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A
A
And
the
next
thing
on
the
agenda
has
public
participation
for
items
not
identified
for
public
hearing
and
I'd
like
to
also
say
that
tonight
we're
having
a
study
session
so
normally
there's
not
speaking
points
during
the
study
session.
So
if
you
want
to
speak
tonight,
then
do
so
and
you
can
sign
up
with
Lea.
C
C
Don't
think
I'm
entitled
to
trial
access
I
think
I
need
to
earn
my
trial
access.
That's
why
I've
been
volunteering
whenever
I
had
a
chance,
and
this
year
before
the
last
for
the
last
year,
I
have
been
volunteering
through
the
boulder
mountain
bike
alliance
with
Orson
pede
I've
been
working
with
the
trails
group
and
the
reason
why
I
am
I
wanted
to
address.
You
today
is
back
on
September
30th,
the
National
Public
Lands
Day.
We
had
a
big
trail
maintenance
event.
C
We
are
over
50
people
helped
us,
including
are
quite
a
few
high
school
students,
we've
rerouted
about
1,500
feet
of
the
High
Plains
Trail,
which
was
very
in
very
poor
condition.
It
was
eroded
and
and
cupped
and
together
with
trails
crew,
we
came
up
with
a
wonderful
reroute
that
is
uses
to
great
reversals
and
some
really
advanced
sustainable
trail
features
and
I
wanted.
To
give
some
praise
to
the
trails
for
volunteer
program
lead,
oh
Clark
and
his
supervisor.
C
Carlton,
we've
really
worked
very
well
together
on
developing
this
reroute
and
we're
very
happy
with
the
way
it
turned
out
and
we
are
we're
hoping
to
build
on
that
in
the
near
future
over
the
next
year.
There's
plenty
of
other
opportunities,
so
yeah,
thanks
for
making
that
happen
and
looking
forward
to
ya
2018.
D
D
Jim
reader
would
attest
to
me
sending
him
pictures
of
this
section
of
trail
for
at
least
six
years.
Saying
do
something
about
this
trail
and
oh,
my
gosh.
You
did
something
about
it
and
it
was
awesome,
great
piece
of
work.
It's
fun
in
its
probably
sustainable.
Nobody
ever
knows
if
a
trail
is
really
gonna
hold
together
until
it's
given
the
test
of
time.
D
D
Several
pinch
points
where
gates
are
on
interior
gates
have
been
puddles
forever,
I'm
telling
you
more
than
a
decade
and
in
the
last
couple
of
weeks,
they're
getting
filled
in
and
built
back
up.
That's
all
really
needed,
and
it's
great
I'm
happy
to
see
these
things
starting
to
happen.
Regular
maintenance
that
improve
the
user
experience.
Everybody
has
to
go
through
these
pinch
points
and
they
were
the
last
pieces
of
the
trail
to
dry
out.
So
everybody.
D
You
know
they
were
completely
dry
and
then
they
had
to
go
through
these
puddles
and
either
get
muddy
or
get
their
bike
dirty
or
whatever,
and
it's
and
it's
I'm
just
a
static
to
see
the
positive
changes
that
are
going
on
on
the
trail
now
and
I
I
pleaded
with
Jim,
don't
stop
and
he
assured
me
that
they
won't.
So.
Thank
you.
D
E
Allen
delamere
525
Mapleton,
just
give
you
just
a
few
points:
I
sent
you
an
email
on
the
master
plan
and
I
realized.
The
title
was
a
little
bit
misleading
the
2018
master
plan
is
not
yet
flawed.
It
could
become
flawed
and
I
hope
that
we
can.
We
can
correct
it
on
the
lines
that
I
know
dealing
with
the
census.
E
Senators,
the
all
the
senses
have
been
removed
now
some
sensor
data,
which
I
was
told
this
evening,
you'll
be
delivered
to
me
tomorrow
that
were
taken
this
summer.
So,
let's
see
what's
actually
there
in
the
next
few
days,
open
space
parking.
The
developers
have
submitted
the
latest
thing
this
week
and,
needless
to
say,
there
is
absolutely
no
provision
for
open
space
parking
included
in
it.
E
The
good
news
least,
from
my
viewpoint
is
that
I
took
Jane,
Brannigan
and
Jim
Robertson
for
a
little
tour
looking
at
trailhead
and
some
of
the
things
that
went
wrong
in
the
development
of
trailhead
and
in
the
course
of
that
around
we
looked
at
an
open
space
acquired
an
open
space
over
and
Jane
really
shook
us.
She
said
well,
I've
got
no
objection
with
condemnation,
but
the
City
Council
is
very
lucked
n't.
To
do
that,
so
all
I
say
to
people.
E
F
F
What
this
shows
is.
We
actually
had
six
trails
along
the
Front
Range
that
any
child
could
reach
by
bus
by
bicycle
by
foot
and
they
were
able
to
explore
them.
But
in
this
case,
what
we
did
because
I
was
a
member
of
a
club
that
had
active
members,
we
worked
with
the
open
space
Rangers
to
identify
the
ones
that
could
be
easy
enough
for
students
to
have
in
tennis,
shoes
or
dress
shoes,
easy
access
for
all
Borivali.
F
In
fact,
we
engaged
24
at
that
time.
24
Elementary
School's
12
participated.
What
does
the
first
semester
the
other
12
the
second
semester?
We
had
80
volunteers
from
the
Colorado
Mountain
Club,
because
what
we
did
is
we
timed
it.
For
two
days
a
week
we
had
six
trails
and
a
six-week
program,
and
first
50%
of
those
12
schools
were
to
go
on
a
Tuesday
noon.
F
So
all
of
our
volunteer
adults
gave
them
like
an
extended
two-hour
lunch
break
and
the
students
came
by
bus
or
whatever
other
vehicles
mini
by
bus
and
they
arrived
and
were
led
and
then
gotten
off
the
trails
and
we
developed.
As
you
can
see,
we
had
trails
that
were
listed.
We
had
study
problems.
These
were
problems
in
today
in
a
modern
connects
because
my
clothes
today
is
going
to
be
talking
about
the
idea
of
republishing
this
book.
F
Putting
it
up
on
your
website,
but
in
addition
to
that
relaunching
the
program
because,
as
you'll
see,
we
took
his
example,
amounts
Anita's
trail.
Every
single
one
had
both
a
flora
fauna
highlight
so
that
trail
that
the
students
could
understand
and
get
into
the
science
and
the
environmental
excitement
of
exploring,
but
they
also
had
the
problems
like
fire
control,
water
pollution
and
mitigation
issues
that
the
students
could
study
endangered
wildlife
and
what
to
do
about
that.
So
every
single
trail
had
one
or
multiple
causes.
F
I
mean
they
grew
up
in
cribs
with
a
computer
and
a
smartphone
in
their
hand.
You
know
by
age,
1
or
2
they're
already
operating
it.
So
what
is
the
incentive
this
program
that
I
ran
as
I
said?
It's?
It
was
extremely
popular
I.
Had
the
templates
I
have
all
the
background
clip
another
slide
or
two
here.
Those
are
the
goals
that
are
shown
in
that
booklet,
and
so
one
of
the
asks
that
I'm
going
to
say
is:
if
you're
interested,
we
can.
F
We
publish
this
book,
you
have
you
have
funding,
it
doesn't
cost
that
much,
but
we
would
ask
for
that
if
you
were
interested,
but
if
you
would
like
even
more
funding,
we
would
like
to
connect
you
in
collaboration
with
us,
in
collaboration
with
the
Colorado
Mountain
Club,
perhaps
through
an
institute
all
the
different
other
institutes
and
agencies
that
are
actually
putting
people
out
in
the
field
and
create
a
program.
That's
a
boulder
pilot
project
called
Boulder
study
trails
as
a
pilot
project.
F
It's
brought
up
40
years
later
now
to
the
modern
times,
but
everything
they
are
still
everything.
There
has
not
changed
to
bring
it
back
up
to
actually
create
a
program
that
has
templates
and
that
could
be
used
for
all
cities,
because
part
of
the
greater
outdoors
Colorado
program
wants
to
have
all
cities
have
that
access
to
open
space.
We
could
model
it
and
we
could
get
the
benefit
for
two
years.
F
I'm
asking
for
two
million,
but
not
for
me,
but
collaborative
and
I
through
my
Institute
I
can
actually
give
two
credits
CEU
of
continuing
ed
for
professionals
and
educators
who
decide
to
do
it
and
also
to
university
credits
for
university
students
who
may
want
to
take
the
road
that
we
took
as
leaders
of
the
Colorado
Mountain
Club
to
leave
these
students.
So
that's
my
ass
tonight,
I'm
just
gonna,
leave
that
with
you,
because
if
you're
interested
I'd
be
happy
to
come
back
at
a
later
date
and
talk
a
little
slower.
Thank
you
appreciate.
H
Good
evening
called
Leslie
human
dimensions,
pardon
air
with
open
space,
mountain
parks,
so
the
our
short
presentation
tight
and
though
cowering
principal
traffic
engineer
from
the
city
is
going
to
be
giving
that
but
Darren
Wagner
and
myself
will
be
sitting
in
the
background
to
help
answer
any
follow-up
questions
that
might
come
up
that
bill
can't
answer.
We
also
have
meant
abet,
Eva's
and
Susan
Connelly
here
tonight,
who
are
also
on
that
working
group
team.
I
Good
evening
trustees,
thank
you
for
your
time
this
evening
again
I'm
here,
to
give
a
brief,
very
brief
briefing
on
the
Chautauqua
access
management
plan
and
the
pilot
that
we
ran
this
past
summer.
This
access
plan
pertains
to
the
entire
Chautauqua
area,
but
it
should
be
of
interest
to
you
because
your
your
area
of
influence
in
this
is
the
ranger
lot
and
the
meadow
and
the
trail
system
that
that
leads
away
from
there.
I
This
is
the
issues
that
surround
access
to.
Chautauqua
have
existed
for
many
decades,
but
they
this
current
effort,
started
in
2016.
With
our
lease
with
the
kiboshed,
its
aqua
association,
we
went
through
a
extensive
process
of
data
collection
in
the
summer
of
2016,
a
lot
of
public
input
in
the
development
of
pilot
program,
which
Kurt
thank
you
for
participating
in
the
community
working
group
and
then
developed.
The
pilot
program
took
that
through
the
boards
and
the
City
Council
and
then
implemented
it
this
past
summer,
and
so
now
we
have
some
results
to
share
with
you.
I
We
found
that
the
program
was
very
successful
and
accomplishing
the
goals
that
we
had
set
out.
We
were
able
to
see
really
great
transit
ridership
over
900
riders
per
day
on
these
weekend
days
again,
we
saw
reduction
in
parking
on
par
with
about
50
cars
per
hour
through
those
days,
and
when
you
take
that
together,
that's
a
lot
more
people
arriving
by
transit,
a
lot
fewer
people
arriving
by
car.
We
also
saw
a
reduction
in
automobile
and
pedestrian
conflict
along
baseline
road.
I
So
for
these
successful
measurements
and
others,
we've
found
the
pilot
to
be
very
successful
and
are
interested
in
moving
forward
with
a
very
similar
pilot
in
the
summer
of
2018
interest
of
time.
I
won't
go
through
all
these
different
potential
changes
there
in
the
memo
that
we
provided,
but
these
are
some
fairly
modest
changes
that
we're
proposing
to
make
to
the
pilot
program.
Otherwise,
we
would
propose
to
run
the
pilot
program
similar
to
the
way
that
we
ran
it
this
past
summer.
I
Again,
that
would
involve
charging
for
parking
in
the
Ranger
lot
and
consequently,
that
would
result
in
some
changes
to
ordinances.
That
would
need
to
come
back
to
the
open
space
board
and
we'll
be
doing
that
in
the
first
quarter
of
2018.
Our
preliminary
recommendation
is
to
extend
the
pilot
for
a
period
of
five
years.
We
think
that,
at
the
conclusion
of
that
time,
your
staff
will
have
completed
the
update
to
the
open
space
master
plan.
I
J
H
H
There
is
actually
a
very
slight
reduction
on
the
order
of
around
8
percent
from
what
we
saw
in
2017
versus
2015
on
weekend
days-
probably
important
to
note,
and
that
is
that,
because
of
all
the
trail
maintenance
going
on
in
the
Chautauqua,
it's
hard
to
tribute
that
that
decrease
to
the
camp
program,
specifically
as
well
as
just
margin
of
error
in
the
measurement
of
of
camps.
But
our
preliminary
use
data
doesn't
show
certainly
doesn't
show
a
significant
increase
and
if
anything,
maybe
a
moderate
decrease.
I
So
we
did
quite
a
bit
of
public
outreach
through
this
as
well.
We
did
a
community
questionnaire.
We
talked
with
people
who
lives
in
the
area
and
generally
we
found
people
to
be
defined.
This
pilot,
pretty
positive,
got
a
lot
of
people
saying
that
it
was
easier
to
access
the
site
and
and
that
that
was
a
positive
thing
versus
people
who
were
saying
they
didn't
want
to
pay,
and
consequently
they
felt
it
was
a
negative
thing.
I
The
the
feedback
was
generally
positive,
but
you
know
it
was
a
bit
of
a
surprise
when
we,
when
we
briefed
boards
on
this
previously,
we
we
didn't
think
that
would
be
the
case,
and
we
told
people
to
go
into
this
with
your
eyes
wide
open
that
this
might
be
a
very
unpopular
thing.
We
were
very
surprised
that
that
was
not
the
case.
J
Different,
do
we
have
any
sort
of
information
on
which
set
of
users
is
maybe
disproportionately
using
the
bus
or
on
the
flipside
disproportionately,
not
using
the
shuttle
bus
system?
You
know,
just
from
some
user
groups
are
pretty
particular
climbers,
just
by
virtue
of
their
packs
and
stuff.
Sometimes
it's
obvious
what
they're
doing
but
I
don't
know.
If
we
have
some
impressions
about
what
groups
are
using
the
bus
versus
not.
I
I,
don't
think
that
we
have
any
data
that
speaks
to
which
user
groups
are
using.
The
the
shuttle
versus
who's
still
driving
I
think
that
we
heard
a
lot
of
there
was
a
lot
of
people
who
use
the
shuttle
who
commented
on
the
fact
that
this
was
their
first
time
to
Chautauqua
or
they
were
from
out
of
town,
and
this
was
a
great
opportunity
for
them
to
access
without
having
to
search
for
parking.
But
I.
Don't
think
that
that's
that's
very
anecdotal,
I'm,
highly
confident
that
we
had
all
user
groups
using
the
shuttle.
Okay.
J
That's
good
because
one
of
the
concerns
had
been
that
for
the
first
time
it
sort
of
one
time.
Users
might
be
disproportionately
unlikely
to
use
this
just
because
it
requires
a
certain
amount
of
knowledge,
and
that's
good
to
hear
that.
That
in
fact,
wasn't
the
case
that
people
were
figuring
it
out
even
on
a
first
visit.
I
Basis,
I
think
I
think
that
what
happened
is
that
as
they
were
approaching
well,
they
either
saw
it
on
our
website
because
we
marketed
it
pretty
heavily
or,
as
they
were
approaching
on
us,
36
saw
the
VMS
boards
that
we
had
and
the
signing
that
we
had
and
and
were
able
to
piece
together.
This
is
the
place
to
get
off
and
catch.
The
shuttle.
K
L
L
You
know
they
need
to
use
them,
come
fall
and
I
was
wondering
if
you
had
a
sense
of,
does
that
time
window
work
or
do
we
need
to
think
about
finding
places
that
next
year
that
could
go
for
a
longer
time
period
as
in
like
did
we
see
a
drop-off
before
that
lot
was
no
longer
available,
or
did
we
have
demand
right
up
until
the
end?
And
so
therefore,
maybe
we
need
to
think
about
finding
a
different
home
for
people
to
park.
So.
I
We
used
both
the
new
vista
parking
lot
and
the
regent
parking
lot
at
CU,
the
the
vast
majority
of
people
parked
and
took
the
shuttle
from
the
new
vista
lot.
We
found
that
to
be
an
extreme
important
component
of
the
program
and
consequently
have
already
secured
access
to
it
from
the
school
district
for
this
coming
summer.
I
We
won't
necessarily
have
that
parking
lot
for
all
the
weekends
that
we
want
to
run
the
program,
and
so
there
may
be
some
weekends
where
we
don't
have
access
to
that
and
would
be
reliant
on,
say
the
Regent
lot
or
access
from
downtown.
There
was
one
weekend
this
past
summer,
where
we
didn't
have
access
to
new
Vista
and
the
ridership
was
down
quite
a
bit
and
we'd
expect.
That
would
probably
be
the
case.
I
B
To
build
off
of
Tom's
comment,
not
user
groups,
but
socio-economic
groups.
There
have
been
concerns
in
the
past
that
charging
for
drive
up
access
to
the
park
could
adversely
affect
communities
who
can't
afford
that
extra
fee
or
or
might
adversely
affect
families
with
more
gear
going
to
meadow
music
for
example.
So
it's
the
was
there
any
effort
to
collect
data
before
and
during
the
first
year
of
camp
about.
I
The
socio-economic
status
of
the
people
who
parked
or
used
the
shuttle,
not
that
I'm
aware
of
okay
but
I,
mean
I.
Think
our
our
thought
would
be
that
if
someone
was
in
a
financial
position
to
own
a
car
and
drive
to
the
site,
it
shouldn't
be
a
socio-economic
disadvantage
to
either
drive
up
in
park
or
to
drive
to
the
parking
lot
park
and
take
the
shuttle
for
free.
