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From YouTube: City Council Study Session | Feb 22 2022
Description
Palm Springs City Council Study Session, held February 22nd, 2022
A
C
E
A
A
A
Before
we
get
started
just
a
quick
or
well,
it's
a
little
bit
longer
announcement,
but
this
evening's
council
meeting
is
a
study
session
that
is
not
a
regular
city
council
meeting.
We
are
not
going
to
be
voting
on
any
action
items
during
the
course
of
this
evening.
We're
not
here
to
make
decisions
on
the
merits
of
any
course
of
action
or,
frankly,
to
largely
debate.
Those
courses
of
actions
tonight's
study
session
is
about
addressing
our
priorities
for
the
coming
year
and
beyond.
A
Land
use
conservation
planning
is
on
the
list
of
things
that
are
important
for
us
to
accomplish
this
year.
Council
will
not
be
deliberating
on
the
conservation
of
any
particular
properties.
This
evening
we
are
here
this
evening
to
follow
up
on
the
visioning
sessions
the
council
had
with
the
city
manager
on
november
20
and
30.
A
We
identified
15
key
issues
to
work
on,
ranging
from
improved
homelessness
to
accelerated
climate
action
plans
to
our
five-year
capital,
improvement
plan
to
enhancement
of
our
service
levels
and
another
dozen
other
key
issues.
We
identified
50
action
steps
necessary
to
address
the
key
issues
and
priorities.
A
A
B
Good
evening,
councilman
david
feltman
you're
live
with
the
palm
springs
city
council
and
you
can
begin
good
evening.
Council
members.
Thank
you
for
your
service
to
our
community.
I
know
it's
a
lot
of
hard
work,
especially
what
you're
doing
tonight,
since
this
is
about
the
future
of
the
city
and
in
particular
facilities
and
infrastructure.
B
It'll
come
as
no
surprise
that
I
want
to
speak
about
pickleball
and
urge
you
to
put
that
into
the
column
of
priorities
for
infrastructure
projects
for
the
here
as
soon
as
reasonably
possible.
But
that's
all
I
want
to
say
about
sort
of
the
infrastructure
part.
What
I'd
really
like
to
just
make
sure
people
on
the
council
understand
is
that
pickleball
is
actually
one
of
the
great
diversity
and
inclusion
activities
that
takes
place
in
palm
springs
today.
B
It
was
really
shocking,
shocking
and
awakening
thing
for
me
new
to
the
scene.
Here
when
I
began
to
get
to
know
people
at
the
palm
springs
at
dumuth
park.
It's
been
a
really
exhilarating
experience.
We
have
people
of
every
gender
identity
and
of
every
sexual
orientation
and
and
national
origin
and
ethnic
background,
and
everybody
just
comes.
They
introduce
themselves.
B
They
get
on
the
court,
they
have
a
great
time
and
everybody
who's.
There
is
sort
of
contributing
to
a
real
kind
of
inclusion
that,
frankly,
in
the
nine
years,
I've
been
in
palm
springs.
I've
rarely
seen
at
any
other
type
of
event.
Thank
you
very
much,
and
I
hope
you
have
a
great
evening
and
productive
session
good
night
now.
Thank
you.
B
Max
derta
you're
live
with
the
palm
springs
city
council,
and
you
have
two
minutes
to
provide
your
comments.
Thank
you
very
much,
hello.
Everyone.
My
name
is
max
dierda.
Thank
you
all.
Thank
you.
Everyone
for
all
the
work
that
you
do
thanks
for.
Listening
to
us,
I'm
falling
in
love.
I
fall
in
love
with
palm
springs
because
of
its
beauty.
B
It's
been
really
difficult
to
play
pickleball,
especially
now
with
now
with
nahai
during
the
high
season,
and
that
we
have
so
many
tourists
that
come
to
visit
our
beautiful
city
and
want
to
play
pickleball,
and
we
have
to
wait
25
minutes
in
order
to
play
it.
