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From YouTube: Human Services Committee Meeting 3-4-2019
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A
B
Got
to
see
the
documentary,
the
notorious
RBG
lately
and
I
just
loved
the
way
everybody
starts
at
the
Supreme
Court
honorable
Chief
Justice,
and
may
it
please
the
court
so
honorable
chairwoman,
and
may
it
please
the
community
thanks
for
thanks
for
letting
me
speak
tonight.
I
just
have
a
couple
things
I
wanted
to
mention.
Seeing
the
conversation
on
the
agenda
tonight
about.
B
There
are
a
few
things
that
appear
to
be
available
at
no
cost,
and
chief
cooks
already
indicated
some
intentions
in
these
areas.
So
here
are
the
recommendations
that
can
be
done
at
virtually
no
cost.
One
allow
for
the
intake
of
citizen
complaints
at
locations
other
than
the
police
station.
Allow
for
citizen
complaints
to
be
received
by
senior
leadership.
B
Based
on
the
detailed
recommendations
in
our
report,
which
we
gave
you
in
December
January,
so
we'd
love
to
you
know
continue
our
discussions
about
how
alternative
dispute
resolution
might
be
utilized
on
a
voluntary
basis
with
respect
to
citizen
complaints,
recognizing
that
it's
not
a
replacement
for
investigation,
it's
not
something
that
can
be
mandated
to
police
officers
or
anything
like
that.
So
that's
all
I've
got.
Thank
you
very
much.
Thank.
C
So
there's
a
real
opportunity
there
and
also
to
assess,
what's
been
done
so
far
in
terms
of
triaging.
The
circumstances
on
February
1st,
where
everything
was
kind
of
overwhelmed
and
then
so
that
the
Evanston
building,
where
house
could
do
both
deconstruction
and
construction
and
maybe
at
the
place
that's
to
to
to
open
because
we
haven't
gotten
an
update.
C
When
you
need
to
deploy
in
an
emergency,
they're
happy
the
people
are
happy
and
the
people
who
can't
afford
somebody
will
be
able
to
afford
somebody,
because
you're
talking
about
people
are
people
that
the
city
might
be
able
to
subsidize
to
help.
These
workers
haven't,
have
a
fair,
fair
wage
and
also
help
the
people
who
are
trying
to
live.
You
know
in
a
situation,
it's
difficult
for
them
and
that's
it.
So.
Thank
you
very
much.
E
D
D
D
D
I've
handed
out
an
article
from
Sunday's,
yesterday's
Tribune,
the
article
goes
into
some
detail
about
the
sinking
of
Chicago
and
the
lake
level
rising
I.
Ask
that
you
read
it.
We
haven't
had
a
dog
beach
I
think
it's
four
three
possibly
four
years
now
because
of
lake
level,
and
this
article
points
out
that
it's
not
going
to
the
likelihood
of
the
dog
Beach
water
receding
is
almost
nil,
so
it
appears
that
there
will
be
no
dog
Beach
this
year
again,
dogs
have
become
important
members
of
many
families.
D
D
And
we
would
take
them
to
the
dog
beach,
for
that
the
dog
beach
also
enables
other
owner
the
owner
is
to
socialize.
We
get
to
know
each
each
other
and
many
times
so
end
up
socializing
outside
outside
of
the
dog
beach.
So
again,
we
urge
the
city
of
Evanston
to
declare
a
Lincoln
Street
Beach,
a
dog
beach.
Thank
you
thank.
A
D
A
Our
final
comment
is
actually
a
presentation.
We
have
miss,
Bree
and
Noel
got
in
touch
with
me
and
she
is
concerned
about
homelessness
in
Evanston
and
she
had
a
fundraiser
this
weekend
called
the
bowl
party
where
she
made
hair
bowls
and
sold
them,
and
she
raised
some
money
she's
coming
today
to
present
us
with
a
check.
I
asked
that
she
she
came
to
present
me
with
a
check.
As
we
all
know,
I
can't
take
a
check,
so
I
asked
that
she
make
it
to
Evanston
own
it
Bree.
F
G
A
A
H
G
A
A
Okay.
That
concludes
public
comment.
We
have
one
more.
Oh,
we
have
an
email
I'm
going
to
read.
This
is
to
the
Human
Services
Committee
regarding
the
dog
Beach
as
well.
This
is
from
Karen
purr
Leah
to
all
the
Human
Services
Committee
members.
My
name
is
Karen
purr
Leah
and
I'm.
A
lifetime
Evanston
resident
I've
lived
in
the
eighth
ward
for
25
years,
along
with
my
husband
Louise,
we
run
a
Evanston
dog
Beach
Facebook
page.
We
like
to
keep
people
informed
and
share
pictures
of
the
dog,
beach
and
other
dog
issues.
A
Please
consider
when
hearing
about
the
update
on
the
dog
beach
that
there
are
many
of
us
who
want
a
dog
beach
this
summer,
if
not
in
the
current
location,
north
of
the
boat
dot,
then
please
consider
Lincoln
Street
Beach
Lincoln
Street
Beach
is
Evanston's
owned
beach
property
that
was
not
utilized
as
much
by
beach
patrons
last
year.
I
believe
strongly
that
by
making
Lincoln
Street
Beach
the
new
dog
beach
location,
it
would
be
welcomed
and
used.
Exclamation
point
I
remind
you
all
that
the
dog
Beach
is
very
lucrative
for
the
city
of
Evanston.
A
It
can
bring
in
40
thousand
dollars
or
more
I
am
wanting
to
sit
through
a
three-hour
committee.
I
am
not
wanting
to
sit
through
a
three-hour
committee
meeting
or
rally
the
troops
until
I
know
where
the
city
of
Evanston
stands
on
this
matter,
but
I
assure
you
that
there
are
many
of
us
in
Evanston
and
nearby
suburbs
that
would
like
a
dog
beach
to
go
in
Evanston,
so
I
urge
those
on
this
committee
to
consider
this
seriously
sincerely
Karen
/,
Lea
I
will
add
this
to
the
minutes.
Thank
you.
I
I
Have
three
minutes
worth
I
I
do
but
I'll
keep
it
short.
Okay,
I
actually
got
a
phone
call
this
morning
from
a
longtime
Evanston
advocate
for
the
dog
beach
and
many
other
fine
things
that
keep
people
like
us.
This
is
almost
40
years
for
me
here:
Barbara
James
she's
in
warmer
climes
at
the
moment,
but
she's
the
one
that
reminded
me
that
the
dog
beach
would
be
discussed
tonight
or
at
least
nodded
at
I've,
been
in
Evanston
since
1985
and
for
all
those
years
I've
been
a
dog
owner.
I.
I
Think
it's
important
to
go
on
record
that
the
dog
beach,
wherever
it
is,
whether
and
when
the
city
and
its
largest
non-taxpayer
and
the
state
determine
what
might
happened
to
Lincoln
Street
Beach
or
whenever
the
city
might
decide.
What
is
the
real
number,
because
data
drives
everything?
Well,
how
much
money
does
the
city
make
when
it
sells
dog
beach
tokens
to
Evanston
residents
and
neighboring
dog
owners,
because
you
know
hi
Lake,
maybe
he's
a
little
dredging,
but
it's
important
to
provide
this
service
at
cost.
I
Whatever
it
takes
to
the
residents
who
represent
a
cross-section
of
Evan,
stone
Ian's
and
to
our
neighbors
I
have
a
very
long
list
of
folks
out
from
that
money
making
Skokie
dog
park.
Who
will
be
happy
to
know
when
you're
prepared
to
entertain
their
testimony
I'm
talking
about
dozens
of
people
who
have
made
use
and
wondered
what
the
heck
happened
in
Evanston
have
made
use
of
the
dog,
beach
and
wood.
So
in
the
future,
are
there
questions.
A
You
thank
you,
and
that
concludes
citizen
comment.
Yes,
so
we
have
items
for
consideration.
We
have
h
h,
one
staff
recommends
approval
of
2019.
Special
events
proposed
in
city
parks.
Contingent
upon
compliance
of
our
requirements
is
set
forth
by
the
special
event
policy
and
guidelines.
This
year's
calendar
includes
one
new
park
event:
1
million
steps
for
OCD
walk.
This
is
for
action.
J
J
The
LCD
vent
is
their
new,
the
organizers
have,
they
came
to
us,
just
as
all
especially
event
planners
do
to
advocate
on
their
cause,
and
this
is
specifically
the
case
of
OCD.
They
will
they're
asking
for
approval
of
this
event
so
that
they
could
raise
money.
So
what
they
do
is
they
don't
charge
their
participants,
the
participant
to
go
out
and
raise
pledges
and
if
they
raise
a
minimum
of
25
dollars,
they're
able
to
get
a
t-shirt
from
the
organizers
but
the
rest
of
it.
J
F
Can
you
tell
me
what
we
do
if
ever
we
send
the
bill
out
to
the
agency
for
reimbursement
of
personnel
cost
and
it's
not
paid,
and
then
also
the
refuge
and
reuse
and
I
live
near
James,
Park
and
and
some
in
the
summer
and
I
realized
some
events?
Don't
have
a
permit
but
I
sometimes
walk
on
Monday
morning
then
I
go
over
in
the
trash
cans
are
spilling
over
from
what
I
assume
are.
You
know,
maybe
smaller
birthday
parties
or
such
so
in
the
refuge
and
recycling
kind
of.
What's
our
policy
there.
F
If
we
find
that
there
is
extra
trash
left
behind
and
are
we
asking
people
also
to
get
compost
containers
now
that
we
have
that
citywide
and
then
my
third
question
is
about
music.
