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A
A
C
Good
evening
my
name
is
Hans
price
I
live
at
1719
Mariposa
Avenue
here
in
Boulder
I'm
with
the
molder
mountain
bike,
Alliance
I
have
a
couple
things
I
want
to
bring
to
the
board's
attention
tonight.
The
first
thing
is
back
in
October
I
had
the
unique
opportunity
to
travel
to
Lake
Tahoe,
together
with
a
colleague
of
mine,
Jason
Vogel,
and
we
traveled
with
four
or
simpie
staff
members
from
Jim
readers
trails
and
facilities
team.
We
met
with
the
u.s.
C
C
Just
briefly,
we
sat
down
in
a
conference
room
with
the
Forest
Service
for
several
hours,
where
we
we
discussed
these
items
and
yeah
volunteer
engagement.
How
to
curb
illegal
activity.
These
kind
of
things
liability,
avoid
user
conflicts
signage.
All
these
things
were
discussed.
It
was
really
interesting.
I
opening.
C
C
Between
Marshall
Marshall
Mesa
high
plains
Greenbelt,
and
it
was
interesting
that
the
problem
problem
spots
that
we
had
on
our
list
pretty
much
the
problem
spots
that
OS
MP
had
only
a
list
erosion
and
and
making
trails
more
sustainable.
And
so
we
came
out
of
this
two
and
a
half
hour
bike
ride
with
a
list
of
projects
for
next
next
year
and
probably
at
2019.
C
D
D
Okay,
I'm
just
give
you
an
update
on
the
sentence
of
sentences.
I
have
four
copies
of
my
latest
thing,
which
you
can
have
much
more
data.
If
you
want
to
the
other
thing,
is
the
master
plan
I?
Think
it's
far
too
complex,
and
the
third
topic
is
the
lack
of
response
to
letters
on
the
open
space
over
on
the
census.
Centers,
all
the
sensors
have
been
removed.
D
The
summer
data
I
analyzed
the
staff
were
very
supportive
and
sent
me
all
the
data
that
they
took
from
from
June,
July
and
August,
and
it
showed
a
slight
decrease
over
2016
and
I.
Think.
The
reason
is
that
lion's
lair
came
online
and
there
are
no
sensors
on
the
southside
of
sunshine
Canyon,
so
we're
only
getting
a
fraction
of
the
data
available,
so
we
need
more
sensors
in
place
and
I
think
that
we
should
really
have
another
years
worth
of
data
with
full
sensors
trays.
D
I,
don't
really
you
could
make
that
happen
or
not,
but
that
seems
to
me
if
we're
going
to
ever
get
good
numbers
on
that
area.
We
need
to
do
the
measurements
properly.
Okay,
the
master
plan
I
attended.
The
committee
meeting
today
and
I
made
a
brief
presentation
to
that
and
I'm
left
asking
the
question
of.
Why
do
we
need
a
such
a
massive
effort
and
that
completely
escapes
me?
D
The
scale
of
this
master
plan
activities
is
huge
and
Tom
and
support
him
today
asked
the
question
of
what
is
the
problem
and
if
somebody
can
explain
that
to
me,
I'd
be
much
happier
it's
an
excessively
detailed
process
that
would
take
a
long
time
to
implement
and
the
real
crux
are
the
implementation
plans.
You
know,
we've
got
the
top
level
the
master
plan,
and
then
we
get
the
implementation
plans
if
you've
got
a
specific
topic
whatever
it
is.
That
needs
to
be
addressed.
D
We
need
those
plans
and
we
need
them
to
be
visible
to
the
public
and
shared
by
the
public.
So
the
top
level
is
good,
but
we
don't
need
to
take
the
bottom
level
and
bring
it
up
into
the
top
level.
So
the
my
last
topic
there
is
I've
been
talking
to
you
now
for
118
months
or
more
about
open
space
parking
senators.
When
are
we
ever
gonna
get
serious
on
it?
You
know
I
got
fogged
off
by
the
staff,
saying
oh
wait
for
the
master
plan
that
will
solve
everything.
D
Well,
we've
got
the
problem
now
and
if
any
of
you
have
tried
parking
on
a
Saturday
or
Sunday
morning,
between
9:00
and
noon,
you'll
find
that
your
parking
down
in
the
streets
further
below
or
you're,
going
on
to
the
311
site
to
park.
Okay,
so
my
last
topic
is:
we
have
been
sending
letters
to
you
and
staff
for
a
long
time
and
we're
getting
no
response.
We
don't
even
get.
Thank
you
very
much
for
your
letter
from
anybody.
D
So
we
are
really
concerned
that
being
and
staff
on
the
planning
side
and
moving
ahead
with
the
311
for
removing
open
space,
although
they
just
sent
a
letter
this
week
to
the
county,
saying
they
intend
to
remove
open
space
other
because
of
mapping
discrepancy.
Now
this
to
me
is
unacceptable
to
the
public.
We
really
need
a
public
hearing
on
the
removal
process,
long
before
staff
start
sending
letters
off
to
the
county,
so
please
join
us
and
give
us
some
help
in
understanding
exactly
why
we're
being
ignored.
Thank
you.
Thank.
A
E
Do
you
think
my
name
is
I'm
a
member
of
the
board
of
directors
of
historic
boulder?
For
some
time
we
have
been
concerned
about
the
condition
of
the
president
and
preservation
and
the
use
of
farm
buildings
and
other
agricultural
structures
on
city
open
space.
We
understand
that
there
are
possibly
some
significant
acquisitions
in
the
pipeline
in
the
near
future,
which
may
have
or
I
do
have
both
history
and
architectural
a
significant
buildings.
The
council's
the
city's
stated
policy
is
to
lead
by
example,
and
to
carefully
take
care
of
the
many
buildings
that
the
city
owns.
E
A
problem
has
been
that
there
is
limited
funds
and
a
limited
staff
time
for
restoration
preservation
and
use
of
these
structures.
Historic
border
would
like
15
minutes
of
your
time
next
week
or
next
month,
rather
in
January,
to
present
to
you
a
concept
proposal
on
what
we
can
do
and
with
ideas
concerning
the
question
of
these
buildings.
E
We
hope
that
we
will
be
able
to
suggest
means
to
avoid
staff
time
reduce
or
avoid
city
costs
and
expenses,
and
we
may
be
able
to
find
some
outside
funds
to
assist
with
in
the
next
week
or
ten
days.
We
will
provide
you
with
a
summary
of
our
conceptual
ideas.
We
hope
you
can
give
us
time
next
month
and
incorporate
some
of
our
ideas
into
your
master
plan
and
we
would
like
to
chat
with
you
then.
Thank
you
very
much.
We
look
forward
to
speaking
with
you
in
January
I.
A
F
G
H
Good
evening,
as
Tracey
said,
my
name
is
Sara.
Huntley
I
am
taking
on
a
new
role
in
the
city,
although
I've
been
here
for
ten
years,
my
new
role
is
as
Engagement,
Manager
and
I'm
pleased
to
be
able
to
speak
with
you
tonight
about
this
new
initiative
and
after
we
get
through
a
brief
presentation,
answer
some
questions
from
or
that
you
might
have
so
this
evening.
If
this
works,
it
does
okay
this
evening,
we're
here
to
talk
about
this
new
citywide
engagement
effort,
which
is
an
effort
to
accomplish
a
couple
of
different
goals.
H
One
is
to
enhance
the
city's
relationship
with
the
community
that
we
serve.
The
other
is
to
ensure
that
opportunities
for
input
are
inclusive,
meaningful
and
actually
get
heard
to
inform
next
steps
when
appropriate.
The
other
effort,
the
other
goal
which
isn't
on
this
slide
but
is
really
important.
I
think
to
the
purpose
of
creating
the
centralized
program,
is
to
try
to
be
more
consistent
across
the
city.
So
immunity
members
have
sometimes
told
us
that
they
feel
like
they're
working
with
many
many
different
cities
when
they
work
with
the
city
of
Boulder.
H
They
can
engage
with
the
library
in
one
way
they
engage
with
open
space
in
a
different
way.
They
engage
with
planning
in
a
totally
different
way,
so
trying
to
help
people
know
what
to
expect
in
terms
of
the
engagement
and
what
it
means.
The
reason
I'm
here
tonight
is
that
many
of
our
boards
and
commissions,
including
yours,
already
play
a
role
as
we
can
see
from
the
public
participation
session.
H
This
is
a
group
that
City
Council
formed
back
in
January
of
2016,
and
that
was
a
recognition
that,
while
we
do
some
engagement
very
well,
there
have
been
other
engagement
efforts
that
haven't
met
the
needs
of
our
community
or
met
the
needs
of
decision-makers
who
are
counting
on
that
input.
So
they
wanted
to
do
what
the
ironically
they
wanted
to
engage
the
community
in
a
discussion
about
engagement,
so
they
appointed
this
committee.
It
was
fourteen
members,
community
members,
some
folks
have
experienced
professional
background
and
engagement
and
facilitation,
public
participation.
Others
did
not.
H
They
were
community
members
who
simply
had
experienced
it
as
a
community
member
and
wanted
to
make
a
positive
difference.
It
was
staffed
by
two
staff
members
and
City
Council
member
Lisa,
Moore's
L
was
also
a
part
of
those
discussions.
This
committee
worked
very
hard.
They
met
over
thirty
times
over
a
year
and
a
half
period
of
time.
So
this
was
not
a
light
commitment
on
their
part.
They
looked
at
past
cases
of
city
engagement
efforts.
H
They
really
explored
industry
best
practices
and
they
came
up
with
a
report
that,
if
you
haven't
seen,
I,
definitely
recommend
that
you
take
a
look
at
it.
It's
online.
It's
a
goldmine
of
recommendations
of
things
we
could
do
better.
One
of
the
things
they
started
out
with
was
identifying
a
series
of
problems.
What
what
are
they
hearing
from
the
and
that's
included
in
the
report?
One
of
the
problems
that
they
were
hearing
from
a
lot
of
people
is
that
people
weren't
sure
how
their
input
was
being
used.
H
There's
input
on
lots
of
different
agenda
items
going
on
at
one
time.
Sometimes
people
don't
understand
the
decision-making
process
itself.
So
what's
the
next
step,
so
they
looked
at
the
problems
and
then
perhaps
more
importantly,
for
us
in
terms
of
figuring
out
how
to
improve
things,
they
came
up
with
some
core
values
and
principles
that
should
guide
our
work
as
we
look
for
solutions
and
I
wanted
to
share
those
with
you
this
evening.
H
The
core
principles
and
values
spelled
out
in
these
five
statements:
they're
very
consistent
with
a
lot
of
the
best
practices
in
terms
of
public
participation
and
what
makes
people
feel
like
their
participation
matters.
So
they
start
out
with
saying
the
problem
is
clearly
defined.
I
kind
of
immoral
person,
I
like
to
say
the
opportunity
is
more
clearly
defined,
but
nonetheless,
people
know
why
we're
embarking
on
a
process.
Public
engagement
is
thoughtfully
planned.
All
voices
are
encouraged
and
included.
Public
contribution
and
civil
participation
are
fostered
and
the
process
is
trustworthy
and
transparent.
H
Like
I
said
this
report
was
a
goldmine
lots
of
nuggets
of
wisdom
and
information.
They
ended
up
summarizing
a
lot
of
their
bulleted
recommendations
under
two
overarching
themes.
One
was
that
they
want
us
to
work
with
the
city
and
the
community.
We
both
have
roles
to
play
in
this
in
changing
the
culture
of
engagement
in
Boulder,
so
people
feel
like
it
is
more
meaningful
than
they
have
felt.
Sometimes
in
years
past.
That's
a
pretty
broad
category.
H
We're
gonna
talk
a
little
bit
more
about
the
effort
staff
is
making
to
make
that
more
concrete
in
just
a
minute.
The
second
one
is
a
more
specific
recommendation,
which
is
if
they
want
us
to
utilize,
a
comprehensive
decision-making
process.
We
have
committed
to
that
and
we're
going
to
talk
a
little
bit
about
what
that
process
is
starting
with
their
wisdom
that
we
need
to
have
a.
Why
statement,
a
purpose
statement
for
why
we're
doing
anything
differently
than
the
way
we've
done
it.
H
In
the
past,
a
group
of
10
staff
members
got
together
to
look
at
the
public
participation
working
group
and
start
to
put
bones
on
a
strategic
framework
for
the
city,
and
we
decided
we
better
start
with
a
wise
statement,
a
purpose
statement.
So
we
came
up
with
this
city's
working
to
improve
its
engagement,
culture
and
processes,
because
we
recognize
that
local
government
makes
better
decisions
and
creates
more
responsive
programs
and
services.
H
So
I'm
presenting
this
consistent
with
the
two
recommendations
that
the
PWG
makes
because
I
think
that's
the
easiest
way
to
see
how
all
these
components
nest
together.
So
they
talked
about
wanting
to
make
culture
change,
and
we
interpreted
that
into
an
objective
that
we
need
to
both
create
and
sustain
a
culture
and
the
practice,
because
those
two
things
go
hand
in
hand,
a
meaningful
civic
engagement
in
the
city
of
Boulder.
In
order
to
achieve
outcomes
that
reflect
our
community's
concerns
aspirations
and
shared
values.
H
We
said
that
it
needs
to
be
both
this
culture
change
and
everything
we
do
to
be
able
to
promote
a
culture.
Change
needs
to
be
both
authentic
and
strategic,
because
culture
change
is
such
a
amorphous
idea.
First
of
all,
I
want
to
say
the
PWG
was
very
wise
in
recognizing
that
culture
change
does
not
happen
overnight,
but
it
takes
time
they
talked
about
it
as
being
a
five
to
seven
year
process
and
I
would
imagine
that
when
you
embark
on
a
culture
change
journey,
there
are
some
ebbs
and
flows.
H
Sometimes
you
make
great
progress
and
sometimes
there's
a
little
bit
of
a
misstep,
and
we
intend
to
be
very
reflective
about
that
and
learn
from
our
experiences
with
each
other,
but
we
felt
like
we
needed
to
put
a
little
bit
concreteness
on
that
concept.
So
the
staff
committee
came
up
with
six
strategies
that
we
think
will
be
important
for
us
to
do
in
2018
and
a
little
bit
into
2019
to
get
this
culture
change
off
on
the
right
foot
and
the
strategies
are
here.
H
I
don't
expect
you
to
be
able
to
read
this
fine
print
I
just
wanted
to
give
you
a
sense
of
the
areas
of
work
that
we
plan
to
focus
on.
There
is
in
your
packet
there's
a
printout
of
the
document
we
created
and
I'm
happy
to
answer
any
questions
or
talk
to
you
individually
after
this
meeting.
If
you
have
comments
that
are
specific
to
that
document,
but
the
areas
that
we
felt
like
we're
really
representative
of
the
types
of
tasks
the
PWG
said,
would
be
important,
fell
into
six
categories.
H
One
was
learning
together,
we're
starting
something
new
and,
as
I
said,
some
of
that's
gonna
go
great
and
some
of
it
isn't.
So
what
are
the
best?
Practices
were
aiming
for,
making
sure
we
have
a
shared
vocabulary
between
decision-makers,
staff
members,
community
members,
so
that's
gonna,
be
a
big
part
of
our
work
in
2018.
Helping
people
know
what
to
expect.
So
that
was
a
lot
of
what
the
PWG
heard
from
community
members.
H
They
didn't
really
know
when
the
best
time
was
to
engage
how
their
information
was
going
to
be
used
where
to
go
to
find
things.
So
we
want
people
to
understand
that
and
a
much
more
clear
delineated
way,
and
in
fact,
when
you
talk
about
the
master
plan
process
a
little
later
this
evening,
there's
something
that
they're
calling
engagement
windows,
which
is
an
attempt
to
be
very
clear
about
that
with
our
community,
the
other
one.
The
third
one
is
cultivate,
respectful
relationships.
H
We
want
to
make
sure
that
we
are
not
just
engaging
with
the
community
around
the
project
of
the
day,
the
policy
decision
of
the
day,
but
actually
be
able
to
develop
two-way,
meaningful
relationships.
So
the
community
can
bring
issues
to
us
that
might
not
even
be
in
our
work
plan
and
we
can
start
to
get
them
on
staff,
the
radar
and
work
together
towards
solutions.
That's
also
the
bucket
of
work
where
we
really
want
to
try
to
make
our
processes
more
inclusive.