Okay,.
J
I
So
this
is
what
the
parking
this
graphic
here
shows
the
parking
utilization
in
the
area
where
we
did
the
neighborhood
permit
parking
and
then
in
the
block
surrounding
it,
and
you
can
see
if
you
look
first
at
the
area
in
the
blue
zone.
That's
the
NPP!
That's
the
before
condition
very
high
parking
utilization
during
the
average
peak
utilization
period
from
9
a.m.
to
2
p.m.
afterwards
that
pretty
much
clears
up
parking
in
that
area
is
much
less
impactful.
I
If
you
go
back,
however,
and
look
at
grant
place
and
9th
Street
north
and
10th
Street
to
the
east,
you
can
see
that
those
are
yellow
and
green
and
afterwards
they're,
pink
and
red.
So
clearly,
there
was
some
parking
that
moved
into
those
areas
and
there
has
been
some
input
from
the
people
who
live
there,
that
that
was
an
undesirable
result
and
we
was
are
certainly
allowing
for
the
possibility
that
the
neighborhood
permit
zone
could
expand
if
the
people
who
live
on
that
block
are
interested
in
doing
that.
I
M
I
M
I
A
A
So
my
only
comment
about
that
would
be
that,
if
that
happens,
you
know
make
sure
we
have
good
signage
and
out
there
immediately,
because
the
people
had
been
there
for
a
while
and
then
you
know
it's
very
confusing
where'd
it
go,
it
went
and
you
know
people
were
not
real
happy
about
it,
but
and
I
took
it
out
there
times.
Then
it
was
fine,
but
yeah.
I
know
what
new
Vista
has
some
restriction.
So
yeah.
G
A
G
You
you've
asked
a
lot
of
questions,
so
I
think
you
did
number
one
that
you'd
gave
some
feedback
that
was
helpful
and
so
and
we're
gonna
be
returning
in
January.
I
should
have
read
this
question
about
December
January.
So
are
you
comfortable
with
staff
returning
in
January
for
the
ordinance
extension.
A
M
I
am
I,
didn't
have
one
item
that
I
was
gonna.
Just
throw
in
I
could
go
on
for
a
long
time
about
all
the
things
I
thought
were
great
about
this
I
did
want
to
mention
one
thing
that
I
thought
was
great,
because
I
not
sure
I
saw
it
in
the
description
of
the
program
going
forward,
and
that
was
the
whether
we
call
them
the
guides.
Yes,
yeah
and
I,
don't
know
whose
idea
that
was,
but
to
me
that
wasn't
Connolly's
yeah.
Yes,
would
you
like
to
stand
up
Susan
I.
M
Went
two
or
three
times-
and
you
know,
rode
the
shuttle
and
talked
a
lot
with
the
people
there
and
watched
them
talking
the
guides
and
for
something
that's
new
like
this
and
a
little
bit
challenging
in
the
way
it
changes
people's
behavior,
the
way
they
work.
The
system
I
think
it
was
absolutely
essential
to
have
those
guides,
the
interaction
they
had
with
people
I
just
thought
I
would
never
want
to
do
this
again
without
those
people,
and
so
I
would
also
make
a
quick
shout-out
to
whoever
recruited
and
hired
and
trained
those
people.
M
I
Correct
Oh
carrion
Mahoney,
who
was
also
on
the
community
working
group
with
you
and
the
Visitors
Bureau,
have
were
great
partners
both
financially
and
in
terms
of
management
of
this
past
pilot
program,
and
they
are
extending
that
again
into
this
coming
summer
and
they
are
going
to
take
over
the
management
of
the
the
guy.
Both
on
the
tour
buses
are
on
the
shuttles
and
I
guess,
making
the
shuttles
tour
buses
and
and
on
the
the
park
itself.
Yeah
great.
M
Great
you
know
the
only
thing
I
would
say
and
I
thought
your
recommendations
covered.
All
the
public
feedback
that
I
saw.
I
know
this
is
easy
to
ask
for
it's
probably
hard
to
find,
but
if
we
could
find
electric
trolleys
I,
you
know
the
concerns
about
going
up
and
down:
ninth
Street
and
the
noise
and
everything
else
and,
of
course
it
would
feed
on
our
whole
city.
You
know
objective
to
go
green,
so
would
you
find
us
a
couple
of
those
please.
A
G
G
N
I
I
don't
think
that
I've
met
quite
everybody,
so
I'm
Heather
Thompson,
one
of
the
senior
wildlife
ecologist
with
the
department
and
I
wanted
to
talk
to
you
briefly
about
an
exciting
opportunity
that
we
have
in
2018.
That
staff
is
talking
with
the
state
about,
and
it
really
has
to
do
with
our
foothills
ecosystems.
So
in
our
foothills
ecosystems
across
our
our
system,
I'm,
not
as
smart
as
it
is.
N
N
That's
all
mule
deer
and
then,
of
course,
our
large
predator,
which
is
the
primary
predator,
especially
for
adult
mule
deer
are
our
mountain
lions
and
just
a
tiny
bit
of
background,
because
I,
don't
think
any
of
you
were
on
the
board
when
we
previously
looked
at
some
of
this
system
back
in
the
1980s,
there
were
surveys
done
of
deer
populations,
sort
of
across
the
southern
portion
of
the
open-space
foothills
and
then
in
2005
to
2008.
We
did
a
collaborative
study
with
what,
at
the
time
was
the
Colorado
Division
of
Wildlife.
N
Now
it's
Colorado
Parks
and
Wildlife,
looking
at
the
deer
and
the
mountain
lions,
and
especially
chronic
wasting
disease
in
our
deer
and
then
between
2008
and
2016
Clara
de
Parks
and
Wildlife
undertook
a
study
of
mountain
lions
and
our
foothills,
which
some
of
you
have
heard
some
about,
and
hopefully
Matt
Aldrich
will
be
coming
in
to
present
some
of
those
results
in
the
near
future.
So
back
in
2005
to
2008,
we
were
looking
at
what
we
called
the
Table
Mesa
deer
herd,
and
so
this
is
an
area
roughly
from
El.
N
Dorado
springs,
drive
up
to
baseline
out
to
Broadway
and
then
sort
of
up
to
the
Flatirons
and
sort
of
the
mountain
peaks
to
the
west.
And
during
that
time
we
sampled
about
117,
mule
deer
I
think
we
caught
of
those
not
all
of
them
were
ones
that
were
actually
enrolled
in
the
study.
But
you
can
kind
of
see
the
study
area
an
aerial
photo,
so
we're
talking
sort
of
shanahan,
Ridge,
Table
Mesa
area
and
then
to
the
west,
and
what
we
found
was
fairly
striking
at
the
time
and
our
mule
deer
herd
was
extremely
high.
N
N
So
we
found
that
CWD
mortality
added
to
the
mortality
factors
that
mule
deer
otherwise
would
face,
but
we
also
found-
interestingly,
maybe
not
surprisingly-
that
the
mountain
lions
were
very
good
at
detecting
the
CW,
positive
deer
and
we're
most
definitely
selecting
for
those.
So
we
also
were
looking
at
the
deer
population
trends.
So
we
did
the
the
same
census
that
had
been
done
back
in
the
1980s
and
you
can
see
on
the
left.
N
Is
the
data
from
the
1980s
on
the
right
are
the
four
years
that
we
did
a
census
in
that
previous
study,
and
you
can
see
a
pretty
steep
drop
in
that
population
between
those
time
periods.
So
some
other
work
at
the
time
that
was
being
done
on
chronic
wasting
disease
had
come
up
with
some
modeling
looking
at
wild
deer
herds.
So
this
was
not
based
on
our
data.
N
So
what
our
data
allowed
us
to
do
at
the
time
was
to
sort
of
fit
our
data
to
this
model
and
see
if
it
lined
up
with
just
a
couple
of
data
points
in
time.
So
this
basically
is
our
population
data
that
I
showed
you
and
then
that
little
red
bar
is
our
prevalence
that
we
measured
at
the
time
of
this
study
and
if
you
fit
those
with
the
time
period
based
on
when
CWD
was
first
detected
in
Boulder,
it
seems
to
line
up
pretty
well.
N
But
of
course
it's
only
two
points
in
time,
and
so
there
could
be
a
whole
lot
more
going
on
in
there
than
we
can
see
with
this
data.
So
in
2018
and
2019.
What
I'd
like
to
talk
to
you
about
is
an
opportunity
to
revisit
this
data
and
to
look
at
a
lot
of
other
really
interesting
and
exciting
questions.
So
there's
been
renewed
interest
at
the
state
and
federal
level
in
chronic
wasting
disease.
Again,
it
sort
of
was
was
not
the
a
dramatic
problem
that
they
initially
had
thought.
O
N
N
P
H
N
Okay,
I
don't
want
to
take
up
too
much
of
your
time.
You
have
a
lot
of
things
to
do
tonight,
so
essentially
we
have
the
opportunity
to
really
leverage
a
lot
of
opportunity
from
the
state,
so
the
state
has
funding
and
staffing
and
experience
with
capturing
of
wild
mule
deer
that
we
really
don't
have
on
staff,
except
for
when
we
were
previously
involved
in
the
study.
N
So
what
we're
looking
at
is
really
leveraging
that
as
an
opportunity
not
only
to
add
to
the
overall
understanding
of
chronic
wasting
disease
Boulder
opera,
as
we
often
do
our
own
unique
situation
and
there
aren't
a
whole
lot
of
mule
deer
herds
that
are
not
managed
through
hunting.
So
it's
a
somewhat
unique
situation
to
look
at
sort
of
the
trajectory
of
populations
and
chronic
wasting
disease
without
the
manipulation
that
hunting
presents.
So
that's
pretty
interesting.
It
also
gives
us
an
opportunity
to
capture
a
relatively
large
number
of
mule
deer
and
what's
happened
since
we
did.
N
The
study
in
2005
through
2008
is
the
technology
on
GPS.
Collars
has
come
a
long
ways
and
the
cost
of
GPS
collars
has
gone
down
dramatically.
So
it
gives
us
the
opportunity
to
use
the
opportunity
to
capture
the
deer
to
actually
put
collars
on
them
so
that
we
can
track
them,
which
then
allows
us
to
look
at
a
lot
of
really
interesting.
Questions
about
habitat
selection
on
open
space
are
the
deer
responding
to
things
like
the
tall
oak
grass
invasion,
which
I
know
you've
probably
heard
about
on
shanahan
Ridge?
N
What's
the
relationship
again
of
mountain
lions
and
their
selection,
of
which
deer
they're
choosing
to
prey
on
with
the
backdrop
of
the
additional
information
on
the
Mount
liens
on
our
system
that
we
now
have
because
of
the
state
study,
and
it
allows
us
to
look
at
all
kinds
of
other
questions.
We've
got.
We've
had
some
prescribed
burning.
How
are
the
deer
responding
to
those
conditions?
How
do
they
respond
to
trails
all
types
of
things
so
we're
in
the
early
stages
of
exploring
this?
If
we
pursue
it?
N
Essentially,
first
quarter
after
we've
gone
through
our
work
planning
and
figured
out
what
capacity
we
have
as
open
space.
We
would
work
with
the
state
to
come
up
with
a
specific
study
plan,
go
through
an
MOU
process
with
them
to
figure
out
exactly
what
that
would
look
like
and
then
capture
what
happened
in
the
fall.
Usually
we
would.
We
would
start
about
September
to
capture
deer
September
through
December.
A
population
census
would
be
done
December
in
January,
and
then
we
could
then
track
the
deer
through
2019
and
maybe
even
beyond.
N
The
technology
is
startling
to
me
as
I'm
looking
into
it.
How
long
the
battery's
now
last
on
those
radio
collars,
so
we
might
have
a
longer
opportunity
than
I
even
knew
so
we're
exploring
those
options.
I
think
it's
an
exciting
chance
for
us
again
to
continue
our
learning
about
these
foothills
ecosystems
and
a
couple
of
the
pretty
key
players
in
the
wildlife
community
there
so
I
think
for
now.
I'll
leave
it
at
that.
P
A
A
B
Q
Right
good
evening,
everyone,
my
name,
is
Christian
Nunes
I'm,
a
wildlife
ecology,
technician
for
the
city.
There
is
my
supervisor
I'm
gonna
sit
over
here
and
look
at
my
pictures
of
prairie
dogs,
which,
unfortunately
can't
see
my
update
today,
is
to
just
inform
you
about
where
we
are
with
some
of
our
relocation
projects.
This
year,
we've
undertaken
three
separate
projects,
two
of
which
were
from
private
property,
our
private
properties
within
the
city
and
then,
which
is
a
continuing
open
space
relocation.
Q
Q
So
we
have
two
sites
to
sending
sites.
We
call
them
where
we're
capturing
prairie
dogs
on
private
properties.
One
is
zero
diagonal
highway,
which
is,
as
you
leave
Boulder
on
the
diagonal
small
sliver
of
property.
There
I'll
soon
be
developed
and
the
other
is
on
spine
road
and
gun
barrel,
which
is
a
small
property,
we're
also
continuing
to
recapture
animals
at
the
foothills
community
park
near
wonder
the
lake
that
project
hasn't
been
ongoing
for
several
years.
G
Q
Let's
see
we
have
to
receiving
sites,
so
we
apply
for
permits
to
move
prairie
dogs
with
the
state,
and
we
have
to
pick
select
sites
on
our
system
that
meet
their
strict
requirements
of
the
correct
ecology,
the
correct
grassland
composition
to
make
sure
that
these
relocations
are
successful.
So
we
received
two
permits
this
year
for
two
different
receiving
sites.
One
is
called
the
dam
Jana
Mitch
site,
which
is
off
Marshall
Road,
just
east
of
cherryvale
Road
and
the
second
is
called
the
wanaka
property
and
so
that's
off
highway
128.
Q
In
the
southern
grasslands
we
installed
nest
boxes
which
are
buried
about
three
or
four
feet
deep
at
the
ground.
It's
a
artificial
burrow
structure
for
the
animals.
The
number
one
priority
is
to
give
them
some
structure
to
that.
We
release
them
into
because
there
they
don't
have
a
colony
set
up.
The
Burrow
structure
isn't
there
quite
yet
so
that
gives
them
kind
of
a
head
start
and
a
protection
from
predators.
So
we
installed
38
nest
boxes
on
Danny
on
a
niche
this
year
and
we
have
existing
nest
boxes
on
Wanaka
because
it's
been
a
site.
Q
So
currently
we
are
nearing
the
completion
of
all
three
of
these
projects.
The
goal
is
to
move
the
animals
before
the
cold
weather
begins,
and
here
we
are
the
diagonal
crossing
project.
They
have
relocated
185
animals,
which
is
pretty
close
to
the
estimate
of
a
175
to
230
spine
Road,
the
other
private
property,
they've
relocated
25
animals,
which
was
the
estimate
of
population
there
and
foothills
park,
which
is
the
city,
property,
they've,
relocated,
40
animals.
The
estimate
there
is
about
35
to
45,
and
the
estimates
are
because
you
do
account
above-ground.
Q
You
can
see
who's
out
there
that
day,
but
you
never
know
who's
underground.
So
there's
a
little
bit
of
flexibility
there
and
all
the
prairie
dogs
are
doing
well
on
the
sites
they
take
to
the
nest
boxes
very
well,
the
populations
are
doing
well,
the
animals
are
they
get
fed
for
several
days
after
being
released.
Q
There
are
cages
over
the
burrows
to
protect
from
coyotes
and
aerial
predators
like
hawks
and
those
are
being
effective,
and,
at
this
point,
we're
looking
forward
to
completing
these
projects.
If
there
are,
animals
are
left
on
the
sites
and
at
this
time
foothills
is
still
ongoing.
There
are
still
a
couple
animals
there
we're
still
trying
to
capture
and
then
the
private
properties.
They
think
that
they've
captured
about
99
percent
of
the
animals
but
Vala
Bassin.
The
urban
wildlife
coordinator
for
the
city
is
going
to
be
looking
at
options.
Q
But
we
have
to
do
that
before
December
1st
is
where
that
is
kind
of
that's
the
deadline
that
the
state
gives
us
and
then,
in
the
future,
this
winter
we're
going
to
talk
about
ways
to
discourage
recolonization
of
foothills,
because
this
is
a
third
year.
That's
the
main
trapping
effort
that
they've
come
back
and
numbers
so
and
usually
they're
small
numbers.
Q
So
those
folks
are
gonna,
give
us
staff
recommendations
on
how
we
could
approach
these
projects
of
the
future,
and
we
continue
to
evaluate
sites
that
we
can
use
in
2018
and
beyond.
Hopefully,
wanaka
will
continue
to
be
receiving
site
and
we
are
looking
at
other
areas
of
the
city
where
relocations
might
be
necessary,
so
we're
always-
and
if
there
are
other
developments
that
might
happen,
we
are
trying
to
get
ahead
of
those
and
having
enough
space
to
receive
those
prairie
dogs.
J
A
couple
questions,
so
this
may
go
back
more
than
a
year,
but
back
when
we
were
having
the
discussion
about
the
armory
site.
One
of
the
concerns
was
that
if
we
received
the
prairie
dogs
from
the
armory
site,
it
meant
prairie
dogs
from
stray
decline
and
one
other
property
whose
name
I,
don't
remember,
would
have
to
remain
there
and
that
was
have
some
adverse
I
think
was
more
on
agriculture,
but
on
those
properties,
I'm
curious.
This
may
be
more
for
Heather.
Who
was
because
you
were
the
one
who's
making
that
point.
