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A
A
A
A
C
A
Oh
gosh,
good,
okay.
I
hope
that
doesn't
happen
again.
Let
me
just
make
sure
I'm
on
the
right
internet.
I
am
yeah,
so
it's
it's
been
a
while,
but
it's
been
it's.
It's
always
a
pleasure
to
for
me
to
connect
with
people
who
are
working
hard
and
volunteering
their
time
to
help
and
advise
our
city
council
and
do
what
I
think
is
extra
and
hard
work
for
the
community
so
great
to
meet
everyone.
A
So
what
is
it
that's
working
and
what
adjustments
we
might
want
to
make
and
how
we
do
our
work,
and
so
that's
what
this
is
all
about
and
and
I'm
and
so
there's
a
there's.
I
hope
an
opportunity
to
have
some
conversations
you
don't
normally
get
to
have
together
and
we
might
identify
some
up
some
opportunity
or
a
desire
to
do
more
of
that.
That'll.
That's
really
your
call!
So
I'm
going
to
just
work
through
the
agenda.
A
You
know,
think
about
applying
something
that
we
talked
about
or
something
like
that.
So
we'll
just
sort
of
see
how
it
goes.
My
job
is
to
make
sure
we're
not
here
till
midnight,
so
I
commit
to
ending
ending
by
10,
if
not
a
little
bit
sooner
so
I'll
apologize
in
advance.
If
I
cut
anything
a
little
bit
short
and
use
a
parking
lot
in
case,
we
need
to
to
keep
moving.
A
D
Sure,
thanks
heidi
I'm
valerie
watson,
I'm
the
transportation
planning,
division
manager
and
I
started
with
the
department
last
year
and
it's
been
a
pleasure
to
work
with
all
of
you
so
far
here
tonight
to
support
natalie
in
our
presentation
later
on
in
this
agenda.
But
I'm
really
happy
to
be
here
tonight.
Thanks.
E
F
G
H
Hi
brenda
rittenhauer
I've
met
most
of
you,
although
it's
great
to
get
to
meet
the
new
faces
on
tab.
I
am
part
of
our
communication
and
engagement
department
and
I'm
also
working
on
a
cross-departmental
team
team
about
in
general
board
and
commission
process
improvements,
as
well
as
a
diversity,
inclusion
and
equity
strategy.
H
J
E
J
A
C
K
A
We're
glad
you're
here
too
I
I
was
called
heather
by
somebody
who
I
didn't
think
I
would
see
again
for
a
while
and
then
I
kept
seeing
them
and
then
it
got
to
this
really
awkward
place
where
I
never
corrected
them,
and
I
just
was
heather
and
yeah.
So
I
think
you
can
be
called
whatever
you
want,
but
becky
sounds
great.
I
do.
M
A
Gotcha,
okay
he's
I
just
saw-
I
just
saw
his
name,
so
I
wanted
to
check,
but
it's
there
because
he
is
staff,
but
he's
not
participating.
Okay,
good
well,
welcome
everybody!
So,
as
we
go
through
tonight
and
I
kind
of
laid
out
the
objectives,
I
would
just
like
to
ask
what
are
your
expectations
and
accountabilities
for
this
evening?
In
other
words,
what
kinds
of
things
do
you
want
to
hold
yourselves
and
me
accountable
to
in
order
to
for
it
to
feel
like
a
good
use
of
time?
A
I
love
those.
Those
are,
those
are
wonderful,
so
being
engaged
means
you're,
not
just
you
know,
we
we've
all
learned
that
we
can.
We
can
kind
of
do
the
head
nods
and
and
keep
looking
at
email
or
whatever
else
right
when
we're
doing
these
things
so
being
engaged,
really
try
to
fully
participate
and
the
open
mind.
A
A
Well,
if
you
come
up
with
more,
let
me
know
so:
I've
got
just
being
engaged,
having
an
open
mind
and
using
inquiry
and
then
keep
video
on
when
you
can.
Okay,
so
so
sit
back
and
think
about
when
one
of
the
one
of
the
municipalities,
I'm
working
with
strategic
planning
for
the
city,
manager
and
and
executive
team
have
decided.
This
is
the
year
for
organizational
health
and
that's
what
they're
calling
it
is
the
year
of
organizational
health
and
then
identifying.
What
does
that
mean
and
and
how
they
came
to
it.
A
A
B
Well,
I
can
share
I,
just
as
the
weather
is
turning
nice
to
her.
It
is
just
such
a
joy
to
be
able
to
ride.
You
know
just
to
anywhere
just
even
down
to
get
something
at
the
store
or
just
ride
around
I
mean
I
just
I
find
that
to
be
so
soothing
and
really
it
really
helps
me
kind
of
like
when
I'm
all
hyped
up.
I
go
out
there
and
just
ride
for
a
little
bit.
B
D
N
I
This
time
of
year,
one
of
my
favorite
things
are
all
the
running.
Water
and
I've
been
fortunate
to
have
a
ditch
through
my
condo's
backyard,
and
so
I
like
sitting
by
that
and
reading
by
it
and
when
it
gets
hot
enough
tubing
in
that
and
just
the
sound
of
it's
relaxing,
I
feel
the
waters
relaxing.
So
on
a
night
like
tonight.
A
Number
of
hours
nice,
what
you're
describing
there
and
there's
something
about
the
water
in
the
running
water.
It
sounds
like,
but
not
inundating.
Your
brain
with
more
right,
so
is
there's
some
really
good
research
that
we
can
just
not
during
our
breaks,
check,
email
or
get
on
the
phone
or
read
something.
But
you
know
you
don't
have
to
meditate
you
can,
but
just
to
have
let
your
brain
have
a
break
for
even
10
minutes.
It
increases
your
ability
to
focus
and
pay
attention
and
engage
with
your
brain
by
like
75
percent.
J
So
I
don't
know
if
this
is
important
but
like
just
trying
to
turn
an
annoying
little
house
projects
and
never
get
done
like
like
organizing
the
kitchen
drawer
into
something
that
I
can
do,
maybe
on
phone
or
not
that
this
is
meant
to
be
about
multitasking.
But
but
you
know
it's
just
like
you
have
a
few
moments
and
you're
at
home
and
you
have
a
bunch
of
crap,
that's
stacked
up.
You
know.
E
A
Very
good
one:
well,
there
is,
I
mean
any
way
that
you
can
trick
yourself
to
get
some
of
those
little.
The
things
off
your
list,
like
literally
check
things
off
your
list,
is
a
is
a
good
stress
reliever,
so
I
think
kind
of
making
it
more
palatable.
That's
the
way
that
you
do,
it
is
do
do
it
combined,
maybe
with
something
else
right,
yeah.
That's
that's
great!
K
L
L
L
I
have
a
practice
to
say:
okay,
yes-
and
I
really
did
in
the
moment-
don't
feel
like
it
and
then
to
ryan's
point
like
a
messy
house-
is
both
unavoidable
and
really
kind
of
depressing,
and
so
I've
been
inviting
people
over
for
dinner
parties
or
whatever.
We
have
my
son's
birthday
party
this
last
weekend,
because
that's
a
great
way
to
clean
your
house,
because.
A
A
They
were
this
size,
but
you
had
to
fill
it
with
all
the
stuff
that
needed
sorting
and
they
would
once
a
month,
get
together
and
split
a
bottle
of
wine
and
and
do
whatever
was
in
the
red
box
sort
and
file
or
dismiss
whatever
so
sort
of
combining
it,
both
with
another
person
and
also
with
something
you
know,
conversation
or
whatever
yeah
who
have.
I
missed.
D
D
You
know
clearing
your
head
and
I
realized
that
I
was
treating
it
as
this
15-minute
burst
of
exercise
and
I
just
be
booking
it
down
the
sidewalk
and
then
one
day
I
decided
to
go
a
different
way
for
whatever
reason
and
a
neighbor
had
put
out
a
sign
and
as
I
got
closer,
the
sign
said:
stop
you
need
to
smell
this
bush.
It's
called
a
lilac
fish.
Please
smell
it
and
stand
here
for
at
least
30
seconds,
and
then
you
can
go.
D
It
was
some
very
personal
message
to
any
passer
by
and
I
don't
know
that
I
had
really
ever
thought
about
how
a
lilac
bush
smells,
but
it
really
changed
my
whole
approach
to
my
15
minute
walks
and
now
I
try
to
go
all
different
routes
in
case
I
might
find
some
other
just
gem
of
humanity
along
the
way.
So
that's
been
what
I've
been
doing
just
to
kind
of
break
up
that
afternoon,
but
also
just
see
new
things
in
my
little
ecosystem.
G
Tila,
what
you
said
really
resonated
with
me:
that's
kind
of
the
place
that
I'm
into
when
things
feel
so
heavy.
What
do
you
do
so?
I
have
been
trying
lately
to
just
kind
of
be
in
a
place
where,
if
I
can't
find
hope
at
least
reach
for
joy,
and
so
I've
been
trying
to
schedule
in
an
hour
in
my
my
week
every
week
that
is
just
pure
fun,
just
light
something
new,
ideally
that
I
haven't
done
before
so
a
couple
times.
G
L
F
I'm
sorry
I'm
having
trouble
I'm
muting
tonight.
Can
you
hear
me
okay,
I
like
getting
outside.
If
I
can
get
outside,
I
try
for
an
hour
a
day
and
that
just
is
a
complete
reset
and
it's
like
it's
a
different
day
when
I
come
back
so
I
have
a
pandemic
puppy
who's
two
now
so
that's
kind
of
our
time
to
go
out
and
explore.
H
H
Yeah,
I
have
two
degrees
in
theater
at
sila,
which
is
why
I'm
excited
for
you
and
improv
is
amazing
and
hard
and
takes
courage.
So
I'm
also
very
impressed.
Well
done,
I
I
have
erin's
same
story
about
my
pandemic
dog,
so
instead
I
will
talk
about
just
my.
I
have
a
10
year
old
and
so
just
being
really
intentional
about
setting
set
a
time
aside
for
him.
You
know
some
days.
H
E
A
C
A
Yeah
fantastic,
it
is
that's
a
great
one
all
right,
so
I
think
I
got
everyone
right
and
I
got
some
good
new
ideas.
I
I
need
to
shake
it
up
every
now
and
then
so
I
find
that
real
helpful.
The
one
that,
for
me,
really
resonated
was
just
exhaling
like
just
stand
by
water
or
just
get
outside,
and
not
necessarily
race
for
15
minutes
like
valerie,
but
stop
and
literally
stop
and
smell
the
flowers
right.
A
A
F
Right
now
I
am
the
advisor
for
the
board
of
zoning
appeals,
boza
and
the
housing
advisory
board.
The
police
oversight
panel
are
all
kind
of
my
standard
boards
right
now
and
when
I've
represented
other
departments
in
the
past,
I
have
had
tab
and
a
couple
other
ones
like
the
human
rights
commission,
but
those
are
my
three
main
ones
right
now
and
on
on
on
the
personal
side,
my
husband
is
actually
on
the
downtown
advisory
commission.
So
I
get
to
hear
from
him
as
a
board.
Member
also.
N
F
Kind
of
a
great
local
government
opportunity,
so
we
have
some
that
are
advisory
boards
and
some
that
are
quasi-judicial
and
some
that
are
both.
So
a
quasi-judicial
board
sits
as
a
judge
and
makes
determinations
on
applications
most
commonly,
and
then
we
have
advisory
boards,
such
as
tab
that
advise
city
manager,
city,
council
and
in
tabs
case
also
planning
board
on
matters
of
policy.
F
That
you
know
also
gets
the
board
and
commission
members
input
and
their
personal
experiences
and
what
they
hear
from
the
community
into
it.
But
it's
also
a
forum,
that's
very
important
for
the
public
to
be
able
to
participate
in
and
so
so
board.
Members
are
appointed
government
officials,
they
are
not
just
volunteers,
we
have
a
lot
of
great
volunteers
and
even
though
they
are
not
paid
board,
members
are
official
appointed
government
folks,
you
know
whether
the
board
is
quasi-judicial
or
advisory.
L
It
occurs
to
me
that
that
the
current
board
structure,
all
of
our
existing
boards,
were
created
and
established
before
we
as
a
city
had
adopted
with
a
very
fine-grained
engagement
network,
and
I'm
wondering
I've
been
wondering
for
a
long
time.
Do
we
have
too
many
boards?
Sometimes
we
have.
We
don't
have
enough
volunteers
to
fill
all
the
seats
that
there
are,
and
so
I'm
just
curious.
Is
there
an
effort
on
the
city's
part?
F
F
You
brought
that
up,
because
one
of
the
things
that
hab
did
when
I
started
out
with
them
is
that
they
were
very
concerned
about
communication
and
in
reaching
a
broader
audience
in
boulder,
and
they
did
a
lot
of
work
with
the
director
of
communication.
Sarah
huntley
to
look
at
creative
ways
to
kind
of
get
their
message
out
there
and
get
feedback
from
parts
of
the
community
that
we
don't
always
hear
from.
So
I
think
that's
really
where
engagement
is
going
is
trying
to
hear
from
more
people,
not
necessarily
cutting
it
away
from
boards
and
commissions.
H
I'm
happy
to
jump
in
here
too,
from
our
engagement
team
thanks,
tila,
that's
a
great
question
and
I
really
appreciate
the
observation
that
you're
making
about
our
engagement
work.
We
are
really
trying
to
do
many
different
types
of
strategies
to
hear
a
lot
of
voices
as
aaron
said,
and
I
am
part
of
a
staff
team.
H
As
I
mentioned,
that's
looking
at
some
overall
process
improvements
for
boards
and
commissions,
it's
sort
of
on
the
horizon
of
a
next
topic
down
the
road
a
little
bit
that
we
do
need
to
look
at
the
full
landscape
of
our
boards
and
commissions
and
really
make
sure
that
they
are
there
for
thoughtful
and
important
meaningful
reasons.
Because
we
know
that's
why
people
become
boarding
commission
members
for
thoughtful,
meaningful
reasons,
and
we
want
that
to
be
true
and
we
want
that
to
to
be
a
good
environment
for
them.
H
J
Yeah
I
withdrew
the
time,
maybe
I'll
ask
it,
because
I
I
actually
forgot
the
question
was,
but
I'm
just
feeling
inspired
now
that
we
have
nicole
here,
nicole,
not
to
tweet
too
much
on
the
spot.
Yet-
and
maybe
you
can
answer
this
later,
but
I'm
just
thinking
like
from
council's
perspective,
I
mean
tab
is
one
board
that
reports
to
counsel
and
ton
of
boards,
as
we
just
mentioned,
and
I'm
just
wondering
if,
from
our
from
council's
perspective,
is
there
anything
we
should
know
like?
J
J
G
Yeah,
I'm
happy
to
speak
there
and
I
just
want
to
emphasize
I'm
here
just
as
nicole
the
council
member,
not
as
nicole
representative
of
council,
so
I'm
just
you
know
kind
of
here
here
to
offer
my
observations
and
learn
from
you
all
and
and
ryan
and
tila.
I
love
both
of
your
questions
and
I
think
that
this
is
something
that
I've
heard.
Some
of
my
colleagues
talking
about
is
how
do
we
think
about
this,
and
so
the
short
answer
to
your
question
ryan
is
is
no
I
I
don't
really.
A
C
C
And
I
do,
I
think
you
know
ryan.
Your
question
is
a
really
good
one
and
and
there's
probably
going
to
be
lots
of
kind
of
discussion
around
trying
to
for
us
to
kind
of
figure
out
what
the
answer
is
on
that
question,
so
aaron
kind
of
going
back
to
questions
for
you.
Can
you
tell
us
or
define
for
us?
I
guess
what
type
of
board
is
tab.
F
Sure
sure
so
tab
is
a
advisory
board,
which
means
it
advises
the
city
manager,
the
planning
board
and
the
city
council
on
transportation
matters
and
the
transportation
advisory
board
is
a
board
established
by
code.
So
we
have
a
couple
like
the
open
space
board
of
trustees
and
the
planning
board
that
actually
are
in
the
charter,
and
so
the
charter
can
only
be
changed
by
a
vote.
Election
of
electors
versus
the
vast
majority
of
boards
are
enacted
by
ordinance.
So
those
are
like
other
laws
that
council
passes
and
council
controls
the
parameters
of
a
board.
C
F
Sure
so
so
I
think
of
our
local
system
is,
is
being
sort
of
parallel
to
the
federal
system
so
like
in
the
federal
government,
you
have
an
executive
branch
and
a
legislative
branch
at
the
city
by
charter.
We
have
city
council,
which
is
our
legislative
branch,
and
we
have
the
city
manager,
which
is
also
in
the
charter
and
who's
our
executive.
F
F
But
that
sort
of
the
difference-
and
you
know
there
are
charter
sections
for
the
city
manager,
making
the
city
manager,
the
chief
administrative
authority
in
the
city-
and
you
know,
city
council-
has
has
its
role
as
well.