So
again,
I
live
near
James
Parker.
We
have
large
festivals
and,
and
every
now
and
again,
I
get
a
call.
The
next
day
of
people
complaining
about
the
music
volume,
and
so
how
is
that
handled?
F
J
J
We
our
department
tends
to
work
with
that
organization
and
we
don't
approve
or
bring
back
the
following
year:
they're
20
their
next
year's
event,
there's
not
many,
but
there
are
a
few
where
that
happens.
So
we
work
through
a
deal
to
try
to
communicate
the
outstanding
balance
and
those
to
this
point
have
paid
and
we,
if
they
didn't,
we
wouldn't
bring
it
before
you
for
approval,
refuse.
J
When
so,
each
organizer
has
an
option
to
request
additional
cans
to
support
their
event.
Sometimes
the
Special
Events
Committee
actually
tells
organizers
based
upon
the
number
of
people
that
they
need
to
get
more
trash
cans,
and
so
there
is
a
fee.
You
pay
$100,
you
get
10
additional
cans
and
then,
if
you
need
more
than
10,
you
pay
$50
for
every
additional
10.
Some
more.
Some
events.
That's
listed
right
on
a
special
event
application.
J
Those
cans
do
come
as
trash
and
as
recycle
cans.
You
get
five
and
five
because
we
do
try
to
promote
recycling,
but
you
know
we.
We
have
a.
We
look
at
the
number
of
participants
that
they
anticipate
for
the
event
and
the
committee
will
rut
generally
recommend
you
need
more
than
the
cans
in
that
particular
location
and
we
haven't
run
into
a
problem
where
any
organizers
I've
felt
like
that
was
an
issue
that
was.
J
J
So
each
so
again
on
the
special
event
committee
tell
me
on
application.
There
is
a
loudspeaker.
Permit,
that's
allowed,
there's
a
fee
that
the
organizer
pay,
depending
on
I,
mean
wherever
the
location
is
of
the
event.
We
do
speak
two
times
in
which
music
is
allowed.
We
have
the
organize
and
we
tell
the
organizers,
you
know,
to
try
to
direct
speakers
away
from
homes
and
towards
the
center
of
parks
if
it's
on
a
lakefront
turn
your
speaker's
toward
the
lake
versus
toward
the
homes.
H
A
Any
further
discussion,
all
in
favor
any
opposed
motion
passes
HHH
to
the
parks,
recreation,
Community,
Services,
Board,
recommend,
adoption
of
resolution,
15
r19
naming
the
portion
of
Church
Street
between
Hartree
Avenue
and
gray
Avenue
with
the
honorary
street
name
sign
tina
Lippert.
This
is
for
action
and
I'll
speak
to
it.
So
this
is
a
street
naming
that
would
be
in
the
fifth
Ward
and
Tina
Lifford
is
a
native
of
the
5th
Ward.
She
still
has
family.
That's
here.
She
has
since
moved.
A
Her
career
has
taken
her
to
Hollywood
she's,
the
current
star
of
Queen
sugar,
as
well
as
have
had
roles
on
scandal
and
dozens
of
other
shows.
She
is
the
author
of
best-selling
book
little
little
book
of
big
lies
and
she
gives
back.
She
is
still
very
much
connected
to
the
community.
I,
don't
know
if
I
mentioned
that
she
attended
foster
school
and
she
is
a
proud
product
of
our
community
just
by
nature
of
her
success
and
her
philanthropy.
A
H
A
F
A
Thank
you
and
we
found
a
great
Evanston
native
that
is
experienced
in
the
music
industry,
experienced
music
producer
working
in
various
genres,
having
had
a
studio,
downtown
Evanston
and
really
proud
that
he
has
committed
to
bringing
his
talents
to
the
fifth
Ward.
So
thank
you,
mr.
Watson,
would
you
like
to
share
anything
you're?
Okay,
all
in
favor
any
opposed
I'm,
abstaining.
A
Motion
passes
h/h
for
the
minority
woman
in
Evanston
bass,
Enterprise
MW,
eb
e
development
committee
recommends
approval
of
the
proposed
pathways
to
union
apprenticeship
program
with
Evanston
rebuilder
warehouse
and
minority
business
consortium.
It
is
recommended
Human,
Services
Committee
approve
allocation
of
forty
thousand
dollars
during
2019,
which
will
provide
strong
pathway
for
six
Evanston
residents
to
access
apprenticeship
programs.
This
is
for
action.
F
F
So
if
we
make
all
of
our
decisions,
thinking
and
in
terms
of
how
can
we
support
those
who,
historically,
you
know,
don't
get
contract
with
the
city
and
so
on
and
so
forth
that
this
kind
of
thing
would
just
be
a
natural
right.
We
wouldn't
have
to
do
this
in
a
special
committee
with
special
funding
with
highlighted
attention.
We
could
have
highlighted
attention
throughout
everything.
F
We
do
so
I
very
much
support
this,
but
I
just
wanted
to
kind
of
bring
that
up
as
we're
thinking
of
how
government
can
I
there
make
them
make
bring
equity
forward,
particularly
for
african-american
community,
or
how
we
can
create
barriers,
or
so.
This
is
just
an
example
of
if
we
kind
of
have
this
thinking
through
everything,
every
decision
we
make,
it
doesn't
have
to
just
come
out
of
MWe.
You
can
be
everywhere
thank.
A
A
Thank
You
alderman
Fleming
for
the
support
and
as
a
current
chair
of
MW,
EBE,
really
proud
and
grateful
for
Evanson
rebuilding
warehouse
to
come
to
us
with
this
proposal.
It's
in
line
with
all
of
our
current
discussions
for
Workforce
Development
and
empowering
and
equipping
our
workforce
in
addition
to
the
six
paid
training.
A
K
K
A
You
so
don't
leave
yet
this
is
important
because
on
MWBE,
where
we
are
managing
compliance
for
our
local
goals,
our
minority
and
women
goals,
this
is
helping
us
to
assure
the
contractors
that
the
talent
is
here
and
you're.
Helping
us
do
that.
I
do
have
one
more
thing:
I
need
some
feedback
on,
so
one
condition
of
my
support
was
a
sub
agreement
with
MBC
and
I.
Don't
know
that
I
have
the
exact
details,
but
can
you
tell
us
how
you'll
be
working
together
with
the
minority
business
consortium?
Certainly.
K
K
His
is
an
unpaid
classroom
based
program,
but
he's
working
with
Evanston
residents
and
especially
within
this
funding,
we
are
looking
very
strongly
at
Evanston
residents
and
how
to
increase
that
outreach,
so
I'm,
hoping
that
he
can
be
a
great
partner
to
help
pipeline
and
support
us
in
recruiting
successful
candidates
for
our
training,
I
mean.
Ultimately,
we
want
candidates
who
are
going
to
succeed
within
that
five
months
and
move
on
towards
the
Union
pathways.
K
A
L
Do
you
all
have
the
Harriet
Hines
report
a
copy
of
it
Oh
at
home?
Okay,
all
right!
That's
why
I
made
this
presentation?
Okay,
I'm,
very
familiar
with
the
work,
a
Hilliard,
Heights
I'm,
very
good
friends
and
professional
relationship
with
mr.
Hilliard
I
have
had
class
under
professor
Kirby,
who
was
part
of
this
assessment
process
that
he
Evanston
Police
Department.
But
what
I
want
to
point
out
first
is
an
excerpt
from
the
letter
that
mr.
L
Arnett
Heights
wrote
to
the
city
manager
and
it
states
that
our
review
identified
an
overall
well-managed
agency
staff
by
command
and
supervisory
personnel
who
are
truly
invested
in
a
city
and
a
delivery
of
service,
as
with
any
department
opportunity
exists
to
enhance
efficiencies.
But,
as
we
know
throughout
our
report,
the
decisions
should
be
part
of
a
larger
strategic
vision.
L
Implementation
of
any
recommendation
requires
analysis
within
the
context
of
organized
organizational
goals,
to
determine
whether
our
recommendations
will
serve
the
needs
of
the
department,
the
city
and
its
residents.
If
the
city
and
epd
implementer
recommendations
in
this
report
and
ensure
that
they
are
aligned
with
the
EPD
goals
and
strategies,
we
believe
that
efficiencies
will
be
achieved
and
I
think
this
report
is,
is
well
designed
to
point
out
some
areas
within
the
organizational
structure
span
of
control
and
to
some
point
in
unity
of
command
on
how
the
Everson
police
department
could
leverage
efficiencies
within
an
organization.
L
But,
as
stated
you
know,
you
want
to
be
careful
on
how
you
flatten
organization,
through
you,
know
the
elimination
of
positions
and
the
way
that
workload
is
dispersed
among
a
more
flattened
organization.
We
don't
know
what
that
will
yield
in
terms
of
a
workload,
product,
service,
delivery
and
so
forth.
So,
although
these
are
good
recommendations,
we
have
to
look
at
them
in
the
context
of
the
goals
that
stated
at
a
police
department
and
also
other
goals
of
of
the
Ottoman.
Your
vision
with
this
process.
L
This
is
the
organizational
chart
of
the
Evanston
Police
Department.
Take
a
look
at
it.
We
trying
to
make
some
efficiencies
in
the
organizational
chart.
Now
the
organization
has
been
organized
over
many
years
within
the
city
of
Evanston
to
come
up
with
a
product
to
where
we
are
now
with
respect
to
service
delivery.
We
didn't
just
throw
some
commanders
up
there.
We
didn't
just
throw
some
some
sergeants.
In
a
unit.