N
They
are
still
there
and
again
we
will
see
sort
of
some
of
the
recommendations
to
come
out
of
the
prairie
dog
working
groups.
So
I
can't
give
any
certainty
on
what
things
will
look
like
going
forward.
What
we're
operating
with
now,
though,
is
that
top
priority
would
be
any
prairie
dogs
within
the
city
that
are
facing
eminent
lethal
control,
which
would
not
apply
to
most
open
space
sites,
and
so
that
would
include
private
properties,
development
properties.
J
Q
Two
hundred
forty
four
animals
were
moved
there,
there's
kind
of
an
expected
decrease.
You
expect
some
sort
of
mortality
rate
with
predation
and
over
the
winter,
animals
just
naturally
die,
so
the
population
is
certainly
persisting.
The
acreage
that
is
occupied
as
shrunk
since
last
year.
There's
still
animals
living
there.
The
population
still
is
going,
but
that
number
that
original
number
is
certainly
shrunk.
We
don't
have
an
accurate
population
number
right
now,
but
we
just
kind
of
look
at
the
area.
Q
We
go
and
walk
the
ground
and
see
how
many
burrows
there
are
that
are
active,
so
it
has
retracted
slightly,
but
it's
still
operating
as
the
prairie
dog
colony.
Soon
after
relocation.
Last
year,
at
the
Armory
site
we
had
burrowing
owls
show
up
within
a
week.
It's
there's
a
pack
of
five
coyotes
that
live
out
there
that
are
seen
regularly.
You
know
it's
a
thriving
you're
driving,
prairie
dog
colony
and
it's
supporting
the
ecosystem
that
we
would
like.
Q
N
Would
just
add
it
will
be
interesting
in
the
spring
to
see
reproduction
with
how
late
that
relocation
happened.
Last
fall.
We
would
not
have
expected
to
see
reproduction
this
spring,
but
next
spring.
We'll
then
I
think
get
a
better
sense
of
how
well
settled
in
they
are
and
how
well
their
social
dynamics
are.
Establishing
and.
Q
Also,
the
diagonal
crossing
prairie
dogs
that
were
moving
this
fall
are
directly
adjacent
to
the
armored
animals
and
so
those
two
colonies.
We
separated
them
by
about
a
hundred
yards
of
grassland.
But
since
we've
been
putting
all
those
animals
from
diagonal,
they,
the
colony,
has
expanded
and
now
they're
all
one
colony,
so
we're
adding
more
animals,
and
that
will
support
that
population.
Q
G
G
G
M
L
Just
had
one
sort
of
comment
e
question
anything
just
wondering
if
we
continue
to
prioritize
private
over
public,
which
I
actually
see
why
that's
a
good
idea.
Is
there
some
sort
of
like
mitigation
compensation
that
we
can
attach
to
that
as
well?
Sort
of
like
we're
actually
doing
a
service
for
private
landowners,
they're
saving
money
in
some
way
or
something
and
like
pay
us
some
money
to
help
maintain
our
prairie
dog
habitat
yeah.
N
So
with
the
armory
development,
there
was
a
fairly
substantial
of
money
that
was
given
to
the
city
for
exactly
that
reason,
to
kind
of
offset
some
of
the
costs
with
the
current
relocations,
they
are
reimbursing
us
for
some
of
our
staff
time.
There
isn't
really
a
good
regulatory
framework,
though,
for
there
being
a
specific
compensation
or
mitigation
fee
again.
That
may
be
something
that
the
prairie
dog
working
group
discusses
so
moving
forward.
That
may
very
well
change.
Okay,.
A
G
A
A
Just
couldn't
resist
so
do
we
have
a
debrief
for
any
I
thought
it
was
great
party
I
mean
and
that
I
thought
the
Conservancy
video
was
terrific
and
you
know
just
so
professionally
done
and
exciting
to
see
the
Conservancy
kick
off,
and
you
know
I
just
feel
like
we've
got
her
next
50
years,
starting
it,
which
is
great
other
comments.
It's
just.
G
A
G
J
Yeah
issue
for
the
board:
okay,
so
on
next
month's
agenda
is
going
to
be
the
questions
from
Council
and
I.
Think
we
ought
to
spend
a
minute
deciding
how
we
want
to
approach
that
so
that
we
come
prepared
for
to
do
whatever.
Is
we
decide
we
want
to
do
you
know
one
of
the
questions
councils
asking
us
really?
Isn't
they
issue
having
to
do
with
open
spaces
again,
these
sort
of
broader
sort
of
city,
priorities
and
I
think
it's.
Last
year
candidly,
we
didn't
answer
that
question.
J
J
We
want
to
have
people,
you
know
come
prepared
with
some
lists,
or
how
do
you
want
to
accomplish
that
or
if
we
want
to
again
focus
on
open
space,
I
think
we
will
be
more
efficient
next
month
if
we
decide
at
least
begin
the
conversation
now,
but
one
who
actually
want
to
accomplish
so
then
I
just
Briscoe
kind
of
looking
at
each
other
next
month.
Okay,
now,
what.
A
G
O
J
We
know
the
different
ways
in
the
question
of
whether
we
were
going
to
get
into
issues
outside
of
the
our
purview,
letting
me
just
decided.
Now
we
were
gonna
focus
on
open
space
questions
one
two
years
ago.
I
may
get
this
wrong,
but
any
two
years
ago
we
each
so
it
was
sort
of
listed
some
things
and
then
Leah
compiled
them
for
us,
and
then
we
sort
of
whittled
the
list
down
a
little
bit,
but
it
ended
up
producing
as
somewhat
disjointed.
J
In
my
opinion,
somebody
disjointed
sort
of
hodgepodge
of
different
things,
which
you
know
we're
interesting
ideas,
but
there
wasn't
wasn't
much
sort
of
holistic
Ness
to
it.
Last
year,
as
I
recall,
the
two
of
you
wrote
a
was
that
right
and
sort
of
more
of
a
no
more
of
an
essay
have
some
ideas
of
we
might
go
about
that
and
then
we,
you
know,
did
some
work
on
that.
We.
L
Sort
of
discussed
like
didn't
during
a
meeting
kind
of
what
we
were
gonna
write.
Then
we
went
off
and
because
just
have
the
two
of
us
working
so
we're
not
having
a
daylight
problem,
brought
it
back
and
said
you,
okay
with
this,
because
we
snuck
in
all
the
secret
text
it
was
like
and
then
you'll
pay,
Curtin
Kevin
million
dollars,
yeah.
No
one
caught
that.
Thank
you
very
much
just
kidding.
M
It
seems
to
me
this
year
is
a
little
different,
maybe
because
of
the
master
plan,
because
we're
gonna
ask
the
council
in
some
way,
and
maybe
Tracy
can
remind
us
to
bless
lists
of
issues
or
something
like
that
at
the
beginning
of
the
process
and
I
mean
so
I
think
we
would
take
advantage
of
the
opportunity
to
tell
council
that
to
remind
them
of
that-
and
you
know,
lay
it
out
in
a
question
to
Council
in
some
fashion.
Can
you
connect
dots
for
me.
G
Alright,
if
we
think
about
the
timing
councils,
so
there
is
this
council
board
process
subcommittee,
that's
looking
at
the
overall
process
and
the
timing
of
it
and
when
different
milestones
would
occur,
and
so
you're
having
a
study
session
about
that
here.
In
just
a
little
bit,
you'll
take
action
on
it
at
the
December
meeting.
M
O
L
A
M
M
J
J
M
L
Think.
That's
why
they're
not
presenting
on
anything
tonight
and
and
briefly
the
I
think
there
was
a
misunderstanding
about
what
I
thought.
The
cause
of
the
problem
was
that
people
were
going
too
fast
on
the
Eagle
trail
and
I
restated
that
I
think
the
problem
is
actually
that
it's
just
too
dangerous
at
any
speed
and
in
fact
it's
a
problem
where
you
have
a
lot
of
beginning
trail.
L
Users
in
that
area
and
the
Eagle
Trail
descent
is
a
not
beginning
trail
and
so
they're
going
to
look
into
potentially
rerouting
the
Eagle
trail
sooner
rather
than
later,
or
opening
the
cobalt
trail
sooner
rather
than
later
and
you're
gonna
try
and
work
back
to
me
and
or
us
sometime
in
the
next
couple
of
months.
I
guess
so,
hopefully
we'll
have
some
input
on
that
then.
L
L
So
it
was
like
I'm
feeling,
scared,
I,
think
I'll,
stop
being
it
off,
and
then
next
thing
you
know,
you
know
eating
the
ground,
so
I
think
signage
probably
won't
make
a
huge
difference.
It's
more
of
a
question
of
it's
scheduled
to
be
rerouted
anyways
and
the
cobalt
trail
is
scheduled
to
be
opened
to
multi-use
as
part
of
its
the
North
USA
plan.
L
As
well
and
there's
some
discussion
about
how
that's
going
to
be
rerouted
but
the
cobalt
trails,
it
is
now
the
reason
why
I
suggested
is
because,
instead
of
having
say
12
to
15
percent
pitch,
which
is
what
the
Eagle
trail
has
has
like
a
three
percent
pitch.
So
the
possibility
of
giving
speeds
at
that
for
a
beginner
would
be
much
lower
yeah
so
anyway.
Hopefully
the
the
word
was
that
we'll
hear
back
soon.
B
B
G
See
I
I,
don't
see
Dan
Burke
here,
but
I
did
check
in
with
the
real
estate
folks
Oh
Dan
is
here:
okay
and
they
maybe
I'll,
give
a
quick
little
schnapps
us
that
the
real-estate
folks
did
look
into
it.
We
don't
have
property
that
is
directly
adjacent,
Lafayette,
Louisville
and
Boulder.
County
do
okay,
and
it's
also
in
Lafayette's
urban
growth
boundary,
so
we
feel
like
it
is
not
ours
to
pursue.
All
right
did
I
get
that
accurately.
Okay.
Okay,
thank.
G
To
start
working
with
the
board
on
the
upcoming
open
space
and
mountain
parks,
master
plan
tonight
is
a
work
session
and
it's
an
opportunity
for
us
to
really
discuss
and
and
work
through
what
we're
focusing
on
tonight,
which
is
the
process
and,
as
we
mentioned
earlier
in
the
evening,
the
ideas
that
will
really
work
through
the
process.
We'll
have
a
report
out
from
the
subcommittee
from
the
process
committee
that
met
earlier
today.
I
imagine
but
really.
R
R
Things
are
starting
to
come
into
focus
there's
at
least
our
master
plan
and
I
think
we're
at
an
exciting
time
that
we
just
celebrated
last
night,
the
the
celebration
of
our
50th
and
I
don't
know
who
still
has
the
stamp
on
their
wrist,
but
I
certainly
do
okay
good,
and
you
know
we
we
did
have
a
lot
of
fun.
We
were
up
moving
a
lot
last
night
tonight.
You
know
it's
a
little
more
sedentary,
but
you
do
see
toys
in
front
of
you.
R
So
please,
if
you
need
a
distraction
of
some
kind,
let's
use
these
as
last
resorts,
but
if
we're
really
getting
off
the
rails,
then
perhaps
we
might
need
these.
So
I
do
just
want
to
give
an
overview
of
the
agenda
and
mention
that
the
one
that
was
attached
in
the
memo
it'll
just
a
slight
we're
gonna
change
the
order.
R
Just
a
little
bit
tonight
still
go
over
the
same
information,
and
that's
because
this
Traci
mentioned
what
you
do
want
to
focus
on
the
process
and
we
have
a
lot
to
talk
about,
and
so,
whereas
we
had
proposed
in
the
agenda
that
we
would
go
over.
The
process
overview
take
a
little
bit
of
a
hiatus
to
talk
about
the
report
and
then
come
back
to
public
engagement.
We're
gonna,
try
and
do
all
of
the
process
and
engagement
together
and
then
save
the
report
for
the
last
about
20%
of
our
discussion.
So
does
that
sound?
R
Okay
with
everybody?
Okay
and
what
I
want
to
do
in
this
first
session
about
process
overview
is
invite
Kurt
and
Tom
in
particular,
to
share
or
refine
any
of
the
things
that
I
present
and
we'll
take
a
pause
at
the
end
of
just
the
very
the
very
overview
of
the
planning
process.
Have
a
brief
discussion,
then
all
go
through
the
next
part,
which
is
to
really
go
into
the
engagement
strategy.
A
little
bit
more
in
depth.
Then
again
we'll
take
a
pause
and
have
a
pretty
good
discussion
and
then
we'll
talk
about
the
report.
R
So
if
you
look,
I'm
gonna
refer
a
couple
times
back
and
forth
to
the
project
management
plan,
just
to
make
sure
we're
all
familiar
with
it.
So,
on
page
one,
we
talked
about
why
we
need
an
open
space
master
plan
and
really
again,
we
this
year
marks
50
years
since
that
the
passage
of
the
nation's
first
municipal
tax
to
fund
open
space.
Today,
where
we
are
today,
we
own
45,
more
than
45,000
acres
of
public
land,
and
what
does
that
mean?
R
What
is
the
vision
now
for
those
next
50
years,
we
steward
a
lot
of
treasured
resources
for
the
community,
and
so
how
do
we
build
a
vision
that
that
anticipates
the
next
50
years?
It's
a
great
it's
a
great
time
to
pause
and
think
about
that.
The
other,
slightly
more
practical
way
of
describing
the
purpose
of
the
plan
is
that
we
do
have
OS.
R
So
how
are
we
going
to
do
that?
They're,
gonna,
be
a
lot
of
inputs,
obviously,
and
some
of
the
major
ones,
as
we
think
to
sort
of
the
the
next
big
milestone
in
the
process
is
the
development
of
what
we're
calling
focus
areas,
those
of
our
our
management
themes,
the
things
that
are
going
to
guide
OS
MP
management
at
a
strategic
level.
How
we,
how
we
going
to
develop
those
focus
areas
there
again
the
inputs
really
on
the
left
are
the
things
that
we
always
start
with.
Are
the
OS
MP
purposes
in
the
city
charter?
R
R
How
does
that
tear
us
into
the
future?
So
so,
what
are
our
current
and
future
conditions
and
based
on
those?
What
are
those
strategic
opportunities
and
and
Kurt
you'll
notice
that
we
try
to
get
in
some
of
your
suggestion?
There
I
hope
you
recognize
those
words
and,
and
let
those
things
define
the
focus
areas
and
our
goal
is
really.
If
you
look
not
there
here,
graphic,
that's
awesome
in
the
project
management
plan.
R
That's
come
forward
out
of
the
public
participation
working
group,
which
is
a
citywide
working
group,
set
up
to
understand
and
make
recommendations
to
improve
public
process,
and
one
of
the
things
they
said
is
make
sure
that
the
public
understands
how
decisions
get
made
and
so
again
we're
saying
this
a
number
of
ways,
but
just
want
to
make
sure
this
is
clear
that
again,
there
are
lots
of
inputs
to
decision
making,
and
so
of
course,
we
always
start
with
city
charter.
There
are
also
other
side
wards
or
their
laws
policies
and
plans
that
come
into
play.
R
Community
values,
ideas
and
feedback
are
also
central
to
how
will
operate
through
this
process.
Well,
we
use
best
available
data
and
research
and
and
I'll
talk
about
sort
of
what
that.
What
that
looks
like
in
a
little
bit
more
depth
here
in
a
second
staff
and
consultant
expertise
are
an
important
contribution
to
how
will
come
to
recommendations
and
an
eventual
decisions
and
I
do
sorry.
R
Dan
I
wanted
to
introduce
Danica
pal
here,
she's,
our
one
of
our
sub
consultants
on
the
team
and
she's
really
supporting
us
around
the
idea
and
process
of
engagement,
she's
a
sub
to
design
workshop
who's,
our
prime
on
the
project,
the
air
project
manager
wasn't
able
to
be
here
tonight,
but
we're
lucky
to
have
Danica
here
to
help
us
frame
and
work
through
the
engagement
process
going
forward
and
available
funding
and
staff
resources.
That's
another
really
important
contribution
to
the
development
of
recommendations
down
the
road
and
we'll
be
doing
some.
R
Is
that,
with
the
master
plan,
we
are
required
to
also
go
to
the
Planning
Board,
and
what
that
means
is
that's
the
Planning
Board's
opportunity
to
endorse
the
relationship
between
our
master
plan
and
the
Bolar
Valley
Comprehensive
Plan
make
sure
those
two
things
are
in
alignment,
as
well
as
the
citywide
capital
improvements
plan
and
make
sure
that
our
recommendations
are
aligning
with
that
as
well.
So
the
Planning
Board
will
also
recommend
the
master
plan
to
City
Council
and
then
City
Council,
as
as
is
typical,
will
endorse
that
final
plan.
M
R
Have
not
had
that
conversation
directly
with
planning
board,
however,
we
are,
as
a
planning
group,
often
engaged
with
a
citywide
master
planning
committee
and
that's
a
group
of
staff
that
meets
regularly
to
talk
about
that
sort
of
thing,
and
so
we
are
working
with
them
to
understand
and
anticipate
those
right.
So
they
have
the
answers.
All
of
the
answer.
They've
got
all
figured
out,
yeah
yeah,
but
that's
a
great
question.
R
Why
that's
theirs,
because
we'll
end
up
in
the
final
plan,
we
envision
having
a
mix
of
different
kinds
of
strategies,
as
we
think
about
sort
of
the
major
buckets
we
might
put
them
in,
and
so
that
might
look
like
a
bucket
of
strategies,
our
planning
and
design
strategies
that
recommend
additional
plans
or
follow
up
design.