We
want.
H
We
recognize
that
a
lot
of
the
engagement
opportunities
we
have
now
have
barriers
built
in
for
some
members
of
our
community,
particularly
people
with
small
children.
This
is
a
very
difficult
time
in
the
evening
to
come.
I
know
I
had
to
have
my
children
this
evening
to
be
here.
So
we
want
to
make
sure
that
there's
lots
of
opportunities
for
different
voices
to
be
heard.
This
is
not
to
minimize
any
voice.
That's
already
being
heard
it's
to
augment
the
voices
in
the
room,
so
we
get
enough
perspectives
to
make
informed
decisions.
H
We
want
to
be
transparent,
I
think
that
pretty
much
goes
without
saying,
but
we've
already
identified
some
areas
in
which
we
think
we
could
have
some
meaningful
process
improvement
discussions
largely
around
City
Council
and
council
correspondence
and
transparency
about
how
council
members
are
voting.
So
we're
gonna
have
some
work
items
in
2018
that
tackle
that
issue
using
the
right
tools.
So
you
probably
have
heard
this
because
I
know
I've
heard
it.
H
H
The
goal
of
that
is
really
to
create
an
entirely
different
navigation
system
so
that
community
members
can
look
for
things
based
on
topic
rather
than
having
to
know
which
staff
member
in
which
division
in
which
department
handles
the
issue
so
bears
would
be
a
great
example.
There's
some
great
information
on
bears
and
interfacing
with
the
urban,
the
urban
environment,
on
the
O
SNP
sites,
there's
some
great
information
in
planning
and
Parks
and
Recreation,
and
the
idea
is
that
people
would
be
able
to
find
all
information
on
that
topic
by
going
to
a
centralized
topic
site.
H
So
we're
going
to
be
working
on
that
also
using
the
right
tools
in
terms
of
when
do
we
use
social
media?
What
do
we
use
it
for
we're
talking
about
restarting
an
engagement
platform,
an
online
platform
where
people
can
engage
in
discussion
groups
with
community
member
to
community
member,
not
just
staff,
so
we're
really
going
to
be
looking
at
trying
to
bolster
that
those
opportunities
and
then,
lastly,
this
is
going
to
be
a
learning
experience.
So
we
want
to
be
able
to
evaluate
and
evolve
you
one
of
the
things
I
think
community
members
will
see.
H
That's
a
little
different
is
at
the
end
of
each
phase
of
a
project,
all
projects
in
the
city
we're
going
to
try
to
be
diligent
about
asking.
How
did
that
process
work?
Not
do
you
like
the
outcome,
but
how
did
that
process
work
for
you
and
what
could
we
do
better
in
the
future
so
that
we
can
continue
to
learn?
H
This
is
the
decision-making
process
that
the
public
participation
working
group
suggested,
and
this
is
in
fact
been
adopted
by
council
as
a
decision-making
process.
We're
going
to
use.
This
really
is
for
engagement,
where
the
end
result
is
going
to
be
some
kind
of
decision,
there's
other
forms
of
engagement
that
are
equally
important,
but
this
is
clearly
when
you're
driving
to
an
end
decision,
and
it
starts
with
that
step.
H
One
of
defining
the
issue
before
embarking
which
I
think
some
folks
have
been
really
interested
in
talking
about
as
part
of
the
master
planning
process,
and
it's
got
some
specific
steps
built
in
where
there's
deliberate,
planning
de
liberal
thought
and
reporting
out.
I
would
say
that
steps
four
through
six,
which
is
sharing
a
foundation
of
information
inquiry,
identifying
options,
prioritizing
those
options
and
leading
up
to
a
recommendation
to
a
decision-making
body
such
as
yourself
or
City
Council.
Depending
on
the
issue.
H
That's
the
area
in
which
we're
probably
going
to
have
the
most
robust
participation
and
engagement
on
most
projects,
there's
also
room
for
engagement
in
all
of
the
other
areas,
and
we
want
to
be
able
to
explore
how
we
can
do
that
better
as
well.
But
that's
the
place
where
I
think
you're
gonna
see
the
most
activity
as
part
of
the
planning
process.
One
of
the
other
components
that
we
want
to
implement,
which
is
consistent
with
a
best
practice
recommended
by
an
organization
called
the
International
Association
of
public
participation.
H
Maybe
there's
a
federal
regulation
that
we
have
to
follow
and
we
can
talk
about
whether
that
federal
regulation
should
be
there
for
hours,
but
the
reality
is
there,
and
so
let's
really
focus
the
engagement
around
the
places
where
the
community
can
have
an
impact,
and
then
also
they
talk
about
being
very
clear
about
what
level
of
engagement
your
ass.
So
this
is
a
spectrum
here
again,
I.
Don't
expect
you
to
be
able
to
read
the
fine
print.
H
It
is
in
the
printouts
that
were
part
of
your
packet,
but
this
is
four
categories
that
we
plan
to
use.
As
we
talk
about
engagement
and
it
goes
all
the
way
from
informed
to
collaborate,
it
goes
from
left
to
right,
I,
don't
intend
I,
don't
mean
to
imply
that
farther
you
get
on
the
scale
is
better.
It
really
depends
on
what
your
objectives
are,
but
if
you're
in
inform
and
a
little
bit
of
consult
work,
making
a
commitment
to
the
community
that
we're
gonna
keep
you
apprised
of
what's
going
on.
H
But
this
probably
isn't
a
phase
where
there's
an
opportunity
for
a
lot
of
two-way
dialogue.
As
you
move
further
into
a
process,
it's
likely,
particularly
as
you
get
down
the
wheel
to
those
areas
of
four
or
five
and
six
that
we're
gonna
be
more
along,
consult,
involve
or
collaborate
in
each
one
of
those
levels.
There's
a
different
promise
being
made
to
the
community
so
the
highest
level
that
the
city
is
committing
to
is
collaborate,
and
that
says
that
we're
gonna
work
together.
H
We're
gonna
roll
up
our
sleeves
at
a
table
around
the
table
and
come
up
with
solutions
together
and
the
decision-makers
who
have
to
really
decide
how
to
proceed
are
making
a
commitment
that
they're
going
to
take
that
public
input
into
consideration
to
the
maximum
extent
possible.
So
that's
a
significant
promise
to
the
community
members
who
agree
to
give
that
kind
of
time
and
passion
to
an
issue.
H
It
goes
down
a
little
bit
depending
on
which
area
you're
at
and
again,
the
level
of
appropriateness
depends
on
how
many
stakeholders
you're
talking
about
what
is
the
complexity
of
the
issue.
What
issues
are
actually
on
the
table
and
what
your
shoes
have
probably
already
been
decided
by
things
that
are
beyond
our
control,
but
this
is
a
shared
vocabulary.
One
we
want
to
start
to
have
with
our
community
just
want
to
quickly
cover
a
little
bit
about
who,
because
I've
had
people
say
well.
H
This
sounds
great
Sarah,
but
this
sounds
like
it's
gonna
take
a
lot
of
work
and
it
is-
and
it's
gonna
take
work
both
within
the
city
and
within
our
community
with
allies
who
are
really
interested
in
making
the
process
itself
be
more
effective
for
everybody.
In
terms
of
the
city,
the
2018
budget
included
two
centralized
full-time
staff
resources.
H
One
of
those
is
the
position
that
I'm
now
sitting
in,
which
is
the
engagement
manager
in
the
city.
Manager's
office
I,
have
just
posted
an
opening
that
the
city
is
hiring
an
engagement
specialist
who
will
also
work
full-time
on
these
issues.
We
are
absolutely
going
to
have
to
work
in
a
collaborative
way
with
departments.
H
A
lot
of
our
departments
have
really
good
experts,
experts
already
in
them
on
engagement,
communications
and
outreach,
and
so
we
intend
to
work
closely
with
those
folks,
because
there's
no
way
that
two
of
us
can
manage
just
and
and
facilitate
engagement
on
every
topic
that's
going
on
in
the
city.
We
are
also
very
fortunate
that
at
the
beginning
of
2017,
we
had
staff
members,
who
said
you
know.
We
know
this
process
is
going
on
with
the
public
participation
working
group.
H
We
want
to
be
respectful
of
that
process,
but
we
have
some
great
ideas
too,
of
things
we'd
like
to
see
happen,
and
so
we
formed
a
staff
committee
that
now
has
25
members
from
about
11
or
12
different
departments
who
are
passionate
about
these
issues,
who
are
now
both
of
acting
ideas
of
their
own.
If
you
were
able
to
go
to
the
event
in
October
that
we
had,
that
was
called
what's
up
Boulder.
H
That
was
an
idea
that
came
out
of
that
committee,
where
we
had
essentially
an
information
festival
where
people
could
go,
learn
about
a
whole
host
of
topics
and
projects.
The
city
was
doing
instead
of
having
to
make
time
to
go
to
15
or
20
different
open
houses.
It
was
incredibly
successful
and
that
originated
from
staff,
and
they
were
the
ones
who
both
thought
of
it
and
made
it
a
reality.
So
I
was
really
proud
of
the
work
they
did
there.
H
They
also
now
are
taking
this
public
participation
and
working
group
report
and
saying:
okay,
how
do
we
take
these
great
ideas?
How
do
we
prioritize
the
work
and
how
do
we
go
back
out
into
our
departments
and
make
people
understand
what
we're
trying
to
do?
We
also
will
be
working
with
our
neighborhood
and
community
liaisons
and
partnering
very
closely
with
communications
and
information
technology,
because
several
of
the
goals
in
terms
of
using
the
right
tools,
some
of
those
tools,
are
digital
they're.
H
One
of
the
things
that
counsel
asked
us
to
do,
recognizing
that
you
can't
take
on
everything
at
one
time
is
to
try
to
choose
some
projects
that
could
be
pilot
projects,
not
only
because
the
community
is
very
interested
in
them,
but
we
can
try
to
be
real,
deliberate
and
diligent
in
terms
of
the
processes
that
we're
going
to
follow.
So
we
can
learn
from
this
whole
experience.
You'll
notice
I
think
well
something
that
you
already
know,
which
is
that
the
OS
MP
master
plan
is
at
the
top
of
that
list.
H
So
the
process
committee
has
been
spending
a
lot
of
time
looking
at
process,
and
that
process
is
both
the
project
process
and
project
trajectory,
but
also
engagement,
which
goes
hand-in-hand.
Some
of
the
other
ones
that
I'm
working
on
with
staff
are
the
central
Broadway
corridor,
which
includes
both
Alpine
balsam
and
the
East
bookend
of
the
civic
area
accessory
dwelling
units,
community
broadband
and
the
fire
master
plan.
H
What
it
means
to
be
a
pilot
project
is
that
the
engagement
team,
such
as
we
are
two
to
strong
two
people,
strong
plus
the
Engagement
Coordination
Committee,
that
we
are
committing
to
staff
those
projects
with
equal
partners.
So
they'll
have
an
engagement
representative
at
all
of
their
meetings,
as
they
plan
things
to
make
sure
that
we're
following
the
processes,
other
projects
I
currently
have
about
49
on
my
board
projects.
That
departments
think
could
involve
some
level
of
engagement
in
the
city
of
Boulder
and
2018.
H
That's
a
little
daunting
so
well,
we
get
this
program
up
and
running.
We're
also
trying
to
create
toolkits
and
training
opportunities
so
that
people
can
kind
of
start
to
get
the
basic
principles
and
self-manage
some
of
the
projects
until
we
get
a
chance
to
go
to
every
department
and
help
them
understand
what
we're
trying
to
do.
H
Another
related
action
item
that
council
asked
us
to
include
specifically
has
to
do
with
boards
and
commissions.
So
some
boards
and
commissions
have
said.
Maybe
we
could
play
a
different
role
in
improving
engagement,
have
said
I
really
would
like
to,
but
we're
quasi-judicial,
so
I,
don't
really
know
what's
appropriate.
So
tonight
is
just
the
beginning
of
a
conversation
of
what
you
like
about
the
way
you
currently
engage
with
the
community.
H
What
you
don't
like
some
areas
in
which
we
might
be
able
to
brainstorm
together,
ways
that
you
could
try
new
things
that
we
could
then
share
with
this
larger
citywide
effort,
and
so
we're
gonna
get
to
a
couple
of
questions
about
that
in
just
a
minute.
I
guess,
which
are
the
questions
down.
So
the
three
questions
and
I
will
leave
it
to
the
chair
to
sort
of
talk
about
how
you
would
like
to
go
through
these
questions.
H
But
the
three
questions
that
we
really
wanted
to
be
able
to
respond
to
this
evening
is:
do
you
have
questions
about
the
framework
itself
and
I've
really,
given
you
a
cursory
overview
because
I'm
trying
to
respect
the
the
other
agenda
items,
you
have
tonight
I'm
happy
to
talk
offline,
if
that's
easier
for
you
or
to
answer
whatever
questions
you
think
might
be
most
relevant
tonight.
The
second
one
is
really
the
meat
of
the
start
of
this
conversation.
H
I
think
is
what
roles
have
you
if
you
feel
like
you
played
in
the
past,
is
there
a
desire
to
continue
the
role
as
is
or
modify
the
role
in
terms
of
how
you
engage
with
the
community
and
take
their
input
and
take
it
into
account
for
your
decisions
and
share
it
with
staff
for
other
decisions?
And
then,
lastly,
it's
my
understanding
that
this
group
has
asked
about
the
possibility
of
having
some
engagement
or
really
even
more
communication.
Related
tools
and
training
and
I
can
help
coordinate
that
for
the
20-year
of
2018.
H
H
Think,
whatever
the
board
would
like
to
do
it
so
I'm
sort
of
teeing
up
the
questions.
I
realized
that
whatever
we
talk
about
tonight
won't
be
the
only
conversate,
but
if
you'd
like
to
take
some
more
time
to
absorb,
take
a
look
at
the
framework.
Some
more
I'm
certainly
happy
to
come
back
to
this
forum.
B
Questions
about
the
framework
that
I
didn't
get
the
opportunity
to
ask
okay
you're
just
off
with
that.
Let's
just
start:
okay,
thank
you!
So,
on
the
engagement
spectrum,
yes,
going
from
to
inform
to
inform
to
collaborate,
is
there
the
expectation
that
all
processes
with
which
we
apply
this
this
spectrum
or
this
process,
will
go
all
the
way
from
inform
to
collaborate
and
possibly
back
down
again
or
will
there
be
be
some
processes
where
we
say
we're
only
going
to
rise
as
far
as
high
as
consult
on
this
particular
process?
Correct.
H
H
H
I
would
guess,
and
I
haven't
gone
through
the
important
discussion
phase
with
every
department.
Who's
come
to
me
with
an
engagement
project
for
2018,
but
I
would
guess
that
roughly
a
third
of
the
48
that
I've
come
to
my
attention.
So
far,
probably
we're
talking
informing,
consult
and
then
you
know
the
other
projects
will
fall
to
the
different
categories,
there's
no
right
or
wrong.
You
really
just
need
to
understand
what
the
stakeholders
needs
are.
What
the
impact
of
the
decision
is
going
to
be
on
people
and
what
the
objectives
are
of
the
engagement.
H
A
I
I
We
do
lots
of
things
as
I'm
sure
every
board
does,
some
of
which
are
confined
to
a
single
meeting
where
it'd
be
it
wouldn't
be
practical
to
go
through
some.
You
know
elaborate
public
participation
process
and
then
there's
everything
down
to
where
you
know.
One
person
speaks
for
three
minutes
and
you
can
probably
see
there
where
this
is
going.
It
strikes
me
as
there's
an
opportunity
that
we
sort
of
miss
where
someone
speaks
to
us.
I
You
know
agree
or
disagree
with
their
point,
but
often
you
know
we,
then
we
start
talking
about
public
participation,
but
it's
you
know,
there's
a
whole
opportunity
that
they
were
raising
a
question
and
in
this
case
they've
left
but
I
think
I'd
be
curious
as
to
your
sense
of
the
extent
to
which
we
ought
to
apply
these
principles
to
sort
of
smaller
scale
things,
whether
it's
a
something
that
we
rolled
out,
because
it's
on
our
agenda.
If
it's
something
that
the
public
brings
to
us,
I
mean.
H
That's
a
really
good
question
and
I
think
we're
going
to
be
learning
a
little
bit
about
where
it
works
best
and
where
it
doesn't
work.