We
looked
at
efficient
placement
of
personnel,
the
efficient
development
of
programs
within
the
police
department.
L
Okay,
the
key
findings
consist
of
supervisory
staffing
across
the
department.
Now
in
a
report,
they
recommend
that
we
review
supervisory
assignments
within
the
context
of
organizational
goals.
Consider
whether
three
sergeants
provide
sufficient
supervision
within
a
combined
detective
bureau
that
includes
the
juvenile
under
chief
editin.
They
had
started
prior
to
me
getting
here,
to
making
some
of
these
efficiencies
and
to
limit
or
enhance
the
span
of
control
within
the
police
department,
among
supervisory
personnel
and
of
the
officer.
Basically
looking
at
the
ratio
of
supervision
to
officers.
L
Consider
whether
three
sergeants
provide
supervision
within
a
combined
detective
Bureau
is
efficient.
We're
still
looking
at
that.
You
know
you
can
see
more
in
the
summer
months
with
workload,
and
you
can
you
know
when
it's
20
degrees
outside
so,
but
we
do
think
it's
a
process
that
will
yield
efficiency
in
the
delivery
of
service
and
and
also
an
economic
maintenance
of
the
police
department.
L
Okay,
it
says
a
assign
the
school
resource
officers
to
the
community
strategies,
Bureau
I'm.
Looking
at
that,
because
the
community
strategies
Bureau,
is
really
a
division.
That
is
really
stressed
in
terms
of
workload.
You
know
they've
got
nine
aldermen
driving
some
delivery
of
service,
plus
whatever
other
programs
that
may
pop
up.
You
know
they
have
programs
with
youth.
They
have
programs
with
foot
patrol
and
things
that
nature.
L
So
when
you
look
at
span
of
control
and
outside
forces
driving
your
service
delivery,
is
that
really
efficient
and
they'll
talk
more
about
that
in
this
report
and
I
urge
you
all
to
look
at
at
that?
What
I
just
spoke
about,
and
they
say
that
the
sergeant's
released
on
a
daily
supervision
from
the
detective
bureau
could
support
a
professional
case
management.
I
agree
with
that
we're
looking
at
the
case
management
program,
that's
within
the
caste
system
and
in
the
RMS
sister,
when
in
a
police
department.
Basically
that
will
computerize
case
management.
L
It'll
have
due
dates
that
automatically
pop
up
and
things
of
that
nature.
They
still
doing
it
a
little
bit
paper
on
Excel
spreadsheet.
So
we
want
to
work
to
eliminate
that
type
of
case
manager,
review
and
assess
supervision
in
the
Special
Operations
Group
within
the
context
of
organizational
goals.
I
think
the
way
the
Special
Operations
Group
is
structured
now
is
efficient
for
the
management
of
high
risks.
L
Those
guys
deal
with
high-risk
offenders
and
any
supervision
they
deal
with
the
most
serious
criminals
that
we
can
come
across
in
this
organization,
and
they
have
been
really
efficient
and
cost-effective.
I,
don't
think
much
in
terms
of
litigation
to
my
knowledge
have
come
out
of
the
Special
Operations
Group.
So
I
would
like
to
maintain
a
high
level
of
supervision
in
that
group,
relatively
large
command
staff.
They
say
a
review
Danny
for
both
an
executive
officer
and
a
commander
of
o-p-s
determined
whether
these
two
commands
should
be
combined
and
eight
basically
said:
unified
command.
I.
L
Don't
see
that
as
being
a
good
way
to
come
to
to
operate
the
executive
officer
and
o-p-s
I
think
if
we
were
going
to
combine
both
units,
we
can
get
rid
of
one
of
the
commanders
or
reassign
them
to
another
Bureau,
and
that's
what
I'm
hoping
we
do
they
prior
to
me
come
in.
They
had
already
eliminated
to
juvenile
commander
that
was
pushed
up
into
the
detective
bureau.
So
was
Annie
no
need
to
have
an
additional
commander.
L
There-
and
this
is
the
same
type
of
scenario
we
will
be
looking
at
in
the
situation
with
the
executive
officer
and
opie
s-
command,
assess
the
need
based
on
organizational
goals
and
crime
strategies
for
commander
and
the
Special
Operations
Group.
In
light
of
other
recommendations,
I'm
still
sticking
with
I
think
a
commander
in
that
area
is
very
important
because
of
the
level
of
criminal
activity
they
deal
with
in
a
type
and
also
for
the
need
to
network
with
other
agencies,
other
federal
organizations
and
other
police
departments.
L
L
The
executive
officer
has
no
personnel,
but
in
this
report
it
talks
about
adding
some
unit
other
operational
units
to
the
executive
officer.
Let's
combine
that
detective
bureau
and
juvenile
into
one
cross-trained
unit.
I'm
currently
doing
that
now,
I'm
thinking
that
you
know
if
it's
no
juvenile
officers
working,
we
shouldn't
have
to
call
one
in
and
pay
them
overtime
to
come
in
and
deal
with
a
juvenile
issue.
So
all
of
the
detectives
right
now
are
currently
going
under
cross
training
to
become
certified
juvenile
officers,
move
to
SR
roles
into
community
strategies.
L
I
have
to
look
at
that
because
you
know
you
constantly
tack
seeing
communities,
oh
geez,
wouldn't
with
a
greater
workload
and
one
that's
really
not
totally
being
controlled
by
the
police
department
combined
that
intact
in
the
one
unit,
I
think
that'll
be
a
good
idea.
I
think
it
could
be
some
operational
efficiencies
there.
It
doesn't
matter
how
it
looks
on
an
organizational
chart,
but
both
of
those
units
need
supervision.
They
have
different
missions
they're
on
different
goals.
So
you
know
if
a
TAC
unit
is
out
that's
a
high-risk
unit.
L
They
need
supervision,
the
same
as
with
net
aligned,
intelligence
function,
both
intelligence
and
crime
analysts
into
the
executive
officer.
Now
that's!
If
we
you
know
it
depends
on
division
of
the
city
government,
in
particular
the
city
manager,
his
desires
on
how
he
thinks
we
should
formulate
those
two
units
o-p-s
and
the
executive
officer,
if
that
should
be
bought
in
a
one
unit
or
kept
separate
and
add
more
functionality
to
to
the
executive
officer,
review,
staffing
and
programming
goals
and
organizational
at
a
PST
consider
assigning
officers
to
two
warts.
L
L
If
we
did
that,
we
can
also
push
that
out
to
the
public
where
they
can
view
crimes
on
the
map
on
a
daily
basis.
Without
us
having
to
tell
you
our
way
to
a
particular
meeting
to
tell
you
what
what
type
of
crime
is
going
on
in
your
neighborhood,
so
I'm
looking
to
exploit
the
technology
and
automate
some
of
the
things
they're
fully
automate
the
investigative
function
within
an
RMS.
You
know,
as
I
stated
earlier,
they
still
use
in
some
paper
forms
of
reporting.
L
I
would
like
to
also
automate
in
the
police
department
the
scheduling
process.
There
are
companies
that
do
scheduling
for
police
departments,
and
it
looks
at
all
of
the
factors
that
may
inhibit
you
from
having
the
full
manpower
and
how
to
disperse
units
from
other
people
from
other
units
establish
a
professional
case
management
system
headed
by
the
Force
sergeant
currently
assigned
to
the
detective
in
juvenile
right
now
believe
we
have
three
sergeants.
L
I've
opened
up
the
deployment
process
to
the
public,
not
everybody,
but
the
people
who
support
us
and
we'll
keep
things
confidential.
An
effort
to
create
transparency,
I've
invited
each
of
you
all
to
a
deployment
meeting.
So
you
can
see
how
we
utilize
personnel
and
I've
had
many
supporters
out
of
Police
Department
many
on
the
neighborhood
groups
and
so
forth.
Come
in
and
look
at
our
deployment
process
a.
L
Formal
strategic
plan
for
community
outreach,
the
Avastin
Police
Department,
has
always
been
a
leader
in
community
outreach
in
the
North
suburbs.
We
were
one
of
the
first
people
to
have
to
go
into
community
policing
under
the
guise
of
mr.
Herman
goldstine,
professor,
a
community
community
police
and
actually
the
person
who's
considered.
The
Godfather
of
community
policing.
L
We've
always
had
a
strategic
plan
for
what
we
want
to
do
with
the
PST
teams,
in
terms
of
networking
and
bringing
in
good
citizen
relationships
and
in
problem-solving
methods
that
we
in
a
lot
of
cases,
get
from
from
the
aldermen
I.
Think
that's
a
good
thing.
I
think
that
shows
that
we
are
on
line
with
what
the
public,
meaning
you
all
as
representatives
of
the
public
would
like
for
us
to
do.
L
It
says:
tax,
the
executive
officer
and
community
strategies,
Bureau
commander
with
developing
a
formal
communications
plan.
Most
of
the
public
communications
and
networking
has
come
out
of
the
executive
officer
and
I
agree
with
the
report
that
many
of
the
divisions
other
than
PSG
should
have
the
ability
to
disperse
information,
and
my
deal
right
now
is
I'm
having
all
of
their
commanders
certified.
As
media
relations
officers
you'll
see
that
in
the
Chicago
Fire
Department,
if
it's
a
fire,
doesn't
matter
what
command
person
is
there?
L
That
person
has
the
ability
to
disperse
the
information
and
disperse
the
proper
information,
so
we're
already
moving
forward
in
that
direction.
Work
with
city
partners
to
ensure
awareness
and
shared
responsibility
for
supporting
IT
projects,
I've
been
in
consultation
with
city
manager,
with
respect
to
IT
projects,
for
instance.