Efforts
that
we
need
to
get
to
work
on
after
the
master
plan
is
complete.
R
That
might
include
some
some
new
either
updates
to
existing
plans
in
order
to
bring
them
into
alignment
from
a
system-wide
perspective,
or
it
might
be
the
creation
of
new
plans
or
designs.
The
other
general
bucket
would
be
have
general
management
and
operations,
so
the
kinds
of
strategies
that
guide
our
the
future
programs
and
projects
that
will
help
us
implement
that
master
plan.
The
caveat
is
that
we
are
going
to
wait
envision
have
some
strategies
that
may
also
call
for
the
collection
or
analysis
of
additional
data,
and
we
recognize
that
there.
R
Starting
with
the
end
end
in
mind
after
council
approves
that
final
master
plan.
That's
when
we
envision
doing
a
separate
follow-on
effort
to
develop
an
implementation
plan
and
that
really
guides
and
lands
the
plane
so
to
speak
in
terms
of
the
broad
strategies
we
develop
in
the
master
plan
and
builds
that
out
across
the
short,
mid
and
long
term
in
terms
of
the
actual
actions,
programs
and
projects
that
we
would
go
to
work
on
to
implement
the
master
plan.
M
If
we
had
anything
like
this
in
open
space
that
we
can
point
to
and
say
well,
this
is
an
example
of
an
implementation
plan.
I
mean
this
is
more
than
a
one-year
work
plan
right,
but
it's
less
than
a
master
plan,
I'm,
just
curious.
If
really,
if
somebody
in
the
public
asked
well,
what
do
you
mean?
What
would
would
we
show.
K
Them
I
think
in
most
cases
our
implementation
plans,
we're
sometimes
brought
out
in
TSA
plans
a
little
bit
more
directly
because
they
were
of
a
finer
scale,
but
in
our
resource
plans
and
and
in
the
VMP
again
we
were
dealing
with
a
pretty
general
level,
and
so
they
kind
of
were
folded
into
annual
work
planning,
and
so
this,
this
I
think
will
be
some
some
new
ground
for
us
to
cut.
But
there
are.
M
K
R
And
this
is
I
mean
a
great
example
from
the
transportation
master
plan,
just
to
sort
of
give
an
idea
of
what
ours
might
look
like.
It's
not
you
know
we're
obviously
a
long
way
from
this,
but
that
you
know,
if
you
look
at
that
top
category
of
transportation
demand
management.
That
is
a
focus
area
of
the
transportation
master
plan.
R
R
Yeah
so,
as
I
mentioned
to
this
first
part,
I
envisioned
it
to
be
like
this
popping
back
and
forth,
especially
with
highlights
from
Tom
and
Kurt
to
help
elucidate
anything
I
might
miss,
then
we'll
take
a
pause.
Let's
have
a
more
in-depth
conversation
about
it.
Then
the
next
section
I
do
want
to
try
and
get
through,
because
I,
hopefully,
will
anticipate
some
of
your
questions
and
then
we'll
have
a
good
discussion
afterwards.
So
we're
doing
it
in
sort
of
three
parts
that
work:
okay,
yeah.
R
R
So
we
talked
about
the
purpose
of
the
master
plan
and
really
the
rest
of
that
first
page
is
trying
to
describe
in
a
little
bit
more
depth
what
we're
hoping
to
achieve
and
and
why
we're
hoping
the
community
gets
engaged.
This
is
this
is
a
community-based
effort
and
we
want,
through
this
process,
to
build
alignment
around
the
ways
that
we
as
staff
and
the
community
agree
on
our
shared
goals
for
the
next
ten
years,
and
so
we
really
do
mean
this
very
in
with
a
lot
of
integrity
that
we
need
community
involvement.
R
The
next
page
on
page
three
of
the
project
management
plan
also
want
to
make
clear
that
what
we
are
not
going
to
do
in
this
process
is
make
recommendations
to
change
the
city
charter.
That
is
where
we
start,
and
that
is
sacrosanct,
so
to
speak,
and
it's
not
something
again
that
will
revisit
so
I
wanted
to
make
that
clear.
B
Sorry
sure
I
would
like
to
speak
to
page
two
and
three.
If
that's
all
right,
I
think
it
was
step.
One
of
the
the
public
process
working
group
is,
you
have
to
define
what
what
you're
going
to
achieve
right
and
I
think
that
it's
under
the?
What
do
we
hope
to
achieve,
although
it's
not
wouldn't
be
like
in
this,
especially
sexy
bullet
point
I.
Think
a
major
one
is
that
this
becomes
a
work
plan
for
staff
and
we
kind
of
dance
around
it
by
snot.
B
R
S
B
R
I
appreciate
that,
because
some
of
these
some
aspects
of
the
process
will
be
nice
and
sexy
and
exciting
and
then
are
realistic
and
we
need
that
guidance,
and
so
thanks
for
reminding
us
and
keeping
us
grounded
yep,
okay.
So
for
the
moment
I'm
going
to
skip
over
this
diagram
because
we're
going
to
come
back
to
it
on
page
five,
what
the
master
plan
will
and
won't
include.
R
R
We
hope
to
also
develop
some
broad
metrics
that
help
convey
our
success
towards
the
agreements
that
we
make
as
a
community
and
the
staff,
and
so
that's
an
important
piece
also
and
we'll
have
those
strategic
priorities
coming
out
of
it
that
you
know
become
our
sort
of
playbook
in
our
way
to
communicate
with
ourselves
and
with
the
public
about
what
we're.
What
we're
focusing
on
what
we're
going
to
work
on.
R
We
are,
you
know,
good
to
talk
about
the
life
cycle
of
these
strategies
and
and
come
up
with
again
a
very
realistic
picture
of
what
we
think
we
can
achieve,
based
on
what
we
expect
to
be
financial
realities
and-
and
that
is
again
another
one
of
those
very
important
things
that
grounds
this.
This
plan
I
talked
about
the
the
next
part
of
this,
which
is
that
what
comes
after
the
master
plan,
that's
where
we
start
to
build
in
an
implementation
plan
that
gives
us
a
little
bit
more
detail.
R
R
Again,
what
we're
not
including,
is
not
only
are
we
we're,
not
gonna,
make
recommendations
to
change
the
Charter,
but
we're
also
not
going
down
to
any
level
of
detail
akin
to
what
we've
done
in
the
past.
So
it's
not.
It's
gonna
feel
different
than
a
North
TSA
or
any
other
kind
of
resource
plan
than
we've
done.
We
are
not
going
to
be
talking
about
site-specific
decisions
as
it
relates
to
regulated
activities
or
the
exact
alignment
of
trails,
we're
really
operating
again
at
a
strategic
level.
R
Take
that
then,
to
Council
in
later
this
month
for
approval
of
what
that
looks
like
so
we're
in
close
coordination
with
them.
The
diagram
on
page
7
outlines
how
we
would
align
with
the
recommendations
that
came
out
of
P
pwg
there
9
step
process
to
engagement,
and
so
that's
what
this
diagram
is
meant
to
be.
Those
outside
boxes
are
how
we
would
sort
of
go
about
achieving
their
recommendations,
but
just
keep
in
mind
these
the
wording
on
these
or
the
exact
approach,
might
change
and
we'll
stay
in
coordination
with
the
rest.
R
The
city
on
that
all
right.
So
I'm
also
gonna
save
a
lot
of
discussion
on
the
next
page
about
what
makes
this
process
successful
for
the
the
conversation
on
community
engagement,
which
we'll
have
in
a
little
bit,
but
I
also
want
to
point
out
that
the
high-level
sections
here
defining
a
clear
purpose
planning
for
thoughtful,
respectful
engagement,
inviting
all
voices
to
the
table
and
implementing
a
trustworthy,
transparent
process.
R
G
R
It
it's
not
too
heavy
you're,
not
too
heavy.
Thank
you
all
right.
So
we're
gonna
use
this
as
a
place
to
also
capture
capture
some
notes
tonight
about
any
refinements
that
you
might
have,
and
one
of
the
questions
that
we'll
explore
in
a
little
bit
is
also
how
the
board
wants
to
be
involved,
and
so,
if
there
are
key
milestones
at
which
you
know
you
might
want
to
study
session
or
to
be
involved
in
any
other
way,
I
want
to
mark
those
down
too.
R
So
we
can
start
to
anticipate
those,
but
just
to
explain
the
diagram
for
those
who
might
be
new
to
it.
We're
seeing
this
as
a
general
timeline.
This
may
shift
it's
a
draft,
but
our
intention
is
to
try
and
wrap
up
this
process
by
the
third
quarter
of
2019
and
so
where
we
would
start.
We've
been
working
this
year
to
develop
start
developing
this
process
to
work
with
the
process
committee
and
try
and
refine
those
recommendations.
We've
been
drafting
the
system
overview
report,
which
will
also
talk
about
tonight.
R
We've
also
built
you'll,
see
in
the
diagram,
this
idea
of
engagement
windows,
and
so
these
are
the
idea.
This
is
the
idea
that
we
will
sort
of
open
the
door
so
to
speak
and
say
we'd
like
to
work
with
you
public,
to
understand
your
ideas,
your
feedback,
your
concerns.
We
will
then
have
to
close
that
door
because
we
as
staff,
have
to
analyze
the
comments
and
build
those
into
the
next
round
of
deliverables
and
recommendations.
And
so
we
do.
R
We
do
have
to
be
clear
about
that,
for
both
ourselves
and
with
the
board
and
as
members
of
the
community
engage,
and
so
these
as
they're
drawn
here.
Just
so
you
know
our
draft,
we
haven't
actually
scheduled
the
dates
yet
because
we
can't
do
that,
and
so
we
have
Council's
approval
of
the
process.
So
the
concept
is
just
illustrate
that
will
have
these
engagement
windows
and
that
will
be
clear
about
what
they
what
they
are
when
we
actually
get
there.
So
the
next
major
phase
would
be
working
through
this
idea
of
future
trends.
R
How
do
we
build
in
ideas
of
what
the
future
is
going
to
look
like
into
the
development
of
those
focus
areas
at
which
I
talked
about
before,
and
that
would
be
an
opportunity
really
again
in
middle
of
next
year
to
work
with
full
board
and
council
to
confirm
what
those
focus
areas
are,
so
that
we
really
have
confirmation
of
that
so
that
we
can
start
developing
strategies
that
attach
to
each
of
those
focus
areas
and
not
have
to
go
back.
If
we
really
are
trying
to
get
this
plan
done.
R
R
We
bring
that
and
then
we
bring
back
a
revision
and
that
we
hope,
then,
by
the
time
we
take
it
to
Council
that
we've
built
enough
alignment,
that
the
nature
and
level
of
engagement
has
it's.
It's
it's
more
focused
and
that
we've
built
enough
alignment
that
that's
when
we're
just
confirming
the
agreements
that
we've
made
through
the
course
of
next
year
and
then
again
after
that
approval
by
Council.
That's
when
we
start
implementation
planning
so
that,
hopefully
in
2020,
we
can
get
to
work
on
subsequent
efforts.
J
I'm,
sorry,
what
the
deliverables
are
at,
if
any,
at
the
end
of
each
of
those,
particularly
the
first
three
boxes,
in
other
words
like
take
future
trends
and
focus
areas
as
an
example,
is
the
vision
that
what
would
come
out
of
that
is
a
deliverable
that
it
may
not
literally
be
the
draft
of
that
section
of
the
plan.
But
it's
in
substance.
That's
what
comes
out
of
that.
Then
there's.
Obviously
a
board
question
about.
R
So
because
we
need
to
build
alignment
with
both
board
and
Council
the
details
of
exactly
what
what
every
deliverable
will
be
have
not
been
worked
out
yet
and
that's
in
part
to
be
flexible
and
responsive
to
what
we
hear
from
both
of
you.
But
generally,
as
we
think
about
this
particular
one.
Since
I
heard
you
ask
that
first.
That
hope
is
that
if
we
hold
a
joint
study
session
with
both
boarding
councils,
that
we
have
confirmation
by
the
end
of
that
study
session
on
our
focus
areas,
so
that
would
be
a
deliverable.
R
J
R
T
Just
add
to
that
it
goes
back
to
your
point
Andrea
about
trying
to
establish.
You
know
the
priorities
for
the
next
five
to
ten
years,
so
the
focus
areas
really
do
do
that
and
then,
as
we
get
into
the
strategies,
phase,
they're
gonna
be
tied
back
to
the
focus
areas
so
we're
having
to
redo
the
focus
areas.
We
almost
have
to
then
reel
of
the
strategies.
So
that's
why
we
want
to
get
a
pretty
solid
confirmation
of
the
focus
areas
be
great
if
we
can
get
there.
B
I
have
a
feeling
this
may
end
up
either
starting
kicking
off
at
the
the
public
process.
Discussion
a
little
early
but
I
mean
I,
have
questions
about
the
the
engagement
windows
in
the
context
of
deliverables.
Insofar
as
the
vision
I
have
in
my
head
is
this
engagement
window
opens
the
public
gives
their
input
the
window
closes,
the
staff
does
their
work.
The
staff
comes
out
with
a
sonam
with
an
aggregation
of
what
came
out
of
that
public
process
and
at
that
point,
so
that
we
don't
so
that
we
have
those
efficiencies
in
the
process.
B
You
know
all
these
things
like
you.
Can
you
can
force
a
return
to
the
beginning
and
I
would
like
for
us
to
get
it
right
or
it's
close
to
right,
as
we
can
at
each
step
in
the
process
by
being
clear
with
the
community
about
okay.
This
is
where
we
bring
these
things
to
the
table.
This
is
where
we
have
these
discussions
and
then
we're
all
gonna
agree
as
a
community
that
we're
gonna
lock
this
in
and
move
on
the
step
B.
B
So
that's
the
vision
I
have
in
my
head.
So
a
I
want
to
check
the
accuracy
that
vision,
B
I,
want
to
see
how
how
staff
will
maintain
accountability
for
the
community
for
that
process
and
how
we
will
communicate
to
the
the
community.
You
know
this
this
whole.
What's
on
the
table,
what's
off
the
table,
we've
locked
it
stone
before
moving
on
sorry
super
rambling,
but
these
are
all
the
things
that
are
floating
around
in
my
head.
L
I
guess
in
in
particularly
thinking
about
the
future
trends
and
then
thinking
about
how
we
had
in
theory
had
already
finished
our
community
values
and
ideas.
I
kind
of
feel
almost
like
that's
putting
the
cart
before
the
horse
with
respect
to
some
things
with
some
things.
It's
not,
but
I
could
imagine
having
a
really
big
discussion
about
okay,
here's
what
our
values
are
with
respect
to.
L
Without
the
information
about
the
future
trends
and
how
things
need
to
focus
change
over
the
years
might
mean
that
we
come
up
with
a
plan.
In
the
first
phase,
then
the
second
phase
were
like
I
am
strong
to
come
up
with
something
that
works
given
future
trends
or
we're
not
addressing
like
population
growth
pop
properly
when
we
set
our
values.
R
So
that's
a
great
conversation
that
we
have
had
with
the
process
committee
members
and
we
want
to
have
in
more
depth
here
in
a
little
bit
so
that
particular
thing
I
need
to
table
if
that's
okay,
because
we
are
gonna
actually
get
into
that
in
a
little
bit
in
more
depth
how
we
frame
the
community
conversation.
That's
a
quick!
That's
a
major
question.
We
need
your
help
with
tonight
is
making
sure
that
we're
in
agreement
with
that
I
think
the
concept
in
sort
of
a
kind
of
a
macro
level.
T
T
It
would
be
nice
in
that
first
phase
to
get
everything
done,
but
we'd
probably
have
a
few
items
that
we
say
need
a
bit
more
investigation,
but
we'll
kind
of
tentatively
approve
these
two,
but
we'll
lock
in
the
rest
and
that's
the
sort
of
adjustments
awake
as
we
get
into
the
process
and
I.
Think
that
keeps
us
going
today
to
allow
for
any
areas
where
we
don't
have
full
confidence.
But
the
goal
is
to
get
as
much
confidence
as
possible.
S
S
O
S
B
Mean
it
is,
it
is
my
hope,
because
of
this
process
committee
and
early
buy-in
from
Council
on
a
process.
Is
that
as
we
as
we
walk
through
this,
this
process,
I'm
sure
that
that
not
everybody
in
the
community
will
be
100%
happy
with
what
what
we
decide
to
advance
and
I
would
hate
for
those
people
to
think.
Oh
well,
I
just
have
to
go
to
counseling
because
they
have
the
final
state.
Well,
I
mean
you
know
in
some
contexts.
M
And
I
think
if
we
can
show
as
you've
got
here,
that
iteration
between
our
board
and
staff
and
a
product
and
council
approval
and
then
back
into
the
process,
council
approval,
the
more
that's
visible
to
the
public
I
think
it
does
tend
to
counteract
a
little
bit
that
feeling
I'm
just
gonna
run
around
this
process.
Yeah.
B
P
Maybe
we
want
to
add
those
points
on
this
graphic
to
show
cuz.
Actually,
what
I
just
heard
is
we're
opening
and
closing
those
windows
together
and
so
really
having
those
back
stops
on
this
process
as
well,
so
that
we're
we're
checking
in
it's
very
clear
like
that,
we
we,
we
all
agree,
we're
moving
forward
and
I
mean
I,
agree
with
you
completely
and
and
what
you
said
to
is
so
I
think.
P
M
R
Okay,
great
yeah
and
that's
helpful.
What
what
I'd
like
to
do,
because
if
we're
tearing
into
community
dialogue,
is
to
set
up
that
in
a
little
bit
more
detail.