You
know
one
of
the
unique
things
I
think
with
our
system
is
that,
even
though
city
council
employs
the
city
manager
but
by
charter
that
the
council
and
its
members,
you
know
nor
committees
shall
dictate
the
appointment,
retention
or
removal
or
director
interfere
from
the
work
of
any
officer
employee
under
the
city
manager.
F
C
F
C
F
F
I
think
that's
how
they
are
are
mostly
thought
of,
but
technically
they
can
advise.
You
know
they.
They
offer
advice
to
staff
too,
which
is
who
they
most
commonly
interact
with,
so
they
would
meet
with
natalie
or
her
staff
and
provide
input
on.
You
know
matters
that
come
before
them
on
their
agenda.
Okay,.
C
F
Sure
you
know
it's
been
interesting,
watching
the
hab,
the
housing
advisory
board
and
the
police
oversight
board
start
from
scratch,
because
there
were
there
were
some
people
on
hab
who
had
prior
experience
with
city
boards
and
commissions,
but
it
also
drew
a
lot
just
from
the
community
from
people
who
had
you
know,
non-profit
experience
or
private
experience
and
one
of
the
one
of
the
challenges
I've
seen
for
a
lot
of
board.
Members
is
realizing
how
much
slower
the
government
operates,
because
we
we
have.
You
know,
transparency.
F
F
Plan
and
part
of
that
is
recognizing
that
there
is
so
much
that
the
city
does,
that
that
kind
of
goes
unnoticed
like
we
have
the
really
exciting
projects,
but
then
there's
a
lot
of
things
like
just
filling
potholes
and
keeping
the
snow
off
the
streets
and
basic
basic
infrastructure
that
eats
up
a
lot
of
staff
time
so
staff
times
like
money.
We
only
have
so
much
of
it
that
we
can
can
use
you
know
at
any
given
time.
F
A
I
know
I
see
that
tila
has
her
hand
up,
but
there's
been
a
chat
going
on,
and
I
am
not
sure
I
I
I
know
the
public
can't
see
it.
So
maybe
we
need
to
share
it
out
loud.
I'm
not
sure
what
the
protocol
is
there,
but
it
has
to
do
with
and
ryan
your
initial
question.
What
was
that
based
on
or
your
initial,
I
think
it's
council,
city
manager
and
staff.
A
J
B
L
I
think
that,
as
as
board
members,
we
obviously
we
don't
perform
a
complete
mental
flush
of
what
our
priorities
and
our
inclinations
and
things
that
strike
us
as
important
are
and
so
trini,
and
I
will
you
know,
continue
to
advocate
for
and
I
it's
not.
I
don't
think
it's
a
conflict,
but
we
will
continue
to
advocate
for
changes
that
make
our
roads
safer
for
more
vulnerable
road
users.
L
Ryan
always
comes
to
us
with
an
eye
toward
climate
change
and
sort
of
better
efficiency,
and
that's
not
he's
not
saying
you
have
to
do
it
through
this.
You
know
thing.
I
recognize
that
if
we
were
to
say
that
you
have
to
advocate
for
safer
streets
by
going
through,
it
could
be
me
which
is
trinity's
organization,
then
that
would
that
would
be
overstepping
the
line,
but
I
just
wanted
to
clarify
what
advocacy
and
work
comments
refer
to
do.
I
have
that
distinction
about
right.
F
Yes,
and-
and
I
don't
mean
to
frame
it,
as
you
know-
you're
not
advocating
for
for
that
kind
of
thing-
that
there
are,
you
know,
they're,
always
special
interests.
Sometimes
people
don't
realize
that
it's
not
all
that
and
that
you'll
be
asked
to
chime
in
and
consider-
and
you
know,
make
recommendations
on
on
situations
that
maybe
aren't
as
fun.
C
F
Projects
that
that
kind
of
bring
people
into
the
government-
and
then
you
realize,
oh
it's
all
this
boring
stuff
too
so
yeah
board
members.
I
think
that's
what
makes
the
system
great
is
that
people
bring
in
their
outside
experiences,
and
you
know
what
you
know
and
that's
what
makes
it
a
great
system
is.
We
have
five
extra
people
with
with
different
perspectives
and
backgrounds
to
chime
in
and
shape
policy.
J
Can
I
add
to
that
and
I
started
to
add
a
little
bit
of
trouble
and
maybe
further,
but
I
mean
I
have
even
a
sharper
perspective
on
this,
which
is
when
I
came
to
apply
for
the
position.
There
was
nine
other
extremely
qualified
people
that
I
competed
with,
and
I
I
ran
for
the
position
telling
council
I'm
here
to
do
a
number
of
things
I'm
here,
because
we
have
got
to
get
serious
about
climate
action
and
transportation,
car
dependence
and
giving
people
better
options
and
a
few
other
things.
J
Council
looked
at
some
extremely
good
people
and
they
said
ryan.
We
want
you,
we
want
you
here
to
do
that,
and
I
think
that
my
job
is
to
implement
that
and
I
you
know
I
have
to
have
a
broader
purview
as
well,
but
I
mean
I,
I
believe
that
I'm
accountable
to
the
I
mean
to
the
city
of
boulder
to
our
residents
to
make
that
happen
and
in
a
way
that
is
definitely
advocacy
in
the
sense
that
you
know,
there's
a
there's
a
job
to
do
now.
J
You
know,
I
guess
kind
of
a
mandate,
then
maybe
well
I
don't
know,
maybe
I'm
not
praising
it
the
right
way,
but
my
impression
is
that's
you
know,
I'm
actually
here
to
do
some
work
and
I
you
know
we'll
continue
working
that
hard,
and
maybe
we
don't
have
time
for
this
today,
but
it
might
help
for
us
to
make
clear
what
those
things
are.
It
is
individuals
board
members
that
that
we
believe
we're
here
to
really
work
on.
A
And
I
I'm
gonna
interrupt
for
a
second
because
you
just
said
a
whole
lot
and
I'm
trying
to
formulate
a
question
out
of
that.
That
that
is
is
our
role,
as
can
someone
formulate
a
question
out
of
what
ryan
brought,
because
it's
this
is.
My
understanding
is
what
you're
saying
and
let
me
know
if
I
tell
me
if
I'm
wrong,
I
don't
know
aaron
if
that's
a
something
you
can
respond
to
or
if
that
might
be.
I
I.
F
F
You
know
ultimately
you're
you're,
a
little
constrained
by
the
code
provisions
that
councils
enacted
and
they
still
set
the
work
plan,
and
you
still
have
your
code
provisions,
but
there
is.
There
is
some
leeway
in
there
about
how
you
work
as
a
group,
and
so
you
know
that's
something
that
I
can
can
forward
on
once
they
come
up
with
it,
but
but
there
is
some
some
room
to
put
your
own
stamp
on
it
and
your
own
personality
as
a
board.
A
I
think
that's
a
you
know
something
that
my
understanding
is
the
tab.
You
all
kind
of
looked
at
at
some
point,
but
didn't
move
forward
and
decided
not
to
create
bylaws.
But
this
sounds
like
you
know,
and-
and
I
want
to
finish
with
some
of
the
other
stuff
that
you
want
to
talk
about
aaron.
But
this
is
my
question
not
to
be
answered
right
now,
but
to
let
it
sit
in
in
there
and
I'll
come
back
to
it
is.
G
I
was
just
going
to
take
you
up
heidi
on
your
turning
ryan's
comments
into
a
question,
because
what
I
heard
was
the
question
a
lot
of
questions
actually
around
accountability
and
so
aaron.
Maybe
to
ask
a
question
to
you:
what
is
tab
accountable
for
what
is
counsel
accountable
for
what
are
staff
accountable
for
that
feels
like?
It
was
a
part
of
that
question
too
and
ryan.
Please
feel
free
to
jump
in
and
say
no,
no
nicole,
that
wasn't
it
at
all.
That's
not
right!.
F
Yeah,
well,
I
think
you
know,
I
think
of
it
as
we
we
all
have
to
play
in
the
same
sandbox,
and
so
so
council
kind
of
builds
that
sandbox
and
gives
us
the
sand
and
gives
us
you
know
things
to
do
with
it,
and
then
it's
up
to
us
as
staff
and
board
members
to
figure
out
what
we
build.
You
know
they
have
something:
that's
relatively
short
on
the
work
plan
and
it's
up
to
the
rest
of
us
to
flush
it
out
and
achieve
that
goal
and
a
lot
of
times.
F
E
C
C
F
F
What's
the
border
commission's
role
and
how
they
can
influence
and
make
recommendations
on
policy
you
know
to
the
department
and
also
to
council,
so
people
are
working
under
the
same
understandings
that
were
were
working
were
separate
but
equal
in
a
way.
I
I
think
that
helps
a
relationship
and
helps
with
communication.
C
E
A
You
were
trying
concisely
to
say
what
you
were
trying
to
say.
I
think
we've
we've
talked
about
that.
So
thank
you
very
much
all
right.
So
what
do
you
think?
I
post?
I
posed
a
question
kind
of
toward
the
end
of
that,
but
in
the
middle
of
it
about
it,
does
this
you
know
listening
to
some
of
what
aaron
was
talking
about.
L
Tila
yeah-
I'm
gonna
jump
in
here,
just
because
I'm
not
sure
how
much
becky
and
trini
know
about
the
background
on
that,
so
just
to
fill
in
some
gaps
and
we
don't
have
a
specific
set
of
bylaws.
Some
boards
do
some
boards
don't
around
the
year.
2000
someone
in
the
city
attorney's
office
did
a
draft
of
bylaws
for
tab.
L
There
have
been
times
when
it
was
unclear
sort
of
how
much
control
basically
tabbed
members
of
cab
in
the
chair,
controlled
the
agenda
or
items
on
the
agenda
or
people
who
were
coming
to
the
meeting
to
speak
and
not
just
as
a
member
of
the
public,
but
to
sort
of
present
to
tab,
and
so
that
kind
of
rekindled,
an
interest
in
it
and
so
natalie
and
erica
vandenbrand,
and
I
spent
several
months
passing
back
and
forth.
Iterations
of
that
draft.
It
was
shared
a
couple
of
times
with
tab.
L
It's
not
hugely
long,
it's
maybe
four
pages,
but
it's
pretty
dense
stuff
and
it
just
kind
of
seemed.
We
didn't
really.
We
didn't
really
decide
not
to
adopt
them.
We
just
kind
of
decided.
It
was
just
no
one
was
getting
to
do
the
thinking
in
between
the
meetings
and
consider
considering
about
it,
and
we
were
kind
of
in
the.
L
L
I
Member
at
the
time
to
have
a
community
check-in
where
we
take
time
on
our
agenda
to
discuss
a
matter.
That's
been
brought
forward
to
us
by
a
member
of
the
community
and
it
sounds
like
the
city
attorney's
office
expressed
some
reluctance
to
do
that,
because
it
might
provide
a
sense
of
favoritism
from
members
of
the
community
that
are
more
the
tab.
Members
are
more
familiar
with,
and
so
I
don't
really
get
the
sense
reading
recently.
I
The
the
draft
operating
procedures
that
those
really
that
there
still
isn't
the
opportunity
for
favoritism
or
that
it
really
assault,
solves
the
getting
something
on
the
agenda
or
not
question,
and
so
to
me.
It
feels
like
we
we
might
actually
be
solving
much
by
by
going
through
with
those,
and
there
are
other
causes
of
tension
that
are
worth
discussing
before.
We
would
I'd,
feel
comfortable
really.
C
I
wonder,
and
we
can
talk
more
about
that
alex
I
I
don't
know
aaron
if
it,
if
you
have
any
experience
with
or
kind
of
opinion
on
boards
that
have
bylaws
and
boards
that
don't
like
even
when
things
are
going
well,
is
it
helpful
to
have
those
in
the
background?
That's
my
first
question
and
then
my
second
question
would,
I
think,
be
for
tab
members
in
that
you
know.
C
One
of
the
things
aaron
you
talked
about
with
the
police
oversight
committee
is
that
the
bylaws
were
more
than
kind
of
just
rules
or
procedure,
but
really
got
to
like
how
the
tab
or
the
board
wants
to
work
together
and
like
what
they're
excited
about.
You
know
what
they
want
to
work
on,
and
so
you
know,
I
guess
my
question
for
tab
would
be.
Would
that
be
something
that
would
also
be
of
interest
once?
C
F
And
you
know
the
police
advisory
board-
is
working
on
they're
still
developing
their
guiding
principles
section
of
it,
but
just
as
a
new
person,
you
can
pick
it
up
and
kind
of
know
what
to
expect
at
your
first
board
meeting.
You
know.
Sometimes
the
chair
can't
be
there.
Someone
has
to
fill
in.
It
can
be
helpful
to
them.
F
A
J
C
J
C
J
J
It
seemed
like
the
right
approach
at
the
time
what
we're
going
through,
but
I
mean
I
think
I
think
it
seems
to
me
that
the
question
now
is:
how
do
we
really
sync
up
with
teamwork
and
like
just
work
productively
together
and
to
me
that
is
there's
some
really
important
exercises.
We
could
do
to
sync
up
on
like
strategic
planning
and
visioning,
and
you
know,
having
developing
a
shared
sense
of
what
do
we
think
is
important
to
me.
J
Bylaws
is
going
kind
of
the
opposite
direction,
it's
creating
more
more
rules
and
like
less
like
more
formality,
and
I
don't
think
that's
that's
like
what
I'm
as
excited
about
and
if
we
have
extra
time
to
spend
on
that
I'd
love
for
us
to
use
some
of
that
to
work
on
some
of
these.
I
I
guess
just
putting
the
time
into
developing
some
kind
of
like
strategic
planning
together
on
some
of
these
tpp
goals,
that
we
don't
yet
have
a
shared
sense
of.
J
L
Yeah
ryan,
thanks
to
the
last
point
about
it,
the
draft
that
we
have
really
isn't
talking
too
much
about
how
we
interact
with
council
and
that's
definitely
something
I
would
want
to
revisit.
If
we
did
pick
this
this
up
because
it
was
not
it's
not
complete
for
sure
and
again
I
had
a
question
about
the
council,
not
a
five
rule,
because
I
don't
know
where
it
comes
from
or
how
codified
it
is.
But
one
of
the
things
that
the
current
draft
operating
agreement
does
do
is
does
a
similar
thing.
L
Is
that
there's
a
nod
of
two
rule
in
there?
Basically,
you
know
so
occasionally
one
member
of
cab
will
have
a
really
great
idea
and
want
to
pursue
it
and
it
might.
It
might
represent
an
extra
work
on
staff
or
it
might
not
really
sound
like
much
of
a
priority
to
the
other
members
of
tab.
But
if
you
can,
you
can
talk
at
least
one
other
member
of
tab
into
sticking
it
on
the
agenda
in
the
next
meeting.
L
Then
it
goes
on
the
next
agenda
meeting,
but
we
could
just
do
that
informally,
and
so
I'm
just
wondering
how
how
the
not
a
five
on
city
council
came
about.
Where
is
it?
Where
does
it
reside?
Is
it
just
sort
of
tradition,
because
we
could
do
the
same
thing
for
us
without
having
to
really
rehash
the
whole
operating
agreement?.
F
F
L
A
Okay,
any
other
questions.
Thank
you
so
much
aaron,
any
other
questions
specific
to
erin
or
this
whole
conversation.
What
I
think
I'm
hearing
from
at
least
two
of
you
is
not
very
interested
in
putting
time
and
energy
into
this
now,
and
I
I
don't
mean
tonight,
I
mean
putting
it
up
for
something
that
you
spend
spend
time
with
going
forward,
but
but
a
little
bit
of
a
wait
and
see
so
looking
at
some
of
the
examples
from
other
boards
and
then
maybe
once
there's
some
clarity
around
the
role
of
tab,
etc.
G
G
My
understanding
is
that
if
a
border
commission
of
majorities
support
kind
of
wanting
wanting
to
do
something
or
requesting
some
more
work
from
staff
that
then
that
majority
decision
then
goes
to
council
to
see
if
there's
an
out
of
five
on
council
to
direct
that
staff.
Time
and
effort.
Is
that
correct?
F
Yes,
that's
a
great
clarification,
no
matter
how
many
people
on
the
board
vote
for
it.
They
still
can't
direct
staff.
It
would
have
to
go
back
to
the
city
council.
They
could
always
make
a
recommendation
or
a
request
of
staff,
but
it
would
still
go
for
that
council
not
of
five.
Thank
you.
Okay,
thanks
erin.
A
E
C
Yes,
I'm
sorry,
I
was
just
making
sure
it's
unmuted
yeah.
Thank
you
so
much
nicole
councilmember
spear
for
being
here.
We
really
appreciate
you
taking
the
time
to
join
us
and
and
learn.
