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From YouTube: Boards and Commissions Training | December 2, 2019
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A
A
I
feel
like
I'm,
a
member
of
the
community,
and
that's
that's
because
the
technology
is
there.
That's
because
the
individuals
that
are
at
the
meetings
are
cognizant
of
that,
and
it's
because
our
city
made
sure
that
we
had
the
the
capability
of
doing
those
things.
One
of
the
things
you'll
see
frequently
and
I
feel
free
to
to
police
yourself
and
others.
You'll
see
people
come
in
to
their
board
and
Commission,
especially
if
it's
in
a
large
conference
room
the
microphones
right
in
front
of
them.
A
They'll
move
that
about
two
and
a
half
feet
out
and
then
put
all
their
stuff
out,
and
we
can't
get
any
anything
we'll
try
to
adjust
the
sound
in
the
back
to
try
to
compensate
for
that.
But
usually
what
will
happen
is
you'll
see
me
coming
into
the
room,
tapping
you
on
the
shoulder,
and
now
you
all
know
if
you
ever
watch
the
boards
and
commissions-
and
you
see
me
walk
into
that
meeting
and
tap
somebody
on
their
shoulder.
A
You
now
know
what
it
is
I'm
saying
please
speak
into
the
microphone
just
remember
to
turn
them
on
and
off.
If,
if
you're
having
any
problems,
just
let
somebody
know
the
the
liaison
will
have
staff
come
and
resolve
it
if
it's
swapping
a
microphone
or
whatever
it
is,
but
please
remain
kind
instead
of
that
and
understand
the
reason
behind
the
importance
of
this.
With
that
I'll
give
you
a
Hansen,
II
or
clerk
turn
in
everybody.
Thank
you
for
attending
this
training.
A
I
just
want
to
let
you
know
that
we
have
this
train
the
City
Council's
approved
and
requested
that
we
provide
the
boards
and
commissions
with
two
trainings
each
year,
so
we're
going
to
host
in
September
through
October
1
training
each
year
on
kind
of
a
soft
skills
housed
on
boards
and
Commission
issues,
and
then
in
March
we'll
be
focusing
on
some
of
the
technical
issues.
So
this
March,
you
can
just
paint
getting
reminders
about
a
B
one.
A
Two
three
four
ethics
training,
so
we'll
hold
that
session
here
in
the
convention
center,
we'll
we'll
send
those
announcements
out
early
and
with
that
I
would
like
to
introduce
Christie
Hogan.
She
serves
as
the
city
attorney
for
the
cities
of
Lomita
Malibu
and
Palos
Verdes
Estates,
and
also
serves
as
the
assistant
city
attorney
for
West
Hollywood,
and
provides
a
variety
of
legal
services
for
other
city
clients
prior
to
joining
best
best
and
Krieger.
As
of
counsel,
Christie
was
a
principal
at
Jenkins
and
Hogan,
which
she
co-founded
in
2001.
A
Christie
also
focuses
on
worked
as
an
in-house
as
a
city
attorney,
giving
her
perspective
that
serves
her
clients
well
and
her
focused
practices
on
land
use,
environmental,
constitutional,
coastal
and
election
law.
She
also
serves
on
active
litigation
practice
representing
local
governments
in
cases
involving
the
Brown
Act
Public,
Records,
Act,
sequa
coastal
acts,
election
challenges
and
constitutional
law,
and,
with
that
I'm
very
pleased
to
introduce
Christine.
Thank.
B
B
All
that
legal
training
and
I'm
gonna
talk
about
soft
skills
today,
so
you'll
help
me
with
that
is
we
need
ok.
So
let
me
just
without
going
into
resume.
Tell
you
a
little
bit
more
about
myself
and
why
I
am
so
excited
to
be
here.
But
first,
let
me
tell
you
that
you
are
this.
Is
the
microphone?
Ok,
how's
that
lab
you
are
going
to
be
the
recipient
of
probably
the
worst
PowerPoint
presentation
you
have
ever
seen.
I
am
NOT
a
millennial.
B
I
am
from
that
cursed,
gen-x,
I
watch
to
everybody,
learn
it,
and
but
I
didn't
pick
it
up
myself,
and
so,
if
you
are
like
me
and
you're
bothered
by
the
fact
that
the
fonts
aren't
the
right
size
and
that
things
aren't
quite
aligned,
you're
not
going
crazy.
That
is
in
fact,
what
is
happening.
I
did
this
myself
so
I
apologize
for
that.
I'm
also
told
that
this
is
being
recorded,
I'm
supposed
to
stay
between
these
flags.
B
So
if
we
have
any
line
refs,
who
can
help
me
out
if
I
wander
I'd
like
to
know
I'm,
also
usually
I'm
a
little
too
Irish
to
go
on
tape
because
I
don't
always
have
complete
control
over
what
I
say
so
to
those
of
you
who
are
watching
at
home.
I'm,
sorry
for
anything,
I
might
say
that
might
play
well
in
the
room
and
not
really
last
forever.
An
eternity
on
tape.
B
I
do
serve
as
a
city
attorney
for
the
cities
that
Anthony
mentioned,
and
also
for
the
city
of
Artesia
and
I,
have
been
City
Attorney
working
in
that
field
for
31
years,
I
brought
a
date
with
me.
Mike
Jenkins,
my
law
partner
and
he's
been
he's
much
older
than
I
am
I
can
say
that
because
we're
married-
and
he
has
been
doing
this
for
41
years,
and
so
we
don't
spend
a
lot
of
time
together.
B
Obviously
we
said
most
of
our
times
in
separate
council
chambers
and
we've
been
to
a
lot
of
Commission
meetings
and
a
lot
of
counts
meetings,
and
when
we
are
there,
we
just
stay
in
our
lane
and
give
good
legal
advice
like
your
city
attorney,
Jeff
Bellinger
who's.
Also
here
today,
and
welcome
to
jump
in
if
you
anytime,
you
want,
but
you
cause,
you
might
also
imagine
sitting
there
for
hours
and
hours
and
hours.
B
We
have
formed
some
opinions
and
we
have
certainly
seen
a
lot
and
we've
seen
things
get
resolved
well
and
not
well,
and
so
it's
that
body
of
experience
that
I
am
drawing
from.
But
the
reason
I'm
excited
to
be
here
is
because
I
am
a
true
believer
in
local
government
and
regardless
of
what
your
politics
are
when
you
look
at
what's
going
on
in
the
national
stage
and
even
in
Sacramento
I
think.
The
one
thing
that
we
can
all
agree
on
is
that
there
is
something
very
broken
in
this
government
experience.
B
At
least
the
trust
relationship
between
the
governed
and
the
government
has
become
frayed
and
I
believe
with
all
of
my
heart
that
it
is
possible
to
restore
that
and
save
American
democracy
and
that
the
people
who
are
most
best
suited
to
do
that.
Are
you
because
we
are
the
closest
with
the
the
closest
proximity
to
the
governed,
and
so
as
a
true
believer.
That's
why
I'm
here-
and
this
is
not
an
easy
time-
not
only
have
I
just
put
on
your
shoulders.
The
you
know.
B
Responsibility
for
saving
American
democracy
is
also
a
really
hard
time
to
be
in
local
government.
For
many
reasons,
I
just
point
out
my
one,
which
is
you
know,
and
when
I
was
going
to
meetings
in
the
80s
and
in
the
90s
you
know
the
introduced
cablecasting,
you
know,
and
so
every
once
in
a
while
somebody
angry
resident
would
come
running
down
the
aisles
you
know
tucking
their
jammies
into
their
jeans
to
take
the
microphone
and
say
what
they
had
just
seen
on
TV.
B
But
by
and
large
you
know
the
the
meetings
were
kind
of
quiet
and
then
they
play
on
TV,
and
maybe
somebody
would
write
a
letter
to
the
editor
and
then
maybe
that
would
get
published
and
a
few
days
later,
I
mean
things
had
a
time
to
kind
of
bake
and
slow
down.
The
pace
of
it
was
just
much
slower
and
you
are
now
in
a
very
different
era.
As
you
well
know,
I
don't
need
to
describe
it
to
you
know
what
it
is
and
it
has
changed
public
service
and
so
I
know.
B
B
So
let
me
start
by
reminding
you
what
they
taught
you
in
elementary
school
civics,
but
also
of
that
radical
idea
that
shook
the
world
in
the
late
18th
century
right
and
that
gave
birth
to
this
whole
idea
that
the
political
power
ultimately
rests
in
the
people.
And
then
we
form
our
government
and
then
we
ever
so
reluctantly
delegate
that
power
to
the
institutions
of
government.
B
B
We
also
have
recalls:
don't
are
there
any
council
members
in
the
room?
Very
sorry,
I
said
that
word,
but
they
have
that
power.
There's
the
power
of
referendum,
so
council
adopts
an
ordinance
and
the
people
don't
like
it.
They
don't
have
to
live
with
it.
They
don't
have
to
even
wait
to
the
next
election.
They
can
actually
petition
to
have
that
ordinance,
repealed
and
then,
of
course,
the
power
of
initiative,
and
that
is
the
the
direct
legislating
that
people
can
do.
I
know
you
all
went
through
that
recently
with
short-term
vacation
rentals
right.
B
That
was
a
example
of
of
an
initiative
of
direct
legislation.
Mostly
we
get
things
done
through
representative
government
right.
We
elect
somebody
that
we
trust
to
do
the
job
and
they
hire
a
city
manager
to
keep
thing
to
implement
their
policies,
and
we
watch
them
carefully
and
make
sure
that
everything's
being
done
the
way
we
like
it
and
if
we
don't,
then
we
wait
till
the
next
election,
throw
them
out.
B
The
government
controls
some
very
important
aspects
of
that
happy
delegation
right.
It's
the
government
that
counts
the
votes
and
it's
the
government
that
collects
the
taxes
and
then
spends
the
money
and
so
an
integral
and
most
important
part
of
the
American
democracy
has
always
been
skepticism
right.
I
mean
that
is
just
as
when
you
talk
about.
If
you
talk
to
anybody
and
it's
like
I'll,
believe
it
when
I
see
it
right,
sure
sure
sure
we'll
vote
for
you
I
hope
you
do
well,
I'll
believe
it
when
I
see
it.
B
You've
promised
me
these
things
and
that's
what
you'll
learn
at
your
next
training
to
a
B,
1234
they'll,
talk
about
and
I
know.
Many
of
you
already
know
this,
but
how
the
Brown
Act
gives
the
public
an
opportunity
to
watch
the
deliberations
and
see
it
how
it
happens
that
Public
Records
Act
has
it.
It
gives
the
public
an
opportunity
to
see
the
records
and
and
audit
for
themselves
and
make
sure
that
things
are
happening.
Is
they
should
Fair
Political
Practices
Act
I
mean
the
political
reform.
B
Act
requires
you
to
tell
people
what
your
conflicts
are,
so
that
people
can
watch
and
make
sure
you're
acting
in
their
interests
and
not
in
the
interests
of
yourself
right
so
they're.
The
the
whole
system
is
set
up
to
accommodate
skeptics
those
who
will
believe
it
when
they
see
it
and
playing
to
the
skeptics
you'll
find
as
we
go
on
this
afternoon,
will
help
it's
your
experience
as
a
kinnor,
because
those
are
there,
they
really
are
branded,
but
that
I
think
is
the
unsung,
so
they're,
the
ones
who
keep
us
honest.
B
Unfortunately,
under
in
this
sort
of
post
Bell
era,
does
everyone
know
what
I
mean
when
I
say
post
Bell
era
right
there
was
it.
The
city
of
Bell
underwent
people.
