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From YouTube: City of Boulder City Council Study Session 1-9-20
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A
I
guess
I'm
running
the
show
again
feel
better
Sam.
So
this
is
the
study
session
for
January
9
2020
Sam,
who
I
spoke
to
earlier
today,
is
still
feeling
badly
with
Sanam
good
vibes.
We
have
three
things
to
tackle
in
our
study
session
tonight.
First,
we're
gonna
start
with
an
overview
of
our
emergent.
A
It
Express
here
to
walk
us
through
what
this
all
means
and
and
and
how
we
should
feel
about
it,
and
then
our
second
and
that'll
take
about
an
hour
or
second
item
will
be
our
president,
our
respective
presentation
or
a
board
and
Commission
reports.
We've
got
75
minutes
from
that.
Lynette's
already
warned
me
that
some
of
you
were
thorough
in
your
in
your
summaries
of
the
letter.
A
We
did
manage
to
generate
12
years
worth
of
work
to
do
this
year,
and
so
we
have
a
a
really
great
opportunity
at
the
retreat
to
narrow
that
down
to
a
manageable
amount
and
we're
just
gonna
touch
on
that
really
quickly.
I
think
Jane's
gonna
walk
us
through
the
projects
that
are
underway
right
now
and
I
think
well.
This
will
be
a
quick
opportunity
for
us
to
ask
each
other
questions.
A
Do
you
want
me
to
start
okay
I've
been
told
that
we're
gonna
start
with
the
review
of
the
agenda,
so
you
should
have
on
your
table
in
front
of
you.
The
agenda
that
Mary
and
Heather
and
in
Jana
and
I
put
together
and
I.
Think
we've
looked
at
this
at
least
once
before
a
couple
of
notes
when
we
gather
at
four
o'clock
our
host
that
growing
gardens
would
like
to
give
us
a
little
five-minute
description
of
what
they
do.
Gardens
and
I
think
we'll
enjoy
that.
A
As
a
matter
of
fact,
if
it's
a
nice
day,
maybe
a
little
walk
around
outside
a
little
bit
during
one
of
our
breaks
and
then
we'll
get
right
into
the
agenda.
We'll
start
with
an
icebreaker
in
which
we
will
introduce
each
other
using
our
energetic
in
emergent
Attucks
profiles,
which
we'll
talk
about
here
in
a
second
and
we'll
spend
the
rest
of
the
evening,
including
over
our
dinner
break,
working
on
some
procedural
changes
that
you
all
have
recommended,
and
then
Saturday
will
be
our
day
for
preparing
the
work
plan.
A
A
What's
that
you're
gonna,
let
you're
gonna
be
the
only
guy
in
a
tuxedo
all
right
any
questions
or
amendments
to
the
draft
agenda.
We
can
obviously
make
changes
on
the
fly,
but
this
is
kind
of
our
going
in
thinking.
Anybody
have
any
changes.
Okay,
we're
gonna
go
with
it.
Would
you
like
to
introduce
Heidi
to
us.
A
B
Heather
Bergman
I
know
many
of
you
for
a
long
time
and
some
of
you
for
a
very
short
time.
I
will
be
your
facilitator
a
little
bit
tonight
and
then
for
the
whole
retreat.
This
is
Samuel
Wallace
he
works
for
me.
He
will
document
your
conversation
and
leave
out
every
single
adjective
so,
as
Sam
mentioned,
Sam
and
Mary
provided
a
fair
amount
of
direction
and
vision
for
this
retreat
and
by
Bob
by
Sam
I
met
Bob,
and
one
of
these
we've
done
in
the
past.
B
That
proven
to
be
quite
helpful,
is
to
have
council
members
get
a
better
understanding
of
how
you
as
individuals,
think
how
you
process
information
and
how
that
shows
up
on
the
diets,
both
in
the
individual
level
and
as
a
group
level.
So,
if
I've
asked
my
friend
Heidi,
who
is
an
expert
in
immersion
ethics
to
explain
it
all
to
us
and
she's
gonna,
take
it
away,
do
smart
stuff.
Now,
okay,.
C
C
You'll
be
left
with
that
in
your
hands
today,
you'll
be
pairing
up
and
learning
more
about
each
other
based
on
your
mo
genetics,
and
then
anybody
who
wants
a
little
more
time
understanding
their
individual
stuff.
Just
you
know,
take
me
out
for
coffee
sometime
and
we
can
do
that.
So
that's
the
plan,
let's
see,
if
I
can
figure
out
how
to
do
this.
C
It
there
we
go,
maybe
it
just
needed
to
wake
up,
so
Bob
did
the
most
amazing
job
when
he
first
talked
about
what
this
was
called.
A
mo
genetics
I
just
stumbled
over
it
constantly
when
I
first
started
working
with
this
tool.
It's
a
it's
an
interesting
name.
It
actually
makes
a
lot
of
sense
because
it
comes
from
the
field
of
study
emerge
enos's,
which
is
looking
at
both
your
genetic
wiring,
as
well
as
what
you've
been
exposed
to
up
to
the
age
of
early
adulthood,
probably
around
18
to
21.
C
At
that
point,
most
of
what
we
measure
on
this
instrument
is
pretty
solidified
in
you
and
unlikely
to
change
after
that,
and
so
it's
patterns
of
thinking
and
behaving
as
as
Heather
said
that
it's
all
about
preference,
it's
kind
of
where
you
want
to
spend
your
energy
and
how
you
tend
to
loop
things
through
your
brain.
How
you
prefer
to
show
up
and
behave?
C
That
said,
it's
a
great
data
point
and
you
might
be
familiar
with
some
of
the
data
points
that
you
see
up
on
the
slide
now
those
psychological
motivators
like
the
Ania
Gramm,
MBTI
and
insights,
which
is
like
MBTI
on
steroids,
same
Jungian
psychology,
but
a
little
more
rigor
to
the
instrument.
360
feedback.
All
of
these
are
great
ways
of
learning
more
about
yourself.
C
This
is
a
great
tool
and
it's
been
used
quite
a
bit
with
counsel
and
I
use
it
often
when
I'm
working
with
teams,
because
it
has
very
good
statistical
rigor,
which
I
feel
good
about
that
right.
There
tells
you
something
about
my
thinking
preferences.
You
can
try
to
guess
what
my
profile
is
by
the
end
of
the
evening.
I
like
that
and
I
think
it's
pretty
user
friendly
on
that.
One
page
that
you
see
that
an
example
of
there
you
get
a
lot
of
good
information.
C
You
will
all
get
a
narrative
along
with
this.
That
gives
you
much
more
detailed
information
about
you,
but
just
by
looking
at
this,
there's
there's
a
lot
there
and
it
becomes
very
easy
to
understand.
So
it's
a
great
way
not
just
to
understand
more
about
each
other,
but
to
understand
how
to
work
well
together
what
your
tendencies
as
a
team
might
be,
where
you
have
great
strengths,
possible
gaps
and
be
more
intentional
in
that
way
than
and
how
you
show
up.
C
You
know
you,
you
don't
have
to
be
well
I'm,
that's
just
how
I
am
I,
don't
balance
my
checkbook,
because
I
don't
have
any
green.
You
actually
still
have
to
do
the
show
up
on
time
for
meetings
and
balance
your
checkbook,
but
you
can
sort
of
choose
to
flex
your
style
and
and
and
make
sure
you're
paying
attention
where
you
need
to
also
you'll
be
able
to
use
each
other
as
resources
it's.
C
This
is
a
great
group.
You
have
a
lot
of
resource
on
this
council
and
I
was
talking
to
Adam
in
Mara
by
about
that
earlier
that
how
they
can
be
great
resources
to
each
other,
just
based
on
their
mer,
genetics
profiles.
So
just
for
a
moment,
because
I
know
about
the
long
meetings
you
all
hold
and
hours
of
hard
brain
work
that
you
do.
I
wanted
to
just
talk
for
a
minute
at
the
beginning
of
this,
about
our
brains,
they're
kind
of
amazing.
C
They
have
hundreds
of
billions
of
neurons
with
thousands
and
thousands
of
connections
and
when
we
learn
we
make
new
connections.
But
when
you
really
look
at
it,
it's
about
2%
of
our
total
body
weight,
and
yet
it
uses
up
1/5
of
our
oxygen
and
1/4
of
our
energy.
Because
of
that
one
of
its
main
jobs
is
to
conserve
energy,
and
it's
trying
to
do
that
a
lot.
So
our
brain
is
trying
often
trying
to
find
ways
to
make
a
quick
decision.
Pull
information
up.
Oh
I've
seen
this
problem
before
I.
C
Don't
really
need
to
think
through
it.
I
know
what
the
right
answer
is
and
a
lot
of
the
shortcuts
that
our
brain
takes
forming
habits,
handing
stuff
off
to
our
subconscious,
it's
great
and
serves
as
well,
but
when
you
really
need
to
make
important
decisions
together
and
build
good
problem-solving,
critical
thinking
skills,
then
you
need
your
brain
at
your
best.
So
if
you
just
read
this,
that
I
have
in
front
of
you
right
now.
C
What
you'll
notice
is
that
you
can
read
it
and
you
can
make
sense
out
of
it
and
in
fact
the
longer
you
go
through
it,
the
more
sense
it
makes
the
easier
it
becomes
to
read,
because
our
brains
will
adapt
it.
As
long
as
the
first
and
last
letter
of
the
word
are
in
the
right
place,
then
our
brain
sees
the
word
as
a
whole
instead
of
the
individual
letters
and
it
it.
In
fact,
if
you
try
to
read
it
phonetically,
it
would
be
much
harder.
C
So
that's
just
an
example
of
shortcuts
that
it's
taking
for
us
I'm,
not
gonna,
make
you
do
brain
gym
exercises
right
now,
I
promise.
But
there
are
some
things
that
you
can
do
when
you
notice
that
we've
passed
the
90
minute
mark
and
we
need
to
keep
going
and
I
need
to
wake
my
brain
up
a
little,
because
research
shows
you
can't
really
be
at
your
best
after
90
minutes,
without
some
sort
of
a
little
break
and
there's
actually
a
book.
C
Gail
browning
has
put
together
she's
one
of
the
gail
browning
and
Wendell
Williams
are
the
two
that
created
a
more
genetics
that
is
called
brain
gin
exercises
and
I,
wouldn't
recommend
getting
up
and
doing
that
move
in
the
middle
of
a
council
meeting
I,
you
know,
Heather
is
gonna
demonstrate
for
us
right
now,
but
there
are
some
things
that
you
can
do
that
are
a
lot
more
subtle,
even
if
it's
just
standing
up
and
stretching
and
taking
a
break.
That
will
help
a
lot
when
you
can't
get
away.
C
So
these
are
the
things
that
we're
going
to
talk
about.
There
are
four
thinking
preferences
and
there
are
three
behavioral
preferences.
I'm
gonna
go
through
and
talk
about
all
of
them.
The
reason
that
those
purple
arrows
the
purple
is
where
the
behaviors
are
noted.
The
reason
that
they
go
around
the
outside
of
that
circle
is
is
just
to
symbolize
and
remind
you
that
people
experience
you
through
your
behaviors.
They
see
your
behaviors
before
they
ever
get
to
what
your
thinking
is
all
about.
Okay.
C
So
if
you're
at
40,
for
example,
that
means
60
percent
of
the
population
uses
more
of
that
color
or
has
a
preference
for
more
of
that
color
than
you
if
you're
at
95
there's
there
is
some
of
that
going
on
in
this
room
individually.
That
means
only
5%
of
the
population
uses
more
of
that
has
more
of
a
preference
for
that
color
than
use.
That's
that's
what
that
means.
C
Once
you
get
charted
there,
then
those
are
all
added
up
and
given
a
total
and
dividing
each
one
of
those
colors
into
the
total
then
gives
us
a
percentage
for
your
brain
and
that's
what's
represented
by
the
circle.
The
circle
represents
your
brain
and
how
much
of
a
preference
it
has
in
each
of
those
colors
does
that
make
sense
to
everybody?
Okay.
C
So
if
you
have
a
pie
piece,
that's
at
23
percent
or
more,
then
we
would
say
you
have
a
preference
for
that
color
for
that
kind
of
thinking.
Most
people
have
a
preference
for
two
or
three
colors.