You
know
what
what
we're
working
on
with
tab
and-
and
we
appreciate
just
the
insights
and
your
perspective
as
a
council
member.
So
thank
you.
G
Awesome
well,
thank
you
all.
It's
truly
an
honor
to
be
here
with
you
and
I
just
have
really
greatly
appreciated.
I
know
that
you
don't
always
see
me
at
the
meetings,
because
sometimes
I
listen
to
them
after,
but
you
are
a
wealth
of
information
and
I've
been
learning
a
lot
from
all
of
you.
That's
really
helpful
for
me,
especially
with
my
doctor,
cog
role,
so
I
just
want
to
take
that
chance
to
thank
you
personally
for
teaching
me
a
lot
and
then
also
just
thank
you.
G
I,
like
I
said
I
I
was
trying
to
say
earlier
when
I
think
I
may
have
frozen
I'm
here
in
my
individual
capacity,
not
as
sort
of
a
representative
of
counsel,
but
I
I
think
I
would
probably
be
fairly
safe
in
just
saying.
Thank
you
for
your
service
on
this
board.
Tab
members.
I
know
I
I
greatly
appreciate
you.
I
am
certain
that
my
colleagues
do
as
well.
G
I
think
you
didn't
quite
realize
you
were
setting
me
up
so
well
for
this
conversation,
but
earlier
tla
you
asked
about
sort
of
boards.
Do
we
have
too
many
boards?
Are
they
doing
the
right
things
that
kind
of
thing
and
ryan?
You
were
asking
what
I've
seen
boards
do
really
well
so
far,
I
I
don't
think
I've
quite
been
here
long
enough
to
see
you
know
some
really
great
examples
of
what
boards
have
done
in
terms
of
bringing
things
forward.
G
What
I
sort
of
see
from
from
my
council
seat,
in
terms
of
how
you
know
council
isn't,
is
not
using
feedback
from
boards
and
just
just
try
to
learn
from
you
all
as
well.
What
can
I
do
as
sort
of
a
transportation
focused
member
of
council
to
really
help
advocate
for
the
work
that
you
all
are
doing
as
board
members
and
staff
here?
N
G
G
I've
noticed
that
you
all
are
all
really
exceptional
in
terms
of
your
expertise
and
the
perspectives
that
you
are
bringing
so
that
I
just
just
wanted
to
commend
you
for
that
as
well.
I
greatly
appreciate
all
of
the
perspectives
that
you're
bringing
here
and
it's
clear,
because
I've
heard
you
all
mentioned
in
a
number
of
times
that
you're
really
interested
in
helping
the
city
meet
its
tmp
goals,
which
is
exactly
why
you're
on
the
transportation
advisory
board.
G
I
you
know
one
of
the
things
that
I've
noticed
being
on
council
is
that,
and
this
isn't
just
specific
to
tab
and
taylor
gets
to
your
question
about
boards
and
commissions.
It
feels
like
we're
not
always
clear
on
what
it
is
that
we're
asking
boards
to
do
and
the
kind
of
feedback
to
provide,
and
that
to
me
feels
like
a
challenge
that
you
know
I,
as
a
council
member,
for
example,
I'm
not
always
being
clear
about
what
type
of
information
or
feedback
I
would
like
to
have
from
a
board.
G
So
you
know,
I
think,
that's
that's
something
that
I've
noticed
and
I
think
that
that
translates
to
a
lack
of
clarity.
Around
kind
of
the
goals
and
the
outcomes
and
the
roles
specifically
within
tab
now,
just
kind
of
thinking,
specifically
in
tab,
that
you
know
it
seems
like
there.
There
was
one
meeting.
I
think
it
may
have
been
the
first
one
that
I
attended
a
few
months
ago,
where
I
got
the
sense
that
that
that
tab
was
a
little
bit
like
a
teacher
with
a
red
pen
kind
of
correcting.
G
You
know
some
of
the
stuff
that
was
going
on
in
in
staff
designs,
and
things
like
that
right
and
that
you
know
to
me
was
was
a
little
surprising
just
coming
in,
because
that
that
wasn't
a
role
that
I
was
expecting.
You
know
tab
to
to
have,
and-
and
so
I
think
it's
it's
one
of
those
places
where
just
trying
trying
to
understand
right,
trying
to
get
us
all
focused
on
the
same
goals
and
outcomes.
G
And-
and
I
mean
that
not
just
in
this
group
right
now,
but
council
staff
and
boards,
the
degree
to
which
we
can
all
get
aligned
on
what
it
is
we're
trying
to
accomplish.
And
what
each
of
our
different
roles
are.
The
much
faster
we're
going
to
get
to
to
our
goal
there's
I
I
noticed
that
there's
a
lot
of
different
levels
of
feedback
that
are
being
given.
Sometimes
it's
design
feedback.
Sometimes
it's
policy
feedback.
G
It's
it's
a
little
bit
mixed
and
I
think
for
me
that
was
another
reflection
that
council
doesn't
always
do
or
that
at
least
I
sorry
can't
speak
for
council.
I
counsel
could
do
a
better
job
of
trying
to
make
sure
that
we're
giving
giving
that
kind
of
feedback
that
helps
people
bring,
bring
or
helps
focus,
people's
thinking
and
discussions.
G
If
somebody
is
raising
a
concern-
or
you
know
even
just
saying
hey,
you
know
what
you
just
said
didn't
feel
really
good.
But
it
feels
like
that
sometimes
not
not
spoken,
that
it
just
sort
of
sits
there
and
and
creates
a
little
bit
of
tension.
I
don't
know
if
I
explained
that.
Well
sorry,
I'm
getting
to
the
point
of
night,
where
I
usually
have
a
second
dose
of.
N
A
G
N
A
It's
why
we
have
people
on
the
board,
but
it
can
not
work
in
the
best
way
that
everyone
needs
to
right
now
to
achieve
these
difficult
goals
that
I'm
hearing
about,
if
it's
not
aligned
together
and
you're,
also
bringing
something
else
up
in
that
which
has
to
do
with
that
sort
of
basic
trust.
That
is
about
assuming
positive
intent
that
we
we
can
disagree
because
we're
focused
together
on
solving
this
external
issue
rather
than
focusing
against
each
other.
G
Yeah,
no
thank
you
and
I
think
just
trying
to
you
know
remove
kind
of
the
personal
aspect
of
it
right
so
that
when,
when
issues
are
being
raised,
it's
about
a
specific
statement
or
something
like
that,
not
the
person
who
made
it
that
kinds
of
things
and
it's
you
know,
and
I
bring
it
up
because
for
me-
and
I
don't
know
if,
if
anybody's
ever
read
the
five
dysfunctions
of
a
team.
This
was
one
of
the
books
that
my
that
I
was
kind
of
turned
on
to.
G
G
Is
this
trust
and
why
it's
so
important-
and
I
think
that's
that's
why
I
wanted
to
raise
this
one
with
you,
because,
because
we
are
all
feeling
this
urgency
of
needing
to
move
a
lot
faster
than
then
you
know
we
are
moving
and
and
what
we're
trying
to
do
is
move
something.
That's
really
big
and
has
hundreds
of
years
of
history
behind
it.
So
that's
that's
also
really
hard,
and
so
oh
yes,
thank
you.
Thank
you,
heidi!
That's.
That
is
the
book,
but
you
know
to
get
there
right.
G
These
problems
are
so
big
that
we
need
to
be
the
best
performing
teams
that
have
ever
existed
in
order
to
rise
to
these
challenges,
and
you
know
so
I
I
I'm
I'm
curious.
You
know
I
did
prepare
a
few
questions
on
just
for
us
to
think
about.
You
know
how
to
how
to
kind
of
move.
How
I
can
I,
in
my
role
on
council,
can
help
advocate
for
some
of
the
things
that
we're
all
trying
to
do
together,
and
you
know
how
how
we
can
build
some.
A
Can
I
ask
a
question
of
everyone,
because
I
appreciate
the
points
you're
making
and
it's
brave
to
me
with
some
of
the
points
you're
making,
but
I
want
to
check
with
tab
members.
Just
any
does
anything
seem
off?
Are
you
surprised
by
some
of
what?
What
nicole
is
sharing
that
she
has
observed
or
kind
of
noticed
or
wondered
about
in
the
meetings
or
is
it
yeah
tila.
L
I
really
loved
the
teacher
with
the
red
pen
analogy
because
I
think
you're
right
is
that
okay
is
that
not
okay?
I
don't
know
I
remember
about
a
year
ago,
a
little
over
a
year
ago.
I
think
it
was
garrett
who
said
you
know
some.
Sometimes
we
we
we
have
this
this
plan,
this
idea
and
then
we
put
it
through
the
tab
filter
like
you
know
what
is
tab
going
to
say
and
mark,
and
I
both
mcintyre
and
I
both
thought
good.
L
You
should
do
that
before
getting
here,
so
we
don't
have
to
say
it
out
loud,
but
maybe
that's
that's
something
that
we
should
not
be
doing
or
a
role
do
you
think
we've
overstepped
and
then
what
surprised
me
was,
you
know,
nicole,
I
don't
know.
Obviously
they
recorded
maybe
you're
going
back
and
and
listening
or
whatever,
but
it
surprised
me
that
you
would
pick
up
on
that
that
tension.
L
A
G
Yeah,
can
I
mention
one
other
thing:
click
the
red
pen,
tila
that
that
red
pen
to
me
feels
like.
I
want
it
on
council
right.
I
want
you
all
using
that
red
pen
on
council
like
council.
That
was
no.
You
know
you.
You
chose
the
wrong
work
plan
item
right.
You
know
these
these
things
you're
doing
when
you
say
you
care
about
climate.
G
Those
aren't
actually
climate
focused
decisions
like
that.
That's
sort
of
where,
where
I
see
that
red
pen
coming
out
and
where
you
know,
I
would
hope
that
this
board,
as
an
advisory
board
to
council,
could
really
make
make
that
input
and
or
to
make
sure
we're
laser
focused
on
the
things
that
we're
supposed
to
be
focused
on.
E
I
I
G
There
were
a
couple
things
that
surprised
me
in
the
retreat,
but
the
places
where
I
was
really
surprised
in
a
really
good
way
was
when
kind
of
the
the
advisory
board
like
tab
in
this
case,
came
together
with
staff,
and
I
was
like
we
got
to
make
this
happen.
How
can
we
make
this
happen
right
and
then
kind
of
getting
getting
counsel
to
at
least
that
was
how
it
looked
coming
from
from
from
my
council
perspective,
but
you
know,
I
think
pushing
on
us
in
that
way
can
be
really
helpful.
A
G
Yeah,
well
I
mean,
I
think
you
know,
I
think
that
there's
you
know
a
place
for
it
like.
If
staff
is
asking
specifically,
you
know,
can
you
give
us
feedback
on
this?
Please
bring
out
the
red
pen
on
this
right
that
that
that's,
that
that
is
a
place
kind
of
within
the
governance
structure,
but
you
know
in
the
same
way
that
you
know
I
kind
of
can't
go
and
direct
staff
work
and
it's
really
not
appropriate
for
me
to
kind
of
critique
staff
work
outside
of
going
through
the
council
employees.
G
A
I'm
a
big
fan
of
what
is,
in
my
field
of
study,
called
lack
of
composure,
which
is
that
we
have
the
conversation
where
we
need
to
have
it
in
a
really
incredibly
respectful
way
that
you
can't
do
that
unless
you
have
what
you're
talking
about
as
foundational
trust,
which
really
is
even
vulnerability-based
trust
I
think
according
to
lencioni,
and
otherwise
it
can't
happen
but
yeah
I
I
kind
of
it
was.
I
was
really
interested
alex
when
you
were
speaking
because
at
first
what
I
heard
was.
A
I
got
this
advice
and
I
have
gotten
worse
and
worse
about
it
over
time
and
that
shifted
to,
and
I
will
keep
being
bad
about
it
because
it's
I've
had
success
anyway.
I
I
realized
it
wasn't
just
that,
but
it
you
gave
me
a
quite
a
surprise.
Ending
on
that,
one
that
that
you've
felt
you've
somehow
and
I
think
it
I
think
it
stems
back
to
some
erosion
of
trust
that
it's
the
it's.
What's
gotten
the
results
when
other
stuff
hasn't
or
something
it
felt
like
that
to
you
is
that
right.
I
A
A
That's,
not
true,
and
I'm
going
to
go
off
on
my
own
and
do
something-
and
I
I
see
the
bobblehead
of
nicole-
and
I
I
feel
like
that-
is
the
that's
where
like
this
is
really
not
my
business,
and
I
apologize
that
I'm
sticking
my
nose
in
but
to
me,
that
is
the
richness
of
advisory
boards
and
we
and
and
staff
and
and
council
is
when
we
can
together
say
this
is
what's
important
yeah.
But
I
think
this
is
what's
important
and
I
you
know
here
are
the
limits
I
see.
A
Well,
I
don't
see
those
limits
and
we
actually
have
the
conversation
together
about
how
do
we
have
protected
bike
lanes
and
not
spend
so
much
money?
And
I
know
I'm
simplifying
rather
than
you're,
not
telling
me
the
truth
or
you're
a
roadblock
or
an
obstacle
to
anything
happening,
because
I
hear
you
say
not
being
invited
into
the
conversation
and
I'm
I
want
to
how
how
we
can
all
want
each
other
in
the
conversation
really
probably
is
about
working
together
and
not
against
each
other.
A
J
N
J
Talked
more
okay,
okay,
then,
so
just
a
few
thoughts
nicole.
Thank
you
for
all
that.
This
really
a
lot
of
it
is
affirming
to
what
I
thought
I
so
I
think
you're
correct.
I
think
the
red
red
pen
analogy
is
a
good
one
and-
and
it
tells
a
few
stories
here,
so
I
think
one
is
that
I'd
like
to
say
is
when
I
started
a
tab.
J
My
bias
coming
into
this
was
in
fact
that
I
would
not
be
you
know
the
one
coming
into
super
super
levels
of
details,
but
more
at
the
level
of
like
values
and
priorities
and
helping
at
the
kind
of
strategic
planning
level,
and
I
you
know,
attended
their
first
meeting
in
the
second
meeting
and
third
and
fourth
and
fifth
and
sixth,
and
then
I
was
kind
of
getting
to
the
point
of
like.
When
do
we
get
to
talk
about
that
stuff
like?
When?
J
I
think
we're
limited
in
part
inherently
with
just
this
idea
that
we
have
to
meet
once
a
month
and
six
to
nine
and
we've
been.
What's
the
word,
we've
been
in
a
previous
retreat
told
by
the
attorney
like
and
don't
make
the
public
spend
any
more
time
than
just
that,
because
this
is
equity
and
it
is
so.
J
J
Now
that
we
haven't
been
able
to
at
least
have
some
strategic
discussions
about
like
about
you
know
the
values
and
priorities
of
the
tmp
goals
and
how
we're
going
to
achieve
them,
and
so
therefore,
we
end
up,
do
you
know
way
down
at
more
of
the
ground
level
of
just
kind
of
like
duking
out
different
proposal
ideas?
So
I,
like
the
the
the
idea
of
coming
to
council
like
like
engaging
with
council
more
directly
in
the
sense
of
hey
council.
J
Here's
what
we
think
you
should
push
on
we're,
not
telling
staff
to
do
this.
We're
telling
you
this
is
this
is
values
and
political.
You
know
decision
making
that
we,
you
know
budget
kind
of
stuff
too.
I
guess
the
question
would
be
for
councilmember
spear
like
to
what
to
what
extent
you
actually
had
appetite
to
you
know.
J
J
You
you,
that
was
a
good
experience
with,
I
guess
at
least
with
can
with
coming
to
council
directly.
I
I
do
think
we
probably
are
not.
We
haven't
done
as
many
resolutions
get
making
recommendations
to
council,
as
we
could
be
more
proactive
about
that.
So
I
guess
now,
I'm
just
talking
to
my
tab.
Members
and
the
final
thing
is
I
just
one
more
thing
on
the
red
pen.
I
do
want
to
say
in
alex's,
not
what's
the
word,
not
defense,
but
just
just
to
give
him
a
compliment.
J
You
know
the
can
is
a
is
alex's
red
pen.
I
mean
it
this.
This
literally
was
alex
pulled
out
a
closet
of
red
pens
and
you
know,
was
the
person
who
drew
most
of
this
up
using
his
professional
experience,
and
so
I
just
want
to
say,
though,
on
one
hand
like
that's,
maybe
you
know
the
red
pen
has
some
different
sides
to
it.
But
you
know
you
do
have
a
professional,
a
body
of
professionals
here
that
doesn't
know
things.
J
I
I
think
something
like
that
will
will
lead
to
a
much
more
natural
collaboration
between
tab
and
staff,
and
I
think
that's
something
that
we've
lacked
in
the
past
as
a
sense
that
we
have
a
both
a
commitment
and
a
strategy
to
to
achieve
imp
goals.
I'll.