There
was
a
lot
of
people
sleeping
at
the
wheel
and
they
ended
up
to
taking
the
public
money
and
the
public
trust
and
using
it
for
their
own
gain.
Instead
of
others,
a
lot
of
them
ended
up
the
city
manager
and
others
in
jail.
B
What
Bell
was
when
2010
Jeff
Bellinger
knows
it
all
see
the
the
you
should
look
at.
If
you
haven't
read
about
it,
you
should
read
about
it
because
it's
a
it's
a
cautionary
tale,
first
sure,
but
the
the
cynic
is
somebody
who's,
saying
I'm,
not
going
to
believe,
no
matter
what
you
say:
there's
nothing
there.
How
do
you
reach
cynic?
You
can't
because
they're
so
convinced
that
it's
beyond
hope
and
that's
where
you
come
in.
B
We
just
have
to
keep
enough
skeptics
satisfied
on
a
meeting
by
meeting
election
cycle
by
an
election
cycle
basis
that
the
number
of
cynics
won't
overtake
them.
They'll
always
going
to
be
there,
but
we
kind
of
keep
hope
alive
on
our
end,
mostly
because
the
price
of
losing
the
trust
of
the
people
in
government
is
too
high
right.
That
is
the
sole
basis
of
our
whole
form
of
government.
So
I'm
going
to
alternate
throughout
this
presentation
on
theory
and
very
practical
things.
So
let
me
just
I'll
start
with
something
that
I
think
is
practical.
B
This
is
the
complaint
that
I
hear
the
most
from
people.
Why
is
government
so
slow,
but
they
don't
usually
say
it
that
way.
This
is
the
way
they
say
it
they
to
me.
If
I
ran
my
business,
the
way
you
let
that
city
get
run,
I
would
be
in
the
poorhouse
there's
a
good
reason
for
why
government
is
slow
and
it
isn't
incompetence,
but
it's
worth
knowing
because
you're
going
to
hear
that.
Why
is
this
taking
so
long
so
in
business?
How
many
of
you
run
your
own
businesses?
Okay?
B
B
Government
is
the
opposite,
because
we
don't
have
shared
what
we
have
shared
values,
but
we
have
competing
goals
competing
interests
right
if
you
want
to
have
a
vibrant,
a
live
downtown
area
and
it's
happens
to
be
next
door
to
residential
area.
You've
got
competing
values
right
if
you've
got.
If
you
live
in
on
a
hill-
and
you
want
to
see
a
view
and
then
people
are
planting,
trees
that
are
growing,
bigger
and
bigger,
beautiful
trees,
I
might
add,
then
you've
got
some
conflicting
interests.
B
The
reason
the
government
is
so
slow
is
because
it
has
to
always
account
for
those
conflicting
interests,
and
it
has
to
wake
them
up,
because
it
doesn't
always
know
what
they
are
so
there's
always
slow.
I
counsel
members
often
complain
I,
think
legitimately,
that
you
know
the
third
or
fourth
times
something's
on
the
agenda
and
they're
finally
ready
to
take
a
vote
on
a
new
ordinance,
and
they
been
talking
about
this
seems
like
forever.
B
But
the
reason
is
because
we
don't
want
to
leave
any
idea
behind
any
perspective
behind.
Not
everybody
is
going
to
get
their
way.
Sometimes
you
have.
There
are
zero-sum
decisions
that
have
to
get
made
and
there
are
winners
and
losers,
but
in
government
we
try
to
do
that
at
the
very
end
of
the
process
after
everybody
has
had
a
chance.
So
the
next
time
that
someone
says
to
you,
why
is
seven
government
so
slow?
You
can
say
well,
that's
on
purpose.
We
mean
it
that
way.
B
B
But
in
fact
you
do
come
with
a
responsibility:
it's
not
just
the
trappings,
but
it's
partly
that
there
isn't
a
way
and
I've
told
I
tell
commissions
this
all
the
time
there
isn't
a
way,
not
to
look
like
the
heavy
hand
of
government.
If
you
have
an
unlimited
amount,
when
I
say
unlimited
I
know
you
have
peer
pressure
and
a
chair,
and
so
that's
not
really
unlimited,
but
it's
not
the
same
as
having
you
know
a
timer
on
you
to
speak
at
the
public
counter.
B
So
you
have,
you
know
relatively
unlimited
amount
of
time
to
speak
and
the
gravitas
of
title
and
an
opportunity
to
vote,
and
so
the
resident,
no
matter
how
mean
they
are
or
how
wrong
they
are
or
how
at
cross-purposes
of
the
city's
goals
they
are
in.
In
this
hypothetical
example
of
this
one
outlier
resident
that
I'm
talking
about
that
person
is
still
going
to
look
like
one
of
the
who's
down
in
Whoville,
trying
to
speak
truth
to
power,
and
there
isn't
any
way
of
getting
around
that.
B
So
you
have
to
accept
it.
Accept
that
you
are
the
government
and
behave
accordingly.
Now
the
government
can
become
less
formal
and
we'll
talk
about
that.
The
government
can
become
more
accessible
and
more
egalitarian,
but
there
isn't
any
way
unless
you
resign.
Your
commission
that
you
can
pretend
that
your
comments
as
a
commissioner,
while
you're
in
your
commission
meeting
or
even
sometimes,
while
you're
in
the
supermarket,
aren't
at
least
painted
with
the
veneer
of
being
the
actual
government.
B
Your
Charter,
which
I
had
a
chance
to
look
at
article
4,
authorizes
the
council
to
appoint
the
boards
and
Commission,
and
it
also
provides
for
the
council-manager
form
of
government.
So
fly
him
back
to
that
elementary
school
civics
class.
We
were
talking
about
earlier.
The
the
19th
century
was
something
in
California:
the
railroads
hey,
real,
tight
grip
on
government.
B
When,
when
somebody
would
win
the
whoever
was
just
elected
mayor,
their
campaign
manager
would
become
the
city
manager
and
whoever
was
their
finance.
Chair
would
become
the
city's
finance
chair.
Whoever
was
their
block.
Captain
would
now
be
issuing
building
permits
and
if
you
voted
the
right
way
and
you
in
the
right
party
and
you
the
right
people,
you
could
get
a
building
permit.
B
You
can
get
anything
you
needed
at
City
Hall,
but
if
you
didn't
and
or
you
weren't,
then
you
couldn't,
and
so
in
the
part
of
the
progressive
reforms-
and
this
happened
all
over
the
United
States.
It's
kind
of
started
in
Virginia,
but
here
I'm
Johnson,
who
is
the
Governor
of
California
at
the
time
kind
of
led.
Our
progressive
reforms
came
up
with
this
idea
of
separating
the
professional
bureaucracy
from
the
policymakers,
so
that
the
professional
bureaucracy
they
would
learn
there.
B
B
One
of
the
things
I
hear
often
I,
just
sometimes
like
to
do
a
little
solid
for
my
friends
on
staff.
One
of
that
I
don't
know
if
this
is
a
thing
out
here.
You
can
tell
me
but
a
lot
of
times.
There
are
commissioners
and
council
members,
and
sometimes
residents
are
concerned
that
the
staff
members
don't
actually
live
in
town.
You
know
they.
Don't
they
don't
live
here,
so
they
don't
maybe
aren't
as
committed
as
those
of
you
who
do
live
here.
Commissioners
have
to
and
having
sat
in
meetings
and
worked
with
staffs.
B
Now,
as
I
said
for
thirty-one
years,
when
you
take
on
a
job,
you
know
you
you,
you
have
a
lot
of
professional
pride
that
gets
tied
to
that.
You
know
when
I
walk
on
to
the
eighth
floor
in
the
courthouse
and
I
walk
into
one
of
those
writ
of
mandate
departments,
which
is
where
most
City
lawsuits
are
heard.
Those
judges
see
Malibu
walk
in
and
the
door.
You
know
that
I've
routes,
I've
been
city
attorney
there
for
29
years,
I
have
a
profession,
I've,
never
lived
there,
but
I've
closely
associated
my
my
professional
success.
B
My
identity
as
a
lawyer
is
in
part
there,
and
that
is
true
of
planners
and
certainly
of
city
managers,
and
you
know,
there's
a
connection
I
think
that
comes
from
the
professional
pride.
But
if
that
were
enough,
we
wouldn't
need
you
right.
If
the.
If
the
professional
perspective
were
enough
to
make
a
good
decision
for
your
city,
we
wouldn't
need
Commission's
to
add
local
value.
So
I'll
talk
about
that
in
a
minute,
but
there
is
a
kind
of
a
role.
Your
role
as
a
commissioner
is
just
decidedly
different.
B
All
right
how
about
this
I
was
so
impressed,
I
cut
and
pasted
it.
This
is
the
list
of
all
of
the
Commission's
and
boards
in
Palm
Springs.
This
is
a
longer
list
than
some
cities
have
and
I
think
it
reflects
in
my
roof.
It
probably
reflects
as
a
general
volunteerism
that
may
be
a
part
of
the
culture
of
this
community,
but
it
certainly
reflects
the
City
Council's
respect
for
this
as
a
way
of
doing
business,
because
this
is
a
big
deal.
B
This
is
a
lot
of
of
participation
that
have
been
welcomed
by
the
council,
because
the
council,
you
know,
create
every
one
of
the
a
couple
of
them
were
by
the
Charter
at
most
of
these
are
all
by
that
council.
So
I
want
to
do
a
roll
call,
but
before
I
do
I
gotta
loosen
you
up,
cuz
I've
been
in
front
of
groups
before
and
I
know
you
get
settled
in
your
seat,
so
I
need
you
to
just
make
a
noise
with
me.
B
B
They
are
probably
out
there
making
this
place
beautiful.
The
Malone
Rhett
review,
commission
sustainability,
Commission,
village,
fest
Ford,
that's
the
one
I
would
want
to
be
on
if
I
ever
move
here.
By
the
way,
that's
incredible
right,
I
mean
that's
like
a
really
extraordinary
array
of
things
that
this
the
Commission.
Does
you
know,
and
it's
it's
you
know
we
all
know
what's
different
about
working
on
a
commission,
then
in
a
private
board,
and
that
is
obviously
that
you're
accountable
to
the
public
minute
by
minute.
B
It
is
like
working
in
a
fish
ball
and
it's
not
a
bad
thing.
You
know
I
sort
of
think
of
transparency
as
the
guard
that
patrols
the
line
between
cynicism
and
skepticism.
Right.
I
really
feel
like
that.
This
transparency
is
going
to
help
us
rebuild
that
trust,
and
we
I
got
to
do
it
with
some
humor.
We
got
to
keep
you
know
the
skeptics
interested
and
we
got
to
keep
proving
ourselves
every
single
day,
because
you
know
being
in
public
service
means
what
have
you
done
for
me
lately
right.
B
We
know
that,
but
I
really
think
that
it's
it's
important
to
hold
up
these
the
transparency,
especially
because
I
think
that
is
what
those
it's
the
skeptics
you
guys
are
going
to
save
us,
but
you're
going
to
save
us
by
keeping
the
skeptics
believing
that
it's
possible
that
you
are
going
to
do
what
you
said
you're
going
to
do.
That's
the
the
hope
that
sort
of
keeps
the
system
alive.
B
B
B
The
next
level
is
those
people
who
are
not
willing
to
make
the
kinds
of
time
commitment
that
you've
made,
but
still
occasionally
have
an
idea
or
a
concern
or
a
thought
or
want
to
be
a
part
of
at
least
an
initiative
or
two
they
can
get
to
the
city
through
you,
and
they
can
only
do
that
when
they
have
a
chance
to
and
again
you'll
learn
in
your
12,
B,
1234
and
I
know.