So
well
as
we
go,
and
that's
not
a
very
satisfying
answer,
I
know,
but
we're
both
creating
a
program
and
trying
to
improve
and
implement
engagement
strategies
at
the
same
time,
I
do
think
that
the
principles
people
feeling
like
the
process
and
how
things
work
in
the
city
are
trustworthy
and
transparent.
Those
principles
are
inherent
to
any
interaction
we
have
with
community
members.
H
H
I'll
tell
you
the
first
three
steps
can
often
happen
in
one
conversation:
if
there's
clarity,
okay,
so
I
think
that
they
fleshed
out
nine
steps
and
I
think
it
was
an
important
contribution
because
they
want
to
make
sure
we're
just
asking
ourselves
the
right
questions
as
we
go
along.
So
we
don't
miss
the
important
idea
of
okay
who's
gonna,
be
who
might
this
decision
impact
and
who's
not
at
the
table,
so
we
can
think
about
bringing
those
people
to
the
table
in
a
creative
way.
H
I
think
you
know
the
pilot
project
sort
of
rose
to
the
top
as
the
obvious
choices
because
of
the
intensity
of
the
effort,
the
likelihood
that
they
will
guide
future
decisions
and
and
be
have
other
plans
nested
within
them,
some
of
the
48
other.
You
know
the
48
4
things
I
have
on
the
board
some
of
them.
We
could
make
an
argument
either
way
whether
they
go
across
the
wheel
and
it's
really
going
to
depend
a
lot
on
what
our
community
says.
They
they
want
us
to
be
doing.
J
So
I
have
a
question
again
relating
excuse
me:
do
these
nine
steps,
it's
sort
of
a
interesting
bit
of
serendipity
that
this
morning,
I
was
reading
this
and
then
I
had
a
meeting
with
a
group
of
constituents
here
from
Boulder
about
the
master
plan
process,
and
then
we
just
heard
from
Alan
delamere
about
a
different
sort
of
process.
Although
then
he
also
talked
about
the
master
plan
process.
J
H
This
is
one
of
the
things
that
we're
struggling
with,
and
we
said
are
already
as
we
start
to
implement
this
this
wheel,
and
there
was
a
good
discussion
about
the
process
committee
and
I'll.
Let
that
that
those
presenters
on
your
later
agenda
item
talked
about
where
we
sort
of
landed
on
that
for
this
particular
topic,
but
in
general
to
answer
your
question.
So
the
challenging
issue
for
us
is
that
Boulder
is
not
taking
on
very
many
issues
that
are
brand
new
I
mean
we
do
take
on
new
issues.
H
But
my
point
is:
there's
been
conversations
and
discussions
and
public
discourse
on
some
of
these
things
that
happen
for
a
number
of
years.
So,
if
you're
taking
on
a
brand
new
challenge,
we
probably
should
stop
everything
and
have
a
conversation
about
those
challenges.
If
you're
taking
on
an
issue,
that's
sort
of
getting
us
to
the
next
phase
of
a
problem
or
an
opportunity,
you're,
probably
going
to
be
informed
to
some
extent
by
all
the
public
processing
conversations
that
have
already
happened
so
generally.
H
What
I'm
telling
staff
is
we
can
start
out
by
saying
this
is
a
proposed
wise
statement
and
then
start
to
get
some
community
feedback
about
whether
that
why
statement
is
clear
enough,
does
it
take
into
account
all
of
the
issues
that
the
community
would
like
to
discuss
as
we
go
through
this
new
process,
and
that's
kind
of
where
we
are
in
the
master
planning
process?
Is
some
community
members
who
said
this
is
not
clear
enough?
H
We
want
to
be
much
more
clear
both
because
we
think
the
clarity
is
important,
but
also,
if
you
want
people
to
engage
you
better,
make
them
understand
why
this
is
important
and
we
you
know,
have
maybe
not
done
that
in
a
concrete
enough
way
so
again,
I'll.
Let
the
process
presentation
deal
with
that,
more
specifically,
but
I
think
trying
to
figure
out
what
the
right
mix
is
for
the
different
topics
on
when
we
go
out
and
get
feedback
for
Alpine
balsam.
H
For
example,
we've
sent
a
postcard
to
people
who
live
in
that
part
of
town
and
said
this
is
our
proposed
purpose
statement?
What
do
you
think
so?
There's
different
ways
to
try
to
get
feedback
on
those
types
of
things,
but
they're,
often
informed
by
long-standing,
ongoing
conversations.
They're,
not
usually
something
we're
looking
at
for
the
very
first
time.
So
it's
like
that's
a
good
place
to
start
is
what
I'm
saying
and
then
you
can
ask
people
if
that's
adequate
or
not,
and
if
it's
not,
you
need
to
adjust.
A
H
Think
we
have
to
be
able
to
adjust
as
we
go
based
on
things
we
learn
along
the
way.
One
of
the
purposes
of
trying
to
have
robust
conversations
upfront
is
to
avoid
those
hobbies
that
happen
mid
process
to
the
extent
that
we
can,
but
the
reality
is.
These
are
really
fluid
conversations
and
someone
might
come
in
at
Step
four,
with
a
really
good
point
that
we
haven't
thought
about.
You're.
K
Guess
I
have
a
bureaucratic
question:
okay,
cuz
I
come
from
a
large
organization,
and
this
is
all
great
and
I.
Think
it's
great
you're
doing
the
pilot
study.
I
agree
with
you.
Thirtysomething
would
be
way
too.
Many
probably
miss
you
there's
a
lot
of
things
that
are
described
here
as
activities
that
we
hope
to
do.
I
would
have
a
very
hard
time.
Writing
the
memo
to
the
department
saying
what
your
obligations
are.
Responsibilities
saw
her
right
for
this
I
mean.
H
I'm
trying
to
get
it
down
to
you
know.
Ten
things
were
asking
me
to
do
differently
as
we
get
started
on
this
journey
together
and
some
of
the
things
that
we're
asking,
for
example,
is
that
step
number
two,
where
you
think
about
your
stakeholders.
You
don't
just
ask
yourselves
who
has
been
interested
in
this
issue
in
the
past.
H
So
there's
some
steps
that
are
in
the
planning
process
itself,
we're
also
asking
staff
to
participate
in
as
we
offer
trainings
to
just
become
more
familiar
with
the
terminology
and
the
vocabulary
so
that
we're
all
talking
the
same
language
when
we
say
we're
going
to
involve
the
community,
we've
got
a
decision
maker
training
that
we're
planning
for
Council,
that's
currently
scheduled
for
February.
So
these
are
some
ways
people
can
plug
in.
H
So
how
it
generally
is
working
is
that
the
liaison
that
they
sent
to
the
Engagement
Coordination
Committee
is
their
lead
in
terms
of
being
able
to
basically
bring
information
back
from
the
centralized
effort
to
the
department,
and
vice
versa.
I
mean
it's
very
important
that
we
understand
what
departments
need
and
what
order
in
which
they
think
it
would
be
most
helpful
like
it's.
A
training
on
the
levels
probably
ought
to
come.
H
K
B
Well,
if
I
could
go
ahead
to
build
off
of
what
tom
was
saying
in
terms
of
like
that,
the
three
minute
input
we
get
from
the
community,
sometimes
one
thing
I've
struggled
with,
is
I
feel
like
we're
an
important
microphone
for
the
community.
They
can
come
to
us,
but
then
what
do
we
do
with
that
information?
Where
do
we
move
forward
and
so
I
have
a
desire
to
modify
how
I've
felt
our
role
has
been
so
far,
which
is
to
absorb,
but
then
what
do
we
do?
H
That's
something
we
hear
often
both
community
members
and
people
who
are
sitting
in
these
chairs
is
that
there's
it's
not
an
opportunity
for
two-way
conversation.
It's
you
take
this
information
and
you're
not
really
sure
what
to
do
with
it
and
the
community
members
not
really
sure
what
you
do
with
it.
So
it's
not
a
very
pleasant
experience
for
folks
we're
not
really
suggesting
taking
away
these
approaches,
because
some
of
these,
like
public
hearings,
for
example
in
many
cases,
are
required
by
law,
but
we're
talking
about
augmenting
them
with
other
opportunities.
H
Some
boards
have
talked
about
maybe
having
some
listening
sessions
where
they
can
have
just
pull
up
some
chairs
and
people
can
talk
about
their
concerns
and
board.
Members
can
give
their
feet
back
some
things
that
will
be
doing
on
the
staff
side.
The
boards
and
commissions
might
want
to
think
about.
Is
we're
going
to
be
doing
a
much
better
job
of
doing
a
feat,
what
we
call
a
feedback
loop?
H
So
we
already
do
a
pretty
good
job
of
capture
like
a
formal
engagement
event,
will
capture
the
themes
of
what
we've
heard,
but
we
don't
always
then
fill
out
the
second
column.
That
says
this
theme
was
heard:
here's
how
it's
going
to
inform
the
next
part
of
our
discussion
or
the
decision
itself,
or
it's
not
going
to
inform
the
next
part
and
here's
why
it's
not
going
to
inform
the
next
part.
H
Maybe
it's
something
we
don't
have
control
over
or
maybe
it's
something
that
would
require
a
public/private
partnership
and
that
exploration
isn't
feasible
right
now,
whatever
the.
If
not,
why
not
is
and
that's
something
that
you
know
boards
could
consider
doing
if
you
wanted
to
report
out
on
what
you
hear
during
public
comment,
you
could
capture
those
and
then
in
some
sort
of
collaborative
fashion
with
staff,
say
here's
the
next
step
for
looking
at
that
issue.
H
We're
not
going
to
look
at
this
issue
at
this
time
because
we
looked
at
it
last
year
and
we
encountered
these
barriers
and
they
haven't
changed
yet
something
like
that
might
be
a
little
bit
more
fruitful.
Those
are
the
types
of
things
that
we
can
work
with
boards,
if
you're
interested
in
exploring
some
boards
feel
like
that
would
be
appropriate
to
the
role
other
boards
have
told
us.
They
really
feel
like.
They
need
to
be,
certainly
in
terms
of
input
that
could
influence
a
decision
they
have
to
make.
H
J
Echo
what
Andrea
said
a
lot
of
the
time
I
feel
like
I,
want
to
engage
in
if
nothing
else
at
least
some
clarification,
but
I
mean
we've
been
specifically
told
before
not
to
engage
in
long
conversations
through
email
that
we
receive,
which
I
think
Alan's
gone,
but
I
wanted
to
say
that
to
him
when
he
said
that
today,
but
that's
not
a
form
that
I'm
allowed
to
say
we're
not
allowed
to
have
big
email
discussions
with
you.
Oh
that's
just
not
the
way
the
board
is
designed
to
work.
J
It
would
be
great
to
have
a
way
to
have
those
conversations.
I
tend
do
that
in
person
meetings,
but
it's
really
hard
to
do
that
in
schedule
of
them
ad
hoc.
So
some
for
me
and
that's
my
opinion-
is
that
I
would
like
more
of
a
chance
to
have
people
feel
heard
by
being
able
to
have
some
way
of
responding.
Yeah.
I
To
sort
of
follow
up
a
little
bit
my
own
question
for
a
few
minutes
ago
and
also
what's
being
said
here,
one
of
the
things
I
struggle
with
is
when
someone
makes
a
comment,
and
typically
you
know
95
times
out
of
100
of
these.
We
just
go
on
to
the
next
thing
and
you
sort
of
you
take
from
it.
What
you
will
a
lot
of
comments
are
just
sort
of
for
your
information
here
and
there's
nothing
in
a
sense
to
interact
with,
but
sometimes
the
person
is.
I
You
know
clearly
asking
for
something
and
on
the
one
hand
we
don't
want
I
think
interrupt
the
flow
of
public
comment
by
having
an
extended
discussion
after
each
person,
and
you
don't
necessarily
want
to
sort
of
put
public
comments
in
the
sort
of
hierarchy
where
one
person
makes
a
comment.
You
say
great
idea.
I
That's
been
15
minutes
discussing
that
and
if
someone
else
makes
a
comment
there,
you
know
you
just
crickets
I
feel
like
gee,
you
know,
but
recognizing
that
those
concerns
at
the
same
time
I
think
we
ought
to
be
ourselves
a
little
more
flexible
in
sometimes
being
willing
to
just
say
you
know
the
staff
have
it
we
sometimes
this
happens,
but
not
much
to
say
to
staff,
have
a
quick
response
to
the
point
that
was
just
made.
Or
even
could
you
follow
up
with
that
separately?
I
We
don't
have
to
take
up
time
here,
but
also
be
willing
to
say
I
think
you
know
when
we
get
to
matters
from
the
board,
I'd
like
to
follow
that
up
and
have
a
discussion,
but
so
the
person
knows
that's
gonna.
Happen
may
not
be
for
an
hour,
but
they
know
that
that
I
think
we
just
amongst
ourselves
ought
to
you
know,
keep
in
mind.
Is
there
sort
of
a
quick
communication
that
can
occur
that
won't
interrupt
the
flow
of
the
meeting
too
much?
I
H
It's
obviously
an
issue:
that's
clearly
linked
also
treating
management
issues
which
I
understand.
One
of
the
ways
that
we
are
handling
this
in
a
slightly
different
context
is
when
people
write
to
City
Council,
so
the
email
council,
with
their
perspective,
on
something
we're
doing
on
the
staff
side,
what
I
sort
of
consider
a
quick
triage?
Are
they
expressing
the
viewpoint
that
they
intend
to
express
to
their
elected
officials,
and
we
should
just
let
that
happen
because
it's
an
important
way
for
them
to
communicate
with
their
elected
official?
H
Are
they
asking
a
specific
question
that
staff
could
answer
very
quickly?
It's
a
fact-based
question:
are
they
clearly
seeking
more
context
about
a
project,
and
can
we
figure
out
a
way
to
provide
that
and
we
get
out
of
staff
tries
to
get
out
of
the
way
if
it's
in
that
first
category
of
just
expressing
an
opinion
or
perspective,
which
often
is
what
happens
here,
but
sometimes
there
is
a
question
in
there
and
if
we
can
answer
it
very
quickly,
why
be
labor
at
that
point
in
terms
of
council
correspondence?
H
J
Getting
back
to
your
question
to
a
specific
example
is
something
that
I
like
that.
I
think
could
be
modified
and
made
a
little
bit
better
was
in
the
North
TSA
process.
They
asked
one
to
two
of
us
to
be
at
each
of
the
public
meetings
that
were
not
conducted
here,
and
there
was
an
issue
because
one
time
three
of
us
showed
up
in
there.
No
no
no
go
away
idea
that
they
should
all
be
noticed
so
that
we
could
all
go.
J
The
second
thing
is
I
think,
even
though,
when
I
was
there,
I
think
there
was
a
chance
for
me
to
introduce
myself
in
the
beginning.
Sometimes
I
felt
like
the
creepy
guy
standing
behind
everybody
watching
the
talk.
It
might
be
useful
for
us
to
get
nametags
for
that
and
then
at
the
beginning
to
say,
have
us
everyone
who's.
There
have
opportunity
to
say:
hey,
look
I'm
on
the
board
and
I'm
here.
J
If
you
want
to
come
and
like
discuss
anything
about
this
with
me
individually
tonight,
I'm
here
and
and
that's
if
that's
part
of
the
whole
session,
you
know
is
whatever
group
interaction,
but
also
if
you
want
to
bend
my
ear,
that's
totally
fine
I
think
that
would
be
a
really
great
modification
of
what
we
did
last
time
that
might
provide
for
a
better
sense
of
like.
Why
is
creepy
Kevin
standing
behind
everybody,
because
I'm
actually
trying
to
understand,
like
the
thought
processes
going
on
and
then
the
guy
with
a
nametag
talk
to
him
mm-hmm.
That's.
H
A
really
good
suggestion
we've
been
grappling
with
that
public
notice
question
just
this
week
on
a
couple
of
engagement
events
and
we
are-
and
so
it
was
particularly
in
that
particular
context.
We
decided
to
publicly
notice
them
so
that
in
case
more
people
should
you
know
more
election
officials
circuit
boards
and
commission
members
show
up.
So
we
don't
have
to
turn
them
away.
H
L
Just
add
to
that
I
know
during
the
act
plan
that
everything
arose.
Where
do
we
have
three
board
members
attending
a
meeting
and
we
actually
mocked
Gershman
and
Cecil
in
our
department
update
our
policy
on
making
sure
is
publicly
noticed.