Stop
there.
Sorry,
I'm
sorry
for
the
firehouse,
but
thank
you.
Thank
you,
nicole.
E
K
Thanks
yeah,
I
just
wanted
to
echo
what
ryan
said
about
I,
it's
not
always
it's
like
clear
when
there
are
opportunities
to
give
feedback
on
very
specific
projects
and
details,
but
I
I
mean,
if
I'm
new,
so
I
don't
have
nearly
as
much
perspective
to
reference,
but
I
I've
sort
of
been
waiting
to
understand
where
wait.
Where
do
we
talk
about
sort
of
the
that
strategy
and
what,
where
am
I
supposed
to
say
things?
I
actually
feel
slightly.
K
About
as
far
as
this
bigger
picture
and-
and
I
I
don't
know
when
I'm
supposed
to
say
those
things
or
what
the
opportunity
is-
and
I
feel
like
I
understand
so
many
things
are
in
motion
and
it
very
few
of
them
seem
to
be
like
I
understand
things
that
can't
be
changed.
I
don't
really
understand
what
things
can
and
and
where
one
would
do
that
so
yeah.
K
I
guess
it's
just
hard
to
know,
and
maybe
also
it's
the
timing
of
you
know,
there's
the
work
plan
council's
work
plans
put
in
place
and
then
you
join
a
board
and
then
you're
told
okay.
This
is
the
work
plan
and
you're
not
really
sure.
If
you're
like
what
you
know
like
what
feedback
do
you
give
on
something?
K
A
G
Yeah
I
mean
I
I
it's
about
as
clear
as
mine.
Perhaps
right
so
you
know
I.
I
think
that
this
is
one
of
those
things
that
you
know.
We
don't
necessarily
have
a
great
sorry.
Let
me
change
that
to
I
I
don't
have
a
great
understanding
of
you
know
where
tab
kind
of
sees
its
unique
ability
right.
This
group
of
people
that
you
have
together
right
now,
given
what's
on
council's
work
plan,
given
what's
coming
up.
Where
do
you
feel
like
you
can,
can
give
us
that
feedback
or
where?
G
Where
can
you
push
us,
because
that
I
feel
would
be
a
really
a
valuable
thing
for
me
as
a
council
member,
and
I
would
expect
for
some
of
my
colleagues
as
well,
you
know
for
you
all
to
come
to
us
and
say
hey,
given
what
we're
working
with
here's.
Here's,
what
you
know,
we
think
in
collaboration,
you
know
with
staff,
here's
what
we
think
our
group
can
offer
to
you.
G
Can
you
please
set
up
some
criteria
so
that
you
know
we
know
when
we
get
to
weigh
in
on
these
things,
because
I
don't
even
know
that
that
really
exists
at
this
point?
Does
it
I
don't?
I
don't
think
it
does
so
I
mean
I
think
just
just
having,
and
I
don't
know
if
this
is
some
discussions.
You
know
within
tab
and
within
this
group
here
with
staff.
G
H
Yeah
and
we're
gonna
jump
into
more
of
that
next,
but
I
I
just
wanted
to
jump
on
here.
You
may
have
noticed
on
the
agenda
during
the
work
plan.
Discussion
are
some
words
that
we
all
talked
about
last
week
last
year
last
week.
It
feels
like
last
week
last
year
during
this
retreat,
which
were
sort
of
the
three
buckets
of
council
requests,
staff
needs
and
emerging
issues
as
sort
of
a
way
to
unpack
a
work
plan
for
a
tab,
and
so
so
nicole.
What
that?
H
What
that,
what
we
were
trying
to
help
do
with
that,
and
you
all
know
whether
or
not
it
helped
better
than
I
do,
because
I
wasn't
with
you
all
year,
but
was
to
say
here's
what
council,
what
we
know
council
has
already
asked
of
the
board.
So
that's
gonna
take
a
certain
chunk
of
time
and
stat
and
staff
effort
and
board
effort
and
there's
only
12
meetings
in
a
year,
etc,
etc.
H
Here's
what
staff
is
working
on
as
their
top
priorities
that
they
really
need
tab
to
weigh
in
on
to
feel
that
they've
done
the
best
job
that
they
can
do,
and
then
here's
what's
left
of
the
time
frame
that
you
all
have
together
right,
and
so
what
can
we
dig
into
during
that
time
that
we
can
then
bring
to
council?
That
can
be
a
priority
and
a
council
request
three
years
from
now
or
you
know
what
I
mean,
how
does
the?
H
How
does
the
visioning
happen
and
trying
to
make
sure
that
we
were
defining
what
that
margin
of
time
looked
like
that
could
be
spent
in
that
way
without
compromising
the
other
two
buckets,
and
that
was
really
an
attempt
to
to
make
sure
that
the
time
that
is
spent
is
valued
and
valuable.
Those
are
the
two
words.
I've
really
been
trying
to
use
a
lot
in
the
organization
as
far
as
boards
and
commissions
go
is.
It
should
be
a
valued
and
valuable
service
opportunity
right.
H
Not
only
should
you
feel
like
your
time
has
been
well
spent,
but
also
staff
and
council
should
feel
like
what
what's
been
brought
to
them.
Is
hugely
valuable
to
them
and
and
we're
starting
to
get
there.
I
think,
but
it's
not
just
tap
like
what
nicole
says,
is
true
of
every
board
of
commission
of
the
23
to
27
or
whatever.
We
have
now
boards
and
commissions
right.
If
the
clarity
is
there
for
some,
and
even
when
it's
there
for
some,
it's
not
really
there
for
some.
H
So
it's
part
of
a
larger
process
improvement
that
we
have
a
cross-functional
team,
a
cross-departmental
team
working
on
at
the
moment
and
it's
slow
work
right.
But
these
conversations
really
help
inform
that
work,
because
we
aren't
going
to
need
to
hear
it
from
all
sides
like.
Where
are
those
pain,
points
and
those
moments
of
confusion
and
the
places
that
need
need,
support
and
love
and
attention
around
them
to
make
this
more
functional?.
G
But
what
I've
also
observed
is
that
these
kinds
of
conversations
and
discussions
and
decisions
are
actually
the
ones
that
have
the
longest
impacts,
because
they're
changing
how
work
is
done
and
they're,
creating
the
circumstances
that
lead
to
more
highly
functioning
teams,
and
so
from
you
know
from
that
perspective,
it
feels
really
valuable,
not
just
for
this
council,
not
just
for
this
tab,
but
for
for
many
future
essays
to
come
and
heidi.
Can
I
make
one
last
point
just
please
do.
G
Of
course,
this
is
just
something
that
I
was
thinking
of
alex
as
you
were
talking
about
kind
of
getting
about
trust
in
the
red
pen,
and
things
like
that,
and
I
just
wanted
to
emphasize
it's
not
blind
trust
right.
It's
not
trust
of
just
saying,
like
oh
you've
got
covered,
I
don't
I
don't
need
to
worry
about
it
that
it's
really
once
once
you
have
that
trust
there.
G
G
The
thing
that
I
try
to
keep
in
mind
in
those
conversations
where
we're
having
disagreement
is
this
phrase
of
coming
from
a
place
of
curiosity,
so
that
it's
it's
starting
with
the
assumption
that
the
person
is
really
trying
to
do.
You
know
their
best
work
or
trying
to
meet
the
goals
that
we've
set
as
a
team,
and
then
question
like
what
is
it
that
you
know
that
they
know
that
I
don't
know
that's
leading
them
to
a
different
conclusion.
A
I
A
So
if
it's
something
that
is
valuable
and
understanding
that,
because
you
know,
then
please
share
the
example,
but
if
it's
too,
you
know,
I
just
want
to
be
careful
about
I'm
looking
at
the
time.
You
know,
how
can
we
identify
the
the
way
forward?
Natalie
did
you
want
to
say
something
real
quickly?
I
saw
you
went
off
mute.
N
C
Thought
is
that
you
know,
I
think
a
lot
of
the
distrust
was
from
past
staff
and
well,
and
there
certainly
are,
I
think,
sentiments
of
you
know
more
recent
issues,
but
it
would
be
helpful.
You
know,
as
we
just
think,
about
how
we
work
together,
moving
forward
like
what
are
things
that
work
well
for
us
to
work
together,
because
I
mean
I
think
we
have
spent
some
time
on
kind
of
like
what
hasn't
gone.
C
A
A
You
can't
ignore
it
and
I'm
not
suggesting
that,
but
I
just
want
to
find
a
way
to
make
sure
and
it
isn't
going
to
be
doing
that
work
tonight,
but
I'm
starting
to
hear
a
wish
to
do
this
work
and
maybe
finding
out
logistically
how
to
because
I
hear
you
loud
and
clear.
When
do
we
have
time-
and
I
think
I
heard
you
know
becky
saying
when?
A
Is
it
the
right
time
to
bring
some
of
this
stuff
up
and
I'm
not
sure
yet,
because
I'm
new,
but
also
other
things
that
you've
really
been
hungry
for
and
the
forum?
Doesn't
you
know
we're
not
sure
what
the
forum
is
and
I'm?
I
guess
what
I
wonder
is:
can
you
do
more
of
things
like
this
to
address
some
of
this
stuff,
but
is
that.
I
They
gave
us
a
preview
of
some
projects
and
we
were
sort
of
reacting
live.
So
we
didn't
have
a
ton
of
input
in
that
meeting.
Maybe
it
was
just
more
of
an
opportunity
for
us
to
gather
information
and
ask
questions,
and
then
staff
had
requested
that
we
provide
feedback
by
a
certain
date
so
that
they
would
have
time
to
respond
to
it
and
incorporate
that
feedback
into
the
the
upcoming
meetings
and
that
meeting
took
place
at
the
first
days
of
march,
and
we
had
our
input
in
by
the
eighth
and
there.
I
I
It's
hard
to
follow
up
and
where
I
think
there
are
community
members
who
can
provide
value,
and
there
are
ideas
that
I'm
hearing
from
them
that
I
would
like
to
advocate
for,
but
when
we
have
a
staff,
that's
entirely
unresponsive
to
us.
It
makes
that
impossible
and
involved
in
this
process
is
a
longer
time.
I
I
A
C
Yeah-
and
I
mean
I-
I
appreciate
you
saying
all
of
that
alex
and
I
think
I
definitely
just
don't
have
clarity
on
on
all
of
what
you're
kind
of
referencing
like
I'm.
I'm
not
sure
what
questions
haven't
been
answered,
and
so,
but
I
do
I
do
think
a
lot
of
it
is
just
busyness
and
and
staff
certainly
wants
to
use
tab
as
a
resource
and,
and
that
was
why
there
was
that
initial
reach
out
to
you
and
ryan
to
have
you
be
a
part
of
the
process.
C
You
know
very
early
on
before
you
know
it
even
went
to
the
whole
board,
and
I
think
you
know
again.
It
goes
back
to
the
trust.
Right,
like
you
feel
you
know,
feel
like
there's
a
lack
of
trust.
We
feel
like
there's
a
lack
of
trust
and
so
that
assumption
of
positive
intent
is
we're
like
so
far
from
that
right
of,
like
you're,
not
assuming
that
we're
just
busy
and
not
able
to
get
answers
to
you
or
there's,
like
a
misunderstanding
that
we're
thinking
we're
gonna
get
answers
to
you
at
a
later
date.
C
I
mean
I
I
don't
know
because
I
don't
know
the
details
of
what
the
questions
were,
but
I
think
like
to
me
the
just
the
basic
kind
of
issue
or
underlying
issue.
Under
of
all
of
this,
is
you
know
talking
about
trust
and
how
we
need
to
be
able
to
rebuild
that,
so
that
we
can
work
together
successfully,
because
I
think
that
dr
cog
tip
process
in
ways
that
was
successful
in
that
you
were
engaged
early
on
and
the
projects
that
went
to
council
were
approved
by
council.
C
Right
like
that
to
us
is
a
successful
pro
is
a
successful
process,
but
I
think
when
we
talk
about
the
amount
of
like
there's
the
like
a
right
amount
of
involvement
between
tab
and
staff,
and
that
I
think
is
getting
back
to
like
what
tab's
role
is
and
like.
We
all
need
better
clarity,
as
nicola
said,
like
even
council
needs
more
clarity
on
what
tab's
role
is
and
like
to
me.
There's
still
a
question
of
like
how
much
you
know,
hand-holding
or
whatever
word
you
want
to
use
of
like
us.
C
H
Yeah
see
that's
the
problem.
When
I
turn
on
my
camera,
then
I
stick
my
nose
in
place
as
it
might
not
belong,
but
I
first
of
all
just
want
to
really
appreciate
the
level
of
of
vulnerability
and
that's
happening
in
this
conversation
right
now.
It's
really
impressive
for
a
public
forum
meeting
and
for
a
board
or
commission
at
the
city
of
boulder.
So
thank
you
all
for
being
willing
to
say
things
out
loud
that
are
uncomfortable
and
hard
to
say
out
loud.
H
H
H
A
That's
helpful
brenda
because
I
think
that's
I
I
felt
like
we
that
was
such
a
good
example
of
it
that
alex
gave
of
trying
all
these
different
avenues
to
get
a
response
and
connection
and
and
it's
hard
when
you're
busy
but
understanding.
Here's.
What
I
heard
you
here's
what
you
you
brought
to
us
and
here's
what
we
heard
and
here's
the
decision
that
we
made
and
here's
why
right
helps
a
lot
even
when
the
decision
is
different
but
yeah
it
is.
It
is
a
really.
H
G
A
We
get
into
accountability
and
then
we
get
to
results
and
what
we're
trying
to
get
to
are
the
results
right
in
that
pyramid,
so
yeah
yeah
yeah.
There
seems
like
to
me
like
there's
a
there's,
a
hunger
to
to
there's
passion,
there's
really
really
important
work
and
there
is
a
desire
to
to
put
our
energy
into
making
amazing
things
happen
and
move
the
mountains
that
we
need
to
move.
I'm
hearing
that
from
everybody,
sometimes
passion
and
that
hunger,
like
you,
said
that
sense
of
urgency
we
want
to.
A
We
makes
it
hard
to
do
this
step
back
and
have
these
conversations,
but
I'm
really
feeling
like
this
feels
hopeful
to
me
in
terms
of
next
steps
for
finding
ways
to
move
forward
where
we're
working
more
together
instead
of
against
each
other.
I
know
there's
a
lot
of
work
to
do.
Do
you
all,
and
this
is
directed
at
tab,
because
I
know
we
need
to
take
a
break
and
shift
gears.
But
do
you
all
feel
ready
and
willing
to
do
some
of
that?
Work
too?
A
That
we're
talking
about
which
is
to
to
establishing
what
nicole
is
talking
about
with
the
pyramid?
The
the
trust,
the
mastery
of
conflict,
the
commitment
to
finding
the
things
that
we
are
that
are
we're
all
aligned
about
right
and
I
think
ryan.
This
speaks
to
your.
If
we
can
understand
what
those
are,
then
we
can
start
to
identify
the
specific
bullet
point
action
items
under
them
and
then
achieving
results.
Does
that
feel
like
work
you're
willing
to
do?
A
L
L
M
N
N
B
B
I
mean
I
was
at
the
orientation
and
I
had
never
heard
that
if
I
hit
reply
all
that
immediately
kind
of
convokes
meaning
and
that
really
kind
of
freaked
me
out,
but
there
were
things
that
I
would
like
to
ask-
and
I
don't
know
when
that
moment
is
the
right
moment
or
you
know,
I've
talked
to
becky
about
it.
We
went
on
a
hike
and
we
were
both
kind
of
like
well,
you
know,
so
I
think
we
are
all
you
know
so
so
excited
and
so
passionate.
B
B
A
G
G
Let
each
other
know
where
you
know
we,
where
we're
struggling
or
where
you
know
people
are
doing
things
that
are
not
helpful
for
us,
and
I
just
I'm
truly
honored
to
be
a
part
of
this
conversation,
and
just
thank
you
for
entering
that
space
kind
of,
like
you
were
saying
brenda.
Thank
you.
This
is
this
is
the
kind
of
work
that
I
think
is
going
to
really
help
me.
This
all
forward.
A
L
Just
before
we
break
up,
I
just
wanted
to
thank
nicole
in
in
your
short
time
on
council.
You
have
spent
more
time
and
attention
with
us
than
any
previous
council
member
in
my
tenure
and
yeah.
I
just
want
to
honor
that
it's.
This
is
nice.
This
is
extra
credit
and
you're
getting
no
credit,
so
I
wanted
to
yeah.
Thank
you.
A
That's
awesome
thanks
and
you're
gonna
stick
around
still
right,
nicole,
that
and
that
not
amazing
right
the
whole
meeting.
I
I'm
impressed
with
that.
I
have
to
say
that's
awesome.
Okay
is
10
minutes
good
everybody
get
up
and
move
stretch.
I
think
what
massage
your
earlobes
do.