A
single
five
minute
game
can
be
a
little
bit
much.
So
I'm
here
to
ask
listen
to
consider,
please
to
add
more
pickable
courts,
not
only
just
more
pickable
courts,
but
like
not
just
for
the
tourists
it's
really
especially
for
for
us
residents.
B
We
we
met
so
many
neighbors
through
in
those
courts.
We
met
so
many
we
made
so
many
good
friends
and
on
us
court.
So
it's
really
very.
It
really
is
very
important
to
me
and
to
all
of
us
having
those
pickable
courts
away
from
sewage
plants
as
well.
You,
the
the
the
only
pickup,
of
course
we
have
is
in
denmus
park
and
that's
so
close
to
the
sewage
water
plant,
and
sometimes
the
smell
can
be
really
awful.
B
So
when
you
compare
to
us
putting
us
next
to
the
sewage
plant
and
putting
the
tennis
players
next
to
the
beautiful
ruth
hardy
park,
when
you
compare
it
both
you
can
see.
There's
a
quite
a
you
know.
We
were
really
disadvantaged
here,
so
I'm
not
only
asking
for
more
pickleball
courts,
I'm
also
asking
for
nicer
courts,
just
like
all
the
other
cities
that
are.
You
know
focusing
on
this.
There
was
a
couple
of
days
ago.
B
B
B
F
Me
to
speak,
he's
really
worked
hard
with
measure
j
and
some
other
things
to
get
more
pickleball.
I'm
a
usa,
pinball
ambassador
for
palm
springs
and
coachella
valley.
I've
met
with
the
parks
and
rec
commission
many
times,
I'm
a
certified
instructor
for
palm
springs
and
palm
desert.
I
run
tournaments.
I
usually
have
about
150
people,
so
I'm
pretty
involved
in
the
community.
I
take
calls
and
emails
daily
as
an
ambassador
from
people
visiting
who
want
to
know
where
to
play.
What's
the
system
are
there
lights
and
you
know
where
to
go?
F
We
currently
only
have
four
public
venues
in
the
coachella
valley,
dumuth
freedom
park,
fritz
burns
and
ranch
mirage.
So
we
do
need
to
just
jump
on
the
last
speaker.
We
do
need
more
courts,
not
just
for
big
tournaments,
which
would
bring
the
tourists,
but
for
the
community
that
can't
afford
a
private
club
membership
or
an
hoa
for
everybody
for
their
kids.
The
senior
programs
for
their
families,
pickleball
is
exploding.
F
It
was
a
safe
outdoor,
coveted
activity.
It
flourished
during
the
pandemic.
Nationals
are
here
in
indian
wealth.
We
just
need
more
courts
for
everybody
throughout
the
valley.
We
need.
We
have
the
short
term
we
had
tennis
at
rutherty
and
pickleball
dumuth
and
that
solved
that
problem
for
a
while.
But
now
we
have
just
a
lot
more
need:
we're
hoping
to
expand
to
sunrise
park,
possibly
expand
at
duluth,
with
some
more
courts
or
away
from
the
tennis
courts
at
ruth
hardy
on
the
grass
area.
There
would
be
an
option
there.
F
B
Hello,
thank
you,
council
members
for
your
time,
and
I
want
to
echo
the
comments
of
the
other
speakers
before
me
speaking
about
the
need
for
more
pickleball
courts.
So
I
won't
reiterate
what
their
comments
were.
I
agree
with
all
of
them.
What
I'd
like
to
focus
on
is
a
better
process
for
maintaining
the
facilities
that
we
currently
have.
B
We
do
need
more,
but
there's
been
an
ongoing
issue
or
I
should
say,
disconnect
with
the
parks
and
rec
department
and
landscaping
departments.
I
guess
they're
in
silos.
So
that's
something
you
can
look
at
in
terms
of
processes,
but
I
want
to
share
with
you
an
example,
one
of
the
tournaments
that
mary
put
on
for
us
recently.