You
already
know
this
cuz
you're
already
doing
this.
B
How
important
it
is
to
make
sure
that
public
gets
the
notice
and
that
you
conduct
your
business
in
the
meetings,
so
they
have
a
chance.
How
many
of
you
have
been
on
a
commissioner
board?
You
know
total
I
know
you
might
have
slid
it
around
from
board
to
board,
but
total
amount
of
time
as
a
public
servant
on
a
commission
for
more
than
ten
years.
B
B
You've
got
people
who
can
tell
you
how
it
used
to
be
done,
and
people
who've
been
doing
it
that
way
for
a
while
and
starting
to
see
why
it
doesn't
work
anymore,
and
then
people
who
have
come
along
with
no
investment
and
how
it
used
to
be
done
to
you
know,
get
some
change
going
and
keep
the
city
moving
forward.
And
we,
as
the
I,
really
feel
like.
There's
this
magic
in
the
deliberative
body
and
the
Brown
Act
you'll.
B
They'll
talk
about
that
next
time
about
how
it
works,
but
I
think
there's
something
kind
of
magical
about
deliberation
because
and
waiting
and
doing
it
in
public
and
I've
seen
it
more
times
than
I
can
count
where
commissioners
or
councilmembers
have
come
in
with
some
pretty
set
ideas
on
how
they
wanted
to
do
things
and
then
talked
about
it
and
then
had
their
ideas
changed
and
their
minds
changed,
and
that
is
what
the
deliberations
is
for.
So
don't
cheat
yourself
by
short,
cutting
short
cutting
the
the
Brown
Act.
B
And
obviously
you
know
that
your
singular
purpose
and
everything
that
you
do
as
a
public
official
is
to
advance
the
public
interest,
and
you
should
be
mindful
of
that
at
all
the
time.
There
are
no
perks
to
this
and
I'll.
Give
you
another
little
pro
tip
here
and
that
is
occasionally
I
see
people
who
get
to
that
edge
and
it
always
is
preceded
by
this
sentence.
I
really
don't
even
get
paid
enough
for
what
I
do
for
the
city.
I.
B
Don't
there's
not
enough
in
it
for
me
for
everything
that
I
do
for
the
city
as
soon
as
you
start
feeling
that
way,
you
know
go
to
a
bar.
Have
a
margarita
call
your
grandson
do
whatever
it
does
you're
going
to
be
happy
again
and
rethink
whether
or
not
your
motives
have
slipped
away.
Did
you
have
a
comment
or
question.
B
Okay,
so
the
question
has
to
do
really
with
the
accessibility
of
the
meeting
to
the
public
in
two
ways:
one
when
you're
in
your
commission
room
during
the
meeting.
Is
it
okay
to
shut
the
door
and
then
the
second
is:
can
people
still
get
into
City
Hall
to
get
access
to
the
meeting
if
the
meetings
start
later
at
night?
And
so
obviously
the
answer
is
going
to
be
that
we
people
have
to
be
able
to
attend
a
public
meeting.
B
So
there's
nothing
wrong
with
shutting
the
door
as
long
as
it's
not
locked,
and
that
tends
to
go
to
a
comfort
thing
there
are.
You
know
there
are
times
when
leaving
it
open
might
make.
You
know
people
feel
like
they're,
more
welcomed,
and
there
may
also
may
be
times
where
you
shut
the
door
and
it's
just
cozier
and
you
can
hear
better
and
there
may
be
just
you
know,
physical
reasons,
why
that's
a
good
way
to
go,
but
it
should
be
open
and
I
know.
B
B
They
can't
do
everything,
but
they
shouldn't
do
everything
because
they
it's
better
to
include
you.
It
also
gives
the
public
an
opportunity
to
do
more
directly
on
items
that
are
of
interest
to
them,
and
so
this
is
a
way
of
including,
like
you
know,
who
wants
to
sit
through
the
whole
City
Council
meeting
just
for
the
one
item
of
interest
right.
B
But
if
you've
you
know
interest
in
historic
preservation
or
you're
concerned
about
how
the
measures
revenues
are
being
sent,
you
can
go
to
the
commission
that
is
doing
that
and
of
course
it
reinforces
cement
to
have
these
commissions
right,
because
there
you
are
residents
of
the
community
taking
on
the
reins
of
government.
So
that's
that's
easy.
Why
we
have
boards
and
commissions.
Why
would
you
be
on
a
board
or
Commission?
So
this
is
not
a
mistake.
B
I
didn't
I'm
not
I've,
been
to
a
lot
of
board
and
Commission
meetings,
as
you
know,
and
I
have
some
opinions
which
share
with
you,
but
it
wasn't
arrogant
enough
to
try
and
put
down
while
you're
on
boards
and
commissions.
So
I
wondered
if
you
might
shout
out
a
few
of
the
reasons
why
you're
on
a
board
or
Commission.
B
Represent
some
people
who
can't
be
there,
it
make
a
difference
in
your
community
love's
pump
Springs,
who
doesn't
I,
hope,
Palm,
Springs
I
grew
up
in
the
70s,
so
I
know
that
absolutely
changed
things.
I'm
gonna
say
it
positive.
He
said:
upset
the
previous
decisions,
I'm
gonna
say
change.
That's
a
good
reason.
Write
your
own
fingerprints.
Anything
else,
I'll
see
what
I
came
up
with
making
a
contribution
right.
That's
I
think
the
most
important
thing
playing
a
role
in
improving
your
community.
It
isn't
enough
right.
One
of
we
were
taught
in
the
last
administration.
B
B
You
really
shouldn't
behave
too
wildly
because
you
will
be
calling
attention
to
your
board
into
the
city
right.
You
wear
that
with
you,
wherever
you
go
like
it
or
not,
it's
hard
to
stand
in
the
grocery
store
line.
If
there's
a
controversial
thing
going
on
the
Planning,
Commission
and
you're,
a
planning
Commissioner,
you
probably
you
know,
will
get
stopped
and
and
asked
about
things
right.
So
you
give
up
some
privacy,
you
give
up
I,
say
some
of
your
First
Amendment
rights.
B
You
can't
really
say
anything
that
you
want
anymore,
because
you
have
to
participate
in
a
process
that
is
fair,
and
so,
if
you
go
around
spouting
your
views
outside
of
the
meeting
all
of
the
time,
then
people
are
going
to
see
as
being
unfair
because
you've
haven't
even
heard
what
they
had
to
say
in
an
orderly
way.
Right
or
you
can't
go
and
talk
with
your
majority
of
the
members
of
your
commission
because
I'd
be
violating
the
Brown
Act.
So
you
don't
have
that
First
Amendment
right
to
talk
to
them
anymore.
B
The
way
that
others
have
a
right
to
talk
to
them.
It
can
affect
your
involvement
in
other
organizations
right
so
if
you're
on
the
Historic,
Preservation
Commission
or
on
the
Planning
Commission-
and
you
wanted
to
be
the
president
of
your
homeowners
association
that
might
sometimes
create
conflicts
right
where
you
would
be
serving
two
masters,
both
the
city
and
your
homeowners
association
on
some
matters.
So
it
it.
B
It
limits
that,
if,
if
you're,
if
you're
involved
in
certain
very
involved
in
certain
organizations
in
town
and
also
on
a
commission,
if
there's
any
overlap,
even
where
there's
not
a
conflict,
people
are
going
to
wonder
if
the
fix
is
in
and
if
you're
really
being
fair,
so
there
it
it
may
affect
that.
I
think
that
you
know
that's.
B
Your
challenge,
obviously,
is
to
figure
out
how
to
balance
your
fiduciary
duty
to
the
Commission
and
to
be
a
good
Commissioner,
but
also
have
a
life
and
fulfill
your
other
volunteer
aspirations
and
sometimes
you're
going
to
have
to
make
a
choice
and
give
up
one
thing
or
another.
So
that's
that's
something!
That's
you
have
to
think
about
when
you're
being
a
commissioner.
Another
thing
is:
is
that
being
agent
of
change
is
great
and
I?
B
Think
Commissioner
should
come
in
believing
that
they
can
be
agents
of
change,
but
there
also
comes
a
time
when
council
has
spoken
and
it
didn't
or
the
kind
of
Commission
has
spoken
and
didn't
go
your
way.
And
now
you
did
it's,
it's
a
lot
less
fun.
Although
there
are
some
people
who
have
a
lot
of
fun.
B
Being
in
the
minority
on
a
commission,
but
it's
a
lot
less
fun
than
being
in
the
majority,
where
you'll
easy,
what
you
wanted
happen,
you
know
being
in
the
minority,
happy
to
be
more
persuasive
and
having
to
tell
her
merely
bad
experiment.
So
they
realize
you
were
right
all
along
and
then
you
know
being
a
gracious
about
how
right
you,
the
last
time
and
persuading
them
again.
It's
a
tough
job.
B
Speaking
to
the
press,
I'm
sure
that
there
are
policies
and
I'm
sure
that
they
don't
want
you
running
around
talking
about
everything,
but
sometimes
you
will
get
asked
by
somebody
what
happened
at
the
commission
or
what
you
think
about
something,
and
when
you're
in
that
position,
you
have
to
be
mindful
of
the
fact
that
you
are
both
being
asked
yourself
as
I'm.
Also,
apparently,
a
little
Italian
I,
don't
know
the
you're
asked
to
give
your
own
opinion
as
a
resident.
B
A
somebody
who
loves
this
town
loves
it
so
much
that
you're
volunteering
here
right,
but,
on
the
other
hand,
you're
representing
this
government.
This
government
just
did
something,
and
there
was
a
time
when
it's
important
that
you
know
the
the
decision
of
the
majority
of
the
City
Council
or
what.
However,
it
came
down,
get
its
opportunity
its
airing.
It's
fair,
rub
presentation
from
the
government
and
maybe
some
other
opponents
who
are
not
from
within.
We
get
to
hear
it.
B
Are
there
legal
issues
in
writing?
Letters
to
the
there
are
always
legal
issues,
so
I'm
glad
you
asked,
but
in
the
biggest
most
picture
way
we
all
know
if
you're
just
writing
if
you're
on
the
Planning
Commission-
and
you
write
a
letter
to
the
editor
that
says
that
you
think
that
the
public
art
commissioners
are
not
attending
the
trainings
the
way
that
they
should
be.
B
Okay,
so
you
know
there's
nothing
illegal
about
that.
You
may
have
started
a
little
controversy,
but
there's
nothing
illegal
about
it.
If
you
are
on
the
Planning
Commission
and
you
write
a
letter
that
says
you
know,
I
understand
that
Costco
is
going
to
open
up
in
Palm
Springs
and
you
know
as
much
as
I
like
low
prices.
This
is
not
the
right
site
for
it
and
I'm
I'm,
appalled
that
the
staff
is
even
talking
to
Costco
about
this
and
I
can't
wait
till
that
application
comes
before
me.
So
I
can
deny
it.
B
There's
some
legal
problems
with
that
right,
because
you've
now
gone
out
in
front
of
yourself
and
so
I
mean
that's
when
you're
writing
the
letters.
If
you're
writing
about
things
that
are
not
on
your
Commission
you're,
pretty
much
safe,
you
only
run
the
risk
of
you
know,
making
friends
or
enemies
and
that's
fine.
That's
the
same
risk.
Any
letter
writer
makes.
But
if
you're
writing
within
your
scope,
then
it's
it's
more
dangerous.
Do
you
think
I
want
to
add
to
that
Jeff?
No,
you
know
you're
free
to
anytime.