Don't
inundate
your
brain
with
stuff.
Remember:
picture
alex
standing
by
the
moving
water,
which
is
probably
where
he's
going
right
now.
All
right
see
you
all
in
10
minutes
sounds
good.
N
A
A
A
I
think
everyone's
here
I
I
wrote
something
down
that
nicole
said
and
she
used
different
words
than
me,
but-
and
I
think
I
said
this
earlier
in
the
meeting-
that
I
just
really
love
this-
this
sort
of
curiosity
and
open
mind-
and
you
know
I
wrote
down
the
listen
to
understand
like
be
curious
about
what
is
it?
Someone
else
knows
that
I
don't
rather
than
because
then
that
gives
you
this
great
opportunity
to
speak
afterward
about
to
be
understood
right,
but
this
sort
of
first
listen
to
understand
rather
than
to
respond.
A
H
That
way,
many
of
you
have
seen
a
lot
of
this.
I
think
all
of
you
have
had
the
opportunity
to
see
some
of
this
work
so
I'll
move
through
some
of
the
pieces
quickly
and
slow
me
down.
If
you
need
me
to
be
slower,
but
I
brought
specifically
tonight
some
of
the
pieces
that
maybe
only
tila
has
seen
that
are
sort
of
the
more
in-depth
tools
and
language
that
we've
shared
with
chairs
and
vice
chairs
in
the
past,
but
I
think
it's
really
useful
for
everyone.
H
H
We
heard
that
clearly
loudly
early
in
the
process,
we
threw
it
out
and
then
we
had
no
idea
what
we
were
working
toward.
We're
like
we're,
gonna
put
a
bunch
of
time
and
energy
into
something,
and
we
don't
know
what
it
is
and
we're
just
gonna
trust
that
it's
gonna
be
something
and
we're
just
gonna
keep
talking
to
people
and
at
some
point
we'll
hit
on
what
it
is
right.
H
We
have
fuller
discussions
about
things,
we're
not
only
talking
about
narrow
bits
of
things.
Disagreement
like
nicole
was
saying
we
can
be
in
disagreement
together
and
it's
okay
and
co-creation.
We
work
together
to
develop
what
things
are
right
to
develop
the
ways
we
engage
with
each
other.
It's
not
just
us
saying
we're
going
to
engage
like
this.
It's
all
of
us
together,
saying,
let's
engage
in
these
ways,
so
that's
what
we're
working
toward
always.
H
I
also
have
a
list
of
25
things
that
make
this
work
hard,
that
I
won't
go
into
today,
literally
they're
called
the
enduring
issues,
there's
25
of
them
they're
real
and
they
are
hard
and
so
we're
starting
to
unpack
some
of
those
in
different
ways.
Now-
and
some
of
this
work
reflects
that
so
once
we
did
all
this
work
with
the
community,
we
turned
to
staff
to
say
all
right:
what
does
staff
need?
How
is
staff
experiencing
this?
What
is
happening
out
there
in
particular
at
this?
H
At
the
time
our
city
manager
was
getting
some
pretty
harsh
and
difficult
and
painful
and
abusive
feedback
from
some
of
our
community
members,
and
she
asked
council
to
think
about
that
and
think
about
what
the
role
is
from
the
diocese
when
things
like
that
happen,
and
so
that
took
us
down
a
journey
of
how
do
we
support
staff?
How
do
we
support
boards
and
commissions?
How
do
we
support
council?
How
do
we
support
the
community
in
addressing
it
when
these
visions
go
awry
when
we
are
not
being
in
community
together?
H
How
do
we
stop
and
say
hey
what
we're
not
doing
it.
Remember
that
vision
we
want
to
do
we're
all
accountable
to
that
together,
and
so
we
started
to
develop
some
tools.
Some
language,
I
worked
with
a
cross-departmental
team.
We
listened
to
folks
in
a
number
of
different
ways,
and
we
have
a
toolkit
that
we've
developed
for
staff
and
we're
considering
longer
term
options.
H
H
This
comes
in
a
lot
of
different
forms
and
it
comes
from
the
feedback
that
they
get
from
council
from
boards
from
commissions
that
make
them
not
want
to
present
in
front
of
their
council,
their
boards
and
their
commissions,
so
they
have
been
verbally
attacked
for
their
motives.
Their
competence,
their
integrity,
they
have
been
shouted
at
and
yelled
at
and
cursed
at
they've
in
when
we
were
more
in
person,
been
threatened.
H
Their
physical
safety
they've
been
threatened,
that
they
would
get
fired,
that
they
would
that
someone
would
get
them
fired
for
what
they
were
saying
or
doing
is
part
of
their
regular
job.
There's
been
verbal
attacks
on
their
identity,
especially
some
of
them,
who
are
part
of
protected
classes.
They've
been
doxed.
People
in
the
community
have
dug
up
information
about
our
staff
members
and
posted
it
publicly.
H
They
have
people
have
used
size
and
gender
to
intimidate
our
staff
members,
so
I
use
our
staff
as
an
example
here,
because
we've
spent
this
time
over
the
last
two
years,
where
we've
had
a
lot
of
time
together
and
separately
as
staff
to
dig
into
what
this
looks
like.
So
we
can
all
get
better
at
it.
Staff
included
right.
H
This
talks
a
lot
about
the
first
amendment
and
how
we
can
encourage
each
other
to
behave
the
way
we
want
to
behave
together
without
violating
anyone's
first
amendment
rights,
we're
not
here
to
shut
down
anyone's
voice
ever
we're
not
here
to
shut
down
anyone's
emotions
ever.
But
we
are
here
to
conduct
business
and
we
need
to
be
able
to
continue
to
do
that,
and
so
what's
important
is
identifying
and
being
empathetic
to
moments
in
your
meetings
that
are
disrupting
productivity
and
that's
what
we're
looking
for
awareness
of.
H
So,
yes,
we
want
our
staff
member
to
be
able
to
breathe
and
be
able
to
continue
the
the
good
thought
processes
that
they
have
brought
to
the
meeting
today
and
that's
disrupting
our
meaning.
So
if
that
behavior
continues,
that's
going
to
become
a
bigger
problem
and
we
can't
let
it
continue
right.
So
it
doesn't
mean
we
stop
people
from
being
who
they
are
and
showing
up
the
way
they
show
up.
H
But
we
do
look
out
for
those
signs
that
it
is
making
it
hard
to
do
business
and
it
is
getting
us
out
of
productive
community
together.
So
we
identify
the
important
thing
on
this
slide.
Is
we
have
to
identify
it
as
a
disruption?
We
have
to
see
that
whatever
is
happening
is
a
disruption
and
we
have
to
say
it
out
loud,
usually
for
the
chair's
responsibility
alex.
H
H
So
we
ask
that
you
avoid
creating
that
type
of
atmosphere
yourselves
and
that
you
gently
remind
each
other.
If
that
starts
to
happen
right,
you
gently
say
you
know
one
of
the
things
words
language
we
pulled
from
sam
for
a
recent
come
from
a
recent
highly
controversial
community
conversation.
Is
it's
easier
for
us
to
listen
to
each
other
when
we
are
trying
to
persuade
each
other
instead
of
trying
to
berate
each
other?
H
And
the
landmarks
board
says
that
at
the
beginning
of
every
meeting
now,
because
they've
found
it
helpful
to
remind
each
other
and
to
remind
staff
and
to
remind
community
that
they
are
in
it
together
and
that
they're
there
to
persuade
each
other
about
the
thing.
They're
passionate
about
not
berate
each
other
for
not
having
the
same
opinion.
H
H
These
are
those
cues.
I
was
talking
about
that.
We
hope
that
you'll
hear
and
and
support
for
each
other.
These
are
just
examples,
but
we
know
what
it
looks
like
when
someone's
off
knocked
off
their
off
their
rocker
and
they
can't
quite
move
forward
the
way
they
should
be
able
to.
So
a
lot
of
interrupting
can
do
that
right.
I
can't
get
my
whole
point
across
because
somebody's
jumping
on
top
of
me
every
time
I
speak
technology.
H
You
know
it
can
be
as
easy
as
phones
going
off
right
in
the
zoom
world,
we're
a
little
more
forgiving
of
the
barking
dogs
and
the
kids
walking
in
and
because
we
have
to
because
we
are
right,
and
so
we
all
have
to
develop
our
own
culture
there.
What's
what's
disruptive,
what's
not
someone's
showing
material,
that's
not
related
to
what's
going
on.
We
see
that
happen
in
lots
of
different
ways
in
public
meetings,
the
audience
or
fellow
or
presenter
or
fellow
board,
and
commission
members
have
an
obvious
emotional
reaction.
H
That
means
they
can't
go
on
right
and
and
that
reaction
specifically
caused
by
something
someone
else
did
right.
Sometimes
we
have
emotional
reactions
because
of
the
subject
matter
and
that's
real,
but
if
it's
an
emotional
reaction
you're
having
because
someone
did
something
to
you
and
now
you
can't
now
you're
in
fight
or
flight
instead
of
at
work
right,
that's
a
disruption.
H
Someone
asked
for
a
moment.
We
can't
trust
that
our
staff
or
our
presenters
or
each
other
will
always
be
comfortable.
Doing
that,
so
we
want
to
look
for
it,
but
certainly
if
someone
says
I
I
need
a
moment,
a
disruption
has
occurred
in
your
meeting
and
someone
needs
to
be
held
accountable
for
it,
and
the
participants
are
being
specifically
targeted
with
obscenity
racial
epithets
things
that
can
be
assumed
to
be
causing
an
individual
to
feel
unsafe.
That
is
certainly
a
disruption
to
your
meeting.
H
So
what
do
you
do
when
there's
a
disruption?
You
have
choices
right,
so
sometimes
it's
as
easy.
As
someone
saying
I
I'm
so
glad
you're
here,
I'm
so
glad
you're
sharing
your
thoughts
with
us.
It's
really
landing
hard
and
it's
making
it
hard
to
listen
to.
Can
we
step
back
and
breathe
for
a
minute
and
try
again
just
name
it
right
name,
it
appreciate
it
embrace
it,
but
don't
let
it
continue
right,
suggest
a
different
pathway
with
our
community
members.
H
We
can
say
I
really
am
going
to
need
you
to
to
start
again
and
try
again
to
get
your
point
across
in
a
way
that
we
can
hear
it
or
something
like
that
right
and
alex.
You
can
find
your
own
language
there.
However,
that
works
for
you
and
then
you
do
have
the
option
to
remove
someone's
ability
to
participate
in
the
meeting.
H
We
try
not
to
physically
remove
people
from
a
meeting
ever,
but
we
can
say
you
know
we're
not
going
to
allow
you.
You
know,
because
you
we
warned
you
during
open
comment
and
you
did
not
change
the
way
you
were
speaking
we're
not
going
to
allow
you
to
participate
in
public
comment
tonight.
Right
or
you
can
say
you
know,
we
need
to
stop
this
meeting
for
a
second.
We
need
to
all
walk
away
and
then
we
can
come
back
together.
H
H
This
is
a
lot
about
how
that
works.
Right.
Diplomatic
approach
is
not
considered
an
official
warning,
so
someone
just
saying
out
loud,
hey
talking
to
us
like
that,
doesn't
really
work
great.
It's
not
a
warning.
You
actually
have
to
say.
Please
consider
this
a
warning
to
to
not
being
able
to
participate
any
further
tonight,
and
then
this
is
a
very
legally
just
another
reminder
that
this
is
a
very
legally
protected
forum
with
a
lot
of
scrutiny.
H
H
That's
where
we
want
the
diversity
of
voices
of
our
community
and
we
have
to
be
intentional.
It's
not
just
going
to
happen
right
and
so
we're
working
on.
How
do
we
do
capacity
building
in
lots
of
ways?
That's
a
lot
of
what
engagement
does
throughout
the
city
as
well,
but
also
what
do
our
rooms
feel
like?
What
do
our
public
meetings
feel
like
how
do
people?
H
H
They
were
in
response
to
these
four
questions
and
we
asked
them
to
think
about
behaviors
that
are
welcoming
behaviors
that
are
exclusionary
or
marginalizing
dominance,
behaviors,
because
a
lot
of
times
you
know,
without
even
realizing
it
we're
doing
subtle
things
to
dominate
each
other
in
a
room
to
be
heard
more
right
and
examples
that
you
use
to
help.
You
understand
opposing
views
and
make
more
room
in
your
own
mind
and
heart
for
people
who
are
saying
different
things
to
you.
H
H
Creating
a
welcoming
space
that
is
open
and
and
people
are
able
to
use
their
full
voice
in
I've,
said
so
many
things,
and
I
want
to
hear
you
all
speak.
But
I
was
also
very
conscious
of
the
fact
that
our
time
is
is
precious
and
I
want
to
be
as
valued
by
you
all.
As
I
find
my
time
with
you
valuable
every
time
I
get
to
come,
see
tab.
So
so
I'll
stop
talking
and
listen
to
you
say
things
about
all
the
things
I've
said.
L
It
thank
you
brenda
for
this.
I
think
I've
been
hoping
for
a
little
bit
more,
like
direct
guidance.
I
actually
appreciate
that
the
the
slides
have
gotten
more
specific
about
things
to
say
and
standards
to
apply
when
a
disruption
occurs.
I
was
definitely
hoping
for
some
more
guidance
about
how
the
city,
in
general
council
meetings,
the
board
of
commission
media
member
meetings,
can
sort
of
be
casting
a
net
in
a
different
way.
L
L
But
this
is
feeling
like
the
new
normal
and
I
will
say
you
know
I
signed
on
for
a
second
term
for
tab,
partly
because
participating
virtually
makes
it
a
lot
easier
for
me
and
it
makes
it
easier
for
people
with
young
children.
But
lynn's
point
is:
why
can't
I
have
my
camera
on
when
I,
as
a
member
of
the
public,
am
trying
to
communicate
and
trying
to
engage?
L
H
We
actually
just
brought
this
back
to
council,
so
maybe
I
can
tag
team
with
nicole
on
this,
but
so
originally
in
zoom.
There
are
a
lot
of
things.
We
can't
control
right
because
everyone
is
in
control
of
their
own
box,
and
so,
if
we're
in
person
at
city
council
and
someone
is
doing
something
truly
disruptive
in
a
way
that
is
not
okay
for
the
public,
the
whole
entirety
of
our
public,
whoever
they
happen
to
be,
you
know
five-year-olds
to
whoever
all
else
might
actually
be
in
the
room.
H
We
can
remove
them
from
that
space,
which
we
can
also
do
on
zoom,
but
it
is
harder
to
do
because
it
is
harder
to
zoom
in
right
on
the
box.
That
is
creating
a
problem
and
we
experienced
that
early
on
in
in
zoom,
like
one
of
our
first
public
meetings
with
city
council
members
present,
we
had
child
pornography
displayed
during
the
meeting
and
and
it
was
yeah
trini,
I'm
seeing
your
face
and
the
the
folks
who
experienced
it
almost
two
years
ago
now
still
get
emotional
when
they
talk
about
it.
H
And
so
we
made
a
ruling
at
that
time
because
we
can't
control
what
people
are
doing
in
their
boxes
that
we
needed
to
not
put
ourselves
at
risk
of
violating
first
amendment
rights,
because
while
that
instance
was
not
violating
first
amendment
rights,
there
are
other
instances
that
are
much
closer
to
that
line
and
so
to
not
put
ourselves
in
a
position
of
having
to
make
that
judgment.
Call
in
the
span
of
a
second
and
a
half
to
protect
the
safety
of
our
meeting.
H
Council
decided
not
to
let
that
video
open
up
in
the
same
way
that
we
have
never
allowed
that
over
the
course
of
this
emergency
that
never
ends.
So
that's
that's
what
I
know
and
that's
what
I
can
offer.
I
don't
know
if
nicole
wants
to
chime
in
on
council's
conversation
about
that
a
couple
weeks
ago,.
G
And
it's
a
sore
spot
for
me
tila.
I
know
I
kind
of
lost
this
one.
I
was
really
hoping
to
have
that
because
for
me
it
is
that
equity
issue
that
brenda
talked
about.
It
doesn't
seem
fair
to
me
that,
given
the
pandemic,
still
going
on,
people
can't
kind
of
you
know
have
the
same
exposure
to
us
that
that
they
would
have
if
they
were
comfortable
and
safe
going
in
person.
G
I
lost
that
one
and
my
my
sort,
my
understanding
you
know
about
it
is:
I
think
that,
because
it's
kind
of
virtual
because
it's
broadcast
there
are
some
extra
implications
there
of
having
things
like.
If
somebody
decides
to
put
up
some
child
pornography
that
you
know
we,
we
can't
quite
control
and
yeah.
So
so
I
think
that
that's
part
of
it.
It's
just
kind
of
the
the
legal
implications
for
the
city.