So
all
the
board
members,
for
instance,
one
of
the
AG
plan
meetings
with
Lee
sees
and
that
sort
of
solved
that
problem.
So
we
have
updated
that
policy
and
I'm
just
curious
tonight.
L
If
going
back
to
what
you
said
earlier,
Molly
from
tracking
time
and
stuff,
would
it
be
good
for
Sarah
to
come
back
at
some
point
to
when
you've
got
all
questions
formed
and
she
could
have
a
chance
to
look
at
them
and
answer
them
and
then
sort
of
bring
that
quite
the
answers
back
to
you?
If
you've
had
a
chance
to
sort
of
form
other
questions,
would
you
like
to
just
continue
the
discussion
now
I
feel.
A
Everybody's
points
that
they
brought
out
also
I
think
everybody
feels
that
way.
I
certainly
struggle
with
when
people
come
and
speak.
What
do
we
do
next
because
you
know-
and
that
may
be
something
that
would
be
nice
to
get
public
input
after
this
meeting
mm-hmm.
You
know
if
the
public
is
listing
and
really
feels
like
they
would
like
different
format,
I'd
like
to
hear
that,
okay,
so.
H
This
this
feedback
already
has
been
very
helpful.
I
appreciate
it
I'm
going
to
stay
here
for
the
discussion
on
the
process
and
if
there
is
a
I
think
the
committee
has
a
really
good
handle
on
how
the
proposed
process
aligns
with
what
we're
trying
to
do
around
engagement.
But
if
there's
a
particular
question
that
I
can
answer,
I'm
happy
to
do
so.
I'm
also
very
happy
if
you
want
to
think
about
areas
you'd
like
to
explore
further
in
the
future
trainings
that
you'd
be
most
interested
in,
if
I'm,
not
the
right
person
to
do
that.
H
Training
we'll
find
someone
who
is
in
some
cases,
I
might
be
able
to
provide
that
training
myself
and
whatever
I
can
do
to
be
a
resource
to
you,
and
this
I
would
like
to
be
able
to
do
so.
If
you
wanted
to
communicate
with
staff,
we
have
a
very
good
relationship
and
they'll.
Let
me
know
what
you
need.
M
All
right
good
evening,
Carlos
and
human
mentions
coordinator
with
open
space.
So
these
are
the
results
from
the
2016
cycle
of
the
voice
and
site
monitoring.
The
full
report
is
in
your
packet
and
it
will
be
posted
on
our
website
tomorrow
as
well.
So
there's
a
lot
in
there,
but
I'm
gonna
just
cover
some
kind
of
high-level
results,
just
as
a
sort
of
quick
refresher.
M
The
goals
of
the
Voisin
site
tag
program
are
to
try
and
sort
increase
awareness
and
adherence
to
the
regulations
that
are
currently
there
that
helps
with
visitor
experiences
and
also
resource
conservation.
The
monitoring
program
itself
is
designed
to
evaluate
compliance
at
a
system-wide
level,
so
it's
not
targeted
to
in
a
specific
area
of
the
system,
but
Voisin
site
monitoring
happens
on
boysson
side
trails.
Leach
monitoring
happens
on
leash
required
trails,
so
kind
of
a
quick
refresh
of
the
timeline
here.
The
tag
program
was
called
for
in
the
visitor
master
plan
back
in
2005.
M
It
was
first
implemented
in
2006,
which
was
the
first
monitoring
program
that
existed
after
served
three
cycles
miring.
It
went
into
a
program
review
period
few
years
that
included
extensive
public
engagement.
Engagement
with
OS
BT
and
city
and
input
from
City
Council
that
led
to
some
tag,
program,
enhancements
implemented
in
2015
and
a
new
monitoring
program
of
which
the
results
from
this
or
the
second
cycle
of
that
new
firing
program,
which
had
a
lot
of
modifications
that
the
protocol
that
were
put
in
place
through
that
public
process.
M
So
I'm
not
going
to
read
every
one
of
these
off,
but
there
are
a
number
of.
There
are
a
lot
of
particular
components
that
go
into
this
evaluation
so
for
voice
insight.
That
includes
tag
display,
as
well
as
the
number
of
behavioral
components
that
we're
also
observing
when
we
do
data
collection
and
then
there's
the
permanent
and
seasonally
leash
required
trial
data
collection.
That's
also
part
of
this
monitoring
effort.
M
The
monitoring
locations
are
spread
like
I
mentioned
all
across
the
system.
This
is
an
overview
of
where
we
collected
data
in
2016,
so
we'll
read
off
all
these
numbers,
but
you
know
there
were
61
voice
in
site
locations
about
30,
29,
permanent
leash
locations
and
then
six
seasonal
police
trails,
and
so
that
included
a
lot
of
observation
sessions.
Some
of
those
areas
got
monitored.
Any
any
location
was
monitored
between
one
observation
session
and
several
observation
sessions,
those
we're
about
three
hours
each.
M
So
if
you
sort
of
do
the
quick
math,
there's
a
little
over
600
hours
of
kind
of
total
staff
observation
time
that
goes
into
this
data
set
visitor
parties
there's
a
specific
definition
in
there.
But
a
visitor
party
is
basically
a
group
of
people
and
their
dog
or
dogs.
That
kind
of
appear
to
one
coherent
group
on
the
system
that'd
be
helpful
to
have
a
overview
of
sort
of
the
perspective
that
staff
have
when
they're
out
at
one
of
these
monitoring
locations.
So
this
is
a
panorama
of
our
south
Boulder
Creek
monitoring
location.
M
2016
was
a
pretty
good
year,
so
we
had
a
lot
of
vegetation
out
in
the
middle
of
it,
so
staff
did
not
get
to
sit
down.
They
had
to
stand
up
most
of
the
time
to
see
what
was
going
on.
So
here's
the
general
results
for
their
three
components
so
voice
in
sight.
This
is
looking
at
overall
compliance
of
that
list
of
measures
that
I
showed
earlier
to
be
kind
of
fully
compliant.
M
They
had
a
visitor
party
has
to
be
compliant
with
each
one
of
those
measures,
so
positive
display
of
the
tag
as
well
as
sort
of
no
violations
in
any
of
the
behaviors
that
were
observed
as
you'll
there's
a
breakdown
on
the
next
slide
of
those
specific
components
that
go
into
Voisin
site
permanent
least
trails.
We
had
76
percent
compliance
on
release
trails
and
a
little
bit
lower
on
seasonal,
these
trails
at
68%.
So
it
ties
into
some
of
the
later
recommendations
that
we
have
in
areas
we
see
for
possible
modifications
to
the
program.
M
Ninety-Nine
percent
for
two
dogs
off
leash
voice
control
is
kind
of
the
lower
component
in
there
definitely
some
opportunities
for
improvement.
Those
numbers
in
the
parentheses
at
the
bottom
of
the
list
represent
the
number
of
visitor
parties
that
went
into
calculating
that
percentage,
so
voice
controlled.
One
of
the
caveats
to
it
is.
We
can
only
evaluate
if
the
dog
responds
to
the
voice
command
if
a
voice
command
is
issued,
and
in
this
case
those
27
also
represent
sort
of
explicit,
come
or
hear
commands,
which
was
an
agreed-upon.
M
Recommendation
in
the
in
the
previous
public
process,
the
report
has
sort
of,
if
you
throw
in
all
commands,
just
the
dog's
name
or
something
like
that
compliance
is
actually
a
little
higher
I
think
74
percent,
if
I
remember
correctly,
no
charging
or
chasing
wildlife
or
livestock.
We
only
had
four
potential
opportunities
during
all
of
the
observation.
I
think
that's!
It's
not
enough
to
reliably
calculate
a
percent.
I
think
the
takeaway
from
that
is
probably
on
voice
in
sight
trails
designated
trails.
We
just
don't
have
that
many
opportunities
for
wildlife
interaction.
M
M
So
they,
our
first
recommendation,
is
to
increase,
or
it
should
probably
really
even
say,
just
continue-
outreach
and
education
to
non
participating.
Dog
Guardians.
So
our
largest
source
of
non-compliance
in
the
voice
and
sight
component
is
lack
of
display
of
a
voice
in
sight
tag
and
that's
largely
administrative
component.
That
could
be
awareness
of
the
program
that
could
be
participation
in
the
program,
the
voice
in
sight,
since
the
voice
in
sight
enhancements
were
enacted.
M
We
still
have
pretty
much
full
attendance
of
the
courses,
so
that's
probably
reflective
of
both
new
people
coming
to
the
program
as
well
as
maybe
people
have
participated
in
the
previous
version
of
the
program
still
getting
back
into
it.
So
it's
not
like
we
started
the
program.
Many
thousands
of
people
went
through
the
program.
The
classes
still
have
a
capacity
of
a
little
over
20
people,
so
there
might
be
some
lag
time
in
kind
of
integrating
everybody
who
wants
to
participate
in
the
program
through
that
class
and.
K
M
Think
one
opportunity
in
there
is
to
increase
education
in
the
voice
in
sight
class
regarding
the
purpose
of
permanent
and
seasonally
lease
required
trails.
So
of
the
non-compliant
visitor
parties
that
we
observed,
there
was
roughly
an
equal
proportion
that
both
had
tags
and
didn't
have
tags.
So
there
is
at
least
some
opportunity
for
an
audience
that
has
gone
through
the
voice
inside
class
to
maybe
received
a
little
bit
more
education
and
clarity
on
why
those
lease
regulations
exist
in
those
locations.
M
Some
clarification
and
simplification
of
voice
and
site
regulation,
language
on
trail
signs.
They
still,
you
know,
represent
fairly
small
signs.
Some
maybe
give
the
impression
that
it's
a
voice
inside
trail
first
and
that
you
have
to
participate
in
the
program.
Second,
lastly,
developing
some
sample
methods
that
can
better
account
for
the
distribution
wildlife
across
the
system.
So
we
know
that
a
lot
of
our
modern
any
locations-
probably
they
certainly
don't-
have
any
resident
communities
in
wildlife.
So
we
really
wouldn't
expect
to
see
wildlife
or
livestock
at
those
locations.
M
M
I
They're,
just
sort
of
struck
me
I,
understand
that,
hoping
that
there
might
be
a
deer,
and
so
you
could
test.
Does
the
daughter,
the
dog
react
to
a
deer,
is
pretty
much
a
chance
phenomenon,
but
there's
certainly
trails
where
there's
prairie
dogs
essentially
abutting
the
trail
that
are,
you
know
reasonably
popular
with
dogs,
and
you
can
get
some
sense
of
how
often
the
dogs
are
chasing
the
prairie
dogs
and
right
and.
M
In
in
the
four
observations
that
we
had,
those
all
did
involve
prairie
dog
opportunities.
Basically,
two
resulted
in
passes.
The
dogs
didn't
really
show
any
interest
and
two
resulted
in
interactions,
but
the
look,
the
the
selection,
the
initial
selection
of
the
locations,
was
not
biased
in
any
way
towards
locations
that
had
wildlife.
M
So
if
wildlife
is
an
explicit
interest,
it
might
be
worth
it
to
first
look
at
where
wildlife
is
present
on
the
system
and
then
use
that
to
design
the
sample
more
specifically,
one
last
slide
that
I
had
in
here
just
to
give
you
a
heads
up
is
sort
of
the
next
step.
So
next
year
we're
going
to
be
conducting
the
final
planned
monitoring
cycle
that
was
laid
out
in
part
of
that
public
review
process.
This
guy
echo
from
April
to
November
next
year.
M
That's
a
slightly
longer
sample
window,
we're
hoping
we
might
pick
up
with
enough
observations,
and
so
these
low
frequency
categories
to
get
a
little
bit
of
better
data
in
that
last
year.
That
also
take
us
through
both
the
grassland
and
bear
closures,
sort
of
the
full
seasonal
closure
cycle
there.
Once
that's
done,
2018
early
2019
we'd
like
to
bring
together
an
interdisciplinary
review,
don't
look
at
all
three
years
of
data
figure
out
sort
of
the
implications
for
all
of
our
different
management
responsibilities.
M
Part
of
that
will
be
developing
some
tied
program
recommendations
where
we
go
after
this.
After
the
conclusion
of
this
next
monitoring
cycle
and
then
another
point
I
wanted
to
mention
so
2019.
This
is
opportunistic
time.
They're
good
timing
here
2019
begins
the
first
of
this
five-year
required
refresh
course.
So
those
people
who
have
already
participated
in
the
program
beginning
in
2019
they're,
going
to
need
to
come
back
to
the
class,
so
that's
not
per
to
nity
to
re-engage
with
them.
K
M
A
Add
a
comment
and
a
question
in
the
next
steps:
it
doesn't
look
like
you've
or
you
stated
that
you
haven't
gotten
anywhere
that
took
more
than
an
hour
to
get
there
yet
some
places
like
royal
arch,
you
know,
there's
problems
with
you,
have
a
dog
on
leash
and
the
dark
steps
off
of
a
big
incline
takes
the
owner
and
the
dog
with
them.
You
know,
so
you
see
a
lot
of
observations
of
people
dropping
the
leashes
and
stuff
just
so
they
don't
break
a
leg.
Trying
to
do
it.
A
I'd,
like
in
but
I've,
had
some
situations
on
some
of
those
trails,
and
so
I
would
very
much
like
to
see
monitoring
happen
if
we
could
to
a
further
distance
and
on
some
of
her
higher
trails
that
have
seasonal
requirements,
especially
because
of
the
world
life
and
I.
Have
some
other
questions
go
ahead.
There's.
I
Like
two
quick
comments
want
us
to
follow
up
the
wildlife
point
to
be
fine
with
me
and
would
make
some
sense
to
intentionally
be
a
trail
two
or
three
which
you
know
are
adjacent
to
a
prairie
dog
colony.
If
that's
gonna
mess
up
your
data
cuz,
it's
not
comparable
with
prior
years,
then
you
know
I
can
see
right,
don't
do
it,
but
if
consistency
with
you
know
trends
over
time,
you
were
to
intentionally
and
non
randomly
pick
some
trails
and
say:
okay,
that's
a
good
place.
I'm
gonna
get
a
lot
of
wildlife
interaction
opportunities.
I
It
seems
to
me
what
you
lose
in
sort
of
the
randomness
of
your
selection
is
more
than
offset
by
the
fact
that
you're
getting
a
more
rich
data
to
have
possible
chances
for
dogs
to
you,
know,
chase
wild
lights
and
see
how
they
actually
do.
The
other
comment
is
I.
Think
I
mean
most
of
the
data
is
at
an
sort
of
aggregate
level
how
we're
doing
across
the
system,
which
is
you
know,
the
most
important
metric,
but
there
are
some
opportunities
for
us
to
learn
about
how
we
do
in
one
situation
relative
to
another.
I
It's
notable
that
we
do
better
on
trails
that
are
permanently
on
leash
than
ones
that
are
seasonal,
I,
think
you'd,
guess,
of
course,
that
you're
gonna
get
lower
compliance
with
something
that
has
changing
rules
over
time.
It's
interesting
to
see
the
magnitude
of
that,
but
directionally
I
think
that's
exactly
what
you'd
expect,
but
I
think
it
might
be
interesting
to
look
at
other
metric.
I
Particularly,
for
example,
are
we
doing
there
on
trails
that,
like
to
my
mind,
are
sort
of
the
neighborhood
trailer,
you're,
getting
repeat
users,
basically,
the
same
group
over
and
over
and
over
again
versus
trails
that
are
heavily?
There
are
tourist
trails
and
you
get
a
lot
of
won
or
rare
time
visitors
you
get
a
better
sense
of
what's
working
and
what
isn't
working,
because
I
think
that
does
inform
you
know
kind
of
what
to
do
about
it.
You
get
a
sense
of
where
is
compliance
higher
and
where
will
drop-offs
and
compliance
occurring.
Sure.
M
And
I
think
with
the
pending
results
from
our
on-site
visitor
survey,
which
will
give
us
a
better
sense
of
where
those
locations
are
that
have
higher
percentages
of
sort
of
daily
visitors.
Neighborhood
visits
versus
you
know,
new
or
less
frequent
visitors
would
be
a
good
basis
to
look
at
opportunities
for
designing
a
sample.
They
could
look
at
that
Thanks.
I
J
I'd
kind
of
like
to
echo
and
modify
kind
of
what
Tom
just
said
about
the
wildlife.
