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From YouTube: City Council Workshop - 21 Jan 2023
Description
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/153962?handle=E4FA3E8CEB6E4E19BF93C933E2AC331D
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/153961?handle=241171DC7F404F41A00C8AAD6C8F6BB3
1. City Council and staff will meet to reflect on accomplishments of 2022 and discuss, plan and begin to set goals for 2023.
Welcome and Overview (9:00am-9:30am)
Team Building Exercise (9:30am-11:30am)
Lunch Break (11:30am-12:00pm)
Overview of the 2022 Strategic Plan (12:00pm-12:30pm)
Presentation of possible Strategic Plan changes. (12:30pm-2:30pm)
Break (2:30pm-2:45pm)
Discussion of modification to the Strategic Plan. (2:45pm-4:00pm)
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/153962?handle=E4FA3E8CEB6E4E19BF93C933E2AC331D
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/153961?handle=241171DC7F404F41A00C8AAD6C8F6BB3
C
Great
so
thanks
everyone
I
just
want
to
quickly
go
over
a
few
Logistics
before
we
start
so.
First,
thanks
to
our
hose
cross
purpose,
there
will
be
food
during
the
day.
So
in
the
morning
we
have
bagels
and
such
that
are
out
right
now,
we'll
keep
them
out,
we'll
be
water
and
reusable
cups,
and
so
there's
also
water
fountain
out
there
running
out
of
water
in
here
lunch
will
be
served
around
11
30..
C
It
also
do
some
sex.
In
the
afternoon
the
bathrooms
are
kind
of
in
the
middle
towards
the
beginning.
There
is
Wi-Fi
the
code
and
the
Wi-Fi
on
password
or
over
there.
We
do
have
a
lot
that
we'll
be
doing
today,
I'm
in
front
of
you.
You
should
have
a
schedule
for
the
day.
The
pack
is
electronic
and
we'll
be
going
through
the
PowerPoint,
so
we're
going
to
start
with
the
welcome
and
Nick
Kittle
who
facilitated
this
recruit
last
year.
C
For
those
of
you
who
work
here
so
Nick
I
think
spent
17
years
working
in
local
government.
He
was
a
public
works
director
in
a
large
city
in
Colorado.
He
was
one
of
the
Pioneers
in
terms
of
creating
Innovation
teams
in
City
governments,
mostly
in
Colorado,
and
after
the
last
several
years
he's
been
running.
A
company
called
sustainovation
where
he
goes
around
the
country
in
the
world
too,
a
little
bit
almost
almost.
E
C
And
basically
does
all
kinds
of
work
jobs
helps
local
governments
through
some
challenges
was
doing
some
work
in
California
recently,
so
we'll
be
facilitating
this
today.
The
morning
will
be
mostly
a
team
building
and
governance
model
discussion
and
workshop
that
Nick
will
oversee
will
take
a
bit
of
a
break
at
lunchtime.
Obviously
eat
lunch,
take
a
break
whatever
you
need
to
do,
and
then
the
afternoon
I
will
be
going
over
our
2022
strategic
plan.
C
What
we've
accomplished
today,
some
things
that
were
left
and
then
members
of
our
leadership
team
are
going
to
be
going
over
possible
changes
of
the
Strategic
plan.
We'll
take
a
break
in
the
afternoon
and
Nick
will
help
us
do
a
wrap
up,
and
so
the
idea
is
that
what
we
come
out
of
today
with
will
get
your
direction
from
Council
on
strategory,
if
you're
willing
to
make
a
Mr
strategic
plan
and
then
in
late
February
or
early
March,
we'll
bring
it
back
to
you
for
you
to
review
and
eventually
vote.
C
A
Thanks
I
appreciate
that
good
to
see
you
all
again
for
those
who
are
for
those
of
you
that
I've
seen
before
it's
great
to
see
you
all
and
thanks
for
spending
your
time
with
us
today,
I
really
appreciate
that
I
know
it's
a
commitment
to
be
here
on
a
Saturday,
but
we're
going
to
do
some
important
work
hopefully
have
a
little
fun
while
we
do
it.
That's
the
game
plan
I
like
to
keep
things
a
little
weird
out
of
the
gate.
A
If
you
didn't
learn
that
from
last
year,
That's
My
Style
and
we're
gonna
have
a
little
fun
right
out
of
the
gate.
Today.
What
I'd
love
for
us
to
do
is
play
a
little
game
of
rock
paper
scissors
if
you're
familiar
with
that
game
with
the
Twist
on
the
rolls
here.
So
the
only
twist
is
we're
going
to
do
a
best
of
three
with
the
person
next
to
you,
so
we're
going
to
partner
up
with
a
person
next
to
you
do
a
best
of
three
and
the
way
we
do.
F
A
Beat
scissors
scissors
beats
paper
and
paper
beats
Rock,
that's
it
and
so
we
go
through,
and
we
do
that
and
we
say
what
it
is
and
somebody
wins
somebody
loses
and
we
do
a
best
out
of
three
here's,
the
catch.
Here's
what's
different
about
this
one
is
the
person
that
beats.
You
then
becomes
your
Champion,
so
your
job
is
to
cheer
for
them
loudly
as
they
take
on
the
next
person.
A
A
A
E
E
E
G
H
A
F
E
A
Tell
you
a
quick
story
about
my
hometown,
so
my
hometown
is
Bellflower.
Illinois
I
grew
up
in
the
sticks
of
Illinois.
Basically,
and
my
dad
was
a
farmer,
and
so
we
spent
a
lot
of
time
in
a
little
tiny
town
on
population
400.
At
the
time
you
can
see
that
the
population
has
boomed
to
480.,
but
what
I
remember
about
this
town
and
growing
up
here?
A
Basically
the
middle
of
nowhere,
was
that
you
only
had
to
dial
four
numbers
in
town
to
get
anybody
so
I
had
my
rotary
phone
and
you
dialed
four
numbers
to
get
anybody.
I.
Remember
my
best
friends
down
here
was
three
two
one:
zero
and
I.
Remember
that,
because
it
was
a
lady
who
would
connect
your
calls,
we
had
a
switchboard
lady
who
would
actually
physically
connect
your
calls
in
town
and.
A
A
F
A
Was
six
years
old
that
the
volunteer
fire
department
would
light
off
the
dud
fireworks
the
next
day
in
the
grade
school
and
then
they
would
drink,
and
then
they
lit
our
grade
school
on
fire
as
they
were
lighting
off
to
fireworks
and
it
burned
to
the
ground
and
that's
no
joke.
Everybody
in
town
got
their
lawn
chairs
up
and
we
all
sat
there
and
watched
the
grade
school
burned
to
the
ground.
Mrs
Sprout,
baked
pies.
It
was
a
nice
sort
of
experience.
Everybody
in
the
town
was
real
close
to
each
other.
A
Good
thing,
I
remember
about
my
hometown,
is
that
everybody
would
go
out
and
change
the
number
on
the
Sun,
so
you'd
literally
go
out,
and
once
a
month
everybody
was
invited
when
somebody
was
born
or
somebody
passed
away.
You
could
go
out
if
we
change
the
number
on
the
sign
and
everybody
would
do
that
and
as
I
said,
the
population
was
400
back
in
1978
and
now
it's
burgeoned
to
408
they're,
doing
well
bustling
Metropolis
of
Bellflower
Illinois,
but
Jokes
Aside
you'll
also
notice
something
else
about
this
sign.
Hopefully,.
A
It
it's
the
home
of
nothing,
that's
the
truth
about
my
hometown.
Is
it
never
became
the
home
of
anything
and
when
we
think
about
our
communities?
That's
why
adult
flower
never
went
anywhere.
They
had
some
things
going
for
it,
but
they
never
capitalized.
They
never
knew
where
they
wanted
to
go,
and
that's
part
of
what
we've
got
to
do
is
identify
what
it
is
our
community
stands
for
and
who
it
is.
A
A
A
A
We
can
do
better,
that's
all
I'm,
getting
at
there
and
I
know
we're
responsible
for
running
this
community.
So
I
just
want
to
ask
a
couple
questions
real
quick.
Do
we
know
success
or
failure
when
we
see
it
do
we
know
something
successful
or
a
failure
when
we
see
it
so
what
I'd
like
for
us
to
do
here
for
a
second
is,
if
you
think
what
I'm
going
to
show
you
is
a
success,
give
me
a
thumbs
up
and
if
you
think
it's
a
failure,
give
me
a
thumbs
down.
H
A
And
this
was
the
other
competitor
of
the
Beast
guard
was
a
betamax
now
the
funny
part
about
beta
Max.
As
a
matter
of
fact
was.
It
was
a
better
terminology.
It
was
a
superior
technology
to
VHS
the
thing
that
they
didn't
do.
Was
they
refused
to
license
out
the
product
to
others,
whereas
that's
what
BHS
did
was
they
licensed
it
out
to
anybody,
so
anybody
could
construct
it
by
then
people
stopped
using
betamax.
A
A
M
E
A
A
But
you
know
in
the
in
the
early
2000s
the
late
90s,
this
was
going
to
be
the
solution
to
the
last
mile.
This
was
what
was
going
to
replace.
So
when
we
got
off
a
bus,
there
was
going
to
be
Segways
that
we
could
use
to
get
home
and
that
it
was
going
to
be.
We
all
had
a
segue
in
every
single
house.
That
was
the
vision
that
just
never
came
to
be
without.
L
A
A
E
A
A
Has
improved
your
marriage,
and
this
was
number
one
on
the
list-
was
the
DVR
now,
in
this
case
it's
the
opposite,
which
is
they
actually
owned?
The
patents
Tebow
could
have
chased
everybody
out
of
the
market.
They
could
have
owned
this
entire
Market,
but
they
were
too
kind
with
how
they
leased
out
their
technology
and
ended
up
getting
beat
out
by
the
DVR,
so
kind
of
the
opposite
story
of
what
happened
with
betamax.
This
is
what
happens
when
your
business
you're,
maybe
a
little
too
kind
with
how
you
go
about
it.
A
A
Probably
doing
something
illegal
by
confessing,
but
yes
I,
pirated
music
back
in
the
day,
but
it
was
it
took
days.
Remember
it
took
like
two
days
to
go
ahead
and
like
download
one
song
you
were
so
pumped
when
you
got
it
and
you
didn't
know
what
to
do
with
it.
So
you
listen
to
it
on
your
computer
at
any
rate,
Napster
it's
bankrupt,
but
fundamentally
change
the
way
the
music
industry
works,
so
I
would
stream
music
today
so
interesting,
right,
here's
this
bankrupt
company!
A
I
A
So
they
single-handedly
created
the
CD
industry
and
propped
it
up
when
nobody
else
was
that's
why
we
streamed
that
way,
and
then
that's
why
DVDs
became
standard,
because
the
CD
trays
were
fitted
to
a
certain
size.
They
were
already
built
into
the
computers
but
AOL,
basically
created
CDs
and
DVDs.
As
the
way
we
consumed
that.
What.
E
A
Know
is
that
I
have
an
MSN
personal
email
address,
that's
right,
which
means
I
get
what
Cheryl's
doing
to
me
right
now,
which
is
a
giggle
in
a
lab.
So
all
he's
doing
it
too.
But
when
you
tell
somebody
like
what
it
is,
you
know
and
they
and
they're
like.
Oh
can
you
please
tell
them
your
email
address
and
say:
oh,
it's
killed
in
TN
MSN
and
then
people
always
look
up
later
and
then
they.
A
A
A
Little
bit
of
like
sort
of
your
email
address,
I've
never
given
up,
but
you
get
like
a
thousand
spam
messages.
Now
it's
just
basically
like
a
spam
filter
is
all
it
is
right,
interesting,
one
right
how
about
the
QR
code,
success
or
failure
almost
universally
successful
around
the
room
here.
In
fact,
I
I
didn't
see
a
thumbs
down
as
a
matter
of
fact.
So
let's
consider
the
story
of
the
QR
code
for
a
second
in
the
1960s.
It
was
introduced
by
Toyota
Toyota
production
systems
introduced
this
to
maintain
inventory
tracking.
A
A
One
was
going
to
be
a
QR
code.
Upc
symbols
ended
up
beating
out
the
QR
code,
so
it
didn't
catch
on
them.
So
there
was
that
Resurgence
in
the
80s
where
they
tried
to
make
it
come
it
didn't
work.
Then,
in
the
90s
there
was
another
effort
to
launch
it
in
the
early
2000s,
maybe
you'll.
Remember
it
caught
on
in
a
big
way
and
all
of
a
sudden
people
started
putting
QR
codes
on
stuff
added,
their
signature
or
whatever
that
looked
like
it's.
Just
your
phone
couldn't
consume
it.
A
A
If
I
asked
this
question
in
the
90s,
you'd
be
like
what's
a
QR
code
and
yeah
here,
it
is
the
way
that
we
do
everything
today.
It's
certainly
a
commonly
accepted
form
of
doing
stuff.
My
point
here
is,
we
don't
always
know,
what's
a
success
or
what's
a
failure
in
the
moment
it
depends
on
perspective
and
time
and
that's
a
lot
like
running
a
community.
A
To
expose
you
to
them
and
then
hopefully
have
a
little
bit
of
guided
conversation
about
where
are
you
being
on
them?
So
that's
the
intent
of
this
with
the
with
the
team
building
exercise
right
out
of
the
gate
here,
I
am
going
to
go
ahead
and
hand
out
some
pieces
to
a
puzzle.
So
what
I've
done
here
is
I've
gone
four
puzzles
in
this
box.
There
are
two
identical
sets
of
puzzles,
so
two
of
these
puzzles
match
two
other
puzzles,
so
they'll
be
producing
two
identical,
posits.
A
J
I
H
L
H
L
H
L
E
A
G
A
G
A
Talk
about
this
for
a
second,
what
was
what
was?
What
was
the
thing
that
sort
of
was
the
Breakthrough
for
you?
How
did
you
do
this
so
quickly,
fast,
yeah,
recognizing
that
there's
two
backs
to
this
puzzle,
which
very
few
Crews
do
every
successful
one
almost
except
from
maybe
one
exception,
figured
out
that
the
backs
have
different
pieces,
but
usually
it's
much
later
into
the
process.
Usually
it's
not
right
out
of
the
gate.
E
A
I
A
Then
you
figured
out
there's
these
inserts
in
here.
That
also
are
the
other
puzzle
as
well.
So
once
you
have
both
of
the
road
maps
before
they
get
a
lot
easier
to
do
it
not
unlike
a
strategic
plan,
we
have
a
road
map
to
work
off
if
it
gets
a
heck
of
a
lot
easier
to
put
the
pieces
in
the
right
place
for
us.
What
else
was
a
challenge
in
terms
of
getting
this
put
together?
What
else
sort
of
maybe
held
us
back
a
little
bit
too
many
hands?
Yeah
Cook's
in
the
kitchen,
a.
A
A
Not
what
I
do
so
I'm
gonna,
let
you
do
what
you
do
and
that's
true
for
what
we
all
have
to
do
as
well.
Isn't
it
sometimes
it's
our
role
to
step
in
and
play
a
bigger
role
in
a
situation.
Sometimes
it's
not
sometimes
it's
our
role
to
take
a
step
back
and
let
somebody
else
take
a
leave.
Yeah
Jim.
You
did
that,
but
you
think
the
pieces
with
you.
H
A
Never
seen
it
come
together
this
quickly
before
I'm,
really
really
impressed
with
you
all
great
communication.
I
think
one
of
the
other
things
is
when
you
got
those
pieces
sorted
out,
you
got
those
into
two
separate
Stacks.
Then
you
can
actually
have
more
effective
teams.
Tackling
those
and
I
heard
somebody
make
a
joke
and
I'm,
not
sure
who
made
the
joke,
but
it
was
somebody
was
talking
about.
They
know.
A
People
who
do
a
lot
of
puzzles
and
I
was
in
Shawnee
Kansas,
and
there
was
a
lady
in
the
room
who
was
actually
a
champion
puzzle
maker
like
she
was
a
champion.
I've,
never
heard
of
such
a
thing,
but
she
was
a
champion
puzzle
person
and
so
everybody
in
the
room
literally
just
put
all
the
staff
in
front
of
her
and
all
walked
away
and
sat
down
which
destroyed
the
lesson.
I
was
out
for
the
day.
You
know
we're
just
gonna,
let
her
do
the
work
and
she
did
she
crashed
it.
A
E
E
A
My
intent
here
is
to
have
a
big
section
of
that
discussion,
be
here,
but
I'd
also
like
for
our
directors
to
participate
when
we
get
into
the
discussion
phase
as
well,
just
because
this
is
a
really
excellent
opportunity
for
us
to
make
sure
that
we're
communicating
about
how
we
view
things
and
if
we
understand
where
we're
coming
from
it
makes
it
a
lot
easier
to
engage.
So
one
of
these
is
the
Carver
governance
model.
Have
you
heard
of
this?
Before?
Has
anybody
heard
of
Carter
governance
before
okay?
A
This
is
probably
eight
hours
in
and
of
itself
as
a
workshop.
If
you've
ever
done
it,
it's
a
pretty
a
pretty
big
thing,
but
this
is
a
a
method
used
by
a
lot
of
governments
as
well
as
non-profits,
and
the
intent
here
is
to
kind
of
clarify
the
roles
of
how
the
different
organizations
operate.
So
what
happens
on
an
organizational
level
what
happens
at
the
executive
level
and
what
happens
with
the
directors
with
the
board
of
board
of
directors?
A
A
What
is
it
we
would
like
to
see
you
accomplish
here's,
what
we're
looking
for
we're
looking
for
quality
of
life
for
our
community
or
you
know,
insert
whatever
that
looks
like
there,
but
we're
looking
for
sort
of
that
high-end
statement
and
the
ends
of
what
you're
actually
after
the
goal.
Then
it
comes
to
the
organization
to
figure
out
how
to
accomplish
that
goal.
A
For
you
on
your
behalf,
because
you
as
the
board
are
the
representatives
of
the
citizens
of
our
residents,
so
your
role
becomes
getting
their
feedback
and
helping
to
get
their
feedback
in
a
way
that
it
can
be
consumed
and
then
translate
that
over
into
a
message
that
the
the
staff
here
can
then
operate
on
and
that's
the
intent
of
that,
and
so
we
think
of
it
as
an
as
a
representation
of
ownership.
That's
the
role
of
the
board
in
this
case
in
the
cardboard
governance
model.
A
A
A
Yes
or
no,
this
is
a
reasonable
interpretation
of
what
we're
after
and
if
not,
then
we
provide
additional
clarifications
so
that
we
can
be
clear
about
how
staff
is
executing
on
your
priorities
and
again
it's
policy
driven.
So
the
goal
is
for
you
to
define
the
policies
that
they're
going
to
go
enact
for
you
now
there's
different
models.
What
I
like
about
this
model
personally,
is
that
it
helps
create
clear
delineation
where.
A
A
Here's
how
we'd
like
you
to
accomplish
that?
Well,
hopefully
that's
decision
to
make
your
job
is
to
hold
them
accountable
for
that
right.
But
that's
the
goal
is
accountability
and
where
we
transfer
accountability
for
one
part
to
the
other
and
again
as
the
board.
Your
job
is
to
be
that
representative
for
the
ownership
of
the
company,
which
in
this
case
is
our
residence.
A
So
that's
the
Carver
governance
model
and
again,
we'll
have
a
chance
to
talk
through
what
works
about
that
for
you.
What
doesn't
work
about
that
for
you?
Do
you
like
it?
Do
you
not
like
it?
That's
the
conversation
we're
going
to
have
here
just
a
minute,
a
couple
other
things
I'd
like
to
introduce
is
this
one.
This
is
one
of
my
personal
favorite
models.
I
was
introduced
to
this
by
a
city,
manager
and
I
thought.
A
This
was
a
really
brilliant
representation,
because
I
think
this
works
not
only
for
staff,
but
for
you
all,
as
well
as
council
members,
which
is
the
question
poll
of
the
things
we
deal
with
and
there's
these
really
difficult
pushes
and
pulls
that
we
deal
with.
So
one
of
them
is
this
space
of
individual
rights
versus
public
good
they're
at
odds
with
each
other.
Sometimes
that
becomes
a
challenge
for
us
because
all
of
a
sudden
we're
sitting
here
is
this.
An
individual
right.
I
have
to
take
away
that
individual
right
to
create
a
public
good.
A
Give
that
public
good
outweigh
that
individual
right
and
we've
got
to
do
that
constantly
in
terms
of
evaluating
things.
Now,
when
I
was
a
public
works
director,
we
had
to
use
eminent
domain
in
order
to
build
a
roadway
that
was
going
to
service
tens
of
thousands
of
people.
Every
day
now
we
have
tried
everything
we
could
to
acquire
the
land
we've
gone
through
every
single
process,
I
sat
down
in
those
homeowners
homes
for
weeks
on
end
attempting
to
get
them
to
work
with
us
on
this.
A
J
A
So
super
popular
guy
here
for
a
hot
second,
but
that
was
the
nature
of
it.
Public
good
in
this
case
outweighs
your
individual
right
and
I
hate
that
that's
the
case,
but
I
can't
reasonably
turn
around
and
say
to
the
people
that
I'm
responsible
to
We
Can't
ease
traffic
in
Colorado
Springs
period
for
hundreds
of
thousands
of
people,
because
I'm
going
to
go
ahead
and
make
sure
that
their
dog
has
a
backyard
to
claim.
A
You
know
those
are
that's
the
challenge
of
it
and
I'm
keeping
it
real,
but
that's
the
truth
of
those
kinds
of
difficult
decisions,
and
so,
in
that
case,
public
good
had
to
Trump
individual
rights.
Now,
there's
plenty
of
cases
where
individual
rights
have
to
Trump
the
public
good.
But
that's
the
constant
balancing
act
that
you
all
are
in
staff
is
all
always
in.
So
that's
the
stuff
we're
trying
to
weigh
out
and
figure
out
as
we
go
through
decision
making.
In
my
estimation,.
E
A
E
A
Is
an
interesting
one
too,
because
what's
efficient,
isn't
typically
the
most
responsive
and
what's
responsive
is
almost
certainly
never
efficient.
I
can
deploy
a
resource
right
now
immediately
to
address
an
issue.
Is
that
the
most
efficient
use?
Probably
not?
Is
it
responsive
absolutely?
So
that's
part
of
the
struggle
that
we
deal
with
as
well
as
we
think
here,
and
we
talk
about
the
space
of
individual
rights
public
good.
A
We
also
have
to
balance
out
efficiency
versus
responsiveness
and
which
do
we
want,
and
so,
as
staff
staff,
probably
going
to
tend
to
lean
towards
efficiency,
come
back
to
you
with
we're
making
a
fishing
you
know
use
of
the
resources
given
and
I
would
imagine
that
you,
as
the
leaders
of
the
organization,
are
saying
that's
important
to
you.
It
is
important
for
staff
to
become
efficient
in
how
they
accomplish
these
things.
A
Let's
recognize
that
when
we
put
them
in
a
position
to
be
responsive,
which
is
probably
something
that
you're
wanting
in
the
moment
when
dealing
with
a
constituent,
you're,
getting
the
resident
phone
call
they're
upset
about
something
they
want
something
to
happen.
They
want
it
to
happen
and
I
recognize
this.
Always
mad
I
don't
know
if
anybody
is
like
hey,
you
know
what,
whenever
you
get
to
this
it'd.
A
A
To
it,
whatever's
efficient
for
you
that'd
be
great.
That's
not
what
it's
like.
We
have
to
deal
with
the
responsive
aspect
of
that,
but
what
recognize,
when
we
pull
somebody
into
a
responsive
space,
we
pull
them
out
of
an
efficiency
mode.
So
all
of
a
sudden,
what
we're
attempting
to
do
on
an
efficiency
ends
up
getting
kneecapped
a
little
bit
by
our
desire
to
be
responsive
and
vice
versa.
Our
desire
to
be
responsive,
isn't
necessarily
efficient.
Now.
A
Exceptions
to
this,
but
this
is
the
way
that
I
kind
of
see
these
two
sort
of
playing
out
against
each
other.
I
just
want
you
to
have
a
moment
to
maybe
absorb
your
thoughts
around
that
and
see
whether
that's
something
that
resonates
with
you
doesn't
resonate
with
you
and
have
a
conversation
here
in
a
minute
about
where
do
we
fall
as
a
leadership
group?
A
A
As
the
Eisenhower
model
I,
don't
know
why
but
clearly
had
something
to
do
with
Eisenhower.
In
this
case,
it's
about
recognizing
the
space
sort
of
urgent
versus
important
in
which
something
is
so,
for
example,
when
we're
dealing
with
a
police
phone
call,
you
know-
and
it's
it's
something-
that's
a
violent
crime.
Perhaps
we're
dealing
with
that
category
of
urgent
and
important.
We
don't
really
have
a.
We
don't
have
a
say
to
that.
A
That's
urgent
and
important
we've
got
to
deal
with
it
in
that
category,
and
so
we
call
that
the
do
category
we're
gonna
go,
do
it
right
now
it's
urgent
and
important.
We've
got
to
get
it
done.
Well,
we
have
the
not
important,
not
urgent
category.
Those
are
things
that
we
try
not
to
do.
Generally
speaking,
if
we
can
avoid
those,
then
we're
going
to
increase
our
efficiency.
The
idea
would
be
that
we
increase
our
Effectiveness
or
efficiency
somewhere
else,
because
we're
dedicating
resources
to
things
that
are
important
or
urgent.
A
P
A
E
A
J
G
A
And
Sean
starts
to
figure
out
what
resources
need
to
be
put
in
place
in
order
for
that
to
be
successful,
and
then
there's
this
other
category
of
important,
but
not
urgent,
and
in
that
case
we
have
to
make
decisions.
It
can
be
very
different
and
unclear.
We
have
a
lot
of
disagreement
in
that
space,
and
so
that's
a
lot
of
the
times
when
we
end
up
disagreeing
about
certain
things.
It
falls
under
that
important,
but
not
urgent,
category
and
I.
Imagine
we
could
think
about
this
with
snow
storms.
A
Obviously,
we've
had
a
lot
of
storms
here
lately
the
question
is:
is
what
does
a
residential
street
priority?