L
I
don't
know
if
anyone
raised
it,
but
you
know
the
specter
of
people
in
person
doing
something
inappropriate.
We
cannot
fix
that
in
a
second
and
a
half
by
removing
them
physically.
You
know
someone
decides
to
drop
trout
and
flash
the
entire
council.
We
cannot
shut
it
down
as
quickly
in
person
as
we
can
on
zoom.
So
this
second
and
a
half
problem
is
I'm
sorry
that
there
are
people
who
are.
You
know
naughty
in
this
world,
but.
E
L
G
H
And
thank
you
nicole,
for
pointing
out
that,
because
I
don't
think
I
did
that
the
city
attorney's
office
is
ultimately
where
we
got
our
advice
on
this
issue.
We
said
to
the
city
attorney's
office.
What
makes
the
most
legal
sense
to
do,
and
that
is
what
they've
offered
us
each
time
that
we've
asked
that
question,
because.
L
H
We
do
continue
to
ask
the
question
because
we
do
see
all
of
the
sides
to
that.
You
know
as
the
engagement
team
we
want.
We
want
equity,
that's
what
we
want
first
and
we
want
a
productive
atmosphere.
We
also
want
that
right
so
and
hopefully
those
things
can
always
go
like
this,
and
in
this
one
instance,
it's
been
hard
to
make
them
do
that.
So.
H
The
chair
taking
out
the
new
board
members
or
prospective
board
members
right
really
doing
some
one-on-one
recruitment.
It's
always
up
to
council
who
lands
in
those
chairs,
so
so
there's
no
promises
along
the
way
there,
but
really
being
intentional
about
who
you
reach
out
to
and
talk
to
about
what
this
board
service
looks
like
and
then
alex.
We've
heard
from
new
members
from
other
boards
from
past
years
that
it's
really
always
helpful
when
they
get
to
spend
some
one-on-one
time
with
the
chair
before
their
first
meeting
or
somewhere
along
the
way.
H
L
H
Exactly
so
that
helps
yeah
and
that
helps
get
some
of
those
questions
out
and
maybe
check-ins
along
the
way.
And
then
we
have
heard
that
we've
had
hab
that
aaron
mentioned
before
have
tried
some
different
types
of
in-meeting
engagement.
So
they've
done
some
listening
circles
that
were
really
interesting
and
really
successful
where
they
said,
here's
the
topic
for
tonight
and
then
you
know
clearly
they
had
invited.
H
They
had
been
intentional
about
wanting
to
invite
a
variety
and
diversity
of
different
voices
to
come
and
sit
in
that
circle,
but
also
anyone
in
the
public
was
invited
to
come
and
sit
in
that
circle.
They
came
off
the
dice,
they
sat
in
a
circle
and
they
passed
a
wireless
microphone
and
it
didn't
necessarily
only
go
in
one
direction
right.
H
Sometimes
someone
was
responding
to
something
someone
said
and
that's
one
model
and
there's
other
types
of
dialogue
models
like
that
that
we
could
try
that
the
engagement
team
would
be
happy
to
dig
in
with
you
and
and
give
some
of
those
things
a
try.
You
know
there's
things
like
a
fishbowl
meeting,
where
you
select
four
people
to
have
a
conversation
about
a
topic
and
everybody
else
watches
that
conversation
happen
or
they
can
get
up
and
switch
chairs
and
they
can
indicate
that
they
have
something
to
add
to
the
conversation.
H
E
K
We
we
still
know
that
the
people
who
show
up
are
a
slice
of
the
population.
That's
not
representative,
for
structural
reasons,
and
that's
true
of
every
single
feedback
opportunity
right.
It's
volunteering.
It's
surveys!
It's
I
mean
non-representative
surveys,
it's
yeah,
it's
every
every
opportunity,
and
so
I
what
I
really
struggle
with
is
knowing
that,
knowing
that
there's
repeated
the
same
bias,
these
come
up
again
and
again
how
what
to
do
with
public
feedback.
That,
I
know
is
not
representative.
I
don't
want
to
obviously
disregard
it
all
together,.
H
H
So
what
I
would
ask
you
all
as
board
members
to
is
to
look
for
that
feedback
in
the
information
that
you're
given
and
trust
that
or
ask
staff,
let
ask
staff
to
tell
you
what
that
process
looked
like
who
they
were
able
to
reach
who
they
are
working
with
and
where
those
voices
have
impacted
the
project,
so
that
and
they're
getting
really
good.
Now
at
telling
that
story
of
friends.
H
But
if
you're
not
hearing
that
story,
ask
about
that
story
and
if
it,
if
it's
not,
there
suggest
that
maybe
some
more
work
needs
to
be
done
in
that
area,
but
due
to
as
tila
sort
of
mentioned
at
the
beginning,
we
are
doing
engagement
very
differently
over
the
last
four
years.
Then
we've
done
it
before
and
hopefully
creating
lots
more
different
opportunities
for
different
folks
in
our
community
to
be
heard.
L
H
Right
so
I'm
saying
look
for
the
have-nots
because
they
might
because,
because
they
might
be
there
and
if
they're
not
and
if
you're
not
seeing
them,
there
ask
where
they
are,
and
why
not?
And
how
can
we
get
more
of
that
voice
on
this
project
because
we
are
being
really
intentional
all
the
time
about
doing
more
of
that,
as
we
have
staff
capacity
to
do
more
of
that,
but
we're
staffing
up
we're
doubling
our
engagement
staff
over
the
next
few
months,
and
so
we
should
have
more
capacity
to
make
that
happen.
H
A
M
K
I
I
don't
know,
maybe
there
isn't
like
a
great
answer
to
my
question,
because
the
problems
are
so
like
deeply
structurally
ingrained.
You
know
it's
kind
of
the
issue
of
like
oh
well.
If
everybody
says
they
want
something,
you
have
a
representative
sample,
but
then
all
the
feedback
you
get
doesn't
match
what
we
said.
The
goal
was:
do
you
listen
to
what
the
feedback
is,
or
do
you
listen
to
what
the
goal
was
to
begin
with?
You
know
I
I
I
it's
yeah.
Maybe
there
just
isn't
really
a
good
answer
for
it.
H
Really
good,
you
put
your
finger
on
that,
though
I
mean
that's,
that's
the
tension
that
we
look
at
you
know
and
I'll
use
cars
as
an
example.
You
know
we
say
we
want
less
cars
in
boulder
and
people
can't
afford
to
live
here
who
work
here,
and
so
they
drive
their
cars
here
and
we'd
like
them
to
take
the
bus,
but
I,
for
example,
don't
live
in
boulder.
I
have
a
10
year
old
kid,
as
I
mentioned.
It,
makes
me
super
nervous
to
not
have
fully
independent
transportation.
H
To
my
kid
should
something
happen
and
he
needs
me,
and
so
I
drive
right
and
and
so
there
are
lots
of
reasons
right.
We
have
parents
who
are
whose
kids
go
to
three
different
schools
and
they
have
to
get
them
to
three
different
schools
in
the
morning
and
drop
them
off
in
those
places
right,
and
so
it
doesn't
always.
H
It
doesn't
always
look
like
we
hope
and
want
it
to
look.
So
how
do
we
use
that
feedback
to
make
choices
about
our
our
proposed
solutions
that
have
that
do
the
least
harm
and
the
most
good
right?
And
that's
what
we're
trying
to
learn?
What
is
the
least
harm?
What
is
the
most
good?
We
don't
usually
know.
N
A
Awareness
that
we
don't
you
know
the
there
are
everybody
isn't
coming
to
these
specific
events
that
are
public
engagement
events,
and
I
hear
that
you're
you're
intentionally
going
out
to
the
people
that
you
know
aren't
represented
at
that
to
start
to
get
that
voice
and
sounds
like
there's
more
growth.
But
it's
it's
acknowledged
and
we're
we
are.
We
are
going
out
to
get
that
voice
to
yeah
the
three
of
you:
okay,
yeah.
That's
awesome,
nicole,.
G
G
If
you
want
something,
that's
going
to
keep
you
up
at
night,
just
in
such
a
dark
place,
worrying
about
the
state
of
the
world,
that's
that's
the
place
to
go,
find
it,
but
it
lays
out
the
problem
of
how
poorly
local
governments
tend
to
represent
the
communities
right
that
we
are
as
you've
all
said,
we
are
a
subset
of
the
community.
We
tend
to
consistently
be
whiter
and
wealthier
than
than
the
people
we
represent,
and
what
do
we
do
about
that?
G
H
No
yeah,
I
all
yeah
yes,
I
know
I
I
think
we
want
always
want
to
be
thoughtful
to
be
where
we
are
welcome.
Right,
city,
council
members
coming
to
a
private
block
party
that
is
host
that
is
primarily
spanish-speaking
and
hosted
by
folks,
who
might
feel
vulnerable
in
certain
ways,
might
not
feel
comfortable
or
welcome
for
those
folks
right.
So
so
that's
also
part
of
our
work
is
we
try
and
get
invited
to
stuff?
H
We
try
and
use
the
relationships
that
we
have
created
that
are
trusted
and
and
and
real
and
authentic
relationships
to
help
us
then
go
to
that
next
step
and
and
start
to
be
welcome
in
communities
and
and
partners
who
are
hosting
events.
You
know
we
were
at
el
centro,
amistad
fundraiser
the
other
day
very
much
side
shoulder
by
shoulder
shoulder
with
our
partners
that
that
have
helped
us
build
trust
in
that
space
and
welcomed
with
open
arms
right,
but
it
it's
a
thoughtful
process.
G
So,
just
to
restate
it
sounds
like
what
you're
saying
is.
If
we
would
like
to
have
some
of
those
relationships,
facilitated
kind
of
go
through
you.
If
we
already
have
existing
relationships,
then
those
are
just
ones
that
could
foster
unfolding,
but
if
they're
new,
yes,
let's
go
through
and
make
sure
it's
entering
the
right
way.
Yeah.
H
J
Oh
thanks
just
a
little
bit
of
a
response.
Brenda
you
made
me
think
about
your
your
very
organic
problem.
Statement
of
our
of
transportation,
equity
and
that
strongest
force
is
compact
development
and
that
for
for
transportation,
equity
and
on
pedestrian
and
bike,
and
you
know,
high
highly
leveraged
transit
and
yet
it's
out
of
our
explicitly
out
of
our
scope
generally
to
be
able
to
weigh
in
on
this
stuff
and.
N
J
This
is,
I
mean
this
is
the
first
natural
organic
thing
that
would
come
up
on
the
subject
of
of
somebody
talking
about
transportation
and
equity
and
making
your
life
better
and
easier.
So
I
guess
I'm
just
sort
of
flagging
this
for
councilmember
sphere
that
this
is,
I
mean
we
structurally
one
of
the
big
topics
that
we
can
advance
on
equity.
Is
this
one?
It's
housing
inclusion
and
it's
allowing
more
people
to
live
here,
live
closer
to
the
places
they
need
to
go
in
boulder,
and
we
have
you
know
we
have.
J
We
have
limits
structural
limits
as
a
board
and,
I
think,
to
some
say
the
department.
I
would
like
to
us
to
have
greater
ability
to
be
able
to
talk
about
parking
proactively
and
to
talk
about
zoning
and
to
to
be
able
to
take
on
these
issues
that
would
allowed
that
would
allow
our
staff,
I'm
just
starting
with
city
staff,
to
be
able
to
live
here
and
and
if
we
do,
that,
we're
going
to
get
trans
start
to
get
transportation
equity
right
in
some
pretty
fundamental
ways.
J
So
I
do
not
have
a
simple
solution,
other
than
to
say,
nicole.
You
know
if
there's
opportunities
for
tab
to
be
have
greater,
be
given
greater.
I
guess
I
don't
know
just
ability
to
proactively
raise-
or
maybe
it's
for
council
to
send
more
things
to
tabs
away
that
have
to
do
with
zoning
and
planning
and
land
use.
G
And
I
think
that
this
makes
me
think
tila
one
of
your
initial
comments
just
asking
about
boards
right.
Do
we
have
the
right
boards?
Are
they
doing
the
right
things?
This
is
the
conversation
that
I've
just
individually
right,
been
having
with
a
couple
of
different
folks
around
these
issues
that
we're
dealing
with
they're,
really
cross-cutting
right
across
departments
across
different
issues,
and
you
know
our
is
our
structure
for
how
things
are
set
up
right
now,
correct,
given
what
it
is.
We
are
we're
working
on.
G
So
I
think
you
know
that
that's
a
just
for
me
what
I
see
as
being
a
place
to
move
forward
with
that
like
these
are
the
kinds
of
things
that
pushing
on
council
and
having
meetings
with
you
know
individual
council
members
and
saying
hey.
We
really
need
this
to
be
able
to
do
the
work
that
you're
asking
us
to
do
that.
You
know,
may
help
us
move
a
little
faster.
H
Now,
just
how
that
resonated
with
me
ryan
is
so.
My
actual
role
is
neighborhood
liaison,
which
means
I
connect
with
people
who
live
in
boulder.
That's
my
job
and
help
everyone
see
each
other
as
human
beings
in
the
city
staff,
community
member
equation,
and
and
so
I
talk
to
a
lot
of
people
about
what
they
care
about
and
what
is
impacting
their
daily
lives
and
it's
transportation.
H
It's
parking
it's
you
know.
These
are
the
things
that
people
are
passionate
about
and
parks,
they're,
very
passionate
about
their
parks
and
the
outdoors,
but
but
the
things
that
our
daily
life
are
transportation
and
parking,
and
so
you
know
I
you're
not
wrong
like
that
is
what
people
are
caring
about
and
the
more
we
can
talk
about
those
things,
probably
the
better
and
the
more.
We
can
talk
about
those
things
collaboratively
cross-departmentally,
I'm
I'm
a
huge
fan
of
all
of
us
being
in
the
same
conversation
as
opposed
to
lots
of
separate
conversations.
A
A
A
Yeah,
the
the
silos
helped
dig
into
specific
things
about
stuff,
but
what
I'm
hearing
right
now
isn't
about
silos
right?
It's
about
what
we've
been
talking
about,
the
the
collaboration
figuring
it
out
from
this
perspective,
how
we
impact
each
other
yeah.
But
then
it's
easier
said
than
done.
What
that
looks
like
in
action
to
to
make
that
happen
and
yeah
becky.
K
I
just
had
one
more
comment
on
this
because
it
didn't
come
up,
which
is
just,
I
think,
there's
you
know.
This
is
a
good
role
for
data
to,
in
the
absence
of
being
able
to
get
representative
input,
not
not
to
give
all
the
answers,
but
to
be
a
source
of
perspective
that
otherwise
you
know
it's
hard
to
come
by.
K
Oh
no,
I
mean
I
meant
more
like
on
specific
issues.
We're
talking
about
you
can
you
know
we
have
cert
at
some
degree
of
data
about
the
population
in
boulder
and
yeah
who
lives
where
and
who's
served
by
what
and
that
kind
of
information.
Yeah.
Just
and
I
know
I
know,
there's
lots
of
data
that
goes
into
the
work
that
every
you
know.
H
H
Want
to
be
specific,
it's
one
of
our
boredom
commission
issues.
Actually
is
we
we
don't
have
a
true
baseline
of
like
who
sits
on
our
boards
and
commissions
now,
which
is
pretty
easy
to
get.
If
we
ask
all
of
you
to
identify
yourselves,
you
will
probably
but
who
has
applied
in
the
past
and
not
been
appointed,
who
you
know,
we
don't
have
any
of
that
data.
So
when
you
say
data,
that's
where
that
bounces
off
me.
H
That
shows
you,
according
to
census
data,
where
people
who
identify
ethnically
in
different
ways
live
in
your
city,
and
we
use
that
a
lot
when
we're
at
the
sort
of
beginning
stages
of
projects
we
say:
okay,
where
are
we
and
who
lives
there,
and
what
does
that
look
like?
And
what
does
that
mean
to
the
goals
of
this
and
how
do
we?
How
do
we
then
engage
in
that
way?
A
H
And
I
will
close
by
pointing
to
nicole
as
a
model
for
how
you
ask
good
questions
about
racial
equity.
When
staff
comes
before
you
with
presentations,
I've
been
very
impressed
and
grateful
for
the
ways
that
nicole
applies,
that
lens
to
everything.
That's
brought
before
her
and
really
asks
us
to
be
accountable
to
those
goals
that
we've
set
out
for
ourselves.
A
Great,
thank
you
brenda.
Thank
you.
So
much
really
appreciated
it's
important
work
and
and
very
good
to
to
learn
about
it
and
some
good
tools.
It
sounds
like
not
just
for
alex,
but
for
everybody
to
be
aware
of
the
model
so
yeah.
Thank
you
so
much
all
right,
so
I'm
going
to
shift
gears
because
we
have
the
2022
work
program
and,
and
then
tab
kind
of
interests
and
priorities
to
at
least
begin
to
to
map
out,
and
I
want
to
have
a
little
bit
of
time
to
just
circle
back
on.