L
Enhancement
of
the
the
city
cameras
is
one
that
are
pretty
much
managed
out
of
the
police
department,
we're
looking
at
enhancing
things
within
the
communications
Bureau,
so
that
we'll
have
more
timely
communications
and
things
of
that
nature,
and
it
says,
measure
the
level
of
communications
directed
at
the
community
and
that's
easy
to
do.
We
keep
track
of
the
things
we
post
on
Facebook.
We
keep
track
of
our
media
releases.
We
have
a
history
of
all
of
the
media
releases
that
we
have
put
out.
L
L
It
costs
money
to
have
that,
but
I
think
every
so
often
you
should
have
a
staff
and
study
to
look
at
where
we
are
placing
our
officers
on
the
organizational
chart.
Are
we
dispersing
the
proper
number
of
personnel
within
these
units
and
I
think
about
that?
On
a
number
of
occasions,
when
I
look
at
the
number
of
detectives,
we
got
when
I
look
at
staffing
minimums,
you
know,
and
you
take
into
the
factor
itself
of
relief
time,
meaning
days
of
sick
time
and
so
forth.
L
If
the
goals
of
the
organization
or
the
goals
are
the
city
change
with
respect
to
the
product
that
the
police
department
is
put
out,
putting
out
I
do
believe
that
we
should
adjust
where
our
personnel
is
placed
on
organism.
You
know
Chuck,
you
know.
If
you
all
are
satisfied
in
a
certain
area
with
drugs.
Maybe
we
can
utilize
drug
personnel
more
efficiently.
L
In
other
places,
the
most
important
aspect
of
any
Police
Department
is
patrol
operations,
and
that's
what
I'm
primarily
concerned
with
in
the
long
term
is
that
we
can
deploy
people
in
patrol
to
get
rapid
response
to
issues
in
a
timely
manner.
So
if
you
have
any
questions,
I'll
be
happy
to
take
them.
I.
G
F
L
L
You
know
you
know
they're
currently
now
assigned
to
the
detective
bureau,
but
I
think
you
know
if
I
could
ease
the
workload
on
the
PST
officers.
I
think
you
know,
because
what
you're
looking
at
is
span
of
control
and
that,
basically,
is
how
many
personnel
can
one
supervisor
effectively
manage.
So
if
I
expand
the
number
of
personnel
there
with
two
supervisors?
L
Is
that
efficient
in
terms
of
management?
You
know
you
have
different
views.
I
like
to
look
at
span
of
management
versus
span
of
control,
because
the
span
of
management
you
look
at
factors
related
to
the
manager.
Has
he
been
a
staffing
a
man?
Has
he
been
to
the
senior
management
institute
for
police?
Has
he
been
at
an
executive
management
class
at
Northwestern?
Those
comprehensive
classes
afford
that
person
the
decision-making
power
that
he's
going
to
need
to
answer
some
of
the
critical
issues
that
pop
up
daily
in
the
police
department.
F
L
F
So
I
mean
again
and
my
award
is
a
little
more
quiet,
so
my
problem-solving
officer,
you
know,
is
not
needed
as
much
in
terms
of
crime
prevention
and
such
so
that
number
was
surprising,
but
that
doesn't
like
a
lot
of
money.
If
I'm
just
thinking
of
money
and
I
know,
everyone
has
different
things
in
their
war
that
they
need
office
for,
but
that
I'm
glad
to
hear
that
you're.
Looking
at
that,
because
that
doesn't
like.
F
L
F
F
Okay,
thank
you
autumn.
H
Fish
I'm
Paul
during
filming.
That
was
my
question.
So
thank
you
for
asking
it
Thank,
You
chief,
that's
a
really
good
report,
so
I
also
had
a
question
about
the
PSD
officers.
So
in
the
first
word
we
share
PST
officer
with
the
seventh
Ward,
and
my
understanding
is
that
there
are
at
least
two
other
Ward's
at
Sheriff
est
officer.
L
There
are
you
know
my
vision
is
to
have
more
people
on
foot
building
relationships,
let's
get
out
of
the
car,
let's
get
into
the
neighborhood.
So
let's
get
to
know
the
folks
in
the
community-
and
hopefully
you
know
I-
don't
want
to
limit
that
education
of
becoming
knowledgeable
in
the
community
to
the
problem-solving
team.
H
G
L
They
have
the
knowledge
to
become
facilitators,
internal
the
police
department
to
push
out
a
better
product
they're
better
than
what
we've
been
given
to
the
public.
Hopefully,
with
that,
you
know,
with
the
problem-solving
team
spearheading
this
type
of
campaign
internally,
hopefully
we
can
get
better
ways
to
limit
or
minimize
litigation.
That's
my
primary
go
to
minimize
litigation.
A
A
L
Think
and
your
ward
is
for
signing
there,
so
you
know
I
have
to
look
at
what
is
a
goal
at
a
police
department
in
terms
of
crime
fighting
in
the
city
of
Evanston,
and
how
do
we
disperse
resources
within
the
city
to
attack
issues
citywide
versus
one
specific
neighborhood,
and
that's
not
to
minimize
the
needs
of
any
neighborhood,
but
I
want
to
do
it
as
efficiently
as
possible.
Thank.
L
L
L
We
always
go
on
back
in
the
80s.
We
cross
trained
detectives
as
juvenile
officers,
because
the
practice
then
was
when
it
was
not
a
juvenile
officer.
Working
we'd
had
to
call
one
in
and
pay
him
time
and
a
half,
but
when
you
have
everyone
certified
as
a
juvenile
officer,
the
detective
any
detective
can
handle
a
juvenile
case
and
and
Illinois
law
enforcement
training
and
standards
board
has
made
it
easy
to
become
certified
as
the
juvenile.
So
you
could
take
it
online
and
then
go
take
the
tests.
I
think
that's
a
good
way.
L
You
know
in
a
in
a
village
of
Glenwood,
where
I
was
the
police
chief
I
had
every
policeman
certified
as
a
juvenile
officer
because
they
will
sit
around
and
Holy's
kids
in
the
police
department
for
unnecessarily
long
periods
of
time
waiting
on
the
juvie
our
officer
to
get
there.
Now
you,
a
juvenile
officer,
get
to
work.
A
L
We
have
discussion
with
our
intelligence
officer
prior
to
the
meeting.
What
we
going
to
talk
about
confidentially
behind
closed
doors.
I
still
think
that
public
knowledge
of
how
we
deploy
people
benefits
us
in
terms
of
building
a
relationship.
You
know
you
can
have
people
understand
that
we
look
at
the
city
as
a
whole
and
we
move
personnel
to
where
we
can
put
out
a
fire
really
quick.
That's
why
it's
really
important
for
me
to
have
control
of
all
of
my
police
officers.
You
know
as
it
gets
hot
in
the
summer.
L
You
know
I'm
gonna
have
to
take
your
PST
guy
for
a
minute
and
move
them
somewhere
else.
You
know,
that's
a
saturation
deal
to
saturate
a
particular
area
to
put
the
crime
out
real,
quick
and
I've
done
that
since
I've
been
here
on
Howard
Street,
where
we
had
a
lot
of
volatility
and
I
think
moving
those
personnel
down,
there
helped
put
the
fires
out
down
there
so
that
we
can
continue
to
great
economic
development.
That's
all
been
doing
down
there.
L
People
want
to
walk
to
their
cars
and
not
be
a
victim
of
a
shooting
or
run
over
or
any
of
that.
So
that's
why
I
moved
to
half
control.
You
know
and
that's
only
one
aspect
of
management
control.
You
know
coaching
mentoring,
all
that
I'm
with
all
of
that,
but
I
need
to
control
where
I
send
my
people.
Yes,
ma'am.
Thank.
A
A
L
F
L
F
I
have
a
question
following
up
to
what
she
said
in
terms
of
some
some
things
that
maybe
could
implement
it.
They
don't
cost
any
money
and
I
had
a
question
about
the
intake
outside
of
the
police
department.
Cuz
I
thought
that
we
were
doing,
but
an
officer
here
who
was
doing
intake
is
that
still
correct
officer.
L
Here
but
I
know
that
it's
done
out
of
City
Hall.
You
know
you
know
when
you,
when
the
public,
don't
trust
the
intake
system
or
believe
that
we're
doing
a
great
job
at
intake
ins,
citizen
complaints.
We
had
to
look
at
as
many
ways
as
possible
to
decentralize
the
complaint
process
and
so
I'm
not
opposed
to
decentralization
of
a
complaint
process.
It
has
been
decentralized.
You
can
go
online,
you
can
come
into
the
police
department,
I've
gotten
some
great
ideas
from
people
that
I've
met
with.
L
In
particular
cameras
group
recommended
that
I
formulate
a
volunteer
group
of
educated
professionals
who
would
be
willing
to
look
at
the
intake
process.
My
primary
goal
is
that
the
police
department
managed
the
investigation
now
on
the
back
end
of
the
complaint
process,
where
its
Human
Services,
which
I
consider
to
be
the
primary
citizen,
review
board
for
police
action
and
and
critique
and
police
practice.
L
My
situation
is
that
I
believe
it's
a
good
practice
for
the
police
officer
the
supervisor
to
come
before
the
Human
Services
Committee
and
had
a
supervisor
that
officer
who
was
working
the
night
at
a
particular
incident
explain
what
his
police
officer
did.
I,
don't
think
it's
necessary,
necessarily
the
the
job
or
o-p-s
to
be
explaining
what
a
police
officer
did
on
the
third
watch
when
those
supervisors
were
working.