B
We
had,
I
guess
she
said
over
100
participants,
but
there
were
also
a
lot
of
people
there
who
were
observing
and
right.
In
the
middle
of
the
tournament.
The
sprinklers
went
off
and
sprayed
everybody
on
the
stands
and
the
vendors
everybody
had
to
move,
and
it
was
just
a
bit
of
a
nightmare
and
it
was
so
unnecessary.
It
was
in
the
middle
of
the
day,
so
there
is
a
disconnect.
B
We
really
appreciate
the
fact
that
you're
putting
in
a
new
bathroom
at
the
moose
for
the
pickleball
players,
I'm
hoping
that
it's
not
just
one
to
replace
the
old
one,
but
we
do
need
additional
bathrooms
and
then,
finally,
I
understand
that
we've
been
told
a
wall
has
been
approved
to
put
between
the
water
treatment
plant
and
the
courts,
which
is
fine,
except
for
the
fact
that
it
may
be
a
danger
in
that
the
courts.
Are
you
know
they
they're?
B
Not
that
long
and
people
run
quite
a
bit,
and
often
we
bounce
off
the
the
fences
there,
which
is
you
know
dangerous
enough,
but
it's
it
gives
a
little.
If
we
were
to
bounce
off
a
wall,
I
don't
need
to
tell
you
what
kind
of
a
liability
that
would
be.
So
if
those
plans
are
not
complete,
it
would
be
very
helpful
for
the
commission
and
the
parks
direct
department
to
actually
talk
with
players.
Mr.
A
B
Michael
hirschbein
you're
live
with
the
palm
springs
city
council,
and
you
have
two
minutes
to
provide
your
comments.
Greetings
council
persons.
As
you
know,
I
think
you
know
I'm
a
member
of
the
board
of
directors
of
the
friends
of
the
palm
springs
library,
but
today
I
come
to
you
as
a
private
citizen,
representing
only
my
own
views,
as
you
know,
by
now,
I'm
here
to
advocate
for
the
inclusion
of
a
major
library,
remodel
and
or
expansion
in
your
strategic
priorities.
B
B
B
What
a
city
chooses
to
spend
its
resources
on
represents
the
very
real
values
that
the
community
embodies.
In
my
opinion,
the
deplorable
physical
state
of
our
library
is
in
opposition
to
the
values
our
community
adheres
to,
namely
learning
education,
inclusiveness,
community
participation
and
the
need
to
serve
all
of
our
citizens.
B
B
Roy
clark,
you're
live
at
the
palm
springs
city
council,
and
you
have
two
minutes
to
provide
your
comments
good
evening,
mayor
middleton
city,
council,
members,
city
manager,
clifton
and
city
staff
members.
This
is
roy
clark,
I'm
a
member
of
the
sustainability
commission.
Thank
you
for
making
many
sustainability
and
environmental
stewardship
activities
priorities
for
the
city
council
leaf.
Blower
band
enforcement
is
one
project
in
the
list
of
target
high-value
projects,
initiatives
on
page
17
of
the
staff
report.
The
ban
took
effect
over
three
years
ago.
B
Proposals
for
enhanced
enforcement
were
made
at
a
council
meeting
last
fall
at
which
time
the
council
members
said
they
would
address
the
proposals
at
the
beginning
of
this
year.
Gas-Powered
leaf
blowers
were
banned
not
only
because
of
their
noise,
but
also
because
of
the
contribution
to
greenhouse
gas
emissions.
B
B
F
F
I
was
concerned
to
see
this
on
the
september
agenda
as
opposed
to
a
sooner
agenda,
and
I
want
to
express
a
concern
that
the
consideration
would
only
be
coming
from
a
survey
of
comparable
cities.
The
surveys
of
comparable
cities
we've
had
in
the
past
has
resulted
in
our
city
council
being
paid
less
than
a
minimum
wage.