Look
like
you're,
getting
a
phone
call,
because
they're
six
inches
of
snow
on
the
ground
and
the
plows
haven't
come
through
a
neighborhood,
but
you
also
know
that
the
plows
are
out
there
dealing
with
priority
routes
related
to
safety,
making
sure
people
get
to
hospitals
and
schools,
and
those
are
the
priorities
if.
A
I
A
Of
the
time,
I
think
the
last
month
being
an
exception,
the
Sun
comes
out
and
helps
us
out
solve
that
problem
itself.
So
usually
we
can
let
that
one
slide
a
little
bit
but
as
we
think
about
these
sort
of
Staff
things
that
we've
got
to
deal
with
in
these
challenges
and
the
things
that
you
do.
If,
for
example,
you
had
a
constituent
call
up
every
single
one
of
you,
I
know:
I
know
that
never
happens.
A
You
never
get
bombarded
with
those
kinds
of
moments,
but
when
that
does
happen,
the
question
is
which
of
these
are
we
deploying
you
know
and-
and
we
may
have
a
difference
of
opinions
about
that
too.
Mayor
may
feel
very
differently
than
you
feel
about
what
the
urgency
of
that
situation
looks
like
with
the
importance
of
that.
So
it
becomes
a
communication
opportunity
for
us,
and
the
question
is:
how
do
we
communicate
about
this
I
feel
it's
urgent.
You
feel
it's
less
surgery.
A
What's
the
conversation
about?
How
are
we
going
to
agree
on
what
that
looks
like
and
again,
the
goal
is
to
delegate
that
if
we
look
at
the
Cardinal
governance
model,
our
goal
is
to
take
something
like
that
on
the
board
and
say
Here's
the
policy
that
we've
set
related
to
quality
of
life.
How
are
you
going
to
go
out
and
make
sure
that
these
routes
are
cleared
in
the
priority
order
that
makes
sense
and
we're
building
in
the
efficiency?
And
then,
when
we
deal
with
the
responsiveness
part
of
this,
then
it
becomes
wait.
A
second.
A
J
A
The
feedback
he's
getting
and
figure
out
what
that
priority
looks
like
and
that's
difficult
to
do.
That's
difficult
to
do
and
very
difficult
occasion
for
staff
to
do
so.
Those
are
the
things
we're
trying
to
weigh
out
and
just
kind
of
get
a
Baseline
and
an
understanding
on.
That's
the
discussion
I'd
like
to
have
with
you.
Those
are
three
different
models
and
sort
of
thoughts
as
I
relate
to
governments
and
I.
Do
this
work
with
a
lot
of
elected
officials?
Do
this
work
with
a
lot
of
Staff
as
well?
A
B
A
So
that's
what
I'd
like
to
have
a
discussion
and
I'd
like
to
have
the
discussion
here,
but
I'd
also
like
to
have
the
directors
involved
here
a
little
bit
as
well.
After
maybe
the
initial
board
discussion,
because
I'd
like
to
hear
from
you
all
about
some
of
the
things
that
work
for
you
don't
work
for
you
in
this
space
and
if
you
don't
like
what
I'm
saying
I'm
comfortable
with
that
I
want
you
to
push
back.
A
It's
okay
say
you
know
what
I
don't
believe
that
this
is
the
right
model
for
us
to
use.
I,
don't
like
the
way
that
this
is
set
up,
I'm
cool
with
that.
But
that's
the
discussion
I'd
like
to
have
so
what
is
it
that
you
think
the
role
of
council
is
and
do
you
agree
with
the
carbon
model?
Do
you
think
that
that's
a
good
way
to
start,
or
maybe
not
so
much
just
putting
it
out
there?
A
I
guess
I
could
start
off.
Yeah
and
Rita
feel
free
to
raise
your
hand
as
well
I'm,
watching
the
board
I'm
able
to
see
here,
but
if
we
want
to
go
back
to
the
Carver
model,
the
slide
I
I
do
agree
to
it.
To
a
certain
extent,
I
was
thinking
about
why
you
were
talking.
Okay,
I
do
agree
that
we're
should
be
providing
the
vision
for
the
city
and.
A
To
meet
those
goals,
but
also
was
thinking
about
specific
instances
like
let's
say
that
we're
thinking
about
putting
in
bike
Lanes
within
the
stadium,
obviously
being
a
cyclist,
I
kind
of
know
exactly
where
a
lot
of
the
cyclists
are
going.
You
know
where
in
the
city
that
we
probably
need
a
little
bit
more
focus
in
terms
of
bike
Lanes,
so
for
me
there
I,
probably
will
kind
of
put
my
foot
forward
and
say:
hey,
I,
really,
don't
believe
this
is
the
best
area
for
it.
A
I
I
really
appreciate
that
clarification
too,
because
I
think
what
you're
bringing
up
is
a
great
point.
You
all
have
areas
of
expertise
as
well
and
that
informs
your
decision
making
and
that's
because
I'm,
a
cyclist
I
know
where
some
of
the
gaps
are
in
this
and
I'd
like
to
weigh
in
on
what
some
of
that
looks
like
for
sure.
So
appreciate
that
that's
great
that's
a
great
point.
I
think.
H
Point
I
agree
with
the
model
and
I
think
this
is
something
that
I've
worked
to
get
better
in
the
last
year.
About
focusing
on
this
is
my
mission
for
the
end
goal.
How
can
we
make
that
happen?
I
think
something
that
is
a
child
and
a
council
member
is
that,
while
we
are
focused
on
the
ends
right
to
Define,
an
advanced,
successful
site
for
our
community,
our
constituents
are
often
coming
to
us
and
have
their
experiencing
the
means.
Yeah.
H
Just
an
inherent
challenge
of
good
coming
to
stock
and
saying:
okay,
we
have
this
problem,
but
try
not
to
get
into
the
weeds
but
acknowledging
because
again
represent
constituents,
and
it
was
just
an
inherent
challenge
right
there,
which
I
think
we
navigate.
But
that's
part
of
what
this
doesn't
capture.
A
A
great
great
edit
and
great
comment
there
and
I
think
we
can
come
back
to
that.
One
too,
because
I
think
that's
one
where
staff
and
the
team
can
weigh
in
a
little
bit,
which
is
what's
the
right
way
to
deal
with
that
when
they're
coming
to
me
with
the
means,
how
am
I
supposed
to
turn
around
and
communicate
those
means
to
you
or
the
concerns
with
those
means
without
getting
in
the
weeds
and
saying
here's
how
to
do
it.
A
B
Thank
you
and
I
think
I
totally
agree
with
it,
especially
at
kind
of
a
30,
000
foot,
abstract
level.
It's
easy
to
say:
Yes
City,
council's
Primary
role
is
focusing
on
those
ends
and
the
organization
is
executing
those
and
figuring
out
the
best
way
to
do
that.
But
when
we
start
thinking
about
specific
instances,
I
think
often
those
those
two
roles
cannot
be
like
hermetically
sealed
off
or
each
other,
and
the
example
that
comes
to
mind
is
our
discussions
on
affordable
housing.
B
You
know
if
we
were
just
to
implement
this
model
in
a
very
strict
kind
of
fashion,
our
direction
would
be
staff
who
want.
You
know
we
want
to
Foster
environment
for
affordable
housing.
There's
the
ends
do
it,
however,
you
want
to
get
there
well
we're
actually
also
responsible
for
passing
the
codes
and
policies
that
often
dictate
the
how
we're
going
to
get
there.
You
know
our
our
housing
policy,
our
development
code
and
all
those
kind
of
things
have
specific
means
built
into
us
and
those
those
are
means
things
that
are
that
are
delegated
accounts.
B
Passengers,
codes,
okay.
Now,
of
course,
we're
going
to
hear
you
know,
hire
consultants
and
hear
from
staff
and
all
those
kind
of
things,
but
ultimately
on
some
stuff
or
a
number
of
things,
there's
significant
significant
overlap.
Now,
once
those
policies
have
been
passed
that
you
know
when
it
comes
back
to
back
to
staff,
but
there
is
an
element
where
we
are
ultimately
dictating
the
means,
through
through
code,
through
ordinances
and
even
resolutions.
A
And
I
want
to
weigh
in
on
that
and
build
on
that
too,
a
little
bit
of
time,
because
I
agree
with
you
and
I
think,
even
in
those
cases,
what
you're
doing
is
helping
to
create
that
policy
and
policy
governance
is
totally
within
the
purview
of
this
right.
We
have
to
pass
and
codify
things
that
would
enact
affordable
housing
to
be
possible
here.
That's
totally
in
your
purview
from
a
governance
perspective
right
and,
and
the
question
becomes.
M
Even
though
yeah
the
challenge
I
see
with
this
model
is
I,
don't
see
an
effective
way
to
address
immediate
issues
with
how
things
get
done
or
executed.
Okay,
the
level
of
customer
satisfaction
with
achieving
the
policy
is
an
important
function
for
a
city
council,
member,
yes
and,
and
so
I.
Don't
I,
don't
see
that
about
it
in
in
this
model,
I'm,
just
not
picking
that
up.
A
And
my
apologies
on
that
Steve
I
was
going
to
go
ahead
and
the
the
policy
itself
is
incredibly
long.
That's
in
there,
which
is
the
the
accountability
of
rigorous
standards
being
held
for
the
executive
team.
So
the
responsibility
there
is
for
Sean
to
answer
your
vigorous
questions
related
to
how
it's
being
enacted.
So
if
you
have
a
dissatisfaction
with
customer
service,
we
don't
raise
it
as
an
individual
issue,
necessarily
and
say
this
individual
I'm
going
to
go
talk
to
you.
A
A
M
Have
trouble
and
the
city
manager
and
I've
had
discussions
about
this
understanding,
the
boundary
where,
where
you
know
do
this
as
opposed
to
make
this
policy
happen,
Okay
Okay.
So
to
me
the
solution
to
my
resonator
called
me
and
says:
I
have
this
problem
is
to
say,
go
fix
this
resonance
problem,
often
that's
what
that's
what
I'm
inclined
to
do
and
that
doesn't
comport
well
with
this
particular
model.
Now
we're.
I
I,
like
the
cardboard
Governor
governance
I,
one
of
the
things
that
I
think
is
really
required
in
that
is
flexibility
on
either
side
to
make
changes
and
in
this
weather,
right
now
and
I'm.
Thinking
back
to
2006
when
Denver
had
numerous
snow
storms
like
every
three
days
and
you
drive
down,
Broadway
and
Inglewood
was
doing
pretty
good
he'd
get
into
Denver
and
down
by
I-25
and
Broadway.
I
There
was
snow,
piled
up
on
the
streets
on
either
side
and
I
think
at
times
it
was
down
to
one
life
and
there
had
also
been
new
environmental
rules
where
you
could
not
believe
that
no
on
the
banks
of
Cherry
Creek,
the
banks
of
South
Platte
River,
which
Denver
and
all
the
communities
here
did
all
the
time
Inglewood
ran
out
of
space
to
dump
snow.
There
was
nowhere
else
to
put
Snow
and
obviously,
at
that
point,
Public
Works
is
over
budget
under
snow
removal,
stuff
and
con.
I
It
came
back
to
council
and
we
had
to
be
flexible
and
look
at
it.
How
do
we
take
care
of
this
problem?
Public
Works
came
in
with
some
name
ideas,
but
it
ended
up.
We
had
to
rent
a
machine
to
melt
snow,
it
was
put
in
the
parking
lot
and
there
were
all
these
Stacks
any
huge
stacks
of
snow
and
they
stick
it
in
this
machine
and
it
start
melting
them
and
you
pull
out
parking
blocks.
I
A
Is
is
really
important:
okay,
yeah.
This
is
a
great
discussion
and
the
kind
of
discussion
I
wanted
to
have,
because
you
know
it's
hard
to
communicate
these
things.
We
have
differing
thought
processes
about
how
things
should
be
accomplished
and
having
a
model
to
at
least
base
our
discussion
off
of
it
is
useful
because
some
of.
A
A
That
is
just
different
when
we
don't
have
a
model
to
work
off
of
it's
something
where
we're
kind
of
guessing
at
how
we
approach
it
and
every
approach
is
different
and
at
least
if
we
have
a
starting
place
for
the
discussion,
we
can
start
there
and
say
you
know
what
I
understand.
Why
you're
saying
flexibility
is
important
here
and
you
know
I'm
being
asked
about
how
we're
accomplishing
this
from
a
means
perspective
I
need
to
weigh
in
heavier
on
this.
A
D
Thank
you,
I
think.
One
thing
that
we
need
to
be
cognizant
of
also
is:
according
to
the
Charter
one
of
our
major
roles
is
the
budget
and
the
budget
ties
into
all
these
policy
decisions,
and
so
I
guess
one
thing:
if
we're
using
this
model,
I
believe
that
staff
should
have
the
responsibility
to
tell
Council.
We
can't
afford
this
instead
of
just
doing
whatever
Council
wants
done
so
I,
don't
totally
agree
with
it.
I
think
it's
a
good
framework
to
work
from,
but
that's
my
Point
thank
you.
D
A
A
E
A
H
H
H
You're
not
doing
this
job
is
countable
ultimately
responsible
for
all
the
decision.
We
need
right,
but
we
have
the
least
context
frankly
out
of
anyone
in
the
room
on
the
day-to-day
as
oftentimes
I
will
commission
with
me
that
feels
urgent
and
important
to
me,
but
I'm
not
any
leads
in
that,
but
you
know
what
all
the
other
competing
priorities
today
right
and
our
staff
is
so
responsive
to
us
to
draw
what
they're
doing
and
to
respond,
but
sometimes
that's
not
the
right
answer.
Sometimes
it's
actually
I
need
more
context
for
them
to
say.
H
Actually
here
are
all
the
good
things
that
are
happening.
This
is
still
the
most
important
thing,
but
so
often,
if
I
just
don't
have
the
awareness
or
the
abilities
we're
not
angry
with
right
and
so
I
think.
That's
an
inherent
challenge
in
this
job.
To
help
prioritize
either
only
see
the
thing
that
you're
talking
to
staff
about,
and
you
don't
see
the
whole
picture
of
the.
A
Urgency,
thank
you
and
I
think
that's
a
great
point.
It's
a
challenge
and
I
think
the
thing
becomes.
How
do
we?
How
do
we
go
forward
productively
in
a
way
where
it's
like
you
know
this
would
be
valuable
to
me
as
a
councilwoman
to
be
able
to
say
you
know
what,
if
you
said,
we're
dealing
with
this
this
and
this
that
will
help
you
frame
it
out.
A
You
know
through
that
process,
and
so
that's
that's
part
of
it
too.
Is
it's
like
you
know.
If
we
have
a
set
of
guidelines,
at
least
we
understand
each
other
as
we
directly
we
know
where
each
other's
coming
from,
whereas
if
we
don't
have
that,
then
it
becomes
well
you
you
did
that,
for
you
know,
counseling.
A
L
E
A
E
A
A
Are
you
more
in
the
efficiency
space
or
more
in
the
response
of
this
space?
Well,
I
guess:
I
could
start
off
with
this
one
as
well.
Just
because
this
is
my
line
of
work
outside
of
council
is
efficiency
right,
so
I
work
in
software.
The
whole
point
of
software
is
to
have
a
system
in
place
that
allows
you
to
do
things
more
efficient
than
the
least
amount
of
people
in
the
search
right,
so
I,
I,
I,
gravitate
towards
that,
but
I
do
understand,
there's
going
to
be
exceptions.
A
That
does
require
responsiveness
and
I
think
just
to
remember,
Newton
Camp's
point
about
not
having
the
entire
context
of
it
is
where
I
need
to
understand.
If
there's
really
like
a
system
in
place
that
allows
well,
the
responsiveness
comes
to
me
is
like
what
is
the
bandwidth
that
our
department
has
to
handle
that
specific
issue,
so
not
knowing
exactly
what
their
day-to-day
is.
A
Knowing
that
we
only
have
X
amount
of
people
within
each
department,
are
they
able
to
do
the
responsiveness
without
affecting
the
other
one,
their
other,
their
other
duties,
and
so
that's
normally
the
type
of
conversation
I
like
to
have
at
the
city
manager?
If
we
were
to
do
this,
how
does
that
impact
that
way?
M
M
A
I
believe
that
too
I
really
appreciate
that,
because
I
think
that's
part
of
it
there's
different
levels
of
responsiveness
that
we
can
engage
in
and
from
a
policy
perspective.
How
do
we
create
policy
that
guides
that
level
of
responsiveness,
as
opposed
to
dealing
with
responsiveness?
Is
this
individual
issue,
but
we
have
an
expectation
right
and
that
expectation
is
clear
so
that
we
know
you
need
to
respond
with
a
certain
time
frame.
That's
responsiveness,
the.
A
M
A
A
Back
and
say
Here's
the
budget,
and
then
we
have
a
fiscal
discussion
about
it.
We've
got
to
recognize
that
we
can't
have
that
policy,
because
that
policy
is
unaffordable
to
us
to
be
able
to
do
that
again.
That's
your
choice
as
well.
You
and
I
shouldn't
say
your
choice.
It's
not
like
the
budget.
Is
we
get
all
that
flexibility,
but
we
have
some
flexibility
in
there
to
be
able
to
say
that
is
a
policy
we
believe
in.
We
recognize
that
we're
going
to
have
to
staff
you
up
in
order
to
hit
this
policy.
A
That's
what
the
budget
needs
to
look
like
bring
me
a
budget,
a
policy
document
that
shows
that
that's
the
case,
as
opposed
to
saying
we
want
a
response
within
24
hours.
No
additional
money,
you
know
figure
it
out,
make
it
happen
right
and
that's
that's
the
challenge
that
staff
runs
into.
Sometimes
it's
like
we'd
love
to
make
this
happen
for
you.
We
just
don't
literally,
have
the
resource
to
be
able
to
do
that,
but
it
sounded
like
we
had
some
comfortable
pushing
back
and
saying
you
know
what
I
understand
that
that's.
A
One
of
the
things
is,
though,
sometimes
you
know
a
request.
We
can
do
it
and
again
we're
balancing
efficiency
and
responsiveness,
but
Steve
can
I.
Can
you
give
the
example
that
you
and
I
talked
about
this
week
about
the
your
feedback
that
was
good
to
me
about
the
cube
alert
and
that
that
response
that
you
were.
M
E
M
M
To
and
that
no
response
should
be
closed
until
we
have
finished
with
the
response.
Last
week,
I
submitted
three
or
the
week
before
last.
Three
requests
in
this
trailer
system,
as
the
manager
has
asked
me
to
do,
instead
of
sending
the
dependents
of
it,
okay
and
one
of
them
was
open.
One
of
them
was
closed
and
then
those
two
were
issues
that
were
within
a
block
of
each
other
and
reported
at
the
same
time,
and
then
a
third
one
was
literally
closed.
M
A
E
A
This
is
what
I
got
back
and
then
Sean's
job
is
then
to
go
to
those
individuals
and
deal
with
that.
You
know
and
do
whatever
managerial
actually
didn't
be
taken
to
that
I
mean
Sean
in
this
case,
when
you
hear
something
like
that,
what
would
be
the
preferred
mechanism
like?
How
would
you
say
that
that
would
be
you
know?
It
would
be
great
if
you
would
communicate
that
with
me
XYZ.
A
What
are
your
thoughts
on
on
how
that
communication
could
work
best
for
you,
I
mean
I,
appreciated,
knowing
kind
of
the
expectations
and
also
I,
don't
know
intercubular
every
day
and
reading
everybody's
responses,
and
you
know,
there's
a
variety
of
responses
from
different
departments
from
different
staff
members
and
how
the
staff
members
feeling
that
day
there
are
a
lot
of
factors
that
go
up
into
what
that
is
Steve.
The
one
I
was
really
talking
about
was
the
one.
A
M
So
the
city
so
now
the
social
media
blast
about
reporting
icy
spots
on
the
roads
and
use
the
Q
alert
system
to
record
this.
So
those
were
the
two
requests
that
I
had
opened
that
I
mentioned
earlier,
and
the
response
I
got
back
from
public
works
on
the
requesting
was
closed.
Was
we're
working
the
high
priority
areas
right
now,
we've
received
your
report
and
we'll
get
to
your
your
location.
M
If
and
when
we
have
time,
that's
my
feeling
on
that
from
a
resonance
standpoint,
is
you
asked
me
to
tell
you
where
snow
needs
to
be
removed
and
when
I
report
it?
Your
response
is
we're
going
to
work
on
what
we
plan
on
working
on
and
if
we
have
time
to
get
to
your
thing,
we
will
that's
very
frustrating
because
you're
asking
me
for
where
you
want,
where
I
want
to
be
served
and
then
you're
telling
me
that
you're
going
to
do
what
you're
trying
to
do
originally
anyway
right.
I
You
need
to
prioritize
what
that
is
now
most
of
us
I
think
when
we
get
that
call
from
the
citizen,
the
citizen
believes
they
are
probably
whatever
their
problem
is,
is
in
the
top
five
of
the
city
right
and
so
Public
Works
is
a
good
example
and
snow
removable
is
a
good
example.
You
see
it
on
social
media,
where
people
are
saying
well,
City
used
to
have
the
greater
sound.
I
There
isn't
done.
Creators
there's
one
grader
right,
that's
all
there
is
those
citizens,
don't
understand
that,
and
every
one
of
them's
problem
is
the
biggest
problem.
There
is
because
it's
theirs,
it's
it's
the
ice
at
the
end
of
their
block.
It's
blocking
up
their
storm
drain
and
so
I
I
think
it's
almost
I
mean
we.
We
as
console
members,
really
have
got
to
understand
her
understand
where
Public
Works,
where
their
priorities
are
and
what
they
are
doing,
because
they
know
them
better
than
I
know
them
unless
I'm
driving
every
Street
in
the
city
every
day.
A
A
So
a
citizen
needs
to
know
that
we've
taken
their
their
concerned
spiritually
so
by
just
closing
it
out
and
not
providing
them
any
type
of
resolution
where
possibly
muting
system
feedback
into
the
future,
and
that's
my
concern
with
the
way
that
we
have
that
process
today,
your
other,
your
larger
point
is
more:
do
we
have
the
equipment?
Do
we
have
the
workforce
to
actually
plow
the
city
after
these
consecutive
stores
and
no
sunlight,
that's
a
bigger
issue.
A
I
M
I
G
M
A
Because
if
you're
more
eloquent
than
I'm
getting
kind
of
stated
to
them,
but
maybe
we
had
a
need
for
standards
expectations,
you
know
we've
done
this
broad
statement
that
we
will
always
respond
and
we
will
start
getting
started,
putting
the
names
on
a
lot
of
the
things
that
counselves,
but
even
more
kind
of
granular
standards.
For
you
know
the
cumulative
response.
This
is.
E
A
Me
their
expectation
that
it
sounds
like
there
are
multiple
accounts
and
there
is
something
to
have
that
expertise
on
how
we
communicate
back.
So
my
job
is
to
create
the
standards.
Is
this?
What
you
want
and
then
make
sure
it's
being
implemented,
is
that
that
would
be
Carver
governance?
Time
is
you're
going
to
make
recommendations
to
the
council
about
what
responsiveness
looks
like
you
would
State.
We
have
an
expectation
of
responsiveness
or
customer
service
in
the
community.
You
would
state
that
larger
goal,
this
staff.
A
In
this
case
you
want
to
come
back
and
and
say
Here's
how
we
intend
to
enact
that
we
will
and
you
can
be
as
tactical
or
strategic
about
it,
as
you
would
want
to
be.
My
expectation
is,
you
would
delegate
importance
of
that
responsiveness
into
the
organization
and
get
some
of
that
feedback,
because
responsiveness
is
probably
different.
A
The
policy
itself
could
have
goals
attached
to
it,
and
those
goals
are
something
that
you
can
have
an
expectation
of
reporting
out
on
get
the
goals
and
targets
aren't
being
hit
or
we're
running
into
situations
like
this
again
with
proof,
not
any
data,
but
the
data
we
got.
The
facts
we
know
the
situation
then
there's
an
expectation
to
hold
Sean
accountable
for
going
back
to
staff.
To
say
you
know
what
we're
not
getting
the
target
safe.
A
A
Issues
related
to
that,
like
from
a
budgetary
perspective
or
a
technology
perspective,
it's
Sean's
responsibility
to
raise
those
backwards
and
push
back
and
say
you
know
what
we
don't
have
a
system.
I've
worked
with
cure,
I
know
how
well
it
works
and
I
think
it's
frustrating.
Sometimes
it's
a
bit
of
both.
You
know
key.
Well,
that's
an
interesting
one,
but
there's
other
Pockets
like
that
too
I'm
sure,
where
individually
you've
encountered
those
moments
where
it's
like.
A
Okay,
on
different
issues,
the
question
is:
is
there
a
policy
that
Sean
could
look
to
and
say
you
know
what
this
is
our
policy?
Our
policy
is
responsiveness.
You
all
have
asked
me
to
be
responsive.
Here's
what
we
agreed.
That
meant
you
adopted
it,
that's
what
you
said
is
a
priority
and
here's
how
we're
reporting
out
here.
A
You
know
this
happens
in
every
Community
I
go
to,
but
probably
we've
got
seven
different
people,
ping
and
Sean
with
similar
types
of
issues
all
with
different
levels
of
expectation
related
to
responsiveness.
How
does
he
filter
that
when
he
goes
back
to
staff,
and
hopefully
we
don't
have
this
I?
Imagine
it?
It
also
creeps
up.
We
don't
have
people
contacting
department,
heads
or
staff
members
directly
and
if
we
do
that's
a
policy
we
should
probably
take
a
look
at.
Is
that
appropriate
or
could
that
be
routed?
A
Through
you
know
the
city
manager
and
in
cardboard
governance,
you
can
hold
Sean
accountable
for
the
performance
of
the
staff,
but
that's
his
accountability
to
you.
Your
accountability
is
to
say
here's
the
priorities
of
what
it
is.
We're
after
now
go
execute
and
prove
to
us
that
you're
doing
what
it
is.
You
said
you
were
going
to
do
and
if
you
don't
like
what
he's
doing,
then
he's
got
to
come
back
to
you
and
say
you
know
what
here's,
how
I
recommend
we
change
it
and
that's
the
relationship.