So
what
I'm,
hoping
that
process
creates,
is
a
greater
level
of
accountability
in
the
supervision
of
police,
I'm,
hoping
that
that
makes
the
police
supervisor
say.
L
I
need
to
get
out
here
and
do
a
little
bit
better
job
in
managing
what
our
police
officer
is
engaged
in,
but
I
want
people
to
know
that
I'm
looking
at
it
not
to
be
punitive
but
I'm.
Looking
for
because
these
officers
are
going
to
be
the
future
police
leaders
here
and
they'll
have
a
doorway
in
already
in
the
accountability
process
that
look
what
I'm
doing
I'm
standing
here
being
accountable.
F
Thank
you.
Another
only
thing
that
I
would
love
for
you
to
think
about.
Is
that
and
I?
Don't
you
might
not
do
it
the
way
that
they
have
it
recommended,
but
the
dispute
resolution
when
I
sit
on
CPAC
and
you
know,
somebody's
read
those
reports
it
does
seem
more
I
would
hope
that
some
citizens
who
have
had
and
unpleasant
interaction
with
the
police
officer
that
that
can
be
resolved
through
a
conversation.
L
L
Group,
you
know
I
have
to
look
at
what
is
permissible
under
the
police
officers
Bill
of
Rights.
You
know,
you
know,
I
can't
make
the
police
officer
if
it's
a
issue,
a
possible
issue
of
discipline.
You
know
if
the
citizen
don't
like
what
the
police
officer
says
in
a
dispute
resolution,
then
they
say:
I
want
to
file
a
complaint
and
so
then
that
whole
process
is
compromised.
So
that
is,
you
know,
I'm
progressive
with
some
of
this
stuff,
but
you
know:
I
have
people
to
account
to
I.
L
G
F
F
We
want
to
be
a
restorative
justice
city,
I
know,
police,
have
a
contract,
I,
don't
know
what's
in
it,
but
I
think
that
there's
a
way
that
we
can
offer
this
as
a
way
for
our
officers
and
the
citizen
to
hopefully
I
would
hope,
I'm
not
asking
for
right
now
and
then
I
would
also
encourage
you,
wherever
you
are
in
your
process,
to
think
about
our
current
CPAC
committee
and
and
just
the
effectiveness
of
that,
or
is
it
time
to
modernize
that
as
well?
So
those
are
my
suggestions.
Yes,.
L
A
M
Evening,
madam
chair
members
of
the
committee
manager,
Richardson
Kumar,
Jensen,
chief
sustainability
and
resilience
officer
I'm
here
today
to
talk
about
the
implementation
strategy
that
was
requested
by
City
Council
at
the
December
2018
meeting,
where
the
climate
action
plan
was
approved
unanimously,
and
so
I
was
requested.
That
I
bring
back
a
full
implementation
strategy
for
the
plan
in
looking
over
the
document,
in
speaking
with
the
environment
board
and
some
other
stakeholders.
We,
because
the
plan
has
121
actions
identified
in
it.
M
We
chose
to
look
at
a
look
at
all
of
them,
but
propose
a
two
year
strategy
moving
forward,
because
we
felt
that
they
aligned
with
the
city
go
City
Council
goals
process,
but
also
allowed
us
to
create
more
amenable,
manageable
chunks
of
items.
So
what
I
have
today
is
the
this
evening
is
a
presentation.
I
want
to
just
give
a
little
background
as
to
the
prioritization
criteria.
M
So,
as
we
were
looking
through
the
items,
we
came
up
with
six
different
things
that
we
wanted
to
look
at
in
terms
of
criteria
of
the
deciding
which
actions
would
make
it
into
this
first
round
of
implementation
strategy.
These
are
all
included
in
the
memo
and
I'm
glad
to
come
back
to
them,
but
I'm
not
going
to
read
all
the
way
through
them.
M
Since
you
have
this
in
front
of
you
as
well,
and
then
these
are
the
last
the
last
three
as
well,
and
so
we
looked
at
these
in
more
of
a
qualitative
way
at
this.
First,
this
first
opportunity-
and
so
we
are
looking
to
develop
a
stronger
methodology
that
we
can
continue
to
refine
and
bring
forward
every
time
we
update
the
implementation
strategy.
M
So,
as
was
also
mentioned
in
the
memo,
we
are
proposing
that
this
strategy
cover
two
years,
and
that
is
primarily
because
the
plan
sets
forward
milestones
that
are
pretty
significant
and
a
lot
of
this
stuff
does
have
some
significant
runway
time,
and
so
it
takes
some
planning.
It
takes
some
evaluation.
M
There
are
a
number
of
actions
that
we're
already
working
on
and
making
progress
on
which
I'll
talk
about
in
a
minute,
but
it's
it's
a
little
complicated,
but
what
we
would
like
to
focus
on
is
working
to
align
this
implementation
strategy
cycle
with
the
budget
cycle
so
that
you
all
are
receiving
the
proposed
implementation
strategy
before
the
next
fiscal
year
budget,
so
that
you
can
review
those
because
this
year,
obviously
the
FY
2019
budget
has
already
been
approved.
So
there's
a
little
bit
of
a
change
up
there
for
2019.
M
As
a
reminder
again,
this
stuff
is
all
in
the
plan,
as
we
were
looking
through
the
actions
and
thinking
about
how
we
are
going
to
deploy
them
and
move
forward
with
the
development
of
the
policies,
but
also
many
of
the
projects
and
programs.
We
in
the
plan,
the
climate
action
and
resilience
plan
working
group
identified
three
guiding
principles
that
are
to
really
ensure
that
the
plan
meets
its
intended
goals,
which
are
which
are
quite
ambitious
and
again.
M
I
am
not
I'm,
not
gonna,
read
through
all
these,
but
I'm
glad
to
come
back
and
talk
to
them,
because
now
that
we
are
getting
into
implementation,
we
need
some
additional
specificity
as
to
how
we
will
use
those
principles
to
ensure
that
the
plan
meets
its
out
its
stated
goals,
so
I
have
included
the
tables
that
are
included
in
attachment.
A
of
the
memo
and
I
broke
up.
The
20
I
broke
up
the
table
into
2019
and
2020
so
that
you
could
look
at
what
items
are
being
proposed
for
in
the
current
year.
M
First,
it
is
things
that
are
we've
suggested
happen
in
2020,
and
the
primary
reason
to
do
that
is
is
budgetary.
So
a
lot
of
the
items
that
were
moved
to
2020
there's
less
certainty
around
potential
funding
sources
in
funding
sources
haven't
necessarily
been
identified
for
a
lot
of
the
ones
in
the
2020
version.
So
we
wanted
to
make
sure
that
that
there
there
was
ample
time
to
have
that
conversation
during
the
budget
process.
M
M
M
So
2019
table
one.
This
edge
says
the
actions
we've
listed
as
one
through
14
and
then
the
second
set
of
them
2019.
We've
got
a
lot
of
things
in
there
that
we
need
to
get
working
on
and
a
lot
of
them.
As
you
can
see.
In
the
status
column,
there
is
progress
being
made
and
then
for
2020.
It
is
a
smaller
set
of
them.
M
So
I
want
to
talk
just
a
summary
looking
at
both
of
them
together,
because
that
is
a
that
is
a
lot
of
different
pieces.
So
the
the
actual
plan
has
121
actions.
The
this
implementation
strategy
has
43
in
total.
There
are
a
number
of
actions
that
are
listed
in
the
implementation
strategy
that
are
not
specific.
We
called
out
within
carp,
but
they
support
some
of
the
other
actions
or
goals
within
carp,
and
so
we
thought
that
they
were
appropriate
to
include
in
the
strategy
because
they
support
some
of
the
goals.
The
total
cost.
M
M
So
that's
why
you
see
the
cost
of
the
city
being
different
than
the
anticipated
total
cost
of
all
those
strategies.
So
I'm
gonna
just
talk
through
three
examples
and
then
be
glad
to
talk
about
any
of
the
other
items
and
the
process
by
which
we
want
to
move
forward
or
recommending
that
we
move
for
about
this.
So
earlier
this
year,
as
in
in
action
number
twelve,
the
office
of
sustainability,
in
conjunction
with
economic
development,
launched
a
program
we're
calling
sustain
Evanson
it's
in
its
pilot
phase.
M
One
of
the
areas
that
was
identified
in
the
process
of
developing
the
plan
was
that
businesses
were
not
not
necessary
receiving
the
same
level
of
support
around
things
like
renewable
energy
and
waste
reduction
in
composting
that
residences
or-
and
so
this
this
really
rose
to
the
top,
and
so
we're
going
through
a
beta
beta
program.
So
here
are
the
details
of
that,
but
actually
the
pilot
program.
So
we
are
offering
a
cash
there
in
50
dollar
incentive
to
any
business
I
think
we
have.
We
have
over
10
that
are
part
of
the
pilot
program.
M
Locally
is
intense
and
more
extreme
precipitation
events,
so
it's
not
only
snow
but
also
rain
and
sleet
and
working
with
Public
Works.
We
have
realized
that
one
of
the
pieces
of
guidance
that
we
are
lacking
is
a
plan
to
govern
not
just
what
what
areas
of
the
city
may
be
experiencing
flooding
and
an
additional
risk
related
to
extreme
precipitation,
but
also
what
land
uses
and
specific
properties,
even
maybe
less
well
prepared
to
respond
to
those
threats,
and
so
it's
not
just
about.
Where
is
all
the
water
going?
M
But
what
property
is
it
ending
up
on
and
and
how
well-equipped
are
those
properties
to
actually
deal
with
that
water
when
it
does
arrive?