This
certainly
does
not
remove
barriers.
It's
a
good
time
to
to
remove
these
barriers.
F
B
As
a
member
of
sustainability
committee,
commission
we'd
like
to
reinforce
the
notion
that
the
non-smoking
ban
that
we've
created
a
resolution
to
prohibit
smoking
in
residential
areas
be
considered
as
part
of
the
quality
of
life
and
secondly,
as
a
independent
citizen.
I'd
like
to
also
reinforce
not
pickleball,
let's
say
palm
springs
golf!
That's
all
I
thank
you
all
for
your
service.
B
Adam
gray,
you're
live
at
the
palm
springs
city
council,
and
you
have
two
minutes
to
provide
your
comments.
Thank
you,
hello
city,
council
members,
I'm
calling
on
behalf
of
myself
and
my
teammates
with
desert
compost.
Thank
you
for
taking
our
comments
tonight.
Thank
you
for
the
ongoing
cooperation
and
considerations
with
regards
to
the
efforts
of
this
volunteer
community
in
the
headwaters
of
california
state
bill.
1383
we
seek
to
do
our
part.
The
team
at
desert
compost
has
worked
hard
throughout
the
challenges
of
the
pandemic
and
has
successfully
launched
our
first
location
in
neighboring
palm
desert.
B
We
are
excited
to
build
on
our
momentum
and
work
alongside
the
city
of
palm
springs
and
positively
affecting
the
environment
in
which
we
live
through
the
many
benefits
of
compost
generation.
Please
come
and
visit
us
down
at
the
certified
farmers
market
have
a
chat.
We'd
love
to
share
desert
compost
is
prepared
with
methods,
education
and
tools.
B
The
results
are
trackable,
the
practice
is
valuable
and
rewarding,
and
there
is
plenty
to
do
affecting
climate
change
is
a
daunting
task,
but
we
need
to
start
somewhere
in
closing,
to
quote
the
late
great
alex
trebek,
we're
trying
to
build
a
gentler,
kinder
society
and
if
we
all
pitch
in
just
a
little
bit,
we're
gonna
get
there.
Thank
you.
Thank
you.
B
B
F
F
This
is
not
my
first
time,
speaking
before
you,
and
over
the
last
year,
I've
been
speaking
to
you
on
behalf
of
members
of
our
community,
nearly
200
members
of
our
community,
who
have
expressed
a
need
for
community
composting
in
our
area.
In
regards
to
the
listening
session.
Thank
you
so
much
for
hosting
this,
and
also
for
being
willing
to
include
community
composting
in
your
list
of
strategies
for
implementation
of
sb1383.
F
We
recognize
that
it's
going
to
take
a
village
and
it
is
like
moving
to
mountain
and
after
a
year
of
doing
this
work
together
as
a
community
coalition,
we've
found
much
success
as
composters
and
what
we
would
like
to
offer.
You
is
another
strategy
in
in
order
to
support
what
you're
doing
already
and
to
support
the
programs
that
you'd
like
to
roll
out
community
composting
is
so
easy
and
we
can
get
it
going
in
a
relatively
short
amount
of
time
with
relatively
little
infrastructure.
F
Home
desert
is
already
doing
it
and
we've
supported
them
in
that
endeavor
and
we'd
like
to
see
it
happen
in
palm
springs.
This
is
my
hometown
and
I
care
about
it
very
much,
and
I
would
like
to
be
able
to
support
the
city
and
and
finding
some
more
local
strategies
to
to
take
on
this
massive
challenge
that
we
have
in
repairing
the
climate.
So
thank
you
for
the
session
and
thank
you
for
listening
and
thank
you
for
responding
to
the
needs
that
have
been
expressed.
B
By
our
community,
thank
you,
madam
mayor,
that
does
conclude
public
comment.