F
B
A
I
is
critical,
but
maybe
they've
just
gotten
used
to
my
expectation,
but
can
we
kind
of
let
them
and
I'm
sorry
to
bring
this
on?
You
know
we
haven't
talked
about
this,
but
okay,
thoughts
on
that,
because
that
affects
I,
know
that
affects
our
officials.
Yeah
I
think
that's
great,
and
thanks
for
introducing
that
so
staff
you've
got
team.
You
got
permission
here
and
an
invitation
John's
saying
when
he
started
off.
Responsiveness
was
top
of
the
list.
The
question
is,
is
how
are
we
balancing
responsiveness
and
efficiency
now?
A
M
O
He
typed
out
an
email
and
he
said:
I
want
this.
These
particular
areas
and
what
I
did
with
that
is
I,
took
that
and
I
put
it
into
a
work
document
and
I
just
started
going
on.
So
my
agenda
once
a
month
is
10
pages,
but
it's
everything
across
South
by
renewed
and
across
utilities,
and
it's
very
good
for
both
of
us
because.
O
O
That's
what
he's
asking
for
given
that,
because
there's
a
reason
why
he's
asking
so
I
think
it's
it's
recognizing
that
there's
probably
a
reason,
and
you
give
that
and
then
you
have
the
dialogue
of
what
that
means
to
to
actually
execute
on
that
and
I.
Think
that's!
The
thing
is
you
start
with:
if
you're
asking
for
something,
then
our
job
is
to
give
it
to
you
or
to
say
here's
what
here's,
what
it
takes
two
years.
L
However,
that
being
said,
there
are
those
kind
of
ways
that
come
and
we
work
through
the
window,
be
it
short-term,
rentals
or
whatever
it
may
be.
You
have
to
work
through
those
waves
and
the
thing
that
I
worry
about
you
know:
I
spend
some
time
on
with
my
staff
is
making
sure
that
they're
not
overly
frustrated
and
the
way
I
try
to
do.
That
is
related
back
to
the
bigger
policy
issues
that
they're
trying
to
implement,
because
there
is
that
day-to-day
things.
Why
did
this
come
now?
L
A
This
is
where
this
is
where
it
is
because
I
think
a
lot
of
the
staff
members
to
get
over
and
frustrated
I.
Think
that's
why
I
think
I
appreciate
that
comment
on
importance
and
keeping
people
focused
on
what's
important.
The
question
is
why
the
level
of
urgency
you
know,
is
this
a
truly
an
urgent
issue,
or
is
this
something
that
it's
obviously
important,
because
it
ties
into
one
of
our
strategic
priorities?
That's
important
and
that's.
Why
that's
what
they
asked
me
and
that's
when
I
try
to
reflect
that
yeah
I!
Think
that's
great
yeah,
I!
A
I'll,
try
and
communicate
that
back
and
summarize
thoughts
if
I
could
I'll
try
and
do
that
for
you
councilman
I.
In
this
case,
what
Brad
was
saying
is
that
you
know
for
a
staff.
He
tries
to
focus
them
back
and
get
them
back
into
a
place
of
focusing
on
what's
important
as
they
ask
questions
related
to
how
how
urgent
is
it
and
there's
ways
that
we
deal
with
in
terms
of
certain
things
like
short-term
rentals,
there's
an
urgency
to
it
right
now.
A
K
Try
to
talk
a
little
louder
too,
so
this
speaks
to
efficiency,
Bruce's
responsiveness,
but
of
the
operational
efficiency
of
some
of
the
requested.
Yet
are
done,
you
know,
but
a
lot
of
Staff
time
we
have
to
pour
into
us.
Can
you
know
chip
away
at
our
operational
efficiency?
You
know
the
staff
time
that
we
have
to
put
in
to
it
and
I
know.
We
talked
about
that
and
you
know
the
work
and
the
expectations,
but
and
a
good
example
is
maybe
the
Cure
you
know
I.
Imagine
your
example.
K
There's
probably
more
than
just
a
year
or
two
that
came
into
public
works,
they're,
probably
hundreds
of
them
and
I'm
sure
we're
getting
out
in
code
enforcement
for
sidewalk
at
100
zones.
So
by
the
time
it
takes
to
answer
them
could
be
spent
working
towards
institutions
or
debt
problem,
because
so
so
that's
just
one
thought
and
then
the
second
thing
I
have
is
just
a
wing
of
the
request
when
it
comes
from
or
through
city
council
I
mean
that
holds
a
lot
of
weight
right
and
I.
K
O
Yes,
so
kind
of
lay
your
own
around
with
the
Q
report,
comments
and
things
I
think
it's
important
when
we
get
a
request
from
Council
via
Sean
that
we
include,
if
we're
not
even
into
it,
that
expectation
of
the
time
partner,
and
that
goes
into
the
cute
alerts.
As
you
go
back
to
Sean
back
to
council
the
brass
point
about
smoothing
out
the
waves
I
think
that's
what
it
is.
You
can
communicated
the
director
to
your
staff.
That's
what
you
ask.
How
long
is
it
going
to
take
you
based
on
your
resources?
O
Give
me
an
answer:
that's
why
we
don't
have
it
in
our
fingertips
and
then
communicating
that
back
to
council's
expectation
on
time
frame
and
that
layers
into
the
efficiency
versus
responsiveness.
So
you
can
be
responsive
that
you
need
to
provide
with
detail.
That's
the
effective
communication
for
a
couple
things
today
that
I
hadn't
necessarily
heard
before
so
we've
barely
got
work
to
do
should
not
be
shut
down.
O
You
kind
of
need
to
balance.
All
of
that
and
Staffing
is
a
struggle.
I
think
everybody
knows
that
in
the
current
market
and
so
also
trying
to
keep
that
in
the
back
of
our
minds
as
well
too.
But
what's
moving
on
stable,
not
willing
to
overload
staff,
you
know
it
might
work
staff.
Our
three
screws
are
out
there.
You
know
really:
busted
ice
literally
have
been
going
on
stop,
but
we're
looking
for
efficiencies
just
throw
it
out
there
and
we
set
up
a
piece
of
equipment.
O
O
A
A
Part
of
the
discussion
is
also
about.
How
do
we
smooth
the
way
about
it
and
what
was
being
stated
is
when
we
have
clear
time
frames
coming
from
Sean,
or
we
have
a
clear
expectation
on
the
time
frame
or
responsiveness.
It
helps
to
smooth
the
waves
out
as
we
deal
with
Staffing
challenges
and
other
priorities
as
well.
So
that's
one
of
those
things.
That's
really
helpful,
it
sounds
like.
Is
you.
A
Because
Sean
says
it
or
because
you
say
it
as
council
members,
it
has
a
weighted
urgency
to
it
that
maybe
isn't
the
weighted
urgency
that
is
necessary
to
actually
accomplish
it
effectively.
So
is
it
something
where
responsiveness
is
actually
saying,
you
know
what
within
a
week
if
we
could
get
this
taken
care
of
that's
an
acceptable
time
frame
or
is
there
a
way
to
help
clarify
time
frames
versus
urgent
right
now,
drop
everything
I
know,
you're,
skiing
get
off
the
mountain
get
in
here
and
start
scraping
us
right.
A
O
Yeah
exactly
I
think
it
goes
both
ways
too
right.
So
maybe
we
get
a
request
and
it's
like
hey.
This
is
super
urgent.
We
need
to
be
able,
as
directors,
to
communicate
with
our
staff
back
and
be
as
Sean
with
the
council
understood
super
urgent,
here's,
our
ETA,
it
may
not
be
you
know
10
hours
or
24
Hours
by
d36
right.
We
need
to
communicate
that
back.
So
there
is
that
expectation
and.
H
And
whatever,
hopefully,
nobody
in
this
case
nothing
I'll
just
say
to
you,
because
we
all
want
to
stay
happy
to
everything,
but
I.
Think
with
that
being
said,
it's
really
important
to
understand
that
we
are
doing
more
with
us
and
I
think
this
is
a
team
of
people
who
want
to
do
these
impeccably
well
and
so,
for
me,
is
important
to
have
the
thoughtful
time
but
I.
If
somebody
is
saying
yes,
it
usually
impacts
multiple
people
and
I.
H
Think
when,
when
we
say
yes,
that
really
just
means
that
we're
going
to
be
pushing
it
down,
that's
actually
so
I
like
and
that's
in
the
conversation,
Sean
and
I
have
had
a
lot.
Was
she
wanted
to
say
yes
to
everything,
but
what
he
didn't
recognize
is
what
that,
what
the
long-term
impact
of
that
was,
and
we
were
constantly
running
off
on
a
tangent
and
I
felt
like
we
were
never
like
bringing
it
back
to
like.
We
all
sit
down
as
a
team
from
our
divisions
or
our
departments
and
not
about.
H
Generally
speaking,
what
are
you
gonna
look
like
Staffing
delegation?
What
kind
of
that
may
be,
but
I
want
to
do
it?
Well,
I,
don't
want
to
just
crank
things
up
or
say
we
have
one
person
come
join
council
meeting
with
a
brand
and
idea
and
sort
of
literally
dropping
everything
and
running
off
to
just
do
something,
just
ideas,
so
that's
where
I
I
would
share
with
him
like
I'm,
counting
on
you
to
like
be
that
buffer,
because
we
want
to
say
yes,
there's
no
doubt
about
it,
but
I
think
it.
H
Because
you
know
we're
a
small
but
mining
team,
but
it's
really
important
that
we
follow
the
Law's
critique
and
we
have
the
thoughtful
time
to
do
that
on
top
of
Taylor
and
some
of
these
extra
projects
that
are
phenomenal
ideas-
and
this
is
a
very
amazing
Council
I
I-
think
that
you
all
have
the
best
interests
of
deaf
and
this
community
in
mind
and
I.
Think
you've
done
a
good
job
of
starting
to
balance.
That
and
Sean
has
come
a
long
way.
I
appreciate
it.
E
I
A
I
feel
like
it's
my
one
of
my
top
two
businesses,
because
you
desire
to
be
responsible,
yeah
I
mean
somebody
is
perfectly.
It's
stated
that,
and
my
fear
is
that
directors
have
just
gotten
used
to
it
like
I'm,
not
going
to
prioritize
it
so
they're
just
going
to
drop
it
and
stop
worrying
about
it,
because
I
do
feel
like
sometimes
my
telling
Council
that
we
can't
do
this
right
now
is
not
acceptable.
That
is
not
that
it's
not
a
collective
message
that
I
get
It's,
just
sometimes
an
individual
message.
A
E
A
A
B
Something
I
had
one
of
these
come
up
where
resident
contacted
me,
and
they
were
that
worked
with
the
water
department
facilities
to
get
a
water
meter
installed,
and
it
had
been
quite
some
time
and
to
me
longer
than
an
acceptable
time
frame
and
so
I
brought
it
to
Sean
and
I
kind
of
got
the
reasoning
behind
it.
You
know
those
water
meetings,
water,
meter,
shortage
and
staff
shortage
and
all
of
that
stuff,
which
is
you
know,
reality
of
the
world,
we're
in
right
now
and.
B
Was
probably
in
September
October,
they
brought
the
request,
they
said
we'll
get
to
it
by
December,
and
that
seemed
like
a
long
time,
but
with
the
explanation
that
went
along
with
it,
I
thought.
Okay,
that's
you
know,
that's
acceptable,
I
passed
it
back
to
you
know
to
the
resident
and
they
were
yes,
oh
right
by
December.
They
were
totally
happy
with
that,
and
so
it
wasn't
I
think
the
kind
of
the
chief
thing
here
and
what
I'm
you
know.
What
I'm
hearing
from
a
lot
of
people
is
that
Community,
the
communication
of
the
reasons?
B
Why
and
all
of
that?
That
goes
a
really
long
way
for
me
and
I.
Think
for
for
residents
too,
is
when
they
hear
we
just
can't
get
to
it.
You
know,
even
with
the
Hue
alert
system,
you
know
if
we,
if,
if
we
get
another
bat,
if
this
stuff
doesn't
go
away
and
we
get
another
battling,
I,
don't
think
it
would
particularly
be
an
error
to
say:
hey
we're
shutting
down
healer
right
now
we
got
enough
to
keep
us
busy
with
with
for
four
weeks.
B
We
don't
want
to
pretend
like
we
can
get
all
these
right
away.
This
is
just
beyond
our
capacity
so
that
that's
communicated
clearly
to
Citizens
that
this
is
just
not
something
that
we
have
the
capacity
to
do.
I
think
that
would
be
a
better
solution
than
to
say
give
us
your
few
alerts
and
then
and
then
to
not
be
able
to
fulfill
those
requests
and
that
kind
of
thing,
but
I
just
get
that
communication
goes
a
long
ways
towards
alleviating
response
kind
of
getting
the
council's.
A
B
Just
I
have
a
question
for
the
group
in
terms
of
our
responsiveness,
accounts
and
I'll
use
the
real
world,
so
Chelsea
do
send
an
email
to
the
city
manager
about
some
text
messages
and,
as
it
turned
out,
those
were
mistaken.
They
actually,
however,
the
technical.
It's
just
somebody
checked
the
checkbox
that
they
should
have
checked.
B
I
responded
with
Sean
with
here's
what's
happening,
I,
don't
know,
Sean
got
a
chance
to
respond
back
to
you,
but
should
we
be
more
proactive
as
directors
of
made
out
of
sometimes
it'll
ask
us
to
respond
directors,
but
he
also
understand
forward
as
we
reply
to
YouTube.
It
is
automatically
copy
the
council
member
he's
going
to
happen
in
practice
of
other
directors
or.
A
Yeah
generally,
if
we're
responding
to
a
counselor,
I
mean
yeah
just
CC
meeting.
If
it's
something
that
they've
asked
for,
if
it's
something
that
we're
giving
him
bad
news
or
a
hard
message
that
Council
may
not
receive
without
my
filtering
and
explaining
or
whatever
it
doesn't
probably
just
me,
but.
G
A
B
B
A
J
M
Representing
the
the
citizenry,
even
if
we
do
that,
as
opposed
to
Citizen,
says
this
I'm
going
to
say
this
I
feel
like
sometimes
it's
just
shoot,
every
single
individual
thing,
it's
that
Sean
and
star.
Just
because
we're
council
members
there's
no
strategy
there,
you're
just
bombarding.
So
it
feels
like
we're
making
a
cog
in
the
wheel
all.
M
Not
ourselves
being
strategic
and
saying:
okay,
well,
I
know
what
policy
is.
We
know
what
the
budget
is.
We
we
know
the
streets,
the
schedule,
it's
on
the
website,
I
mean
you
know,
I
feel
like
we
can
maybe
sometimes
do
more
in
our
direct
response
back
and
completely
alleviate
the
systems
that
that
we're,
asking
more
and
more
from
to
tend
to
I
mean
I
feel
like
we're
not
using
our
roles
completely
efficiently.
We
could
do
more,
it
doesn't
have
to
necessarily
do
all
those
have
to
go
through
that
Cube,
whatever
system.
A
A
A
A
Do
and
in
that
situation
that's
going
to
be
something:
that's
not
urgent
if,
if
the
citizen
is
not
an
there's,
nowhere
to
see
them,
they're
they're
in
and
they're,
just
letting
me
know
hey.
This
is
happening
in
my
neighborhood,
like
that.
That
to
me
is
not
like
an
urgent
but
I've
been
telling
me
hey.
This
is
happening
right
now.
You
know
I
need
to
have
an
answer.
A
What
you're
saying
you
can
do,
this
I
mean
and
occasionally
a
counselor
would
say,
I
need
this
now
and
I
will
say:
I
know
you
can't
do
this
now,
so
it
take
two
weeks
so
I
mean
I,
we're
all
filtering
right.
We
all
want
to
build
very
different
constituents
I'm.
Looking
for
a
few,
you
know,
Saturn's
filtering
come
back
to
me
and
so
and
that's
important
that
we
all
like
find
that
balance.
Yeah
and
I
do
think
that
we
do
a
good
job
of
that.
I
mean
I've
worked
plenty
of
counselors.
H
H
I
think
we
can.
The
seven
of
us
can
commit
to
doing
that,
because
I
think
there
have
been
times
for
the
last
year
again
we
have
no
invisibility
on
if
you're
dropping
everything
requests,
we
just
get
it
back
or
not
right
and
so
I
I
the
conversation.
If
we're
on
the
same
team,
there
should
be
the
ability
to
give
context
and
say:
hey,
that's
really
strapped
right
now.
Can
this
wait
another
week
for
me
A
lot
of
times?
Oh
yeah,
of
course,
I
just
don't
know
you
know.
H
What's
going
on
and
I
do
not
want
the
team,
you
know,
should
you
say,
drop
everything
and
then
their
whole
work
week
was
thrown
into
chaos
or
something
I,
don't
even
urgent,
right
and
so
I
think
we
keep
having
that
communication
and
just
providing
more
context.
Wednesdays
we're
having
these
conversations.
H
A
In
this
space,
which
is,
we
maybe
have
different
perspectives
on
what
responsiveness
looks
like
and
it
seems
like,
there's
some
ways
to
Define,
maybe
responsiveness
from
staff
and
what
that
feels
like
and
looks
like
under
urgent
situations
and
non-urgent
situations,
and
we
can
help
create
some
clarity
around
that,
so
that
staff
is
able
to
push
back
on
Sean
and
say
wait.
A
second
I'll
be
talking,
bridging
and
important,
and
coming
from
Council.
Yes,.
E
A
Then
drop
it
and
go
or
you
know
what
they're
saying
it's
it's
urgent,
but
it's
not
important.
So
let's
go
ahead
and
make
sure
we
get
somebody
on
it
and
let's
respond
back
like
this,
you
know,
so
we
can
create
some,
maybe
guidelines
around
what
that
looks
like
to
ease
everybody,
because
if
there's
a
few
things
that
can
get
taken
off
of
your
urgency,
a
staff
and
put
into
your
efficient
plate,
instead
it's
going
to
be
much
much
better
for
the
residents
as
an
overall
basis.
A
You
know,
however,
you
are
the
owner's
Representatives
under
the
Carver
model.
That's
who
you
are
you're
the
owner's
Reps
for
this,
so
that
accountability
still
exists.
The
accountability
exists
here.
You
know
you.
The
directors
have
accountability
after
Sean.
Sean
has
accountability
to
you
and
you
still
have
that
right
responsibility
to
be
able
to
say
you
know
what
you're
getting
my
standards
or
you're
not
hitting
my
standards.
A
Okay,
that's
the
stuff
we
got
to
get
better
at,
but
if
we
do
have
some
shared
language
around
this,
then
maybe
we've
got
something
to
work
with
there.
Maybe
that's
something
that
staff
can
come
back
and
present
and
say
you
know
what
here's,
how
we'll
deal
with
these
kinds
of
things
and
I
I
like
the
here's.
The
type
of
communication
I'd
like
with
the
resident
I
I,
think
there's
a
space
for
you
to
weigh
in
on
that,
that's
not
in
the
weeds,
but
that
is
very
much
so
appropriate
of,
like
here's.
A
A
The
other
priorities,
because
it's
coming
from
six
different
council
members
because
they
all
got
contacted
you
know
what
I'm
getting
that.
So
it
sounds
like
I'm
hearing
that
conversation,
which
is
we
can
define
a
response
in
this
a
little
bit
and
we
have
urgent
and
important
as
a
thing
to
weigh
out
now
as
we're
as
we're
kind
of
weighing
in
and
council
member
wink
I
really
liked
what
you
were
saying
with
that
it
was
just.
Can
we
be
part
of
the
solution
to
triage
some
of
this?
A
You
know
and
and
appreciate
those
comments
back,
hey,
I
triage
when
I
can
to
lots
of
times
when
I
don't
know.
That's
when
I
go
ping
staff,
because
when
I
don't
know
the
answers
to
those
questions,
I
wanna,
I
wanna,
we
got
a
little
bit
of
time
left
and
I
just
want
to
ask
one
other
question
here
at
the
bottom
of
this
great
great
discussion
and
I:
don't
want
to
abandon
him
and
come
back
to
it
if
you
want
or
stay
right
here,
that's
your
call,
okay,
but
the
last
one
is.
A
What
are
the
rules
can
Council
play
for
the
organization,
because
I
think
there
are
some
other
roles
that
you
all
are
incredibly
empowered
to
play,
and
one
of
those
that
I
see
is
we
talked
about
recruiting
talked
about
recruitment
for
a
second
now
I've
watched
your
Council
sessions
because
I'm
that
guy
the
guy
who
goes
home
and
eats
popcorn
and
watches
this
stuff,
because
I
love
watching
a
good
counseling
session.
But
what
I'll
say
is
thank
you
for
being
rational.
E
A
A
To
that
stuff,
by
the
way,
as
somebody
who
works
with
local
governments
across
the
country,
that
is
not
always
the
case
and
is
a
massive
part
of
recruitment.
I
I
would
bet
dimes
to
dollars
that
anybody
who's
been
hired
into
this
organization
within
the
last
year
has
watched
the
council
session
before
they
got
out.
A
Transportation
Commission
so
I
appreciate
that
you
know
it's
not
a
drill
down,
but
you
know
you
watched.
You
did
observe
that
that's
one
other
role
that
you
play
as
a
group
of
leaders
right
and
when
you
deal
with
each
other
respectfully,
which
you
do
and
I
really
appreciate
that
I'm
sincere,
that's
not
always
the
case
around
the
Denver
metro,
my
wife
hates
it,
but
I
watch
a
lot
of
these
things
and
I
I
observe
this
stuff.
A
O
Not
just
trust
among
the
council,
that
is
trust
with
trust
with
us,
as
directors
and
I
think
this
goes
back
to
the
previous
conversation
that
those
years
since
Sean's
been
here
that
we
have
focused
on
follow
through
and
focused
on,
responding
has
instilled
a
developed
level
of
trust,
and
so
there's
a
strong
level
of
trust
among
the
Council
of
astronomical
level
of
trust
between
counseling
directors,
I.
Think,
there's
a
strong
level
of
trust
and
I.
Think
that's
why
we
did.
Those
in
four
minutes
is,
if
you
tie
it
back
to
the
puzzle,.
O
The
puzzle
started
the
reason
why
we
eat
everybody
else
around
I
think
is
embedded
in
that
trust
me.
Nobody
got
up
there
and
felt
like
oh
I
can't
do
this,
because
if
I
do
then
I'm
going
to
have
to
deal
with
the
consequence
so
the
next
time
it
was,
everybody
walked
in
there
and
said
we're
solving
this
puzzle,
which
is
which
is
helping
you
become
more
efficient
and
probably
how
we
serve
the
city
back.
A
A
You
have
that
and
that's
clear
and
evident,
and
we
don't
always
agree
on
stuff
and
that's
clear
to
have
it
and
that's
okay,
but
the
way
that
you
engage
with
each
other
if
I'm
somebody
watching
and
I'm
being
recruited
by
your
community
I,
wouldn't
have
a
problem
coming
to
work
here
because
of
the
way
that
you
engage
with
each
other.
You
weren't
beating
up
staff,
which
I've
seen
you
things
aren't
going
your
way.
You
beat
up,
that's
not
what
was
happening
and
there
was
disagreements
in
the
sessions
that
I
watched.
A
A
A
J
E
A
E
A
M
Don't
know
I,
know,
I,
think
one
thing
that's
easy
to
forget
sometimes
is
not
only
do
we
represent
our
constituents,
but
we
are
in
constituents.
Yes,
we
are
in
order
to
sit
on
this
Council.
You
have
to
live
in
this
community.
You
have
to
be
a
resident,
and
you
know
we're
activists,
but
we're
also
invented
in
the
community
on
a
day-to-day
basis.
So
another
set
of
eyes
and
ears
in
the
community
to
see
what's
going
well
and
what
Bears
Improvement
I
think
is,
is
one
of
those
roles.
H
E
H
A
H
A
K
H
J
H
Perspective
of
Staff
of
many
departments,
I
think
that
I
think
you
guys
are
it's
just
you're
doing
a
great
job
and
regarding
and
it
has
it
hasn't
always
been
that
way.
You
know,
there's
been
you
know,
ways
to
compare
that
or,
like
you
said,
other
organizations.
You
know
we
all
networked
with
our
Industries
and
we
all
hear
the
stories,
but
I
think
that
it
depends
to
you
all.
I
mean
as
a
whole.
H
A
One
of
the
things
that's
tough
about
trust
is
that
we
tend
to
judge
others
by
their
behavior
and
ourselves
by
our
attention
right
in
that
hard
space,
but
that's
how
it
works
right.
So
it's
not
fair,
because
I
look
at
you
and
what
you
did
I
get
angry
about
what
you
did
as
opposed
to
recognizing
what
were
your
intentions
and
if
I
did
the
same
thing
back
to
you,
you'd
be
looking
at
me
like
look
at
what
you
did
right
as
opposed
to
what
my
intentions
were.
A
Thank
you
for
assuming
positive
intent,
because
if
you
look
for
it,
you'll
probably
find
them
it's
there
and
maybe
we're
not
doing
it
exactly
how
you'd
like
it
done.
That's,
okay,
our
desire
is
there
to
improve
and
that's
the
trust
building
that
needs
to
happen.
That's
so
critical
for
for
us
to
build
a
puzzle
in
four
minutes
and
Crush
every
other
community
out
there,
every
other
community
out
there.
You
know
that's
fantastic,
though.
A
The
number
one
fear
is
the
exact
same
and
I'll
give
you
a
guess
at
which
year
it
wasn't
right,
but
the
number
ones
here
in
America
is
corruption
of
government
officials,
so
the
starting
condition
for
us
to
deal
with
the
public
as
staff
is
dealing
with
the
greatest
fear
in
America
for
them
that's
the
public,
so
the
Public's
already
started.
We
start
off
with
a
trust
deficit
and
we're
working
against
that
constantly,
and
you
all
as
the
examples
of
that
as
the
ones
who
are
helping
to
build
that
trust.
E
A
But
that's
the
part
we
can't
always
engage
in,
which
is
ending
this
great
fear
and
know
that
that's
what
we
deal
with
the
staff
when
we're
having
to
start
dealing
with
an
issue
we're
already
dealing
with
an
upset
afraid,
individual
and
people
are
afraid
of
you
they're,
usually
not
too
kind
about
it.
You
know.