Very
rarely
do
we
have
single
preference
people
they
exist
and
even
even
rarer
is
what
we
call
a
quad
brain
somebody
who
has
preference
in
all
four
colors
I
know
of
at
least
one
of
those
people
that
are
in
the
room
tonight.
C
I
only
share
emergen
etics
results
when
I've
gotten
permission
to
by
the
way,
so
I
never
share
individual
results
unless
someone's
giving
me
permission
but
quad
brain
is,
you
know,
really
sees
and
thinks
through
all
these
different
perspectives,
and
so
can
really
see
things
from
a
variety
of
perspectives.
Can
also
be
hard
to
land
on
a
decision
you
can
imagine
if
you
have
that
so
I'm
going
to
go
through
and
I'm
going
to
start
with
the
behaviors
and
just
explain
them
quickly.
Just
interrupt
me
if
you
have
any
questions
this
these
purple
lines.
C
C
Somebody
who's
first,
third,
would
would
do
all
that
internally
and
then
come
out
with
a
thoughtful
here's.
What
I
think
we
should
do
or
not
do
so
think
about
if
you
don't
know
your
own
profile
yet
where
you
think
you
are
on
this
scale
and
anytime
we're
in
the
second
third,
anybody
who
has
between
34
and
66
on
any
of
these
three
behaviors,
that's
a
really
flexible
place
to
be.
It
depends
on.
The
context
depends
on
what
we're
talking
about
who
who's
in
the
room.
I.
C
B
So
sometimes,
when
I
do
interviews
with
counsels
before
retreats,
people
say,
and
then
there's
that
dave
and
he
just
talks
all
the
time
and
that
guy
just
wants
to
make
sure
no
one
else
gets
a
minute
to
talk,
because
if
they
do,
they're
gonna
disagree
with
him
and
he
won't
habet.
So
he
never
shuts
up
when,
in
fact,
that
might
just
be
he's
a
third
third
and
he
that's
how
he
comes
to
his
own
conclusions,
is
by
talking
himself
in
the
rest
of
the
room
through
them.
Similarly,
it's
the
first
third.
B
If
that
person
doesn't
talk,
sometimes
we
say
that
person's
not
engaged
that
Aaron
Brocket.
He
does
not
pay
attention,
he
doesn't
give
a
crap.
Why
is
he
been
on
council
he's?
Not
gonna
participate,
he
waits
until
he
has
something
to
say,
and
then
he
has
says
something
really
smart,
so
just
be
very
mindful
for
all
of
these
things
that
they
manifest
as
behaviors
and
our
interpretations
of
behaviors
may
be
off.
Yeah.
C
Thanks
Heather
also
keep
in
mind
that
you
might
have
to
make
adjustments
based
on
that,
so
that
you
do
hear
every
voice
right
and
somebody
who's
first,
third,
might
need
a
little
more
time
before
they
speak
they,
if
you're,
asking
them
a
question
or
to
come
to
a
conclusion
without
giving
them
a
little
bit
of
space
to
put
their
thoughts
together.
That's
very
difficult,
you
might
might
not
get
get
a
response
right
away,
but
the
people
that
are
third.
Third,
you
can
still
be
third
third
by
asking
questions,
rather
than
sharing
your
thoughts
too.
C
So
there
is
some
balancing
you
can
do
if
you
need
it,
but
pay
attention
and
to
just
to
make
sure
you
hear
from
everyone.
So
assertiveness
is
the
next
one
assertiveness
is
about
it's
it's
different
than
the
skill
of
assertiveness.
When
we
look
at
assertiveness
as
a
skill,
we're
looking
at,
are
you
able
to
put
a
stake
in
the
ground
about
what
you
think
is
important
in
a
way
that
doesn't
generate
defensiveness
and
other
people
here,
it's
a
preference
for
how
you
approach
the
things
that
you
do
so.
C
First
third
comes
in
they're,
probably
going
to
match
whatever
pace
the
is
being
set
by
the
meeting
that
they're
in
or
by
the
group
and
they're
they're
they're,
pretty
easygoing
about
it.
Third
third
is
driving
more
so
Trump
wanting
to
get
it
done
really
feeling
like
getting
their
voice
out.
So
you
think
about
when
you
have
third
third
expressive,
matched
with
third
third
assertive
you're,
probably
going
to.
If
that
person
has
an
idea
at
an
opinion,
you'll
hear
it,
you
don't
have
to
wonder
what
they're
thinking
it
isn't
about.
C
C
Exactly
so,
if,
if
those
were
numbers
of
people
with
nine
of
you,
it's
two
three
and
four
right,
nice
range
you're
across
this.
That's
a
great
thing:
it's
not
always
an
easy
thing.
So,
as
Heather
was
talking,
we
have
a
tendency
to
interpret
other
people
based
on
our
own
preferences
and
styles,
but
with
this
kind
of
information
you
can
keep
that
in
check,
and
it's
this.
C
This
tells
me
that
you,
if
you're
spending
a
little
bit
too
much
time
on
something
those
people
that
are
over
on
the
third
third,
are
gonna,
feel
it
and
might
help
get
things
going
a
little
bit.
First,
the
people
that
are
at
first
third
might
keep
you
from
Russian
decisions.
So
if
you
figure
out
how
to
work
well
together,
you
got
some
great
balance
here.
C
C
From
my
perspective,
no
I
don't
see
anything
really
surprising.
I
lit
on
the
assertiveness,
maybe
yeah
I
might
have
I-
might
have
anticipated
more
on
the
second
third
third,
but
but
I
can't
tell
you
that
with
any
kind
of
what
we,
what
we
expect
to
see
because
they
don't
know
what
the
profile
of
a
typical
elected
official
is
I,
don't
have
that
data,
but
there
isn't
a
profile
that
says
this
is
what
it
takes
to
be
an
elected
official,
or
this
is
what
it
takes
to
do.
C
B
Think
what
I
would
add
is
I've,
probably
seen
Counsel's,
both
functional
and
dysfunctional,
with
a
wide
variety
of
distributions.
But
it's
not
necessarily
true
that
a
council
that
had
third
a
whole
bunch
of
third
third
expressives
and
third
third
assertive
z'
is
dysfunctional
they're,
just
different,
and
similarly
it's
not
as
if
everyone
was
first
third,
a
sort
of
an
first
third
expressive.
There's
all
sunshine
and
kittens
there
either
it's
a
different
kind
of
dynamic
for
sure,
but
they're.
All
the
groups
are
different,
irrespective
of
how
they
show
up
in
those
pretty
graphs.
C
So
this
is
just
a
demonstration
of
what
it
looks
like
to
show
up
as
first
third
assertive.
Second
third
assertive
third
third
assertive,
but
their
noses
all
line
up,
so
they
get
their
right
like
heather
was
saying
different.
Different
groups
take
on
different
styles,
together
in
different
personalities,
we've
known
since
oh
the
1930s
1940s,
with
Rosa
Beth
Cantor's
work
that
diversity
always
leads
to
better
decisions.
When
you
have
diverse
thinking
and
behaving
and
diversity.
C
She
she
looked
at
biorhythms
and
all
sorts
of
interesting
things,
and
it
always
leads
to
better
decisions
with
one
caveat,
and
that
is
that
you
have
to
figure
out
how
to
work
well
together.
So
you
have
to
figure
out
how
to
have
a
process
that
allows
for
that,
those
voices
all
to
be
heard.
So
it's
it's
good
to
have
its.
You
can
function
well,
no
matter
what
your
profile
is
on
on
the
emergent
Attucks.
C
It
doesn't
dictate
success
as
long
as
you
use
the
awareness
you
have
to
adjust
and
flex
your
behaviors
and
thinking
so
flexibility,
the
willingness
to
accommodate
the
thoughts
and
actions
of
others
really
when
I
look
at
flexibility,
I
I
prefer
to
think
about.
First
third,
is
somebody
who
likes
to
work
on
one
thing:
get
it
completed
and
move
on
to
the
next
thing.
C
It's
certainly
able
and
willing
to
multitask
what
we
call
multi
task
when
it's
needed,
but
if
they
could
just
be
in
there
happy
place,
they'd
be
working
on
one
thing
at
a
time
and
then
moving
on
to
the
next
thing
and
also
when
they,
when
you
reach
a
decision
and
being
very
open
to
ideas
and
thoughts
of
other
people,
but
once
we
reach
a
decision
when
I'm,
first,
third,
flexibility,
I'm,
that's
a
decision
and
now
I'm
ready
to
go
forward
with
it
and
I
kind
of
expect
that
that's
what
we're
going
forward
with.
Third.
C
Third,
if
they're
only
working
on
one
thing
at
a
time,
they
have
a
hard
time
feeling,
like
they're,
adding
value
I'd
like
to
work
on
multiple
things
at
once.
That
is
what
stimulates
them
and
keeps
them
from
getting
bored,
and
you
know
when
they
reach
a
decision.
It's
more
of
a
draft
probably
and
they're
you're
kind
of
thinking
of
well
yeah.
Let's
will
land
here
for
now
it's
open
to
adjustments,
and
you
know
if
you
put
a
process
in
place
and
it
works
really
well.
C
First
third
is
excited
that
you've
figured
it
out
and
now
we
could
run
that
process
the
next
time,
because
we
know
that
it
works.
Third
third
says:
oh,
that's
awesome:
what
can
we
do
to
shake
it
up
for
next
time
and
try
something
different
see
if
we
can
make
it
even
better,
so
there's
there's
a
difference
with
that
and
again
remember.
The
second
third
is
always
it
just
depends.
C
They
show
up
differently
in
different
situations,
so
there
you
are
again
and
again
that
nice
distribution
right,
which
I'm
saying
is
awesome
but
I
I'm
not
going
to
tell
you
that
it's
easy.
It's
not
easy
for.
You,
but
it's
it's
great
to
have
if
you,
if
you
can
remember
and
figure
it
out
and
adjust
with
each
other,
what
questions
you
have
on
the
behaviors
I
have.
C
C
C
C
Across
all
three
though,
without
with,
if
I
didn't
know
you
I
would
say,
okay,
we
got
some.
We
got
some
blue
going
on
in
the
room
right
now,
so
think
about
this.
For
a
minute,
let's
just
say,
you're
all
gonna
go
to
lunch
somewhere
and
eight
of
you
want
to
go
to
an
Italian
restaurant.
One
of
you
wants
to
go
to
a
Thai
restaurant.
Just
use
that
scenario
for
a
minute.
C
The
flexibility
thing
they
really
want,
they
want
their
Thai
they're,
probably
going
to
figure
out
how
to
get
Thai
food.
They
might
have
it
for
dinner,
though
you
know
they
might
do
that.
When
I
look
at
this
profile,
though
I
think
you
know,
I'm
not
sure
that
person's
all
excited
about
going
out
to
lunch
with
nine
people,
so
they
might
make
up
an
excuse
why
they
can't
make
it
and
they
go,
get
takeout
Thai
food
and
go
sit
back
at
their
desk
and
eat
it
all
by
themselves.
I,
don't
know
what
about
this
profile.
C
Food
or
not
I
mean
it
kind
of
looks
like
it.
Doesn't
it
they.
You
probably
you're
gonna,
hear
about
it
high
assertiveness,
but
you're
not
going
to
hear
a
lot
about
it.
So
it'll
probably
be
a
pretty
direct,
concise
statement,
I
think
so
Mary.
You
know,
in
fact,
if
they're,
if
they're
driving
the
van,
they
might
not
say
a
word,
it's
just
you're
not
going
to
end
up
at
the
Italian
restaurant.
You
all
kind
of
wonder
what
happened
right.
I
think.
G
G
C
C
Well,
they
they
might
yeah,
so
I
mean
remember
they
they
can
flex
back
and
forth.
I
would
say
that
whatever
the
conversation
is
the
arguments
pro
and
con
could
change
their
month,
they
could
change
their
mind
right,
they're,
not
I,
think
they
they
probably
will
go
wherever
the
group
wants
to
go.
They
all
engage
a
little
in
conversation,
but
they
really
could
have
their
mind
changed
by
whatever
the
conversation
ends
up
being.
Oh.
C
Yeah
so
think
about,
though
what
Heather
was
talking
about
with
behavioral
preferences.
This
is
someone
who's
thinking
out
loud
about.