We
do
know
that
we
will
not
necessarily
be
able
to
just
build
bigger
and
bigger
pipes
to
get
out
of
this,
and
so
we
need
to
come
up
with
a
strategy
that
is
looking
at
a
variety
of
different
solutions
and
then
the
last
one.
So
this
is
action,
number
nine
in
the
implementation
strategy.
This
is
the
grant
that
I
was
talking
about.
M
Three,
we
sort
of
mentioned
the
top
calls
for
the
development
of
a
building
code
that
were
required
buildings
in
Evanston
to
be
net
zero
energy
by
2030.
So
this
that
would
be
the
standard
and-
and
we
recognize
particular
if
you
go
back
and
we
look
at
the
guiding
principles
that
if
the
city
moves
forward
with
that
recommendation,
as
is
in
carp,
there
are
numerous
properties
in
Evanston
that
are
not
necessarily
equipped
to
be
able
to
respond
to
that
that
charge.
And
so
we
want
to
make
sure
we're
getting
well
ahead
of
that.
M
Because
that
standard
is,
you
know,
set
out
there
for
2030
to
make
sure
that
we
are
working
to
identify
the
barriers.
Now
that
they
may
face
and
work
with
them
to
work
to
overcome
those
those
may
be
policy
changes,
it
may
be.
Financing
may
be
more,
maybe
more
things
that
are
in
the
private
sphere,
but
there
may
also
be
building
and
zoning
code
issues
that
are
coming
into
play
that
we're
not
aware
of,
and
so
from
a
process
standpoint.
M
The
way
that
we
have
been
looking
at
this
implementation
strategy
is
that
many
of
the
ones
that
are
in
here
for
2019
and
2020,
but
primarily
2019
our
administrative
tasks,
and
so
that
doesn't
mean
they
don't
come
with
a
cost.
But
there
aren't,
you
know
15
different
ordinances
or
a
bunch
of
different
resolutions
that
are
being
called
for
immediately
off
the
bat.
M
A
lot
of
the
work
is
evaluation
and
I
just
know
layers
of
planning,
and
so
what
staff
would
like
to
do
is
recommend
that
we
come
back
in
April
and
we
actually
talk
a
little
bit
more
about
policy
development,
and
so
there
are
some
policies
that
are
recommended,
like
the
net
zero
building
code
and
looking
at
single-use
plastics-
and
you
know
potentially
revising
the
the
plastic
disposable
shopping
bag
ban.
Things
like
that
that
we
would
like
to
come
back
and
receive
guidance
from
this
committee
on
how
to
move
forward
with
that
process.
H
Can
we
go
back
to
the
beginning,
I
guess
I'm
going
to
take
back
my
okay,
that
we
not
ask
questions
during
the
presentation,
because
now
I
can't
remember
my
questions
so
I
mean
I've
got
a
ton
of
questions.
I
I
again,
I've
been
absolutely
agree
with
everything
you're
saying:
there's
no,
there's
no
question
about
that.
I
mean
looking
at
our
housing
stock
and
the
cost
where
we're
progressing
in
terms
of
age.
If
our
community
I
would
like
that
to
be,
you
know
one
of
the
things
that
is
under
consideration.
H
I
mean
the
ability
again
in
my
ward.
I
have
a
lot
of
seniors
who
on
fixed
incomes,
who
would
have
trouble
with
this
I
have
lots
of
small
businesses
that
are
struggling
to
survive.
That
and
I
can
tell
you
stories
about
the
costs
of
even
for
a
lot
of
them.
Replacing
light
bulbs
was
huge,
I
mean
that's
just
I
mean
very
much
the
beginning
of
all
of
it.
Can
you
tell
me
about
the
$250,000
cost
for
the
the
the
grant
the
partners
for
places
grant
I
know?
H
M
Partners
for
places
is
a
national
program
as
a
part
of
the
funders
Network,
and
so
the
funders
network
is
a
group
of
national
funders
that
got
together
a
little
over
a
decade
ago
and
wanted
to
work
to
support
and
encourage
local
place-based
foundations
to
invest
in
sustainability
initiatives
with
their
local
in
their
local
communities,
and
so
they've
essentially
created
what
they're
calling
them
is
it's
like
a
matching
grant
programs
they.
They
then
asked
you
know:
applicants
to
work
with
their
community
foundations
or
place-based
foundations
to
jointly
submit
our
grant
requests.
H
H
G
M
H
And
then
the
the
other
things
we
don't
know
are
the
whether
the
good
neighbor
fund
is
going
to
be
have
money
in
it
next
year
or
I.
Think
the
year
after
that,
I'm
not
sure
how
many
years
are
left
whether
that
fund
is
even
going
to
continue.
So
that's
seventy,
but
roughly
seventy
thousand
dollars
that's
coming
from
there.
H
M
But
we
are
not
looking
necessarily
at
all
of
those
things
together
to
identify
cost
savings
from
a
municipal
operation
standpoint,
and
so
one
of
the
and
the
reason
why
it's
sort
of
TBD
there
are
a
lot
of
details
is
because
this
is
a
conversation
we
need
to.
We
need
to
continue
having
as
to
whether
or
not
this
is
an
appropriate
position,
but
the
goal
behind
it
is
to
be
able
to
better
understand
municipal
energy
and
utility
planning
needs
as
well
so
also.
M
H
H
M
A
M
A
And
then
back
to
the
Net
Zero
housing.
Will
that
be
policy,
or
is
that
a
goal
because,
as
Artemis
has
stated,
the
barriers
you
said
you
have
to
work
to
identify
the
barriers?
The
barriers
seem
to
be
obvious
and
that's
cost
and
affordability.
Our
housing
stock
here
is
all
drafty.
So
how
could
we
possibly
enforce
something
like
this
with
the
population
that
we
have
here
so.
M
I
would
say,
there's
a
couple.
A
couple
ways
to
think
about
this.
One
is
that
the
way
that
this
language
is
written
is
actually
for
wouldn't
would
most
likely
be
for
new
new
buildings
and
renovations
of
a
certain
size,
and
so
when
we
look
at
the
the
grant
program
that
actually
we
perceive
that
would
actually
not
necessarily
be
looking.
It
would
not
primarily
be
looking
at
new
construction.
It
would
be
looking
at
existing
and
saying.
A
I
just
want
to
be
real
direct
with
the
language
you,
you
said.
Some
property
owners
won't
be
equipped
to
respond,
we're
again
talking
about
affordability.
So,
as
we
have
an
affordable
housing
discussion,
I
don't
want
that
to
get
lost
in
how
these
green
efforts
can
impact
affordability.
So
if
we
could
be
clear
about
the
language
that
this
is
all
about,
cost
burden
to
many
many
homeowners,
absolutely
and
then
I
want
to
make
sure
and
I'm
sure
that
you
are
already
in
touch
with
miss
Leslie.
A
She
said
who
has
put
together
a
climate
ordinance
which
maybe
was
a
little
premature
now
to
introduce,
but
if
you
could
work
with
Leslie
and
figure
out
a
way
how
we
can
maybe
incorporate
what
the
ordinance
that
that
group
is
proposing
and
our
work-
that's
already
been
done
with
carp.
That
would
be
great
absolutely.
Thank
you.
N
I
think
we
all
have
a
lot
of
thoughts
about
the
this
partners
for
places.
Grant
that
we
are
hoping
to
get
I
mean
I.
Think
it's
really
good
that
we're
acknowledging
that
there
are
going
to
be
some
serious
affordability
challenges
for
a
number
of
our
residents,
and
you
know,
given
that
equity
is
one
of
our
key
principles
for
the
plan.
I
think
it's
really
good
that
we're
pursuing
this
funding
to
help
us.
N
You
know
really
develop
a
strategy
to
help
our
residents
because,
ultimately,
as
as
residents,
do
make
their
homes
more
energy-efficient,
that
will
help
them
save
money
on
their
utility
bills,
so
eventually
it'll
be
a
big
benefit
to
them.
Just
a
couple
of
other
things,
so
preparing
a
comprehensive
stormwater
plan
is
that
something
that
our
current
staff
is
going
to
be
able
to
do?
Are
we
gonna
hire
somebody
to
help
us
with
that
or
so.
M
Currently,
in
conversation
with
Dave's
down
back,
the
I
believe
the
way
that
we're
looking
at
this
is
would
be
to
hire
somebody
temporarily,
and
so
it
would
be
a
staff
full
time
staff
person
potentially
on
it
to
two
or
three
year
contract.
To
do
this
work.
The
other
way
to
look
at
parts
of
it
is
to
hire
a
consultant
to
do
it.
M
But
the
way
that
dave
has
communicated
that
to
me
is
that
the
workload
would
be
pretty
similar
to
a
full-time
staff,
and
we
could
have
that
person
do
some
other
additional
work,
particularly
related
to
looking
at
some
of
the
maps
and
some
of
the
other
data
we
have
related
to
like
building
age
and
other
types
of
critical
infrastructure
that
may
exacerbate
issues
of
flooding
in
certain
parts
of
the
city.
If
we
have
an
internal
staff
person
working
on
that,
we
may
be
able
to
better
connect
those
dots
and.
N
M
N
F
Audrey
and
Flemming
I'm,
just
real
quick,
a
couple
things
on
here.
That
was
of
interest
to
me,
and
hopefully
we
can
move
forward
on
them,
since
they
don't
necessarily
cost
any
money,
so
they're
phasing
out
of
the
single
use.
You
know
plastic
bags
and
straws
and
such
I
understand
that
that
is
a
commitment,
but
being
that
so
many
other
cities
have
started
doing.
That.
I
would
think
that
you
know.