So
it's
a
struggle
on
that
level
to
kind
of
deal
with
the
kindness
aspect
that
you
want
us
to
maybe
exhibit
and
at
the
same
time,
knowing
the
response
is
going
to
be
fear-based
and
probably
not
necessarily
supportive.
A
I
That
reminds
me
of
that
question
coming
from
people
who
may
not
know
which
is
oh
you're,
a
politician
and
my
immediate
response
is
no
I'm,
not
I'm
an
elected
official
but
I'm,
not
a
political
engineer
and
I
mean
it
does
change
right
there,
something
where
you
can
relate
a
little
bit
better.
If
you're
in
politician,
you
can't
relate
as
well
love.
A
A
Certainly
one
of
my
favorite
things
when
you
say
your
Chief
Innovation
officer
and
sit
down
for
government,
always
one
of
my
favorite
conversations
to
have
with
somebody
at
a
bar
as
they
sit
here
and
let
me
know
how
they
feel
about
that
right.
Weren't,
you,
an
oxymoron!
Thank
you
I'm.
Also,
a
person
who
serves
our
community
I'm,
incredibly
proud
of
that
and
I
won't
feel
bad
for
what
I
do?
That's?
Who
I
am
as
well
and.
O
A
A
A
A
C
C
Out,
maybe
we'll
get
out
early,
maybe
it'll
help
get
more
time
for
some
discussion.
Maybe
it'll
do
both
so
thanks
tonight
facility
in
such
a
great
morning,
and
that
we
were
able
to
and
a
little
bit
earlier.
So
again
we
do
have
grades
and
whatnot
out
there.
If
we
can
run
out
of
water
here,
there's
a
bubbler
in
the
front.
We
also
be
putting
some
snacks
out
later
in
the
afternoon.
C
So
what
I'm
going
to
do
right
now
is
what
I
typically
do
at
a
council
meeting
once
a
quarter.
We
just
go
over
the
2020
computer
adhesion
plan
and
the
quarter
update,
what's
going
to
be
a
little
bit
different.
This
time
is
that
it's
not
just
quarter
four
of
2022
that
will
be
presenting
it's
the
entirety
of
2022.,
so
I'm
going
to
be
going
over
with
projects
we've
completed.
C
We
are
joined,
obviously
with
the
whole
leadership
team
today,
so
obviously
I'm
not
a
subject
matter
expert
in
many
of
the
areas,
mostly
areas
in
the
plan.
So
if
you
do
have
specific
questions
on
individual
projects,
we
do
obviously
have
our
experts
here
to
answer
them.
So,
as
you
know,
from
last
year,
at
the
Mercury
last
year,
you
adopted
a
new
plan
that
in
seven
outcome
areas.
Yes,
those
are
the
areas
that'll
be
going
over
today.
So,
as
you
can
see
here,
there
are
many
projects
that
are
still
in
progress.
C
Some
are
delayed,
so
the
ones
that
are
delayed.
We
are
going
to
recommend
to
you
that
they
are
carried
over
into
next
year
and
then
we
have
a
picture
about
157
or
so
I
have
to
think
of
the
exact
number
of
projects
that
were
completed
so
first
with
the
community
well-being.
This
was
our
newest
area,
but
it's
also
one
of
the
areas
where
we've
had
our
highest
completion
range
in
terms
of
projects,
so
so
many
projects
completed
that
I
couldn't
put
the
list
on
this
slide,
which
is
what
I
typically
do.
C
So
these
are
all
the
projects
that
we
have
that
have
been
completed.
Obviously,
I'm
not
going
to
go
through
them
all
in
detail
director
under
what
another
directors
are
here.
If
you
have
questions
on
any
of
these
or
on
some
projects
that
have
not
been
completed
just
to
highlight
a
few
obviously,
and
what
I
think
was
really
important
to
point
out
is
these
are
projects.
C
Last
year
we
did
add
performance
metrics
to
the
plan
and
we're
working
to
update
those
as
well
and
a
lot
of
the
way
I
look
at
it
is
you
know,
projects
are
really
meant
to
be
kind
of
a
kick-started.
Okay,
we're
missing
this
piece.
We
need
to
Kickstart
or
reinvent
this
piece,
but
it
doesn't
mean
once
we've
say
completed
that
that's
it
right.
C
We
then
have
to
come
up
with
ways
of
monitoring
how
well
it's
succeeding.
So
I
think
you
know.
The
implementation
of
the
changes
to
the
office
program
is
an
example
of
that
it
doesn't
mean
the
program
is
done,
it
doesn't
mean
we're
not
making
we
couldn't
make
tweaks
here.
You
couldn't
make
tweets
too
in
the
future
whether
there
aren't
other
things
to
track
progress
on
it
just
means
the
key
word.
The
implementation
part
has
been
completed.
M
C
M
Q
M
C
There's
been
a
lot
of
work
that
we've
done
in
the
homelessness
space.
That's
been
included
here,
see
manager
Lewis
when
we
started
talking
this
afternoon
about
revisions
of
the
Strategic
plan,
we're
going
to
talk
a
little
bit
about
the
affordability
goal
in
here
to
basically
see
if
you're
interested
in
adding
more
related
to
affordability
and
housing.
I'm
director
Underhill
is
also
going
to
present
a
proposal
to
Adam
role
in
here
related
to
senior
services.
C
C
With
some
of
the
work
in
the
department
renovations
preparing
for
possible
parks
and
Facilities
Bond
renovation
of
the
Englewood
Rec
Center,
several
of
these
projects
have
been
completed.
As
you
see
here
again,
these
you
know
it's
key
the
way
these
are
crazy,
we're
just
talking
about
a
lot
of
them
use
the
word
implemented.
So
if
it's
implemented
we've
implemented
it
we've
declared
that
it's
completed,
it
doesn't
mean
the
whole
concept
is
completed,
though,
of
course
you
know
this
is
so
developing
a
plan
for
additional
programming
for
teams
and
tweens.
C
C
C
E
C
The
housing
needs
assessment
has
been
done.
You
know
we
created
the
veterans
program,
please
send
your
direction,
but
again
there
could
be
many
other
things
we
wanted.
You
would
imagine:
affordability,
I'm
in
a
food
system,
that's
a
long-term
project
that
we're
recommending
we
carry
over
before
we
move
on
to
governance.
Are
there
any
questions
on
any
of
these
projects?.
C
Great
so
for
governance
and
as
you'll
remember,
this
was
a
separate
plan
that
we
pulled
it
into
the
governance
section,
which
again
I
really
view
as
the
platform
for
everything
else
we
do
as
an
organization
records
management
is
a
major
project
in
the
city
clerk's
office.
Again
we
created
it,
we
deployed
it,
there's
still
a
lot
more
work.
That
needs
to
be
done,
but
a
significant
work
has
been
accomplished
in
that
area.
C
Establishing
volunteer
opportunities
is
something
that's
been
a
big
Focus
that
we're
working
to
finish
and
do
some
more
work
on.
We
reviewed
and
revised
how
we
do
performance
evaluations
again
there
may
be
more
work.
There
will
be
more
work
coming
on
that
in
the
future.
We
did
create
a
giraffe,
that's
in
right
now
the
Dei
plan,
the
diversity,
equity
and
inclusion
for
finalizing
that
work,
but
we're
very
close
to
having
having
that
done.
C
C
You
know
one
way
to
another:
that's
that
is
in
the
plan
right
now,
but
it's
an
area.
We
really
think
we
need
to
focus
more
because
we've
really
done
a
lot
with
the
more
institutional
recognition.
So
there
are
still
a
lot
of
projects
in
here
that
we
want
to
carry
over
policies
and
procedures.
There's
a
lot
of
work
that
we
want
to
do
to
institutionalize
things.
One
thing:
I
I
failed
to
point
out
during
your
discussion
earlier,
but
I
wanted
to
make
note
of.
C
Is
that
what
I
hear
sometimes
from
Frontline
employees
is
that
we
have
some
processes
that
maybe
emerge
as
documented
as
well
as
they
could
be,
or
they
take
a
lot
longer,
and
so
sometimes
I.
Think
angle
is
amazing,
place
for
people
that,
and
we
do
have
you
know
a
lot
of
our
employees
come
here
with
a
lot
of
great
ideas
for
improvements
and
refinements,
but
sometimes
they're
focused
a
lot
on
the
day-to-day.
C
The
day-to-day
is
taking,
maybe
a
little
bit
longer,
and
it
should
be,
and
so
over
the
next
year
we
really
want
to
focus
on
creating
a
more
standard
operating
procedures
and
trying
to
refine
some
of
our
day-to-day
processes,
we'll
be
able
to
be
more
proactive
and
less
reactive
in
some
areas.
So
that's
definitely
a
big
focus
of
ours.
Moving
forward
in
this
area,
you
know
things
like
automating.
Workflow
is
a
work
in
progress.
We
have,
as
you
know,
the
classification
and
Compensation
Plan
that
is
nearing
its
completion.
C
We
did
create
a
program
called
angle,
cares
where
people
use
coupon
here
during
the
day
for
nonprofits
in
the
community
that
will
formally
launch
this
spring.
Some
work
automatic
yesterday.
We're
moving
forward
the
performance,
evaluations,
I
mentioned
also
some
of
the
work
we're
doing
in
terms
of
internal
Communications
this
year.
That
is
creating
short
videos
about
each
department
to
get
to
know
what
every
department
does
and
employees
do,
we're,
also
working
on
a
social
contract
process
when
you
have
one
through
the
leadership
team
but
rolling
that
out
to
different
work
groups
across
the
city.
C
Developing
a
Technologies
for
YouTube
plan
is
something
we'll
be
launching
and
caring.
That's
right!
Thanks
dear
yes,
yes,
we
will
be
working
on
it,
yeah
developing
a
strategy
to
evaluate
co-working
spaces.
So
this
is
something
that
we're.
Actually,
we
now
have
a
position
called
City
architect
and
public
works,
and
so
she's
actually
visited
a
few
co-working
spaces
that
we
have
here
in
the
city
and
elsewhere.
C
To
really
understand
is
this
a
model
that
we
could
try
to
build
out
in
the
city,
so
we're
working
on
that
that
involves
improving
some
break
areas,
create
an
appointment
for
social
media,
something
we
plan
to
carry
over
as
I
mentioned.
The
draft
Pei
plan
is
essentially
completed
at
this
point
when
we're
finalizing
it.
Peer-To-Peer
recognition
is
something
we
really
want
to
invest
heavily
in
next
year
in
terms
of
what
we
do,
as
a
staff
establishing
employee
clubs
and
groups
is
another
way,
we
want
to
recognize
employees
and
engage
employees.
C
A
Tim
I
have
a
question
of
the
one
for
wellness
prior,
so
you
didn't
answer
me
all
the
way
back,
but
the
the
South
Broadway
Co-op
Food
grocery
store,
is
that
just
trying
to
locate
someone
that
does
want
to
go
within
South
Broadway
or
is
there
a
zoning
component
that
are
some
areas
of
South,
Broadway
and
Madison
Zone
to
allow
Grocery
and
co-ops?
So?
Is
that
something
that.
L
Council
should
be
looking
for
yourself,
I,
don't
think
it's
it's
not
a
Zone
issue.
Okay,
the
question
would
be
the
market
issue.
Yeah
the
market
split
between,
say,
King,
Super
filmed
Sprouts
on
the
south
market
demand
in
that
kind
of
middle
area
for
that
type
of
use,
but
for
as
far
as
designing
is
concerned,
it's
prepared
for
that.
A
G
M
Right
now,
but
is
it
just
going
to
be
hey
if
you
want
to
do
this,
that,
because
I've
seen
examples
of
it
that
are
a
little
bit
differently,
each
other?
They
have
too,
where
it
almost
is
a
requirement
to
at
least
engage
on
that
level
and
in
the
end,
it's
not
like
an
organizations.
Employees
do
engage
in
through
education
game
and
give
back
because
of
them
just
wondering
what
you're
thinking
of
that
implementation.
C
Like
yeah
I
think
it's
a
great
question,
I
think
right
now
our
focus
is
on
creating
the
framework
or
the
structure
of
the
platform
to
allow
it
to
happen.
And
then,
after
that's
done,
you
know
of
really
working
with
our
EGR
department
and
our
we're
going
to
start
having
supervisor
meetings.
I
think
once
a
quarter
and
so
I
think
that
would
be
one
of
the
things.
We
would
really
try
to
push
at
the
supervisory
level
to
encourage
our
employees
to
be
a
part
of
that
work.
So
Sean.
A
H
C
The
next
is
infrastructure
and
transportation.
So,
as
a
reminder,
we
combine
these
two
sections
about
last
year.
I
think
you
know
a
former
director
Deandrea
has
done
a
lot
to
move
forward,
some
of
the
big
infrastructure
projects
related
to
Road
and
sidewalks,
and
things
like
that.
Obviously
one
of
the
biggest
successes
I
think
in
here
was
a
closing
on
the
with
you
alone.
That
was
obviously
a
huge
success
for
the
city
that
they
are
all
obviously
aware
of.
C
Those
are
things
we
want
to
carry
over
the
implementation
of
the
stuff,
but
renew
strategic
plan
is
obviously
a
long-term
project
that
we'll
have
in
here
for
a
while,
the
Dartmouth
Bridge
widening
is
one.
Obviously,
that's
that's
taking
some
time
things
like
you
know,
beginning
the
construction
of
the
U.S
security.
Broadly
interchange,
construction,
the
Oxford
pedestrian
bridge
are
taking
some
time
to
do
some,
as
well
as
the
mitigation
study
for
285.
C
We,
you
know
this
is
one
of
all
they
need
being
able
to
environmental
foundation
and
obviously
is
a
priority
that
we've
been
focusing
on.
There's
been
quite
a
bit
of
work,
that's
done
recently
and
where
I'm
definitely
moving
forward
with
this,
but
we
are
recommend
that
we
carry
it
over
here
to
work
on
this,
and
obviously
there
have
been
some
big
successes
involving
sustainable
infrastructure
funding
that
I
went
over
like
with
you
in
terms
of
multimodal
Transportation.
C
There
are
definitely
some
several
projects
here
that
we
do
need
a
bit
more
time
with
so
one
as
an
example
is
the
finalization
implementation
of
a
screw
the
pilot
program
on
this.
Ideally,
it
came
out
of
the
etac
kind
of
patient
advisory
committee,
so
this
does
need
some
more
time
for
staff
people
to
work
on,
as
well
as
implementing
the
lock
and
wheel
plan
and
then
doing
additional
work
involving
Place,
making
creative
crosswalks
and
Commercial
areas.
C
Transportation
safety
is
something
that
we're
going
to
bring
to
you
this
afternoon
as
an
area
for
revision
that
we've
talked
about
before,
potentially,
if
you
so
I
had
to
do
this,
to
make
it
a
vision,
zero
goal
and
to
add
some
projects
in
here.
But
we
did
do
some
work
involving
implementation
of
quick
strike
initiatives
to
improve
safety
across
the
city,
and
we
also
have
been
moving
progress.
For
example,
the
complete
walkability
Maps
was
a
project
that
kind
of
was
sitting
there
for
a
while.
C
We
told
this
a
bit,
and
so
we
did
apply
for
a
grant.
Unfortunately,
we
won't
know
for
months
until
April
or
May,
whether
we've
gotten
it,
but
we
did
partner
with
the
schools
to
do
state
groups,
the
schools,
mapping
for
one
school
and
then
we
hope
to
expand
that
over
time
as
a
key
component.
If
you
chose
to
go
to
Vision
zero
root
of
doing
that,
obviously
the
development
and
implementation
of
the
plan
to
replace
that
piping
is
a
long
long-term
project
that
we're
working
on.
A
C
So
so
this
actually
the
number
three
was
included.
I
think
it
almost
made.
It
might
treat
me
I'm,
not
exactly
sure.
If
there
were
previous
discussions,
however,
I
did
reach
out
to
the
schools
a
few
months
ago
and
they
identified
I
believe
it
was
Cheryl
and
double
check
on
that,
but
they
identified
one
school
as
a
priority,
and
so
when
we
submitted
the
Grant
application,
we
actually
submitted
it
for
just
that
one.
But
the
hope
is
that
we
would
create
a
model
that
could
then
be
replicated
for
all
the
schools
in
the
city.
C
So
again,
the
work
to
continue
the
work
of
the
DDA,
how
to
support
DDA
and
we're
proposing
that
we
carry
that
over,
but
that
we
do
modify
it
from
implementation.
That's
already
been
implemented
to
continuously
support
the
projects
and
initiatives
of
the
DDA
we
did
review
or
we're
working
on.
Obviously,
the
code
unified
development
code
reviews,
it's
a
long-term
project,
a
little
requests
and
we
carry
over
this
goal.
C
You're,
obviously
going
to
have
a
workshop
in
February
dedicated
to
this
section
of
strategic
plan,
has
previously
discussed
you're
going
to
have
big
studios
coming
to
bed
later
today
to
facilitate
kind
of
the
the
data
folder
data
discussion,
initial
discussion
to
help
frame
that
discussion
you're
doing
later
in
February.
So
that
would
be
a
bigger
topic
this
afternoon
and
then
February
and
then
for
Workforce
Development.
We
are
proposing
to
carry
the
river
and
it's
continuation
of
the
work
that
we're
doing
right
now,
specifically
with
adworks.
C
E
H
C
C
If
you
see
the
yellow
triangle,
that
means
that
it
was
delayed
from
when
we
hope
to
completed,
but
we
are
proposing
that
you
consider
carrying
it
over
so
that
we
can't
finish
the
work,
whereas
if
it's
a
green
circle,
that
means
that
things
are
still
going
well
with
it.
Another
time
finished,
but
this
yeah
no
problem
but
yeah
it
just
as
a
reminder
this
section
delayed
on
hold
is
this:
is
the
only
time
you're
going
to
see
it
or
should
see
it?
C
A
Not
agreement
because
we
did
the
Lesser
right
well,
the
goal
was
to
create
the
program
and
so
that
it's
been
created
and
now,
if
their
council's
significant
funding
and
we're
going
to
keep
giving
those
grants
and
with
that
big
parking
lot
across
from
Wells
Fargo
everything
he
did.
That
was
our
grand
program.
They
go
to
the
libraries
the
neighborhoods
have
applied
for
us
and
we're
Doling
out
these
little
mean
grants
and
neighborhoods
are
coming
together
and
doing
cool
things,
so
they
completed
in
creation,
but
we
want
to
keep
it.
C
C
And
then
we
developed
and
implemented
the
Emergency
Management
training
program,
so
the
three
projects
that
remained
here
they
were
proposing,
the
carryover
are
accepted.
So
septed
is
crime
prevention
through
environmental
design.
We
did
that
audit
a
little
over
a
year
ago,
but
we're
still
working
to
create
the
implementation
of
that.
It
was
a
record.
It
included
recommendations
for
all
of
our
facilities,
including
all
of
our
program
Parks.
So
there's
a
lot
of
work
that
we
need
to
continue
in
that
area.
C
We
also
are
I,
think
pretty
close
to
knowing
whether
or
not
we'll
be
re-accredited
through
the
Colorado
Association
of
chiefs
of
police.
That's
a
long-term
project,
collect
data
and
make
recommendations
related
to
policing
legitimizing
their
role,
releasing
long-term
projects
division.
Only
three
that
were
we
have
right
now
to
carry
over
on
sustainability.
The
last
one
something
a
little
bit
yeah.
M
M
S
In
there
they've
been
stopped
where
the
stairs
are,
so
you
can't
hide
in
there
for
the
park
side,
where
you
actually
have
ordered
solar
lights,
revolving
Park,
to
enhance
the
lighting
there,
additional
Lighting
in
the
rec
centers
and
the
Maui
we've
turned
up
Landscaping.
So
it's
all
in
progress.
Some
of
the
projects
were
higher
dollar
amounts
than
others,
and
so
we
hit.
We
took
the
low
hanging
fruit
and
knocked
those
out
immediately
in
some
of
the
larger
projects.
S
S
E
C
Others,
man
thank
you
yeah
and
then.
Finally,
sustainability
is
obviously
with
the
hiring
of
our
state
university
coordinator,
which
basically
she's
been
on
on
board
for
the
entire
year.
Obviously,
joining
us
later
talk
about
some
proposed
revisions
in
this
area.
There's
been
quite
a
bit
of
work
on
air
quality.
One
of
the
biggest
achievements
has
been
partnering,
with
some
Regional
Partners
how
to
use
technology
to
measure
air
quality.
This
is
outdoor
air
quality
sustainability.
Commission
is
actually
proposing
to
you
that
we
consider
adding
some
work
related
to
indoor
inequality.
J
C
Air
quality
health
information
on
our
website
on
developing
the
asset
management
program.
The
neighborhood
grant
program
is
in
here
also
it's
a
cross-reference
because
there
is
a
sustainability
component
to
it.
Also
one
of
the
things
here:
kind
of
pursuing
things
like
electric
vehicle
everything
stations
and
programs;
Soul
smart,
designation,
continuing
to
develop
and
improve
the
E3
program,
which
is
a
basically
a
grant
program
for
homeowners
to
make
their
houses
more
energy
efficient.
C
So
there
still
are
quite
a
few
projects
here
that
we
do
hope
to
carry
over
there's
one
involving
air
quality,
other
development
of
the
capital
Improvement
plan,
the
CIP
is
long-term,
the
EV
work.
A
lot
has
been
done.
There's
a
group,
that's
been
media.
It
could
be
at
three
meetings
that
should
be
finished
relatively
soon
into
2023.
C
This
is
a
long-term
project
to
measure
and
track
and
reduce
carbon
emissions.
Revise
different
I
think
they
want
to
make
some
revisions
in
this
area
as
well.
I've
been
involving
built
infrastructure,
build
environment,
excuse
me
and
infrastructure
to
make
some
revision
instead
of
demolition
permits,
including
container
plants
for
Lead
Asbestos,
to
assist
homeowners
with
removal
of
Life
between
this
is
an
area
where
we
could
apply
for
a
grant.
People
are
unsuccessful,
but
our
coordinator's
been
working
on
some
other
other
ideas
related
to
that
as
well.
C
C
C
also.
This
is
one
that
we
started
really
this
year
involving
increasing
our
tree
canopy,
but
we
have
done
quite
a
bit
of
work
on
it.
We
hope
to
have
that
done.
Early
in
2020
period
conducted
an
inventory
of
our
turf
and
asphalty
is
a
plate
of
container
plants,
so
this
does
tie
into
that
church
program
that
you've
heard
a
little
bit
about
on
December
5th
at
your
council
meeting,
with
some
grant
funding
that
will
be
coming
from
the
state
I
believe
starting
this
year,
waste
and
recycling
there's.
C
There
was
obviously
a
project
in
here
that
was
removed
after
it
was
not,
it
was
decided
1984
with
a
single
hauler,
so
that
was
taken
out
or
in
an
earlier
iteration
of
this,
but
we
still
had
working
projects
here
that
we'll
continue
to
work
on
we'll
continue
to
provide
electric
electronic
and
Hazardous
Waste
Recycling.
It's
very
popular
and
also
we're
going
to
focus
on
education
and
public
Outreach,
around
waste
production
and
then
also
water
protection.
There's
a
few
long-term,
evolving
Park
irrigation
systems,
as
I
mentioned
underwater
protection.
C
Hope,
though
the
softening
evaluation
has
been
completed,
we
will
continue
to
work
on
the
construction
of
big
dry
Big.
Dry
Creek
is
obviously
been
a
very
long
project
and
one
minute
that
we
definitely
need
more
time
to
work
on
and
then
water
conservation
program.
A
lot
of
work
was
done
on
that
this
year.
Undertaking
of
water
usage
analysis
of
City
facilities
is
something
we
need
more
time
on
installation
of
meters
to
eliminate
flat
rate
of
accounts,
also
something
that
was
delayed
a
bit
and
what
we
would
hope
to
complete.
H
C
K
D
D
O
Great
question:
we
thank
you
councilmember
Russell.
We
do
actually
have
a
plan
for
this,
and
so
the
wikipia
funding
is:
has
19
million
dollars
dedicated
to
lead
service
line
replacement?
That
is
not
what
we
think
the
possible
total
cost
could
be
the
total
cost.
We
think
we
might
approach
80
million
and
so
that
19
million
is
50
of
a
totally
funding
amount
to
replace
light,
serious
lines
we
are
currently
in
the
process.
O
We
we've
gone
through
the
letter
of
intent,
phase
of
going
after
infrastructure
and
like
infrastructure,
build
money
from
the
infrastructure
Bill
last
year
and
that
one
we're
targeting
70
million
dollars
worth
of
low
interest
loans
through
the
state
revolving
fund,
and
it's
not
just
loans,
but
it's
also
grants
it's
a
52-48
split,
so
52
of
that
70
million
would
be
grants.
48
would
be
low
interest
loan.
So
that's
a
36
million
dollars
worth
of
grant
funding
dedicated
to
blood
service
line
removal.
O
That's
the
money
that
we
anticipate
would
make
the
most
sense
to
utilize
by
homeowners
with
their
piece
of
the
lead
service
line
that
they're
responsible.
For
so
where
we
that
process
will
we're
in
the
application
process
right
now
on
the
schedule
for
that
process,
is
our
application
would
be
complete
in
March
of
2024.
So
that's
how
long
that
process
is,
but
if
we're
successful
in
that,
that
brings
in
another
70
million
dollars
Grant
and
won't
just
loans
to
fund
what
was
our
unfunded
blood
service
line
replacement
program.
O
O
The
other
caveat
to
this
is
that
Federal
money
can't
be
spent
has
can't
be
spent
on
private
property,
so
I
know
this
is
a
challenge
that
other
cities
across
the
U.S
are
facing,
as
it
relates
to
utilizing
federal
funds
for
an
individual's
home,
Home
Owner's
responsibility,
but
we
think
there
are
ways
around
that
other
communities
are
finding
ways
around
that.
But
that's
another
thing
we
have
to
work
through
as
a
nuance.
H
O
Match
on
the
ground,
No-
actually
that's
so
that's
part
of
what
we're
actually
looking
at
is
that
the
grant
actually
becomes
part
of
the
matching
fund.
