering
Maggie,
and
this
is
for
our
audiences
for
myself
too,
when
you
talk
about
being
able
to
the
storm
you're
wearing
bring
it
in
the
sustainability
and
all
that,
could
you
even
give
us
an
example
of
what
state
laws
are
prevailing
us
from
doing
certain
things
that
could
actually
benefit
this
program.
Sure.
C
I
think
a
lot
of
it
comes
into,
and
staff
can
correct
me
if
I'm
wrong
I,
don't
think
we
have
anyone
from
the
stormwater
division
here,
but
you
know:
there's
the
stormwater
utility,
where
we're
putting
pipes
in
the
ground
to
move
and
channelize
the
water
to
the
river
or
we're
putting
plants
in
the
ground
to
suck
up
the
water
like
straws
and
that's
a
function
that
we
will
continue
to
play.
C
It
still
is
a
challenge
when
we
have
less
plants
in
the
ground
and
more
asphalt
and
more
impermeable
pavement,
so
the
more
hard
space
as
our
community
grows.
There
are
means
water
is
just
going
to
run
right
off
of
that
down
into
the
river
and
cause
flooding,
and
so
the
way
that
our
Udo
is
structured.
The
way
that
we
have
conversations
with
the
private
Community
when
they're
building
or
making
changes
on
their
property.
There
isn't
a
lot
of
opportunity
for
us
to
even
offer
great
carrots
in
those
development
conversations.
C
Let
alone
sticks,
not
that
I
would
want
to
start
with
some
sticks,
but
I
think
that,
right
now
it
can
just
be
challenging
from
the
Udo
perspective
and
the
growth
and
development
perspective
for
us
to
really
figure
out
what
changes
as
we
grow
could
be
made
so
that
the
water
is
getting
absorbed
on
site
faster
than
just
running
into
the
river
and
causing
flooding.
B
They're
helpful
but
yeah
and
they're,
so
there
are
mechanisms
that
you
have
that
you
can
be
utilizing
because
I
know,
but
even
in
Planet
zoning.
Basically
they
restrict
the
different
asphalt
and
permeable
surfaces.
Because
of
that
reason,
and
a
lot
of
them
are
penalized,
if
they,
you
know,
have
large
surfaces
or
whatever
but
you're,
seeing
there's
natural
ways
that
we
can
actually
control
this
runoff
without
using.
C
Like
green
infrastructure
is
kind
of
the
buzzword,
but
then
the
storm
water
rules
that
we
enforce
right
now
are
set
by
the
state
and
we
can't
make
any
local
adjustments
to
them
unless
there's
a
state
conversation.
Yet
not
every
city
in
the
state
is
challenged
with
the
volume
of
rain
that
we
have
and
our
mountainous
surfaces,
which
creates
our
flooding
dynamics.
That.
C
F
All
right,
okay,
so
resilience
hubs
is
something
and
I
know.
You
know
we've
spoken
about
this
before
that
can
exist
on
private
property.
They
can
exist
on
public
property.
The
important
thing
is
that
there's
a
good
agreement,
understanding
between
the
community
and
the
city
as
an
organization
of
like
what
are
those
roles.
What
are
those
responsibilities?
F
Who
is
you
know,
taking
care
of
what
pieces
and
making
sure
that
that's
something
the
community
wants,
I
think
we're
at
the
beginning
stages
of
those
conversations
and
so
want
to
make
sure
that
we
take
the
time
to
set
a
good
foundation
and
that's
why
we
didn't
put
it
as
day
one.
Let's
go
do
this
right
now,
because
we
really
need
to
have
those
conversations
and
understand
where
they
need
to
be
who's
invested
in
them
to
you
know
to
make
that
a
successful
strategy.
F
What
I
can
say,
though,
in
the
short
term,
in
terms
of
our
city
assets,
when
we
talked
about
those
resilience,
considerations
for
City
assets,
that's
a
place
where
we
can
start
looking
at
what
we
have
and
how
we
build
those
to
be
able
to
serve
as
that
function.
Once
we
get
there
right
so
make
sure
that
those
facilities
are
able
to
provide
some
services
in
times
of
disruption
and
are
set
up
for
that
and
I
think
that
can
benefit
both
from
an
operational
side
and
capacity
as
well
as
it
can
from.