It
feels
pretty
strongly
that
they
want
tide,
doesn't
really
want
to
change
their
mind
about
that
right,
because
they've
kind
of
already
decided
that
they
want
Thai.
So
they
might
come
across
pretty
strong
without
noticing
or
intending
to
come
across
that
strong,
but
it
can
almost
be
a
hey
if
you
all
want
to
have
lunch
together
as
a
council
we're
going
to
Thai
food,
it's
the
only
way.
C
C
Yeah
they
I
mean
they're
they're
willing
to
go
wherever,
but
they
like
that
conversation
about
where
we
should
go
to
lunch.
They
kind
of
want
to
have
that
conversation
and
they
might
keep
having
that
conversation
all
through
lunch
right,
because
the
expressiveness
and
assertiveness
and
again,
if
there
is
more
than
one
person
that
conversation
probably
will
continue
all
through
lunch,
because
you'll
go
back
and
hear
ask
about
all
the
yelp.
C
You
know
ratings
about
it
or
what
else
other
people
other
place
is
that
you
know
which
ones
closer
to
where
we
are
and
stuff
so
anxious
to
get
going,
but
it's
I
enjoy
the
conversation
and
the
the
mental
debate
did
that
help
illustrate
a
little
bit
for
you.
So
you
have
good
understanding
you
can
think
about
where
you
are
on
all
three
of
those
behaviors
again,
if
you
haven't
already
looked
if,
if
I
were
in
your
shoes,
I
would
already
looked
at
mine.
So
now
I'm
going
to
talk
about
the
thinking
preferences
pretty
quickly.
C
Originally,
when
Gail
and
Wendell
were
doing
this,
they
they
built
on
research
that
was
done
by
Sperry
and
Herman
of
our
triune
'old
brain.
The
three
levels
of
rate
and
then
left
brain
right,
brain
and
so
the
the
diagram
sort
of
fits
that
so
on
the
Left.
We
have
more
muted
colors,
the
analytical
which
is
blue
and
the
structural
which
is
green.
These
are
this
is
convergent
thinking
on
the
left.
C
Therefore,
this
is
what
we
know
is
sort
of
like
Sherlock
Holmes,
solving
a
mystery,
I
figure
out
all
the
bits
of
data,
and
then
I
put
them
together
to
identify
what
what
we
know
on
the
other
side,
what
we
used
to
call
right,
brain
thinking
and
I,
know
that
we
still
do
use
left
and
right
brain
thinking,
but
it's
pretty
obsolete
now
with
everything
we
know
about
our
brains,
that
our
corpus
callosum
and
how
much
more
complicated
it
is.
But
the
conceptual
and
social
is
divergent
thinking,
conceptual,
yellow
social
red.
C
The
same
data
points
you
might
be
looking
at
the
same
information
and
same
data
points,
but
where
your
brain
goes
with,
it
is
okay,
so
what
else
might
be
possible
if
this
is
what
we
know?
What
are
some
relationships?
I
can
think
about
where
that
we
haven't
really
thought
about
before
in
this
data
or
but
it's
it's
going
out
from
from
what
we
have.
C
Okay,
then
abstract
thinking
the
top
court,
the
top
half
sky
colors,
and
they
did
this
intentionally
because
our
brains
remember
colors,
and
you
can
use
colors
really
well,
but
the
blue
and
the
yellow
are
sky
colors,
so,
for
example,
analytical
being
both
abstract
and
convergent.
It's
the
30,000
foot
view
not
the
detail,
view
30,000
foot
view
and
convergent
I
want
to
know
that
we
have
good
objective
data.
That
says
we're
doing
the
right
thing
here.
So
I
want
to
know
that
our
forests
are
healthy.
C
If
I
have
a
blue,
a
preference
for
blue
I'm,
not
very
interested
in
hearing
the
details
about
the
chemical
composition
of
the
soil,
that's
in
the
weeds
right
and
blue
is
is
that
is
abstract.
If
I
were
going
to
learn
how
to
play
golf
and
I
had
a
preference
for
blue
thinking,
I
would
probably
look
for
the
best
book.
Ask
people
what
is
the
best
book
to
read
and
read
a
book
about
it.
Conceptual
diet
is
divergent
and
abstract.
So
that's
the
30,000
foot
view.
What
is
the
cool
new
thing
we
could
be
doing?
C
What's
the
plan
look
like
for
our
new
Civic
Center
Central
Park?
What
what
are
the
possibilities
if
I
wanted
to
learn
how
to
play
golf
I
would
grab
a
club
and
grab
a
ball
and
go
out
and
start
swinging,
see
what
happens
and
kind
of
adjust
from
there.
It's
not
where
plans
get
implemented.
It's
where
they
get
dreamed
up.
Does
that
all
make
sense?
C
So
now,
when
we
get
down
to
the
green
and
red
more
of
the
earth
colors,
this
is
where
detail
happens.
Structural
is
detail
about
process,
so
I
do
want
to
know
about
the
chemical
composition
of
the
soil.
I
do
want
a
time
bound
agenda
for
the
meeting
that
I'm
going
to
green
is
where
the
plan
that
might
get
put
together
in
yellow
this
is
where
it
can
be
implemented.
This
is
where
there's
clarity
about
what
are
the
resources
we
need
to
make
this
happen.
C
How
much
time
is
it
actually
going
to
take
realistically
in
order
to
do
this
I'm
just
looking
at
the
stuff
behind
your
heads
over
there
Mary
and
Adam,
and
there's
a
very
big
board
right,
full
of
different
sizes
of
circles
and
I'm,
assuming
their
projects
or
things
that
need
to
happen
in
2020
and
actually
getting
them
organized
together
and
making
sure
that
we
can
do
these
things?
That's
what
happens
in
green,
so
we
love
our
green
people
and
you
could
use
a
little
more
of
it.
C
Probably
on
this
council,
just
cuz
I've
seen
your
group
right,
we'll
talk
about
that
in
a
minute.
Social
is
is
not
where's
the
party
it's
more
relational.
It
is
detail
also,
but
instead
of
detail
about
process,
it's
detail
about
people
I'm,
it's
where
that
empathy
bone
is,
but
it's
also
when
I'm
thinking
through
things,
if
I
have
a
preference
for
red
I
am
looping
through
well
how's
that
going
to
impact
others.
What
are
these
people
gonna?
Think
and
feel
about
that?
Do
we
have
the
right
brains
at
the
table
to
make
this
decision?
C
Who
else
do
we
need
to
include
in
this?
So
it
is
that
I
enjoy
working
with
others.
Well,
if
you
don't
have
a
lot
of
preference
for
red,
that
does
not
mean
that
you
don't
like
people.
Okay
at
all,
I've
had
people
actually
asked
me
that
you
can
you'd
be
very,
very
skilled
and
very
good
with
people
and
and
it's
not
maybe
the
first
place,
your
brain
goes
and
doing
a
whole
lot
of
navigating
people
that
are
difficult
to
navigate
would
make
you
very
tired.
C
All
right,
so
here's
analytical
and
I'm
going
to
show
you
now
what
percentage
of
you
this
group
has
a
preference
for
analytical
thinking
remember
this
is
both
dive,
both
both
convergent
and
abstract,
data-driven
and
rational,
but
keep
the
details
in
the
abstract.
You
don't
put
them
in
the
body
of
the
paper
you're
asking
me
to
read.
C
Okay,
so
five
of
the
nine
of
you
have
a
preference
for
analytical
thinking
you
can
think
about.
If
you're,
you
think
you're
one
of
those
five
people
that
have
a
preference
for
analytical
thinking,
they
they
like
to
see
things
written
down.
They
like
to
see
things.
They
want
to
know
that
they're
from
credible
sources,
but
they
tend
to
resonate
better
if
they
can
see
it.
This
was
a
study
that
was
done.
This
is
not
one
person's
brain
that
you
see
up
there.
C
It's
actually
32
people,
their
brain,
all
kind
of
rich
together,
but
this
was
a
study
that
was
done
where
people
were
shown.
Scary
pictures
frightening
pictures
of
faces
and
frightening
scenes,
and
then
they
were,
their
brains
were
being
measured
and
the
red
that
you
see
is
the
amygdala
lighting
up,
which
is
I,
often
call
our
emotional
center,
but
it
sits
on
either
side
of
the
brainstem
up
here
and
it's
what
gets
triggered
when
we
have
the
fight-or-flight
response.
C
It
is
what
releases
cortisol
into
our
system
to
help
us
focus
and
fight
the
woolly
mammoth
or
whatever
it
is
that
we
need
to
fight.
It
is
intended
to
be
in
our
bodies
for
a
very
short
period
of
time,
because
it
shuts
off
our
growth.
It
shuts
off
our
immune
systems
because
it
puts
all
of
our
attention
into
whatever
this.
This
threat
is
that
we
need
to
face
when
people
first
before
they
looked
at
the
pictures
sniffed
under
their
noses
oxytocin,
not
oxy,
cotton
and
not
oxycodone
oxytocin
is
a
you
know.
C
It's
a
brain
chemical,
it's
a
hormone
that
our
brain
releases
and
it
releases
this
hormone
when
we
feel
safe
when
we're
in
a
situation
where
we
feel
psychological
safety
etc,
then
we
have
more
oxytocin
flooding
through
our
systems
when
people
had
oxytocin
in
their
systems.
The
reaction
that
they
had
to
looking
at
the
scary
scenes
you
can
see
was
much
much
less,
has
all
sorts
of
implications
for
the
importance
of
building
trust,
etc
in
in
teams
and
in
workplaces
and
stuff.
C
So
anyway,
that's
for
the
five
of
you
that
have
a
lot
of
blue
in
your
and
you're
thinking
the
structural.
The
green,
practical,
predictable
not
only
wants
to
have
those
plans,
but
is
usually
really
good
at
putting
plans
together
and
timelines
together,
I've
found,
so
how
many
of
you
think
you
have
a
preference
for
green?
C
C
You
may
find
that
they've
the
holding
feet
too.
You
know
putting
your
keeping
your
boots
on
the
ground
and
kind
of
asking
for
some
of
the
specifics
about
things
it's
it
can
feel
frustrating,
especially
to
yellow
conceptual
thinking,
because
let
me
have
my
big
dreams
and
what
are
you
talking
about?
But
it's
super
important
to
make
sure
that
you
look
through
the
green
lens,
because
that's
how
you
know
if
what
you're
asking
for
is
a
huge
amount
of
work
and
effort
versus
something
that
fits
in
with
stuff,
that's
already
on
the
work
plan,
etc.
C
Check
this
out
is
that
surprising
is
that
is
that
part
of
why
you're?
Here
you
think
what
drove
you
to
want
to
be
in
the
position
that
you're
in
being
it
would
being
of
service
yeah,
pretty
cool,
we're
pretty
lucky,
we
being
those
of
us
who
live
and
in
the
city,
but
yeah,
that's
great!
That's
probably
where
the
passion
to
to
be
of
service,
for
others
comes
from
people
that
have
a
lot
of
read,
sometimes
use
a
different
language
when
they
have
an
idea
or
a
thought
about
something
they
might
say.
C
C
Not
the
greatest
thing
for
someone
who
has
the
analytical
thinking,
because
they
want
to
know
what's
the
objective
data
that
supports
what
you're
talking
about,
but
but
people
that
have
a
lot
of
red.
They
have
really
a
visceral
sense
stationed
in
their
gut.
We
all
have
this
by
the
way
all
of
us
have
more
neurons
than
the
lining
of
our
guts
than
we
do
in
our
entire
spinal
column,
so
they're
there
and
they
get
activated
by
our
brain
and
by
our
thought
that
we
have.
C
What
might
say
this
idea
just
flew
into
my
brain,
you
know,
I,
don't
know
where
it
came
from,
but
red
tends
to
say:
I
have
a
gut
feeling
and
blue
once
the
logic
so
I
when
I'm
coaching
people
that
I
know
are
gonna,
be
speaking
to
someone
that
has
a
strong
preference
for
blue
and
they
have
a
strong
preference
for
red
I
just
suggest
that
they
listen
to
their
guts.
It's
telling
you
something!