So
this
is
the
next
part
where
I'd
like
to
try
and
get
through
the
slides
and
then
we'll
have
a
good
discussion.
If
that's
okay.
But
obviously,
if
you
can't,
you
know.
R
So
this
is
getting
I,
think
a
little
bit
to
what
you
were
alluding
to,
and
that
is
that
it's
very
important
to
us
as
staff
that
we
design
an
inclusive
process
and
that
we
get
to
a
place
where
we
are
moving
beyond
this
idea
of
mine
or
yours
or
I,
is
the
system
in
this
way.
You
use
it
in
that
way,
or
it
means
this
to
me
and
that
to
you
and
more
an
agreement
about
this
is
ours
together.
This
is
our
land.
This
is
our
D.
R
These
are
our
decisions
to
make
together
and
we're
starting
to
investigate
what
that
means
to
be
inclusive,
and
how
do
we
do
that?
This
is
the
graphic
that
one
of
our
staff
members
found
from
a
city
in
Australia,
and
it
really
talks
about
what
it
means
to
feel
included,
and
it
means
that
if
I
feel
included,
I
have
a
say
in
what
happens
and
I
have
a
say
in
the
decisions
in
my
community.
R
That,
in
and
of
itself
is
a
very
powerful
thing
to
be
able
to
say
that
I'm
informed
that
I'm
connected
to
my
community
that
I'm
involved
in
making
it
a
welcoming
and
safe
community,
and
that
also
puts
an
onus
on
us.
The
staff,
as
you
as
board
members
to
then
also
think
about
how
we
can
make
the
make
our
community
members
feel
included.
And
that
means
trying
to
understand
differences
and
similarities
showing
respect
by
treating
everyone
fairly,
embracing
all
abilities
to
participate
and
creating
opportunities
to
share
with
each
other.
R
And
so
we're
really
seeing
this
idea
of
inclusion
in
a
lot
of
different
ways.
And
we
also
mean
that,
in
terms
of,
we
want
this
process
to
feel
like
yours
as
board
members
as
much
as
it
feels
like
ours,
staff
members
and
and
that
there
are
opportunities
to
participate
from
all
angles
in
terms
of
where,
wherever
you
are
in
your
station.
And
so
our
general
engagement
strategy
at
the
beginning
is
really.
R
The
idea
is
that
we
do
a
lot
of
broad
outreach
in
ways
that
we
haven't
always
done
in
other
planning
processes
and
that
we
use
that
to
build
relationships
to
build
trust,
to
build
interest
in
the
process
itself.
Get
people
signed
up
for
the
email
list,
get
the
knowing
where
the
website
is
make
sure
they
are
aware
of
the
resources
that
are
out
there.
R
But
the
way
we
have
those
conversations
changes
a
little
bit
as
we
get
further
down
the
road
and
that
first
process
we
are
describing
is
sort
of
having
a
micro
engagement
feel
and
what
we
mean
by
that
is
these
these
opportunities
to
talk
to
people
at
trailheads,
at
on
the
trails,
perhaps
to
tie
into
the
work
we're
already
doing
through
our
education
outreach,
volunteer
programs,
the
ways
we
already
interact
with
the
public
say
at
the
Ranger
cottage
to
partner,
with
growing-up
Boulder,
to
reach
youth
and
families.
So
growing
up.
R
Boulder
is
an
organization
we
worked
with
in
the
North
Trail
study
area
plan.
They
are
a
partnership
with
polar
Valley,
School
District,
the
city
of
Boulder,
and
they
have
also
recommended
this
micro
engagement
approaches
at
the
beginning
because
they
feel
like
it's
a
way
to
maximize
the
way
that
we
engage
a
broader
range
of
young
people
and
families.
We
also
have
a
partnership
with
the
youth
opportunities.
R
Advisory
Board,
which
is
a
group
of
high
school
students,
set
up
to
advise
the
city
on
decisions
that
affect
young
people's
lives
and
we
could
find
ways
to
work
with
them
as
far
as
underrepresented
communities.
We
might
look
for
ways
to
attend
festivals
events
or
neighborhood
programming,
that's
already
in
place
and
find
ways
to
build
relationships
and
open
up
dialogue.
R
And
it's
it's
it's
extensive
and
that's
because
we
also,
as
you
were,
pointing
out
what
this
and
need
this
to
be
a
staff
plan
that
drives
our
work
planning,
and
so
we
do
throughout
the
process
plan
to
engage
with
our
full
department.
We've
had
a
couple
of
meetings,
for
example,
at
our
all
staff
meetings.
R
We
have
an
extended
team
set
up
that
we
meet
with
monthly,
and
that
includes
subject
matter
experts,
one
representative
from
every
workgroup
around
the
department-
and
they
are
gonna-
help
us
also
craft
and
refine
the
recommendations
that
that
we
work
through
in
the
in
the
process.
We
have
a
core
team
and
work
with
that
core
team
and
the
director,
often
and
as
needed.
We
have
a
management
team
of
all
workgroup
supervisors
and
we're
just
about
to
start
giving
them
monthly
updates.
R
We've
got
also
the
directors
team
service
area
managers
and
other
staff
that
work
with
Tracy.
We
meet
with
them
monthly
to
have
discussions.
We
also,
as
I
mentioned
earlier,
involved
in
the
citywide
master
planning
committee,
and
so
that's
where
we
have
those
sort
of
cross-pollinating
conversations
with
other
planners
to
adjust
or
learn
from
past
processes.
As
we
go
forward,
Marc
was
alluding
to
Sarah
Huntley.
R
She
is
now
the
city's
citywide
Engagement
Manager,
and
that
is
a
position
that
has
evolved
from
the
public
participation
working
group
recommendations,
and
so
she
is
attending
our
process
committee
meetings
monthly
to
help
align
their.
We
also
are
meeting
with
our
city
manager
and
have
met
with
department
directors
from
around
the
city
as
well,
and
so
we
just
wanted
to
share
two
that
we're
really
trying
to
bring
and
coordinate
a
of
feedback
to
the
conversation
so
that,
as
we
start
working
with
the
community,
we're
really
setting
up
opportunities
to
build
alignment
and
understanding.
J
Sorry,
we
normally
do
this,
but
I'm
wondering
whether
be
useful
to
having
a
an
org
chart
specific
to
this
project,
possibly
with
people's
email
addresses.
So
these
are
often
somewhat
confusing.
Even
for
those
of
us
who
are
deeply
into
this
about
how
these
different
pieces,
you
know
how
people
from
different
roles
are
coming
together,
so
people
know
who
it
is
you're
supposed
to
be
contacting
if
they
want
to
contact
a
specific
person.
There's
a
specific
role,
they're
interested
in
accessing,
as
opposed
to
blasting
out
to
everyone.
R
It's
a
great
suggestion,
you
know
I
think
maybe
that's
something
that
we
can
talk
about
with
the
extended
team
and
sort
of
figure
out.
What
the
best
approach
is.
You
know
certainly
I'm
always
available
and
I
can
be
the
best,
probably
the
best
first
contact
and
then
I
think
that
it
would
be
an
opportunity
to
say,
okay,
you
know
what
I
can't
answer
that
question.
R
R
So
what
are
the
related
policy
questions
that
come
out
of
that
information
and
and
the
discussion
around
those
policy?
Questions
is
really
where
there's
another
opportunity
to
involve
the
public,
so
Y
values
Y,
have
a
values
based
planning
process
it.
It
helps
us
hear
from
everyone,
and
and-
and
that
means
those
who
have
been
engaged
from
the
very
beginning,
as
well
as
reaching
new
people
in
new
ways
it.
R
We
also
want
to
build
excitement
about
future
projects,
and
so
the
way
you
do
that
is
to
help
people
get
excited
from
the
very
beginning
and
crafting
our
work
plan
going
forward.
Because,
as
we
are
done,
this
master
plan
and
start
start
implementing
there
I'm
sure
are
gonna,
be
opportunities.
We
hope
for
additional
partnerships
and
relationships
with
the
community
or
volunteerism
and
additional
storage
of
opportunities
that
we'd
like
to
capitalize
on.
So
let's
build
that
excitement
now
and
have
everybody
help
us
craft
the
rules
of
the
road
get
to
get
there.
R
So,
as
I
mentioned,
we've
had
some
of
these
very
initial
staff
interactions
and
exercises
around
trying
to
understand
what
our
values
are
and,
as
you
know,
at
the
retreat.
We
also
did
that
exercise
with
the
full
board,
and
so
what
we're
trying
to
do
is
start
to
sort
those
into
buckets
to
make
some
sense
of
them.
R
We've
done
some
initial
analysis,
and-
and
this
is
what
we're
showing
here-
we're
not
tonight
we're
not
hoping
to
go
into
the
actual
content
of
this,
but
more
to
show
you
that
this
is
a
way
we
might
frame
an
additional
exercise.
Additional
exercises
with
the
community
to
say
that
this
is
this
is,
but
you
know
some
ideas
that
we
have
but
again
what
else?
What
are
we
missing?
How
important
to
you
are
these
things.
R
So
the
way
we
might
then
frame
those
questions
to
the
community
is,
you
know,
based
on
what
we,
these
are
ideas
from
staff.
But
what
do
you
love
about
Oh
SMP,
and
why
is
that
important?
What
is
important
about
open
space
and
mountain
parks
and
how
can
staff
improve
the
way
that
we're
upholding
open
space
values
and
by
that
it
doesn't
mean
my
values
or
your
values?
It
means
our
values.
R
How
does
staff
continue
to
deliver
on
a
broad
range
of
values,
and
then
you
know
inviting
the
public
to
say
you
know
this
is:
are
planned
together.
So
what
else
do
we,
as
staff?
Do
we,
as
community
members,
need
to
keep
in
mind
as
we
start
working
through
this
master
plan
process,
and
that
might
invite
questions
about
you
know
future
conditions
that
we
need
to
keep
in
mind.
You
know
maybe
it's
around
climate
change
or
it's
around
financial
sustainability.
It's
a
an
open-ended
question.
R
Perhaps
that
could
invite
some
ideas
that
would
allow
us
to
advance
the
process
and
respond
to
it.
So
this
is
one
of
the
conversations
I
really
want
to
have
with
you
tonight
and
so
another
way
we
might
frame.
The
conversation
is
that
we
might
come
to
the
table
in
addition
to
having
the
current
conditions
that
we
share
in
the
system
overview.
R
We
need
your
help
fleshing
this
out
a
little
bit
more,
because
the
option
to
is
what
we
were
originally
proposing,
which
would
look
slightly
differently,
and
that
would
be
that.
Yes,
we
bring
the
system
overview
out
and
that
we
let
that
frame
the
conversation
around
values
and
in
response
to
that,
we
would
then
bring
additional
information
to
bear
around
future
trends
that
might
help
us
frame
up
those
strategic
opportunities.
R
We
want
to
frame
it
carefully
so
that
we
leave
it
open-ended
enough
that
the
the
community
knows
that
there's
room
for
that
dialogue.
If
we
were
to
bring
some
additional
policy
questions
to
bear
at
the
beginning,
we
have
had
some
initial
brainstorming,
post-it
notes,
conversations
you
know
with
staff.
R
In
order
to
frame
up
the
report
and
other
things,
and
so
you
know-
we've
we've
summarized
those
into
a
list
of
questions
which
again
are
really
just
a
way
to
show
that
we
could
ask
us
that
abroad,
questions
at
the
beginning
in
a
high
enough
neutral
way
that
might
help
the
community
understand
the
level
at
which
the
master
plan
will
go.
Sorry,
one
second.
R
So,
depending
on
what
we
get
to
tonight,
we've
we
want
to
just
give
you
a
little
bit
of
a
an
idea
of
what
we
see
the
first
part
of
engagement
looking
like
next
year,
and
of
course
this
will
refine
based
on
your
guidance,
but
we
would.
We
would
share
the
system
overview
report
depending
again
on
your
guidance.
We
might
bring
a
report
to
bear
or
an
additional
information
to
bear
about
some
future
conditions
that
we
can
anticipate.
R
Well,
so
seeing
this
idea
of
storytelling
is
an
opportunity
and
Carrie
speaks
about
this
really
eloquently.
So
if
you
want
to
help
me
with
us
feel
free,
the
idea
is
that
it's
a
really
nice
human
way
of
having
conversations
with
people-
people,
it's
a
you
know,
regardless
of
kind
of
your
education
experience
level.
People
love
to
tell
stories,
and
so
it
might
be
a
way,
an
avenue
to
start
that
conversation
and
I'll
tell
you
a
little
bit
more
about
that
in
a
second.
R
We
also
absolutely
want
to
have
an
element
of
digital
engagement.
This
is
another
aspect
where
we're
having
to
coordinate
with
the
rest
of
the
city
and
that's
because,
whereas
we
use
mine
mixer,
you
might
remember
in
the
north
stress
study
area
process
that
tool
itself
is
not.
We
call
it
an
inspire
Boulder.
That
tool
is
not
no
longer
available
to
us,
and
so
the
city
is
going
through
a
process
to
receive
bids
from
the
community
and
narrow
those
down
to
a
tool
that
that
will
be
available
to
the
city.
R
They
are
very
aware
of
our
own
needs
for
the
master
plan,
and
so
hopefully
that
will
be
in
place
by
early
next
year,
so
that
we
can
use
that
tool.
We'll
do
the
best
that
we
can,
and
we
also
want
to
make
use
of
social
media
both
in
terms
of
sharing
information
but
also
gathering
feedback
and
so
we're
starting
to
brainstorm
about
how
that
might
work.
R
This
idea
of
photo
and
video
documentation
is
something
I,
I'm
again
credit
Tracy
with,
because
I
think
it's
really
important
that
we
emphasize
the
ways
that
we
can
communicate
the
feedback
that
we
get
through.
These
broad
outreach
efforts
in
ways
that
help
level
the
playing
field,
because
we
know
that
some
of
the
folks
we
might
reach
are
less
likely
to
come
to
a
public
hearing
or
to
write
the
board
and
counsel.
And
so
how
do
we
bring
those
voices
to
the
table?
R
And
could
we
do
that
in
a
in
a
scrapbook
way
in
a
video
documentation
way
so
that
we
might
play
it
at
a
board
meeting?
We
might
play
it
at
a
council
meeting.
We
might
play
it
at
another
public
meeting,
because
you
know
those
same
folks
might
not
even
come
to
a
public
event.
So
how?
How
do
we
bring
those
ideas
forward
and
another
tool
that
we're
looking
to
develop?
R
Is
this
idea
of
an
inclusion
checklist
and
that's
because,
regardless
of
what
we're
doing,
whether
it's
an
event
or
a
set
of
materials
that
were
making
available
on
the
web
that
we
want
to
have
some
questions
in
the
front
of
our
minds?
Things
like
is
the
event
being
held
in
a
universally
accessible
location
and
our
translation
services
needed
do
we
have
we
made
it
clear
that
assistive
devices
for
hearing
and
visual
disabilities
are
available
as
needed?
R
A
And
so
my
question
would
be:
if
we
have
a
disenfranchised
group,
what
mechanism
would
we
have
to
plug
them
in
so
they
feel
I'm.
Almost
thinking
like
an
ambassador
kind
of
thing,
where
there
would
be
a
point
person
at
OSP
who
we
could
say
it
wasn't
maybe
a
in
a
director
role
or
something
where
we
could
say.
This
person
has
some
question
and
you
know.
M
A
R
R
Think
one
of
the
things
excuse
me
that
mark
you,
I
love,
hearing
you
talk
about
is
that
you
know
if
we
kind
of
if
we
get
off
of
first,
so
to
speak
in
in
building
relationships
and
opening
the
doors
in
ways
we
haven't
in
the
past
that
that's
a
lovely
way
of
thinking
about
success
that
we
we
just
to.
Let
them
know
that
we
are
interested
is
perhaps
a
nice
start
depending
on
the
nature
of
the
dynamics.
R
We
also
as
our
education
and
outreach
staff
also
have
existing
relationships
with
a
lot
of
communities
that
we
haven't
always
engaged
in
a
planning
process
and
in
the
past,
and
so
that
would
be
another
opportunity
to
build
on
the
trust
that
they've
been
working
to
build
over
the
last
number
of
years
to
invite
them
into
the
process.
So
I
think
it's
a
multi-part
answer.
I,
don't
know!
If
you
wanna
know.
T
O
T
A
My
my
just
pushing
it
a
little
bit
further
would
be.
It
would
be
nice
to
have
one
particular
person
you
know
rather
than
this
comes
up
and
we
call
this
person
that
person
calls
another
person.
You
know
if
there
was
a
point
person
who,
if
there
was
a
fall
out
because
I
know
what
the
boulder
valley
process
there
were
a
lot
of
people
there
in
those
meetings
who
didn't
really
they
didn't
mold,
they
weren't
in
particular
group,
but
they
were
still
interested
in
the
process.
A
L
So
I
guess
I
had
two
thoughts
on
this
one
from
my
most
recent
experience
with
the
North
TSA
was
that
there
was
a
constant
discourse
that
was
not
necessarily
friendly
about
how
different
forms
of
communication
were
to
be
catalogued,
represented
and
recorded,
and
so
people
would
say
like.
Oh
here's,
this
online
thing
you
can
go
and
vote
and
then
everyone
would
rush
out
and
vote
and
then
they'd
be
like.
But
the
vote
doesn't
mean
anything
really.
We
just
want
your
opinion
and
then
people
got
really
angry
about
that,
and
then
other
people
say
well.