A
Is
there
anything
that
came
out
of
tonight
that
you
do
want
to
commit
to
scheduling
more
time
to
together
to
go
through
like
the
the
work
that
nicole
is
talking
about
with
the
trust,
building
and
mastering
conflict
and
that
sort
of
thing
so
natalie?
I
think
this
is
you
and
valerie
right.
That's
right
and.
C
C
C
C
So
here's
just
a
snapshot
of
the
2020
report
on
progress
and
what's
what
this
shows-
and
you
can
kind
of
see
from
the
colors
called
out
here-
is
that
we're
making
good
progress
on
a
couple
objectives.
Those
are
the
what's
shown
in
green
we're
doing,
okay
in
the
yellow,
and
then
we
really
need
to
improve
in
the
red.
C
C
And
so,
as
I
said,
you
know
the
the
goals
and
measurable
objectives
really
guide
our
work
program
and
we
we
try
to
implement
a
work
program.
That's
going
to
help
us
meet
our
goals
and-
and
you
know
all
what
I'll
kind
of
say
is
from
the
2019
transportation
master
plan
it.
It's
not
super
clear.
The
our
actions
or
work
program
actions
are
not
clearly
tied
to
our
objectives
and
our
goals
as
they
have
been
in
past
tmps.
C
But
I
think
that's
where
there's
an
opportunity
for
us
to
have
more
conversation
as
staff
and
board
to
really
figure
out
what
it
is
that
we're
doing.
That's
helping
us
meet
our
goals,
because
I
think
we've
heard
that
kind
of
question
from
board
members
a
few
times
lately.
So
our
2022
work
program
highlights
a
lot
of
this
will
look
very
familiar
to
you.
C
That's
we
have
several
intersection
improvement
projects
that
you
all
are
familiar
with
and
then
division.
Zero
action
plan
is
underway.
That
work
is
underway
and
the
tan
of
course,
which
valerie
will
talk
to
in
more
detail
later
on
in
the
presentation
and
then
our
other
kind
of
key
work
programs
are
implementing
our
key
capital
projects,
and
I
I
couldn't
list
everything
here,
but
you
all
are
familiar
with
north
broadway.
C
D
Yeah
thanks
natalie,
as
as
natalie
mentioned
earlier,
our
work
plan
is
really
centered
around
those
measurable
objectives
in
the
tmp,
and
we
wanted
to
highlight
also
just
a
few
examples
of
areas
of
work
that
our
staff
and
our
transportation
planning
division
are
working
on
to
really
turn
that
dial
on
greenhouse
gas
emissions
and
vmt
reduction.
So,
for
example,
when
it
comes
to
making
you
know
those
convenient
and
cost
effective
choices
to
use
modes
other
than
the
private
vehicle,
we're
looking
to
continue.
D
Incentives
that
we've
had
enduring
work
on
over
decades
to
you
know
provide
things
like
parking
cash
out
and
ecopass
programs
that
really
make
a
dent.
In
you
know,
travel
behavior
and
especially
relating
to
work
trips.
You
know
we
do
have
a
lot
of
longitudinal
data
that
shows
us
that
the
average
daily
vmt
for
non-resident
employee
work.
Trips
alone
is
more
than
double
the
average
daily
vmt
for
boulder
residents
for
all
vehicle
trips.
D
So
that
means
that
we
do
have
areas
where
we
can
focus
to
turn
that
dial
and
complementing
those
types
of
transportation
demand.
Management
measures
is
providing
people
with
convenient,
high
frequency
and
affordable
transit
options,
and
so
that's
where
our
local
and
regional
transit
emphasis
is
so
important.
D
Turning
that
dial
and
then
electrification
will
also
have
a
big
role
to
play
in
greenhouse
gas
emission
reduction,
everything
from
e-bikes
to
e-buses
and
we're
well
on
our
way
to
our
tmp
goal
of
electrifying,
our
hot
fleet,
our
local
transit
fleet
by
and
we
have
four
but
e-busses
that
are
in
service.
Today,
11
they're
going
to
be
in
service
by
2023
and
a
full
fleet
of
17
buses
by
2030.
D
and
we're
also
working
on
shared
charging
infrastructure
concepts
with
partners
such
as
via
the
university
and
bvsd
to
further
that
future
of
bus
electrification
and
as
part
of
our
shared
micro
mobility
program.
The
electrification
of
our
shared
bike
fleet
has
been
a
game
changer
in
terms
of
the
use
that
we're
seeing
and
the
attraction
of
new
users
as
well.
So
we're
really
excited
to
continue
to
support
the
availability
of
e-bikes
through
our
micro-mobility
program
and,
lastly,
our
continued
focus
on
building
out
high
quality
infrastructure
to
improve
safety
and
connectivity
for
people
walking
and
bicycling.
D
D
And
to
that
point
you
know
we're
really
excited
about
our
collaboration
on
the
core
arterial
network.
You
know
that
was
elevated
as
one
of
the
ten
council
priorities
for
city
departments
this
year
into
next.
As
you
know,
as
we've
reviewed
with
you
all
before
at
the
april
tab
meeting,
we've
already
established
a
work
plan,
an
initial
funding
strategy
for
this
initiative,
and
there
are
already
seven
active
projects
that
are
underway
on
the
the
can
corridors
that
were
identified
by
council.
D
You
know,
staff
also
have
identified
three
priority
corridors,
for
which
we'll
be
accelerating
work
to
initiate
design
and
community
engagement
over
the
next
year
and
a
half
and
we're
also
addressing
staff.
Resourcing
and
capacity
needs
to
ensure
that
we
have
internally
really
clear
roles,
responsibilities
and
project
level
assignments
for
this
work.
So
all
things
that
are
in
service
of
those
objectives
that
natalie
reviewed
earlier
and,
of
course,
a
great
opportunity
for
partnership
as
we
do
our
work
together
with
you
all
on
tab
and
with
that
I'll
hand
it
back
over
to
natalie.
C
A
J
Just
a
clarifying
question
valley
thanks
a
lot
for
all
that.
That's
something
really
exciting.
I
I
just
wanted
to
the
ghg
bmt.
Turning
on
the
dial
things
I
was,
I
I'm
feeling
heard
I
like
that.
I
like
I
like
what
I've
seen
there,
but
I
didn't
see
if
that
was
part,
was
that
one
of
the
work
plan
items
or
was
that?
J
C
D
I
thought
it
might
be
helpful
to
just
share.
You
know,
as
natalie
mentioned,
that
that
we
have
these
kind
of
bigger
buckets
of
work
that
are
reflected
over
all
the
years
in
terms
of
the
department's
work
plan
and
and
those
areas
of
work
are,
are
really
fundamental
to
how
we
shape
you
know
what
we
prioritize
in
in
partnership
with
you
all
in
council
year
to
year,
so
you
know
it's
really
kind
of
a
higher
level.
D
D
You
know
we're
continuing
that
work
and
then
we're
expanding
work
into
new
areas
to
to
you
know,
address
the
places
where
we're
not
necessarily
seeing
the
progress
that
we'd
like.
So
I
think
those
buckets
of
work
might
be
really
helpful
for
tab.
As
you
consider
you
know
the
things
that
make
you
really
excited
they.
K
K
K
A
A
K
K
K
Do
we
think
they're
possible
yeah?
I
don't
do
we
not
think
they're
possible
and
if
what
would
it
take
to
to
make
to
make
them
happen
like
what
would
need
to
be
provided,
so
that
that
I
guess
my
question
is
just
like:
do
we
know
the
answer
to
that
or
do
we
not
do
we
not
know
what
could
get
us
to
reach
those
goals,
and
we
know
that
these
are
strategies
that'll
get
us
towards
those
goals,
but
we
don't
know
if
they'll
get
us
there
by
2030.
right.
My
question.
C
C
I
think
we
wanted
to
be
ambitious
as
far
as
being
you
know,
goal
driven
and
also
recognize
the
urgency
of
the
issues
at
hand
right,
and
so
it
didn't
feel
good
to
say,
2040,
and
so
that
was,
I
think,
the
intent
behind
that,
and
then
I
I
think
you
know
we're
the
work
we're
doing
to
be
able
to
to
kind
of
get
to
your
point
around
like
do.
We
know
what
we
need
to
do
to
actually
achieve
what
we
will
have
set
out
to
do.
C
C
C
Well,
we
have
the
safe
streets
report
which
identifies
kind
of
the
the
current
state
of
our
system
and
what
people
are
experiencing
out
on
our
system
and
then
the
vision,
zero
action
plan
gives
us
an
opportunity
to
say
this
is
what
we
can
do
and
how
much
it's
gonna
cost
and
how
much
staff
it's
gonna
take
to
be
able
to
solve
all
those
problems,
and
so
I
think,
when
it
comes
to
safety,
we
have
a
better
grip
on
that.
I
guess
I
would
say:
valerie
do
you
have
anything
to.
D
Add
yeah,
I
think
it
that
that's
a
very
kind
of
technical
and
targeted
type
of
work
effort
and
then
what's
also,
you
know
kind
of
important
in
in
considering
that,
in
addition
to
just
like
the
pure
safety
goals
is
the
connectivity
goals
and
I
think
that's
where
the
can
concept
really
comes
into
play.
There's
there's
a
very
strong
overlap
between
the
the
streets
in
our
city,
where
we're
seeing
the
the
highest
amounts
of
you
know
severe
and
fatal
crashes,
and
then
the
the
corridors
that
were
identified
by
council
on
the
can.
N
B
Yeah
yeah,
so
I
you
know
like
like
becky
there's
so
much
to
take
in,
but
but
what
jumps
out
at
me
is
that
we
have
very
hefty
goals,
but
those
goals
can
be
achieved.
I
think
by
prioritizing
safety-
and
I
guess
my
question
would
be
where,
in
all
of
these
goals,
do
you
guys
see
this
vision,
zero
action
plan
app,
because
to
me
it
would
be
like
a
no-brainer
to
try
to
implement
those
things
first
and
then
the
rest
of
it
will
fall
into
place.
B
I've
always
said
you
know
people,
you
can
tell
people
all
the
benefits
about.
You
know
choosing
other
modes
of
mobility,
but
if
people
don't
feel
safe
or
if
people
keep
reading
and
keep
getting
information
about
people
getting
hurt
on
the
road
they're
just
not
going
to
do
it,
I
mean
I
can
tell
you
that
all
this
past
year,
my
child
rode
his
bike
to
school,
and
I
was
right
behind
him.
B
I
mean
not
that
I
could
have
done
anything
to
make
him
safer
per
se
in
the
in
the
trajectory
places
where
I
felt
that
he
was
not
safe,
but
it
just
gave
me
a
little
bit
of
peace
of
mind,
but
you
know
it's.
I
would
have
let
him
go
and
not
have
a
care
in
the
world.
If
I
would
have
known
that
his
journey
was
pretty
much
on
the
path
and
he
would
not
have
been
in
harm's
way
because
of
someone
being
distracted
or
you
know.
So.
B
C
So
yeah
I
mean
I
can
say,
safety
is
our
top
priority,
both
from
when
we
look
at
our
funding
priorities
and
then
also
the
transformation
master
plan.
And
then
I
think
you
know
that's
that's
part
of
maybe
that's
an
area
where
it's
tabs
roll
right
to
continually
to
remind
us
that
the
work
that
we're
doing
ties
back
to
that
being
our
priority
right.
A
Natalie,
so
because
what
part
of
what
I'm
trying
to
listen
for,
as
you
all
ask
these
great
questions,
is
this
to
me
is
a
place
this,
the
the
coraterial
network
is
a
place.
Everybody
feels
is
a
really
good
place
and
important,
and
we
need
to
do
the
things
and
I'm
my
question
and
it,
and
I
and
nicole
and
natalie
and
board
members
for
this
is
for
everybody
is
what
are
the
possible?
What
are
the?
What
are
the
things?
What
is
the
role
tab
plays
or
could
play
in
that?
A
A
I
I
get
asked
by
advocates
why
we're
not
moving
faster
and
I
try
to
reassure
them.
We're
we're
moving
faster
than
we
have
been
and
that's
reason
to
be
satisfied
to
a
degree
and
that,
with
experience
of
implementing
these
types
of
things,
we'll
improve
and
hopefully
be
able
to
to
pick
the
pace
up
a
bit.
I
think
what
would
be
helpful
for
me,
and
perhaps
council
members
would
be
to
know
on
each
of
the
elements
within
the
core
arterial
network
are.
I
We
could
move
faster
like
is
it
a
funding,
transportation
funding
thing
where
city
council,
creating
a
new
funding
mechanism
would
unlock
what
would
accelerate
things?
Is
it
a
staffing
thing
where,
if
the
city
manager's
office
were
to
be
able
to
allocate
more
resources
for
staffing
that
that
would
move
things
faster?
I
Is
it
political
support
where
a
nod
of
five
from
some
council
members
on
how
to
proceed
forward
with
a
study
or
plan
could
accelerate
it?
If,
if
staff
knows
that
they
have
the
political
support
behind
them,
and
I
think
we
recently
saw
it's
still
fresh
the
staff
plan,
I
can't
what
it's
called,
but
they're
they're
overall
strategic
plan
with
with
the
core
material
network,
but
now
doing
a
second
path
and
letting
us
know,
are
there
advocacy
things
that
we
could
do
on
our
end?
A
One
of
the
things
you
were
saying
is:
that's
a
that's
a
thing
that
you
all
could
do
is
when
people
ask
the
question:
why
aren't
we
moving
faster?
You,
you
have
the
possibility
of
giving
a
really
good
answer
to
not
just
we
are
moving
faster
now,
which
is
really
exciting,
but
but
when
you
look
at
all
the
things
that
staff
is
working
on
that
there
are
the
you
know
the
key.
A
I
know
this
is
utilities,
but
keeping
the
lights
on
and
the
water
running
is,
is
the
foundation
that
we
have
to
do
to
keep
the
city
running
right,
the
streets
paved
and
that
sort
of
thing,
so
you
can,
you
know
you
have
some
of
that
knowledge
to
share,
but
then
also
exciting,
because
we
are
moving
faster
now
than
the.
The
other
thing
I
heard
is
not
just
in
your
messaging,
but
where
can
you
advocate
and
help
reach
out?
Other
populations
talk
to
counsel.
I
J
Okay
on
the
question
of
can
and
what
what
can
tab
do?
This
is
a
really
good
question
and
I'll
offer
a
couple
things
and
nicole
I
want
to.
I
want
to
probably
speak
to
you
directly
on
these.
I
think
there's
two
there's
two
risks
of
this
whole.
This
whole
enterprise
that
that
concerned
me
the
first
one
is
that
it
is,
is
a
long
term.
It
is
a
plan.
It's
only
a
plan
right.
N
J
J
What's
the
timetable
that
I
should
expect
for
the
rollout
to
look
like
you
know
with
some
flexibility
in
there
but
like
let's
get,
let's
just
be
concrete
about
for
the
different
aspects
of
the
plan
and
then
what
does
it
look
like
at
each
year?
You
know
or
six
months
and
then
each
year
going
forward
and
then
and
then
it
his
tab.
J
Helping
to
you
know
provide
some
kind
of
a
progress
report
or
maybe
a
staff
or
whatever,
but
like
tab,
has
an
advisory,
even
a
sorry,
just
an
accountability
role
on
this
and
helping
to
ensure
that
there's
there's.
You
know
there's
accountability
to
progress,
and
I
mean
that
in
the
general
sense
of
the
word
accountability,
but
just
that
keeping
us
keeping
on
track
and
if
it
turns
out
well,
things
need
to
get
pushed
back,
which
happens.
Fine
but
like.
Let's
just
have
some
rigor
around
the
council
understands
this.
J
A
Just
I
want
that
was
a
lot
and
I
can
feel
I
feel
that
you're
going
on
to
point
two-
and
I
want
to
stay
here
for
a
minute-
is
that
does
that
make
sense
in
terms
of
everything
we've
heard
about
what
tab's
role
is,
and
is
that
valuable
and
useful?
I
I
don't
know
it's,
but
I
want
to
ask
that
question
because
I'm
trying
to
tie
into
aaron
conversation,
nicole
conversation
about
tabs
roll
and
and
adding
value
does
that
feel
to
the
staff
members
here
and
nicole
who's
here,
like
yeah
or.
N
G
I
thought
maybe
that'd
be
clear
right
now.
No,
I
think
I
I
love
where
this
conversation
is
going,
because
what
it
seems
to
be
headed
toward
is
this
point
where
staff
and
tab
are
coming
together
right
to
think
about
what
is
it
we
can
do?
How
can
we
push
on
counsel-
and
I
think
I
think,
ryan-
it's
not
even
about
providing
us
the
information
to
hold
staff
accountable,
which
is
what
you
just
put
in
the
chat
just
to
note
that,
but
rather
it's
it's
it's
it's
about,
because
I
don't.