C
That's
in
your
brain,
but
maybe
pause
long
enough
to
understand
the
logic
of
what
you're
about
to
say,
because
it's
there,
it's
just
not
the
first
thing
that
pops
up
for
someone
with
a
red
preference
and
then
speak
from
that,
because
it'll
it'll
make
it
easier
for
the
person
that
has
a
blue
preference
to
hear
what
you're,
what
you're
saying
conceptual.
What
do
you
think
about
this
one?
Where
do
you
think
you
are
as
a
group?
C
Do
you
know
each
other
well
enough
to
guess:
50%
75%
25%
of
you
how
many
of
you
have
a
preference,
no
2/3.
How
well
does
Bob
know
this
group
he's
quite
analytical.
Oh
pretty!
Well,
78%
right,
so
I'm,
gonna,
I'm,
gonna,
put
this
up
here
and
I
know
that
it
doesn't
add
up
to
100.
So
the
just
to
those
of
you
who
are
have
blue.
Look
at
that
and
say
Heidi!
No,
that
can't
work.
But
this
is
how
many
of
you
have
a
preference
in
each
of
these
colors
and
remember.
C
C
C
F
C
So
these
are
thinking
preferences,
so
it
isn't
necessarily
how
you're
showing
up
behaviorally
right.
It's
the
think,
the
way
where
your
brain
is
going,
and
so
they
are
different
spaces
they're.
Both
the
30,000
foot
view
a
lot
of
people
have
a
lot
of
I.
Think
a
lot
of
you
in
fact,
maybe
more
moat.
Maybe
more
of
you
have
the
conceptual
social,
but
have
the
analytical
conceptual,
and
it
is
it's
a
30,000
foot
sort
of
planning
kind
of
a
thinking,
but
both
are
we
doing
the
right?
C
Are
we
do
we
know
that
we're
doing
the
right
thing?
We
have
the
data,
the
subjective
data.
That
shows
it
and
are
we
being
true
to
the
vision
that
we
have
and
the
values
that
we
have,
that
would
be
the
yellow.
So
it's
a
it's
an
umbrella
over
both
of
those
things.
Yeah
I'll
tell
you,
though,
what
can
get
tricky
is
the
polar
opposites,
analytical
and
social
together.
C
So
you
have
an
informed
bred
with
informed
head
with
a
warm
heart
right,
they're,
very
different
and
then
the
yellow
and
the
green,
complete
opposite
divergent
and
abstract
versus
convergent
and
concrete,
and
sometimes
the
when
that's
in
one
person,
it's
not
necessarily
an
easy
brain
to
live
with,
because
dreaming,
very
big
and
then
having
the
green
come
in
and
say,
Oh
get
real.
You
know
get
your
feet
on
the
ground.
C
C
This
is
not
you,
but
I
want
you
to
look
at
these
goals.
This
was
a
team
that
Gail
browning
worked
with
in
2015
and
tell
me
what,
if
you
think
about
I'm
gonna,
show
you
your
brain
as
if
you
were
one
brain
as
if
you
were
one
person
what
it
looks
like,
but
first
I
want
to
show
you
this
team.
What
color
do
you
think
they're
missing
when
you
look
at
those
goals
and
I
know
they're,
not
all
great
SMART
goals,
but
these
are
something
missing
if
you,
if
this
is
a
leadership
team.
C
Red
there's
nothing
in
there
about
employee
development
right
or
something
that
would
look
at
people
management
and
here's
their
group
profile
right.
They
did
not
notice
that
in
the
you
know
in
themselves,
they
had
no
idea
that
they
were
missing
that,
and
this
maybe
is
trying
to
force
some
of
the
stuff
into
some
of
their
goals
into
the
different
colors,
but
yeah
they
were
really
completely
missing
the
red.
C
A
B
Guess
the
thing
that
I
would
encourage
you
think
about
Bob
is
is
not
just
thank
goodness.
You
have
staff,
but
if
you
imagine
being
staff
and
seeing
this
profile
of
the
group
of
leaders
right,
I,
don't
know
for
sure,
but
that
might
strike
fear
into
the
heart
of
a
city
manager
which
says
a
whole
lot
of
I'm.
B
Gonna
have
a
lot
of
ideas
here
and
a
lot
of
concern
about
how
what
the
city
is
doing
is
landing
and
affecting
the
residents,
which
are
all
the
things
that
you
should
be
thinking
about,
but
maybe
some
limited
awareness
about
what
it
takes
to
do
all
the
things
that
council
has
when
they
say
what.
If
we
did
this
or
we
could
do
that
better,
then
that
Falls,
if
you
don't,
have
a
lot
of
green
on
your
team
that
falls
to
staff
to
be
the
one
to
say:
wool
Council
y'all
need
to
slow
down,
hey
we.
B
That
is
a
cool
thing.
If
you
need,
if
we
could
do
that,
but
we're
doing
these
17,000
other
things
and
just
imagine
what
it's
like
to
be
staff
and
have
to
say
that
to
not
just
one
boss,
but
to
nine
of
them
and
really
important
to
be
mindful
of
what
that
lack
of
green
means,
not
just
for
the
workload
of
staff
but
how
they
have
to
interact
with
you
and
what
a
challenge
that
might
be
good.
B
Everyone
might
say
it'd
be
super
great
if
we
were
done
by
10:00,
but
we
can't
stop
until
I
say
my
thing:
it's
the
green
people
that
are
always
going:
butt,
butt,
butt,
butt,
butt,
butt,
butt,
butt
butt.
So
without
someone,
our
particular
that
if
your
green
person
is
not
one
of
yours,
third,
third,
assertive
people,
they're
gonna
sit
there
and
fester
about
how
you're
off
of
genda
and
you're.
Clearly
gonna
go
past
ten,
but
they're
not
gonna,
say
people
come
on.
Could
we
wrap
this
up?
It's
getting
real
late.
The
lack
of
green
is
gonna.
C
B
C
C
Can
you
imagine
being
the
one
person
out
there,
because
most
of
you
hang
together
in
that
first
third
right,
but
then
there's
one
second,
third
and
one
well
shouldn't
be
Thirds,
but
most
of
you
hang
together
in
the
not
so
much
and
then
you've
got
the
others
that
are
hanging
together.
This
is
looking
at,
but
at
the
percentiles
you
know
those
bar
graphs
someone's
all
the
way
at
probably
what
95th
or
something
so
that's
awesome
to
have
you've
got
the
perspective
here.
You've
got
that
resource
on
this
team
better.
C
Yet
for
all
of
you
to
remember
that,
you
got
to
try
to
bring
green
to
the
table
and
in
terms
of
the
behaviors
one
of
the
things
I've
noticed
with
ranges,
that's
where
it
tends
to
matter
the
most.
That's
where
it's
the
hardest,
because
of
what
Heather
said
at
the
very
beginning
of
all
of
this,
where
we're
interpreting
others
based
on
where
we
are,
and
if
I'm,
first
third
expressive
and
I'm
interacting
with
someone
who's.
Third,
third
I
can't
I
just
assume
they
don't
really
care.
C
What
I
have
to
say,
because
they
never
let
me
get
a
word
in
edgewise
and
they
never
really
stop
talking
and
they're.
Probably
looking
at
me
saying,
man
Heidi
doesn't
even
care
about
this
she's,
not
offering
any
opinions
whatsoever
and
really
it's
just
that
we're
operating
from
our
preferences,
so
that
can
be
where
we
bump
into
each
other
the
most.
But
if
you
figure
it
out,
that's
awesome.
C
So
if
you
haven't
looked,
is
anyone
not
looked
at
the
results
yet
Oh
mark
you
just
made
my
day,
you
do
think
about
what
you
think
your
preferences
are
and
where
about
you,
think
you
are
and
then
open
up
your
folders.
Those
of
you
who
got
them
for
the
first
time
and
the
very
first
sheet
is
your
your
individual
profile,
you,
your
preference,
for
what
you
want
to
do
when
you
first
get
things
like
this
back.
C
C
So
I'm
hoping
that
means
you
get
it
as
you
read
through
there's
there's
four
of
you
that
got
profiles
tonight
and
I.
Think
for
three
of
you,
its
brand
new.
As
you
read
through
yours,
it
should
really
resonate
and
and
sound
right
and
if
it
doesn't
reach
out
and
have
a
conversation
with
me,
because
and
even
if
it
does,
but
you
just
want
to
have
the
conversation,
because
your
third
third
expressive,
that's
that's
great
I'd,
be
happy
to
connect
with
you
and
do
that.
C
Okay,
you've,
you've
got
a
handout
and
they're
questions
that
I
think
Lynette
sent
out
to
you
earlier.
But
there
are
three
questions
for
you
to
dig
into
about
your
own
profile
and
I'd
like
you
to
use
that
to
prepare
for
the
interview
you're
going
to
have
with
one
other
person
between
now
and
the
retreat.
So
you've
been
paired
up.
You
know
who
your
pairs
are
right.
How
do
you
do
that
with
nine
people
now
I'm
good
to
play?
Yay,
yay,
okay,
good,
so
between
now
and
the
retreat
take
some
time.
C
There
are
a
number
of
resources.
There's
an
app
I,
always
hesitate
to
say,
there's
an
app
but
there's
actually
a
really
good
app
called
emergent,
attics
Plus
and
you
can
get
on
that.
You
can
get
your
profile.
You
can
request
it's
sort
of
like
you
can
ask
other
people
if
they
will,
let
you
see
their
profile
and
then
it
gives
you
all
this,
these
job,
AIDS
and
beta,
so
that
you
can
boy
Heidi
you're
about
to
meet
with
Rachel
and
Heidi
here's
Rachel's
profile.
C
So
when
you
speak
to
her,
do
these
things
so
that
she
can
hear
you
better
and
then
Rachel
you're
about
to
meet
with
Heidi
and
here's
her
profile.
So
when
you
meet
with
her,
you
know:
do
these
things
stay
high
level
or
get
in
the
weeds
or
whatever
it
is?
It
gives
you
some
nice,
but
it'll
also
help
you
interpret
your
your
results
better
and
then,
when
you
interview
each
other
think
about
share
what
you
want
to
share
about
yourself
and
you
might
get
off
the
page
a
little.
A
B
The
other
thing
I
would
personally
encourage
you
to
think
about
as
before
you
meet
each
other
guess
what
the
other
person's
profile
is,
because
it
will
tell
you
something
about
how
you've
already
been
coming
to
some
conclusions
and
judgments
based
on
what
you
already
know
and
I'll,
just
so
an
example
that
I
will
tell
you
is
those
of
you
who
have
known
me
for
many
years
might
presume
that
I
am
third
third
assertive
I'm,
real
bossy
y'all.
You
know
you'll
learn
this.
That's
very
annoying
I
am
in
fact
first
third
assertive.
B
It
is
not
my
job
to
be
first
third,
assertive.
It
is
my
job
to
be
third
third
assertive
and
that's
how
I
show
up
at
work
in
my
actual
life,
not
my
preference
so
interesting
to
think
about
how
the
behaviors
show
up
what
conclusions
we
draw
about
them
and
whether
they
are
in
fact
can
assistant
with
our
default
behavior.
Our
default
preferences,
which
is
what
the
emergent
Attucks
tool
will
tell
you
it's
real
fun.
C
Make
sure
also
that
when,
before
you
introduce
someone,
you
make
sure
that
the
things
you're
going
to
share
about
them
and
their
profile
that
they're?
Okay
with
that,
because
it'd
be
great,
if
you
could
talk
with
each
other
in
a
little
more
open
way.
But
what
gets
shared
you
people
may
have
different
comfort
about,
what's
shared
about
them,
so
just
double-check
that
when
yeah,
when
you
finish
your
interviews
or
your
conversations,
you.
C
A
Heidi:
okay:
let's
move
on
to
move
on
to
abortion,
Commission
letters
and
in
deference
to
the
Greens
in
the
room,
we're
gonna
try
to
keep
this
to
75
minutes.
There's
how
these
do
we
have
all
together.
Lynette
do
we
have
exactly
818
okay,
so
the
analytical
me
so
it
says,
75
divided
by
18,
is
about
three
minutes
each.
So
let's
try
to
keep
it
to
three
minutes
per
board.
A
A
Junie
tell
us
about
poza
by
the
way
for
those
of
you
who
are
relatively
new
to
us.
We've
been
doing
this
for
a
number
of
years,
but
one
thing
we're
doing
differently.