So
if
we
have
19
million
with
you,
part
of
the
70
million
of
the
grand
would
be
matching
the
the
match
to
that
with
you
or
something
so
we're
utilizing
it
for
two
purposes.
So
we
don't
have
to
come
up
with
19
million
more
upper
rates.
If
we
can
use
these
other
mechanisms,
we're
working
through
all
that
financing
right
now,.
E
C
So
certainly
today
is
a
place
if
there
are
ones
that
we're
proposing
a
caregiver
that
you
don't
want
us
to
carry
over,
but
you'll
have
other
opportunities
to
weigh
in
on
that
great.
So
we're
going
to
transition
now
to
propose
modification.
So
I
just
want
to
kind
of
stress
at
this
point
that
that
we're
proposing
different
modifications.
C
So
we
open
it
up
to
the
entire
leadership
team
and
said:
okay,
here's
a
strategic
plan,
I
believe
I
mentioned
it
during
the
same
answer
before
that
when
your
December
lasts
me
in
December
too,
for
you
to
weigh
in
as
well
and
we
create
a
spreadsheet
and
we
asked
directors
to
submit
proposals.
Some
of
these
are
very
kind
of
cut
and
dry.
Like
yes
or
no
do
you
want
this?
C
P
That
so
back
in
December,
we
all
got
together
and
we
discussed
some
of
our
challenges
and
some
ideas
and
what
we
kind
of
see
in
the
future
and
under
and
we
talked
about
like
six
different
goals.
We
had
residentials
business
and
industry
goals,
employee
goals,
plans,
policy,
procedure,
goals,
expense,
stabilization
and
reduction
goals
and
productivity
goals.
So
under
each
of
those
goals,
you
know
all
the
directors
got
together
and
put
in
items
and
we
wrote
down
tons
of
things
for
each
area.
P
P
So
access
to
services
and
information
that
was
a
tie
for
number
one
and
reduction
of
crime.
That
was
a
theme.
What
was
going
on
throughout
the
whole
thing
and
then
well.
It
was
time
for
number
two
was
musication
was
a
priority,
a
known
as
a
place
to
live
and
work
in
Denver
area
redeveloped
and
violated
downtown
district.
Now,
under
the
residential
Heather
to
write
as
a
decibels,
the
top
three
were,
the
prime
is
reduced.
Homelessness.
Address
homelessness
is
addressed
and
reduced
and
beautification
enhancements.
A
Back
on
how-
and
why
is
the
structure
this
way
I
made
up
a
fictional
award
that
the
same
was
getting
like
best
small
city
in
America
and
we're
at
this
Awards
presentation
10
years
from
now,
and
the
speaker
is
telling
us
how
we
transformed
the
community
so
I
asked
leadership
team.
Tell
me
what
she's
saying.
A
P
P
P
The
top
employee
goals
top
performers
are
retained
with
competitive
salaries
and
the
time
for
number
two
was
enhanced.
Employees,
employee,
Gathering
spaces
to
for
collaboration,
standard
of
Excellence
is
fine.
Mental
health
is
a
priority.
Staff
are
valued
as
professional
and
competent
Finance
policies
and
procedures
and
goals.
P
Yeah,
our
current
email
retention
policy
is
90
days,
so
we
keep
90
days
of
current
stuff
and
we're
kind
of
following
what
the
state
of
Colorado
is
doing
and
actually
since
then,
we
did
have
a
discussion
about
email
retention,
and
you
know
what
is
other
people
doing
and
how
are
we
doing
it?
And
then
we
came
to
the
conclusion
that
a
two-year
email
retention
policy
would
be
the
best
to
have.
P
The
basic
idea
is
to
sit
there
and
say
you
know
what
emails
is
a
communication
and
what
would
happen
and
the
idea
of
the
90
was
that
you
need
to
manage
this
email
and
move
them
into
the
system
of
record
to
the
project.
That's
where
that's
supposed
to
be
not
keep
them
in
to
your
email
and
get
rid
of
the
or
the
spam
or
whatever
and
remove
those
of
you
here.
P
But
then,
after
discussing
There
Was
You
Know
projects
can
last
longer
than
two
years.
You
know
there
might
be
some
HR
initiatives
that
need
to
happen
within
two
years.
We
also
have
concerns
of
legal
concerns.
We
had
already
concerns
about
that
and-
and
we
don't
want
to
keep
things
forever,
but
yet
we
need
to
make
sure
that
we're
doing
the
best
and
to
manage
our
detail
yeah,
you
know
making
sure
people
are
moving
those
offers
two
years
ago.
O
L
C
Great
so
this
next
part
I'm
not
going
to
go
through
detail.
This
is
prior
to
your
packet,
but
this
just
kind
of
shows
the
changes
that
leadership
team
members
are
proposing
where
the
outcome
area
is
the
goal.
What
the
proposal
is
and
the
question
I
need
to
have
our
Council
to
consider
again.
A
few
of
these
are
going
to
be
much
bigger
discussions
than
others.
S
Okay,
now,
if
you're
like
me,
yeah,
possibly
age
with
parents,
are
aging
well
as
well,
and
while
Molly
does
a
lot
of
things-
and
we
are
one
of
the
leaders
in
Colorado,
we
just
hired
a
new
senior
coordinator
over
there,
and
she
said
when
I
was
coordinating
in
Aurora.
We
always
went
to
see
what
Mali
was
doing
before
we'd
actually
put
on
programs
so
kudos
to
Maui
for
all
that
they
have
been
doing
over
the
years.
S
But
really
we
want
to
continue
to
focus
on
our
aging
population.
I
think
the
number
one
topic
is
Aging
in
place,
and
how
do
we
accomplish
that?
And
so
we
thought
this
would
be
a
good
goal
to
add
on
so
Maui
staff
agree.
Myself
can
really
dig
into
what
our
best
practices
in
the
Aging
Community.
What
do
people
actually
need?
What
are
we
not
offering
already
that
we
should
be,
and,
and
so
this
next
year,
the
proposal
would
be
to
develop
action
plan
of
age,
friendly
action
plan
to
identify
areas
where
we.
S
That
we're
already
doing
and
advertise
that
even
further,
as
well
as
a
develop
helping
goals
around
implementation,
and
so
this
next
year
would
be
the
action
plan.
It
won't
take
us
the
whole
year
to
do
that.
Ultimately,
but
we
can
start
putting
in
a
different
programs
in
place
sooner
than
later,
to
really
serve
our
community
well
and
ease
a
lot
of
concerns
that
many
of
our
our
patrons
that
do.
S
We
can
talk
to
seniors
about
Transportation
issues
that
may
be
having
and
hooking
them
up
with
transportation
in
Inglewood
healthcare
insurance
start
a
variety
of
Senior
Services
housing
options,
volunteering
programs,
so
one
thing
that
many
senior
sites
do
is
volunteer
their
time
to
give
back
to
their
community
and
so
continuing
to
allow
them
what
what
we
actually
have.
We
have
a
lot
of
seniors
that
come
out
to
our
events
and
help
out,
which
is
wonderful
finances.
We
have
experts
to
come
in
and
help
with
tax
help
or
just
general
financing.
S
And
how
do
you
continue
with
the
savings
that
you've
had
until
the
day
you
die?
And
you
have
enough
money
in
your
in
your
account
for
that
overall
Recreation
keeping
our
seniors
as
active
as
possible
for
as
long
as
possible
and
then
caregiving
too,
and
making
sure
that
we
have
that
so
the
resource
room
is
actually
offering
a
lot
of
those
programs,
but
we
know
we're
missing
some
things.
So
this
is
the
goal.
The
question
is
from
Council
is:
do
you
want
to
move
forward.
H
S
Lot
of
that,
there
is,
and
that's
that's
something
that
our
staff
member
at
Valley
are
very
aware
of,
and
they
are
partnering
actually
I.
Think
on
Monday.
We
have
a
meeting
coming
up
if
anybody
wants
to
attend.
Arapahoe
County
Council
on
Aging,
we'll
be
there
to
discuss
just
addressing
the
top
priorities
for
our
aging
population
and
so
yeah.
M
One
of
the
questions
I
have
when
I
see
something
like
this
is
how
how
do
we
connect
people
with
the
program
that
we're
paying
so
we
certainly
have
a
population
that
uses
memory,
there's
also
a
population
of
seniors
in
our
community.
That
doesn't
and
might
not
know
that
these
opportunities
aren't
even
currently
available.
M
B
S
M
I
do
support
for
us
incorporators,
of
course,
one
thing
that
might
be
the
unpopular
sentiment,
maybe
because
we're
not
so
familiar
with
it.
It's
not
something
our
country
tends
to
emphasize
with
the
above
aging
population
and
it's
it's
a
research
in
a
lot
of
practice
and
studies
and
a
lot
of
cultures
that
have
long
living
a
healthy,
thriving
above
aging
populations
show
that
they
do
well
when,
when
they
have
a
sense
of
belonging
and
connection,
it's
that
connectedness
and
the
those
popular
brain
chemicals
are
really
on
fire.
The
oxytociner.
M
It's
so
wonderful
and
I
think
we're
just
that
type
of
community.
That
can
really
you
know,
pilot
something,
take
a
look
at
it
and
how
we
can
really
support
that
Community
and
support
our
community
as
a
whole
like
just
not
hold
people
over
here.
The
rest
of
us
over
here
so
I'd
love
to
see
us
maybe
look
into
that
as
much
as
possible.
Yeah.
S
E
E
B
You
know
libraries,
Big,
Sean's,
obviously
right
now,
but
I
do
know,
families
who
aren't
really
going
to
events
there
anymore
because
of
the
environment
there,
but
if
some
of
those
Services
could
be
decentralized
and
and
create
a
fresh
new
environment
that
would
be
it
would
achieve.
Kind
of
you
know
be
good
for
you
know
for
ages,
population,
but
also
really
cool
for
the
kids
to
kind
of
mix.
Those
groups
together,
I
love
it
yeah,
I.
I
S
That,
well
that's
good.
There's
a
lot
of
Grants
out
there
and
I
agree.
I!
Think
that's
something
we
advertise
even
further,
so
you
can't
eat
in
your
home.
That's
a
big
fear
of
seniors!
Yes,
I've
been
in
this
room
for
50
years
and
now
I'm
raising
my
kids
here
and
who
I
have
to
leave
it.
That's
gaming!
So
great,
that's
good!
Remember.
D
Russell
had
a
question:
go
ahead.
Remember
Russell!
Thank
you,
director
Underhill,
one
thing
that
happened
at
the
Mali
Center.
This
was
before
you
came.
This
was
way
before
covid
the
city
I,
don't
know
whether
it
was
Council
or
staff
decided
to
eliminate
programs
before
they
started.
Eliminating
programs
at
the
Mali
Center,
the
Mali
Center
was
packed
every
day.
Every
room
people
would
come
over
there
in
the
main
room
to
play
cards
or
just
visit
with
each
other,
and
it's
kind
of
like
at
that
point
in
time.
D
I
was
incredibly
sad
when
that
happened,
because
the
Aging
population
needs
to
be
in
community
with
each
other
even
to
maintain
good
mental
and
emotional
health
as
well
so
I,
don't
know
how
we
do
that
and
and
then
during
covet
and
everything
shut
down.
But
it
already
started
before
covid
at
the
Mali
Center.
S
S
H
One
thing
what
you
would
study
for
you
guys
would
think
about
is
the
AARP
eight
domains
of
the
community,
and
they
include
things
like
social
participation,
Community
Information,
civic
participation
like
what
are
the
ways
that
we're
thinking
about
holistically
for
someone
who's
eating
an
email.
What
how
do
they
engage?
Would
her
actually
evacu
systems
thinking
you
know,
they're
saying
that
I
had
a
hard
time,
navigating
signups
for
our
block
parties
or
those
challenges
like
how
do
we
ensure
that
there's
an
actual
emphasis
for
engaging
symptoms?
So
that's
a
little
bit
about
as
well.
Yeah.
A
A
S
A
Is
should
this
goal
be
focused
on
Senior
Services,
be
added
to
the
community
well-being
outcome
area
of
the
Strategic
plan?
It
sounds
like
we
have
General
yes
on
that,
but
I
want
to
make
sure
that
we've
got
yeses
and
no
no
objections.
We're
good
with
that
and
staff
will
be
coming
back
with
more
details
related
to
this
in
February
and
March,
and
so
definitely.
C
A
A
Other
communities,
certainly
what
some
of
you
have
expressed
to
me,
is
that
we
really
probably
want
to
add
some
some
specificity
around
affordability
beyond
what
we
put
in
code
next,
so
code
next
is
going
to
you
know,
be
a
significant
chunk
of
what
council's
responsibility
is
in
trying
to
create
portability.
But,
as
Joe
has
pointed
out
to
me,
you
know
it's
not
the
end
of
affordability,
there's
so
many
other
things
that
we
could
do
so
we're
just
here
to
ask
you:
should
we
have
a
goal
focus
more
broadly
on
affordable,
affordable
housing?
A
Should
that
be
added
to
the
community
well-being
section
of
the
plan,
or
should
additional
housing
projects
be
added
under
the
existing
affordability
goal?
So
here
are
a
couple
of
the
things
that
we
have
been
completed:
the
housing
assessment,
their
Recreation
discount
for
veterans,
but,
and
certainly
one
of
the
ones.
That's
in
progress
is
the
affordability
of
City
fees
and
program
costs
all
of
our
code.
Next
work
is
certainly
in
progress.
Are
there
other
things
that
you
think
we
should
be
doing
and
Joe
I
was
thinking?
B
Out
a
community
engagement,
well,
yeah,
we've
talked
about
potentially
doing
a
forum,
a
round
code,
Next
Step,
but
also
you
know
beyond
that,
because
they're
going
to
introduce
the
subject
more
broadly
to
the
community
and
why
we're
doing
certain
things
with
code.
So
what
else
can
be
done
in
this
area?
B
B
H
Just
didn't
say
that
I
definitely
support
I
think
this
should
be
its
own
goal
within
the
plan.
I
think
that
it's
such
an
important
need
it's
getting
lost
a
little
bit
under
affordability
with
some
other
things
and
I
agree.
Codex
is
kind
of
the
long
game
and
we're
not
going
to
see
a
lot
of
the
impact.
H
You
know
for
several
years
of
people
building
things
and
we
have
this
gap
between
what
the
Housing
Authority
is
able
to
accomplish
and
what
zoning
Medina
will
accomplish,
and
everything
like
in
between
capturing
and
so
I
do
think
I'd
like
to
see
a
form
I'd
like
to
also
see
how
about
a
task
force
on
affordable
housing
staff,
community
members.
This
is
people
coming
together,
saying.
How
do
we
have
this
conversation
around
housing
in
the
community
and
in
an
ongoing
way
and
kind
of
blue
sky
like
one
of
the
creative
things?
What
about
pretty
bad?
H
M
A
It
could
be
I
think
it's
also
related
I
mean
to
what
you're,
seeing
at
the
state
I
mean
you're
having
more
aggressive
language
come
out
of
the
state
saying
we
are
going
to
preempt
all
of
new
cities
in
your
zoning.
By
forcing
you
know,
affordable
housing
to
be
allowed
in
every
zoning
district
and
state.
So,
but
I
think
that
you
know
what
you're
describing
is
also
part.
So
there
are
a
lot
of
factors.
I
mean
we
just
see
this
crisis
of
affordable
housing
in
our
community.
And
what
are
we.
M
A
Not
as
much
as
we
should
I
mean
there's
a
lot
of
work,
that's
being
done
a
lot
of
research
after
Joe,
and
the
mayor
talked
to
me
about
this
potential
Forum
I
kind
of
spent
a
day
doing
a
lot
of
research
on
this
and
there's.
This
is
there's
more
and
more
research
and
Science,
and
data
coming
out
about
this.
So
I
think
that
that's
you
know,
starting
to
be
a
little
more
widespread.
There
are
also
very
different
opinions
on
how
to
get
there,
whether
it's
mandated
or
whether
it's
increased
Supply,
which
will
bring
prices
down.
A
B
And
I
would
just
say:
I,
don't
know,
I,
don't
know
if
this
is
appropriate
or
not,
but
I
know
there's
lots
of
interest
in
this
stuff.
It's
obviously
it's
a
regional.
You
know
metro-wide
Statewide
Country-Wide
issue,
but
I
think
more
closely.
You
know
we
definitely
have
Sheridan
and
Middleton
our
whole
yeah
I
mean
Littleton
is
now
higher
than
affordable.
Yeah
housing
person
on
Staffing
is
part-time
or
just
a
one-year
contract,
or
something
like
that
and
I
know.
B
Spirit
of
is
just
known
for
being
open
to
affordable
housing
and
those
their
councils
are
both
both
very
interested
in
it.
So
I
don't
know
if
it's
something
that
you
would
want
to
open
up
to
being
more
of
a
Tri-Cities
type
of
a
task
force
than
just
everyone's
city-wide
game
or
some
overlap
there
or
something
like
that.
But
I
know
that
that
will
be.
There
will
be
some
interest.
A
In
that
surgery,
yeah
I
think
we
definitely
need
to
have
a
discussion
with
at
least
well
I.
Think
I
mentioned
it
to
you.
Metro
Mayors
is
talking
about
it
and
the
Dr
Cox
didn't
have
been
talking
about
having
some
sort
of
group,
although
they
they
were
talking
about.
Maybe
it's
not
really
under
their
person.
You
could
be
under
vendor
mayor
into
some
of
the
groups,
instead
of
actually
just
like
budding
heads
kind
of
thing.
B
A
Just
everyone
taking
us
nice
and
no
one
really
owning
it,
but
the
other
aspect
of
it
is
like
I
I
agree
with
the
task
force
and
part
of
the
reason.
Why
is
because
we
just
had
the
board
of
commission
meetings
and
there
were
interviews
there
was
more
or
five
people
that
specifically
wanted
to
get
involved
because
they
wanted
to
see
affordability,
something
being
done
about
order
delayed
in
Inglewood
and
there
there
does
seem
to
be
some
expertise.
A
Some
knowledge
within
the
community
that
we
could
potentially
leverage
so
I'll
be
I,
definitely
be
in
favor
of
that.
I
was
also
reading
an
article
in
the
Washington
Post.
There
was
a
city
somewhere
in
Virginia,
DC
area
and
actually
I.
Think
one
of
the
mayor
or
the
one
of
the
Mayors
here
in
Denver
or
potential
candidates
was
talking
about
it,
but
just
looking
potentially
looking
at
city-owned
property
that
they
would
owe
and
actually
use
for,
affordable
housing.
And
so
that's
what
this
town
in
Virginia
did.
That's
a
suburb
of
BC.
A
Excuse
me
I,
don't
necessarily
agree
with
some
aspects
of
what
was
going
on
in
the
seat,
but
I
do
like
the
idea
of
at
least
thinking
long
term
in
terms
of
how
to
better
utilize
our
infrastructure.
So
I
think
that
would
be
a
component
of
this
in
a
sense
or
just
a
component
in
terms
of
just
long-range
thinking,
but
I
definitely
would
be
in
favor
of
just.
L
So
one
of
the
things
that
you'll
recall
that
we're
doing
with
title
16
is
we
did
the
housing
assessment
that
led
into
some
of
the
discussions
that
you're
having
relative
to
housing
policy
going
forward.
We
were
very
impressed
with
the
group
to
put
that
together
policy
research.
We've
actually
talked
to
them
about
continuing
a
relationship
beyond
the
housing
assessment
with
us,
because
they've
worked
at
most
every
Metro
major
major
Metro,
City
and
Community
around
here.
L
To
start
to
think
about
some
of
these
issues
and
they've
even
had
that
kind
of
18
year
facilitator
role
with
things
like
the
task
force
of
idea,
that
type
of
thing
so
just
to
plant.
That
idea
is
a
possibility
that
you
could
have
that
kind
of
resource
continuing
to
interface
with
our
community
and
with
you
around
that
kind
of
order,
because
I
think
they've
done
a
lot
of
thinking
around
this
area.
I
think
they're,
pretty
Cutting
Edge
in
their
approach,
so
just
to
plant
that
seed
and.
A
A
That
we've
got
some
other
items
to
move
through.
Obviously
this
is
generating
some
great
discussion.
We've
got
a
lot
of
interest
in
it.
The
question
being
proposed
is:
should
an
additional
goal
focused
on
affordable
housing,
be
added
to
the
community
well-being
outcome
area,
or
should
additional
housing
projects
be
added
underneath
the
existing
affordability
goal?
How
would
you
like
to
see
it
reflect
on
the
planet
and
I
want
to
emphasize
your
comments
are
being
captured.
Thank
you
very
much
for
those
and
we'll
make
sure
that
those
get
reflected
as
staff
comes
back
with
more
information
later.
M
A
It
seems
like
we've
got
a
little
general
direction
for
that
I'd
like
to
just
formalize
the
direction
and
say:
are
we
okay,
as
a
body
of
saying
Community
well-being
is
where
we'd
like
this
to
go
with
more
information?
Obviously
coming
from
Saturday
future
point
is
that
okay,
yep
okay,
all
right
sounds
Ascension.
We're
moving
right
along
taking
it
off
here.
Next
is
placement.
A
One
more
MD's
and,
of
course,
Chris
and
I,
as
well
as
Christina,
do
a
lot
of
tag
teaming
on
this.
We've
got
a
lot
of
great
work
this
year
on
Wave,
Mining
and
you're
you're
about
to
start
seeing
signs
go
up.
Finally,
that
have
taken
a
long
time
and
thanks
to
everybody
for
doing
good
work
on
that,
but
certainly
there's
a
lot
more.
That
needs
to
be
done.
A
M
Yes
and
go
for
it,
please:
okay,
I'm,
happy
to
see
that
and
what
I
have
to
share
in
terms
of
this
area
is
I
mean
100
correlated
with
the
the
top
two
transformation,
the
strong,
the
Leadership
Retreat
more.
So
the
access
to
services
and
information,
as
opposed
to
reducing
so
I,
think
yes,
is
the
answer
to
the
question.
M
M
And
put
my
finger
down
on
this
access
to
Services
information
I
think
we're
shooting
ourselves
in
the
foot
a
little
bit
because
of
how
our
processes
enable
people.
We
can
also
I
think
there's
a
big
opportunity
to
take
the
cost
away
from
the
city
and
bring
Revenue
by
enabling
groups
and
people
who
have
these
ideas
that
can
further
add
to
our
place,
making
great
finding
I,
don't
think
it
all
has
to
come
from
us
I
think
we
still
can
gain
revenue
through
some
of
these
ideas.
M
I'm
gonna
throw
out
one
little
idea
about
the
partlets.
For
example,
they
can
take
many
shapes
and
forms
they're
very
engaging
they're,
temporary
they're
using
unused
space.
That's
not
so
pretty!
Maybe
it's
parking
spaces
or
you
know
it
can
be
the
main
fairs
or
so
many
options.
But
let's
say
we
wanted
to
do
that.
City
doesn't
necessarily
have
to
pay
for
it,
but
are
we
making
it
easy
for
to
engage
some
of
our
constituents?
Who
may
want
to
run
with
that?
You
know
so
kind
of
have
a
big
mouthful
around
well.
A
M
A
Even
or
how
do
we
incentivize
and
I
would
say,
get
rid
of
green,
which
you
can
directly
say,
but
if
you
talk
about
varying,
not
City
on
it
and
Barrel
because
yeah,
we
have
to
say
when
new
development
comes
in,
you
know,
should
they
have
to
plant
trees.
I
mean
we
already
had
some
regulation,
but
are
our
standards
too
low
I
mean
we
need
to?
You
know
tweet
that
and
then
yes,
too,.
A
A
Discussion
and
I
appreciate
the
passion
around
it.
I
think
it's
a
a
wonderful
one
that
one
is
going
to
generate
a
ton
of
ideas,
so
I
think
when
we
talk
about
placemaking
I,
think
there's
a
lot
of
ideas.
The
question
is:
how
do
we
prioritize
too
and
I
just
definitely
want
to
get
a
yes
no
on
this,
because
we
do
have
this
question
and
if
it's
not
prioritized,
we
don't
see
it
in
the
plan,
then
it
it
falls
where
it
does
with
other
priorities
that
aren't
in
the
plan.
And
so
the
question
here
becomes.
A
Is
this
a
yes
vote
for
this
group,
or
do
we
have
additional
questions
we
need
answered
before
we
place
it
in
in
the
plan?
It
sounds
like.
We've
got
some
enthusiasm
and
I
love
that
do
we
have
any
others
who
like
to
weigh
in
on
on
either
clarification
or
Consequences
of
making
this
a
part.
But
we've
got
a
clear
question
that
I
just
want
to
make
sure
that
we
get
an
answer
to
because
if
it's
in
the
plan,
these
discussions
become
more.
What
are
the
ideas?
A
M
E
M
Cost
the
city
that
much
there's
so
many
innovative
ideas
under
this
umbrella
that
you
know,
we've
already
heard
a
shot
and
I'm
sorry
I'm
still
taking
out
the
floor,
but
we've
covered
on
a
chunk
of
money
for
this
beautiful
family
guy.
That's
now
materializing.
Finally,
I,
don't
think
we
have
to
keep
doing
that.
A
M
A
H
Mean
yes,
because
I
think
that
sometimes
you
know
the
application
can
be
people
think
like.
Oh,
it's
like
flowers
and
like
what
what's
like.
What's
the
utility
and
the
humidity
I
think
it
was
a
long
way,
specifically
the
place
making
Haze
Community
I
think
you
can
cry
it's
actually
quite
powerful
for
us
when
we're
dealing
with
a
community
that
is
more
and
more
divided
to
speak
about
different
development
and
density
and
new
residents.
F
E
M
B
Mean
I'm
supportive
on
just
with
the
cabinet
that
you
know
we're.
Gonna
have
to
have
a
have
a
priorities:
discussion
when
it
comes
to
younger.
You
know,
budget
supplemental
is
necessary
if
there's
cost
associated
with
it
or
if
you
know
we're
talking
about
the
2024
budget,
that
this
one
I
I'm
kind
of
remember,
Ward,
I
think
this
is
really
important,
but,
like
you
know,
if
it
comes
down
to
adding
signs
or
cleaning
out
a
stormwater,
you
know
like
storm
drains,
like
you
know,
there's
a
there's
a
priority
in
it.