G
I
don't
know
that
it's
staff
accountability
right,
I
think,
where
it
comes
in.
Is
you
all
having
this
this
clear
understanding
of
what
the
obstacles
are,
that
staff
are
facing
right?
So
if
we
have
our
rtmp,
we
have
goals
in
there.
That
everybody's
trying
to
achieve,
I
feel
like
tab,
is
the
is
the
group
that's
best
positioned
to
understand
where
the
hurdles
are
where
the
brick
walls
are
the
obstacles.
G
The
staff
is
facing
and
elevate
that
to
counsel,
because
there
are
things
that
you
all
can
say
to
us
as
council
members
that
I
don't,
I
don't
think
staff
can
say.
I
I
just
I
don't.
I
don't
know
that
we
have
fully
that
that
culture
in
the
city,
you
know
where,
where
staff
feels
really
empowered
to
say
some
of
the
things
that
maybe
need
to
be
said.
Sometimes
that
to
me
feels
like
where
the
power
of
our
boards
and
commissions
come
in
is
that
advisory
position
like
hey?
G
If
we're
really
going
to
hit
vision,
zero
council
staff
needs
this
or
you
know
you
need
to
redirect
priorities,
and
you
know
and
focus
on
this
kind
of
thing,
to
counsel
right,
not
to
staff,
because
I
feel
like
that.
Those
relationships
that
you
could
build
with
each
other
will
help
facilitate
council
getting
that
information
in
a
way
that
we
might
not
be
able
to
otherwise.
D
D
You
know
what
it
is
that
maybe
we
we
could
continue
to
cover
in
terms
of
the
information
we
share,
so
that
you
have
that
information
that
you
need
to
communicate
as
advisors
to
council.
You
know
when,
when
we
present
that
we're
accelerating
work
on
three
priority
corridors
and
then
the
feedback
we
get
is
that
that
we
could
be
doing
this
faster,
I'm
really
looking
for
how
we
can
talk
to
each
other
about
what
it
is.
That's
you
know
maybe
the
opportunity
to
accelerate
further.
D
So
I
hope
that
that
makes
sense
where
my
perspective
as
city
staff,
where
I'm
coming
from
is
we've.
You
know
we're
always
trying
to
be
responsive
to
the
feedback
that
we're
getting
from
you
all,
and
sometimes
we
do
come
back
with
with
information,
and
it
does
feel
like
a
little
bit
of
a
disconnect,
and
so
I
think
that
I
would
love
to
just
hear
more
concrete
examples
or
ideas
from
you
all
on
our
plan
to
accelerate
the
work.
D
C
C
B
B
The
reason
I'm
asking
because
of
the
work
that
I'm
doing
on
my
day-to-day,
like
my
9-5
or
whatever
you
want
to
call
it.
I
keep
getting
all
this
information
about
new
funding.
That's
that's
that's
available
for
cities
and
for
different
communities
and
it's
new
new
money.
So
I
would
like
to
know
if
I
can
kind
of
share
that
information
with
you
guys
or
what
the
like,
how
how
to
make
that
known
to
you.
I
mean
I
don't
again,
I
I'm
completely
new
at
this,
so
I
don't,
but
I
don't
want
you.
A
Mean
how
do
I
I'm
hearing
so
much
good
intent,
and
I
just
I
just
need
to
I
need
to
acknowledge
that,
because
I
think
it's
so
great-
and
I
hear
you
know
your
trainee's
trying
to
say
I
just
don't
know
and
I'm
new,
but
you
know
don't
want
to
miss
an
opportunity
simply
because
I
don't
know
when
I
knew
right
and
I'm
not
sure
what
the
right
thing
is.
What
I
really
liked,
what
I'm,
what
I'm
appreciating?
Isn't?
A
Here's
a
solution
we
have
to
offer
but
help
us
understand
what
what
is
the
situation
that
you're
facing
and
together
talk
about?
What
are
the
roadblocks
that
we're
facing
and
then
it
and
then
in
that
conversation
it
could
become
clear.
Some
of
the
things
that
I
thought
both
alex
and
that
all
of
you
have
brought
up.
It
could
be
a
funding
issue.
It
could
be
a
staffing
issue.
A
A
This
working
on
the
issue
together
and
I
think,
there's
been
because
I
think
you
have
some
just
great
ideas
this:
what
what
trini
just
brought
up,
there's,
there's
some
great
things
and
and
ryan
you
as
well
of
working
separately
and
coming
at
it
with
a
solution
as
if
that
work
has
not
already
been
deeply
done
elsewhere
can
feel
bad
right,
but
if
instead
we
we
have
the
conversation
with
each
other
as
you're
doing
tonight.
I
feel
like
that.
That's
the
this
is
where
it
feels
like
things
could
happen.
Would
you
agree.
A
N
J
J
So
we're
not
like
just
in
phase
all
the
time
but
like
we
have
some
kind
of
a
a
score
card
or
a
check-in
or
something
like
a
you
know:
yellow
light,
green
light,
red
light
kind
of
like
the
tmp
goals
such
that
we're
able
to
help
if
we're
not
where
we
need
to
be
and
then
help
help
you
know,
do
our
job
to
help
council
understand,
but
at
the
like
executive
level,
not
down
at
the
weeds.
So
thank
you
for
helping
to
me
to.
I
guess
just
articulate
that
then.
J
It's
the
same
thing
that
we've
seen
with
with
with
the
false
the
folsom
thing
a
few
years
ago,
and
it's
that
backlash
and
you
know
we're
going
to
be
we're
going
to
be
reallocating
space,
and
it's
easy
to
say
today,
but
this
is
going
to
be
a
big
political
set
of
political
campaigns
and
tab
is
in
a
position
to
to
be
supportive
of
this
effort
through
you
know,
engaging
with
community
groups.
So
something
on
this
on,
like
like
thinking
thinking
ahead
strategically
about
what
what's
the?
J
G
G
You
know,
with
you
know,
input
from
staff,
but
really
just
to
push
that
on
to
council
and
say:
hey
you
know
here
are
these
things
you
can
potentially
accomplish
with
you
know
these
projects
we
advise
doing
you
know
this
one,
because
it's
going
to
get
you
the
closest
to
these
things
that
you
say
you
care
about,
and
I
love
that
idea
about
working
to
get
engagement
and
buy-in
from
folks
in
the
community.
That
to
me
also
feels
like
just
from
one
person
on
council.
Looking
at
this.
G
That
feels
like
work
that
you
all
can
uniquely
do
in
the
city.
That
would
be
hugely
important
in
kind
of
getting
us
getting
us
through,
and
I
think
in
collaboration
with
partners
in
engagement
and
staff
like
brenda
and
other
folks.
It
feels
like
something
that
would
really
add
value
to
moving
us
toward
our
goals
faster.
E
L
L
I
would
just
like
to
offer
that
I've
offered
in
multiple
ways
you
know
tab
as
as
available
to
help
lead
this
and
in
general,
it
just
means
that
we're
also
invited
to
the
same
city
meeting
the
city
staff
is
in
charge
of
planning
finding
a
venue
for
coordinating
making
the
agenda
doing
all
the
doing
all
of
the
hard
work,
and
I
just
would
like
to
again
extend
our
availability
as
a
resource
to
take
some
of
that
work
off
of
staff's
plate.
Instead
of
just
being
participate.
Participation
in
that
effort.
K
K
This
is
my
general
experience
like
it's
just
incredibly
hard
to
find
places
without
political
will.
So
I
think
it
is.
You
know
this
is
a
super
unique
opportunity
to
take
advantage
of
it
in
whatever,
in
whatever
ways
we
can.
While
we
have
that
support,
and
especially
knowing
I
mean
echoing
what
ryan
said,
like
there's,
virtually
no
scenario
where
right-of-way
is
reallocated
from
cars
to
another
mode
that
doesn't
elicit
push
back
in
every
single
city,
every
single
time.
N
N
K
That's
not,
I
don't
mean
to
be
too
flippant,
I
mean
I
understand
there
are
ways
to
do
it.
You
know
that
can
be
more.
You
know
better
ways
of
doing
it
than
others
in
terms
of
engagement,
but
it's
just
also
just
something
that
always
happens
so
having
that
political
support
is
just
an
amazing
amazing
resource
for
going
into
this
kind
of
work
yeah.
I
just
want
to
say
that.
A
Well,
no,
I'm
not
going
to
share
what
I
was
going
to
share
because
it's
being
recorded
and
I
was
going
to
talk
about
a
different
client.
So
I
won't
do
that,
but
just
a
similar
situation
of
a
very
important
and
unique
like
urgent
and
unique
opportunity
because
of
of
support
to
do
work
and
people
not
being
able
to
get
out
of
their
own
way
to
make
it
happen.
A
A
So
I'm
hearing
some
things,
I'm
and
what
I
don't
know
is
if
tab
is
all
lined
up
with
each
other
on
it,
and
I'd
also
love
to
hear,
if
there's
stuff,
specific
from
additional
and
specific
from
counsel
and
staff
about
how
tap
could
help.
But
I'm
hearing
about
being
able
to
tell
the
story
about
the
problem
and
why
why
this
is
important
and
why
we
need
to
do
it
and
also
supporting
the
efforts
that
are
underway
and
even
though
it
might
not
be
moving
fast.
A
I
What's
the
change
model
and
from
becky
tonight
it
was
do
we
have
the
means
to
achieve
our
goals
or
hear
from
trinity
tonight
is:
where
does
vision
zero
fall
in
this,
and
so
I
think,
hearing
from
individuals
on
what
they
think
the
the
most
effective
thing
we
could
do
to
achieve
our
tmp
goals
is
something
that
we
don't
often
do.
We
have
goals
that
are
competing
against
one
another.
Some
work
together.
Some
some
are
our
intention
and
we
have
this
finite
amount
of
money
on
it.
On
an.
I
And
then,
even
in
a
grant
application
cycle
where
we
need
to
try
to
estimate
the
the
cost
and
benefit
and
the
value
of
different
things.
So
I
think
just
just
hearing
from
everyone,
because
I
think
we
see
very
different
first
priorities
or
top
priorities
for
achieving
some
of
these
goals
and
having
more
robust
conversations
at
a
high
level
that
aren't
project
specific
would
be
beneficial
for
all
of
us.
A
L
Yeah,
I
think,
ryan
phrased
it
I
mean
alex
you
wrapped
it
up
right
at
the
end.
There
I'd
raise
my
hand
I'm
like,
but
what
about?
What
about
so?
You
captured
it
right
at
the
end
there
I
think,
but
the
way
that
he
said
it
earlier
was
that
you
know
he
joined
this
board
wanting
to
talk
about
big
picture
policy
level
stuff.
You
know,
values
on
priorities
and
and
just
kept.
L
A
J
Can
I
have
something
positive
and
say
I
think,
a
good.
I
think
valerie
and
the
team
take
a
really
good
step,
at
least
on
the
ghg
and
the
bmt
components
that
are
highly
related
with
that.
Turning
on
down
the
dial
slide,
I
would
love
to
see
that
take
the
next
step
and
and
put
numbers
to
to
those
you
know
what
ghg
and
vmt
reduction
do
we
plan,
you
know
ranges
or
something
from
each
of
those
items
and
then
roll
up
and
then
and
then
that
can
help
with
discussion
here.
J
A
C
I
see
why
kind
of
seeing
progress
on
these
initial
initiatives
is
kind
of.
I
think
what
you're
asking
for
is
like
a
next
step
and
how
that
could
be
helpful,
but
I
think
we
just
need
to
think
about
that
more
and
anyway.
So
I
do
think
this
is
something
that
we
can
think
about.
Having
that
conversation
in
the
next
six
months,
so
yeah,
hopefully
that's
helpful.
J
Can
I
just
add
that
I
know
this
is
a
little
bit
of
roll
up.
This
leaves
work
like
what
I've
suggested,
but
the
current
current
state
is
that
june
13th.
I
don't
know
it's
on
the
agenda.
It'll
probably
be
some
proposals
and
there'll
be
factors
on
there
that
will
mention
vmt
or
ghg,
and
it's
going
to
be
more
of
the
same
of
well.
J
We
don't
have
a
common
basis
for
for
talking
about
these
things
and
I
don't
see
how
we
get
to
a
higher
level
unless
we
do
the
roll
up
the
sleeves
work
to
say:
here's,
here's,
here's
the
machinery
underneath
each
of
those
things.
Maybe
we
don't
have
time
for
it,
but
I
just
want
to
say
that
I
think
there's
a
there's
actual
current
problem
that
or
at
least
the
current
state
that
we
have
to
be
reflecting.
G
N
A
A
I
think
you
need
to
find
a
way
to
have
more
time
have
another.
You
know,
I
know
that
you
have
your
regular
meetings,
public
meetings,
but
something
else
along
these
lines.
It
does
four
hours
is
just
an
awful
lot
for
zoom.
I
wouldn't
recommend
doing
four
hour
chunks,
but
I
do
think
you
need
to
do
whatever
you
all
call
this
retreat
stuff.
You
know
where
you
can
have
this
form
and
and
you're
allowed
to
have
these
conversations
together.
A
L
B
K
K
You
know
it's
a
tough
thing
to
do,
because
there's
been
so
little
good
state
and
federal
guidance
historically
to
provide
to
cities
the
kinds
of
standards
for
building
safe
roads,
and
so
it
puts
a
lot
of
onus
on
cities
to
kind
of
build
that
out
for
themselves
in
many
ways.
So
I
really
appreciate
the.
J
You
know
our
you
know
our
as
tab
council
is
our
primary
or
one
of
our
two
primary
jobs
is
to
serve
council
to
provide
vice
council.
We
don't
have
that
many
direct
types
times
to
speak
with
council
and
having
you
here,
nicole.
I
think
just
changed
the
discussion
entirely
and
you
know
we
can't
ask
you
to
join
every
meeting,
but
I
appreciate
the
chance
to
to
kind
of
sync
up
with
you
and
have
this
three-way,
for
I
don't
know
whatever
number
this.
I
Spent
years
just
project
by
project
item
by
item
being
assured
that
nothing
could
possibly
be
improved
in
the
when
it
came
before
us
and
then,
after
the
fact,
very
little
reflection
or
attempts
to
to
avoid
some
of
the
things
that
we
kept
running
into
so
just
hearing
it
from
from
a
bunch
of
different
people
in
a
bunch
of
different
ways
that
we
we
all
tab,
certainly
included,
have
ways
have
room
for
for
improvement
and
how
we
go
better.
Wonderful.
G
G
So
I
just
want
to
thank
you
all
for
for
giving
me
a
bit
of
that
hope
tonight,
and
the
other
thing
that
I
saw
tonight
was
sort
of
this
building
of
relationships
and
community,
and
that,
in
my
mind,
is
what's
going
to
get
us
through.
All
of
these
really
hard
challenges
is
these
connections
that
we
have
to
each
other?
G
The
investments
that
we're
making
in
each
other
and
in
our
lives
together,
and
so
just
thank
you
for
giving
me
all
that
tonight
you
really
filled
me
up
and-
and
I
will
actually
try
to
come
to
as
many
as
I
can.
It
doesn't
always
sometimes
there's
other
things,
but
you
can
absolutely
ask
me
to
come
every
time.
D
I
think
I'm
really
just
appreciative
and
reflecting
tonight
on,
I
guess
the
the
kind
of
shared
reverence
that
we
all
have,
as
as
staff
as
elected
officials
as
appointed
officials
as
facilitators,
heidi
all
of
us,
in
the
work
that
we
do
in
mobility
and
its
impact
on
people's
daily
lives.
You
know
that
reverence
for
the
people
we
serve
and
why
we're
doing
this
work.
C
I'm
most
grateful
for
just
the
kind
of
steps
we've
taken
towards
each
other.
I
think
tonight
it
felt
like
we
for
quite
some
time
have
just
kind
of
been
maybe
talking
past
each
other
and
I
think
we're
getting
closer
to
one
another
and
that's
going
to
just
make
it
easier
for
us
to
work
together
as
partners
going
forward.
N
A
Great
did
I
miss
anyone?
I
think
I
didn't.
I
don't
know
meredith,
I
know
you're
there.
I
don't
mean
to
not
include
you.
I
just
know
you're
busy,
but
do
you
okay
so
anyway?
Thank
you
all.
This
was
a
big
big
long
amount
of
time
that
I
feel
like
there
was
some
positive
movement
and
there's
still
a
lot
of
work
to
do
right.
A
So
I
feel,
like
you,
start
from
a
really
great
place
if
you
can
find
ways
to
work
with
each
other
on
these
big
problems.
So
thank
you
all
very
much
for
showing
up
and
engaging
in
the
way
that
that
started
out
with
wanted
to
be
engaged
had
a
little
bit
of
fun.
But
I
can
see
a
lot
of
tired
faces
right
now,
so
we'll
call
it
a
night.