So
the
statistician
in
my
head,
heard,
move
study,
points
and
I
had
like
a
little
migraine
explode,
because
that
would
be
like
a
really
really
bad
idea
for
the
validity
of
a
study
to
move
the
points.
That
being
said,
I
think
a
separate
study
that
looks
at
this.
J
That's
separate
from
this
other
question
might
be
really
helpful
for
understanding
to
see
what
happens
in
in
our
open
space
when
dogs
and
wildlife
are
interacting,
you
know,
certainly
for
interactions
out
of
a
hundred
or
whatever
it
was
I.
Wouldn't
my
statistician
brain
also
has
a
migraine
with
that.
So
so
that's
also
not
really
good,
but
it'd
be
helpful
to
know,
and
then
I
did
have
a
question
that
my
sort
of
clarifying
question
all
the
things
that
you
noted
in
the
survey
sans
one
seemed
like
something
that
you
know.
J
Someone
for
lack
of
a
better
word
could
be
standing
sitting,
looking
sideways
and
sort
of
tally.
Oh
I
saw
this
person.
This
dog
has
a
tag
or
whatever,
but
then
the
one
question
about
voice
control,
where
you
are
saying
whether
or
not
they
the
dog
came
when
you
said
come
or
something
I'm
not
clear
is
that
just
you
happen
to
notice
that
they
said
come
and
the
dog
didn't
come,
or
did
you
say
step
out
from
the
bushes
and
go?
M
We
record
both
the
behaviors
of
the
party
under
observation,
which
we
do
by
a
focal
sampling
method,
so
we
observe
throughout
the
entire
observation
zone.
We
observe
one
visitor
party
the
whole
time
and
that's
so
that
we
can
see
the
sort
of
less
overt
behaviors
and
including
watching
for
instances
and
then
listening
for
voice
commands
issued
by
that
visitor
party.
I.
M
So
it
doesn't,
it
doesn't
work
perfectly
that
it's
you
know
wasn't
compliant,
because
the
voice
command
should
have
been
issued,
but
it
might
be
compliant
or
non-compliant,
based
on
really
the
severity
of
sort
of
what
the
dog
was
was
engaging
in
and
what
the
response
from
the
receiving
party
was.
That
makes
sense.
You.
B
I
noticed
that
one
of
your
2018
monitoring
recommendations
is
to
help
with
the
definitive
tag
presence,
identification,
better
optics,
better
training
and
whatnot.
So
I
understand
that
the
sampling
protocol
is
very
much
don't
interact
with
the
parties,
but
I
wonder
if
you
can
introduce
a
second
observer
further
down
the
trail
that,
after
you've
done
your
edit
distance
observation
says,
can
I
see
your
dog's
tag.
M
Yeah
I
think
in
this
case
you
know
whether
or
not
that
modification
is
put
in
place
for
this
cycle.
I
think
definitely
sort
of
a
setback.
Observation
point
is
the
least
optimal
method
for
determining
something
like
tag
presence,
which
is
probably
much
better
determined
by
staff
location,
more
adjacent
to
the
trail-
and
you
know
if,
if
I
were
to
have
some
takeaways
from
the
data,
would
be
that
that's
clearly
a
component
that
needs
some
better
understanding.
There
are
some
components
which
are
easily
quantifiable
from
a
distance
and
I.
K
M
M
There
was
some
citation
analysis
that
was
done
in
the
2014
report.
Those
were
really
kind
of
low
numbers
compared
to
the
overall
numbers
of
dog
visits
that
we
get,
but
we
will
go
back
and
revisit
not
yet,
especially
in
in
in
some
of
these
early
years.
There
was
definitely
an
effort
to
try
and
educate
those
that
there
was
this
new
program
in
place
and
needed
some
participation,
but
we'll
go
back
and
look
at
those
numbers
for
2018.
A
M
Those
were
sort
of
the
recommended
takeaways
from
the
data
we
haven't,
put
them
all
into
actionable
items
by
any
means,
yet
those
will
need
to
sit
down,
and
you
know
across
the
various
teams
that
are
responsible
or
groups
that
are
responsible
for
managing
the
voice.
Insight
program
as
to
what
opportunities
there
are
for
modifying
that
education
or
enhancing.
That
so
sort
of
the
short
answer
is:
there's
no
concrete
steps
at
the
moment,
but
that
will
be
sort
of
the
recommendation
process
that
comes
out
of
larger
review
team
next
year.
A
So
kind
of
tagging
on
what
Tom
talked
about
I
ain't,
one
of
the
pretty
strong
Lin's
on
making
sure
that
life
monitoring
is
really
complete,
because
that
was
a
big
problem
on
the
agricultural
science.
You
know
with
both
prairie
dogs,
but
especially
cattle
with
dogs.
You
know
you
know
injuring
cattle,
so
I
think
it'd
be
important
to
include
that
kind
of
do
a
robust
study
on
that,
as
opposed
to
the
four.
G
N
So
this
map
shows
the
study
area
and
the
approximate
well
locations
to
orient.
You
I,
don't
have
a
pointer,
but
that
diagonal
line
through
the
middle
is
yes
36.
The
blue
line,
thin
line
running
north
and
south
is
South,
Boulder
Creek
and
then
the
lighter
color
area,
where
you
see
the
white
and
the
yellow
circles,
is
the
sea
of
South
property.
Open
space
is
shown
in
green.
N
The
red
squares
are
the
approximate
locations
of
the
monitoring
wells
and
the
yellow
and
white
dots
are
either
test
pits
or
four
holes
which
there
won't
be
any
of
on
open.
Space
will
only
have
monitoring
wells
on
on
open
space.
There
will
be
about
up
to
17
monitoring
wells
installed,
and
next
week
will
be
going
out
of
the
base.
Staff
will
be
going
out
to
define
those
access
routes,
identify
the
exact
locations
of
the
monitoring
wells
to
avoid
work
in
wetlands
and
ladies
tresses
orchid,
habitat
and
other
sensitive
areas.
N
Interestingly,
in
the
early
90s
there
were
some
monitoring
wells
installed
as
part
of
a
groundwater
study
to
investigate
hydrologic
conditions
for
spy
grantees.
For
you,
ladies
tresses
orchid
and
those
wells
were
installed.
North
of
the
highway
about
I
think
six
of
them
were
installed
and
hopefully
we'll
be
able
to
use
those
as
part
of
this
study
and
avoid
any
wells
and
associated
activity
between
South
Boulder
road
in
u.s.
36.
N
So
the
contractor
will
be
using
equipment
that
we've
specified,
including
a
relatively
small
drill,
rig,
have
a
mobile
unit
like
this.
It's
meant
for
use
in
places
where
there's
either
high
ground
water
kind
of
muddy
conditions.
They
have
big
flotation,
tires
relatively
lightweight
and
they
they
won't
be
using
any
chemicals
or
or
any
fluid
drilling
fluids,
except
for
water
to
lubricate.
The
bore
holes
they'll
be
collecting
that
water
in
any
material
that
comes
out
of
the
bore
holes
and
hauling
that
off
site.
N
This
is
a
picture
showing
what
a
monster
meal
looks
like
when
it's
installed
disregard
the
disturbed
earth
around
there
that
little
white
circle,
these
wells
will
be
flush
mounted
mounted
with
the
ground
surface
they'll
be
covered
by
a
small
about
an
8-inch
manhole
type
cover
that
will
then
be
sealed
around
the
edges,
with
a
thin
ring
of
concrete.
So
the
total
area
that
the
well
will
occupy
the
surface
area
is
about
a
16
or
maybe
18
inch
diameter
circle.
N
So
I'm
going
to
start
the
surveying
week.
Surveying
work
this
week
that
should
take
up
to
two
weeks
and
then
they'll
be
beginning.
The
groundwater
monitoring
well
installation
work
in
mid-january
and
that's
expected
to
take
four
to
six
weeks
depending
on
weather
and
conditions
that
they
encounter
when
they
start
drilling.
N
N
Council
got
a
heads-up
I
believe
last
Friday,
informing
them
about
the
project,
so
we're
trying
to
do
as
much
outreach
as
possible
and
in
the
end
well,
hopefully,
we'll
have
some
pretty
good
groundwater
data
and
data
that
we'll
be
able
to
open
space
we'll
be
able
to
use
we'll
also
be
able
to
use
these
wells
in
the
in
the
future
to
monitor
groundwater
conditions
in
an
area
with
a
lot
of
resource
values
and
some
pretty
valuable
resources.
Wetlands,
spy,
grantees
habitats,
tall
grass
and
things
like
that.
N
Really
indefinitely
the
wells
they
mentioned,
this
part
of
the
orchid
study
were
installed
in
91
and
they're
still
they're
still
there.
We
need
to
make
sure
that
they're
they're,
clean
and
functioning,
but
sometimes
it's
just
a
matter
of
flushing
the
wells
out
and
making
sure
they're
actually
measuring
groundwater
yeah.
K
N
A
good
point
they'll
be
fitted
with
data
loggers,
with
pressure
transducers
to
actually
just
remotely
measure
the
the
data
it
won't
be.
Real-Time
data
it'll
have
to
be
recovered
over.
You
know,
as
the
as
the
study
goes
on,
I,
don't
know
whether
they're
gonna
monitor
them
monthly
and
download
the
data,
but
it
won't
be
telemetry
and
are.
N
N
We've
tried
to
minimize
the
impacts
we've
specified.
They
typically
have
a
bigger
drill
rig,
they
have
a
service
truck,
they
have
a
engineer's
pickup,
they
have
an
ATV,
they
have
a
backhoe,
and
so
we've
tried
to
minimize.
You
know
we
said.
Well,
you
know
the
engineer
can
ride
with
the
you
know
with
somebody
else,
so
we
limited
it
to
a
drill
rig
a
backhoe
to
haul
water
in
spoils
in
and
out
with.
N
A
N
That'll
be
one
of
the
things
that
we
address
in
a
license
agreement,
and
we've
done
that
in
the
past,
where
we've
said
the
ground
has
to
be
either
dry
or
frozen
in
order
for
vehicles
to
access
the
property.
Well,
we
will
be
working
with
them
really
closely
as
they
go
out
there
to
make
sure
that
the
conditions
are
being
met,
but
also,
as
as
things
come
up,
we'll
be
able
to
answer,
questions
and
direct
them
to
the
appropriate
place.
O
How
do
you
good
evening,
bo
Clark
trails,
volunteer
program
lead
with
Austin
Peay,
just
I'm
gonna
be
red
brief
and
picture
heavy
with
you
guys,
I'm
just
wanted
to
bring
your
attention.
The
completion
of
High
Plains
trail
realignment
and
with
that
the
National
Public
Lands
Day
of
2017.
We
did
this
year.
O
O
I
apologize
for
that.
It's
hard
to
see
that
the
original
trail
is
running
at
too
steep
of
a
grade.
It
does
follow
a
contour.
You
can
see
that
kind
of
dogleg
there.
But
if
you
look
at
the
new
section
that
nice
squiggly
line
to
a
trail
designers
is
a
pretty
cool
thing
and
it
just
shows
you.
You
could
actually
see
those
great
reversals
in
there
where
we've
you
know
through
the
design
process,
have
been
very
sort
of
hands-on
with
how
we
wanted
to
shed
water
from
the
trail.
So
how
do
we
get
this
done?
O
Well,
we
decided,
let's,
let's
work
with
BMA
and
let's
get
as
many
volunteers
as
we
can,
because
you
know,
another
component
of
sustainability
is
fiscal
sustainability
too.
So
how
can
we
do
this
and
involve
the
community
and
knock
out
work
with
with
more
resources
than
just
our
paid
staff?
The
cool
thing
is
that
we
had
a
lot
of
youths
on
this
project
board.
A
mountain
bike
team,
our
high
school
mountain
bike
team
in
Fairview,
mountain
bike,
team
came
out
with
huge
numbers.
We
got
the
kids
involved,
families,
bonds
and
dads.
It
was
really
really
cool.
O
All
in
all
that
day
we
had
51
volunteers
we
put
in
over
350
hours
and
we
had
a
Danone
corporate
food
company
came
out
another
day
for
the
restoration
effort
and
BMA
came
out
a
day
before
National
Public
Lands
Day
to
prep.
So,
in
total
we
did
over
420
hours
of
volunteering,
which
is
more
than
in
a
couple
weeks
of
crew
time
and
got
the
trail
done
so
just
a
couple
pictures.
It
was
two
piece
staff.
O
We
did
the
heavy
lifting
I'm
getting
the
machinery
on
getting
a
rough
cut
in,
but
it
was
all
the
volunteers
who
did
all
the
heavy
lifting
transported,
25
tons
of
soil
for
restoration
purposes,
and
we
surface
small
sections
of
trail
that
were
very
flat
left
to
right,
flag
line
construction
finished
product.
You
can
see
the
great
reversals
in
there.
We
think
that
this
is
going
to
hold
up
much
better
over
time,
one
way
to
get
from
the
top
of
the
hill
to
the
bottom
of
the
hill.
O
We
did
have
to
push
great
in
one
area
about
20
feet,
so
we
armored
that
out
with
stone,
and
it
was
a
great
way
for
volunteers
to
get
involved
and
do
some
technical
work
that
we
hope
to
continue
in
the
future.
This
is
a
great
training
opportunity
for
not
just
Boulder
mountain
bike
Alliance,
but
any
of
our
volunteers.
We're
looking
to
accomplish
more
of
our
work
plan
with
volunteers,
because
we
know
that
this
community
is
really
engaged
with
that
some
of
the
shots
of
the
youth
involved.
O
B
O
B
Just
knew
it
was
gonna
braid
like
this,
and
just
because
of
the
grade
and
the
sight
lines
and
stuff,
and
so
it
was
like
it's
really
exciting
to
see.
We
learn
from
I,
wouldn't
say
the
mistakes
of
the
past,
but
we
learn
from
how
the
trail
is
responding
to
the
terrain
and
and
are
open
to
doing
something
different.
So
thank
you.
Cool.
P
J
L
Just
one
final
matter
from
the
staff
and
it's
a
friendly
matter,
I
think
you've
got
a
handout
on
your
podium
tonight
and
on
Sunday
will
be
having
Jeff
and
page
to
a
family
friendly
holiday,
special
up
at
the
amphitheater
and
Flagstaff.
So
we're
hoping
the
board
my
people
to
attend.
You
might
need
to
bring
a
blanket.
You
might
need
to
bring
a
bathing
suit
depending
upon
the
weather.
A
I
G
J
Yet
and
I
would
actually
like
to
officially
ask
that
it
be
come
up
next
time
as
something
about
how
we're
going
to
address
this
I
specifically
requested,
because
the
cobalt
rails
design
is
supposed
to
have
some
sort
of
minor
realignment
and
then
to
be
open
as
a
multi-use
trail.
I
specifically
asked
if
that
needed
to
happen
in
that
order,
or
the
other
order
and
Jim
said
it
could
happen
in
either
order
to
the
best
of
his
knowledge.
J
J
K
J
I
think
the
challenge
is:
is
that
you're
create
you're,
putting
a
very
steep
and
very
slippery
loose
road
in
the
middle
of
a
lot
of
beginner
writing
or
taking
experience
and
a
danger
sign
does
not
solve
a
problem
like
that,
because
it's
not
an
issue
of
going
too
fast.
It's
an
issue
of
people
not
being
able
to
be
stable
on
a
loose
terrain.
That
said
a
far
too
steep
a
grade
to
be
sustainable,
so
I
don't
see
its
sign
as
being
something
that
would
help
having
seen
the
effect
of
signs
in
dangerous
areas.
J
J
If
this
wasn't
something
that's
scheduled
to
be
opened
and
rerouted
I
would
say:
okay
well,
this
is
a
different
kind
of
problem,
but
it
is
scheduled
to
be
open
and
rerouted,
so
I'm
just
requesting
that
the
we
get
some
sort
of
better,
more
in-depth
explanation
at
some
time
in
the
future,
because
it's
come
up,
it's
been
like
something:
that's
on
my
personal
agenda
and
I've
brought
up.
I
think
this
is
the
sixth
time
for
this
board.
It
has
never
been
an
agenda
item.
G
D
A
Had
one
it's
more
of
a
comment
but
I
just
wanted
to
put
out
to
the
board.
It's
gonna
say
this
to
y'all
in
the
meeting,
but
I
felt
like
it
was
better
to
say
to
the
board.