B
All
right,
so
the
top
of
every
org
chart
in
every
city
I've
ever
worked
in.
Of
course,
the
residents
and
under
that
is
the
City
Council
and
they
are
directly
accountable
to
the
voters
and
then
they
make
appointments.
That's
you
and
you
are
not
directly
accountable
to
the
voters,
but
the
people
who
appointed
you
are
so
they're
very
interested
in
having
you
behave
yourself.
B
The
council
sets
their
jurisdiction
so
even
though
you're
on
a
commission
you're
not
free
to
come
up
with
any
great
idea
that
you
want-
and
there
are
reasons
for
that
this
imagine
just
if
you
I
know
a
lot
of
you
raise
your
hands
that
you
run
businesses
or
have
run
businesses.
You
know,
imagine
the
amount
of
resources
that
go
in
to
just
getting
you
into
your
meetings
right,
the
they
got,
agendas
and
there's
staff
reports
and
then
they've
got
to
make
sure
everybody
gets
notice
of
it,
sent
out
the
blast.
B
Emails
and
they've
unlocked
the
front
of
city
hall,
keep
it
unlocked,
so
somebody
the
staffs
got
to
be
around.
They
mean
there's
just
a
lot
of
resources
that
go
into
that
and
when
the
council
sets
a
budget,
ordinarily
council
will
set
its
goals
and
it
knows
what
it
wants
to
achieve
for
the
year.
That
is
the
point
where
you,
by
the
way,
you
should
be
participating
in
the
goal
setting
for
the
budget.
This
is
you
know.
This
is
another
pro
tip,
because
not
everybody
know.
B
That
is
when
the
council
decides
where
they're
going
to
m-phy
is
for
the
year
and
that's
and
if
you've
got
a
particular
thing
you
want
done.
That
is
a
good
participation
level,
but
once
you're
into
the
Commission
level,
you
have
a
job
to
do
and
that
job
is
defined
by
the
City
Council
and
by
the
Charter
and
the
Municipal
Code.
And
so
you
that's
as
far
as
you
can
go,
we
had
you
I'll,
give
you
an
example
of
a
situation.
Gone
very
wry.
I,
don't
know
if
big
houses
are
an
issue
here,
no
okay,
good.
B
So
this
is
neutral.
Sometimes
you
bring
up
something
like
a
dog
park
and
everybody's.
So
in
in
Malibu
the
houses,
you
know
they
keep
burning
down
and
then
build
them
bigger
and
they
burn
them
down.
They
build
them
bigger,
and
so
the
houses
have
gotten
to
be
pretty
big
and
traditionally
speaking,
mansion
ization
has
to
do
with
the
ratio
of
how
big
the
house
is
to
how
big
the
lot
is.
B
But
we've
got
a
Planning
Commission
that
just
decided
that
square
footage,
regardless
of
the
size
of
the
lot,
was
the
and
they
were
just
tired
of
seeing
these
really
big
houses.
Well,
the
council
had
adopted
an
ordinance
that
set
like
ratio.
So
if
you
have
this
size
lot,
you
can
have
a
maximum
this
size
house,
this
size
law
at
this
size
house
and
the
council.
The
Commission
really
didn't
like
that,
and
they
were
trying
to
lobby
the
City
Council
to
change
that.
B
With
these
humongous
houses
and
that
it
was
just
that
it
was
losing
its
you
know,
diversity
of
structures,
and
they
were
just
all
becoming
big
and
they
hated
to
see
it
go
and
they
didn't
want
to
participate
in
it
by
keeping
proving
it
over
and
over
again.
But
they
didn't
have
a
choice
and
they
didn't
have
a
choice
because
it
wasn't
up
to
them
to
set
the
policy.
It
was
up
to
them
to
implement
the
policy.
B
So
while
it
was
fine
to
try
and
make
recommendations
to
the
council
to
lower
the
square
footage
size
that
is
allowed,
it
was
not
fine
to
continue
to
deny
permits
that
were
eligible
under
the
rules
that
were
in
place
because
they
didn't,
like
the
policy.
So
part
of
being
a
commissioner
is
trying
to
figure
out
where
your
authority
is
and
how
to
exercise
it
in
a
way
that
is
lawful.
B
Sometimes,
commissioners
like
to
go
to
council
meetings
to
defend
and
explain
the
decisions
of
recommendations
or
the
Commission.
Do
you
see
that
here
yeah?
So
imagine
that
you
are
a
resident
who's,
not
on
a
commissioner
board
and
not
on
the
City
Council,
and
you
went
to
the
Commission
meeting
and
you
advocated
your
position
and
the
Commission
didn't
go
your
way
and
the
Commission
makes
a
different
recommendation.
B
So
you
go
to
City
Council
meeting,
so
you
go
to
the
City
Council
meeting
the
staff
stay
on
the
staff
says
yeah
the
Commission
had
meaning
the
Commission
recommends
that
you
do
it
this
way,
and
then
the
council
says
okay.
Well,
do
we
have
any
speakers,
and
the
first
speaker
is
the
chair
of
that
very
Commission
and
you're
sitting
there
thinking
the
fix
is
in
this
is
the
guy
that
they
appointed
to
that
position
and
now
he's
here
telling
him
the
telling
the
council
what
they
should
do.
B
I,
don't
really
have
a
chance
as
a
regular
citizen
to
be
heard
on
this
I'm.
The
influence
is
just
flowing
away
from
me
and
that's
how
that
looks.
You're
on
a
commission
the
chance
your
opportunity
to
make
your
recommendation
is.
As
a
commission,
you
usually
communicate
that
by
resolutions
right
or
sometimes
by
minute
order
that
the
staff
will
put
in
a
staff
report,
but
then,
usually
after
that,
it's
better
to
let
the
City
Council
figure
out
what
it
was
that
you
did.
B
They
can
watch
the
tape
these
days
and
give
the
public
a
chance
to
speak
now.
Sometimes
Commission's
decide
to
appoint
somebody
to
go
and
explain
to
them.
So
what
it
was
that
we
that
you
just
did.
First
of
all,
if
you
need
to
feel
they
need
to
do
that,
you
may
be
taking
actions
that
are
way
too
complicated.
You
may
want
to
deliberate
and
come
up
with
something
simple,
but
there's
nothing
illegal
about
that.
B
B
Well,
that
seems,
okay,
you
don't
want
to
then
say
and
I
just
want
to
add
thing
not
as
not
as
from
the
Commission,
but
just
from
me
per
soaps
me
personally
as
a
commissioner,
because
well
in
your
mind,
you're
taking
hats
on
and
off
you
know
in
the
minds
of
the
public.
That's
not
happening!
It's
just
still,
you
representing
the
Commission
as
an
insider
to
it.
So
you,
even
though
you
feel
like
you're,
doing
a
good
thing
for
the
council.
B
So
the
question
is:
does
it
require
a
vote
by
the
Commission
to
authorize
somebody
to
go
and
speak
to
the
council?
And
basically
yes-
and
it
doesn't
have
to
be
a
motion?
Second,
you
can
do
it
by
consensus,
but
to
be
to
speak
on
behalf
of
the
Commission.
You
must
be
authorized
by
the
Commission.
You
are
each
individual
commissioners
showing
up
at
the
meeting
on
your
spare
time
and
just
saying
you
know:
hey
I'm
on
this
commission
and
I.
B
Was
there
when
we
took
the
boat,
you
know,
can
I
just
tell
you
some
more
about
what
happened
is
kind
of
a
self
appointment
and
it's
I'm
sure
it's
done
in
when
it
is
done,
is
in
good
faith
but
I'm
trying
to
create
the
perspective
of
the
resident.
Who
sees
this
Commissioner
really,
as
you
know,
a
look
above
a
little
more
weight
in
their
opinion
than
for
the
average
citizen,
and
so
it's
not
a
good
idea.
I
know:
do
you
have
a
a
tradition
of
doing
that?
B
Have
I
stepped
on
toes
I
have
stepped
on
toes
okay,
I
apologize,
but
I
really
feel
like
I
said
the
right
thing.
They
don't
take
it
back,
because
you're
in
your
decisions
should
stand
on
their
merits
and
the
and
they
and
the
council
should
be
able
to
understand
it,
and
then
there
should
be.
You
should
make
way
now
for
the
the
public,
but
it
is
important
to
figure
out
how
information
gets
disseminated
I
mean
sometimes
that
tradition
evolves
when
commissioners
don't
feel
that
the
staff
is
adequately
communicating
their
opinions
and
their
ideas.
B
B
You
do
how
many
of
you
have
Commission's
that
are
not
staffed
by
anybody.
Okay,
so
all
of
you
have
some
it
or
you've,
no
staff,
not
even
a
minute
taker.
Okay.
So
you
have
you
all.
You
have
some
level
of
staff
that
that
you
deal
with
so
the
staff
member
works
for
the
city
manager
through
the
chain
of
command,
not
the
Commission.
B
So
you,
when
you
are
there
you're,
not
exactly
co-equal
branches
of
government,
but
you
are
there
as
colleagues,
each
with
a
task
to
do
the
staff
member
are
there
with
a
job
to
do
that's
defined
and
you're.
Also
there
having
been
appointed
by
the
council
with
a
job
to
do
that's
defined
and
you're
working
together
in
that
arena,
and
so
I
know
that
there
are
some
times
when
commissions
get
frustrated
and
they
want
to
start
giving
direction
to
staff
or
asking
for
things
to
come
back.
B
The
professional
staff
offers
Haitian
context,
options,
recommendations
and,
if
running
a
city
were
math,
we
wouldn't
need
you
right,
because
the
professional
staff
could
just
come
with
the
right
answer
and
give
it
to
the
castle,
but
it
isn't
math.
It
has
an
extremely
element
of
values
that
need
to
be
attitude.
What's
more
important,
the
noise,
the
quiet,
the
vibrant
downtown,
what's
more
important,
the
view
or
the
park
like
environment
that
that
is
brewing
right.
B
The
may
that
a
professional
staff
can
figure
that
out,
because
there's
no
right
answer
to
the
answer
to
that
is
what's
important
to
you.
What
what
makes
the
Palm
Springs
the
place
you
want
to
live.
What
makes
Palm
Springs
have
the
values
that
you
wanted
to
have
include
the
people
you
want
to
all
include
it.
So
that's
the
ultimately
what
we're
looking
at
in
in
the
relationship
with
the
staff.
Is
you
coming
up
with?
What
are
the
context?
What's
the
background?
Why,
then,
why
is
it
done
generally?
B
That
way,
what
has
been
your
experience
and
to
get
all
of
the
information
you
need
to
ultimately
to
make
your
decision
and
the
way
I've
always
looked
at?
That
is
that
you
know
you
want
to
both
rely
on
staff
to
give
you
information
and
then
be
independent
and
decide
for
yourself
how
you're
going
to
use
that
information.
If
you're
dissatisfied
with
a
staff
member,
it
is
it's.
B
It's
a
good
idea
to
tell
this
either
the
director
or
the
city
manager,
if
you
must
to
get
it
back
into
the
world
where
it
belongs,
which
is
the
personnel
which
is
overseen
by
the
city
manager.
So
with
that,
let's
do
a
pop
quiz
all
right
here
we
go
everybody
ready.
The
staff
has
produced
an
unhelpful
and
inaccurate
report
and,
as
a
result,
the
commission
has
to
continue
the
item
to
a
future
meeting.
The
residents
were
frustrated
that
they
came,
that
they
have
to
come
back
again
and
the
commission
was
embarrassed.
B
Ok,
it
was
a
trick.
Question,
thank
you.
Neither
right
one.