A
Would
hope
we
could
so
it
sounds
like
we're
moving
in
a
similar
Direction,
at
least,
which
is
that
we'd
like
it
to
be
reflected.
However,
there's
a
financial
concern
that
needs
to
be
very
specifically
addressed
if
we're
going
to
put
it
in
there,
so
does
that
feel?
Okay,
as
part
of
this
I
mean
I,
feel
like
we're.
A
Okay,
with
moving
that
forward
and
to
your
point
mayor,
we
can
always
reflect
the
change
in
its
in
where
it
belongs
in
the
plan
at
that
March
yeah,
we've
done
it
before
yeah,
we've
done
it
before,
where
we
just
shipped
it
to
another
category
and
so
and
so
mayor's
put
that
out
as
well,
so
consider
where
it
belongs.
This
is
the
recommendation,
and
if
we're
okay
with
that
with
an
asterisk
Financial
asterisk,
then
we
can
move
it
into
the
plan.
Does
that
feel?
Okay
to
this
group,
you.
I
We
don't
pick
them
up
with
our
street
cleaning,
now
they're
in
the
sewers
which
we're
looking
at
waiting
out
on
this
annual
basis
or
whatever,
but
then
ice
dams
and
things
like
that
in
the
winter
and
and
those
are
those
types
of
unintended
consequences
that
I'm
thinking
of
or
that
I
thought
of.
When
I
heard
that.
M
L
So
a
lot
of
things
that
is
really
interesting
about
our
strategic
plan
is,
we
think,
at
this
part,
hopefully,
will
be
plug
and
play
in
terms
of
the
councils
and
the
community
strategic
plan,
because
the
plan
is
really
organized
around
beans
that
really
build
on
what
we
have
been
doing.
Some
of
the
things
that
we
want
to
really
try
to
strive
for
is
to
make
sure
our
businesses
know
that
we
are
here
that
we
have
the
resources
and
we're
communicating
with
them.
L
L
These
are
some
of
the
areas
that
we
would
recommend
that
we
would
report
into
the
Strategic
plan,
because
the
economic
development
strategic
plan
is
arranged
around
short
term
zero.
Two
years
midterm
two
to
five
and
one
five
to
ten
years
vocals,
and
these
this
list
here
and
I
won't
go
through
them
in
the
interest
of
five.
You
can
see
them
and
we
can
discuss
them
on
demand.
These
have
been
zero
to
two
years,
that's
the
contrary
to
strategic
plan.
L
So
we
think
this
is
a
pretty
good,
comprehensive
list
of
things
that
we
would
aim
to
try
to
accomplish
over
the
course
of
the
next
few
years
we
have
the
staff
resources
and
the
other
resources
of
the
device
to
be
able
to
do
that
with
an
art
existing
program.
So
I,
don't
think
we
have
the
same
resource
discussion
that
we
had
with
some
of
these
other
ones.
G
E
N
L
To
take
a
little
bit
of
a
change,
in
course
here
and
have
a
little
bit
more
expansive
discussion
around
city
center,
it's
all
in
your
calendars.
It's
on
the
on
the
DDA
boards,
calendars
for
February
11th,
as
well
as
L
and
our
partners.
A
couple
of
their
principals
are
going
to
join
us
from
Miami
to
have
a
discussion
session
in
mid-February
around
the
future
of
city
center.
But
one
of
the
things
we
wanted
to
do
was
start
to
have
some
of
the
discussions
around
wetting
the
appetite
for
that
larger
session
in
February.
L
H
I
C
A
N
Well,
there
you
go
so
August
started
on
this.
This
segment
is
to
get
capsules
feedback
on
the
prior
concept
plan
that
was
put
forward
by
SKB
and
tried
them,
and,
as
Brad
mentioned,
it's
in
preparation
for
the
February
11th
joint
planning
session
with
epda
board
members,
as
well
as
representatives
of
lnr
Partners,
who
represent
the
red
property
that
was
for
closed
on
in
2018..
So
this
is
the
first
time
that
we
collectively
have
this
opportunity
to
get
together
with
with
them.
N
The
goal
for
the
joint
planning
session
is
to
try
to
arrive
at
a
consensus,
revised
concept
plan.
In
other
words,
what
are
the
things
that
can
be
changed
about
the
prior
plan?
That
would
then
give
us
a
concept
plan
to
go
out
for
a
national
marketing
effort
to
see
a
replacement,
Master,
developer
and
buyer
of
the
l
r
property,
as
well
as
portions
of
the
city
property,
just
a
little
bit
of
additional
context.
N
If
we
can
arrive
at
a
consensus
concept
plan,
then
L
and
R
will
go
ahead
and
Lease
up
their
property
and
sell
it,
as
is
without
termination
of
the
ground
links,
and
the
problem
for
us
is
that
that
bush
Redevelopment
off
many
many
years,
because
those
leases
will
be
five
and
ten
and
even
longer
in
land.
So
it
leaves
us
kind
of
at
a
really
status
quo
in
terms
of
the
city
property
in
blue.
N
N
R
Foreign
thanks
Dan
good
afternoon,
Mr
Mayor,
member
of
councils,
city
of
criticals
and
team
members.
We're
excited
to
be
here
today:
I'm
Bill,
vitek
I'm,
with
geek
Studio
I'm,
the
senior
principal
there
and
with
me
also
is
Ryan
satericus
he's
in
the
back
and
he's
a
project
manager
on
this
project,
and
this
is
actually
very
familiar
for
us
because
we
were
involved
in
some
of
the
lead
Consultants
on
the
downtown
matters
plan.
R
R
So
that's
so
we're
not
going
to
do
much
more
talking
than
this,
because
we
want
to
hear
from
all
of
you
in
terms
of
your
thoughts
and
comments
and
and
as
we
all
know
in
as
a
plan
is
so
many
layers
to
it
right.
It
was
actually
very
interesting
to
hear
your
conversation
I'm
glad
you're
a
little
early
to
hear
your
conversation
about
Place,
making,
affordable
housing,
trees
and
economic
development.
R
That's
been.
You
know,
that's
identified
here,
the
the
red
and
blue
pieces
in
terms
of
ownership,
and
then
this
was
the
actual
triba
SKB
plan
right
here,
which
you
know
showed
a
lot
of
residential
mixed
use,
residential
three
blocks,
the
hotel
sites,
some
office
and
the
City
Hall
going
into
the
existing
24-Hour
Fitness
bill.
R
So
with
that,
I
can
just
open
this
up
and-
and
we
all
dive
in
and
talk
about,
everything
that
you'd
like
to
see
hear
from
you
know:
density,
affordable
housing,
circulation,
parking,
there's
an
issue
with
parking
and
RTD
and
all
that
sort
of
sorts
out,
but
just
like
to
open
it
up
to
the
floor
and
get
your
comments
and
feedback
on
this
plan.
What
you
like
what
you
didn't
like
and
what's
missing,
what
do
we
want
to
be
sure
that
we
don't
forget,
as
we
do
a
review.
R
11Th
meeting
yeah
the
goal
for
February
11th
is
based
on
feedback
we've
gotten
from
you
and
other
you
know.
The
EPA
and
all
the
other
other
city
folks,
is
to
come
out
of
that
February
11th
session,
with
a
consensus
plan
that
that
integrates
all
these
different
components
and
the
series
of
what
I
call
a
series
of
organizing
framework
principles
that
embody.
N
The
physical
plan
aspect
I'll
just
mention
that
the
the
content
plan
the
goal
for
that
is
to
be
able
to
use
it
as
part
of
an
offering
package
a
marketing
package.
So
it's
really
illustrative
only
it's,
basically
a
collection
of
General
ideas
about
what
the
stakeholders
would
like
to
see,
but
the
the
idea
is
all
the
respondents
to
the
marketing
effort
would
have
have
to
come
back
with
their
own
plans
and
then
vet.
Those
plans
with
the
primary
stakeholders
as
well.
M
N
It
would
make
life
a
lot
easier
if
we
didn't
have
to
do
that,
because
not
only
did
we
have
to
generally
agree
on
a
concept
plan,
but
in
parallel
with
that,
we
have
to
agree
on
a
transaction
and
that
transaction
is
going
to
have
the
termination
of
the
ground
lease
as
as
a
given.
So
we've
got
two
big
aspects
to
negotiate
with
L
and
R.
N
If,
if
we
didn't
have
them,
I
mean
to
deal
with
aside
from
those
things,
we
probably
still
have
pretty
much
that
mix
of
uses
because
Urban
you
know,
Transit
oriented
developments
really
require
a
lot
of
residential
to
drive
the
boat.
The
success
so
we'd
still
have
an
air
property,
is
basically
all
residential
going
forward.
So
we
probably
still
have
those
uses.
We
we
do
have
some
disagreements
with
them
about
how
parking
is
handled,
whether
it's
distributed
or
centralized,
and
they
also
have
some
thoughts
that
you'll
hear
about
how
affordable
housing
should
be
handled.
B
I,
don't
know
if
they'd
be
the
manipul
to
purchasing
you
know
just
the
C
portion,
because
that
could
still
make
one
continuous.
You
know
one
continuous
development
but
may
not
entail
the
same
level
of
cost.
I
mean
I
understand.
If
we
did
something
that
level
it
would
require
us
to
go
back
to
the
voters
and
then,
of
course,
we'll
be
on
the
hook
for
for
public
improvements,
which
we'd
be
able
to
support
anyway,
but
I
think
there's
a
potential
of
a
lot
more
upside
for
us
in
the
long
run.
B
If
we're
able
to
you
know
to
if
we
have
a
body
in
that,
but
we're
able
foreign
to
pay
that
back
off
with
sales
tax
and
property
tax
that
we
directly
either
collect
off
of
off
of
any
new
developments
to
go
in
there
rather
than
giving
all
that
to
Tiff
in
the
long
run.
So
just
structurally
I
really
like
that
idea
and
I
understand
they're.
You
know
there
may
be
practical.
You
know
things
that
I
don't
really
fully
understand
and
related
to
that,
but
it
does
seem
like
a
cleaner
solution.
I
I
N
Of
us
as
us,
as
opposed
to
us,
paying
them
no,
no,
no,
it
would
be
great
now.
The
reality
is,
we
would
be
paying
them
and
one
of
the
challenges
yeah
one
of
the
challenges
is:
they
have
a
very
high
expectation
now
about
what
that
property
is
worth.
That's
partially
based
on
their
negotiations
with
SKB,
and
so
they'd
really
be
looking
for
a
very,
very
high
price
to
to
essentially
leave
the
picture.
N
N
N
E
M
M
I
I
guess
my
my
concern.
When
we
talk
about
development
of
the
city
center
from
a
fiscal
standpoint
is:
am
I
not
borrowing
from
the
future
am
I
taking
something
from
the
next
generation
of
Inglewood
residents
for
the
benefit
of
the
current
generation.
It's
a
generational,
Equity
question
that
comes
into
play
that
I
have
some
I
have
to
admit
fairly
significant
concerns
about
it,
whereas
if
we
were
just
to
cleanly
require
it,
I
wouldn't
have
that
concern,
because
the
current
generation
has
acquired
it
and
now
can
dispose
of
it.
As
it's
Easter.
N
I
I
just
suggest,
there's
two
pieces
that
are
part
of
the
answer.
One
is
the
Net
Present
Value
52
years
from
now
to
you
know,
if
you
take
it
today,
it's
very
very
low,
so
there's
a
big
big
price
to
the
city
of
having
to
wait,
and
that's
just
Financial.
That's
before
you
consider
any
of
you
know
all
the
physical
appearance
or
Vitality
of
the
property
Etc.
The
economic
and
fiscal
impact
study
that
Ireland
economics
did
that
we
talked
about
geez
I,
think
it
was
enough
in
August.
N
You
know
it
showed
huge
fiscal
and
economic
benefits
resulting
to
the
city
from
developing
that
and
arguably
those
benefits
on
that
present
value
basis
are
are
quite
a
bit
higher
than
the
net
present
value
of
waiting
for
the
value
of
that
property
52
years
from
now,
and
we
worked
on
a
lot
of
ways:
the
city
can
control
what
happens
there
over
the
long
term
in
terms
of
development
covenants.
There
are
aspects
of
the
new
development
that
are
very
specific
to
the
property
and
a
couple
other
measures.
N
B
B
With
them
correct,
yes
and
I
think
the
other
thing
in
terms
of
the
negotiation,
the
negotiation
aspect
of
it
is
yeah.
They
have
this
High
expectation
of
value,
but
also
you
know
we're
the
city
of
Inglewood,
since
we
on
the
underlying
land
are
the
only
ones
that
could
make
a
deal
happen
right
and
if
we
have
the
bus,
if
we,
if
we
take
off
the
table,
that
we're
going
to
go,
find
a
master
developer
and
just
say:
here's
the
deal
you
know
on
on
just
a
portion,
C
or
CNB.
Do
you
want
it
or
not?
B
You
know,
you
know
what
you
can
get
out
of.
You
know
what
you
can
get
out
of
these
Pro
properties
on
the
lease
for
the
remainder
of
the
52
years.
You
want
to
take
The
Upfront
payment
or
not.
If
they
know
they
don't
have.
You
know
I
think
we're
in
a
fairly
strong
right
negotiating
position.
If
they
know
they
don't
have
any
other
opportunity,
it's
they
it's
not
going
to
Market.
B
It
is
what
Englewood
offers,
or
it's
maintained,
the
existing
asset
that
you
have
with
what
you
can
do
for
it
with
the
next
52
years,
which
is
already
limited
and
is
going
to
continue
to
be.
You
know
it's
going
to
continue
to
lose
value
on
them
year
after
year,
as
it
grows
closer
to
that
expiration
date.
B
So
if
we
wanted
to
go
that
way,
I
think
we,
you
know,
we
we,
as
Council
and
BDA,
get
together
and
say
here's
what
we
think
it's
worth
and
make
the
Gamble
and
go
to
l,
r
and
say
this
is
what
we
got
I.
Don't
really
want
to
pretend
to
throw
out
a
number,
but
building
would
say
this
is
what
we
have.
This
is
your
only
opportunity
to
sell
it
because
we're
not
going
to
bring
it
to
market
for
you.
Do
you
want
to
do?
N
Truth
in
there
they,
if
you
don't
terminate
the
ground
lease,
it
can't
come
to
the
deal.
They
will
more
than
likely
lease
up
the
current
vacancies.
As
Brad
has
said
in
these
situations,
they
tend
to
be
in
tier
two
tier
three
type:
tenants,
so
not
necessarily
the
ideal
kind
of
mix,
and
then
they
will
sell
it
as
an
agent.
They
ultimately
will
have
an
obligation
under
what's
called
their
remic
wounds
to
disposal.
So
sometimes
you,
just
you,
run
out
of
time
and
they'll
sell
it
at
whatever
price
they
can.
B
I
But
time
is
working
on
our
side,
as
you
would
mentioned,
I
mean
even
if
it's
second
tier
third
tier
type,
tenants
they're
not
going
on
and
they're
going
to
have
to
do
something
with
these
leases
within
the
next
50
years,
probably
three
three
four
times
and
some
of
that
stuff.
So
the
opportunity
I
guess
it
comes
back
to
us
a
number
of
times
to
purchase.
B
It
some
sort
of
discount
number
I,
just
I,
think
you
know.
With
this
kind
of
property,
we
can
figure
out
what
second-tier
retail
is
worth
and
then
reduce
that
by
you
know,
whatever
the
present
value
is
over
the
next
52
years
of
that,
and
what
can
they
sell
it
for?
If
we
don't
give
up
that
ground
lease
and
then
we
come
to
them
and
say
we
get?
You
know,
we've
done
that.
We've
done
the
analysis,
we'll
give
you
X
percent
more
than
you
can
get
there,
because
we
already
own
the
other
land
ground
lease.
B
H
E
J
J
B
N
I
think
these
are
all
great
ideas,
and
you
know
there's
certainly
a
lot
of
back
and
forth
negotiated
potential,
but
I.
You
know
I
think
after
we've
looked
at
it
from
all
different,
you
know,
perspectives
the
best
least
risky
best
financial
approach
for
the
city
is
to
try
to
come
to
a
consensus,
Redevelopment
concept
plan
and
then
go
to
the
market,
and
let
the
market
respond
to
that.
N
B
Think
that's
only
less
risky
if
you're,
okay,
with
with
giving
up
the
the
tax
on
that
for
the
next
30
years,
because
that
your
your
approach
there
involves
a
tip,
that's
gonna,
it's
gonna
suck
up
the
tax
revenue
on
that,
for
who
knows
how
long
and
you
know
yeah
it's
less
risky
on
our
site,
except
that
we
know
we're
giving
up
potential
future
Revenue,
so
yeah
we're
taking
on
a
little
risk
on
the
front
end,
but
our
upside
once
we
acquire
that
property
put
it
to
good
uses.
We
got
the.
N
Know
the
one
other
factor
to
keep
in
mind
is
not
only
be
able
to
have
the
acquisition
of
Christ
or
the
element
of
our
property,
but
you
know:
we've
looked
at
really
significant
tax,
increment
financing,
Bond,
you
know,
financing
that
covers
infrastructure
parking
that
needs
to
be
replaced,
RTD
parking
replacement,
parking
for
the
city
and
that's
a
really
big
number.
That's
in
addition
to
whatever
would
have
to
be
paid
for
the
l,
r
property
I
mean
it's.
It's
big.
B
R
Yeah
Financial
strategy
and
disposition
and
how
this
plays
out
that
the
very
interesting
idea
to
put
forth
there's
still
the
ultimate
physical.
What
does
this
look
like
right
now
and
what
are
the
priorities
in
the
city's
perspective
in
terms
of
the
uses
that
go
on
a
piece
of
property?
And
how
do
you
leverage,
Transit
I
know
it
was
just
this
discussion
about
affordable
housing,
how
much
affordable
housing,
what
percentage
a
percentage
for
sale?
What
percentage
for
rent
you
know
Park
and
open
space?
R
You
know
how
do
we
accommodate
parks
and
open
space
for
hopefully
a
denser
plan
that
is
having
more
people
live?
You
know
on
the
property
for
a
higher
bettering
to
sell
it.
I
mean
I.
Think
again,
regardless
of
this
disposition
strategy,
these
components,
whether
it's
residential
circulation,
parking,
housing,
open
space,
I,
mean
I,
think
I
would
love
to
hear
your
feedback
in
terms
of
the
actual
plan.
R
In
terms
of
what
you'd
like
to
see
more
of
what
you
think
works
doesn't
work,
you
know
and
honest
I
mean
I
mean
there's
been
some
discussion
back
and
forth
between
the
discussions
we've
had
team
already
is
nothing
you
know.
So
just
get
into
a
little
bit
of
specifics.
I
think
everybody
says
residential
no-brainer.
Yes,
there
needs
to
be
affordable
housing.
Yes,
there
used
to
be
in
relationship
with
with
connection
to
Edda
funding
and
that
Community
benefits
that
you
know
that
could
be
applied
to
a
portion
which
can
apply
to
you
know.
R
The
French
Revolution
of
the
site,
but
you
know,
is,
is
damaged
in
earlier,
I
mean
I,
just
throw
out
a
bunch
of
questions,
for
maybe
the
stimulate
some
conversation,
but
you
know
his
parking
this.
This
distributed
amongst
all
the
different
Parcels
of
blocks
are
or
centralized
parking.
Is
there
a
need
for
office
space,
but
I
mean
private
office
space
to
City
Hall
go
into
the
24-Hour
Fitness
building,
or
does
it
can?
Does
it
stay
where
it
is,
or
does
it
maybe
go
off
site
into
a
different
location,
potentially
a
municipal,
complex
somewhere
else?
R
You
know
all
those
kinds
of
of
kind
of
feedback
from
your
relatively
plan
will
be
very
helpful,
so
Hotel
a
good
use,
not
a
good
use.
We've
seen
a
lot
of
Market
study
that
that
with
the
medical
center
and
the
success
Medical
Center
is
somewhere
within
the
downtown
one
of
the
neighborhood
nodes.
You
know,
hotels,
probably,
is
a
good
idea
of
something
anyway.
So
if
you
can
comment
on
any
and
all
of
those
aspects
again,
we'd
love
to
hear
your
feedback
go.
M
Ahead,
we
can
say
no
or
let's
see
one
of
the
things
I
saw
when
I
first
looked
at
this
plan
is
what
we
have
now
in
comparison
to
what
is
composed
here
and
what
we
have
now
when
we
look
at
City
Center
is
a
is
a
place
that
has
great
potential
for
citizens
to
gather
we
do
our
annual
Christmas
holiday
tree
lighting
there
it's
a
great
event.
You
know
there
are
some
other
opportunities
for
us
to
have
events
in
that
area.
M
H
H
We
heard
a
lot
about
how
you
know
the
the
use
of
the
current
building
is
really
challenging
because
it
designed
to
be
a
long-term
office
building.
So
let's
move
City
College
we're
building.
That
was
not
designed
to
be
alive,
especially
for
me,
and
it
just
seemed
like
obviously,
a
huge
cost
benefit
right,
we're
using
the
building,
but
it's
uncooking
even
she
needs
our
meetings.
Both
sides
experience
and
you
know,
design
and
there's
a
lot
of
factors
there
plus.
H
Is
there
a
more
kind
of
inspiring
way
to
think
about
the
design
of
a
building
that,
when
we
gather
the
community
versus
kind
of
non-descript
would
be
able
to
look
boring?
But
it's
also
going
to
look
like
dated
in
the
near
terms
I
like
the
density
in
this
plan,
like
the
workforce,
housing
I
like
about
how
I'm
I'm
you
don't
have
scrum
balloons
on
the
office
space
they've
been
depends
what
the
market
forces
are,
but
the
other
thing
about
the
design
is
a
little
bit
specific
to
that.
A
E
H
H
B
The
camp,
my
my
kind
of
Chief
concern
about
this
is
this:
is
you
know,
SKB
came
in
and
looked
at
this
and
you
know
this
is
what
they
do
in
other
places
and,
like
you
know,
I,
don't
think
we
really
explored
the
opportunities
if
we
brought
this
out
of
emergency.
What
can
you
know
what
what
developers
out
there
are
really
good
at
adaptive,
reuse,
the
you
know
the
current
drawing
includes
a
lot
of
new
streets,
a
lot
of
new
public
infrastructure.
That's
all
very
expensive
and
you
know
I.
B
A
B
You
can
do
you
know
okay,
but
but
I
would
like
to
really
really
consider
that
what
could
possibly
be
done
with
this
property
they're
really
reused.
What's
already,
there
is
I
think,
regardless
of
how
we
approach
the
ownership
piece
of
it,
something
that
results
in
110
million
dollars
of
Republican
agreements
or
50
or
60
or
70
million
dollars,
is
just
going
to
be
really
hard,
especially
for
our
citizens
to
understand,
especially
if
we're
tearing
down
the
history
and
bringing
a
whole
new
feeling
into
the
area.
B
You
know
if
we
can,
like
you
know,
if
we
could
keep
like
or
even
increase,
bring
it
back
to
bring
back
some
neon
and
say
we're
bringing
back
some
Cinderella
City
kind
of
vibe
into
this
area.
We
want
something
very
difficult
specific
that
realizes
a
bunch
of
what
we
already
have
I
think
I
think
something
that
something
like
that
is
worth
pursuing,
because
we
know
that
we
can
take
over
citizen
City.
This
is
something
we
think
you're
really
going
to
love.
This
brings
back.
B
The
history
brings
back
the
the
vibe
that
it
had
once
and
and
also
I,
think,
to
remember
who
you
can't
point
on.
You
know
some
more
public
space.
We
all
we
have.
It
could
be
utilized
better,
but
we
already
have
a
really
good
nice
open
public
space
here
that
we
use
for
a
lot
of
you
know
for
a
lot
of
acidic
functions
if
that
could
be
surrounded
by
some
some
new
buildings,
some
new
housing,
some
new
retail
and
I-
think
that
would
increase
the
the
appeal
of
the
area.
B
A
M
A
Obviously,
it's
just
based
on
Grand
bunny,
but
that
I
can
see
just
having
that
aspect
of
it.
Being
part
of
this
would
be
great.
Multimodals
are
really
big
for
me,
so
making
this
an
area
and
I
agree
with
member
learning
camp
that
does
not
feel
like
it
would
that
photo
does
not
I
I
I
I
want
this
to
be
an
area
where
I.
It
feels
welcoming
to
the
citizens
that
are
currently
here
in
Nicollet
and.
A
So
obviously,
if
we
were
to
move
forward
with
this,
having
any
new
development
dollars
towards
that
project
would
be
great
and
green
space
would
be
very
big
for
me,
so
obviously,
coming
out
of
covid,
we
saw
that
green
spaces
were
being
used
more
I
want
people
to
feel
they
can
come
to
this
area
without
having
to
visit
the
restaurant
visit.
The
bars
whatever's
here
I
want
them
to
just
feel
like
this
is
an
area
that
they
want
to
bring
their
family
to.
Regardless
of
what
businesses
are
here.
I.
M
E
M
M
Think
they're
pretty
on
point,
and
the
point
I
believe
we
may
be
missing
is
that
we
can't
really
hold
on
to
the
past
and
especially
hold
on
to
an
idea
that
kind
of
died,
a
slow,
painful
death
over
20
years
I
mean
there
should
be
reference
to
it,
but
I
think
that
living
in
the
past
isn't
quite
the
way
we
want
to
go
here.
I
mean
there
is
a
future
ahead
of
us.
M
Also
keep
in
mind
that
generational
preferences
in
terms
of
how
we
live,
how
we
shot
how
we
die
and
how
we
how
we
want
to
navigate
our
cities.
It's
not
that
changes
what
every
10
years
or
so
you
can't
just
stop
ourselves
in
one
I
would
like
us
to
not
do
that
to
the
city.
I
think
we've
suffered
a
little
bit
and
because
of
that
I
think
we
should
look
ahead
and
I
do
think.
M
There
are
ways
we
can
perhaps
modify
what
we
see
here
to
maybe
a
little
bit
more
mirror
what
we've
chosen
as
that
way
finding
in
place
making
sort
of
visual
approach
or
aesthetic
which
we
all
like
because
of
their
there
were
elements
to
our
past.