This
years
we
had
to
do
our
percent
of
summers
ahead
of
time,
because
invariably,
what
was
happening
is
people
who
were
meeting
three
in
the
letters,
real-time
and
summarizing
them
at
this
meeting.
So
thank
you
all
for
summarizing
them
in
advance.
Most.
G
We
were
asked
to
provide
the
top
three
priorities
for
2020.
One
work
plan
and
I
will
be
reading
the
first
one
Boza,
so
it's
increased
administrative
review
authority
give
staff
more
discretion
for
administrative
approvals
in
order
to
streamline
both
the
review
process,
authorize
staff
to
make
decisions
in
certain
cases,
such
as
by
rights,
improvements,
building,
repairs
or
replace
an
existing
element
that
does
not
meet
current
setbacks
without
input
from
boza.
A
Great
and
as
we
go
through
these
things,
I
think
it's
gonna
be
maybe
helpful
for
us
to
to
the
extent
you
have
comments
to
add
commentary
on
on
what
we're
hearing
from
the
boards
and
commissions
that
might
impact
our
work
plan
that
one
may
not
have
triggered
anything,
but
it
as
we
think
of
these
things.
So.
G
The
next
one
is
the
ad
ordnance
data
collection,
collecting
data
around
the
accessory
dwelling
units,
unit
application
and
review
processes
in
order
to
understand
barriers
to
application.
Currently,
data
is
not
being
gathered
from
potential
applicants
who
do
not
follow
through
with
the
application
process.
Through
data
collection,
we
hope
to
understand
the
economic
barriers,
whether
the
application
process
is
too
costly
and
procedural
barriers,
whether
the
length
cost
and
complexity
of
the
process
present
a
barrier.
So
the
third
priority
is
including
boza
enlarge
home
and
large
lot
codes.
G
Zoning
modification
and
park
review
and
variance
criteria,
review
based
on
section
9,
2,
3,
I,
1c
and
compatible
development
discussion
for
ad
use.
So
both
that
welcomes
the
opportunity
to
offer
their
thoughts
on
this
possible
zoning
modification
for
large,
home
and
large
Lots.
Those
are
welcome
the
opportunity
to
offer
their
thoughts
on
parking
reviews
for
certain
properties.
The
allowance
of
parking
in
the
landscape,
setbacks
for
properties
with
ad
use
creates
an
inconsistent
standards.
Both
I
welcome
the
opportunity
to
offer
their
thoughts
and
variance
criteria
review
based
on
section
9,
2
3.
I
1c.
G
We
view
the
standard,
appliqu
creation
for
the
conversation
of
space
legally
constructed
by
an
owner
prior
to
the
ordinance
Bosa
welcomed
the
opportunity
to
offer
recommendation
on
compatible
development
for
Adu.
The
only
variance
allowed
for
ad
you
are
demons
is
floor
area
with
the
anticipation
of
new
ad
you
application,
based
on
conversion
of
existing
space
rather
than
new
construction.
Both
I
would
suggest
flexible
flexibility
on
the
size,
location
of
a
parking
space,
the
amount
of
private,
open
space,
setbacks,
Heights
of
detached
unit
built
prior
to
the
ordinances
etc.
G
G
So
the
next
one
is
open
space
and
Mark
Mountain
Parks
Board
of
Trustee
OS
BT.
Why
do
you
think
the
city's
top
3
priorities
should
be
for
2020
2021
work
plan?
Os
BT
recommend
Council
for
year
2021
budget
with
the
master
plan
priorities
to
ensure
that
revenue
projection
reflect
the
recent
tax
measure
purchase
of
a
conservation
easement
on
Long's
garden
focus
on
for
year,
2021
master
plan
priorities
we
with
emphasis
on
deferred
maintenance
and
reducing
impact
from
increased
visitation
on
open
space
in
mountain
mountain
parks,
land
minimizing
impact
of
visitation
and
identifying
challenges
to
communities.
G
120
years
investment
and
open
space
submit
the
master
plan.
Funding
priorities
targeted
for
2021
included
include
one
ecosystem
conservation
and
habitat
restoration,
including
non-native
weed
control,
extensive
repair
and
maintenance
of
the
existing
trails.
Reducing
atmospheric
carbon
through
active
sequestration
efforts
on
agricultural
crop
lands
and
for
providing
essential
environmental
education
on
topics
that
promote
understanding
of
a
role
and
healthy
living
and
livable
environment.
G
Os
m
OS,
MP
+
OS
BT,
ongoing
involvement
in
the
South
Boulder
Creek
control
project,
including
possible
disposal
of
OS,
MP,
land
or
construction
of
project
features.
Os
BT
expect
to
review
updated
project
information
in
March
or
April
2020
and
provide
feedback
to
Council.
Os
BT
does
not
have
a
schedule
yet
for
consideration
of
possible
land
disposal
or
other
board
actions.
G
Os
BT
recommend
to
council
to
address
conflict
between
prairie
dogs
and
OS
OS
MP,
irrigate
irrigated
agriculture,
north
of
J
Road
between
Highway
36
and
diagonal
prairie
dog
level
on
numerous
open
space
and
mountain
parks.
Irrigated
agricultural
properties
have
created
a
conflict
between
the
city,
prairie
dogs
and
agricultural
policies,
and
prevent
OS
MP
from
fully
meeting
charter
purposes.
G
We
recommend
commencing
an
expedited
or
SMP
lead
process
with
appropriate
outreach
to
evaluate
whether,
where
and
how
to
use
lethal
control
to
address
these
problems.
Items
for
council
information.
These
three
issues
don't
need
to
be
these
three
issues,
don't
need
to
be
council
priorities,
but
it
is
possible
that
one
or
more
will
generate
requests
for
council
consideration.
G
Completion
of
Wonderland
Lakes
following
input
from
the
public
and
counsel
or
SMP,
substantially
revised
the
process
in
goals
for
integrated
insight,
Planning
at
Wonderland,
Lakes.
Second
round
of
consideration
of
options
and
public
feedback,
currently
underway.
Public
discussion
of
proposed
final
option
will
occur
in
January
through
March
2020,
with
board
recommendation
to
staff
in
April
completion
of
gun
barrel
Hill,
a
public
planning
process
was
begun
in
January
2019
to
explore
ways
to
protect
important
grassland
nesting
bird
habitat
while
providing
enhanced
visitor
experience,
completion
of
Gerber
heart.
G
This
planning
process
began
in
fall
of
2018,
with
the
goal
of
protecting
rare
and
threatened
wildlife
in
plant
species
and
their
habitats
along
South
Boulder,
Creek
Bobolink
trail,
while
providing
access
to
trail
along
this
corridor.
Final
concept
for
SBT
recommendation
to
staff
will
be
presented
in
January
2021.
How
do
you
suggest-
and
the
next
question
was,
how
do
you?
How
do
you
suggest
connect
back
to
the
work
of
your
specific
board
and
Commission?
There
was
no
answer
to
that
question.
Are
there
additional
board
or
commissions
that
should
weigh
in
on
those
issues?
G
J
All
right,
I,
remembered
and
to
their
answer
to
the
first
question,
is
transportation,
land
use,
resilience
and
new
environmental
stresses
to
answer.
Question
number:
two:
its
transportation,
air
quality
energy
emissions.
That's
a
B
is
land-use
impacts.
Around
GHG
emissions.
Ecosystems
sees
resilience,
urban
heat,
island,
air
quality,
wildfire
flood,
etc,
answered
a
question,
three
a
transportation
and
it
is
tab.
B
is
land
use
and
that
is
planning
board.
Os,
BT,
housing,
landmarks
and
C
is
resilience
which
is
Rab
and
OS.
Bt
Library
Commission
didn't
answer
any
of
the
questions
so
I
just.
J
Summarized
so
they
proof
funds
are
helping
with
expansion
of
volunteer
services,
bilingual
use,
services
updates
to
the
interior
of
the
Reynolds
library
branch
and
an
additional
seven
hundred
thousand
for
the
North
Boulder
library
branch
building.
Great
success
can
create
increased
demands,
but
success
does
not
mean
they
meet
their
to
their
funding
needs,
so
they
need
to
grow
to
the
meet
the
community's
vision.
So
then,
they're
unfunded
costs
is
a
hundred
million
shortfall
for
the
nobo
branch
and
many
operating
and
facility
costs
not
included
in
the
2021
budget.
E
Thank
you
to
the
beverage
licensing
authorities.
Brevity
council
should
at
least
maintain
current
staffing
levels.
We
should
focus
on
maintaining
liquor
compliance
checks
at
usual,
historical
numbers
and
frequency,
and
the
BL
a
should
be
provided
with
additional
support
through
the
boulder
Police
Department,
as
supplied
by
the
alcohol
enforcement
officer
and
I
also
appreciate
the
greater
than
or
equal
to
current
levels
of
service,
and
that
that's
awesome.
A
E
Access
Management,
Commission.
Okay,
here
we
go
yes,
it
is
request
for
council
liaison
to
be
appointed
to
inform
and
support.
This
is
a
different
one:
University
Hill
general
Improvement
District
yep.
Thank
you,
Aaron
revitalization
goals
in
conjunction
with
council
priorities.
I
wonder
why
no
one
wants
to
join
this
one.
It's.
E
Move
forward
with
the
proposed
hill
hotel,
adequately
fund,
much-needed
capital
improvements
to
support
safety
and
vitality
of
you
good,
you
did
increase
safety
on
the
hill.
This
is
my
first
time.
I'm
sorry
increase
safety
on
the
hill
through
improved
lighting,
alley,
enhancements
strategies
to
address
transients
fund
capital
improvements,
supporting
safety
and
revitalization
of
districts,
including
three,
including
tree
replacement,
lighting
repair
and
replacement,
and
alley
enhancement
designate.
E
The
Boulder
Police
Department
held
team
as
an
essential
service
to
ensure
adequate
staffing
for
the
hill,
commercial
and
residential
areas,
and
support
additional
staffing
for
Boulder,
Police,
Department's,
homeless,
outreach
team
or
hot
team
support.
Hillary
investment
working
group
efforts
to
create
a
more
positive
culture
in
the
surrounding
neighborhood
to
improve
the
vitality
of
the
commercial
district,
I.
F
Would
fortunate,
both
in
the
brevity
of
the
letters
and
the
absence
of
tongue-twisting
initials,
the
design?
Advisory
Board
raised
an
interesting
concept
of
advocating
revision
of
the
energy
code
to
incorporate
the
concept
of
embedded
energy
impacts
based
on
construction
materials
rather
than
focusing
entirely
on
post
occupancy
energy
consumption.
The
current
code
is
based
entirely
on
operational
energy
consumption.
F
They
advocated
significantly
expanding
the
scope
of
what
constitutes
community
benefit
beyond
affordable
housing.
They
want
to
create
more
flexibility
and
permitted
users
uses
if
community
benefit
is
provided
and
provide
incentives
beyond
additional
height
or
density
in
exchange
for
providing
such
benefits.
F
The
water
resources,
Advisory
Board,
wants
to
accelerate
the
repair
and
replacement
of
utility
infrastructure,
because
the
existing
pace
of
repair
is
not
adequate
to
do
so.
I
think
they.
They
pointed
out
that,
at
our
current
pace
of
funding,
they
have
a
backlog
of
a
hundred
years
worth
of
construction.
They
anticipate
that
to
make
any
progress
along
these
lines
and
increase
in
water
bills
will
be
necessary.
They
do
require
some
direction
from
Council
on
prioritizing
all
contemplated
flood
mitigation
work,
and
this
is
beyond
just
EU
South.
F
F
A
They
asked
for
some
capital
improvement
funds
for
some
needs.
They
believe
exists
in
the
boulder
Junction
area,
specifically
on
bike,
shelters
and
signage,
and
they
want
us
to
have
an
emphasis
on
both
affordable
housing
and
affordable
commercial
opportunities
in
properties
that
are
near
Boulder.
Junction.
We're
wrapping
up,
30th
and
Pearl
I
think
we
still
have
one
more
segment
to
address
there,
and
then
they
encouraged
us
to
initiate
our
planning
around
the
second
phase
of
the
transit
village
Parks
and
Recreation
Advisory
Board.