You
can't
have
a
closed
session
because
you're
not
authorized
to
have
closed
sessions
because
personnel
closed
sessions
are
for
the
body
that
supervises
the
person
and
you
don't
supervise
the
person
and
criticizing
the
performance
in
public
is
just
going
to
alienate
and
embarrass
the
staff
member.
B
That's
fair!
It's
criticism,
I'm
sure
that
the
staff
member
is
not
happy
at
that
point.
Not
that
that's
your
goal,
but
I'm
just
saying
you
know
you
have
done
enough
criticizing
and
it's
focused
on
the
product.
It
also
the
way
that
you
do
it
because
in
this
hypo
you
know
I
mentioned
that
both
the
the
community
and
the
Commission
you
know
had
reaction
to
it.
B
The
prime
directive
is
that
I
eventually
want
to
go
home,
and
so
I
like
to
make
decisions
about
how
we
run
meetings
based
on
the
prime
directive.
You
want
to
finish
the
agenda
within
a
reasonable
time,
and
somebody
says
something
about
the
meeting
starting
later
and
later,
I
think
someday,
there's
going
to
be
a
lawsuit
and
I'm,
hoping
that
it's
not
going
to
be.
B
It's
just
a
it's,
not
helpful.
I
haven't
seen
any
great
decisions
are
made
after
10:30
p.m.
honestly
people
resent
it
it's
not
public
participation.
So,
even
though
the
the
business
that
you're
doing
is
important
and
it
needs
to
all
get
done
and
and
plentiful,
you
got
to
pace
yourselves,
you
got
to
figure
out
a
way
to
keep
an
idea
of
what's
going
on
and
move
on
some
cities
and
that
where
this
becomes
an
issue,
the
chair
or
the
mayor
will
take
the
agenda
and
put
roughly
sometimes
on
the
agenda.
B
So
they
have
some
sense
of
how
the
meeting
is
going
when
they've
gone
off.
We'll
talk
in
a
minute
about
some
strategies
for
making
this
happen,
but
the
completing
a
meeting
in
a
reasonable
time
is
I.
Put
that
first.
I
think
this
is
a
really
important
practice,
because
it
will
make
you
feel
better
about
your
service.
B
You
also
obviously
need
to
provide
for
meaningful
public
participation,
and
that
you
know
means
that
it
has
to
be
done
before
you
take
up
your
items
and
ask
be
at
a
time
when
the
public
is
awake
and
present
and
able
to
speak,
and
then
we
want
to
also
obviously
conduct
all
our
meetings
with
that
are
consistent
with
our
values.
So
you
know
we're
not
shouters
we're
not
bullies.
B
We
don't
tweet
bad
things
about
people
as
they're,
leaving
the
room
right.
We
want
to
try
and
live
up
to
our
best
goals.
So,
looking
at
how
to
do
that
so
you've,
some
meeting
I
just
now
have
a
one
image
of
commission
in
a
conference
room
with
the
door
shut.
How
else
are
we
met,
as
does
everyone
meet
in
the
same
room?
B
Yeah
pretty
much
the
same.
One
commission
room?
Okay,
so
the
degree
of
formality
that
you
have
is
depends
on
a
lot
of
factors
right
how
many
people
have
shown
up.
If
there's
a
lot
of
people
there,
you
would
be
more
formal
than
if
there
were
only
a
few
people,
the
the
type
of
the
microphones
you're
using
the
type
of
setup.
B
You
have
all
those
things
go
to
the
the
formality
of
how
what
you're
going
to
call
each
other
the
one
there's
some
things
you
should
be
mindful
of,
though,
in
terms
of
building
fair
meetings
and
making
the
community
feel
good
about
your
Commission.
Is
you
can't
call
some
people
by
their
first
name
and
then
mispronounce?
The
last
names
of
others
like
you
have
to
you,
have
to
choose?
B
How
that's
going
to
be
and
I
know
that
there
are
some,
you
know,
regulars
who
attend
meetings
and
we
know
them,
but
when
they're
always
asked
to
lead
the
Pledge
of
Allegiance
and
when
they
come
up
there,
inside-joke
say
you
know:
I
see
you're
here
again,
that's
your
third
meeting
this
week,
you're
sending
a
message
to
people
who
just
came
for
the
first
time
to
a
meeting
that
there
are
insiders
and
outsiders.
So
while
they
never
want
to
lose
that
sense
that
you
know
this
is
the
local
government.
B
These
are
your
neighbors
that
we
have
elected
and
appointed
our
own
to
serve
in
these
positions
that
we've
reluctantly
delegated
to
them
authority
to
take
on
these
institutions
of
power.
We
also
don't
so
we
want
it
to
be,
you
know,
but
we
also
don't
want
it
to
be
so
help
me
and
friendly
that
it
loses
its
decorum
and
its
sense.
I
have
never
called
a
council
member
by
their
first
name
in
an
open
session.
I
just
don't
do
it
I,
don't
do
it
because
you
know
I,
think
lawyers
should
show
that
kind
of
respect.
B
I,
don't
call
judges
by
their
first
name
either
right,
so
I
just
try
and
show
that
there
are
plenty
of
cities
that
I
do
that
in
where
they
call
each
other
by
their
first
name
and
it's
fine.
It
comes
off
as
very
you
know,
normal
and
and
kind
of
not
pretentious.
There
are
other
cities
where
again,
that
would
look
too
chummy.
B
It
would
just
not
show
that
they
are
working
at
an
arm's
length
and
let
people
know
that
they,
you
know
these
are
five
independent
people
and
not
five
friends
sitting
around
at
a
dinner
party,
so
the
level
of
formality
is
something
that
you
should
be
mindful
of
and
being
consistent
is
important
too,
because
we
do
have
you
know
those
these
and
tickers
who
go
to
all
the
meetings
and
they
they'd
like
to
see
things
done.
You
know
pretty
much
how
things
are
always
done,
but
there
are
times
when
you
want
to
be
flexible.
B
So
if
you're
in
a
room-
and
one
person
has
shown
up
it's
a
an
issue
that
that
one
person
is
extremely
passionate
about,
you
know
having
them,
stand
at
a
podium
and
put
on
the
three
minutes
and
then
when
it's
over
saying.
Thank
you
very
much.
Compliments.
Thank
you
for
your
comments.
Thank
you
for
coming
until
they
sit
down,
it
seems
a
little
harsh
and
silly
right
where
you
say
you
know,
look
your
time's
up.
We
can
give
you
an
extra
couple
of
minutes.
B
If
you
want
to
just
finished
and
then
we're
going
to
you
know,
go
to
our
deliberations,
that's
a
kind
of
flexibility
that
makes
sense
when
you're
talking
to
one
person,
but
when
you
have
a
roomful
of
people
and
everybody
wants
to
get
a
turn
here,
try
manage
a
larger
crowd.
Then
it
doesn't
make
sense
to
give
anybody
extra
time,
because
if
you
give
anyone
extra
time,
you
have
to
weigh
everybody.
I'm
Ryan
Christie
wants
to
go
home.
B
That's
inconsistent
with
the
prime
directive,
so
you
want
to
be
consistent,
but
that
I'm
flexibility,
when
the
factors
make
sense
and
usually
a
very
skilled
chair,
can
be
in
charge
of
making
sure
that
that
is
how
this
is
happening,
but
there's
nothing
wrong
with
another
member
saying
you
know.
Madam
chair,
you
know,
we've
got
a
lot
of
people
here
tonight.
I
just
want
to
make
sure
that
we're
gonna
stick
to
the
three
minute
rule,
and
everybody
knows
that
and
so
that
people
know
going
in.
B
What's
going
to
happen
all
right,
so
my
oldest
smartest
daughter
was
home
for
the
holidays,
and
so
she
laughed
at
my
powerpoint
and
then
took
this
one
slide
and
made
it
fancy
so
bear
with
so
I
would
just
look
at
what
are
some
of
the
effective
meeting
techniques
right
all
right
here
we
go
gonna,
be
obvious.
Going
to
guess
like
like.
What's
that
game
show,
you
know
big
board
says
a
family
feud
come
on.
You
want
to
guess
the
the
most
important
thing
for
commissioner.
B
Oh,
that
was
that
would
have
been
good
I
have
that
in
there,
but
it's
not
number
one
ding
ding.
It's
be
prepared,
be
prepared,
come
to
the
meeting,
know.
What's
on
the
agenda,
read
the
staff
reports.
I
know,
you're
busy,
I
know
you're
busy,
I
know
that
these
things
jump
up
on
you
sometimes
on
your
calendars,
but
candidly
you
know,
staff
has
prepared
these
reports
for
you
and
the
agenda
is
out
and
there
are
people
who
have
come.
B
You
know
sometimes
in
some
circumstances
they're
there
with
lawyers
that
they're
paying
by
the
hour,
and
so
all
the
time
that
we
have
to
spend
going
over
things.
You
know
so
I
would
say,
come
prepared,
come
prepared.
If
you
have
a
lot
of
like
little
questions
and
that
can
be
easily
answered
by
staff,
you
might
want
to
get
them
answered
and
then
the
magic
question
I
think
the
the
savviest
council
members
asked
me.
Is
they
they'll?
Ask
me
a
question
and
then
they'll
say:
is
this
something
that
the
public
might
benefit
from?
B
Knowing
enough
sometimes
I'll
say
you
know
what?
Yes,
that
would
I
think
they
should
know,
and
then
he
said,
okay,
I'll,
ask
you
at
the
meeting
or
I
say
you
know
what
no.
This
is
a
very
Picayune
point
that
only
you
could
have
ever
come
up
with
I'm
glad.
You
called
me
about
it.
Let's
never
talk
about
this
again
and
then
they
don't
have
to
bring
it
up
at
the
meeting.
B
So
there
are
times
when
your
questions,
even
if
they've
been
answered,
are
worth
asking
again
in
public,
but
you
should
think
about
that
manage
time
and
stick
to
the
agenda.
I
think
we've
talked
about
that.
The
sticking
to
the
agenda
is
important
and
let
me
just
I
know
you
know
again:
you'll
get
your
a
B
1234
training,
but
let
me
tell
you
what
it
is
about
sticking
to
the
agenda.
That's
important
because
there's
there's
a
kind
of
an
uncommunicative.
B
B
So
you
can't
talk
about
it
right,
but
they're
all
excited
and
they
and
they
want
to
talk
about
it
right.
So
why
can
you
talk
about
it?
Be
so
friendly,
so
community
centered
if
they've
gone
to
the
trouble
of
being
there
and
you're
sitting
there,
and
the
reason
is
because
there
was
no
notice
of
that.
So
that
means
that
people
like
me,
who
think
we
just
have
enough
of
the
dog
parks.
Didn't
know
about
it,
so
I
didn't
going
to
discuss
it,
so
I
don't
have
an
opportunity
to
participate.
B
So
we
stick
to
the
agenda
because
that's
what
we
do
out
of
respect
for
the
community
for
the
residents
to
make
sure
that
they
that
we
only
talk
about
things.
That,
though,
were
gonna
come
out,
so
they
can
make
informed
decision
about
whether
or
not
they
want
to
down
to
City,
Hall
or
home
and
stream
Ozark
on
Netflix.
B
You
should
hear
the
comments
before
you
deliberate,
sometimes
some
forget
and
then
the
or
they
have
this
tradition
with
us.
They
do
have
questions
yeah
before
we
take
the
public
comment
and
the
questions
get
out
of
control
and
the
next
thing
you
know
they're
deliberating
and
the
reason
we
want
to
take
the
public
comment.