Is
there
a
way
when
we
do
the
written
reports
like,
for
instance,
the
written
report
I'm
the
recovery
from
the
damage
to
me
is
really
something
I'd
love
to
see
a
presentation
about.
So
is
there
a
way
to
maybe
highlight?
Do
you
all
feel
like
it's
important
to
highlight
these
more
in
the
meetings
rather
than
just
the
written
report?
A
L
K
L
A
J
One
more
thing:
I
just
want
to
say
really
quickly
like,
even
though
I
haven't
been
able
to
find
resolution
with
Jim
reader
I
think
he's
really
been
working
very
hard
on
many
things,
including
taking
the
time
to
address
this
with
I'm
very
appreciative,
I
realize
it
might
have
sounded
like
I
hate
this
guy,
but
I
think
he's
been
wonderful
and
and
I
really
appreciate
the
time
I
just
wish.
We
had
come
to
a
better
resolution
so
far.
A
A
And
so
I
don't
know
it
wants
to
start,
but
I
certainly
happy
to
start
with
one
of
the
obvious
things
which
would
be
is
over
arching
issues.
To
finally
get
that
you
know
I
mean
now,
then
we're
into
the
master
plan.
I.
Think
the
time
is
my
brother
didn't
keep
kicking
that
a
can
down
the
road
I
think
you
know
to
really
look
at
it.
The
overarching
issues
would
be
top
on
my
list
and
I'll
open
it
up
to
other
feet.
You
want
to
go
through.
I
Would
second,
that
I'm
not
exactly
sure
how
thick
you
to
frame
this
in
the
way
that
we're
answering
the
question
but
I
think
I
would
say
if
council
can
attend
to
the
master
plan
issues
in
the
way
that
the
process
committee
is
asking
of
them?
That
I
would
not
at
this
point,
ask
anything
more
of
on
open
space
issues.
G
J
I
had
one
that's
sort
of
overarching
and
it's
actually
kind
of
dirty
pool
cuz,
it's
a
question:
they
keep
asking
us,
they
keep
saying.
What
do
we
do
about
sustainability,
carrying
capacity
number
of
people
and
I've
really
thought
about
this
in
the
last
year?
And
this
is
not
a
science
position.
This
is
a
policy
thing
that
I
think
it
would
be
helpful
to
have
them
be
aware,
we're
getting
to
get
to
ten
million
user
visits
a
year
soon.
What
do
you
want
to
do
and
I
don't
think?
J
Just
it
seems
like
they
keep
asking
us
and
and
I
think
I
think
we're
not
the
right
people
to
answer
that
to
answer
how
to
make
it
work,
that
might
be
us
to
answer
what
it
should
be.
I
think
that
needs
to
be
a
bigger
question
for
the
city,
because
we
start
asking
questions
about.
Do
we
limit
the
number
of
people?
Do
we
go
bonkers?
Making
trails?
Do
we
just
accept
that
there's
gonna
be
a
solid
line
of
people
on
every
trail,
because
there's
not
enough
space?
A
A
I
On
that,
the
process
committee
has
been
spending
and
will
be
spending
a
good
bit
of
time
on
exactly
that
question
and
are
getting
considerable
input
from
the
two
council
members
on
the
committee.
So
I
think.
Hopefully
that
is,
you
know
in
good
hands,
but
certainly
it's
something
we
are
actively
attending
to.
G
A
Is
there
any
way
that
counseled
does
a
subcommittee
of
Council
for
something
like
over
arching?
You
know,
besides
our
process
subcommittee,
just
because
I
mean
as
long
as
I
been
on
the
board,
which
is
now
five
years.
It
is
that
overarching
it's
come
up.
It's
been
an
overarching
overarching
issue,
and
so,
if
there
was
any
way
that
we
made
sure
that
it
really
got
taken
care
of
that'd
be
great.
A
I
G
I
G
G
J
I
propose,
maybe
if
you
send
it
out
to
us
and
I
know,
we
can't
vote
on
it
because
it
wouldn't
be
a
meeting.
But
if
someone
wants
to
veto
it
and
say
like
I,
don't
want
this,
then
we
could
do
it
in
the
January
meeting.
So
then
we're
not
technically
voting
or
having
a
public
meeting,
but
we're
saying:
okay,
you
send
it
to
us
first
and
then
we'll
just
say:
no
one
chimes
in
and
says
this
is
horrible.
Then
then
we
go
forward
with
it
as
it
is.
G
B
L
L
Okay,
I'll
introduce
the
kickoff
for
the
Master
Plan
process.
Tonight
we
are
actually
asking
for
the
board
to
make
a
recommendation
to
approve
Master,
Plan
process
and
engagement
effort
when
it
goes
to
City
Council.
The
first
thing
I'd
like
to
do
is
actually
introduce
the
team
he'll
be
working
with
over
the
next
two
years.
I'll
be
sponsoring
the
project
we
joke
about.
Whatever
that
means
probably
means
you
get
the
blame
if
it
goes
wrong
and
we're
not
sure,
but
anyway,
hopefully,
I'll
be
able
to
provide
some
guidance.
L
The
main
lead
on
the
project
for
will
be
Darrin
Wagner.
We're
really
happy
to
have
Darrin
on
board
leading
this
effort.
She's
got
great
experience
for
the
city
and
previously
the
National
Park
Service
and
we'll
think
it
will
make
an
excellent
project.
Manager
supporting
Darrin
will
be
a
Brian,
Annika
I'm,
not
sure
if
Brian's
here
tonight,
you
know,
Brian
is
our
chief
science
officer,
so
he'll
bring
that
excellent
expertise.
Technical
knowledge
to
the
effort,
we'll
also
have
a
carry
con
old.
Our
community
relations
officer
focused
on
engagement.
P
L
And
so
with
that
in
mind,
we're
pretty
hopeful
that
this
sort
of
Co
team
will
be
the
sort
of
team
you
work
with,
and
obviously
as
Traci
as
director,
we'll
be
like
the
final
approval
review
for
staff
before
it
comes
to
you
and
therefore,
please
feel
free
to
contact
that
team
any
time
over
the
next
few
years,
this
project
manager,
I
always
say
you
have
to
CC
Darren
and
then
she's
it
with
the
court
made
everything.
But
hopefully
that
will
make
for
a
successful
process.
I
would
add.
L
We
do
have
from
the
staff
perspective
and
extended
team,
which
is
a
staff
member
from
each
workgroup
to
lend
extra
expertise
as
needed
as
we
go
through
this
process,
and
the
only
other
thing
I
wanted
to
mention
before
I
pass
it
over
to
Darren
tonight
is
you
know
we
have
been
asked.
Why
do
the
plan
and
if
you
notice,
on
the
project
management
plan
on
the
second
page,
we
actually
say
why
do
we
need
a
no
SMP
master
plan
and
I?
L
Think
it's
really
important
how
we
mentioned
we're
in
our
50th
year
and
it's
interesting
to
me
that
the
50th
year
hasn't
been
a
commiseration.
It's
really
been
a
celebration
and
what
I
mean
by
that
is:
there's
been
excellent,
stewardship
and
really
good
guidance
from
the
community
in
the
board
and
council
to
help
us
as
stewards
the
community
own
the
land,
and
we
respond
to
their
guidance
in
us
support.
Member
representing
that
and
I
was
actually
with
oak
thorn
last
night.
L
One
of
the
founders
I
was
lucky
enough
to
spend
some
time
with
them
and
we
say:
we've
never
done
a
master
plan.
But
in
truth,
if
you
look
at
the
founders
documents,
they've
got
focus
areas
they've
got
strategies.
This
set
up
an
acquisition
policy.
We
ended
up
with
a
city
charter
for
open
space
and
in
essence
they
did
a
master
plan
and
that
guided
us
for
the
last
50
years.
It
would
be
nice
to
say
why
are
we
doing
the
plan
now?
L
Can
we
set
up
that
same
level
of
effort
and
focus
and
thoughtfulness
and
community
collaboration
and
guidance?
So
in
50
years
we
might
have
a
similar
celebration
and
I
think
that's
something
to
help
guide
us
as
we
go
through
this,
so
I
think
we're
all
excited
to
get
going
on
it.
We've
probably
waited
long
enough
on
the
process.
We
now
want
to
get
into
the
content
with
that
I'll
pass
ianded
Aaron
to
describe
how
we'll
do
that.
Thank.
R
You
mark,
and
one
of
the
things
I
also
just
wanted
to
add,
is
that
we've
recently
added
a
member
to
our
core
team
and
that's
Juliet,
but
now
and
in
the
audience
as
well,
and
she
will
be
acting
as
our
deputy
project
manager.
It's
not
typical
that
we
have
a
PM
and
a
Deputy
PM,
but
because
it's
a
big
project
we
felt
like
it
was
necessary
and
we're
grateful
to
have
Juliet
on
the
team
as
well,
so
to
build
on
what
was
mentioning.
R
You
know
just
to
reiterate
this
and
yet
another
way
as
we
look
at
the
purpose
of
the
master
plan.
One
of
the
things
we
can't
forget
is
that
we
actually
are
required
to
do
a
master
plan
by
the
Boulder
Valley
Comprehensive,
Plan
and
City
plans
and
policies
that
state
that
every
department
will
do
a
master
plan,
and
so
it
is
something
that
we
have
to
do.
Procedurally,
but
more
than
that
back
to
the
sort
of
romance
of
it
and
the
meaning
behind.
R
That
is
that
we
are
looking
at
we,
as
we
think
about
those
next
50
years
about
what
the
future
of
open
space
should
look
like.
And
what
should
we
focus
on?
What
are
those
focus
areas
that
really
need
to
hone
in
on
how
we
can
best
fulfill
the
Charter
purposes
into
the
future?
And
then
how
do
we
connect
those
past
plans
that
we
have
into
a
unified
set
of
strategies
across
the
system
and
and
help
connect
those
dots?
R
That
those
are
in
fact
our
focus
areas
so
that
from
there
we
can
hold
more
listening
and
sharing
opportunities
and
develop
sets
of
strategies
and
priorities.
That
really
set
us
up
for
a
successful
master
plan.
To
emphasize
what
those
windows
of
engagement
mean.
I
know,
we've
talked
about
it
a
little
here
and
there
and
certainly
did
at
the
board
study
session
as
well.
R
But
just
to
be
clear
for
all
of
us,
what
that
means
is
that
it
really
is
an
opportunity
to
be
transparent
about
when
we
say:
ok,
we're
ready
to
accept
public
comment
and
when
we
have
to
say
ok
that
comment
deadline
is
approaching,
because
we
then
have
to
integrate
and
accept
those
comments.
And
so
it
is
a
slightly
different
approach
to
engagement
than
in
the
past.
And
it's
something
that
is
in
alignment
with
the
recommendations
that
came
out
of
the
PP
WG
that
Sarah
Huntley
meant
mentioned
earlier.
R
R
So
just
to
reiterate
the
various
strategies
that
we'll
use
going
forward
in
the
engagement
process.
The
beginning
of
the
process
will
look
different
than
the
end
of
the
process
and
what
I
mean
by
that
is
that
the
first
phase
of
asking
about
our
community's
values,
hopes
and
fears
about
the
future
is
much
more
about
building
relationships,
enhancing
relationships
Molly
to
your
point
about
reaching
groups.
R
We
have
it
in
the
past,
for
example,
and
inviting
that
engagement
into
the
process
in
ways
we
haven't
and
doing
that
through
a
series
of
short
duration
but
meaningful
engagements,
as
well
as
a
series
of
kickoff
listening
events
later
in
the
process,
and
once
we
have
those
focus
areas,
those
are
complex
ideas
that
we
need
to
work
through.
If
you
think
about
those
overarching
issues,
for
example,
those
are
things
that
we
need
to
have
more
focused
thought
and
and
engagement
around,
and
so
the
nature
of
engagement
becomes
more
about
focused
meetings
around.
R
So
you
saw
a
list
a
little
bit
like
this
at
the
study
session
as
well,
but
just
to
give
you
an
indication
of
some
of
the
topics
or
the
policy
questions
that
could
emerge
in
this
final
chapter.
This
is
a
list
of
things
that
we,
as
staff,
have
been
curious
about
as
land
managers.
We
we
certainly
have
wondered
about
these
things
over
the
last
50
hundred
years,
but
that
is
only
the
beginning
and
it's
really
only
a
way
to
set
up
the
conversation.
R
We
would
then
bring
it
to
the
open
space
board
of
trustees
and
ask
that
you
recommend
the
approval
that
council
approve
the
final
plan
and
then
take
that
final
plan
to
Council
for
the
final
decision
now
once
that
plan,
once
the
master
plan
is
approved
by
council,
then
we
have
an
opportunity
to
do
what
we're
calling
an
implementation
plan
and
what
we
mean
by
that
is
it's
a
it's?
How
we're
going
to
implement
the
master
plan?
R
It
should
not
be
confused
with
any
of
our
other
plans
that
we
currently
have,
for
example,
around
our
grass
land
plan,
our
forest
plan,
our
visitor
master
plan.
This
is
in
particular
just
how
we're
going
to
roll
out
the
master
plan
itself.
So
again
after
the
master
plan
is
is
approved.
Is
the
time
that
we
could
add
in
more
detail,
and
so
what
I
mean
by
that
is.
R
This
is
an
example
on
this
on
the
screen
of
the
the
implementation
plan
from
the
transportation
master
plan,
and
so
what
was
in
the
master
plan
itself
was
transportation
demand
management
as
an
example
focus
area,
and
then
the
related
strategy,
underneath
that
focus
area
was
increased
access
to
the
Eco
pass,
and
so
that's
effectively
where
the
master
plan
held
off
in
terms
of
the
level
of
detail.
But
then
afterwards
they
build
out.
R
They
built
out
this
in
tation
plan,
where
you're
able
to
describe
in
more
detail
what
that
means,
the
potential
partners
that
you
might
be
able
to
engage
to
make
that
happen
and
the
more
specific
timeframe
within
which
you'll
do
that.
So
the
next
say
two
to
three
years
versus
four
to
five
versus
beyond,
so
we'll
look
at
more
of
those
short
short,
mid
and
long
term
actions
in
more
detail
after
the
master
plan
is
approved.
R
R
Heads,
for
example,
like
we've
done
in
the
past,
and
then
when
we're
able
to
release
the
system
overview
report
towards
the
end
of
February.
That's
when
once
we
have
that
great
information
to
build
engagement
on
that's
when
we
really
ramp
up
our
efforts
in
terms
of
that
engagement
with
the
on
trails
with
our
education
opportunities
at
housing,
communities,
et
cetera,
that's
when
were
able
to
ramp
up
that
process
in
March
we're
hoping
to
hold
some
kickoff
listening
events,
and
then
we
anticipate
that
we
would
close
that
first
engagement
window
on
March
30th.
R
So
what
I
wanted
to
do
is
just
give
you
a
couple
of
slides
to
highlight
the
changes
in
the
project
management
plan
that
we're
in
reflected
in
the
packet
that
you
received,
that
are
different
from
the
last
time.
You
saw
it
and
then
I
also
want
to
share
with
you
a
few
changes
that
were
recommended
today
at
the
process
committee
meeting
that
are
a
little
that
are
definitely
new
that
you
haven't
heard
so
in
terms
of
the
changes
that
you
have
seen
in
the
project
management
plan.
R
As
you
might
remember,
those
were
highlighted
in
green
text,
so
those
were
different.
We
took
an
effort,
as
Mark
mentioned,
to
improve
that
wise
statement
and
really
help
try
and
explain
why
it
is
we're
doing
the
master
plan.
We
also
put
some
more
detail
around
the
system,
overview,
err
and
mention,
for
example,
that
we're
adding
that
new
and
final
chapter
on
trends.
R
We
made
more
clear
that
will
use
that
report
to
inform
engagement
and
so,
for
example,
that
means
that
we'll
use
the
graphics
and
materials
that
come
out
of
that,
in
summary,
form
in
our
engagement
efforts
and
at
those
listening
events.
We
then
updated
the
way
we
spoke
about
the
city's
engagement
framework,
as
you
heard,
Sarah
say
tonight,
counsel
did
recently
adopt
that
on
November,
21st,
I,
believe
and
so
that
new
language
reflects
that.