A
A
They
would
like
us
to
continue
work
on
climate
action,
particularly
those
three
areas
they
list
up
there
as
one
of
the
other
speaker
that
was
open
space
or
one
of
the
other
boards
indicated
that
the
impact
of
transience
on
public
spaces
was
having
presenting
some
challenges
in
the
parks
properties,
and
they
also
want
us
to
step
up
our
enhancement
of
our
urban
forests,
particularly
along
the
lines
of
diversity.
Given
the
animal
ash,
borer
impacts.
I
Housing
advisory
board,
so
I
summarized
their
letters
and
the
housing
advisory
boards
letter
started
out
by
outlining
the
list
of
accomplishments,
and
so
they
focused
on
the
2018-2019
housing
work
plan.
They
made
recommendations
to
council
when
council
requested
they
sponsored
two
listening
sessions,
one
on
the
affordable
housing
experience
and
the
other
one
how
to
raise
money
for
permanently
affordable
housing,
and
they
found
that
those
were
highly
highly
successful
and
would
actually
like
to
continue
on
that
build
on
that
momentum.
There.
I
They
have
a
desired
role
that
they
outlined
for
us
and
they
would
like
to
serve
as
a
clearinghouse
for
a
housing
specific
issues
raised
by
the
public.
They
would
like
to
be
a
viable
form
for
housing
issues
to
be
filtered
through
to
City
Council,
and
they
would
like
a
role
in
both
analysis
and
advocacy
on
pending
housing,
housing
issues
at
the
state
level,
the
legislature
for
2020.
They
have
the
following
suggestions.
I
Continued
and
items
from
the
previous
work
then
hold
additional
listening
sessions
find
a
pilot
project
for
tiny
homes,
an
expedited
expedited
review
process
for
projects
that
provide
affordable
housing,
expedited,
simplified
review
and
approvals
for
middle
income,
middle
income,
remodels
and
expansions
and
I
just
want
to
note
on
this
one
that
there
was
a
similar
recommendation
from
Boza.
So
I'm
wondering
how
we
might
be
able
to
maybe
extract
some
data
and
analyze
and
conceptualize
some
some
possible
solutions
there
and
then
continue
as
employer
liaison
exploring
partnerships
for
employee,
affordable
housing,
the
transportation
advisory
board.
I
I
It's
according
okay:
according
pricing,
okay,
a
vehicle
valuation
tax
VVT
as
they
refer
to
it
and
increasing
parking
fees.
They
would
like
to
reform
public
parking,
assign
parking
management
to
transportation,
staff
and
I
recall
this
has
come
up
prior
actually
by
City.
Council
has
come
up
in
the
past
minimum
parking
requirements
to
maximum
allowed,
update
or
replace
the
neighborhood
parking
program,
and
that
came
up
with
you
can
see
as
well.
I
believe
and
unbundle
from
ownership,
/
residency,
curbside
management
to
encourage
non
single
occupancy
vehicle
modes.
I
Their
priorities
are
to
align
the
parking
policies
with
established
goals
that
cut
across
departments
and
work
plans,
and
they
outline
several
aspects
of
it
and
sov
trips:
GHG
reduction
and
revenue
revenue
generation
and
equity
review
and
reform.
Eco
pass
and
transit
subsidies
yay
to
align
with
transit
and
equity
goals
requests.
H
H
Number
one
is
to
implement
the
statutory
non-discrimination
protections,
so
they
worked
hard
in
the
last
year
and
and
leading
up
to
that
to
pass
a
bias,
motivated
hate
crimes,
ordinance,
and
so
now
it
comes
down
to
training,
law
enforcement
and
prosecutors
and
enforcing
it,
and
also
we
now
have
gender
inclusive
language
and
municipal
ordinances
that
pertain
to
sexual
orientation
and
gender
identity
that
are
comparatively
very
strong.
So
again,
that's
just
enforcement
number
two
is
focus
on
housing
and
they
specifically
listed
manufactured
unhoused
and
affordable.
H
I
won't
read
what's
there,
but
that
was
their
second
as
focus
on
housing.
Do
you
want
me
to
read?
What's
there
I?
Can
it's
fairly
self-explanatory?
Okay,
so
for
manufactured?
That's
largely
gonna
come
down
to
state
level
advocacy
for
the
protections
and
they
also
wanted
a
full-time
employee
for
code
enforcement
dedicated
to
enforcement
at
manufactured
housing.
Here
in
Boulder
to
for
unhoused
focused
on
housing,
it's
an
emphasis
on
compassion
and
we
need
to
look
at
additional
emergency
sheltering
daytime
services
and
also
consider
modifying
the
camping
ban.
H
An
HRC
noted
that
they
did
do
some
public
engagement
and
feedback.
Already,
on
that
note,
and
for
number
three
affordable
housing,
we
need
to
preserve
the
existing
stock
that
we
have
and
strategically
ensure
the
future
availability
of
affordable
communities
such
as
manufactured
homes.
Number
three
for
their
top
three
is
prioritized
inclusivity.
H
There
are
people
who
can
afford
to
live
in
Boulder
right
now
and
who
choose
not
to
live
here,
because
we
are
not
seen
and
we
are
not
acting
as
or
we
are
not
welcoming
and
inclusive.
At
this
point
and
number
three
promote
indigenous
peoples
day
and
issues
and
protection
on
state
and
federal
levels
and
our
advocacy
efforts,
my
second
board
is
landmarks,
and
so
their
top
three
are
number
one
incentivize,
the
reuse
of
existing
buildings.
When
we
demolish
a
building,
the
construction,
waste
and
demolition
is
two-thirds
landfill.
H
Our
climate
commitment
goals
are
not
well
met
by
currently
allowing
so
much
demolition
and
encouraging
new
construction.
We
also
have
embodied
energy
waste
products
when
we
do
that.
So,
if
we
reuse
existing
building,
we
are
helping
to
meet
our
climate
commitment
goals.
So
looking
at
the
last
part
of
be,
they
want
us
to
study,
embodied
energy
impacts
and
I'm,
not
sure
if
that's
the
same
thing
as
embedded
I,
don't
know
this
terms
at
well.
So
I
learned
in
preparing
this
embodied
energy
is
the
energy
and
resources
cost
that
goes
into
creating
or
constructing
a
building.
H
So
when
we
demolish
it,
we
forfeit
that
embodied
energy
that
we
had
in
building
number
one,
and
so
we
need
to
study
that
and
look
at
ways
to
again
not
not
create
that
waste,
and
there
number
three
is
to
close
the
loopholes
in
demolition
related
ordinances.
So,
as
is
you
can
sort
of
piecemeal
or
incrementally
demolish
a
building
gradually
in
a
way
that
we
would
not
allow
it
to
be
wholly
demolished
upfront
or
changed,
and
that
can
result
in
the
permanent
loss
of
historic
character.
So
they
would
like
us
to
proactively
close
that
loophole.
H
D
Think
that
leaves
me
and
I
failed
to
do
my
homework.
So
y'all
can
give
me
a
low
grade
here,
but
I
promise
not
to
just
read
the
letters.
Those
responsible
for
I
am
ready
to
summarize
so
I
had
the
Arts
Commission.
As
my
first
board,
they
did
neatly
organize
their
letter
into
five
priorities,
so
their
first
one
is
to
increase
the
ongoing
funding.
They
welcome
to
the
250,000
special
facilities,
grant
that
we
awarded
in
two
nineteen
and
are
glad
it
is
continuing
but
feel
like
more
resources
are
necessary.
D
So
they
request
that
we
continue
to
increase
the
financial
support
for
boulders
arts
and
culture
organizations
and
the
artists
who
make
them
up
their
second
priority
is
additional
funding
for
public
art
staff.
They
feel
like
the
new
one
percent
for
art
program,
is
working
extremely
well
and
generating
lots
of
program
projects,
but
the
current
workload
of
managing
those
projects
is
untenable
and
our
one
public
art
manager
is
is
overloaded,
so
they
are
requesting
a
full-time
assistant
position
that
they
feel
is
mission-critical
to
continue
our
high
quality
public
art
program.
D
The
third
priority
is
to
develop
an
expedited
public
art
review
and
permitting
process
with
lower
fees.
There
have
been
some
significant
public
art
projects
that
have
taken
a
great
deal
of
extra
time
and
extra
money
to
implement,
and
they
would
like
to
see
us
make
the
permitting
process
much
easier
and
not
as
expensive.
D
The
fourth
one.
The
fourth
priority
is
to
add
two
commissioners
to
bring
the
number
of
their
commissioners
from
five
to
seven,
which
they
feel
would
lessen
the
burden
of
the
scoring
grant
applications
and
responding
to
those
grants.
Their
fifth
one
is
to
support
arts
organizations
efforts
to
exist
in
Boulder
and
to
expand
community
opportunities.
D
For
example,
how
could
there
be
office,
space
and
performance
space
for
artists
and
arts
organizations
in
the
opportunity
zone
and
other
potential
redevelopment
areas
to
ensure
a
more
stable
and
permanent
environment
for
arts
and
culture
and
Boulder,
so
that
was
the
Arts
Commission.
Thank
you
to
them
for
that.
My
other
board
was
the
Bolar
housing
partners
and
and
Jeremy
Durham.
D
More
than
any
development
in
Boulder's
history,
which
is
pretty
cool
and
also
thanking
us
for
the
partnership
for
creating
locals
a
permanent
permanently
supportive
housing
voucher
program
to
get
residents
out
of
homelessness.
So
it's
been
incredibly
Xs.
Successful
and
they've,
already
assisted
eighteen
individuals
experiencing
homelessness,
and
it
will
expand
to
forty
eight
community
members
in
2020
and
they
had
a
moving
success
story
that
they
highlighted
as
part
of
that
program.
So
that
pretty
much
covers
it.
Thanks
to
Jeremy,
Durham
and
boulder
housing
partners
for
their
input.
A
So
maybe
we
can,
we
can
read
those
letters
offline
there.
All
we
have
all
the
letters
in
our
packet.
Maybe
Sam
can
touch
on
those
at
the
retreat
or
for
a
few
minutes.
I
guess
I
just
have
a
little
bit
time.
I
want
to
ask
an
open-ended
question
either
from
the
letters
that
you
reviewed
yourselves
or
the
summaries
you
just
heard.
Does
that
change
anyone's
thinking
about
our
work
plan?
A
I
K
K
A
E
I
had
one
potential
synergy
between
the
two
boards.
I
saw
that
the
Arts
Commission
was
interested
in
having
more
artists
represented
in
the
affordable
housing
conversation
and
since
housing
advisory
board
is
so
interested
in
having
more
listening
sessions,
they
could
potentially
pair
up
and
have
a
listening
session
for
local
artists
around
the
topic
of
affordable
housing.
Just
a
suggestion,
observation.
A
F
I
was
struck
by
the
the
water
board's
comments
about
infrastructure
infrastructure
is
a
profoundly
unsexy
topic,
but
highly
necessary
and
I
felt
badly.
That
I
had
not
thought
about
it
at
all.
Before
reading
the
letter,
and
if
you
look
across
the
country
you
see
city
after
city
in
which
infrastructure
has
been
neglected
to
their
ultimate
sorrow,
because,
precisely
for
that
reason
it's
not
attractive.
It's
not
not
very
sexy
and
I.
D
Erin
yeah
mark
thanks
for
making
that
point.
I
also
found
that
the
rabs
point
about
the
prioritization
of
the
different
flood
mitigation
projects
across
the
city
to
be
a
compelling
one
and
I
know.
We've
done
some
some
of
that
ranking
prioritization,
but
I
thought
that
it
would
be
nice
thing
to
learn
more
about
at
some
point
about
how
we,
when
with
all
the
different
waterways,
that
we
have
in
drainages,
how
we
pick
and
choose,
which
ones
comin
next
to
make
sure
we're
intentional
about
that.
D
I
did
a
couple
other
ones
I
did
from
the
Arts
Commission.
They
brought
up
something
that
I've
thought
about
before,
which
was
about
the
streamlining
the
permitting
process
for
public
art.
We've
gotten
some
some
letters
in
the
last
few
months
about
one
project
in
particular
that
has
taken
an
extremely
long
time
to
permit
and
the
Arts
Commission
in
their
letter
raised
some
details
as
well
and
I.
D
G
Yeah
I
think
from
reading
the
Board
of
Zoning
and
adjustment
and
I.