F
You
know
kind
of
community
solar
panels
with
a
lot
of
single
family
homes
and
larger
yards
I
know
there
have
been
people
who
have
talked
about
having
interest
in
having
panels
in
their
backyards
and
so
hopefully
again
that
that
education
component
kind
of
gets
started
so
that
people,
if
they're
interested
in
doing
that,
can
have
some
guidance
from
the
city.
And
you
know
if
there
are
any
kind
of
regulations
that
we
need
to
help
with
that.
F
We're
definitely
on
board
for
that,
and
then
I
want
to
just
thank
you
for
including
my
9th
Ward
resident
who's
very
interested
in
the
demolition
and
debris
actually
had
a
newborn.
So
he's
a
little
bit
off
the
radar
now.
But
you
know
he's
very
interested
in
and
participated
in
that,
and
that
was
very
interesting
for
me
to
learn
kind
of
what
the
county
does
and
what's
working
and
kind
of
when
those
policies.
That
sounds
really
good.
But
maybe
it's
not
working
as
well.
F
So
I'm
hopeful
that,
as
we
have
a
lot
of
people
who
are
coming
to
the
city,
looking
to
build
that,
we
can
really
be
aggressive
about
that
and
make
sure
when
they
come
here
to
build
that
we
were
clear
to
them
what
our
expectations
are,
what
their
debris.
So
thank
you
for
taking
those
on
absolutely
thank
you.
M
A
H
These
are
profit-making
groups
who
identify
local
partners
and
then
come
in
and
develop
a
an
organized
event,
and
what
I'm
concerned
about
is
that
the
corporate
sponsors
take
away
the
large
chunk
of
the
money
that's
raised,
leaving
the
charitable
events
with
very
very
little
so
I've
asked
I've
asked
Lawrence
if
we,
if
there
is
a
way
for
us
to
take
a
look
at
what
the
breakdown
is
I'm,
not
against
people
making
money
but
I.
It
sounds
a
little
bit
iffy
to
me
in
some
cases.
H
J
H
I
understand
that
you
know
that
we've
had
that
information
and
that's
been
shared
with
us
at
every
Human
Services
every
year.
The
when
we
do
this
and
I
don't
want
it
to
be
limited
to
the
lakefront
I'm,
just
really
curious
as
to
whether
I'm
who's
making
the
money
here
and
I'm
worried
that
our
cura
T's
aren't
all
so
that's
so.
A
E
Madam
chair
and
to
members
of
the
committee,
it's
always
honor
and
a
pleasure
to
stand
before
you
and
to
deliver
some
information
regarding
the
youth
and
young
adult
division.
We've
been
in
operation
since
2012
and
in
that
seven
years
that
we've
been
operating,
we've
gotten
lots
of
questions
over
the
years
about
what
our
role
is
in
workforce
development
and
I
wanted
to.
Just
briefly
since
we're
at
the
end
of
into
the
end
of
the
night,
they
told
me
I
had
about
60
minutes.
Is
that
correct?
That's
incorrect.
E
The
end
of
the
night,
so
I'm,
not
gonna,
belabor
you
with
too
much
take
up
too
much
of
your
time,
but
I
do
want
to
point
out
some
things
that
I
do
think
are
very
important
in
regards
to
workforce
development,
since
the
City
Council
is
engaging
in
that
discussion.
Every
single
member
has
asked
questions
about
it
and
we
have
had
a
pivotal
role
in
workforce
development
with
the
mayor's
Summer
Youth
Employment
Program,
which
is
a
signature
program.
It's
been
around
since
1992,
but
I
wanted
to
sort
of
point
you.
E
E
It
talks
about
the
mission
of
the
youth
and
young
adult
division,
which
is
to
facilitate
effective,
public-private
collaborative
partnerships
that
ensure
the
following
recruitment,
training
and
retention
of
evanston
youth
and
young
adult
workforce
that
possesses
the
skill
sets
needed
to
compete
in
the
21st
century,
to
ensure
academic
vocational
certificate
in
entrepreneurial
internships,
externships
and
apprenticeship
programming
opportunities
to
ensure
the
coordination
of
the
city
of
Evanston
programs
and
projects
that
impact
youth
and
young
adults
and
then
to
develop
promotion
of
civic
responsibility
and
engagement.
We
have
a
very
comprehensive
youth
development
model.
E
E
We
work
with
at-risk
youth,
we
work
with
community
groups
and
agencies,
and
all
of
our
programs
are
coordinated
and
our
staff
functions
are
coordinated
across
agencies
with
agencies
like
the
Moran
Center
and
the
while
you
and
the
yjc
you
heard
from
an
agency
tonight
which
is
involved
in
workforce
development
that
we
work
with,
and
we
help
this
particular
rebuilding.
Warehouse
recruit
individuals
so,
along
with
the
minority
businesses
consortium,
which
is
another
agency
that
we
work
with,
so
we
have
several
areas
within
the
model
that
I'm
not
going
to
go
through
every
single
one.
E
But
you
see
the
community
moe
belies
a
ssin,
the
opportunities
provision,
the
social
intervention,
the
suppression
and
the
new
organizational
change
in
development,
and
then
we,
we
kind
of
highlight
the
staff
where
we
are
under
staff.
At
the
moment
we
are
filling
a
as
you
know.
We
lost
Porsha,
Davis,
and
so
mr.
E
But
I
want
to
point
out
really
briefly
something
that
that
that
I,
don't
want
to
say
it
bothers
me.
But
I
want
people
to
really
understand
the
significance
of
some
of
the
work
in
terms
in
terms
of
the
mayor's
Summer
Youth
Employment
Program.
And
if
you
flip
pass
the
the
staff
pages.
You
come
to
a
programs
page
and
in
the
programs
page
you
have
from
2012
to
2018,
which
is
highlighted
the
numbers
of
summer
jobs
that
we
have
been
able
to
produce
since
2012
and
I.
Sometimes
I.
E
Don't
think
that
I
think
the
community
understands
it.
But
then
there
are
some
people
in
the
community
that
may
not
fully
comprehend
the
amount
of
work
that
has
gone
into
going
from
a
hundred
and
60
positions
to
over
600
summer
youth
positions
a
year
and
our
last
police
chief
and
our
current
belief.
Police
chief.
Both.
E
E
What
percentage
of
those
individuals
qualify
for
free
and
reduced
lunch?
So
it's
a
whole
mixture
of
people
who
are
both
low
income,
moderate
income
and
in
middle
and
high-income
individuals.
That
page
is
followed
by
another
program.
That
I
think
is
extremely
important
that
has
been
around
since
2012.
E
It's
a
Workforce
Development
Program,
the
building,
Career
Pathways,
to
sustainable
Employment
Program.
It's
had
143
total
participants
to
date.
It
is
a
program
that
provides
young
adults
with
paid
work
experiences
as
direct
hires
with
the
youth
Job
Center.
It's
a
partnership
with
between
the
youth,
Job
Center
in
the
city
of
Evanston.
One
of
the
numbers
that
is
a
significant
figure,
is
the
60%
of
the
individuals
that
have
participated
in
that
program
who
have
been
employed
for
a
year
or
more
longer.
E
E
E
A
E
Our
most
successful
program
to
date
and
I'm
coming
to
a
close
I,
did
want
to
give
Sharon
Johnson
an
opportunity
because
the
MWBE
and
the
the
local
Employment
Program
we
also
work
with
them
in
a
workforce
development
capacity.
But
the
Northwestern
University
skilled
trades
program
was
a
very
successful
program
that
we
had
since
2012,
there
were
24
participants.
20
of
those
24
were
hired
into
long
term.
Employment
and
18
of
those
people
are
still
working
at
Northwestern,
University
and
full
time
jobs.
E
So
I,
don't
think
people
always
appreciate
the
significance
of
that
kind
of
a
program.
It's
something
that
I
hope
will
continue.
I
know
we
are
in
discussions
with
the
University
to
because
it's
a
quite
expensive
program,
it's
about
three
hundred
and
thirty
thousand
dollars
per
year
for
six
program
participants,
but
it
is
a
valuable
program
and
the
university
has
18
Evanston
residents
that
it
did
not
have
before
the
program
started.
Just
in
terms
of
an
update,
you'll
see
that
we
worked
with
mr.
David's
flooring.
We've
worked
with
opening
Community
College
on
a
CDL
program.
E
E
41
percent
of
them
were
18
years
of
age
and
over
59
percent
were
younger
than
age
18,
who
the
numbers
of
jobs
that
we
helped
people
to
obtain.
Some
of
those
jobs
were
career
pathway.
Oriented
some
of
those
jobs
were
basically
jobs
to
help
people
to
establish
a
career
path,
but
we
helped
over
1,000
88
people.
E
We
help
people
with
resumes
government,
IDs,
transportation,
assistance,
health,
health
care,
violence,
interruption,
conflict
resolution
services
and
a
number
of
other
family
support
types
of
services,
I'm
going
to
come
to
a
close
because
the
night
is
late,
but
I
did
want
to
give
Sharon
Johnson
an
opportunity
to
kind
of
share
just
for
a
few
few
moments,
how
we
work
together
with
her
particular
program
and
then,
as
I
said
before,
we
will
come
back.
We'll
do
something
a
lot
more
comprehensive
or
the
City
Council.
A
F
E
E
We
don't
know
the
prospects
of
whether
or
not
they
will
bring
the
program
back,
but
we
have
had
comments
from
mr.
Davis
as
well
as
others
at
the
University
who
acknowledge
the
fact
that
it
was
an
important
program
that
it
was
a
valuable
program
and
and
we
we
need
to
work
together
to
find
a
way
to
bring
it
back.