L
If
I
can't
come
in
person
am
I
not
being
weighed
as
much
because
you
just
said
the
vote
doesn't
count
and
I,
don't
know
how
to
resolve
any
of
that,
but
I
think
having
an
explicit
understanding
somewhere
about
how
this
works.
I
think
it
would
be
a
outright
lie
to
say
that
people
showing
up
aren't
having
more
things
heard
than,
if
you
never
say
anything
and
therefore
having
some
way
to
say
we're
trying
to
accommodate
all
of
you
and
here's
how
we're
considering
people's
opinions
from
different
sources.
L
I
think
there's
room
for
both,
but
like
you're
missing
a
big
portion
of
the
picture
by
addressing
anything
just
dealing
with
these
advocacy
groups
and
I'm,
not
saying
you
shouldn't
deal
with
them,
because
they're
very
valuable
and
they
know
a
lot
I'm
just
saying
there
might
be
a
real
challenge
to
try
and
find
a
way,
don't
just
focus
on
them.
But
like
find
the
back
door
anyway,
I
think.
R
T
R
R
The
process
committee
themselves
for
the
comp
plan
were
actually
involved
in
crafting
those
questions,
and
the
council
members
that
were
there
this
morning,
seemed
to
suggest
that
they
also
support
that
idea
for
this
process
too,
and
that
would
be
an
opportunity
to
try
and
make
sure
that
we've
got
that
broad
cross-section,
because
it's
a
valid
approach,
and
so
that
would
be
a
it'd,
be
a
strong
element
to
the
process.
Yeah.
B
So
you've
already
spoken
directly
to
my
comment,
which
is
what
are,
what
are
the
metrics
for
success
for
a
successful
public
outreach?
I
mean
for
me
an
easy
one
would
be
a
statistically
valid
public
survey
which
is
done
before
this
process
starts.
Has
anyone
ever
talked
to
you
about
open
space?
Do
you
feel
your
priorities?
Open-Space
are
heard
and
then
after
same
question.
Well,
hopefully,
we
see
a
huge
bump,
because
we've
talked
to
a
significant
cross-section
of
our
community.
I
mean
I.
You
know,
I've
been
talking
to
you
know.
B
M
B
R
This
process
are
the
resident
survey
which
has
already
been
released,
and
you
guys
have
gotten
a
an
update
on
that,
but
that
has
largely
informed
the
development
of
our
system,
overview
report
and
and
will
have
may
form
the
master
plan
itself
and
then
in
second
quarter
of
next
year,
with
the
system-wide
visitation
survey
and
visitor
survey
will
come.
That
report
will
come
available
also,
and
so
it's
not
asking
the
question
exactly
the
way
that
you
asked
it,
but
we
will
have
information
from
both
of
both
of
those
sources.
R
In
terms
of
you
know,
activity
types
and
levels
of
use
and
priorities
as
it
relates
to
our
charter
purposes,
and
some
I
did
a
lot
of
information
to
bring
to
bear
and
so
I.
The
other
thing
I
wanted
to
mention
also
and
Carey,
might
be
able
to
speak
to
this
a
little
bit
more.
Is
that
another
one
of
the
recommendations
that
come
out
of
the
public
participation
working
group
is
that
we
make
sure
we
evaluate
our
engagement
and
and
give
opportunities
at
an
event
or
at
other
locations
to
say?
R
Did
this
work,
if
so
great,
tell
us
why?
If
not,
what
could
we
have
done
better,
and
so
it's
a
little
bit
simpler
approach
to
what
you
were
just
describing,
but
we're
hoping
to
support
the
city,
the
rest
of
the
city
in
doing
that,
so
we
can
provide
some
data
to
them
and
to
ourselves
to
adjust
as
we
go
forward.
Is
that
it
yeah.
S
What's
the
best
way
to
outreach
to
you
and
you
nailed
those
three
things?
Well,
we
might
not
ever
come
up
with
that
because
we
just
wouldn't
like
I,
wouldn't
my
kids
are
older,
I
wouldn't
come
up
with
those,
so
I
think
some
of
that
is
asking
those
questions
before
we
even
engage
now
keeping
in
mind.
We
have
a
lot
going
on
in
resources,
but
it
is
something
that
we've
talked
about
and
thought
we
should
be
asking
and
we've
thought
about,
including
that
on
the
inclusion
checklist
so
I.
P
P
S
T
One
thing
I
think
it's
important
to
note
in
this
conversation
is
and
I
know
my
time
at
Portland
natural.
We,
you
can
get
a
statistically
valid
survey,
but
that's
statistically
valid
survey
might
not
be
the
right,
the
complete
demographic,
an
inclusive
democratic,
and
there
is
ways
to
wait.
It
things
to
do.
But
the
reality
is
it's
the
actual
direct
door,
the
doors
that
were
outreach,
which
sometimes
is
combining
that
antidotal
with
a
statistical
to
get
a
really
inclusive
approach.
T
T
The
department
has
been
doing
some
good
outreach
work
over
the
last
twenty
years
to
put
us
in
a
place
where
we've
got
contacts
to
make
these
connections
in
the
engagement
process,
and
that
is
kind
of
exciting
for
us,
because
we
might
have
not
utilized
that
as
much
in
the
past.
From
from
like
a
planning
perspective,
more
purely
from
a
program
engagement
perspective.
So
there's
where
we've
got
some
good
head
starts
to
get
into
that
and.
R
B
So
before
we
go
to
this
very
important
question
that
you've
brought
up
the
slide
yeah
one
thing,
I
think
the
the
engagement
process
is.
The
I
forgot
that
the
name
of
the
program
that
you're
trying
to
get
the
grant
funding
for
from
a
tourist
yeah.
So
where,
where
you
have
the
community
leader
who
can
then
it
was
the
influencer
for
a
group
right?
R
Absolutely,
and
what
it
also
makes
me
want
to
remind
you
all,
is
one
of
our
questions
on
the
table
tonight,
as
it
relates
to
our
process,
is
how
the
board
wants
to
be
involved
so
that
we
could
also,
you
know
a
question
to
you
is
how
you
know
what
relationships
do
you
have
or
opportunities?
Do
you
have
to
continue
to
bring
people
into
the
fold
just
to.
T
I,
don't
know,
there's
we've,
you
know
recently
been
looking
at
partnerships,
it's
a
citywide
effort
and
I'd
like
to
carry
coming
on
board
myself
coming
on
board.
You
know
it's
in
the
title
and
we're
even
surprised
when
we
did
an
internal,
just
quick
questionnaire
to
realize
we
had
about
250
partners,
even
if
it's
just
a
handshake,
uh-huh
and
so
we're
starting
understand
ourselves,
how
many
we
have
and
how
to
better
utilize
that
start
to
work
on
things
like
that.
L
I
just
had
one
sort
of
like
overall
reaction
idea:
I
think
that
might
help
set
some
people's
minds
at
ease
is
I.
Think
one
thing
you've
talked
about
before
is
that
you're
you
know
attempting
to
engage
in
an
adaptive
management
program
where,
as
things
change
over
time,
you
have
a
plan
to
address
that
and
I
think
when
you
set
up
something
like
a
master
plan
and
everything's
really
explicit
people
get
scared,
because
they
don't
have
a
sense
that
there's
room
for
change.
L
Some
of
this
is,
like
you,
don't
have
to
say
it
at
this
point.
Where
you
say
look,
we
will
have
something
that
will
trigger
a
response,
and
then
we
will
evaluate
the
effectiveness
of
the
response
and
manage
from
that.
So
people
know
that
it's
not
just
oh
well,
things
get
worse,
we'll
do
something
and
I
think
saying
that
at
the
beginning
of
this
whole
discussion
might
help
defuse
a
lot
of
everybody's
concerns
about,
like
you,
just
set
something
in
stone
and
now
we're
stuck
with
this
forever.
L
L
Would
explicitly
not
be
updating,
so
this
is
a
continual
adaptive
management.
So
if
next,
if
a
month
after
this
plan
came
out
a
trigger
was
tripped,
a
species
became
endangered,
a
habitat
burned
down
and
we
lost
eighty
percent.
We
already
have
a
plan,
there's
no
update,
it's
just.
This
is
what
happens
if
we
see
the
recreation
needs
go
through
the
roof
for
Marshall
Mesa.
We
already
have
a
plan
for
how
to
address
a
parking
issue
so
that
it's
not
in
ten
years
we're
gonna
update
this.
It's
just
as
the
plan
goes
forward.
This
gets
tripped.
L
L
I
disagree:
I
guess
you
know
my
thinking
on
is
that
that's
something
that,
like
actual
master
plans,
are
doing
around
the
country
already,
and
things
like
planning
for
a
range
of
human
visitation
and
change
and
recreation
interest
is
something
you
could
say.
Instead
of
we're
waiting
ten
years
for
an
update,
it's
like.
If
this
happens,
we
recognize
that
we
might
have
to
instantly
engage
in
a
new
planning
process.
It's
not
about
the
update
because
you
wouldn't
say,
like
we've,
already
come
up
with
a
plan
for
a
new
parking
lot
in
Marshall.
L
R
This
will
be
an
opportunity
to
kind
of
remind
us
that
we
might
get
to
different
levels
of
detail
and
and
Confirmation
as
it
relates
to
some
of
our
strategies
that
certainly
what's
required
in
order
to
do
that.
As
a
is
a
fair
amount
of
data
to
support
what
that
trigger
is
and
again,
we
may
or
may
not
have
the
adequate
amount
of
data
to
do
that,
or
we
make
my
make
a
decision
to
make
a
different
approach
as
it
relates
to
different
elements
of
our
plan.
R
T
L
O
L
One
of
the
things
that,
when
I
look
at
our
previous
plans,
I
feel
that
we're
very
boxed
in
by
them,
instead
of
freed
to
be
like.
Oh
here's,
what
happens
when
this
problem
arises?
I
feel
like
what
happens
is
no.
This
is
what
the
plan
says
and
I
think
that's
a
really
bad
way
for
a
dynamic
system
that
we
have
to
function
in
and
I
understand.
L
There's
rules
you
have
to
follow,
but
setting
up
an
explicit
discussion
with
the
public
that
we
recognize
if
something
goes
wrong,
we're
not
waiting
for
an
update,
we're
gonna
address
this
problem
and
here's
the
types
of
problems
that
might
need
to
be
addressed
and
here's
the
we
wait
means
we
would
address
them
by
setting
up
a
sub
plans
or
something
that
might
remove
a
lot
of
people's
fear.
I.
P
P
Does
it
by
correct
me
if
I'm
wrong,
but
slike
fiscally
constraint,
and
we
have
different
levels
which
shows
some
adaptiveness
and
maybe
there's
ways
to
incorporate
some
of
the
adaptiveness
you're
talking
about
into
those
tiers
of
how
you
think
about
things.
So
if
we
have
more
resources
and
more
time,
we
can
do
more
study
or
we
can
do
this
I,
don't
I'm
throwing
ideas
out
there,
but
the
way
them
that's
a
very
typical
master
plan,
but
maybe
there's
ways
to
put
adaptiveness
into
those
tiers
of
you
know
allowing
additional
work
to
be
done.
T
Think
it's
good
and
I
think
a
way
to
think
about
it.
Sometimes
there's
am
we've
just
celebrated
50
years,
and
the
system
may
not
be
in
perfect
shape,
but
it's
in
pretty
good
shape
because
of
community
staff
stewardship
partnerships
over
the
years.
So
that
gives
us
a
level
of
confidence.
Doesn't
it
even
though
some
plans
might
be
a
bit
too
specific?
Some
might
be
fit
to
general.
So
one
thing
I've
noticed
with
these
efforts
in
my
career
is
at
the
end
of
them.
T
You
often
find
with
a
good
plan
that
might
be
affirmed
and
quite
a
lot
of
what
you
already
do,
but
recognizing
it
or
making
it
visible
to
the
world
and
then
refining
it
or
tweaking
it
and
making
sure
the
best
practices
are
in
there,
and
we
know
we're
setting
this
master
plan
at
a
strategic
level.
It's
different
I,
like
the
VMP,
which
had,
as
you
know,
talking
to
mark
about
this.
It
had
policy
all
the
way
down
there.
T
Very
discrete
actions
we're
seeing
this
is
at
the
policy
level
like
the
way
the
ad
plan
was
strategic
and
then
we
get
to
implementation
at
the
next
phase.
So
it
also
provides
that
level
of
confidence
to
say
we
are
bringing
our
strategically
best
practices
and
we'll
be
trying
with
firm
operations
that
we
do
refine
some
bring
some
new
ones
in.
T
Maybe
let
go
of
some
ones
that
old
that
no
longer
work,
but
that
master
plan
allows
you
to
bring
that
together
under
one
roof
for
us
for
the
first
time-
and
you
know
that's
that
shit'll
ace
and
you
know,
rather
than
starting
from
a
fear-based,
wouldn't
start
from
a
confidence
based
in
the
management
of
the
system.
I
mean.
L
I'm
I'm,
all
for
it
I'm
just
saying
explicitly,
stating
that
everyone
he's
talked
to
me
about
this
is
scared
to
death
like
no
one
is
like
yay
a
plan,
yeah
I'm
gonna
get
involved,
they're
all
like
okay,
I'm
gonna
lose
a
bunch.
I'm,
not
comfortable
with
this
I
feel
like
this
is
happening
at
a
level
where
there's
gonna
be
a
bunch
of
big
changes
and
instead
of
saying
like.
Oh,
it's
gonna
be
okay,
which
I
think
something
that
says.
We're
actually
going
to
address
this
and
we
have
contingencies,
and
things
like
that.
L
This
feels
like
people
are
scared
and
and
I,
don't
think.
That's
a
good
place
to
start
with
and
I
think
answering
that
right
away
might
actually
help
people
feel
more
open
to
engagement
and,
like
it's
it's
much
harder
to
say,
hey
I'll!
Consider
this
or
this
isn't
really
what
I
want.
But
I'll
talk
about
it.
L
If
you
feel
like
saying
that
means
I'm
I
mean
like
engaging
in
something,
that's
kind
of
my
fears
are
going
to
be
confirmed
and
and
I
think
that's
what
I'm
most
concerned
about
at
the
beginning
of
this
process
is
how
to
defuse
the
fear
and
get
everyone
to
sit
down
and
be
like
all
right.
Let's
just
throw
spitballs
at
a
wall
and
see
what
feels
good
instead
of
like.
If
I
don't
tow
the
line,
I'm
gonna
lose
what's
really
important
to
me.
That's
all
and.
R
I
appreciate
you
bringing
it
to
our
attention
and
I
think
it's
another
opportunity
to
you
know
as
board
members
to
help
move
this
process
along
and
to
build
that
confidence.
That
mark
is
talking
about,
and
you
know,
I
think
that
you
know
in
lot
of
ways
you
have
relationships
that
we
don't,
and
so,
if
you
can
continue
to
sort
of
tap
into
those
and
learn
the
ways
that
you
can
build,
that
confidence
and
I'll
lay
those
fears.
R
If
you
can
bring
those
back
to
us
and
share
those
ideas
that
that
work,
that
that
would
be
tremendously
appreciated
and
I.
Think
it's
also
an
opportunity
to
say
that
again,
we
are
trying
to
bring
in
people
to
the
conversation
that
haven't,
haven't
always
been
there
and
I.
Think
that
it's
also
it
hopefully
is
a
way
to
to
start
from
the
things
that
matter
to
us
most
from
a
very
fundamental
level.
R
What
are
your
value
sisters,
your
value
system
as
it
relates
to
Oh
SMP,
and
that,
hopefully,
by
exposing
that
and
confirming
that
that
we
all
start
to
see
that
there
that
that's
a
lovely
place
to
start
from
and
that
the
resulting
focus,
areas
and
strategies
that
result
from
that
are
rooted
in
something
that
means
something
to
all
of
us.
So,
in
the
interest
of
time,
I
know
it's
starting
Italy
and
I
can
already
tell
by
your
energy
levels-
it's
not
quite
like
last
night,
so.
R
If
you
want
to
stand
up
or
stretch,
please
do
so.
We
do
have
a
little
bit
more
to
get
through,
but
I
do
need
to
I
want
to
continues
to
move
us
through
that.
So
we
need
your
help
on
framing
the
community
conversation
so
back
to
this
kind
of
option,
1
versus
option
2,
and
so
just
as
a
reminder,
Danica
is
gonna.
Help
us
take
notes,
but
I'm
gonna
stand
up
so
again
feel
free.
R
R
M
Illustrations
of
what
the
master
plan
could
be-
meaning,
sorry,
meaning
you
take
an
area
of
strategic
importance
and
you
say
why
it's
important
to
open
space
and
you
sort
of
talk
about
what
it
is.
And
then
you
talk
about
the
types
of
strategies
that
might
be
considered
in
a
master
plan
to
address
that
and
what
you're
trying
to
do
very
briefly
is
sort
of
take
people
from
a
to
the
end.
M
So
they
see,
oh
I,
see
we're
talking
about
how
to
deal
with
parking
if
that
becomes
an
issue
and
the
various
strategies
for
dealing
with
overuse
of
an
area.
So
by
putting
two
or
three
of
those
issues,
strategic
issues
on
the
table
early,
the
main
purpose
was
to
get
them
oriented
to
what
the
whole
process
is
about.
So
they're
not
so
concerned
about
all
the
fears
that
I
think
you're
right
people
will
bring
to
the
table.
M
B
I
think
on
for
option:
one
is
the
opportunity
for
anchoring
I
think
that's
the
the
whole
social
science
term
for
it.
But
basically
you
put
something
out
in
front
of
somebody
and
then
all
their
responses
are
from
that
point
forward,
biased
that
they're.