Remember
you
know
over
the
past
couple
of
months,
I've
had
the
opportunity
to
speak
with
different
people,
whether
it's
in
the
business
community
or
developers
as
well
and
they've,
talked
about
you
know,
streamlining
or
processes
and
I
think
that's
very
important,
so
I
think
that's
something
that
we
should
definitely
follow
up
on,
and
it's
also
mentioned
in
here
change.
A
M
Good
evening
Christmas
Chuck
interim
planning,
director
assistant
city
manager,
Bob
to
your
question,
yeah.
We
are
in
a
process
within
planning
and
development
services,
which
is
the
joint
service
area
between
Public,
Works
and
planning
that
provides
all
of
our
permitting
services.
So
we're
in
an
assessment
and
strategic
planning
process
where
we
are
going
to
be
examining
eventually
every
single
process.
M
We
have
to
try
and
examine
and
look
at
how
can
we
reduce
the
amount
of
manual
processing
time
that
it
takes
to
complete
a
bunch
of
our
processes
and
water
areas
that
we
can
improve
the
ability
for
an
applicant
to
be
able
to
submit
an
application
successfully
where
we
actually
spend
the
vast
majority
of
our
time
is
in
resubmit.
So
that's
that's
a
key
area
that
we
want
to
work
on.
That
initiative
is
underway.
M
Now
we
obviously
won't
reinvent
all
of
our
processes
this
year,
but
over
the
next
few
years
is
where
we're
going
to
be
diving
into
those
I
mean
Aaron.
On
on
your
specific
question,
around
public
art,
that's
one
area
that
we've
been
working
together
on
and
specifically
now
having
PMDs
staff
on
the
review
panel
for
the
art
proposals,
so
we're
identifying
the
permitting
requirements
ahead
of
time.
So
we
don't
end
up
in
those
situations
that
we've
been
in
in
the
past,
where
we're
stuck
in
a
FEMA
flood
review
process.
D
Just
has
to
do
it.
Thank
you
for
that.
Chris,
that's
great
to
hear,
and
so
that
sounds
like
I'm
getting
you
involved
a
little
bit
earlier.
Are
we
also
looking
at
maybe
changing
some
of
the
requirements
that
public
art
permitting
might
undergo
the
to
say
like?
Oh,
we
don't
have
to
actually
call
this
an
accessory
structure,
for
example,
exactly.
M
Those
are
the
sorts
of
things
that
that
we've
identified
and
we've
started
to
brainstorm.
What
are
some
paths?
We
have
some
staff
that
are,
they
have
started
to
look
into
well,
how
to
other
communities,
define
public
art
from
a
regulatory
standpoint
and
at
what
point,
and
what
times
does
it
trigger
the
need
for
a
building
permit?
M
And
what
times
can
we
just
install
the
public
art
and
so
we're
looking
into
that
and
it
may
result
in
next
year,
looking
at
if
there's
actually
any
anything,
we
need
to
change
in
the
code
to
allow
that
to
happen.
So
that's
something
that
that
you
could
look
for
potentially
next
year,
if
we
find
some
paths
forward
or
not
that's
great,
to
hear.
Thank
you.
I
M
D
Already
gone,
but
I
have
one
more
go
again:
okay!
Well
it
just
I.
Couldn't
I
felt
like
I
just
couldn't
leave
my
former
board
out.
I
felt
bad
for
the
Planning
Board,
so
I
just
thought.
I'd
mentioned
a
couple
things,
because
I
thought
they
did
write
a
good
letter,
so
just
wanted
to
highlight
that
that
they
felt
like
that.
We
should
bring
equity
and
community
engagement
as
themes
throughout
all
the
work
that
we're
doing.
That
was
a
great
point
and
just
the
the
other
thing
I'll
mention
that
they
they
they
felt
like.
D
Maybe
if
I
can
grab
you
for
one
other
thing,
which
was
that
on
the
parking
code,
TDM
the
transportation
advisory
board
also
brought
up
a
parking
reform
and
I
just
wanted
to
check
in
I
that's
been
on
a
little
bit
of
a
hiatus
moving
forward
on
it,
but
I
think
we're
moving
forward
on
that
again.
So
maybe
you
could
say
a
little
something
about
that.
That's.
M
A
A
These
are
organized
by
currently
by
council
members
who
submitted
them
this
week.
We
can
organize
them
by
I.
Guess
the
two
things
probably
I
would
suggest.
Heather
one
is
is
as
well
here
in
a
few
minutes.
We
some
people
listed
things
that
are
on
our
carryover
list,
and
so,
unless
people
disagree
that
we
should
continue
on
as
plenty
board
has
recommended
with
the
things
that
we
started
last
year.
A
Those
things
are
probably
going
to
be
pretty
easy
to
tick
off
the
list
right
and
then
we
can
probably
focus
the
rest
of
our
day
on
Saturday
on
new
initiatives
and
maybe
to
the
extent
that
there's
some
natural
groupings,
we
can
go
through
them.
So
would
that
be
a
good
time
Jane
now,
for
you
to
kind
of
remind
us
of
the
carryover
priorities
that
you
have
Thanks.
N
L
You
so
on
the
board.
We
tried
to
talk
a
little
bit
about
the
carryover
priorities.
Let
me
explain
to
you
a
little
bit
about
the
the
coding
of
this,
so
we're
talking
about
carryover
priorities
that
are
going
to
be
in
the
different
corners
of
this
year.
These
are
already
established
council
priorities
and
the
size
of
the
circle
makes
a
difference
on
the
board.
So
the
orange
circles
are
that
it
should
take
a
small
amount
of
council
time.
The
green
is
medium
amount
of
counsel
time,
and
the
large
is
a
lot
of
counsel
time.
L
This
doesn't
relate
to
how
much
work
it
is
for
the
staff
to
do
these
things.
It's
a
lot
of
work
for
the
staff
to
do
all
of
these
things,
so
we're
trying
to
talk
to
you
about
the
valuable
resource
that
you
have
of
meeting
once
a
week,
or
maybe
only
three
times
a
month,
depending
on
what
you
end
up
deciding
with
some
of
the
other
items
that
people
raised
in
their
procedural
matters.
So
we've
got
staff
members
that
are
here
to
answer.
L
Questions
that
you
might
have
in
the
audience
is
Bill
Cowan
from
transportation,
Joe,
Todd
eg
from
utilities,
Christmas
Chuck
from
planning,
Curt,
fern
Harbour
from
housing
and
Human
Services,
Cheryl
Vitelli
from
finance
and
Tanya
Angie.
The
deputy
city
manager
and
Tanya
will
answer
any
questions
you
have
about
our
racial
equity
work
and
the
police
oversight
work,
so
you
can
see
in
quarter
one.
You
already
know
this
that
we're
gonna
be
having
a
full
study
session
on
south
Boulder
Creek
and
Cu
South.
We
may
have
a
pre
discussion
about
it,
even
also
in
quarter
one.
L
The
racial
equity
work
will
be
coming
forward
and
we'll
be
talking
about
vision,
zero
in
particular,
I
know,
though
we
we
don't
have
Sam
here
tonight
that
he
is
interested
in
issues,
and
you
all
know
this
too.
With
regard
to
the
use
of
our
sidewalks
as
well
as
how
do
we
use
these
other
forms
of
transportation
that
are
like
scooters,
skateboards
hoverboards?
How
do
they
interact
with
our
transportation
system?
L
And
so
there's
going
to
want
to
be
a
discussion
about
scoping
that
in
the
first
corner
in
the
second
quarter
again
south
Boulder
Creek
is
and
Cu
South
is
gonna.
Come
back
to
you.
Joe
can
talk
about
the
process
that
we're
following
and
you'll
hear
a
lot
more
about
it.
On
February,
25th
homelessness
will
have
more
information
on
that.
The
East
Boulder
sub
Community
Plan
will
be
coming
forward
to
Council
again
vision.
Zero
is
raising
its
head
and
becoming
more
of
time.
Then
the
financial
strategy
review
is
going
to
be
coming
forward.
L
Then,
because
the
study
group
is
going
to
be
reporting
to
you
at
the
end
of
April
about
ideas
for
moving
forward
and
and
if
you
choose
to
move
forward
with
continued
financial
strategy
which
I'm
pretty
sure
you
will,
then
that
will
carry
throughout
the
year
and
then
finally,
the
electric
utility
development
we'll
be
having
more
impact
on
your
schedule.
Then,
in
the
third
quarter,
the
police
oversight
we
hopefully
will
have
the
outside
auditor
hired
by
then
and
we'll
have
a
report
from
the
current
study
committee.
L
That's
working
on
it
to
see
what
additional
work
needs
to
be
done.
Hopefully,
the
racial
equity
tool
be
coming
forward
to
in
the
third
quarter.
See
map
is
the
climate
mobilization
action
plan,
so
we
are
going
to
be
starting
heavy
work
on
that
at
the
end
of
the
second
quarter
and
really
diving
into
it
on
the
third
quarter.
Homelessness
remains
a
constant
and
then
community
benefits
something
that's
been
on.
L
The
council
works
plan
for
a
long
time
is
going
to
come
to
the
City
Council,
then
for
some
discussion
and
some
getting
ready
for
decisions
in
the
fourth
quarter.
Use
tables
will
also
be
coming
forward
in
that
in
that
way,
in
the
fourth
quarter,
we
continue
with
police
oversight,
each
Boulder,
sub,
Community,
Plan,
Community,
Benefit,
climate
mobilization,
vision,
zero
and
a
big
item
is
going
to
be
the
use,
tables
and
standards.
N
B
Why
are
the
circles
the
size
that
they
are
and
if
you
have
questions
about
what
what
the
relationship
is
between
the
size
of
the
council
circle
and
if
there's
a
relative
bit
of
information
about
the
size
of
the
staff
circle,
because
even
if
you
have
time
for
things,
doesn't
necessarily
mean
that
staff
have
time
to
do
things
to
bring
for
you,
we've
had
this
conversation
at
many
retreats,
particularly
related
to
the
work
of
the
planning
staff
and
many
of
those
bigger
circles.
I
can't
help,
but
notice
might
be
planning
circles.
Thank.
E
One
suggestion
I'd
have
in
terms
of
staffs
time
is
to
have
that
available.
If
we
take
this
thing
off
what
what
part
of
staff
becomes
available
is
that
planning
staff
you
know
so
on
and
so
forth,
and
how
much
of
it
becomes
available
to
work
on
something
different?
So
that's
sort
of
like
a
preparation.
A
So
so
taking
Adams
suggestion
Jean
would
it
be
possible
to
take
priorities?
We
provided
I,
see
you've
already
divided
you've,
already
kind
of
allocated
them
to
departments.
Would
there
be
a
way
to
take
this
spreadsheet
between
now
and
the
time
of
the
retreat
and
add
add
on
from
here
anything
that's
not
on
here,
although
I
think
we
did
Council
members
did
catch
some
of
those
things,
many
of
those
things,
but
also
somehow
indicate
on
the
love
little
staff
effort.
Would
that
be
challenging.
A
L
We
could
partially
do
it.
I
think
I
mean
there
are
items
on
here
that
we're
already
doing
right,
okay
and
and
some
of
the
items
that
were
that
are
on
these
sheets
are
items
that
are
just
part
of
the
staffs
normal
workload.
So
one
of
the
items
was
added
to
care
about
ecosystem
protection
and
open
space
management.
Well,
that's
what
we
do.
So
that's
not
a
new
item
at
all.
L
E
Yeah
I
think
that's
or
even
just
the
answer
of
we
don't
know
how
much
time
that
would
take
and
try
to
eliminate
as
many
of
these
as
possible.
Essentially,
so
we
really
only
focus
on
whether
or
not
we
should
be
adding
new
things,
and
if
we
want
to
what
old
ones
we
would
have
to
knock
off
in
order
to
provide
you
the
time
and
the
correct
staff
members
to
do
it.
It.
B
Does
sound,
like
maybe
there's
three
categories
of
things
on
the
list?
The
first
category
is
what
you're
just
saying
the
already
doing
that
part
of
the
day-to-day
function
of
staff
in
that
department
yep
on
it.
Second
thing
is
part
of
somebody's
work
plan,
already
a
specific
component
of
a
project-
that's
already
underway,
but
then
the
third
piece
is
new
things
that
are
fundamentally
new
efforts,
new
lifts
and
for
that
third
category
of
things
it'd
be
helpful.