B
F
That's
why
it's
it's
kind
of
in
the
way
the
plan
and
the
way
it
is,
and
and
hopefully
we'll
be
able
to
have
time
for
that
conversation
as
well
as
to
be
able
to
invest
in
our
assets
in
a
nearer
term,
as
those
opportunities
become
available
through
like
the
comprehensive
facilities
assessment.
And
what
comes
out
of
that
thanks.
B
Yeah
I
was
just
going
to
say:
if
you
could
please
make
just
have
everyone
check
their
phone
and
see
you
has
their
phone
on,
because
it
was
very
difficult
to
hear
Bridget.
Oh.
B
C
Okay,
yeah
and
I
think
what
I'm
hearing
from
you
Bridget
there
is
that
there's
two
parts
of
resilience
hubs,
a
resilience:
Hub
needs
the
physical
building
and
why
I'm
kind
of
wanting
to
make
sure
that
we
make
sure
when
we're
looking
at
all
of
our
facilities,
we're
looking
at
our
physical
buildings
so
that
they
can
be
solar
ready
or
they
can
have
storage
batteries
or
whatever.
And
then
you're
saying.
There's
a
programming
side
that
the
community
already
has
ownership
in
some
of
those
spaces.
C
And
we
want
to
make
sure
that
the
programming
for
those
resources
is
is
developed
thoughtfully
and
in
Partnership
at
the
pace
of
trust
with
the
community
members.
And
so
those
two
elements
combined
are
part
of
the
core
concept
of
a
resilience,
Hub
and
so
there's
some
more
work
to
get
the
programming
side
prepared,
but
that
the
infrastructure
side
will
be
wrapped
into
as
we're
thinking
about
infrastructure
in
the
coming
years
as
well.
Okay,
just
to
make
sure
it's
it's
locking
in
and.
F
F
A
F
So
the
climate
ambassador
program-
you
know
this
really
gets
to
councilwoman
Smith's
earlier
point
about
fatigue,
Community
fatigue
in
terms
of
how
we
engage
and
so
trying
to
figure
out.
If
there's
a
way
to
kind
of
build
some
capacity,
you
know
kind
of
building
off
the
work
that
we
did
through
the
climate
Justice
initiative.
Where
we
had,
we
interviewed
some
like
specific
Community
leaders.
We
did
some
story
circles
and
trying
to
figure
out.
F
How
do
we
build
like
an
infrastructure
where
people
who
are
interested
have
that
lived
experience
can
participate
in
a
way,
that's
mutually
beneficial
and
more
sustainable,
and
so
that's
where
this
idea
came
from
you
know
we
would
love
to
have
a
youth.
You
know
component
to
this,
but
it's
not
specifically
targeted
just
at
youth.
I
think
that
you
know
right
now.
We
are
working
on
the
community.
F
Engagement,
Academy
I,
think,
is
what
it's
called:
that
the
communications
and
public
engagement
team
is
doing
right,
they're
kind
of
like
piloting
out
this
model
and
we've
been
able
to
be
a
part
of
that
project
team
to
figure
out
how
we
can
have
those
conversations
in
the
sustainability
space
and
what
that
role
is,
but
we're
trying
to
be
really
mindful
again
why
this
isn't
a
short-term
piece
is
to
like
really
figure
out.
What's
in
the
landscape,
really
figure
out
what
our
community
wants
to
see
like.
C
Nate
that
sounds
really
I
appreciate
you
hearing
a
little
more
of
depth
and
understand
kind
of
the
due
diligence
required,
yet
all
right
that
goes
through
my
big
old
list.
Thank
you
other
thoughts
or
questions
for
staff
or
the
consultant
team
that
prepared
this
I'll
remind
folks
that
we'll
this
is
for
information
today.
This
gives
the
community
this
gives
everyone
a
council
plenty
of
time
to
review
and
digest
a
bulky
report
which
has
great
ideas
in
it.
C
G
I
think
a
lot
during
this
conversation
I
thought
a
lot
about
not
only
youth
involvement
but
their
leadership,
because
the
environmental
justice
field
has
been
changed
tremendously
by
youth
voices
and
because
they
were
so
passionate
and
knowledgeable.
More
people
wanted
to
listen.