So
if
we
put
out
you
know
these
general
trends,
mr.
ceedric
opportunities
and
then
we
add,
and
then
we
ask
people
to
say
Oh
what
are
your
values
of
open
space?
How
do
you
connect
to
open
space?
B
We've
already
put
them
out
of
funnel,
and
you
know
I
mean
that
is
in
part
by
design.
But
if
you
really
want
to
have
a
community
process
where
you're
drawing
in
people
who've,
never
really
thought
that
the
fact
that
I
could
see
the
Flatiron
just
because
it's
open
space
descending
down
that
funnel
too
early
may
be
a
disservice
to
them
and
identifying
what
their
basic
values
are.
R
E
S
R
We
want
to
build
into
the
language
discussion
about
opportunities
and
to
not
exacerbate
any
of
the
fears
that
are
out
there,
and
so
we
would
rather
not
start
the
conversation
by
saying.
We've
got
a
lot
of
problems
we
need
to
fix,
and
instead
we'd
like
to
say
based
on
the
information
we
have,
what
opportunities
does
that
present?
I.
J
Would
say
in
a
lot
of
ways
the
pros
and
the
cons
are
just
sort
of
the
flip
sides
of
each
other,
but
a
significant
pro
of
option.
One
to
me
is
it's
more
time
efficient
and
I.
Understand
that
if
you
spend
a
lot
of
time
just
asking
people
about
basic
values,
I
get
how
that
sort
of
very
Bottoms
Up
approach
may
pick
up
something
that
you
might
miss
if
you
started
to
frame
the
discussion
a
little
bit
sooner.
J
It
is
my
experience
on
every
significant
planning
thing.
We've
done
over
a
lot
of
years
now
that
we
always
treat
time
on
the
front
end
to
leisurely
and
80%
of
the
work
occurs
in
the
last
20%
of
the
time,
and
we
always
look
back
and
the
last
couple
meeting
is
like
damn.
You
know
you
remember
that
time
and
we
were
just
kind
of
sitting
around
and.
J
J
If
you
want
to
have
a
very
general
Y
statement,
you
think
fairly
early
on
D
do
pair
that
with
a
more
robust
statement
of
what
is
the
actual
substance
of
this,
that
we
want
to
inform
the
other
discussions
that
we
have
and
yeah
I
mean
not
to
create
a
sense
of
urgency,
but
to
avoid
the
sense
of
undue
leisure
that
I'm
just
being
honest.
It's
it
continually
happens
that
people
have
this
vision
that
we
can
do
anything.
J
You
know
we
can
talk
to
anyone
about
anything
at
any
time
and
anywhere
and
then
you're
like
when
it
comes
down
to
it.
It's
like
now.
You
know
we
actually
have
to
make
some
decisions
here
and
it's
the
way
of
kind
of
pairing
those
two
notions
together,
so
that
the
outreaches
is
framed
by
some
specific
policy
concerns
Tom.
J
T
O
J
Peace,
relaxation
I
think
those
a
lot
of
those
they're
so
all-encompassing
that
they
don't
tell
people
why
they
should
get
involved.
They're
expressing
values
of
I
mean
why
we
things
that
do
happen
on
an
open
space.
I'm,
not
sure
that
tells
people
what
what
are
we
trying
to
do
here?
What
we
face?
What's
the
you
know
yes,
walking
on
open
space
is
a
pleasant,
hopefully
as
a
pleasant
experience,
but
that
only
that
doesn't
take
you
very
far
in
terms
of
developing
a
master
plan.
B
J
J
Me
it's
like,
if
you
were
to
think
about
one
particular
set
of
issues
you
could
say
well
the
visitor
experience
at
a
very
general
level.
Okay,
that's
probably
too
amorphous.
If
you
were
to
say
well
picket
issues
such
as
you
know.
To
what
extent
should
we
do
something
to
reduce
user
conflict?
That
starts
to
frame
a
discussion
that
people
can,
you
know,
have
an
opinion
about
then
there's
all
kinds
of
specific
strategies
that
you
would
get
to
later
in
a
process
about.
Well,
you
could
do
this.
J
To
sort
of
drive
a
discussion
if
you
use
a
word
like
you
know,
conflicts
I
mean
it's
a
negative
word,
but
there
may
be
a
more
positive
way
of
framing
that
that
that
seems
to
me
something
that
can
drive
a
discussion
that
people
can
start
talking
about.
What,
if
anything,
you
know
what's
the
reaction?
Is
that
a
problem
for
them
and
what,
if
anything,
you
know,
ultimately
we
could
do
about
it.
K
By
following
the
one
of
the
two
options
which
which
gets
that
some
of
these
things
and
I
think
the
first
bullet,
their
top
sorry,
the
first
of
all
at
their
Tom,
it
talks
about
a
couple
of
things.
But
if
you,
if
you
wanted
to
say
you
know,
how
do
we
promote
a
high
quality
visitor
experience
or
an
enjoyable
visitor
experience,
you
know?
That's
a
general
thing,
doesn't
necessarily
talk
about
conflict.
It
could
have
a
lot
of
other
elements
with
that.
J
G
If
I
could
just
jump
in
the
struggle,
Andrea
that
you
talked
about
is
is
just
what
we've
been
trying
to
deal
with.
We,
we
really
don't
want
it
to
come
across,
that
there
is
a
predetermined
outcome
here
and
at
the
same
time
you
know.
We've
also
had
this
discussion.
Well,
maybe
there's
a
way
that
we
could
sort
of.
Prime.
M
I
mean
you've
got
lots
and
lots
of
data
from
surveys
and
I
bet.
Every
issue
we
could
think
of
in
the
next
hour
has
already
been
identified
by
the
party
and
so
I
think.
One
way
you
roll
this
out
is
to
say
here
the
sort
of
challenges
people
tell
us
about,
and
these
are
things
that
the
Department
feels
we're
gonna
need
to
grapple
with
over
the
next
10
years.
You
know
it
doesn't
have
to
be.
This
is
from
us.
This
is
what
we're
hearing,
and
this
is
what
we're
seeing
I
think.
R
It's
a
definitely
one
I,
sorry
Kevin,
just
one
question
is
I.
Do
want
to
remind
us,
though,
that
as
part
of
this
process,
we
are
hoping
to
engage
with
folks
that
we
have
not
engaged
with
previously,
whether
that
be
through
surveys,
planning
processes
or
other
methods,
and
so
I
think
that
there
are
some
friendly
amendment
and
Mark
likes
to
say
to
that
Kevin.
What
is
your
reaction
to
this,
because
it's
totally
important
to
hear
that
so
I
really.
L
Like
the
questions
you
have
up
on
the
screen
right
now,
I
think
the
values
questions
are
so
oftentimes,
so
vanilla
that,
like
you're
not
getting
into
the
meat
of
something
that's
gonna
drive
somebody.
If
your
challenge
is
to
like
get
people
in
the
right
mindset,
I
think
values.
Questions
might
be
really
helpful,
like
almost
like
a
meditation
at
the
beginning,
like
we
all
like
open
space,
we
all
want
to
use
it
in
some
way.
That's
great,
but
I,
don't
think
having
a
deep
discussion
about
that
is.
Gonna
foster
the
kind
of
like
problem-solving
mindset.
L
L
That's
not
a
problem.
It's
a
one
page
plan
I
just
signed
it.
We're
done
that's
just
not
the
way
it's
gonna
be
and
I
think
what
you
have
up
here
is
really
great,
because
these
are
really
open-ended
positive
questions
that
engage
with
the
values
that
you're
talking
about.
But
at
the
same
time,
they
engage
with
problems
that
we
have
and
I
think.
This
is
a
good
first
step
before
you
start
saying
all
right
now
we
can't
solve
them
all
which
do
we
do,
but
that
might
be
another.
L
T
I
appreciate
you
point
that
Kevin,
because
I
think
you
know
my
experience.
That
is
your
right.
You
know
the
vanilla
thing,
but
it
in
it's
funny
and
serious
at
the
same
time,
because
it's
it's
describing
importance,
which
is
almost
like
a
getting
a
set
of
ethics
that
we
all
agree
to,
but
what
you're
saying
is
and
what
Tom
seems
to
be
saying
is
with
that.
Can
you
add
just
for
the
importance?
T
Can
you
talk
about
some
possible
directions
to
go
in
with
that
importance,
and
these
questions
are
framing
that
direction,
so
we
can
go
away
and
come
back
with
importance
and
direction.
There's
a
way
to
sort
of
set
up
the
conversation
that
by
combining
them
a
thing
would
get
that
hybrid.
That
you're
asking
for
that's.
R
A
Kind
of
calling
what
people
are
saying
together
right,
like
the
concept
that
we
would
have
an
example
of
something.
Like
the
illustration
point
of
view,
it's
a
good
would
be
a
good
approach.
Maybe
you
know
I'm
kind
of
going
back
and
forth
on
this
I
feel
like
I'm
the
option
one
it
is
you
go
from
point
A
to
point
B
much
quicker,
but
you
also
invite
the
fact
that
people
might
see
us
as
it's
predetermined.
A
What
we've
already
thought
and
we're
going
to
which
speaks
to
Kevin's
fears.
You
know
so
I
guess
I,
don't
have
any
brilliant
conclusions
except
that
hearing
everybody
talk
about
this
I
think
if
the
approach
that
we're
looking
for
is
to
try
to
solve
kind
of
the
string
theory
of
we're
trying
to
figure
out
where
we
drop
the
first
breadcrumb.
If
I've
seen
this
old
thing,
it
just
feels
to
me
like.
A
Everything
that
we're
talking
about
right
now
we
want
as
a
deliverable.
We
want
an
example
for
the
public
to
have
the
conversation.
We
want
a
good
illustration
so
that
the
public
is
clear
about
what
we're
doing,
because
they
think
the
Minister
plan
is
very
abstract.
For
most
people,
I
mean
you
know
you
bring
this
up
with
90%
of
the
universe
and
ask
them
to
you,
know,
come
down
and
be
a
part
of
the
master
plan
they're
like
well.
A
R
Me,
let
me
ask
this
and
I
don't
know
Kevin
if
this
whole
into
so,
if
I,
if
I
miss
something.
Let
me
know
what
I'm
hearing
and
and
correct
me
if
I'm
wrong
everybody
is
that
I
think
there's
a
desire
to
find
a
hybrid
approach
to
this,
and
if
we
do
that,
we
also
have
to
make
it
abundantly
clear
to
ourselves
and
to
any
anyone
that
you
as
board
members
are
having
a
conversation
with
and
we,
as
staff
are
having
a
conversation
with
it.
R
P
This
would
be
so
your
your
building
in
the
question
around
a
topic
and
you're
trying
to
get
you
know,
you're
trying
to
get
to
the
master
plan
goals,
so
you're
you're,
taking
out
the
verb,
which
is
implying.
We've
already
decided
what
this
should
go
and
you're,
but
you're
allowing
for
people
to
put
the
verb
back
into
the
question.
So
that
might
be
kind
of
thinking.
That
might
be
a
hybrid
approach
to
what
I.
O
P
People
can
put
that
verb
in
how
they
want,
and
that
would
be
the
goal
of
that
that
question
as
I
come
out
of
the
gates
and
it
Justin
I.
Think
if
you
look
at
just
the
categories,
those
those
have
been
heard
over
and
over
in
this
community
and
there's
probably
little
disagreement
on
them
as
categories
and
maybe
there's
one
or
two
other
categories
that
we
also
don't
know
about.
That
could
be
added
in
at
the
bottom.
So
it's
not
like
these
are
fixed
either,
but
they
would
be
that
framework
to
start.
L
Building
on
what
you're
saying
like
I
was
going
to
say
out
of
all
the
things
that
are
up
here.
Most
of
these
are
sort
of
inevitabilities
outside
of
our
control,
but
one
of
them
is
not
and
I
think
your
solution
solves
that
which
is
the
shifting
resources
from
management
of
and
management
from
acquisitions
to
stewardship.
That's
a
value
judgment
that
really
is
like
we're.
Gonna
change
directions,
we're
arbitrarily
choosing
that
something
like
climate
change
is
kind
of
like
what
we
either
address
it
or
we
don't
and
I.
L
Frankly,
don't
consider
that
to
be
one
of
those
like
well,
maybe
the
community's.
Not
for
that
how
we
do
that
might
be
a
big
question,
so
I
think
by
removing
the
verb
out
of
all
of
this.
You
do,
you
know
just
say,
like
you
know,
what
do
we
do
about
resources
with
acquisitions
and
stewardship
and
then
they
can
say,
buy
more
stuff
or
build
more
trails
or
whatever
they're
gonna
say.
T
Okay,
it
sounds
to
me
we're
we're,
perhaps
heading
here
which
I
kind
of
like
is
and
my
perspective
would
be
a
sort
of
Delphi
process
where
we're
framing
questions
and
then
we're
looking
for
a
series
of
answers,
and
that
allows
us
to
reframe
the
question
so
in
it.
It's
also
getting
to
the
point
that
it's
not
pre
determining
the
process.
T
If
we're
clear
about
that,
because
you
need
a
better
set
of
questions
to
get
to
a
better
set
of
answers
and
we're
going
with
staffing
with
the
board
we're
going
with
the
public
and
we
keep
reframing
those
questions
and
then
refining
the
answers,
and
that
ultimately
leads
to
some
pretty
good
strategies
at
some
point
and
if
we,
if
we
think
about
it,
that
way
and
explain
it
that
way,
it
might
be
a
way
to
get
that
sense
of
this
isn't
predetermined.
It's
a
starting
point.
It's
not
it's.
Definitely
another
fishing
mark.
L
What
about
the
idea?
Also
since
you're
talking
about
how
you
know,
people
who
aren't
getting
into
meetings,
you
might
not
know
how
or
why
they're
or
not,
maybe
find
a
way
to
ask
the
questions
and
see
if
you're,
missing
major
questions
that
some
people
in
the
community
want
I'd
not
recommend
doing
that
in
the
middle
of
a
public
meeting.
But
but
the
idea
of,
like
maybe
there's
a
big
question,
Oh
SMP
and
OSB
T's,
just
totally
brained.
Then
they
will
say.
Oh
what
about
this
I
like.
R
That
Kevin
I'm
in
our
partnership
with
the
youth
opportunities,
Advisory
Board,
we've
toyed
with
whether
we
could
go
to
them,
for
example,
and
say:
okay,
here's
how
we've
decided
to
frame
the
community
process.
Can
you
help
us
to
make
that
so
that
it's
in
teenagers
speak?
You
know
we
ask
that
question
or
what
else
would
we
ask
in
a
way
that
would
make
this
useful
for
you
to
have
conversations
with
your
peers
and
tell
us
what
they
think?
So,
that's
that's
an
interesting
suggestion.
I
think
thank
you
for
this.
This
is
very
helpful.
R
It
really
is
and
I
think
that
the
details
of
how
we
do
this
obviously
hip,
but
you
know
we
need
to
work
through,
but
I
think
that
we
do
again.
Just
let
me
make
sure
I
understand
it.
I
think
we
have
consensus
that
we
want
to
find
a
hybrid
approach
to
this
and
again
just
be
clear
to
to
ourselves
in
the
public
that
that
doesn't
mean
it's
predetermined.
Now.
My
is
always
that
just
sorry,
one
more
head
nod
that
we
feel
proud
of
what
that
I
think
I
think.
B
Sounds
like
to
achieve
all
open
space
purposes
balanced,
while
all
open
space
purposes
may
may
need
to
be
honored
because
they
are
part
of
the
truck
the
Charter.
This
process
may
come
out
that
the
community
wants
us
to
work
more
actively
in
one
direction
or
in
another
direction
for
some
period
of
time
or
something
and
I
don't
want
to
preclude
that.
It's
like
we
have
to
do
balance
all
seven
purposes
at
the
same
time,
so
I
mean
I,
don't
know
maybe
I'm
just
overthinking
it,
but
I
want
to
leave
the
door
open
to
prioritization
yeah.
K
We've
run
into
that
exact
thing
and
yeah,
and
so
what
we've
often
used
is
the
word
integrated.
You
know
instead
of
balanced,
because
we
found
that
that
that
tends
to
work
I
like
what
you
said
to
about
honoring
all
of
them,
but
from
a
kind
of
practical
point
of
view.
What
we
sometimes
have
to
do
is,
you
know,
do
our
best
job
of
integrating,
rather
than
bouncing,
because
there
isn't
really
a
threat
to
the
scenic
backdrop,
or
there
isn't
really
an
action
we
take,
and
it
comes
along
with
the
acquisition,
for
example.
So.
M
You
asked
if
there
were
parts
that
we
need
more
information
line.
That's
an
area
we
really
haven't
talked
much
about
is
the
future
trends
and
focus
areas.
It
almost
sounded
like
there
might
be
a
second
or
an
addendum
for
the
system
overview,
and
maybe
that's
still
in
flux,
I
mean.
Maybe
if
we
go
in
a
particular
approach
here,
then
the
trend
information
gets
rolled
out
sooner
in
a
discussion
of
threats
or
something
I,
don't
know,
but
that
still
sees
me
in
flux,
yeah,.
R
You're,
absolutely
right,
so
this
this
needs
to
get
rewarded.
With
with
this
hybrid
approach,
you
know,
we've
got
the
the
key
over
here
that
describes
them,
so
there
will
be
in
nuance,
a
change
in
this
diagram,
absolutely
in
the
next
version
of
the
project
management
plan,
to
reflect
what
we
just
discussed.
You're,
absolutely
right.
R
The
other
question
I
had
about
this.