B
First,
is
because
you've
public
tends
to
feel
less
heard
after
it
seems
like
you're
already
starting
to
make
up
your
mind
so
as
part
of
the
sort
of
discipline
of
making
sure
that
we
really
are
taking
into
account
the
public
we're
going
to
hear
them
first,
so
you
have
to
both
listen
and
look
like
you're
listening.
This
does
not
apply
to
City
Attorney's,
because
I
am
a
master
at
I'm,
always
on
my
phone
all
the
time
and
then
it's
like
a
little
game.
They
play
the
council's.
B
B
They
may
have
been,
but
they
sure
didn't,
look
like
they
did.
So
you
want
to
both
listen
and
also
look
like
you're,
listening
and
obviously
I.
Don't
need
to
tell
you
this,
but
you
want
to
give
the
same
dignity
to
the
public,
to
the
staff
and
and
to
each
other.
The
three
sentences
I
can
give.
You
I
won't
dwell
on
this
because
I
know
it's
an
obvious
point.
But
I
want
to
give
you
these
little
three
sentences.
B
It's
always
a
little
surprising
to
hear
Commissioner
also
say
and
I
also
want
to
thank
the
staff
for
the
staff
report.
I
know
a
lot
of
work
goes
on.
That
is
good
information.
You
know
I'm,
not
sure
I
agree
with
the
recommendation,
but
I
really
thank
you
for
the
report.
It
was
helpful.
It
helped
us
with
the
conversation
and
then
the
last
one,
which
is
the
tricky
one
which
is
to
each
other.
You
know
when
you're
disagreeing.
B
It
helps
to
start
by
saying
I'm
glad
you
raised
that
point,
because
it
gives
us
an
opportunity
to
discuss
it
and
you
know
sort
of
keep
that
in
mind.
It
raises
the
sort
of
the
dignity
of
the
deliberation,
avoiding
repetition.
This
is
very
much
a
part
of
Christie's
prime
directive
because
there's
no
reason
for
you
to
have
to
say
hey,
even
if
you
could
say
it
better,
exactly
what's
the
last
commissioner
said
you
don't
everybody
doesn't
have
to
say
this
same
thing.
It's
enough.
B
We
will
all
know
you're
smart
and
if
you
had
been
called
on
first,
you
would
have
said
it
first,
you
don't
have
to
prove
it
to
anyone.
It's
enough
to
to
simply
say
you
know,
I
agree
with
everything.
That's
been
said
here.
I
just
want
to
add
this
one
point
that
hasn't
been
said:
I
did
a
little
group
the
other
day
with
of
residents
and
I
was
surprised
to
hear
how
bored
they
are
listening
to
the
deliberations.
You
know
me
I
thought
it's
like
a
study
in
sociology
and
also
you
know
like
you.
B
The
big
reveal
like
who's
gonna
win,
but
they're
very
bored
with
the
deliberation.
So
you
even
not
entertaining
anybody,
and
the
last
thing
is
to
figure
out.
You
know
when
to
make
the
motion
and
and
get
out
of
there.
So
you
can,
you
know
one
way
to
avoid
repetition.
Is
you
know,
bring
the
the
matter
to
its
conclusion?
B
B
We
will
not
tolerate
criticisms
of
our
staff.
Man,
that's
an
invitation
for
criticisms
of
your
staff.
If
I
ever
heard
one.
This
idea,
if
you
applaud
every
speaker,
will
never
get
out
of
here,
I
Got
News
for
you.
If
you've
got
a
big
crowd
and
they're
applauding
every
speaker,
they
don't
care.
If
you
ever
get
out
of
there,
they
care
what
the
outcome
is
going
to
be,
and
they
will
keep
you
there
until
they
get
it.
B
We
ask
you
not
to
applaud
and
certainly
not
booo
after
people
speak.
You
know
one
more
outburst
like
that
and
I'll
have
you
removed
from
this
meeting.
The
Braddock
does
allow
you
to
remove
people
who
are
just
disrupting
your
meeting
and
it
it
does
happen
man
when
it
happens.
You
know
it.
It
is
not
a
gray
area.
You
don't
have
to
ask
the
city
attorney.
Is
this
the
moment?
You
absolutely
know
it?
B
I'll
tell
you
a
couple
of
times
when
it's
not,
which
was
you
know,
was
surprised
that
the
council's
that
happened
to
one
of
them
is
the
the
case
that
was
reported
on
this
is
a
commission
was
our
Council
I
guess
the
City
Council
was
up
there,
they
were
doing
their
business
and
they
the
guy
in
the
back
thought
that
they
were
behaving
in
a
kind
of
an
autocratic
way.
In
fact,
he
thought
they
heute.
B
They
were
acting
in
a
nazi-like
way,
and
so
he
decided
to
stand
back
there
and
give
them
a
Nazi
salute,
which
was
very
offensive
and
distracting,
as
all
can
be,
and
eventually
the
mayor
you
know,
had
the
Nazi
salute,
er
removed
from
the
chambers
and
the
Court
of
Appeal
said
what
was
stopping
you
from
just
not
looking
and
doing
your
meeting
what
was
so.
It
was
offensive
of
this
horrifying
yeah.
Well,
that
is
American
democracy.
B
We
have
offensive
and
horrifying
people,
and
sometimes
they
come
to
our
meetings
and
as
long
as
they're,
not
preventing
your
progress
in
your
meetings,
making
motions
taking
actions,
then
there's
you
can't
do
it
so
I
thought
that
was
going
to
be
the
worst
one,
but
the
very
worst
one
is
going
on
right
now
in
Pasadena
I
feel
free
to.
If
look
at
it,
because
I
won't
repeat
what
I
hear
there.
B
But
there
are
a
couple
of
guys
there
who
have
been
to
other
cities
but
they're,
focusing
right
now
on
Pasadena
and
they
get
up
and
they
say
the
foul
list
things
first.
They
you
know
with
the
language
right
so
they're
using
the
f-bomb
blah
blah
blah
but
they're,
making
racial
slurs
they're
using
the
n-word
they're
directing
it
at
the
council,
members
of
color
they're
extremely
offensive,
and
then
the
buzzer
goes
off
and
they
sit
down.
B
They
play
exactly
by
the
rules
in
this
awful
mic
is
very
involved
in
trying
to
figure
out
a
way
to
address
that
because
it
does
submit
the
whole
community
and
the
viewing
audience
and
children
and
all
kinds
of
people
to
that
terrible
language.
But
for
the
time
being
and
correct
me
if
I'm
wrong
Mike
for
the
time
being,
the
First
Amendment
allows
a
person
to
come
to
a
public
meeting
and
say
it
awful
horrible
things
as
long
as
they
abide
by
our
rules
in
the
three
minutes
and
they're
doing
that
we
can't
control
the
content.
B
Now,
that's
not
true
of
private
business.
If,
if
you
haven't
already
the
comic
Sacha
Baron
Cohen,
look
at
that
right
has
a
speech,
25
minute
speech,
it's
all
over
the
Internet
that
he
gave
to
the
anti-defamation
league,
in
which
he
makes
a
great
argument
about
speech
and
I.
Think
that
maybe
we're
going
to
try
and
use
that
thinking
to
deal
with
Pasadena
the
in
part
of
the
speech.
B
He
reminds
us
that
if
somebody
goes
good
to
the
middle
of
a
restaurant
and
start
saying
offensive
things
in
the
restaurant,
the
private
restaurant,
every
right
under
the
American
laws
to
say
get
out,
make
him
go
away
because
that's
a
private
party
and
can
refuse
service
on
that
basis
can't
refuse
service.
If
they
were
offended
by
the
fact
that
person
was
worshipped
Islam
whatever,
but
on
a
you
know
non
protected
class
basis,
they
could
do
that,
so
they
can
do
that.
We
can't
because
you're
the
government
and
you're
stuck
listening
to
sometimes
crazy
stuff
Christy.
A
B
A
B
They've
left
the
meeting
I
mean
you
gonna
I
mean
one
way
to
deal
with
situations
like
that.
You
know.
There's
like
escalating
issues
right,
you
can
take
a
recess.
You
can
adjourn
the
meeting
you
can.
There
are
things
that
techniques
that
you
can
use
to
try
and
manage
the
meeting.
If
somebody
just
says
I'm
leaving
the
room,
they're
they've
they're,
now
not
the
one
lesson
toward
the
quorum
and
they're
just
not
there.
B
B
Yeah
I
know
I
I,
always
yeah
I
said
yeah,
we're
gonna
lose
our
FEC
license,
but
unfortunately
we
don't
have
one
and
you
can
say
anything
on
the
internet,
apparently
all
right.
So,
let's
move
on
to
Robert's
Rules
of
Order.
Why
am
I
I
lost
my
okay?
So
I'm
gonna
try
it
this
way
in
your
charter.
It
says
that
you
use
Robert's
Rules
of
Order,
but
you
can
use
something
else.
I
noticed
some
of
your
Commission's
have
accepted
Rosenberg's
Rules
of
Order.
B
B
B
Flags,
okay,
so
what
can
your
name
and
your
Commission
just
roll
that
library
board?
Minister
of
Appeals,
architectural
visor,
II,
okay
friend,
so
you're
gonna,
be
a
fictitious
board
together
and
mike
is
going
to
make
a
motion
that
we're
going
to
create
a
subcommittee
to
develop
a
proposal
for
a
new
historic
district.
So
that's
Mike's,
motion
and
I'll.
Second,
it.
A
B
You
go
and
now
we're
we've
got
a
motion
on
the
floor
to
create
a
committee
to
create
a
new
district,
so
we're
going
to
start
talking
about
it
and
now
you're
going
to
make
a
motion
to
amend
that,
because
you
would
like,
if
we're
going
to
create
a
committee,
that's
going
to
look
at
a
new
district.
You
only
want
them
to
look
at
a
district
that
has
some
connection
to
the
Hollywood
history
of
the
town.
B
So
you
have
a
motion
to
amend
the
motion
to
limit
them
to
a
Hollywood
history,
I'll,
second,
that
I'll,
second,
anything
really
all
right.
So
now
we
have
on
the
floor.
The
main
motion
create
the
district
of
the
committee
to
do
the
district
and
an
amendment.
The
amendment
is
to
tie
it
to
Hollywood.
Somehow
and
now
we
have
another
motion,
and
this
motion
is
to
amend
the
main
motion
so
that
the
district,
whatever
they
come
up
with
their
proposal,
it
has
to
at
least
be
contiguous.
B
B
Another
motion
this
motion
is
a
substitution
and
the
substitute
motion
is
not
too
happy
at
all
you're
going
to.
Second
it
all
right.
So
we
have
motion
a
substitute
motion
to
not
even
have
a
committee
and
a
second,
and
we
have
an
amendment
to
make
it.
You
as'
amendment
to
make
it
Hollywood
tied
and
a
motion
to
create
a
committee
to
do
it
very
good
set.
So
here
it
is
this,
is
you
can
say?
Thank
you
very
much.
Thank
you
for
your
service.
B
Visual
learners,
I'm
trying
to
think
about
you,
two
all
right.
So
the
question
is:
what's
a
chair
to
do
so.
What
are
we
going
to
vote
on?
First,
the
substitute
motion,
so
the
first
most
we're
going
to
vote
on
is
just
two:
can
the
whole
idea
and
there
was
a
second
to
it,
and
if
we
get
a
majority,
what
happens
to
the
main
motion?
B
B
And
that
is
all
you
need
to
know
about
motions,
but
you
should
do
the
maximum
number
of
amendments
you
can
ever
have
is
three.
So
that's
good.
Most
people
use
most
Commission's
use
friendly
amendments
rather
than
that
tedious
process
that
tedious
process
is
good.