Okay,.
O
Thank
you
mr.
Brown,
madam
chair
committee
members,
my
name
is
Sharon
Johnson
I'm
responsible
for
monitoring
the
local
employment
program,
as
well
as
the
minority,
women
and
Evanston
based
business.
Compliance
for
the
city
of
Evanston,
so
I
just
want
to
be
brief
this
evening
and
underscore
what
mr.
Brown
was
speaking
about
with
regard
to
workforce
development
go
over
just
a
few
items
regarding
the
local
Employment
Program
for
the
city.
O
Roughly
about
99.9%
of
these
projects
are
Union
signatory,
so
I
work
with
over
close
to
a
dozen
unions
and
union
representatives
for
the
apprentice
programs
with
regard
to
unions,
sheetmetal
laborers,
carpenters
and
electricians.
So
these
are
primarily
people
who
were
used
on
the
northwestern
projects
and
I
work
closely
with
these
representatives
to
create
benefits
for
local
residents
to
learn
some
of
the
trends
inside
tracks
that
are
available
for
some
of
the
residents
that
we
have
here
who
are
interested
in
trade
work
to
create
a
viable
path
for
a
pre
apprentice
program
as
well.
O
Some
of
the
we
need
a
more
robust
effort
for
that.
Some
of
the
challenges
that
we
have
for
a
few
of
the
workers
or
potential
workers
that
are
interested
are
things
like
math
courses,
so
they
can
be
apprentice
ready
to
be
union
ready.
For
example,
they
need
to
learn
how
to
correctly
read
a
tape
measure
for
measuring
floors,
windows,
walls
and
things
of
that
nature.
O
Also
working
with
these
organizations
and
community-based
organizations,
it
creates
determined
skills
to
determine
what's
available
in
the
labor
market
for
our
residents
and
make
them
more
viable
to
have
a
sustainable
career
path.
In
addition
to
understanding
the
range
of
opportunities
available,
so
I've
had
a
lot
of
interest
from
residents
who
are
interested
in
pursuing
this
and
I'm
grateful
for
the
committee
that
I
am
responsible
for
recording
to
the
MWBE
Committee
and
madam
chair
for
that
opportunity
and
just
wanted
to
briefly
let
you
know
that
information.
Thank
you
very
much.
J
J
Sorry,
thank
you,
madam
chair.
What
I
want
to
do
is
I
kind
of
Ottoman
Fiske.
Ask
that
we
just
come
and
get
a
public
and
update,
and
what
I
really
wanted
to
do
is
kind
of
explain
to
you
how
we
monitor
the
dog
beats.
Besides
our
physical,
going
out
to
the
beat
standing
taking
pictures,
how
we
track
and
use
the
data
that
is
that's
out
there
from
you
know:
NOAA
the
United,
States,
Army,
Corps
of
Engineers,
etc,
and
I
kind
of
wanted
to
give
just
a
historical
picture
of
water
levels,
which
is
really
important.
J
H
J
J
H
J
H
L
H
J
J
What
you're,
seeing
here
on
the
screen?
This
is
a
data
of
water
levels
of
Lake
Michigan
that
is
kept
by
the
Great
Lakes
environmental
and
research
lab,
which
is
an
arm
of
NOAA,
the
National
Oceanic
and
Atmospheric
Administration,
and
the
time
frame
here,
I'm
going
to
I
got
a
scroll
down
here.
Cuz.
This
just
shows
you
the
current
time
frame,
but
I
want
to
show
you
a
historical
picture.
J
So
I
can
change,
as
you
see
along
the
bottom
kind
of
they've,
been
taking
monitoring
the
data
since
about
1918
of
water
levels,
and
so
with
that,
if
you
go
back
to
the
beginning
of
time
when
the
water
levels
of
Lake
Michigan
have
started
to
being
kept,
this
red
line
is
just
the
average.
That's
the
average
over
the
top
over
the
time
that
the
data
has
been
kept.
These
vary
this.
J
The
the
light
blue
lines
is
the
monthly
recordings
over
time
and
then
the
darker
blue
lines
is
the
annual
averages
and
I'll
try
to
move
this
out
the
way
and
everything
won't
fit
on
one
screen
here,
but
we'll
get
through
this
here,
trying
to
scroll
over
there
you
go.
So
if
you
take
a
look,
so
we
use
this
in
the
department,
I
mean
this
is
how
we
forecast
our
decisions.
But
just
looking
at
this
historical
picture,
you
get
it.
You
get
to
see
how
the
water
levels
are
above
and
below
that
red
line.
J
J
Alright.
So
if
you
go
back
to
your
early
90s,
you
had
water
levels.
That
kind
of
was
around
the
average,
but
then
they
went
up
and
as
you
see
here,
they
start
to
go
up.
They
go
down
low
above
the
average,
but
then
they
kind
of
peak
in
the
late
90s
right
before
they
drop
and
when
they
dropped
going
into
the
early
2000s.
J
But,
as
you
see,
you
know
based
upon
the
historical
data
that
that
space
or
that
that
sand
area
was
not
always
available
due
to
the
high
water
levels
like
I
arrived
here
in
Evanston
the
law
over
three
years
ago,
and
the
first
thing
that
I
walked
into
was
high
water
levels
and,
as
you
can
see,
we
have
the
last
couple
of
years.
We
have
struggled
because
the
water
levels
has
started
to
rise
again
now.
J
What
we
don't
know
is
how
long
they'll
be
high,
but
right
now
all
the
projections
are
projecting
high
water
levels,
and
so
it
may
be
one
year
it
may
be
a
few
years.
It
may
be
10
years
that
the
current
space
that
we
call
the
DAR
Beach
may
not
be
available
to
us,
but
we
just
don't
know,
but
we
monitor
this
information
in
when
in
constant
contact
with
the
authorities.
J
H
H
J
H
Was
separate,
okay,
so
I'm
again,
I'm
focused
on
the
budget
trying
to
look
at
revenue.
We've
got
at
the
high
point,
roughly
$60,000
that
we've
lost
because
the
rising
lake
levels.
My
understanding,
is
that
we
can't
dredge
out
the
sand
at
that
point
because
it'll
come
back
in
a
day
and
it'll
cost
us
more
to
dredge,
then
we
would
I
mean
we
can't
do
that
every
day.
Obviously
so
the
what
we're
faced
with
is
is.
Is
there
an
alternative
for
the
dog
beach
I?
H
J
H
H
I'm,
trying
to
figure
out
is
there
an
alternative
here
and
and
I
understand
that
you
don't
want.
Obviously,
you
shouldn't
have
a
dog
beach
where
you
have
a
people
beach
because
of
potential
liability,
and
we
don't
allow
children,
I
believe
under
14
to
be
on
the
same
beach
with
the
dog
beach.
It's
not
because
of
sanitary
conditions,
it's
other
things
and
so
I'm,
just
trying
to
figure
out
where
we
can
get
that
revenue
back
watch
people.
H
J
Well,
I
mean
we
we're
so
limited
in
what
are
in
our
current
facilities
and
infrastructure.
I
mean
you
can
look
at
an
existing
park
somewhere
and
make
it
a
dog
park
somewhere
else
in
the
community.
You
can
get
mean
you
can
give
up
a
swimming
beach,
which
you
know
the
council
has
said.
They
don't
want
to
do
that
at
this.
G
H
Beach,
because
it's
not
part
of
the
system
yet,
but
it
may
be
I
I,
just
don't
know
what
the
answer.
My
my
reason
for
asking
this
to
be
on
the
agenda
tonight
was
to
ask
staff
to
think
about
that
is.
Is
there
a
place
on
the
lakefront
where
we
could
have
a
dog,
beach
and
I
I?
Think
the
dog
beach,
the
remnant?
That's
there
may
be
able
to
hold
six
dogs.
J
J
You
know
last
year
because
of
the
water
levels,
we
did
not
open
it
up
for
operation.
Well,
we
allowed
the
community
access
to
the
space
and
it'd
be
days
where
it's
a
sliver
of
sand
or
no
sand,
but
you
know
the
community
still
used
to
space,
so
we
are
considering
all
options
at
this
time.
I
think
we'll
be
looking
once
the
you
know.
J
H
J
So
I'll
take
you
back
to
2016
the
first
year
here
there
was
a
sand
space
that
deer
kind
of
opened
up
just
to
the
south
of
the
boat
dock.
But
you
know
it's
no
longer
there
and
so
options
in
our
existing
lakefront
infrastructure.
I
mean
there's
it's
limited,
I
mean
you.
You
got
your
five
swimming
beaches,
I'm,
not
aware
of
I've.
J
M
J
Know,
we've
looked,
we've
walked
it.
You
know
I'm
we're
trying
to
come
up
with
something
if,
as
once,
the
ice
cover
melts.
If
there's
an
opportunity
that
presents
itself,
we
absolutely
will
bring
it
back.
Try
to
make
something
work,
but
you
know
just
under
a
normal
past
few
years
of
operation,
I'm,
not
confident
where
that
space
would
be.
H
Okay,
thank
you,
madam
chair,
for
allowing
me
time
to
talk
about
this
and
and
Lawrence
when
it
gets
a
little
warmer.
I
want
to
walk
the
lakefront
with
you.
A
Any
further
communication
I
have
something
a
thank
you
to
the
children
of
family-focused
programming.
They
sent
handwritten
notes,
I,
guess
a
couple
dozen
of
them
of
thanks
to
to
us
for
allowing
them
to
enjoy
a
performance
on
February
15th
at
Fleetwood,
Jourdain
Theater
of
Black
History
performance.