To
know
how
big
a
lift
it
is
for
both
staff
and
council
best
guess.
I
I
So
that's
an
ask
and
then
the
other
thing,
a
question
that
I
have
is
that
last
night,
I
was
at
a
neighborhood
meeting
over
at
Boulder
Junction,
and
the
focus
of
the
meeting
was
what
to
do
about
the
encampment
that
is
over
by
Mapleton
and
30th
Street,
and
it
became
very
clear
pretty
quickly
that
our
homelessness
strategy
has
not
addressed
that
to
a
full
extent.
So
my
question
is:
is
do
these
circles
up
here?
That's
a
homelessness
on
them
include
and
addressing
that.
A
Marriage
question:
as
long
as
you're
answering
questions
we
had
on
Tuesday
night
I,
think
some
council
members
also
suggest
some
work
plan
items
relating
to
homelessness
as
well,
and
so
to
the
extent
that
you
didn't
get
a
full
capture
of
those
so
that
we
could
speak
about
them
at
the
retreat.
You
know.
Maybe
you
can
solicit
that
either
tonight
or
or
offline,
but
in
advance
of
the
routine.
O
So,
what's
what's
on
the
board
there,
which
I
think
is
your
question,
is-
is
really
an
updates.
Instead
of
doing
the
the
update
and
then
in
the
middle
of
January,
doing
the
update
actually
offseason.
So
we
can
prepare
for
the
next
season
through
input
from
City
Council.
So
the
idea
around
that
was
moving
that
to
either
the
end
of
the
second
quarter
or
the
beginning
of
the
third
quarter,
which
gives
us
time
to
implement
any
kind
of
changes
that
would
be
recommended
by
City
Council.
O
So
I
think
your
opening
statement
was
correct
that
the
while
we've
had
a
lot
of
success
in
the
homeless
strategy
work,
we
haven't
had
as
much
focus
or
success
on
encampments
or
people
experiencing
homelessness,
who
are
coming
through
the
city
and
are
traveling
to
the
city.
I
think
that
we
need
to
put
more
effort
into
that
and
I
think
I
heard
some
of
that
on
Tuesday
night
as
well,
and
my
recommendation
would
be
to
maybe
for
us
for
us
as
staff
to
prepare
information.
O
B
A
Think
we
committed
on
Tuesday
that
we
would
talk
about
those
at
the
retreat
as
well,
so
I
guess
what
I'm
hearing
that
occurred
is
that
it
would
be
helpful
for
you
to
get
from
whoever
wants
to
talk
about
incremental
items
on
homelessness
for
them
to
get
that
into
you,
and
maybe
just
for
thoroughness
to
learn
at
so
she's
kind
of
keeping
track
of
all
these
these
things,
so
that
Heather
can
organize
his
stuff.
In
a
way,
that's
logical
to
say
we
are
you
guys?
Can
you
guys
see
that
the
next
couple
of
days
so
I.
O
L
I
guess
I'm,
just
I
just
have
to
jump
in
here
the
ideas
that
Adam
and
Rachel
brought
up
the
other
night.
Our
significant
work
plan
item
they're
significant
and
it's
not
just
housing
human
services
that
are
going
to
be
a
part
of
that.
It's
also
going
to
be
our
full
team
of
departments
that
deal
with
encampment
issues.
So
it's
the
police
department,
the
parks
department,
the
HHS
department
and
the
City
Attorney's
office,
all
of
whom
are
going
to
have
a
major
part
in
that
effort.
L
A
B
I
think
what
we've
learned
from
past
retreats
is
it's
hard
when
a
thing
that
you
think,
maybe
that's
not
quite
so
urgent.
We
could
slow
that
down
or
take
that
off.
The
work
plan
only
impacts
one
department,
but
the
thing
that
you
want
to
add
impacts
that
department,
but
then
also
several
others,
and
so
we'll
just
really
look
to
staff
to
remind
us
that
it's
not
a
one-to-one
swap
from
this
thing
to
that
thing,
but
yeah,
because
we
sometimes
forget
sorry.
O
Could
I
just
add
on
to
Jane
slightly
so
I
haven't
had
discussions
with
other
departments
about
what
that
impact
would
be
on
them.
It's
also
worth
noting
that
a
study
session
is
one
thing.
What
comes
out
of
that
study
session
can
be
a
lot
of
things,
so
we
don't
actually
know
what
that
would.
What
that
would
look
like.
E
And
I
was
just
gonna
piggyback
on.
We
also
want
to
know
if
there's
you
know,
if
we
took
something
off
of
here,
that
I
already
had
a
bunch
of
some
cost
work.
We
don't
want
to
do
that.
Necessarily
if
it's
gonna
derail
something
that's
you
know
75
percent
of
the
way
there
and
we
just
need
to
get
bring
it
across
the
line,
because
that
would
really
not
be
helpful
to
the
community
right.
L
And
so
many
of
the
items
that
are
on
there
absolutely
do
have
some
cost
work
in
it
and
when
I
look
at
them
and
think
about
this
particular
topic,
the
homeless,
topping,
there's
really
nothing
that
you
can
take
off
of
there.
That
is
going
to
provide
more
ability
for
the
departments
that
are
involved
in
the
homeless
issue.
L
To
do
that,
it
is
the
the
way
I
understood
what
you
talked
about.
The
other
night
Adam
was
establishing
a
working
group
studying
other
ways
in
which
we
can
accommodate
housing
for
those
who
are
resistant
to
housing
the
hardest
to
house.
That
is
a
big
deal,
and
we
we
can't
take
homelessness
off
of
there
right,
because
that's
the
very
thing
that
it
is
so
it's
just
making
that
topic
a
bigger
topic
and
including
more
people
in
it.
So
it
would
have
to
be
just
my
view.
L
G
Thank
you.
I
just
had
a
comment
because
I
when
I
was
just
browsing
through
the
priorities
and
I
noticed
that
a
lot
of
us
have
similar
priorities,
do
they
get
folded
into
one
or
let's
say
even
if
we
had
the
same
idea,
we
don't
have
to
send
that
again
because
another
council
member
already
have
that
idea
right.
L
Exactly
that
there
are
a
lot
of
duplications
in
here
or
they
they
could
be
they're,
not
just
worded
a
little
bit
differently.
So
what
we're
gonna
do
is
consolidate
this
now
now
we're
going
to
probably
take
your
names
off
of
it
and
consolidate
them,
maybe
into
three
buckets
one
is
we're
already
doing
it.
One
is
we're
sort
of
doing
it.
I
don't
know
I,
we
haven't
thought
about
it
yet,
and
one
is
here's
the
big
thing
that
would
need
to
add
a
lot
of
staff
to
it.
So.
C
D
Just
to
follow
up
on
that
I
mean
like
for
myself
and
I.
Think
some
other
folks
I
just
highlighted
some
of
the
things
that
I
knew
that
we
were
all
that
we're
already
on
the
work
plan
and
just
made
a
couple
comments
about
some
of
my
priorities
around
them,
so
so
that
that's
one
of
your
categories
is
the
existing
work
plan
items,
but
you
might
put
it
like
a
number
next
to
it.
Oh
for
council
members
mentioned
this
one
you
know
so
just
it
could
be
helpful.
A
D
Maybe
doesn't
matter
too
much
but
anyway,
so
there's
just
that.
I
did
have
one
question
about
scope
here,
which
is
I,
see
we're
working
on
community
benefit
throughout
the
year,
but
then
also
it's
on
2021
and
so
just
wanted
to
confirm.
I
may
have
chased
Chris
off
with
all
my
earlier
question.
There
we
go
Charles
just
that,
so
we're
on
our
second
half
tell
me
how
much
work
you
really
see
is.
Is
it's
definitely
a
lot
more
than
a
year?
What
you're
thinking.
P
L
And
the
ones
that
we've
got
there
for
2021
we're
not
saying
they're,
not
gonna,
get
done
until
October
31st
of
2021
moments
before
the
election
right,
we're
saying
that
they
will
be
accomplished
through
quarter.
One
quarter,
two
quarter
three
or
quarter
four,
we're
not
sure
yet,
and
we're
going
to
try
to
have
that
information
for
you
ever
treat
so
well.
B
A
Other
Jean
I
have
a
question
for
you,
I
assume.
You
can
confirm
that
the
allocation
of
these
things
between
the
quarters,
in
addition
to
the
general
load-balancing,
also
was
logical
based
upon
work,
streams
and
staff
workloads
and
what
was
in
flight
and
what
needed
more
work.
And
there
was
a
lot
of
thought
that
went
into
how
you
put
things
through
the
quarters.
A
L
A
So
maybe
a
related
question
to
the
extent
that
we
agree-
and
you
agree
that
some
of
the
new
things
that
we've
listed
here
are
things
that
make
sense.
Do
you
think
you'll
be
pretty
be
prepared
also
I
have
to
retreat,
or
do
you
need
time
after
the
retreat
to
then
allocate
them
I
mean
we
can
obviously
express
our
desires
as
far
as
priority
we
can
say
this
is
something
that's
really
really
important
and
I
think
needs
to
happen
quickly
or
as
opposed
to.
This
is
something
really
important,
but
it
can
take
a
year.
A
B
L
A
Another
question
gene
just
focus,
town
2020,
for
example.
Let's
say
all
the
the
dots
that
are
on
2020
stayed
on
in
the
places
they
are
and
the
sizing
is
accurate
and
we
didn't
mess
with
any
of
that
stuff.
Are
we
like
60%,
full
80%,
full
120
percent?
Full
I
mean
give
us
a
kind
of
a
signal
about
like
how
much
room
we
have
well.
I
N
D
B
You
recall
part
of
the
conversation
that
we'll
have
at
the
retreat
is
maybe
creating
some
criteria
for
new
things
and
what
which
new
things
are
in
fact
important
enough
to
bump
the
rest
of
your
work
plan
or
have
substantial
impacts
to
the
work
that
you've
already
committed
to
doing
I'm.
So
there
might
be
fewer
of
those
things.
If
you
a
develop,
you
know
pretty
rigorous
criteria
and
then
you
know
like
stick
to
them.
We.
I
L
H
To
what
Adam
said,
even
if
it
doesn't
impact
us
personally,
I
think
we
should
be
thinking
about
the
future
and
people
who
might
want
to
serve
it's
already
too
low
paid
I
would
say
to
be
to
attract
a
diverse
group
of
people
to
run
for
City
Council.
So
I
wouldn't
want
to
do
anything
that
decreases
pay
that
makes
it
less
inviting
yeah.
A
And
I
think
that's
where
Mary
suggestion
comes
in,
which
is
maybe
we
can
have
both
ways
because
I
know
there
are
some
people
who
don't
want
to
serve
because
of
compensation,
there's
a
lot
of
people
who
don't
want
to
serve
because
of
the
time
commitment.
So
if
we
can
address
both
the
time
commitment
with
a
equitable
pay,
we
might
be
able
to
attract
a
more
diverse
group
of
people
now
that
this
group
is
not
very
diverse,
but
other
people
who
may
not
be
sitting
around
this
table.
I
I
will
add
that
another
thing
that
I
noticed
on
there
as
well
was
to
make
our
boards
and
commissions
more
diverse
and
another
item
that
I
added
in
there
was
to
expand
membership
and
boards
and
commissions
to
people
that
have
close
ties
to
Boulder
and
one
of
the
reasons
that
I
suggested.
That
is
because,
when
we
have
put
that
criteria
on
working
groups
for
other
items
that
have
come
up
throughout
the
last
couple
years,
we
have
gotten
a
much
much
more
diverse
set
of
people
to
participate.
I
G
I
A
Other
observations,
comments,
I'm
gonna,
make
a
process.
Suggestion
sounds
like
we've
got,
maybe
some
people
who
have
a
few
more
things
to
add,
and
so
so
that
staff
can
spend
the
week
next
week
when
we're
off
on
Tuesday
digesting
those
and
doing
the
organizing
and
the
and
the
stacking
and
the
sizing
and
the
maybe
dollar
signs,
and
that
kind
stuff.
Can
we
if
there
any
last-minute
additions?
Can
we
get
those
in
by
the
end
of
the
day
tomorrow?
Is
that
doable
for
everybody?