R
We
identified
those
proposed
levels
of
engagement
for
the
for
each
of
those
engagement
windows,
as
Sarah
was
talking
about
before,
so
where
we
are
on
that
level
of
engagement,
we
then
spoke
about
ways
to
improve
alignment
with
steps,
one
and
four,
and
so
we
heard
some
discussion
around
that,
for
example,
Kevin
and
you're,
asking
that
how
do
we
better
explain
how
we're
defining
that?
Why
and
how
we're
doing
that
now
within
the
context
of
the
project
management
plan,
but
then
also
when
we
roll
out
the
system
overview
report,
that's
another
opportunity
to
further
define
that.
R
Why,
and
then
we
have
stated
our
intentions
to
conduct
that
scientific
survey
later
in
the
process.
Now,
as
I
mentioned
earlier
today,
at
the
process
committee,
we
heard
some
suggestions
to
improve
the
process.
The
project
management
plan
even
further
and
I've
summarized
those
here
for
the
purposes
of
of
convenience.
But
what
we're
talking
about
primarily
is
further
revising
that
wise
statement
and
what
I
mean
by
that
is
those
potential
policy
topics
that
I
spoke
of
before
that
list
of
examples,
and
that
those
are
an
opportunity.
R
R
That
is,
are
still
our
goal,
but
that
we're
recognizing
that.
We
also
want
to
make
sure
that
this
is
a
sound
process
and
that
we
have
opportunities
at
the
end
of
each
engagement
window
to
speak
with
the
process
committee
to
say
what
what
worked
and
did
we
get
what
we
were
looking
for
or
do
we
need
to
adjust
course
and
make
some
changes,
and
so
we
recognize
that
that
means
that
some
changes
might
happen
or
that
might
affect
the
schedule.
So
those
are
the
the
two
major
ways
that
I
tried
to
summarize.
I
R
Fantastic,
and
so
in
summary,
what
I
wanted
to
say
is
that
we're
so
grateful
to
have
had
this
time
to
do
this
kind
of
project
planning.
It's
not
something
that
we
are
often
graced
with,
and
I
also
want
to
think
the
process
committee,
members
for
the
time
that
you've
spent
and
all
the
members
of
the
public
that
have
provided
input
and
refinements
to
this.
It's
really
been
an
improvement
to
our
process.
B
R
I
B
I
Both
in
content
and
a
number
of
comments
from
the
public
there
were
I,
don't
know
exactly
about
about
eight
or
nine
people
who
attended
in
six
of
whom
gave
comments.
I
won't
happy
to
discuss
that
I,
always
reluctant
to
sort
of
characterize
that
people
who
said
because
they
weren't
all
saying
the
same
thing
and
but
I
think
it
is
fair
to
say
that
the
public
was
quite
engaged
and
you
know
had
some
very
specific
thoughts
on
you
know
change.
Well,
in
some
cases
it
was
just
sort
of
directionally.
I
You
know
make
sure
you
do
brought
engaged
in
other
cases
it
was
I
think
you
really
need
to
change
something,
but
I
would
you
know
happy
to
go
into
more
detail
but
I
think
it's.
The
broad
point
was
we
had
some
very
substantial
or
substantive
public
comment?
I,
don't
know
whether
we
will
reach
the
time
when
we
struggle
to
complete
meetings
depending
on
how
much
this
expands,
but
we're
already
it's
tough
to
get
these
done
and
we'll
have
to
talk.
K
K
Would
just
echo
what
Tom
said:
I
think
the
changes
you're
proposing
address
a
lot
I
won't
say
all
of
the
public's
concerns,
but
particularly
about
helping
the
public
understand
more
of
the.
Why
are
we
doing
this
and
then
some
concerns
about?
Is
the
schedule
really
long
enough
to
accommodate
what
is
an
undefined
scope
at
this
point
and
I
think
the
public
recognizes
there's
a
lot
of
uncertainty
about
which
way
the
process
will
go
and
accommodating.
That
I
think
is
part
of
what
you
proposed.
I
Yeah
I
guess,
though,
one
one
comment
from
the
public
that
we
haven't
attempted
to
address
was
the
comment
that
we
should
define
the
sideboards
up
front
and
I
would
just
you
know,
I
just
say
we
did
not
at
the
process
committee
meeting
address
whether
that
yeah,
it's
not
really
in
the
current
plan,
where
they're,
ultimately,
that's
something
that
needs
to
be
in
there
or
not,
but
I
would
say,
was
the
one.
You
know
directly
substantive
comment
that
and
yeah
grapple
with
right.
K
Excuse
me,
the
plan
says
upfront
and
clearly
that
the
Charter
is
our
the
main
side
boards.
But
then
there
are
questions
about
well.
What
else
is
in
play
and
I
think
that's
a
fair
question
and
I'm
not
sure
we
fully
know
the
answer
to
that
and
I
think
staff
can
try
to
think
more
and
illustrate
more
what
it
means
to
have
something
discussed
at
the
of
a
master
plan
as
opposed
to
the
level
of
an
implementation
plan,
and
so
I
think
those
illustrations
will
help
address
more
for
the
public.
R
J
Think
kind
of
building
on
what
Kurt
was
saying,
I
had
a
meeting
earlier
today,
where
some
people
brought
us
some
really
good
suggestions
of
providing
examples
of
open-ended
questions
that
prime
the
pump
the
ideas
of
like
you
know,
as
population
continues
to
grow
in
the
Front
Range.
What
do
you
want
to
see
happen
with
our
open
space
as
we
as
acquisition
of
land
becomes
more
and
more
expensive,
and
the
cost
of
maintaining
our
land
also?
Does?
How
do
you
see
this
like
those
are
good
sort
of
open
it
not
like?
J
We
need
to
stop
buying
land
but
like
as
it
becomes
more
expensive.
What
do
you
want
to
do
and
then
another
thing
that
was
brought
up
to
me,
that
I
think
is
actually
a
really
good
thing.
That
kind
of
conjugate
on
or
think
about
is
in
these
sort
of,
like
initial
Y
statements
that
you
have
in
here,
where
you
talk
about
priorities,
I
think
it
might
be
good
to
say
what
trade-offs
are
you
willing
to
make,
because
we
can
say
we
have
a
priority
for
conservation
and
a
priority
for
recreation
and
a
priority
for
this.
J
They
are
not
compatible
at
the
fundamental
level
like
the
more
you
do,
one
the
less
you'll
be
able
to
do
the
other
and
that's
a
trade-off
and
I.
That's
a
good
way
to
start
thinking
about
this,
and
then
what
are
the
consequences
to
not
just
you
but
the
public
for
this
trade-off,
because
two
people
tend
to
think
about
like:
what's
it
gonna
do
for
them,
but
like?
How
is
it
gonna
affect
everything?
I
think
those
are
good
like
opening
questions
that,
instead
of
saying
here's
a
plan,
what
do
you
think
which
I
know?
J
R
That
Kevin
and
we've
heard
that
suggestion
as
well
and
absolutely
intend
that
scientific
serve
it
to
be
an
opportunity
to
ask
those
sort
of
trade-off
questions.
It's
modeled
after
four
examples,
something
that
was
similarly
done
in
the
boulder
valley,
comprehensive
plan
where
those
trade-offs
were
explored
in
that
format.
Yeah,
so
I
appreciate
that
sure
I.
A
Feel
like
in
that
context
of
the
portfolio
you
know,
it's
gonna
be
really
important
that
we
still
keep
with
you
know
identifying
or
a
previous
plans
and
using
them,
and
that
needs
to
be
clarified
that
language
I
think
there's
no
language,
really
that
that
says
that
a
lot
you
know
when
I
look
at
this.
If
I
was
just
John,
Q
public
I
wouldn't
get
that
the
grassland
plants,
and
this
and
you
know
so
I-
think
spelling
out
and
that's
probably
further
down
the
road
but
I
think
is.
O
A
L
And
I
think
you're
right
Molly.
Where
will
that's,
definitely
will
be
a
focus
because,
if
you
think
about
it,
part
of
the
master
plan
is
not
to
say
everything
is
gonna,
be
new
it'll,
be
framing
policy
questions,
and
if
the
answer
is
we
have
an
existing
policy
that
works
and
looking
at
your
future
trends
doesn't
need
to
be
changed.
Will
it
be
affirming
that
policy
sometimes
will
say
it
needs
refined
over
times
will
say?
L
I
One
thing
that
sort
of
is
an
overarching
issue
in
the
for
the
process.
Committee
is
I.
Think
candidly
there
are
differing
opinions
on
the
primacy
of
the
schedule.
There
are
those
who
really,
you
know,
place
a
very
high
priority
on
sticking
to
this
residual,
and
there
are
those
who
think
that
this
is
an
incredibly
ambitious
undertaking
in
the
time
available
to
us
and
what
Kurt
and
I
were
trying
to
do
in.
I
But
this
is
is
trying
to
strike
a
middle
ground
to
say
we
don't
go
to
the
next
step
until
we
are
in
agreement,
you
know
as
best
we
can.
Then
we've
completed
the
prior
step
and
if
that
gets
us
to
the
end
within
the
timeframe,
awesome
if
it
becomes
clear
that
we're
just
becoming
schedule
driven
and
not
really
completing
one
step
before
jumping
to
the
next
we're
sort
of
saying
we'll
just
take
a
pause.
I
K
One
things
we
saw
today
that
we
hadn't
seen
before
is
just
sort
of
a
preview,
is
staff,
giving
an
example
of
the
sorts
of
objectives
and
methods
and
strategies
that
would
be
used
for
the
first
phase
and
so
I
think
we're
converging
in
our
thinking,
and
all
this
does
is
sort
of
canonize
that
and
say
yeah
you're
gonna
do
that
for
each
phase
and
then
consciously
visit
it
at
the
end
of
each
phase.
Yeah.
B
P
K
We
finesse
that
here
we
basically
charge
staff
before
a
phase
starts
to
say
what
we're
gonna
try
to
accomplish
in
that
phase
and
I
have
some
staff
will
not
come
back
and
say
everyone
in
Boulder
will
agree.
I
think
they'll
come
back
with
a
measured
set
of
objectives
that
hopefully
people
could
agree.
Those
are
important
and
we
think
there's
a
way
to
determine
whether
we've
done
that
now
you're
right,
everything
can
be
done
to
a
better
extent
and
that's
the
devil
in
the
details,
but
that's
the
concept
it.
R
Is
and
just
to
go
back
to
where
we're
also
speaking
about
before
cuz
I.
Think
they're
related.
Is
that,
obviously,
when
you
think
about
how
to
manage
a
project,
the
basic
things
that
relate
to
each
other
scope,
schedule
and
budget,
and
so
those
are
all
things
that
we
need
to
keep
in
mind
as
staff
so
that
we
are
managing
within
the
confines
of
our
ability
to
deliver
on
this
plan
and
so
to
Kurt's
point
just
to
give
you
a
flavor
of
what
these
process
committee
meetings
will
look
like.
R
We
had
today
an
example
of
a
worksheet
that
we
have
developed
as
Kurt
said,
to
define
what
that
first
window
of
engagement
looks
like
what
the
key
dates
are
with
the
tools
and
the
techniques
are
the
target
audiences.
The
communication
tools
that
we'll
use
and
there's
a
final
piece
at
the
bottom
that
says:
how
did
this
go?
Did
we
get
what
we
intended
to
get?
Are
there
adjustments
that
we
need
to
make
going
forward?
R
Are
there
things
that
we
need
to
document
that
we've
learned
for
the
future,
and
so
that
would
be
an
opportunity
to
then
come
back
to
the
process
committee
it
towards
the
end
or
after
an
engagement
window
closes
and
and
have
that
conversation
to
close
that
and
make
a
decision?
Okay,
we
might
not
have
gotten
an
A+,
but
we
got
a
B
and
so
we're
okay
with
that
and
in
order
to
keep
on
schedule
as
best
we
can
and
keep
within
our
budget
we're.
Okay
with
that
be
okay,.
P
A
J
One
more
thought
that
I
thought
of
then
I
forgot
that
I
thought
up
again,
so
one
thing
that
I
think
might
actually
help
the
public
in
some
of
this
engagement.
So
a
lot
of
time.
What
happens
that
we
get
like
us
and
the
public
get
a
400
page
document
a
week
before
we're
supposed
to
vote
on
it
think
about
it.
Whatever,
and
one
thing
I
think
is,
might
be
helpful.
Is
could
you
serialize
any
of
this?
J
So,
like
you
have
this
big
thing
that
you're
you
have
two
months
in
jail
from
January,
right
to
March,
to
do
stuff
and
halfway
through
we
get
this
big
document,
but
you
might
be
able
to
both
save
yourself
and
everyone
else
a
little
bit
and
be
like
mid-january.
Here's,
the
first
30
pages
of
like
this
is
the
first
two
sections
she
on
that
people
and
then
like
in
the
January
is
another
section,
and
so
that
way
we
all
have
time
to
digest
it,
you're
not
working
to
get
everything
done
by
one
deadline
and
I.
J
L
It's
a
good
approach
and
I
think,
like
I,
think
you
might
have
noticed
a
recent
practice
where
we've
kind
of
been
bringing
like
chapter
outlines,
which
form
the
sort
of
skeleton
and
and
and
then
we're
bringing
the
meat
as
it
were.
For
that
skeleton
later
you
know,
and
so
this
may
be
a
similar
approach
like
that
is
helpful.
You
know
here's
early
things
we're
hearing
here
things
where
we're
hearing
a
consolidation,
collaboration
agreement,
here's
areas
where
we're
seeing
disagreement,
which
will
need
further
debate.
L
R
Did
you
know
that
we
have
this
many?
We
support
this
many
mammals,
or
you
know
those
sorts
of
things
too,
to
tease
out
some
of
those
findings
and
well
certainly,
as
I
mentioned,
support
those
bring
those
findings
with
us
that
those
engagement
opportunities
at
the
meetings.
We
intend
to
also
come
back
to
the
board
in
mid-march
at
that
meeting
and
present
the
key
findings
to
the
full
board.
Youtube.
J
S
The
the
timelines
have
been
in
a
lot
of
public
process
and
really
compressed,
so
the
public
engagement
process
really
felt
to
the
public
like
a
hoop
that
they
were
eight
just
something,
a
step
that
had
to
be
gone
through
and
that
the
timeline
was
really
driving
the
process
rather
than
the
input
from
the
public.
So
I
think
you've
heard
a
lot
of
solutions
to
this
problem.
S
In
the
end,
it's
the
quality
of
the
input,
not
the
process
and
I
mean
we're,
spend
a
lot
of
time
talking
about
the
process,
but
in
the
end
we
want
to
get
to
a
really
good
result.
I
think
that
the
communication
needs
to
be
two
ways:
there's
a
lot
of
detailed
information
on
the
open
space
master
plan
and
the
system
that
it's
true
to
preserve.
S
That
is
going
to
require
the
public
to
have
a
lot
of
education
about
this,
so
that
the
input
they
provide
can
be
useful
and
that
they
can
feel
like
they
are
providing
input
that
is
affecting
the
system.
We
have
one
area
that
we
wanted
to
really
mention,
and
that
is
what's
now
called
the
system
overview
report.
It's
been
called
the
portfolio
and
I
think
years
past
it's
been
a
collection
of
studies
and
information.
S
That's
been
in
the
open
space
library
that
some
people
new
pieces
of
that
there
was
no
assembly
of,
and
that
this
this
report
is
going
to
be
really
critical
to
advising
and
educating
the
public
on
what
the
system
is
that
we're
going
to
be
trying
to
preserve
over
the
next
50
years.
The
first
50
years
were
easier
because
there
weren't
so
many
people,
but
now
we
have
some
real
huge
population
pressures.
S
T
Hi,
my
name
is
Jackie
Ramallah
I
live
at
2005
Dartmouth
Avenue
in
Boulder
I
speak
tonight.
On
behalf
of
Boulder
chapter
of
the
Colorado
Native
Plant
Society.
We
have
read
the
December
eighth
green
draft
of
the
project
management
plan
and
are
most
concerned
about
the
explicitly
stated
purpose
of
the
master
plan.
The
P
pwg
direction
for
community
involvement
stays
in
the
quote:
five
core
principles
and
values
of
good
public
engagement
that
number
one.
The
problem
is
clearly
defined.
T
We
feel
that
identifying
quote
what
priorities
should
guide,
how
Boulder
enjoys
and
protects
this
special
open
space
legacy.
Atom
quote
is
not
enough.