There
were
elements
that
brought
together
all
of
the
important
facets
of
Englewood
I,
believe
it
was
part
of
our
decision
making.
So
I
could
see
some
some
modifications
to
that
end,
but
foreign.
M
H
I
think
it's
an
important
distinction,
an
opportunity
for
clarification,
because
I
don't
think
we
want
to
look
tweet.
It
right,
I
think
it's
about
monitoring
where
we
come
from
and
ensuring
that
people
both
new
and
you
know
using
residents,
feel
like
oh
I,
know
what
it
means
to
live
in
Inglewood
honoring
our
past.
If
I
do
this
as
a
progress,
since
it's
demands
chapter
Englewood
story,
but
it
did
feel
like
a
different
book
to
me.
H
H
One
thing,
I
would
also
note
on
the
perking.
I
definitely
would
hate
to
see.
You
know
a
lot
of
basketballs.
You
know
continue
in
this
space
and
so
we'd
love
to
see
the
distributed
or
some
harmful
competitive
underground.
You
know
whatever
we
would
leave,
which
he
said
that
we
have
public
spaces
here.
M
M
Others
structures-
let's,
let's
do
the
best
we
can
with
the
parking
distributed
I
think
is
healthy
and
there's
and
I
I
Sean.
Forgive
me
I'm
I'm.
Actually,
it's
probably
user
error
here,
I'm
still
not
in
love
with
the
city
hall
being
in
that
type
of
our
space.
It
could
be
me
I'm
willing
to
be
beat
up
over
here,
but
I
don't
feel
good.
So.
A
J
I
N
We
evolved
over
time.
The
original
idea
was
that
there
could
be
a
new
city
hall
building,
but
the
expense
of
it
is
so
so
alive,
and
then
we
started
looking
at.
Could
the
city
fit
in
24-Hour
Fitness?
What's
missing,
of
course
is
what
does
the
exterior
of
a
redeveloped
24-hour
rate,
and
this
look
like,
but
inside
that
building
is
pretty
exciting.
It's
it's
actually
wide
open
floor
plates,
very
high
ceilings.
N
You
know
open
duct
work,
the
window
lines
are
so
much
better
than
our
current
building,
and
so
that
was
the
further
we
got
into
it,
especially
with
the
space
planning.
We
could
actually
make
it
a
really
nice
city
hall
building
and
have
it
served
some
of
these
additional
functions
in
terms
of
appearance
field,
Gathering,
space
Etc.
So
this
is
an
Adaptive.
A
I
I
I
We
had
even
looked
at
one
time
a
few
years
ago
of
getting
acquiring
the
Chuck
E
cheese
area
for
hotel
space
moving
into
that,
but
the
hotel,
I
think
should
and
I
don't
know
why
we're
putting
any
type
of
residential,
Workforce
or
regular
high-end
or
whatever,
but
I,
don't
think.
The
viewpoints
here
are
City
down
downtown
City
Viewpoint.
The
Viewpoint
is
a
mountain
view.
I
A
I
D
I
do
remember
conversations
in
the
last,
probably
four
or
five
years
with
citizens
who,
when
we
were
going
to
tear
down
the
city
hall
building,
were
really
upset
because
the
truth
is
this
is
at
the
time
I
didn't
even
think
of
it.
This
way,
this
is
one
of
the
few
historical
buildings
that
we
have
left.
D
We
have
torn
down
everything
else
and
I
I,
don't
and
and
I've
been
on
Council
long
enough
seen
a
lot
of
presentations
to
know
that
buildings
never
look
like
what
the
pictures
that
you
are
given
and
it
will
change
a
hundred
times
before
it's
actually
built
I
I
would
be
in
favor
of
leaving
a
city
hall
I.
Actually,
one
of
the
things
that
was
shared
I
believe
it
was
councilmember
Anderson.
D
What
about
putting
out
there
for
a
developer
to
come
in
and
look
at
how
they
would
re
redesign
instead
of
having
the
city
council
decide
how
this
ought
to
be
redesigned,
we
ought
to
have
somebody
come
in.
That's
I,
like
the
Adaptive
reuse,
on
some
things,
I
really
I,
really
I
know
there's
issues
with
City
Hall.
We
will
pay
it
off
this
year.
D
There
will
be
no
more
mortgage
on
City
Hall,
so
I
am
thinking
that
we
need
to
rethink
this
I
know
there
are
developers
out
there
that
could
come
in
and
look
at
at
like
a
lot
of
the
things
that
councilmember
Anderson,
shared
and
I.
Don't
want
parking
structures.
My
brother
put
parking
where
we
need
it
in
the
retail
areas,
but
you
know
there
are
this
plan.
Did
this
plan
really
come
from
SKB,
or
did
this
come
from
the
city
and
SKB
I
guess
this
is
for
perhaps
Mr
paremba.
N
J
E
H
N
Agree,
I
think
that's
a
really
good
point.
You
know
in
April
of
last
year
we
were
looking
at
the
plan.
It's
really
it's
really
a
block
plan,
a
bolt
plan.
It's
it's
didn't
get
into
the
specifics
of
the
character
and
you
know
how
it
feels
like
Inglewood
and
that's
really
something
I
think
as
we
go
back
out.
Hopefully
we
do
that
we
really
ask
developers
to
expand
on
how
they
would
bring
that
to
us.
J
M
Thing
when
you
did
say
that
that
space
and
I
believe
that
a
visual
or
similar
ideas
would
have
me
quiet
about
that
when
you
said
you
know
well,
it
opens
all
ceilings.
It
seemed
to
me
that
that
was
part
of
the
the
challenge
in
fitting
offices
and
all
our
staff,
so
that
kind
of
yeah
and
then
secondly
strong
yes
on
hotel.
Please.
B
I
wanted
to
just
mention
the
parking.
The
thing
what
I
I
cannot
accept
the
idea
that
massive
number
of
rgd
parking
spaces
is
in
the
best
interest
of
this
area
or
the
city
and
I
guess.
My
kind
of
question
at
this
point
is
what
is
the
next
step
for
for
exerting
any
kind
of
influence
we
can
over
RTD
and
say
that.
G
B
Station
there
as
well,
is
there
something
we
can
do
to
revisit
that
question.
I
know
that
the
planners
at
RPD
didn't
really
want
to,
or
maybe
they
didn't
get
any
progress
at
the
political
level.
What's
the
next
step,
what
can
I
do
is
there
anything
I
could
do
to
help
on
that,
because
I
want
to
I
would
really
like
that
would
to
me
would
totally
change
this
development
if
we
could
massively
reduce
our
parking
requirement.
I.
N
Think
we
have
a
compelling
argument
for
our
TV
and
with
many
many
reasons
for
why
at
least
the
300
spots
should
go.
They
want
to
see
the
developer
on
board
because
they
really
want
to
understand
how
those
spots
going
away
is
going
to
catalyze
and
develop,
and
so
we've
had
this
discussion.
Strategic
discussion.
Should
the
city
approach
our
TD
directly
and
that's
certainly
something
we
can
continue
to
consider
I,
don't
think
it's
as
strong
of
a
position
without
the
developer
on
board.
L
A
I
Listen
to
this
discussion
because,
through
fast
tracks,
the
the
amended
Fast
Track
spoke
RTD
owes
us
more
parking,
we're
supposed
to
get
more
parking,
and
that
was
a
big
thing
back
in
probably
2007
2008
I
know,
I
was
on
the
mayors,
fast
tracks
task
force,
and
we
were
looking
at
that.
Okay,
how
do
we
get
more
parking
here?
I
We
were
looking
West
or
to
the
east
of
City
Center
in
by
Ross,
in
that
parking
right,
north
of
that
and
doing
the
structure,
and
nowadays,
with
the
parking
that's
being
utilized,
it
would
be
empty
all
of
the
time
their
own.
The
only
vehicle
that
would
be
in
it
would
be
the
security
vehicle,
yellow
light
going.
R
The
Uli
Trends
conference,
which
was
this
past
Thursday
downtown
Denver,
really
focused
in
on
this
issue,
which
is
what
is
Tod
today,
based
on
the
fact
of
a
few
people
feeling
safe
about
transport,
and
you
know
in
a
mass
transit
situations
and
with
work
from
home.
You
know
how
many
people
are
not
utilizing
Transit
every
day,
so
I
think
it's
really
an
evolving
picture
right
now.
R
I
did
want
to
ask
one
quick
question:
if
I
may,
which
is
no
one
touched
on
it,
but
the
notion
of
height
relative
to
buildings,
I
mean
what
was
shown
in
the
SKB
tribal
plan
was
pretty
economical
in
the
marketplace.
You
know
kind
of
Podium
building
with
stick
frame
above
that
gives
you
five
six
stories.
If
you
went
above
that
I
mean
certainly
there's
higher
costs,
there's
different
code
issues,
but
is
there
any
opposition
to
thinking
higher
about
buildings?
Yeah.
A
That
was
always
boring.
I
was
always
upset
with
them,
saying
that
there
was
a
higher
cost
once
you
get
to
Seven
floors
or
whatever
it
was
because
that
would
be
steel,
but
no
I
would
do
it
as
part
of
the
especially
to
get
more
affordable
housing
in
there.
One
thing
I
didn't
touch
on
own
I
would
prefer
own
versus
rent
and
then
obviously
I
do
want
like
medical
or
office
space
within
the
area.
Just
for
the
vibrancy
for
lunchtime
forever,.
E
B
Of
the
area
yeah
right,
so
we
voted
on
that
on
our
all
intermediate
or
at
a
sufficient
number
of
people
on
the
council
who
are
happy
with
going
up
to
that
I
I'm
happy
with
that
back
site,
I
probably
have
to
hired,
but
yeah
I.
Think
we
already
we
already
have.
We
already
have
that
in
place.
Discussion.
I
R
Do
thank
you
very
much
and
we'll
be
back
in
three
weeks
and
yeah.
We'll
pick
it
up
tracing
all
this
and
we
will
not
be
just
be
very
clear.
We
will
not
be
coming
back
with
here's
our
new
plan.
We
hope
you
love
it
we'll
be
coming
back
with
hear
of
all
the
things
we
heard.
Here's
a
range
of
possibilities.
You
know
it'll
kind
of
be
different.
R
G
A
L
J
H
For
this
format,
the
First
Column
is
our
goal.
The
second
column
is
existing
project.
The
third
is
the
sample
prioritized
action
plan,
the
fourth
of
our
strategic
outcomes.
So,
if
you
can
follow
this
thought
process,
let
go
the
first
one
purpose.
We
want
to
Foster
Financial
stewardship
by
creating
transparent
and
sustainable
operating
budgets,
transparency,
budgets
about
transparency
and
public
engagement.
We
just
want,
and
also
the
project.
H
H
What
if
we
cut
seven
positions
this
year,
the
following
year,
we
add
20
positions
in
order
to
reach
the
structurally
balanced
budget
this
year,
but
we
have
a
20
budget.
Supplemental
is
this
is
sustainable,
so
in
order
to
present
us
the
long-term,
sustainable
but
balance
the
budget
to
council,
we
are
going
to
prepare
to
mention
a
five-year
forecasting
for
the
general
economy.
This
will
be
a
very
Dynamic
process.
We
don't
know,
for
example,
the
third
year
we
may
have
a
Redevelopment
plan.
How
will
this
affect
our
operative
budget
so.
H
The
budget
to
a
council
this,
while
the
first
strategic,
the
second
one,
is
to
optimize
and
diversify
Revenue.
We
want
to
focus
on
optimize
our
Revenue,
but
we're
not
talking
about
maximize.
We
want
to
optimize
our
current
means
before
we
Diversified,
we
have
two
different
ways
based
on
department
will
consider
the
fee
structure
for
Community
Development
for
golf.
What
have
we
optimized
our
fees
that,
in
terms
of
taxes,
I
realized?
We
have
three
components.
One
is
what
is
our
industry
concentration?
The
second
is.
We
have
a
lot
large
audits.
There.
H
H
H
Manufacturing
and
automobiles
automobile
pass
along
Broadway,
so
that's
our
concentration,
then
how
can
we
collaborate
with
those
headquarters
to
do
the
audit?
So
what
do
we
propose?
Is
we
need
to
partner
with
the
outside
class
advisory,
Water
Service,
to
identify
sales
and
taxes
from
local
outside
and
internet
or
online
sales?
We
don't
know
what
we
don't
know
and
we
are
not.
The
only
municipality
receive
internet
sales,
so
we
really
want
to
learn
from
the
consultant.
What
can
we
do?
For
example,
I
just
call
a
text.
J
H
I
J
M
H
H
What
the
fund
balance
in
the
public
Improvement
fund,
as
of
today
33
million
of
that
11
million,
is
coming
from
Grants.
So
how
long
have
this
this
project
be
stated
in
the
project?
Zone
I
asked
to
find
instead
give
me
the
starting
Dance
Project.
So
we
may
start
the
project
20
years
ago,
where
staff
turnover
returned
to
Priority,
but
the
money
is
still
steady
in
pit
and
we
only
have
5
million
competing
every
new
project.
So
what
we
are
going
to
do
is
we
want
to
formalize
a
five-year
account,
including
for
delayed
projects.
J
H
J
H
H
H
The
ranking
agency
is
like
movies,
call
or
email
me.
I'll
always
talk
to
them.
I
want
to
make
sure
we
became
ensure
the
highest
rating
for
any
future
possible
rating
financing
activities.
So,
for
example,
we
probably
need
to
do
a
Geo
Bond
refinancing
for
parks
and
rec,
but
I
do
not.
This
is
this
Finance
project
because
it's
not
we
take
initiative.
H
H
J
A
M
Yeah,
okay,
so
outside
tax
advisory.
This
sounds
familiar
based
on
our
discussion
last
week
with
the
legislative
caucus
talking
about
some
state
tax
code
relative
to
charging
local
taxes,
oncoming
purchases
and
I.
Wonder
if
there's
an
opportunity
here
to
partner
with
some
state
agencies
like
to
discuss
how
various
municipalities
are
handling
this,
as
opposed
to
you
know,
paying
a
consultant
or
something
like
that
or
in
addition
to
paying
consultant
yeah.
J
M
H
H
H
M
J
M
M
H
M
H
Just
focused
on
optimizing
if
we
haven't
touched
on
how
to
diversify,
because
if
we
don't
have
a
very
good
handle
on
the
current,
what
is
available
to
us.
If
we
extend
our
base,
we
don't
have
a
manpower
to
mankind
these
tax
base.
So
unless
it's
optimize
what
we
have
right
and
then
you
know
the
next
slide
yeah
and
the
purpose
is
fine
with
the
Americans.
J
H
E
H
M
H
I
think
a
lot
of
things
that
probably
have
a
lawsuit
and
in
the
state
is
sympathizing
all
their
codes.
One
thing
we
have
to
do
is
internally
we
talk
about.
Do
we
want
to
change
our
code
to
mimic
state
decided?
No,
that's
all
the
whole
rules.
We
want
to
keep
our
rule.
However.
We
need
to
make
sure
our
codes
are
not
more
complicated
than
the
state
codes.
That's
the
guiding
principle.
I.
M
Think
there's
a
there's
a
larger
goal,
other
than
optimizing
Diversified
Revenue,
which
is
you
know,
the
level
of
the
playing
field
for
other
businesses.
If
business
a
is
not
paying
sales
tax,
the
business
fee
is,
then
the
company
that
is
non-compliant
has
a
competitive
advantage
in
the
market
against
the
company
that
chooses
to
compile
their
law.
So
I
I
think
the
compliance
portion
of
this
might
be
its
own
purpose.
H
A
G
O
So
on
our
actually,
this
one
actually
was
fairly
straightforward
and
we
touched
that
a
little
bit
before
there's
a
number
of
projects
in
the
in
the
water
infrastructure,
space
they're
actually
under
sustainability
that
actually
make
more
sense
from
a
definition
to
go
under
infrastructure,
and
it's
directly
going
for
infrastructure
funding
to
fund
some
of
those
from
the
infrastructure
Bill.
We
thought
just
linking
the
language
made
a
bit
more
sense,
and
so
essentially,
what
we
want
to
do
is
under
water
conservation
and
sustainability.
We
just
we're
just
completing
the
water
efficiency
plan.
O
It's
a
whole
set
of
goals
that
come
out
of
that
that
we
think
they'll
tell
perfectly
in
this
water
sustainability
and
actually
really
get
at
the
heart
of
water
sustainability.
It's
like
you,
plug
in
plan,
is
what
Tim
referenced
earlier.
Hadn't
heard
that
before,
but
that's
what
we
think
that
is
so
that
essentially
just
references,
the
water
efficiency
plan
and
then
under
infrastructure.
O
We
move
all
of
those
those
elements
out
of
sustainability
into
drinking
water,
water,
infrastructure
and
rights,
and,
with
the
exception
of
a
couple
things
like
the
stream
cleanup
would
stay
still
in
in
the
sustainability.
But
it's
essentially
putting
all
that
infrastructure
on
your
infrastructure,
adding
City
dead
City.
This
piping
wasn't
actually
one
of
the
major
projects
that
we
think
that's
an
important
one
and
then
just
cleaning
up.
M
A
G
R
C
I'm
going
to
turn
it
over
in
a
second
to
details,
but
my
part
will
be
quick
and
even
as
quick
as
computers.
This
is
something
we
had
brought
up
a
few
months
ago
with
you
about
basically
changing
our
existing
Transportation
safety
goal
to
a
vision,
zero
goal.
So
what
we're
proposing
is
just
that
today,
we're
proposing
really
to
the
first
year
of
it
would
be
really
building
out
a
program
and
that
over
time
it
would
add
more
specifics
to
it.
We
did
look.
C
Denver
has
a
very
comprehensive
easy
to
digest
program,
and
so
we
looked
at
that,
and
so
a
lot
of
the
proposals
come
from
that.
So
those
are
existing
goals.
We
talked
about
earlier
Transportation
safety
through
sport
projects
and
so
we're
proposing
these
changes.
So
our
proposed
goal
on
this
thoughtful
collaboration
through
thoughtful
collaboration,
investment
and
strategic
planning
aim
for
a
goal:
a
vision
of
zero
with
zero
Transportation
related
fatalities
and
serious
injuries.
C
So
we're
not
at
the
point
yet
where
we
feel
comfortable
setting
you
know
by
2030
or
whatever
it
is
really.
You
know
if
you're
so
amenable
to
to
doing
this.
The
first
year
would
really
be
building
out
a
program
and
a
structure
so
I'll
turn
it
over
to
Victor
to
go
through
some
of
the
specific
projects
that
we
thought.
Thanks.
O
Though
so
you
know
the
goal
here
really
is
it's
not
replacing?
What's
already
in
the
Strategic
plan,
it's
really
kind
of
modifying
and
layering
on
Vision
zero.
So
some
of
the
things
we're
talking
about
are
collaboration
internally
with
PD
Public
Works
in
the
community
to
identify
areas
that
we
see
these
high
incidents
High
either
high
cost
and
fatalities
and
trying
to
reduce
those
through
the
Michigan
goal
or
efficient
zero
goal
partnering
with
the
school
system
and
safe
routes
to
school.
We
already
touched
on
that.
O
We
have
our
brand
out
there
with
regard
to
walking
and
routes
to
schools,
to
be
able
to
hear
us
back
on
soon.
That's
part
of
it
developing
and
implementing
infrastructure
policies
to
reduce
those
fatalities,
and
those
series
entries
are
all
part
of
the
proposed
program
that
we
would
frame
up
here
over
the
next
year
and
bring
back
to
council
and
again
continuing
our
bike
at
this
pedestrian
friendly.
O
O
Those,
Who,
present,
unique
challenges
and
we'd
be
collaborating
with
pde
to
see
if
there's
enforcement
opportunities
trying
to
identify
specific
pain
points
on
roadways
at
specific
times
of
day,
all
those
kinds
of
things
that
go
into
the
data
set
as
we
move
through
the
process,
as
I
touched
on.
Lastly,
review
and
strengthen
our
traffic
enforcement
policies
and
practices
and
layering
and
Engineering
as
well.
O
M
O
You
know
Vision
zero
has
a
lot
of
different
facets,
and
so
I
have
probably
some
of
the
same
concerns.
You
do
right,
Vision,
zero.
One
of
the
big
concerns
I
have
are
those
again
those
outside
influence
accidents.
You
know
they're
a
preventable
engineering
measures
that
could
be
done,
but
there
are
some
accidents
where
an
individual
makes
a
poor
choice
and
judgment
lapse
in
judgment.
How
do
you
get
to
zero
when
you
get
right?
The
new
rated
drivers
off
yeah,
so
that
will
be
part
of
the
discussion
as
we
go
through
the
process.
C
C
H
O
Right,
so
the
Project's
part
would
speak
to
the
data
set
if
we
identify
a
graph
pattern
at
an
intersection.
How
do
weave
them
an
engineering
perspective
or
correct
that
right,
angle,
crashes,
you're,
flapping,
yellow
arrows
are
a
big
thing
and
we
can
do
certain
things
with
signal:
timing,
potential
crashes.
We
can
narrow
up
intersections.
So
there's
that
aspect
on
the
policy
side.
O
It
speaks
more
to
kind
of
our
development
and
how
things
come
in
and
trying
to
put
things
that
we're
practicing
into
development
policy
so
that,
when
someone
comes
to
us
with
a
new
project,
says
Hey
I
want
to
build
out.
If
we've
identified
that
location
and
we
can
Implement
best
practices
to
traffic
calming
reduce
crash
patterns
and
make
intersections
safer,
reduce
pedestrian,
Crossings
Etc.
M
M
O
Yes,
I
would
say
there
is
an
opportunity
to
reach
out
to
some
adjacent
jurisdictions
that
are
doing
some
enforcement.
Some
of
them
are
doing
new
enforcement
and
get
their
feedback
and
collaborate
with
pde
on
some
of
that
I'm
aware
of
at
least
one
jurisdiction
that
is
stood
up
in
some
enforcement
band
enforcement
that
didn't
have
it
before
it's
brand
new
yeah.
M
Well,
I'm
talking
about
cops
on
the
road,
but
I
I
know
that
there's
difficulties
there
as
well,
but
I
I
think
that
that
would
be
something
when
I
when
I
think
of
this.
That
would
be
something
I
can
build
directly
in
my
constituency.
We
identified
this
problem.
We
applied
some
public
works,
but
we've
also
applied
some
enforcement,
and
this
is
the
result
we
got.
That
is
what
I
did
for
you
this
year,
or
that
is
what
the
city
did
for
you
guys
right.
C
And
one
of
the
go
ahead:
okay,
there's
two
quick
things
on
that
tab,
so
the
first
that
you
probably
saw
here,
it's
obviously
at
a
very
high
level,
and
obviously
we
have
staff
images,
but
it's
a
review
of
stranded
enforcement.
So
we
did
want
to
make
sure,
of
course
included,
and
the
second
thing
is
we
do
reference
a
committee
on
the
first
slide
and
basically,
what
the
idea
behind
this
is.
C
Is
that
anytime,
there
is
a
severe
crash
or
there's
a
data
that
we'd
want
to
work
at
that
we're
having
this
internal
committee
with
their
contracted
graphic
engineer,
Public,
Works
and
PE,
looking
at
it
together
constantly,
and
so
we
talked
to
the
deputy
police
chief
about
it.
You
know
it
was
an
idea.
Actually,
this
was
in
the
Strategic
plan
three
two
and
a
half
years
ago,
and
we
got
taken
out,
but
we
want
to
bring
that
back.
B
B
M
And
I
don't
I,
don't
necessarily
think
that
councilman,
Anderson
and
I
are
in
disagreement
here.
I
think
I
just
feel
enforcement,
as
as
part
of
the
picture
picture
like
it's
something
that
we
can
directly
Point
our
residents
to
say:
look.
We
stationed
an
office
around
the
corner
of
Anna
and
Broadway
for
a
month.
This
is
the
result
of
that
enforcement.
That's
right.
J
L
C
Is
playing
in
prison,
zero
plan
enforcement
isn't
included,
but
the
way
I
look
at
it
is
that
Vision
zero
really
is
about
identifying
the
root
causes
of
why
this
is
happening
in
solving
order
causes
because
of
the
enforcement
then
kind
of
fits
into
that
of
okay.
If
we've
identified
that
these
things
are
causing
it,
but
to
make
sure
that
we're
making
sure
those
things.
C
A
E
B
She
is
so
Madeline
again.
Our
neighborhood
engagement
program
manager
is
here
to
help
me
answer
any
questions
before
we
start,
though,
I
would
like
to
share
some
highlights
really
quickly
from
2022
as
part
of
the
program.
Now
we
have
25
plus
active
neighborhood
group
leaders.
The
block
party
trailer
was
reserved
15
out
of
17
possible
weekends.
B
C
B
B
B
A
A
The
other
alternative
is,
this
could
be
sunset,
I,
don't
think.
That's,
probably
the
direction
you're
going
to
want
to
go.
You're,
probably
going
to
want
to
add
to
the
list
and
I
totally
recognize
that,
but
I
just
wanted
to
put
out
that
that's
an
option
available
as
well
doesn't
mean
that
it
goes
away
just
means
from
a
strategic
plan
perspective.
It
doesn't
have
the
same
level
of
visibility.
C
A
H
H
Well-Being,
we
have
the
you
know:
City
Identity,
project
kind
of
a
community
library.
We
have
all
of
our
City
events.
You
know
under
Community
well-being
and
I'm
wondering.
Should
we
pull
that
out
to
its
own
kind
of
like
a
connectedness
section
within
the
plan,
where
all
of
that
and
that's
where
all
of
our
projects
about
how
we
bring
people
together,
live
together
and
then
have
to
be
what
we
need
to
be
focus
more
kind
of
like
the
whole
of
us.
A
H
B
If
you
think
I
mean
I
I
think
both
both
I
think
I,
think
communities
and
neighborhood
relation
you
know.
Kind
of
neighborhood
connections
are
both
very,
very
important,
but
also
to
separate
things.
I
mean
I,
don't
want
what
I'm
afraid
of
is.
If
we
all
say,
hey,
we've
done
a
lot
of
good
work
in
our
neighborhoods.
You
know
now
we're
going
to
transition
to
community-wide
relationships.
I
think
we're
going
to
lose
something
on
the
neighborhood
side.