G
So
when
you
go
back
to
the
conversation
we
had
earlier
about
people
just
shutting
down
when
we
try
to
engage
them
to
have
beneficial
conversations,
it's
just
kind
of
moot,
sometimes
so
I'm
wondering
and
when
we
talked
earlier
about
climate
ambassadors,
if
we
can
find
more
youth
voices
to
go
out
and
educate
the
public
ahead
of
our
engagement
so
that
we
can
have
some
high
level
conversations
and
I
believe
that
youth
are
very
I.
Think
the
community
is
very
receptive
to
being
educated
by
the
youth
because
they
own
the
future.
G
C
C
C
No,
there
is
not
okay,
so
two
rounds
of
public
comment,
no
comment
so
maybe
maybe
we'll
look
to
adjust
in
the
future,
but
we
can
talk
about
that
as
we
prepare
the
coming
agenda.
Yeah.
G
How
do
we
want
to
test
that?
Because
sometimes
when
we
are
Hot
Topics,
we
get
a
lot
more
people
to
call
and
just
time
management
wise,
it's
best
to
have
at
the
beginning
and
at
the
end,
is
there
any
way
we
can
gauge
that
ahead
of
time
it
could
seem
like
a
trigger
would
be
if
they
call
Leanne
or
if
they
send
in
an
email
comment
like
sometimes
it
seems
like
it's.
G
C
Yeah
I
think
that's
a
good
suggestion
of
you
know.
Staff
always
lets
us
know
if
we
have
email
comments
or
voicemail
comments
ahead
of
time.
So
perhaps
we
could
try
that
where,
if,
if
that's
a
signal
to
us
that
there
are
some
topics
with
a
lot
of
interest,
we
retain
having
two
sections
of
public
comment.
But
if
not,
we
could
revert
to
one.
What
do
you
think
about
that?
I'm
open
I?
Don't
have
a
real
strong
opinion,
just
wanna.
G
I
think
the
intention
of
putting
public
comment
at
the
beginning
was
to
be
mindful
of
the
working
class
voice.
You
know,
sometimes
they
can't
sit
throughout
an
entire
meeting.
It'll
be
best
for
them
to
be
heard
at
the
beginning
of
the
meeting,
and
then
they
can
go
on
about
their
day
and
I'd
have
to
sit
through
a
long
meeting.
So
with
the
equity
intention.
B
Oh,
it
just
depends
because,
like
she
didn't
make
a
very
good
point,
that
a
lot
of
people
want
to
make
comments,
but
they
don't
want
to
sit
through
the
cold.
You
know
you
know
it's
meeting,
so
that
does
make
plenty
of
sense,
and
then
you
do
have
people
that
want
to
make
it.
You
know
comments
after
because
after
they've
heard
things
they
may
want
to
comment.
I
really
don't
see
a
need
for
me
to
change
that
process,
because
basically,
as
far
as
the
public
comment,
it's
more
that's
going
to
dictate.
B
You
know
because
just
like
today,
we
didn't
have
any
only
took
five
seconds
to
say
we
didn't
have
it.
You
know
at
the
end,
so
I
don't
really
see
a
big
reason
to
change
it
at
this
time,
because
the
public
safety
has
always
been
a
major
issue
when
people
do
like
to
call
in,
especially
when
they
have
topics
of
concern,
s.
G
My
case
and
Katie
is
usually
really
proactive
in
letting
you
know
how
many
people
are
in
a
queue
before
you
start.
The
meeting
and
that'll
give
you
information
on
whether
just
to
host
it
at
the
beginning
or
not.
The.
I
G
Hate
to
do
away
with
it
and
then
they'll
become
a
great
need
for
it.
But.
C
Yeah
I
think
both
your
points
are
good
of
it.
Really
it's
very.
It
can
be
very
situational
depending
on
what
the
conversation
is
and
so
yeah
I
think
I
think
the
point
of
it
only
takes
a
second
or
so
to
say
it.
We
can
keep
seeing
if
it
really
obstructs
us,
but
it
sounds
like
it's
kind
of
no
harm
no
foul
at
this
point.
So
if
there's
any
context
that
changes
us,
we
can
look
at
that
in
the
moment,
but
otherwise
kind
of
keep
on
this
track
is
what
I'm
hearing
that
makes
sense.