We
instead,
we
should
direct
the
master
plan
to
sustain,
sustain
the
open
space
system,
while
balancing
competing
values
and
priorities,
increased
usage
and
environmental
factors
such
as
climate
change.
U
Raymond
bridge
435,
South
38th
Street
in
Boulder
and
I'm
speaking
on
behalf
of
these
1,600
plus
members
of
the
Boulder
County
Audubon
Society.
What
you
were
being
asked
to
do
tonight
is
to
approve
the
process
for
the
mutt
for
the
master
plan,
which
is
also
presented
as
being
intended
to
serve
as
an
example
of
the
public
process,
implementing
the
recommendations
of
the
PP
WG.
U
So
far,
the
indications
are
not
encouraging
the
system
overview.
Formerly
the
portfolio
was
scheduled
to
come
to
you
and
the
public
in
October.
Now
it
is
promised
for
late
February.
The
schedule
slips
seem
to
be
compensated
for
by
reducing
the
amount
of
time
allowed
for
public
comment
and
the
time
for
incorporating
public
comment.
The
so
called
engagement
windows
in
the
document.
If
we
want
to
advance
the
schedule,
I
submit
that
this
is
exactly
the
wrong
way
to
go
about
it.
U
Release
the
system
overview
earlier,
get
comments
on
it
early
and
be
proactive
about
taking
those
comments
seriously
rather
than
being
defensive
and
holding
back.
These
same
issues
are
clear.
Throughout
the
proposed
process,
we
need
to
clearly
define
the
objectives
of
each
step,
get
real
public
input
and
take
it
into
account
for
proceeding
to
the
next
step.
U
It
is
particularly
concerning
that
a
basic
statement
of
the
problem
that
will
be
addressed
by
the
master
plan
has
been
so
long
coming,
despite
the
fact
that
members
of
the
public
identified
much
of
this
to
the
planning
team
very
early
on
many
months
ago.
Future
trends
section
in
the
overview,
was
specifically
recommended,
then,
by
a
previous
trustee
on
this
board
clear
statement
aside
board
should
be
made
at
the
very
beginning
so
that
the
scope
is
clear
to
all
if
we
are
revisiting
the
Grasslands
plan
or
the
visitor
master
plan.
U
U
It
is
clear
that
we
are
dealing
with
reductions
in
funding
that
are
rapidly
approaching
transition
from
large-scale
acquisition
to
maintenance
of
the
system,
increasing
demands
for
recreation
from
the
population
of
the
entire
North
Metro
area,
maintenance
requirements,
climate
change
and
the
need
to
balance
protection
of
ecosystem
integrity
with
desired
public
access.
That
is,
balancing
the
various
charter
purposes.
Thank
you.
Thank.
F
Question
is:
who
is
the
public
and
making
comments?
My
contention
would
be
having
gone
through
a
number
of
public
processes
that,
in
fact
only
a
minor
percentage
of
the
public,
the
full
public,
the
taxpaying
public
ever
participates,
and
so
it
seems
to
me
that
the
idea
of
having
a
scientific
survey
is
the
best
way
to
gauge
how
people
value
the
open
space
system
and
how
various
trade-offs
should
be
made.
Now.
Last
year
there
was
a
survey
of
a
similar
type
to
that
and
I
thought.
F
F
F
F
So
I
think
it's
important
to
maintain
the
integrity
of
the
staffs
expertise
and
to
respect
that
people
can
give
their
opinions
if
they
have
organized
opinions
about
it,
but
the
staff
are
the
ones
that
are
charged
with
making
the
decisions
that,
of
course,
can
be
overseen
and
overruled
by
the
City,
Council
or
whatever,
but
nevertheless
that's
where
their
expertise
lies
and
that's
what
we
have
to
respect
and,
of
course
the
Charter
the
Charter
is.
The
filter
through
which
everything
is
put
it
has
to
in
most
cases
is
pretty
general
document.
F
It
has
some
contrary
requirements,
but
nevertheless
it's
the
filter
and
it
has
to
be
respected
and
we
want
it
to
be
respected.
As
time
goes
on
and,
of
course,
the
final
screen
for
our
process
is
financial,
and
what
do
you
do
with
you
have
less
money
and
more
people?
Those
decisions
have
to
be
laid
out
in
any
sort
of
plan.
Now,
of
course,
any
plan
you
make
can
be
changed
next
year
if
the
City
Council
decides
where
all
this
is
no
good,
we
have
to
do
something
else
or
the
conditions
change
so
rapidly.
F
Q
Those
are
direct
quotes
from
conversations
and
emails
back
and
forth
with
them.
I
think
the
kinds
of
revisions
that
have
been
made
based
on
today's
suggestions
have
been
good
and
I
really
appreciate
the
addition
of
this
note
about
the
calendar
and
and
how
to
proceed
and
the
addition
of
the
examples
of
the
kinds
of
issues
that
were
on
the
screen.
Q
Q
A
short
while
ago,
Kevin
suggested
adding
something
about
specifically
about
trade-offs
and
in
response
to
that
I
heard
Darren
say
something
about.
Yes,
we're
going
to
have
a
survey
about
trade-offs
later
in
2018.
That
still
doesn't
address
the
question
of
our
trade-offs
and
those
kinds
of
substantive
discussions
going
to
be
mentioned
to
the
public
as
part
of
the
purpose
of
doing
this
master
plan.
And
if
that's
going
to
happen,
it's
going
to
require
revising.
What's
on
page
2
rather
than
saying
we're,
gonna
do
a
survey
on
that
later
in
2018.
Q
The
other
one
that
I
want
to
mention
is
on
this
planning
for
engagement.
First
engagement
window
detail
that
was
passed
out
at
the
meeting
earlier
today
and
there
have
been
questions
about
whether
comments
are
going
to
be
taken
about
the
system
overview
report,
and
the
answer
has
always
been.
Oh,
yes,
we're
going
to
take
comments
on
that,
but
then
it
says
at
the
bottom
of
this
document.
Comments
about
improving
the
system.
Q
One
of
the
things
that
the
public
participation
working
groups
said
is
that
when
comments
are
not
accepted,
there
should
be
an
explanation
of
why
they're
not
accepted
it's,
not
that
everybody
as
Andrea
said
earlier.
It's
not
that
everybody
will
be
happy
and
everybody's
comments
can
be
taken,
but
if
they're
not
going
to
be
taken,
there
needs
to
be
an
explanation
of
why,
rather
than
just
swept
over
the
rub
and
keep
going
down
the
path.
Thank
you
thank.
A
J
B
Agree
that
as
we
go
through
this
process,
but
discover
this
trade-off,
I
want
to
understand
the
motivation
for
including
that
statement
upfront
just
I've
prepped
the
community,
that
you
can't
have
your
cake
and
eat
it
too,
that
we're
gonna,
we're
probably
gonna,
discover
some
trade-offs
or
I.
Guess
I
want
to
understand
that
underlying
motive
suit.
J
My
thinking
is
this
entire
plan
is
about
trade-offs.
It's
not
about
priorities.
We
all
could
say
I
prioritize
this.
You
prioritize
that
or
I
think
this
is
valuable.
You
think
that
is
valuable,
and
probably
almost
everyone
who
is
engaged
in
the
process
and
most
of
the
people
who
would
ever
use
open
space
would
agree
on
90%
of
those
things.
But
the
things
we
don't
agree
on
will
almost
necessarily
require
trade-offs
and
I.
Think
that's
a
lot
of
what's
gonna
be
involved
in
this.
J
The
most
difficult
questions
we're
gonna
have
are
not
gonna,
be
the
things
that
we
all
agree
on,
because
I
think
most
of
those
staff
will
do
a
wonderful
job
of
presenting
here's.
What
we
think
is
a
good
idea,
and
everyone
will
say,
check
it's
the
things
that
we
don't
all
agree
on
as
being
a
good
idea
and
I.
J
What
we
have
is
I'm
gonna
say
what
I
want
louder
than
you
and
therefore
I've
come
and
done.
My
public
process
and
I
think
that
the
reason
why
I
wanted
in
the
beginning
is
just
that.
It's
very
explicit
that
we
say
hey.
You
know
what
this
is
gonna
be
really
hard,
and
it's
about
evaluating
all
these
things
that
we
all
value
and
trying
to
find
what
the
right
mix
is.
You
know
it's
about.
J
The
social
norms
and
and
political
norms
that
we
have
as
a
society
in
Boulder
or
Boulder,
County
and
and
I
think
that's
really
important
to
address
I.
Think
that
saying
I
prioritize
this
over
that
doesn't
have
a
sense
of
what
happens
when
I
do
that?
What's
the
trade-off?
What's
the
consequence,
that's
all.
B
Okay,
we
make
these
decisions
that
we
want
to
put
these
policies
forward,
but
if
by
not
providing
a
grounding
in
reality
of
what
the,
what
the
implications
of
those
policies
are,
what
it's
gonna
feel
like
when
you
implement
those
policies,
then
you
you
go
forward
as
a
board
with
good
faith.
Oh
I'm,
implementing
this
policy
that
everyone
agreed
to
and
then
they're
like
whoa.
That's
not
actually
what
I
meant
so
trying
to
bring
that
into
the
community
of
discussion
of
what
those
implications
are
I
think
is
beneficial
and
sending
that
up
at
Fred.
B
A
A
J
K
B
K
R
R
We
are
wanting
to
make
sure
again
that
this,
the
purpose
of
putting
this
project
management
plan
together
again
is
to
make
sure
we
have
a
shared
understanding
of
what
to
expect
and
I.
Think
to
that
point
that
this
conversation
that
we're
having
and
the
cut
that
the
community
input
that
we've
received
so
far
is
building
towards
that
shared
understanding.
So,
as
long
as
we
agree
on
that
and
the
core
of
what
you
want
to
make
sure
gets
included
in
there
I'm
happy
to
drop
that
and
make
it
make
sure
it
works,
and.
K
K
A
Think
also
in
what
will
be
included,
I
think
there's
been
quite
a
bit
of
input
about.
You
know,
specified
things
that
are
in
the
sideboard
and
sort
as
you
will.
You
know
the
system
overview
report,
I
think
we
should
know
I,
don't
know
there
that
would
fit
in,
but
probably
under
what
will
being
included
and
I
know.
We
have
not
specified
everything
but
I
think
we
should
line
out,
but
we
intend
to
use
existing
reports,
use
examples,
grassland
play
etc
as
a
framework
for
their
portfolio.
P
A
R
R
Okay,
so
it's
gonna
be
three
major
things
that
I
heard,
so
the
first
is
to
further
refine
that
wise
statement
to
get
in
that
concept
of
trade-offs
or
compromise.
The
second
is
to
add
that
it's
a
requirement
by
the
city
of
Boulder
and
the
Boulder
Valley
Comprehensive
Plan,
and
the
third
is
to
further
spell
out
on
page
four
in
terms
of
what
will
be
included.
Our
integration
with
the
existing
plans
and
policies
did
I
miss
anything
or
any
clarifications.
I,
don't.
J
R
J
A
Yes,
I
have
questions
because
to
me
it's
a
bit
I'm,
sorry,
but
to
me
it's
a
big
question
compromise
versus
trade-offs.
I
guess
I'm
stuck
on
that
and
you
know
if
we
haven't
resolved
some
of
this,
not
sure
we're
ready
to
go
ahead.
You
know
pretty
to
process.
If
we
don't
have
it
clearly
defined
good
or
you
know,
I
just.
G
B
Is
an
idea
I
mean
I
would
be
comfortable
with
asking
staff
to
craft
a
statement.
Put
it
in
here
and
say
this
was
new
and
not
approved
when
they
go
to
council.
You
know
like
we
were
trying
to
capture
what
the
open
space
board
of
trustees
was
saying
here,
they're
trying
to
convey.
You
know
something
about
political
trade-offs
and
let
Council
tweak
it
from
there.
You
know
it's
essentially
a
political
statement,
maybe
that's
going
too
far
and
am.
K
R
What
I
want
to
make
clear
in
terms
of
you
know
sometimes
it's
so
easy
to
get
caught
up
in
the
words
and
because
I
do
it
all
the
time.
But
what
we're
really
doing
here
is
confirming
something
core
to
the
process,
and
what
that
means
is
that
we
are
agreeing
and
stating
upfront
that
as
part
of
engagement
as
part
of
the
way,
we
design
those
activities.
R
Those
meetings
that
format
for
engagement,
that
we
want
to
make
sure
that
we're
building
an
understanding
of
the
kinds
of
trade-offs
and
compromises
that
we
need
to
make
in
order
to
deliver
on
the
Charter
and
so,
for
example.
One
tool
is
that
scientific
survey
that
we've
proposed.
Perhaps
there
are
other
ways,
engagement
methods
that
we
can
approach
in
designing
those
meetings,
for
example,
that
we
could
also
administer,
but
just
to
make
sure
that
that's
the
core
of
what
we're
doing
here
then.
As
long
as
we
agree
on
that,
then
I
believe
you
know.
R
L
Think
it's
you
know
letter
to
the
law
versus
interpretation
of
the
law.
If
you
could
trust
us
to
get,
you
know
the
interpretation
of
the
law
correct
here
and
then,
as
we
go
to
counsel.
If
we've
made
a
major
mistake,
you
can
let
us
know,
and
as
we
talk
to
counsel,
we
can
even
explain
it
and
at
that
point
it's
more
noted
that
hey,
we
need
a
permit,
provide
an
extra
emphasis
and
how
we
describe
that
purpose.
Yeah,
so
I
think
it's
Sam
yeah
we'd
be
happy
to
take
our
best
shot
at
it,
but.
I
Also
and
I
think
a
lot
of
the
actual
trading
off
comes
at
the
implementation
stage.
The
master
plan
can
identify
some
trade
offs
and
give
some
general
guidance
on
how
to
look.
You
know
how
to
think
about
that
in
the
context
of
a
particular
situation,
but
in
almost
any
particular
situation,
the
balance
may
tip
one
way
or
the
other,
depending
on
the
specifics
and
there's
a
level
in
terms
of
doing
the
trade
off
that
we're
just
not
going
to
get
into
but
and.
L
A
way
to
think
about
that
perhaps
Thomism,
it's
almost
like
at
a
scale
level
like
by
choosing
focus
areas,
there's
a
trade-off
or
a
sense
of
priority
Eve.
Whichever
way
you
want
to
look
at
it
in
terms
of
by
saying
these
are
the
focus
areas
for
like
the
next
ten
years,
we're
going
to
work
on
well
this.
It's
not
that
we're
not
gonna
work
on
other
stuff
in
the
system,
but
it
gives
a
sense
of
priority
within
those
focus
areas.
L
Then,
as
you
get
to
the
strategies,
there's
another
sense
of
trade-off
because
those
strategies
are
seeing.
These
are
the
areas
within
the
focus
areas
that
will
have
real
clear
direction
on.
So,
if
you
think
of
that
and
then,
when
you
get
an
implementation
you're
getting
down
to
like
the
metrics,
the
exact
numbers
of
it
so
I
think
thinking
of
it
at
that
scale,
level,
sort
of
helps
sort
of
consider.
It
are.
F
P
L
K
I
I
I
One
thing
not
to
belabor
this,
but
one
of
the
things
we
discussed
at
a
prior
meeting
was:
do
you
know
it's
up
to
you
you're
the
keys
ensure
the
chair
is.
Do
you
want
to
say
something?
Maybe
you've
said
what
you
want
said
your
piece,
but
one
of
the
things
we
discussed
was:
if
someone
dissents
do
they
want
to
make
a
more
substantial
statement
and
then
Leah
will
note
in
the
minutes.
You
know
at
the
three
hour
and
17
minutes
where
that
is
taught
off
to
you,
but
I
just
wanted
to
remind
that.
I
A
Like
we're
moving
this
along
to
meet
the
agenda
for
council,
which
I
appreciate
I,
wouldn't
feel
more
comfortable
if
we
saw
all
the
changes
written
out
and
we
could
read
it
first,
so
I
guess
this
way,
I
feel
uncomfortable
going
ahead.
Yes,
and
given
that
the
language
to
me
of
trade
off
feels
significantly
different
than
the
word
balance
and
compromise
just
given
what
I
went
through
with
the
north,
yes
I
hate,
it
feels
like
into
a
friend
thing,
so
that
would
be
the
way
I
feel
better
and
that's
why
I
voted
against
it.