B
I
think
the
number
one
most
important
thing
with
the
neighborhood
resources
program
is
getting
literal
neighbors
connected
with
literal
neighbors
and
as
and
it's
it's
very,
very
important
also
that
neighbors
connect
with
people
all
over
the
city,
but
those
are
different.
You
know
to
me
they're
different
categories
and
should
receive
in
different.
You
know:
should
we
each
receive
their
own
focus
and
I'm
afraid
of
the
I?
Can
I
could
see
the
neighborhood
resources
program
kind
of
converting
itself
into
a
community
relations?
H
F
H
And
City
and
events,
and
all
these
affordability,
like
all
of
these
different
things,
are
in
the
duty,
well-being,
I
think
anything
about
how
we
connect
people
could
come
out
and
to
not
touch
neighborhood
resources
to
keep
it
a
priority
to
not
not
harm
it
in
any
way,
but
continue
on
in
full
force.
And
if
not,
what
is
it
easy
part
of
the
four
skill,
and
would
it
be
part
of
aware
foreign.
A
So
we
we
had
grants
available
for
this.
Is
there
opportunity
I'm
now
thinking
about
beautification
do
have
we
do?
We
have
like
a
like
Grant
bunny
in
a
place
or
neighbor
or
good
or
groups
to
like
get
together?
It's
either
Santa,
Rally
or
team
up
like
a
problem
area,
because
we're
talking
about
Cherokee
and
and
avoid
being
like
an
example
of
like
a
parking
lot
that
just
was
a
nice
story
within
the
neighborhood.
A
Q
Yeah
so
there's
the
two
grants
that
the
neighborhood
program
offers
the
neighborhood
Improvement
Grant
that's
up
to
last
year
we
did
up
to
three
thousand
dollars,
and
so
those
are
for
larger
scale
projects
like
the
lot
at
Floyd
and
Cherokee,
and
then
they
get
to
know
your
neighbor
Grant
neighborhoods
can
apply
for
100,
300
or
500,
and
we
had
two
or
three
neighborhoods
that
actually
organized
alley
cleanups
and
run
to
the
dumpster
and
just
organized
that
way
and
used
the
grant
funds
for
that.
So
it
can
be
used.
A
E
A
There
there's
a
method
that
we
can
add,
though,
and
I
think
we've
got
that
that's
right.
They
move
somewhere.
We
do
yeah,
but
again,
I
think
that
they
definitely
can
go
with
the
new
neighborhood
map
and
just
bring
an
identity
that
way
when
I
stand
at
least
to
bigger
projects
like
this,
but
just
man
I
can't
remember
the
last
time
I
saw
you
I
can't
remember,
but
just
so
many
so
much
great
feedback
from
Neighbors
there's
people
that
are
doing
snow
buddy
that
actually
aren't
signed
up
at
the
city.
A
That
I've
also
noticed
they're
having
30
that
are
just
that.
You
know
that
are
identified,
there's
a
lot
more
and
they
they've
just
been
doing
because
I
think
they
saw
this
nobody
and
they
just
reached
out
to
the
neighborhood
says
I'll.
Do
it,
but
no
there's
just
been
a
lot
of
great
things
that
have
happened.
M
B
M
A
So
we
have
success
that
we
want
to
build
on
here
and
I.
Think
that's
part
of
the
messaging
is
we've
got
some
winning
going
on
and
how
do
we
continue
to
build
on
that
winning
and
it's
a
great
suggestion?
Can
we
expand
the
scope
of
the
grant
or
or
make
sure
that
we're
really
pushing
that
out
there
we've
got
some
good
wins
going
on.
What
other
wins
would
you
like
to
see
chopped
up
and
again,
no
pressure
Maps?
A
What
other?
What
other
things
do
you
think
might
fall
under
this
this
list
of
additional
projects
for
our
neighborhood,
or
do
you
feel
comfortable
with
where
the
list
is
now,
albeit
small,
and
the
progress
that
we're
making
and
the
goal
should
be
to
continue
making
progress
in
the
areas?
I
think
this
is
good.
I
think
this
might
be
just
a
communication
thing
where
it's
just
like
I
have
I'm
trying
to
figure
out
like
what
else
can
fall
into
this
grant
program,
so
maybe
we're
throwing
out
ideas
to
some
of
the
neighborhood
groups.
That
said,
you.
A
M
M
I
B
H
C
When
we
try
to
do
less,
we
started
last
year,
but
you
want
to
continue
this
year.
Is
the
things
like
Lewis
mentioned?
If
it's
something
like
okay,
we've
completed
the
grant
program
because
we
launched
it
as
a
terminology
that
we
would
then
turn
it
into
a
metric.
That
would
be
a
part
of
the
plan.
We
would
use
one
of
their
success.
A
But
can
I
just
throw
up
100
right
here
that
challenge
Chris
and
Madeline
on
as
we
talk
about,
neighborhoods
is
thinking
about
equity
and
the
fact
that
you
know
to
me:
it's
so
surprised
that
the
highest
income
neighborhood
in
the
city
of
Inglewood,
so
the
first
two
you
know
in
their
science.
That's
not
because
we
gave
those
brothers
or
treatment
it's,
because
they
know
how
to
access
resources.
B
A
G
E
G
H
L
E
B
A
A
L
A
K
Like
reunion
coverage
some
of
this,
so
the
we've
been
talking
about
set
Ted
previously,
which
is
one
of
the
outstanding
projects
that
not
that's
left
unfilled
as
well
as
the
we
have
a
couple
that
were
waiting
for
data
to
come
in,
so
we
have
some
that
are
built
around
crime
stats,
High
accident
stats,
we'll
talk
about
that
in
just
a
minute.
So
those
are
those
are
depending.
So
it
goes
on
a
lot.
Those
will
continue
into
in
tonight's
year.
K
We
actually
it
this
year
with
Tim
and
Sean's
suggestion
we
added
a
couple
into
the
Strategic
plan
and
again
those
surround
crime
sets
we
every
year
we
produce
a
community
safety
report
that
that
has
all
the
the
the
stats
we'll
have
one
that
comes
out
hopefully
next
month,
that
has
the
2022
stats.
There's
a
lot
of
conversation
that
we've
had
in
these
meetings
with
the
council
around
those
to
include
the
property
credit.
K
K
The
I
can
Envision
some
some
questions
that
you
might
have
relative
to
the
six
new
police
officers
who
were
granted
this
year's
budget
as
a
as
something
to
move
forward
into
the
into
2023.
So
if
there's
any
any
conversations
about
that
and
I
will
say
in
certain
back
to
that
high
accident
locations,
a
little
bit
of
example,
picture
talk
quite
a
bit
about
that
we've
already
identified
by
bias
X
multiplications
of
the
city.
We
have
the
formulated
plan.
We
haven't
had
a
chance
to
sit
down
and
meet
on
these.
K
Yet
adventure
movies,
we've
identified
education,
opportunities,
engineering
possibilities
and
enforcement
strategies.
I
don't
talk
a
lot
about
it
enforcement.
So
when,
when
the
conversation
revolved
around,
what's
the
best
approach
to
resolving
the
problems
and
like,
like
you
said,
you
know
it's
not
just
enforcement
but
enforcement's
part
of
it,
but
also
include
the
engineering
and
the
education.
So
that's
that's
in
the
work
so
be
more
followed
on
this.
A
Little
bit
of
2023.,
and
so
as
part
of
this
question
we've
got.
You
know
three
that
haven't
been
accomplished
in
this
area,
which
means
that
we've
accomplished
the
rest
of
what
we
had
that
we've
initially
listed
under
the
safety
header,
and
so
now
the
question
becomes
and
Beyond
what
the
chief's
already
indicated.
What
additional
projects
need
to
be
added
to
this?
What
else
would
you
like
to
see
in
this
list,
or
should
safety
be
sunset?
I,
don't
think,
that's
something
you're
probably
going
to
do
again.
A
It's
a
terminology
thing
I
know,
but
it's
a
possibility
because
again
when
it
comes
to
strategic
planning,
the
question
is:
what's
in
the
plan
doesn't
mean
it's
not
a
priority?
It
just
means
what
are
the
top
focuses
so
here
it
is
again
not
probably
a
popular
thought
to
Sunset
the
word
safety
out
of
anything,
but
I
want
to
put
out
that
it's
a
possibility.
The
question
becomes
yeah,
that's
not
the
case.
Do
we
continue
doing
what
we're
doing
or
do
we
add
additional
projects
in
and
what
would
you
like
to
see
added?
M
I,
you
know
we
spend
a
lot
of
time
talking
about
zero
Transportation
fatalities.
You
know
Karen
or
or
the
well-being
of
our
constituents,
so
I'm
curious
about
mine
items
in
the
Strategic
plan
for
the
PD,
that
is
around
officer
Protection,
Officer
well-being,
I
mean
just
taking
care
of
the
course
and
the
team.
M
You
know,
we've
got
extra
challenges
with
you
know
part
of
the
United
States
hating
police
officers.
Now
you
know
I
mean
I
just
what
what
do
we
need
to
do?
Are
we
doing
enough
to
take
care
of
our
officers?
Okay,
so
great
and
we're
adding
something
that
needs
to
be
called
out
explicitly?
But
it's
something
I
definitely
think
about
all.
H
Looks
like
yeah
absolutely
that
you
shared
with
us
in
the
past
is
you
know
the
needs.
You
also
have
a
community
to
lock
your
car
doors
and
do
these
things.
But
you
know
outside
lights
to
help.
You
know,
keep
your
houses
safe
and
it's
something
that
I
love,
that
I
see
when
you're
working
as
like
this
new
catalytic
converter,
educational
event,
Community
Education
from
police
force-
and
this
is
how
you
can
be
a
good
partner
and
keep
now
enabling
and
safe
I-
think
it's
extremely
powerful.
I
I
understand
that
it's
a
huge
time
commitment.
K
Yeah
and
that's
what
we're
filled
goals
for
2022,
putting
the
current
convention
community
relations
specialists
in
place
and
for
those
of
you,
even
though
that
have
met
Crystal,
doing
a
fabulous
job
and
and
that's
one
of
those
programs,
and
that
really
helps
across
the
board.
We'll
talk
about
crime,
stats
reduction
crime
as
well
as
the
education,
so
so
yeah.
That's
that's
going
to
continue.
A
Sorry,
so,
regarding
how
do
you
pronounce
it?
What's
here?
September,
as
we
I
know,
that's
part
of
the
whole
city
center
Redevelopment
conversation
we've
been
talking
about
that
aspect
of
it
is
the
police
department
involved
with
those
discussions
or
the
more
you
know,
you
know
who
was
the
fkv
like?
Is
there
somebody
who's
in
charge
of
that
aspect
of
it
is
someone
on
the
city
side
or
the
police
department,
or
somebody
to
developed
or
something.
C
Yeah
so
right
now
we
have
a
joint,
a
better
meeting
that
involves
facility
if
any
over
a
year
ago,
that
involved
PB
facilities
and
Parks
recreational
Library
involved.
We
have
a
joint
spreadsheet.
The
majority
of
the
projects
right
now
are
falling
either
on
your
facilities
or
Enterprise
Library
involved,
so
we're
seeing
babies
just
brilliant
advisory
role.
C
K
They're
really
playing
more
of
an
advice
for
people
yeah.
So
there's
there's
that
there's
the
project
site
that
we've
talked
about
through
facilities
reports.
We
are
involved
in
the
police
department,
proactive
basis.
Maybe
if
it's
proactive,
if
there's
a
specific
say
a
household
burglarizer
businesses
is
experiencing,
difficulties
are
community
relations,
crime
prevention,
specialist
can
go
out
and
do
a
zip
Ted
audit
for
that
particular
obligation
and
help
them
with
you
know,
with
lighting
bushes
and
alarms,
and
you
know
different
different
ideas
that
they
may
have
to
become
less
convictable.
K
A
A
Of
my
fears
about
getting
your
crime
prevention,
specialist,
you
know
is
that
oh
you've
got
someone
now
we
don't
have
to
do
that
right.
Really,
everybody
officers
should
be
thinking
about
this.
You
know
with
every
interaction
they
have
in
Brethren.
You
know
our
code
officers,
you
know
our
Public
Works
staff
that
are
on
the
front
line
talking
to
folks.
A
K
When
it
rolls
into
what
the
city
manager
was
talking
earlier,
with
the
the
last
presentation
about
Equity
within
our
community
to
make
sure
that
we're
we're
looking
at
somebody's
underserved
populations
that
maybe
historically
don't
get
that
type
of
services,
so
that's
important
for
us
at
the
police
department
too,
the
question
came
up
at
last
Wednesday's
meeting
with
the
state
representatives
on
the
number
of
trailer
parks.
We
have
right,
that's
one,
there
was
conversation.
K
Well,
we
had
one,
and
you
know
it's
actually
four,
and
you
know
they
usually
the
services
they
get
are
react.
If
something
happens,
city
rolls
in
provides
services.
That
leads,
but
try
to
be
more
proactive
in
these
underserved
areas
to
include
step
10
and
other
things
that
we're
talking
about
is
important.
M
One
of
the
questions
I
have
this
might
be
an
opportunity
for
a
new
project,
is
on
the
response.
One
of
what
I'll
call
a
major
incident
occurs,
and
we
saw
this
a
couple
times
last
year
in
District.
For
the
example
that
comes
to
mind
is
the
the
exchange
of
gunfire
on
Le
Pan,
near
Bellevue,
Park
and
subsequent
to
that
event
occurring.
M
B
A
G
A
K
Yeah
I
hear
what
you're
saying,
and
that
is
the
the
crossover
I
was
talking
about
when
I
first
walked
up
with
the
with
our
neighborhood
identification.
When
these
type
of
incidents
learn
skill
incidents
happen,
we
already
have
that
Network
in
place.
We
go
to
and
hold
these
Community
meetings
like
we
did
down
on
the
pan
by
Belgium
Park,
which
was
very
successful
actually
or
so
we're
still
working
on
some
of
those.
M
J
I
J
H
M
I
think
that's
the
thing
that
I
hear
most
commonly
from
residents
when
something
like
this
occurs
is
what
happened.
Nobody's
telling
me
I,
haven't
heard
anything
and
then
I
talked
to
the
police
department.
They
say
well,
we
were
out
there
knocking
the
doors.
We
talked
to
tons
of
people,
but
this
one
person
didn't
didn't
get
reached
for
whatever
yeah.
K
I
I
do
know
that
we're
doing
a
better
job
through
communication.
You
know
with
our
with
our
Specialists
and
working
in
Communications
team
across
street.
You
know
putting
out
in
this
Gene,
for
instance,
as
they're
occurring
and
then
after
they've
occurred
to
try
to
put
out
as
much
pressure
information
as
you
can
include
press
releases,
but
not
everybody
does
social
media
right
right
so,
but
I
know
we're
doing
better
in
that
area.
M
Maybe,
as
that
grows
it's
an
easier
way
for
Ed
to
communicate
and
get
messages,
maybe
more
readily
dispersed
without
you
having
the,
even
in
addition
to
what
communication
is
good
about
New
Yorkers,
but
just
directly
to
those
neighborhood
groups
of
empathy,
because
those
are
developing
so
beautifully
in
our
city.
I.
M
M
K
Know
we
we
have
a
policy
of
going
forward
or
afternoon.
Is
that,
like
that,
like
after
a
SWAT
team's
out
in
an
area
or
some
high
profile,
where
I'll
knock
on
doors,
a
whole
block
do
knocking
talks?
Talk
to
people
tell
them
as
much
as
we
can.
You
know
try
to
try
to
alleviate
any
concern
that
they
may
have
say
to
concerns.
Of
course
you
don't
hit
everybody
yeah.
We
make
that
attempt
right
after
the
incident
is
over
and.
K
H
Shot
by
the
communications
around
you
know,
emergent
situations
is
whether
it's
you
know,
fire
kind
of
making
the
city
limits
or
a
shooting
is
just
the
immediate
communication,
because
it's
important
what's
going
on
in
the
moment
once
and
then
we've
sent
out
a
referral
or
a
text,
but
it
it's
not
been
I
think
Super,
clear
or
consistent
what
that
policy
is
and
I
think
that's
something
to
do.
We
can
think
about
that
proactive
communication.
H
B
A
This
dovetails
nicely
into
our
conversation
earlier
about
responsiveness
and
and
having
a
discussion
about
how
we
Define
responsiveness
under
certain
levels
of
urgent
important
and
that
discussion
as
well.
Councilmember,
maybe
had
one
thing
to
say
and
then
I
want
to
move
us
forward.
If
we
can
yeah
I
I
can
I.
I
Would
like
to
see
a
little
bit
more
active
Patrol
on
Broadway
in
285,
just
driving
down
up
and
down
the
street,
because
I
didn't
I
mean
Broadway
at
times
it's
just
really.
The
speedway
is-
and
it's
during
amazing
times
like
rush
hour,
where
you
see
people
coming
from
the
south
weaving
around
and
through,
and
it's.
I
A
K
Skull
things
come
into
play
that
one
of
them
is
is
parking
issues
it's
in
the
Medical
District,
so
we
have
a
our
new
parking
management
officer.
That's
because
that's
is
a
signed
area
and
he
also
meets
with
the
staff
of
their
own
Swedish
and
Craig.
President
worked
with
the
construction
companies
that
are
that,
are
you
know
doing
all
the
constructions,
because
a
lot
of
them
in
for
parking
problems
or
from
them
so
anyway
we're
trying
to
manage
that
through
education
and
enforcement.
K
As
far
as
the
criminals,
like
you
mentioned,
that's
all
so
that's
part
of
our
hot
spot,
releasing
program
where
we
identify
smaller
Geographic
areas,
they're
having
specific
problems.
We
work
with
our
Prime
analysts
and
we,
you
know,
research,
the
issues,
the
types
of
crimes,
the
daily
the
hours,
the
people
that
are
involved,
the
pattern
defined,
and
then
you
really
focused
out
on
trying
to
have
an
impact
on
that
we
do.
We
work
with
DEA.
K
Occasionally,
like
you
mentioned,
we
work
with
the
SAE
SIU
the
special
investigations
unit
out
of
Arapahoe
County,
which
we
have
an
officer
assigned
to
that
task,
force
other
task
forces
that
are
out
there
and
really
try
to
drill
down.
It's
one
thing
to
put
officers
in
an
area
where
that's
having
a
specific
problem.
It's
another
thing
to
have
those
officers,
look
at
the
specific
problems
the
times
and
days,
the
people,
the
cars,
the
network
and
try
to
have
a
yeah.
A
B
K
A
A
L
C
Session
last
thing,
so
we
had
hoped
to
be
done
by
3
15..
You
can
tell
it's
3
15.
we're
not
quite
hot,
so
hopefully
we'll
be
done
by
3
30.
We
just
said
this
last
one
and
then
I'll
wrap
up
so
I
believe
Mel
England,
our
sustainability
coordinators,
on
the
line.
So
the
last
section
is
sustainability
refinements.
C
One
thing
I
wanted
to
point
out
on
this
is
well.
We
didn't
know.
We
certainly
could,
if
that's
the
direction
of
the
council,
we
did
not
explicitly
ask
boards
and
commissions
for
their
input.
However,
the
sustainability
commission
did
take
it
upon
themselves
to
write
a
memo
that
was
part
of
your
packet
and
to
present
some
suggestions.
So
now
these
are
not
coming
from
her
they're
coming
from
us,
the
the
commission,
but
she
is
their
staff.
C
F
Hi,
everyone
happy
Saturday
and
thanks
Tim
for
the
introduction,
as
you
said,
I'm
just
going
to
go
over
this
very,
very
high
level.
So
to
start,
the
commission
recommended
around
built
environment
and
infrastructure
overall
they're,
really
hoping
for
kind
of
a
refinement
and
to
kind
of
look
at
projects
are
any
duplicative
that
maybe
could
be
honed
down
to
one
project
and
then
could
some
kind
of
be
more
specified.
So
one
example
they
gave
was
we
have
a
project
in
there
improve
Energy
Efficiency
in
the
building
code?
What
does
that
mean?
So?
F
Could
we
be
more
clear
on
that
for
Community
resilience?
They
had
some
project
ideas
for
additions,
so
they
recommended
something
around
projects
to
reduce
the
heat
island
effect
in
our
city
and
another
one.
For
specifically
for
an
emergency
solar
electric
backup
system.
They
had
specifically
listed
kind
of
the
police
department
or
Civic
Center,
because
some
kind
of
big
name
buildings
for
the
city
of
Englewood
next
slide,
please
and
then
economic
resilience.
This
is
the
only
one.
F
I
want
to
spend
just
a
little
bit
of
time
on,
so
the
commission
had
requested
to
clearly
Define
the
difference
between
economic
resilience
and
the
sustainability
plan
and
economy
and
the
Strategic
plan.
And
if
you
look
at
the
sustainability
plan,
you
can
see
that
our
economic
resilience
is
lacking
a
little
love
and
so
I
wanted
to
kind
of
mull
over
that
and
see
where
the
differences
were,
and
so
in
our
strategic
plan.
We
list
economy
as
a
city
that
retains
and
supports
existing
businesses
while
attracting
and
promoting
new
business
ventures.
F
So
I
really
see
at
least
me
personally.
I
see
this
as
a
really
high
level
of
how
is
Englewood
bringing
in
new
businesses
and
ensuring
that
the
current
ones
you
know,
are
happy
and
then,
on
the
flip
side
we
have
economic
resilience.
We
have
a
look
and
we
Define
that
as
a
local
economy
that
can
proceed,
withstand
adapt
and
recover
from
adversity.
F
So
I
really
see
this
as
a
more
in-depth
look
at
increasing
resiliency
within
businesses,
once
they're
here
once
they're
part
of
the
Englewood
business
community
and
some
examples
kind
of
that
could
go
along
with
that.
So
if
we
look
at
that,
word
adapt
in
that.
In
that
definition,
this
could
be
around.
You
know
assisting
businesses
with,
as
I'm
sure
we
all
know
the
new
state
mandated
legislation
for
a
plastic
bag
man.
F
How
are
we
helping
our
businesses
not
only
survive
that
new
legislation,
but
actually
maybe
even
potentially
Thrive
under
it,
similar
with
the
styrofoam
band
that
is
going
to
be
coming
in
in
2024
or
another
example-
could
be
kind
of
increasing
a
business's
Energy
Efficiency
to
kind
of
help
them
predict
protect
against
fluctuating
energy
bills?
That
you
know,
surprise
increase
in
an
energy
bill
can
be
a
real
burden
for
a
business
owner.
F
They
recommended
actually
replacing
that
with
connect
more
Inc,
low-income
households
with
no
cost
solar
from
non-profit
partners
and
I,
just
want
to
specify
what
they're
thinking
of
specifically
as
the
non-profit
grid
Alternatives,
which
already
has
a
partnership
with
Arapahoe
County,
and
this
nonprofit
gives
completely
free
solar
to
low-income
households
to
do
the
maintenance
for
free
and
everything,
so
I
believe
the
commission
was
thinking.
We
already
have
the
resources
there
and
a
non-profit
that
will
do
the
work.
How
could
we
just
better
connect
our
residents
with
that
resource?
That
again
is
already
there
next
slide.
F
Please
perfect,
clean
and
connected
Transportation,
a
lot
of
energy
and
a
lot
of
excitement
around
this
one.
Overall,
really,
they
were
just
looking
for
increased
micro
mobility
in
the
plan
that
seemed
to
be
lacking
in
their
eyes
and
then
also
increased
education
and
infrastructure
for
pedestrians
and
bicyclists
in
the
community
next
slide,
and
then
to
end
things.
We
have
air
quality,
so
they
recommended
having
projects
related
to
indoor
air
quality.
F
So
right
now
we
do
have
a
project
in
development,
so
a
second
tier
relating
to
kind
of
exploring
education
around
indoor
air
quality,
but
they're,
hoping
for
more
kind
of
tangible
projects
for
Waste
and
Recycling.
They
had
the
suggestion
for
a
project
to
enforce
unlicensed
trash
operations
throughout
the
city
and
then
to
close
for
water
protection.
Really
these
both
are
just
around
kind
of
incentivizing
and
finding
ways
to
increase
water
efficiency,
while
also
making
sure
that
we're
economically
resilient
as
well.
F
So
that
is
a
really
really
quick
summary
of
their
suggestions
and
happy
to
take
any
questions
there.
Maybe
so
I'm
going
to
make
a
facilitator's
audible
here
in
the
interest
of
time
for
a
second
there's,
a
lot
inside
of
the
modifications
here
and
I
know
that
you're
probably
going
to
want
a
little
bit
of
time
to
absorb
those
and
maybe
provide
more
specific
refinement
feedback,
as
opposed
to
maybe
because
we've
got
a
large
package
of
things
to
consider.
F
My
ask
of
you
is
to
take
a
look
at
those
and
if
you
have
additional
questions
related
to
what
the
policy
requirements
look
like
or
you
have
objections
to.
Let
staff
know
that
hey
I'm
uncomfortable
with
this
one
or
if
we
don't
hear
anything
it
feels
like
we're
good
and
we
can
move
that
forward
into
February
March
discussions.
F
But
in
this
case
it
gives
you
time
to
process
a
little
bit
more
on
the
refinements
and
we
can
go
ahead
and
just
because
we're
over
time
do
some
adjournment
for
the
day
and
Mel.
Thanks
for
all
this
great
work
really
appreciate
that.
So
we
had
that
time
to
be
able
to
take
a
look,
provide
some
feedback.
If
you
have
objections,
let
us
know
what
that
looks
like
to
provide
that
over
to
Sean
or
Tim
and
they'll
be
happy
to
do
that,
and
with
that
said,
that's
our
time
for
today.
F
I
just
want
to
say
thanks
on
a
Saturday
for
putting
this
in
it,
matters
for
the
community
and
I
really
do
appreciate
it.
We
had
some
great
discussion
earlier
about
some
different
governance.
Thoughts
and
I
really
appreciate
the
robust
discussion.
You
had
big
thanks
to
staff
as
well
for
putting
in
the
time
and
effort
for
this
update
today,
and
if
you
have
anything
else,
Sean
would
be
happy
to
go
ahead
and
address
anything
that
you've
got
Sean.
Do
you
have
any
closing
words
or
marriage?