If
we
could
just
entertain
you
just
for
another
couple
minutes
on
this
is
just
if
there
are
any
key
moments
that
or
any
key
ways
that
the
board
wants
to
be
involved
in
this
process.
I've
alluded,
for
example,
to
this
idea
of
at
the
point
of
confirming
our
focus
areas.
We
would
do
a
study
session
with
the
board
and
counsel.
Are
there
any
other
major
milestones
like
that
that
you
feel
like?
We
might
need
to
plan
for
something
like
that,
especially
as
we
think
of
the
rest
of
2018.
M
R
L
I
think
just
in
general,
I'm,
probably
not
gonna,
be
able
to
attend
every
single
public
meeting
and
I
think
it
would
be
helpful
for
whatever
information
you're
gathering,
if
there's
anything
that
has
some
sort
of
sense
to
it,
that
like
we,
can
have
first,
like
here's,
the
data,
just
here's,
what
everybody
wrote
on
their
thing,
you
can
read
it
if
you
want
you
fool
who
has
too
much
time
on
a
Thursday
night.
The
second
thing
would
be
like
a
good
sort
of
whatever
here's,
a
summary
that
we'd
get
out
of.
L
You
know
out
of
these
public
meetings.
This
is
what
we
heard.
Something
like
that
I
think
at
every
to
be
available
to
us
not
necessarily
presented
to
us,
but
like
just
so.
We
have
option
of
digging
as
deep
as
we
want
I'm,
not
asking
you
to
generate
more
data
than
you
were
going
to
anyways,
but
if
you
generate
it,
if
there's
a
way
that
we
can
access
all
of
it
and
a
summary
it'd
be
helpful.
L
R
R
R
All
right
so
I'm
gonna
keep
talking
right
because
we
still
have
all
of
our
board
members.
Yes,
okay,
so
purpose
of
the
report
again
an
opportunity
to
inform
and
educate
our
community
as
it
relates
to
who
we
are,
who
are
our
purposes,
are
the
state
of
the
resources
and
the
state
of
the
operations,
as
it
relates
to
those
OS
MP
purposes,
and
also
the
purpose
is
to
support
the
development
of
the
focus
areas
and
strategies
in
the
master
plan
so
deliverables.
R
We
there
will
be
a
big
report,
just
warning
you
it's
about
150
pages
of
text
before
being
laid
out.
That's
about
ten
chapters,
but
that
includes
snapshots.
We
will
include
snapshots
and
I'll,
show
you
what
that
looks
like
in
a
minute,
as
well
as
maps
and
diagrams,
to
make
this
as
visually
accessible
as
possible.
R
There
will
also
be
an
executive
summary
and
the
poll
from
those
snapshots
and
put
a
short
amount
of
text
at
the
very
beginning
of
those
to
give
you
a
digestible
version
will
also
have
posters
and
handouts
available
at
meetings
and
online
and
again
online.
We
will
use
all
available
formats,
we're
not
sure
what
that'll
mean
and
we're
looking
at
ways.
We
can
use
we're,
not
we're
exploring
this
of
ways.
We
can
use
the
idea
of
a
story
map
online
to
bring
some
of
this
information
to
life.
R
Here's
an
example
of
one
of
those
snapshots.
So,
for
example,
because
we
said
we
are
starting
from
a
place
of
celebrating
our
50
year
anniversary
of
the
sales
tax.
Why
not
also
start
the
report
with
a
description
of
our
legacy
to
date,
our
timeline
essentially
of
Oh
SNP
history.
So
here's
a
nice
visual
way
to
kinda
look
at
the
major
dates
and
and
and
milestones
through
our
history,
another
example.
M
R
Each
of
the
major
content
areas
in
the
plan-
yes,
yep,
uh-huh
and
you'll-
see
what
I
mean
by
that
a
minute.
So
here's
another
example
as
it
relates
to
passive
recreation,
so
we'll
have
lots
of
graphs
and
pictures
and
ways
to
describe
the
information.
So
not
wanting
to
dwell
too
long
on
these.
These
are
very
much
in
draft
form,
so
please
know
that,
but
again,
I
just
wanted
to
give
you
a
sense
of
a
flavor
of
what
you'll
see.
R
R
The
next
is
to
talk
about
sort
of
how
we
do
our
work,
our
operations,
and
so
that
includes
acquisitions.
It
includes
finances
and
funding.
Part
of
that
includes
economic
conditions,
as
it
relates
to
those
things
again
how
we
do
our
work.
How
do
we
deliver
on
the
Charter?
What
does
that
mean
in
terms
of
our
operations?
R
The
role
of
the
board
and
partnerships
also
our
role
in
safety
and
emergency
management,
and
that's
a
large
part
of
our
ranger
services,
as
it
relates
to
our
natural
heritage,
we'll
be
looking
at
things
like
biodiversity,
the
important
species
that
we
protect
and
provide
for
our
overall
forest
and
grassland
health
stewardship
efforts,
as
it
relates
to
these
to
these
resources,
water
and
flow
plane.
You
got
a
little
peek
in
the
snapshot,
but
the
watersheds
that
were
that
we
interact
with
the
riparian
areas
and
wetlands
describing
those
and
the
related
resources,
lakes
and
ponds.
R
Flood
plains
there'll
be
a
little
highlight
on
the
2013
flood,
for
example,
but
so
that
we
also
understand
the
role
that
we
play
in
reducing
floodplain
risk
for
our
community,
the
relationship
between
water
and
by
water
and
biodiversity
and
water
and
agriculture.
So
it's
making
some
connections
across
chapters
as
well,
agriculture.
We
know
a
lot
about
having
just
done
or
an
agricultural
resources
management
plan
and
so
you'll
recognize.
A
lot
of
the
information
in
this
chapter.
I
will
tell
you
you've,
seen
it
and
read
it
before,
as
relates
to
passive
recreation.
R
R
R
We
know
today
well
absolutely
been
here.
You
bet,
trails
and
visitor
amenities
are
described
in
here,
also
in
terms
of
how
we
manage
those
assets
as
a
system
and
what
we
do
to
provide
for
recreation,
so
again,
sort
of
that
state
of
the
resource
also
and
state
of
the
management
operations
as
it
relates
to
recreation.
R
How
do
we
connect
the
public
to
nature,
so
we
connect
them
with
a
land
through
a
number
of
education,
outreach
and
volunteer
opportunities,
same
with
recreation,
skill,
building,
volunteering
and
service-learning
youth
and
families,
inclusive
opportunities,
they're
really
talking
event
again
about
the
services
and
programs
that
we
provide
within
this
particular
area,
and
then
the
last
chapter
I
know
I'm
going
super
fast.
But
the
last
chapter
is
this
idea
of
cultural
and
scenic
heritage,
which
is
a
charter
purpose
that
you
know,
we've
heard
in
our
resident
survey
that
our
communities
are
interested
in.
R
So
what
does
that
mean
in
terms
of
our
the
land
use
and
area
histories
that
we
know
about
the
cultural
landscapes
and
and
designations
on
our
system?
The
various
landscape
features
and
landscape
types
that
define
how
we
experience-
those
scenic
landscapes
and
and
what
scenic
values
are
demonstrated
in
in
our
system.
I
just
went
through
that
very
quickly.
Molly
yeah.
T
As
they
are
technically
not
approved
as
our
official
partner,
they
don't
currently
exist,
but
we
can
talk
about.
You
know
it's
like
a
suggestion
in
how
we
have
financial
side
etc.
Partnerships
is
where
we
can
begin
to
describe
that
potential,
because
at
some
point,
you're
going
to
see
an
M
or
you
would
have
to
approve
it.
So
that's.
A
M
This
is
a
fabulous
report.
I
can
tell
ya,
sometimes
feel
like
we
should
have
started
this
conversation
here
and
then
might
have
avoided
a
lot
of
other
yammering
that
we
did
at
you.
But
do
you
think
that
if
someone
read
this
they
would
perceive
thank
you
would
perceive
areas
of
concern.
For
example,
let's
take
trails.
Is
there
something
in
here
that
says
well,
60%
of
our
trails
are
below
standard
or
something
like
that
or
are
those
sorts
of
challenges?
R
So
we're
condition
is
where
we
know
condition.
We
have
made
our
best
attempt
to
represent
condition,
and
you
know
in
the
way
that
we've
presented
our
snapshot.
So
let
me
go
back
to
those
just
to
show
you.
For
example,
you
know
we're
not
necessary
again
because
we're
trying
to
manage
the
conversation
and
sort
of
move
it
into
a
positive
realm.
R
T
Think,
and
we
have
actually
talked
about
it's
like
an
honesty
exercise,
here's
how
we're
doing
as
stewards
as
best
we
can
and
we
need
help
and
here's
where
we
feel
confident-
and
we
think
you
know
that's
you
know
getting
new
emerging
trends
opportunities.
That's
one
we'll
deal
it
without
more.
This
is
really
saying
here:
slow
sort
of
an
honesty
exercise
of
where
we're.
B
M
J
L
J
On
the
I
would
have
had
a
more
substantial,
separate
call
out
of
the
sort
of
acquisitions,
slash
rod
might
call
sort
of
system
vision.
It's
called
out
under
operations.
I
think
that
was
more
on
the.
How
we
do
acquisitions,
the
nuts
and
bolts
of
that,
and
not
the
issue
of
you
know
kind
of
where
are
we?
Where
are
we
headed?
What
are
our
priorities
and
issues
like
you
know
the
role
of
acquisitions
and
on
sprawl
issues
and
I
think
that's
a
distinct
topic.
J
O
R
Getting
inside
our
brains,
I
mean
cuz,
we've
toyed
with,
should
it
be
its
own
chapter?
What
should
we
call
it?
What
did
that
clarify?
What
is
in
this
chapter
is
a
description
of
the
nature
and
level
of
acquisitions
to
date
and
what
we
know
of
just
a
general
estimate
of
acreage
in
remaining
acquisitions,
based
on
the
analysis
done
in
the
previous
update
to
the
acquisitions
plan.
So
we
do
have
that
information
in
here
for
examples,
I
think
that
starts
to
get
to
what
you're
talking
about
yeah.
R
L
We
also
have
a
very
strong
bias
towards
species
that
are
currently
ranked
as
endangered
or
listed
by
the
state,
with
a
much
lesser
understanding
of
the
ecosystem
and
unlisted
species,
I
think
explicitly
stating
that
might
give
people
a
sense
of
like
okay.
When
you
talk
about
this,
you
know
what
you're
talking
about
thoroughly
and
then
this
other
thing
you
say
well
we're
planning
on,
or
we
want
we're
thinking
about,
studying
this
in
the
future.
What
do
you
think
so
anyway?
I
think
that
might
be
a
good
thing
to
put
someplace
in
here.
Go.
S
Ahead,
carry
you
know
that
gets
to
one
of
your
slides
in
the
earlier
presentation,
the
main
project
management
plan,
where
it
talks
about
available
data,
some
things
we
may
not
have
yet
and
I
think
that
that
addresses
it
in
the
system
overview
where
we've
also,
we
know
it's
coming
in
the
project
management
plan,
but
it
might
be
an
opportunity
in
the
system
overview
to
address
that
as
well.
Yeah.
R
I
think
it's
a
great
lens
to
take
in
our
final
revisions
of
it.
You
know
I'm
thinking
of
some
examples
where
we
absolutely
have
done
that
you
know
we're
learning,
for
example,
about
historic
trails.
That's
a
new
way
of
asking
and
learning
about
our
system
and
so
we're
putting
what
we
know
in
there
and
then
we're
saying
we're
also
continuing
to
explore
and
understand
this,
so
I
mean.
L
T
L
Thing
that
someone
thought
about-
and
you
might
not
know
the
next
new
thing
to
think
about,
and
if
you
ask
people
they
might
say,
have
you
ever
considered
whatever,
where
the
there
was
a
secret
alien
landing
site,
I,
don't
know
what
it
is,
but
that's
why
it's
unknown
I
guess
the
point
being.
Is
it
like
the
public
may
have
more
ideas
about
the
things
that
should
be
researched
that
that
you
and
I
haven't
thought
of
yet.
R
M
Seems
to
me
that
you
set
the
stage
with
this
and
then
the
question
is
well
where's:
the
to
use
the
term
where's
the
SWOT
analysis,
gonna
come
from
the
strengths,
weaknesses,
opportunities,
threats
and
I.
Think
that's
that
second
report
I
think
that's
you.
You've
got
a
standalone
document
that
tries
to
say
the
current
status
of
things,
but
it
doesn't
really
try
to
pull
out
what
are
the
threats
we
need
to
engage
for
the
future,
and
that
has
to
happen
next
and
how
we
roll
that
out.
M
B
K
R
P
Would
just
add
that
I
think
that
that's
gonna,
like
you,
could
tear
out
any
sheet
in
this
and
take
it
to
a
classroom.
You
could
take
it.
You
know
you
can
inject
gauge
with
somebody
around.
You
know
those
first-time
people
to
the
open
space
discussion
in
this
master
plan.
They
may
not.
You
know
asking
about
ecology.
Well
here
you
know
you
can
go
back
to
that
and
have
a
discussion
so
I
see
it
as
just
a
tool
that
can
be
used.
I
mean
it's
really
exciting
to
have
that
as
a
framework.
So.
G
R
What
I
want
to
do
is
just
confirm
a
couple
of
things
and
remind
ourselves
to
know
where
we've
been
tonight
and
make
sure
all
in
agreement,
so
the
the
basic
purpose
of
tonight
was
to
build
a
shared
understanding
of
what
this
process
is.
Gonna
look
like,
and
so
obviously
we
talked
about
some
refinements
tonight
and
so
we'll
make
we'll
make
some
adjustments
to
the
project
management
plan
and,
and
that
will
be
in
your
next
packet.
R
So
I
want
to
make
sure
that
we
all
feel
comfortable
with
that
again,
because
we
want,
in
this
spirit
of
efficiency
and
moving
through
the
process
in
an
effective
way.
We
need
to
be
comfortable
with
that,
so
that
we
don't
get
to
a
point
where
we
say
wait.
We
can't
make
a
decision
until
we
have
more
data,
so
we're
all
comfortable
with
that.
Okay,
okay,
terrific.
The
other
thing
is
that
we
wanted
to
give
you
the
opportunity
to
make
refinements
to
the
process,
and
so
I
think
we've
done
that.
B
I've
been
great
about
the
microphone
all
night.
I
forgot,
I
was
looking
back
at
my
notes
and
before
tonight's
discussion
I
was
like.
Why
do
we
have
to
go
to
planning
board
after
we
approve
it
like?
Why
is
there
plane
board
between
us
and
Council,
and
you
told
me
why,
but
it
brings
about
that,
they
I
feel
like
they
need
to
be
at
least
informed
earlier
in
the
process,
rather
than
dropping
a
plan
on
them
after
we've
gone
through
everything
and.
K
And
just
so,
you
know:
we've
we've
been
talking
already
with
the
planning
staff
so
that
we're
building
that
connection.
In
fact,
the
process
committee
was
a
big
consultation
with
the
experience
of
the
comm
plan
updates
so
and
we'll
be
dealing
with
initially
typically,
the
way
this
goes
is
initially
we'll
deal
with
the
planning
staff
and
advancing
you
know.
Is
there
an
interest
among
planning
board
to
hear
some
of
the
sooner?
We
can
certainly
convey
that
there's
an
interest
among
the
board
to
do
that,
and
you
know,
depending
on
their
schedule
and
their
level
of
interest.
K
You
know
we
can
try
to
advance
that
so
it
it
doesn't
hit
them
cold
so
and
they're
in
the
when
we
did
the
visitor
master
plan,
we
actually
had
a
joint
open
space
board
planning
board
session,
a
study
session
prior
to
the
planning
board,
adoption
or
recommendation
of
counsel
for
that
master
plan.
So
there's
a
lot
of
options
when
we
get
closer
down
the
line.
Definitely.
B
M
At
night,
thinking
about
you
may
not
know
it,
but
I
think
he
is,
and
it's
sort
of
a
general
thing
for
the
public
to
reassure
them.
He
was
saying
hey.
You
were
starting
to
see
all
this
neat
trail
maintenance
going
on
because
we're
past
the
flood
and
and
then
he's
looking
at
this
process
and
he's
thinking
all
maintenance
is
gonna.
Stop
for
18
months,
while
everybody
gets
sucked
into
the
master
plan
Maelstrom.
M
R
Let
me
just
reiterate
next
steps,
and
then
we
are
almost
out
of
here.
Okay,
so,
as
I've
said,
we'll
make
some
changes
to
the
project
management
plan
and
submit
that
to
you
for
next
month
we're
hoping
that
in
December
you're,
confident
with
those
and
that
you
can
recommend
that
council
move
to
accept
those.
We
then
well
in
as
Tracy
mentioned,
have
a
similar
discussion
to
tonight
with
the
board.
Excuse
me,
with
Council
on
January
4th
it'll
be
a
little
abbreviated.
It
won't.
R
R
M
R
L
Building
on
that
exact
thing,
one
thing
that
everyone
was
really
challenged
by
what
North
TSA
was
it's
the
meeting
day?
Here's
the
report:
do
it
like
a
week
in
advance
so
that
people
can
read
it
think
about
it,
especially
at
a
hundred
and
fifty
pages,
then
they
show
up
at
the
public
meeting
with
something
to
say
other
than
like
I
have
no
idea
what's
in
here,
but
let's
have
a
discussion,
so
it
might
be
good
to
just
have
that,
like
one
week
leeway
kind
of
like
we
get
every
time
for
our
packets
yeah.