If
you
don't
have
full
agreement
on
the
amendments,
but
a
friendly
amendment
is
when
you're
just
simply
without
and
all
the
fanfare.
You
just
say
with
the
maker
of
the
motion
and
the
second
other
motion,
except
a
limitation
that
it
be
Hollywood
based
if
they
say
yes,
you're
done.
B
B
So
you
can
ask
you,
can
ask
for
a
vote
at
any
point,
but
you
usually
you
want
to
have
some
discussion
about
the
motion.
Make
sure
that
it
says
exactly
what
you
wanted
to
say
when
you're
debating
the
amendments.
You
can
only
talk
about
that
part.
So,
when
you're
debating
the
the
Second
Amendment
about
the
contiguous
Ness,
that's
all
not
about
whether
you're
going
to
have
a
district
at
all,
not
about
the
Hollywood
stuff,
just
contiguous
Ness,
and
that
is
obviously
for
to
keep
things
going
so
that
you
can
ever
get
home.
B
That's
a
friendly
amendment.
So
what
and
the
the
he
asked
if
is
necessary
for
the
chair,
to
ask
the
person
who
made
the
motion
whether
they'd
accept
the
motion,
the
amendment,
the
amendment
and
that's
a
friendly
amendment
and
the
value
of
a
friendly
amendment-
is
it
does
away
with
the
formality
of
having
to
go
through
the
whole
motion.
Second
vote
on
this.
B
B
Okay,
so
motions
that
are
not
debatable.
Our
motions
to
adjourn
my
favorite
motion
motion
to
recess.
This
is
another
good
one.
I,
don't
think
I
put
it
up
here,
but
motions
to
fix
a
time
to
adjourn.
The
reason
why
that's
a
particularly
good
motion
in
our
world
is
because
it
tells
the
public
how
long
this
is
going
to
go
on
as
well
as
disciplining
yourselves.
So
if
you
say
you
know,
I'm
gonna
I
want
to
make
a
motion
that
we
fix
10:00
p.m.
as
our
time
to
adjourn
okay.
B
Can
you
change
that
when
a
10:00
p.m.
comes
yes,
but
at
least
it's
a
good
faith
effort?
There
are
some
motions
that
require
a
supermajority
and
they
all
have
one
thing
in
common,
and
that
is
that,
while
we
do
most
things
by
majority,
when
we're
going
to
squelch
the
rights
of
the
majority
minority,
we
like
to
have
that
supermajority
to
do
that.
B
Reconsideration
is
the
most
misunderstood
parliamentary
rule
every
once
in
a
while
somebody,
who's
been
on
debate
club
or
with
study
president
gets
on
a
commission
and
they
bring
in
this
reconsideration,
and
it
makes
the
City
Attorney
headache,
but
the
consideration
it
can
only
happen
in
that
meeting.
So
if
it
happened
last
you're
not
moving
for
reconsideration
this
time
in
public
setting.
What
you
can
talk
about
is
on
your
agenda.
Oh
together,
we're
just
gonna
have
to
get
it
back
on
the
agenda.
B
If
it's
after
the
meeting,
it
can
only
happen
in
that
meeting
and
it's
really
problematic.
If
you
have
a
discussion
at
the
beginning,
two
hours
go
by,
you
do
a
bunch
of
stuff
and
then
you
want
to
reconsider,
because
people
will
have
left
and
when
people
leave-
and
they
you
know,
don't
have
as
much
so
we
tend
to
shy
away
from
reconsideration
instead,
maybe
say:
well,
maybe
let's
Reno
tiss
this
and
put
on
another
agenda
and
look
at
it
before
we
before
we
move
for
a
final
on
it.
B
B
B
A
You
have
you
ever
heard
the
expression
well
I'll.
Second,
it
for
purposes
of
discussion
if
you're
at,
if
you're,
not
it's
not
in
favor
of
the
motion.
Why
on
earth
would
you
even
want
to
entertain
the
discussion
right?
Some
people
do
as
a
courtesy
under
Robert's
Rules.
The
motion
comes
first
motion.
Second,
then,
the
discussion
no.
B
A
No
discussion
that
works
in
private
corporations,
but
doesn't
work
so
well
in
the
public
sector.
Why
is
that
public
sector?
If
you
make
a
motion
that
is
a
dispositive
determination
of
the
matter
before
you
ever
have
any
discussion
and
before
you
have
before
there's
been
any
deliberation
that
your
audience
is
gonna
wonder:
has
this
already
been
pre-decided?
How
could
they
possibly
make
a
motion
when
they
haven't
even
had
a
discussion
about
everything?
We've
said
right
so
you've
had
public
comment.
You've
closed
public
comment,
and
now
the
the
chair
says:
let's
have
a
discussion.
Why?
A
Because
you
want
the
discussion
to
reflect
what
people
have
told
you
gives
you
the
opportunity
to
say:
I've,
listened
carefully,
I'm
being
reactive
on
being
responsive
and
to
have
a
conversation
and
then
to
funnel
that
conversation
down
to
the
point
where
the
chair
can
then
say
well,
I
think
we've
had
a
good
conversation,
I
think.
Maybe
this
would
be
a
good
time
to
have
motion.
What
does
that
do?
It
reflects
your
listening.
A
If
you
have
the
motion
too
soon,
unless
the
matter
is
entirely
good,
uncontroversial
or
unless
there's
nobody
in
the
audience
and
then
it
doesn't
really
matter,
it's
always
better
to
have
the
conversation
first
before
the
motion.
So
this
gets
to
the
final
question:
it's
very
calm.
This
is
the
common
way
of
saying
it
can
I
have
a
motion.
Chair
says,
could
have
a
motion,
so
I
move
whatever.
A
Move
staff
recommendation
somebody's
seconds.
It
then
typically
the
chair
says:
is
there
any
discussion
on
the
motion
right
now?
You've
already
had
the
right.
So
can
you
skip
that?
You
could
I
suppose
unless
you
have
an
obstreperous
member
who
doesn't
like
skipping
that
or
you
could
say,
is
there
any
additional
discussion
beyond
that
which
we've
already
heard
or
is
there
any
non
redundant
discussion.
B
A
B
B
Oh
yeah
useful
because
now,
when
you
have
a
motion,
you're
not
gonna
have
a
bunch
of
friendly
amendments
and
amendments
and
seconds
right,
you're,
gonna,
very
healthy,
I'm.
Sorry,
the
question
was,
you
know.
Sometimes
what
happens
is
if
you're
not
going
to
have
a
motion
right
away?
You
go
down
the
line
and
each
Commissioner
gives
their
comments
and
they
start
saying
things
like.
Oh
I
support
this,
but
not
this
I'd
like
to
see
this,
but
not
that
and
what's
emerging
is
consensus.
That's
deliberation!
B
A
B
B
Failed
you
yeah,
no
you're
right
you're.
Do
I
yeah
give
them
yeah
failure
to
get
a
majority
and
the
motion
fails.
There's
some
people
tell
you
like
there's
some
tricky
thing
where
abstentions
are
going
to
count
as
yes
votes
and
no.
You
need
a
majority
of
the
quorum
to
to
pass
a
motion
in
our
world.
All
right.
Let's
talk
about
your
relationship
with
the
public,
I
want
to
say
three
things
about
it.
B
The
first
is
there
is
just
this
incredible
brown
act,
booby-trap
which
we've
already
talked
about
a
little
bit,
so
I
won't
dwell
on
it,
but
I
want
you
to
I,
want
to
just
feel
yeah,
because
I
know
it's
an
awkward
moment,
and
that
is
that
the
Brown
Act,
as
you
know,
says
that
you
can
only
discuss
items
that
are
on
your
agenda
simultaneously
at
your
regular
meetings.
The
brown
access,
but
members
of
the
public
can
come
in
here
and
talk
about
anything,
that's
on
their
minds
within
your
subject
matter
jurisdiction.
B
You
can't
they
can
and
that
creates
a
trap,
and
those
are
the
moments
when
you're
going
to
remember
that
when
that
didn't
have
any
notice
that
there
may
be
people
with
a
different
point
of
view
who
are
tired
of
having
dogs
and
come
into
restaurants,
and
they
want
to
law
against
that
and
they're,
not
in
favor
of
what's
being
promoted
there,
but
they
don't
know
about
it.
So,
and
someone
comes
up
and
tries
to
promote
that
idea,
it's
lopsided!
So
what
can
you
do
under
those
circumstances?
You
can
make
brief
comments.
B
B
How
many
of
you
have
a
Facebook
page,
Twitter,
account
okay,
and
how
many
of
you
that
have
just
raised
your
hint
never
ever
ever
ever
use
it
in
any
way
to
talk
about
anything
that
has
to
do
a
city
business.
All
right:
well,
that's
good
see
that
Donald
Trump
didn't
do
that.
He
had
a
trailer
account.
It
was
a
personal
account
and
then
he
got
elected
and
then
he
kept
his
account.
He's
used
it
to
discuss.
B
B
What
is
that
thing?
It's
like
it's
like,
and
these
are
the
Body
Snatchers
I
say
off
of
it,
but
I've
seen
it
it.
So
in
next
door,
which
is
invitation
right,
you
have
to
get
on
to
get
in
and
in
on
Facebook
those
aren't
public
to
everybody
there.
Those
are
less
than
a
full
public.
So
if
you're
at
your
commissioner
is
discussing
things,
you
are
now
having
a
meeting
outside
the
meat
of
the
notice
brown
act
meeting
there
are
issues
with
using
social
media.
Social
media
is
prevalent.
B
This
is
it
happening
it's
important,
but
you
have
to
be
Millie
Carroll
with
your
role
as
a
commissioner
when
you're
using
it's
great
for
information,
one
way,
information,
the
information
shouldn't
be
here,
going
to
vote.
You
can
know
that
who
knows
who's
going
to
see
it.
If
you
get
a
makes
you,
you
can
be
used
for
consultation
to
get
some
feed
from
people
and
it
can,
but
it
cannot
be
used
for
deliberation
that
you
absolutely
don't
want
all
right.
So.
B
Managing
bias,
we
all
know
that
we
in
this
country,
we
provide
equal
protection
of
the
law,
it's
the
actions
that
are
more
important
than
what's
in
your
heart,
which
is
good
because
it's
harder
to
change.
What's
in
your
heart
than
to
monitor
your
actions,
but
I
do
think
that
to
be
an
effective
public
servant,
you
need
to
become
aware
of
and
address
your
biases.
B
If
you
don't,
then
you're,
you
fail
the
ability
to
create
and
include
inclusive
community,
which
I
know
is
one
of
the
values
that
we
have
here
and
it's
a
lot
easier
to
know
what
to
do
to
treat
people
with
equal
respect.
If
you
actually
think
that
they
deserve
it,
it'll
become
more
of
an
interesting
thing.
There
are
a
lot
of
different
types
of
bias.
B
The
one
thing
I've
learned
over
the
years
is
that
most
people,
you
know
most
people.
They
recognize
that
they
have
some
biases
and
maybe
that
it's
not
entirely
a
negative
thing.
The
definition
of
bias
is
a
preference
or
an
inclination
that
inhibits
impartiality
or
prejudice.
I've
got
a
brand-new
grandson,
I'm,
pretty
sure
he's
the
cutest
boy
in
the
whole
wide
world.
I
may
be
biased,
I,
don't
know,
but
there's
not
a
lot.
B
You
could
do
to
convince
me
otherwise
and
I
know
that
so
that's
my
bias,
but
when
we
have
biases
that
end
up
treating
people
unfairly
or
differently
that
we
have
to
keep
in
truck
the
problem
with
the
the
biases
is
that
they're
often
unconscious,
and
so
you
have
to
be,
you
know
consciously
trying
to
address
them.