We
were
able
to
reach
everyone,
however,
except
for
leonardo
gonzalez,
we've
attempted
to
reach
him
multiple
times
it's
going
to
voicemail,
I'm
going
to
try
sending
him
a
message
and
if
we
get
him
in
the
next
minute
or
so
I'll,
let
you
know
all.
A
Right,
mr
mejia,
thank
you
and
to
everyone
in
the
public.
Thank
you
as
well.
We
really
appreciate
the
comments
that
we
received
this
evening,
so
we're
going
to
move
into
the
one
agenda
item
that
we
have
in
most
of
the
conversation
will
be
led
by
our
city
manager,
justin
clifton
this
evening.
I
believe
most
of
the
conversation
is
going
to
concentrate
on
quality
of
life
issues
not
exclusively,
but
mostly
during
the
evening.
A
As
we
finish
with
each
one
of
the
sections,
improving
homelessness,
reducing
crime,
we
will
take
a
break
to
not
a
break
from
the
meeting,
but
take
a
break
from
the
city
manager,
presenting
to
give
council
members
an
opportunity
to
ask
questions
and
to
comment
on
each
one
of
those
set
sections
so
and
if
that
doesn't
work,
we
will
make
adaptions
as
we
need
to
do
so.
But
with
that
mr
clifton,
take
it
away.
G
Thank
you
very
much
mayor
mayor
pro
tem
and
council.
We
do
have
a
lot
of
ground
to
cover
this
evening,
so
we're
going
to
attempt
to
do
two
broad
things.
One
is
review
our
priorities
from
the
perspective
of
work
planning
and
really
focus
on
the
look
ahead
for
the
next
four
months.
Approximately
and
then
we'd
also
like
to
wrap
up.
G
If
we
can
the
conversation
that
we
started
on
process
improvement,
so
being
six
o'clock,
if
we
were
looking
to
conclude
sometime
between
eight
and
nine
we'd,
probably
have
about
an
hour
and
a
half
for
each
of
those
broad
components
just
to
give
some
perspective,
as
we
do
talk
about
priorities
and
work
plans
that
really
will
focus
on
the
quality
of
life
issues.
That's
where
we
have
the
most
substance
and
the
most
tasks
loaded
up
in
our
plan
currently.
G
But
that
said,
we
still
do
have
a
few
other
sections
to
cover
before
we
move
on
to
the
process
improvement
section.
So
it's
going
to
be
just
a
little
bit
awkward
in
the
zoom
format,
because
it's
pretty
important
to
display
some
of
the
information
on
screen,
so
that
council,
members
and
residents
alike
can
can
view
that
material
and
understand
what
it
is
we're
talking
about.
G
But
I
know
that
it's
also
important
for
dialogue
and
discussion
that
you're
able
to
see
each
other's
faces
so
don't
be
surprised
if
I
share
and
unshare
the
screen
somewhat
frequently
to
try
to
balance
that
and
if
I've
got
the
balance
wrong
and
you
need
the
information
back
up
on
the
screen
or
need
to
to
see
each
other
once
again.
Please
just
let
me
know-
and
I'll
do
my
best
to
be
nimble
with
that.
If
it's
okay
with
you
I'll,
go
ahead
and
share
my
screen
and
we'll
get
started.
G
Okay,
I
see
some
nodding
heads,
so
this
is
a
follow-up
to
a
few
other
meetings
started
back
in
november
when
we
held
two
visioning
session
meetings.
We
also
presented
the
first
component
of
this
conversation
on
january
27th.
Today,
as
I
indicated,
we're
going
to
focus
on
reviewing
work
plans
and
some
process
related
improvements,
just
as
a
little
recap,
especially
for
those
that
may
not
have
seen
the
session
on
january
27th.
We
have
four
broad
areas
that
were
identified
for
priorities:
quality
of
life,
environmental
stewardship,
community
infrastructure
and
good
governance.