Most
people
recognize
that
they
have
biases,
but
everyone
I've
ever
met
who's
ever
served
on.
A
council
is
absolutely
positive
that
they
could
set
them
aside
and
fairly
decide
an
issue,
and
that
is
almost
never
true.
B
There
are
legal
issues
that
you'll
talk
about
here,
a
B
1234
on
how
to
deal
with
bias.
I
want
to
address
what
you
can
do
and
your
daily
public
service
to
help
you
identify
and
rid
yourself
of
the
biases
I'ma.
Just
try
and
be
very
practical
about
this
and
I'll
start
with
the
well
acknowledging
that
some
things
are
very
deeply
ingrained.
So
we
know
that
there's
this
is
a
statistic
they
always
put
in
in
biased
presentations
that
I've
seen
as
a
5-foot
tall
woman,
I
I.
B
Don't
know
about
this
one,
but
do
you
know
that
if,
like
less
than
15%
of
American,
men
are
over
6
feet,
so
less
than
50
surprised
me
less
than
15%
are
over
6
feet
and
that
almost
60%
of
male
corporate
CEOs
or
over
6
feet
right.
So
apparently
there's
something
about
tallness.
That
is
some
ingrained.
You
know
bias
that
that
we
seem
to
act
on
the
the
the
biases
come
out
and
often
in
stereotypes.
That's
another
way
that
we
see
them
a
lot.
I'll
give
you
an
example
from
a
recently
and
Newport
Beach.
B
They
were
looking
to
you
know.
What
they
wanted
to
do
is
get
rid
of
sober
living
homes,
that's
what
they
wanted
to
do,
but
they
knew
that
they
couldn't
because
recovering
alcoholics
are
protect,
did
under
the
American
Disabilities
Act,
so
they
knew
that
they
couldn't
do
that,
so
they
came
up
with
an
idea
of
making
it
a
little
broader
and
just
getting
rid
of
sort
of
group
homes
and
boarding
homes
generally,
but
people
were
really
upset
about,
is
the
sober
living.
So
what
what
happened
was
at
the
meeting?
B
The
residents
came
up
and
they
said
things
like:
we
can't
have
these
alcoholics,
these
addicts
in
our
in
our
neighborhoods.
A
lot
of
them
are
sex
offenders.
They
a
lot
of
them,
go
back
to
using
and
drinking,
and
then
they
are
thieves
and
they
steal
our
cars
and
they
all
smoke
and
they
leave
their
cigarette
butts
everywhere
and
they
had
just
a
slew
of
stirrups
that
they
were
saying
and
the
council
was
saying
well
yeah,
but
this
is
a
broader
thing.
B
This
is,
you
know
all
group
homes
I'm,
just
not
talking
about
alcoholics
here
and
then
community
would
come
up
and
they
would
say.
But
that's
all
we
want
you,
we
want
to
make
sure
this
is
our
product
we
have
to
do,
and
a
council
member
during
the
hearing
responded
yeah
yeah
yeah.
We
know
what
you
want.
This
will
take
care
of.
It.
B
Don't
worry
so
here
we
decision
that
was
made
almost
entirely
on
stereotypes
that
weren't
pressed
by
the
council
just
by
a
community
and
in
that
case
the
Ninth
Circuit
held
the
city
respectable
for
the
utterances
of
the
community.
Why?
Because
nobody
on
the
council
said
wait
a
minute,
you
don't
know
that
we
don't
have
any
evidence
in
front
of
us.
That
suggests
that
alcoholics
players,
sober
alcoholics,
behave
that
way
or
that
secondary
impacts
are
actually
happening.
In
fact,
the
evidence
we
have
shows
us
this
and
this
and
this
it
wasn't
an
evidence-based.
B
It
was
stereotype
base
and
other
people's
stereotypes
base.
So
one
of
the
things
that
he
is
incumbent
upon,
you
is,
when
you
hear
these
stereotypes,
you
have
to
challenge
them.
You
can't
sit
quietly
in
a
room
and
congratulate
yourself
for
not
having
any
prejudices
or
for
not
having
any
biases.
It's
incumbent
upon
us,
as
you
know,
part
of
a
government.
That's
trying
to
be
inclusive,
to
take
action.
B
You
don't
have
to
scream
at
people.
You
I
mean,
as
I
said,
you
know
the
the
idea
is
because
we
can't
we're
not
here
to
police
people's
minds
and
hearts
and
in
Pasadena
they
can't,
even
you
know,
police
their
mouths.
But
we
are
here
to
set
our
own
values
and
make
sure
that
we
know
what
it
is,
and
so
the
value
is
that
we
make
our
decisions
based
on
evidence
and
and
information,
and
so
when
someone
comes
in
and
says
a
stereotype,
the
first
thing
you
say
well
what
evidence
do
we
have
that?
B
My
trick
is
to
always
assume
if
you
have
a
stereotype
about
a
certain
group,
just
always
assume
that
the
person
you're
talking
about
that's
a
member
of
that
group
might
be
the
exception
right,
because
every
everybody
will
always
concede
that
even
the
people,
who
just
insist
that
the
stereotype
is
accurate,
they'll,
usually
concede
that
there
might
be
exceptions.
There's
always
somebody
who's,
just
assumed
you're.
Talking
to
the
exception
that
liberate
you
from
having
to
act
consistent
with
the
stereotype
affinity.
Bias
is
I,
think
one.
B
That's
most
common
and
it's
most
insidious
because
it
causes
us
to
make
errors
of
cognition
instead
of
evidence,
because
we
we
it
all
feels
right.
It
seems
right
so,
when
you're
talking
to
somebody
or
you're
listening
to
somebody
who's
similar
to
you
and
they're,
it's
familiar
to
you,
you
tend
to
be
more
comfortable
and
more
comfortable
means
more
open
to
what
they're,
saying
and
I
think
the
discipline
of
overcoming
that
is
be
willing
to
take
sort
of
contrary
action.
You
listen
harder
to
those
people
who
you
perceive
as
being
different
from
you.
B
I
say
it
that
way,
because
nine
times
out
of
ten,
when
you
listen
harder,
you'll
find
out
now
they're,
not
really
all
that
different
from
you
after
all,
but
that
is
a
as
a
strategy.
The
halo
effect
is
this
idea
that
you
get
one
positive
or
even
could
be
a
negative
characteristic
about
somebody
and
that
influences
your
overall
professional
impression
of
them.
You
know,
like
somebody,
could
be
very
well-spoken
good
vocabulary,
she's,
just
assuming
that
they're,
smart
and
original-
and
you
know-
and
that
isn't
always
the
case.
B
You
have
to
listen
to
content
and
there
are
people
out
there
who
are
less
articulate,
who
have
also
ideas.
I.
Think
that
the
way
to
avoid
the
halo
effect
is
to
remember
that
everybody
has
good
and
bad
qualities
there.
It
being
more
nuanced
in
your
understanding,
I
appreciate
how
incredibly
attractive
this
particular
speaker
is,
but
that
only
goes
so
far
now
I'm
gonna
have
to
listen
to
what
she's
saying
to
hear
whether
it's
gonna
influence.
B
My
thinking
on
this
item
perception
bias
is
the
tendency
to
rely
on
those
stereotypes
and
assumption
and,
as
I
said,
you
know,
my
strategy
is
always
to
assume
that
I'm
talking
to
the
exception.
Eventually,
you
assume
that
enough
times,
you'll
see
enough
exceptions
and
pretty
much.
Those
stereotypes
start
to
look
silly.
B
The
confirmation
bias
is
the
one
that
we're
hearing
the
most
about
in
the
world.
It's
I
like
to
call
it
the
FoxNews
bias,
but
I'm
not
supposed
to
get
that
political,
but
you
know
it's
when
you,
you
hear
most
efficient
that
you're
forming
and
that
helps.
You
know,
bolster
your
opinion
and
both
your
ideas
and
the
strategy.
B
There's
two
strategies
that
I
use
to
try
and
combat
confirmation
bias.
The
first
one
is
when
you're
about
them
too.
A
lot
of
people
speak,
put
a
line
down
the
middle
of
a
piece
of
paper
and
when
they
say
when
someone
says
something
that's
supports,
doing
the
action
write
it
on
one
side
oppose
it.
You
know
your
basic
pro/con
list
but
generated
from
everybody's
speaking,
so
that
you
can
discipline
yourself
to
hear
everything
that
gets
said
and
the
other
thing
is
it's
like
a
test.
B
You
know
before
you
make
a
final
decision,
you
ask
yourself,
you
know
what
do
people
who
would
disagree?
The
sections
say
what
would
they
say
it
doesn't
mean
you
have
to
do
it
any
differently.
There's
a
funny
thing
that
happens
sometimes
with
commissioners.
Is
that
sometimes
you
get
into
the
idea
that
you
don't
want
to
hear
the
other
side
you
don't
want
to.
You
don't
want
too
much
evidence
to
pile
up
on
it
that
it
would
support
a
decision
that's
different
than
when
you
want
to
make
and
that
instincts
just
discomfort
with
your
authority.
B
B
What
you
for
your
other
good
and
solid
reasons
you
know,
I
do
a
lot
of
litigation
where
I'm
supporting
the
decisions
that
are
made
by
City
Council's
and
the
courts
are
very
clear
that
there's
not
just
one
answer
that
these
records
can
different
outcomes
and
that
you're
entitled
as
a
group
to
deliberate,
listen
to
it
deliberate
and
come
up
with
your
own
Dornan.
You
shouldn't
afraid
of
that,
and
then,
of
course
we
all
know
about
groupthink
right
when
and
that's
time's.
The
Newark
commissioners
are
more
less.
B
B
The
problem
is,
is
that
you
don't
know
you're
unconscious
right,
and
so
you
have
to
decide
to
make
a
discipline
of
questioning
yourself
and
making
sure
that
your
biases
are
not
impeding
your
judgment.
One
very
easy
way
to
do
that
as
a
champion.
The
rule
of
law
come
up
with
objective
standards
or
criterias
or
processes
that
you
apply
to
your
decision-making
so
that
you
can
apply
that
uniformly
and,
of
course,
you
always
want
to
challenge
your
own
assumptions.
B
B
Why
I
think
this
other?
This
other
point
of
view
is
important
all
right
so
now,
right
on
time,
I
am
going
to
tie
everything
we
have
talked
about
together
because
it
turns
out
that
this
is
the
Palm
Springs
mission
statement
right.
This
is
what
you've
adopted.
The
Palm
Springs
is
an
inclusive,
world-class
City,
dedicating
excellent
and
responsive
public
service
to
enhance
the
quality
of
life
for
current
and
future
generations.
B
And
if
you,
you
keep
a
check
on
your
biases
part
open
to
the
make
sure
that
you're
providing
meaningful
opportunities
for
their
participation,
then
you
will
have
succeeded
in
creating
a
culture
of
compliance,
a
la
but
also
valuing
the
process
that
you're
undergoing.
That
is
how
you
become
the
government.
You
want
thank.
B
B
B
Do
you
have
any
pictures
of
cigarette
butts
or
do
we
have
any
police
reports
indicating
a
spike
in
car
thefts
in
your
neighborhood
have?
Has
anything
been
tied
to
the
sober
living?
What
do
I
hear
you
I
see.
You're
upset
I,
know
that
you're
very
worried
about
this
I
just
want
to
see
if
there's
any
evidence
that
that
these
things
you're
worried
about
should
be
troublesome
or
if
there's
new
ways
we
could
address
them.
So
yeah
I
mean
yeah.