G
I
should
mention
that
this
is
not
meant
to
be
an
entirely
exhaustive
list,
so
there
are
likely
to
be
lots
and
lots
of
things
that
we
have
to
address
in
the
course
of
our
business
that
don't
flow
directly
from
these
priorities.
We'll
have,
for
instance,
development
reviews
and
things
that
are
brought
forth.
Land
use
decisions
that
are
often
initiated
by
applicants.
There
will
be
timely
matters
of
state
concern
or
local
concern
that
need
to
find
its
way
to
an
agenda,
etc.
G
So
this
isn't
really
an
all-inclusive
list,
but
rather
somewhat
of
a
compass
to
help
us
remain
oriented
on
our
highest
level
priorities
and
make
sure
that,
in
the
course
of
the
regular
business
that
we
often
get
immersed
in
that
we
don't
lose
sight
of
these
important
things
so
to
subway
a
little
bit
to
some
of
these
work
plans.
This
is
a
little
bit
of
a
unique
way
to
use
this
tool.
G
How's
that
better,
okay,
thank
you
for
the
note
someone
so
going
backwards,
just
a
second,
our
work
plans.
We,
we
came
up
with
these
priority
areas,
but
it's
it's
very
difficult,
even
with
a
strategic
framework
to
really
keep
ourselves
honest
and
metered
and
with
the
right
pace.
When
it
comes
to
these
priorities,
I
think,
historically,
with
a
little
less
strategic
focus.
What
has
happened
is
we'll
identify
a
new
area
of
priority.
G
We'll
begin
work
on
that
area.
Sometimes
something
new
will
come
up,
and
so
a
team
member
might
drop
whatever
he
or
she
is
working
on
to
address
the
new
thing
something
new
comes
up.
We
drop
that
item
to
take
on
the
new
one,
etc,
etc,
and
things
are
not
only
very
incremental
in
that
process,
but
we
tend
to
lose
sight
of
a
lot
of
things
and
a
lot
of
things
slip
through
the
cracks.
G
The
work
plans
are
in
part,
an
effort
to
take
what
is
a
very
high
kind
of
50
000
foot
view
of
the
priorities
and
break
it
down
to
a
little
more
of
a
schedule.
So
if
you
think
about
a
capital
project,
you
might
say
you
want
to
build
a
library
or
something
like
that.
Since
that
came
up
and
that's
great
as
an
outcome,
that's
clear.
G
We
understand
what
it
means,
but
without
something
like
a
schedule
of
activities,
it
becomes
really
difficult
to
anticipate
how
that
project
is
going
to
proceed
when
you're
going
to
pour
the
concrete
when
you're
going
to
do
the
finish
work.
So
these
work
plans
are
are
equivalent
to
that
kind
of
planning
where
we
start
to
put
things
on
a
schedule
so
that
we
can
help
to
identify
capacity
pace
timing
so
that
we
can
be
sure
that
we're
not
only
on
track
but
we're
not
loading
up
the
agenda
with
too
much.
G
This
is
kind
of
a
tough
thing
for
us
to
do
at
this
point,
because
we
really
don't
have
a
lot
of
history
trying
to
predict
how
much
we
can
do
and
then
measuring
our
performance
accordingly.
So
these
are
rough
estimates.
I
can
already
tell
you
that
the
the
plans
we
have
are
already
very
ambitious
and,
as
I
mentioned
before,
this
is
not
exhaustive.
There
will
be
other
work
that
we
need
to
do
that
fits
into
our
regular
course
of
both
council
activity
and
staff
activity.
G
So
I
mentioned
at
the
outset
that
we
have
four
broad
categories,
the
first
of
which
is
quality
of
life,
so
that
being
the
first,
these
sub-level
tasks,
this
one
being
improved
homelessness
is
identified
as
1a.
So
it's
the
first
broad
area
of
improving
homelessness
as
a
component
of
the
quality
of
life
section.
So
I
know
we're
jumping
in
a
little
bit
to
kind
of
the
meat
of
things
but
want
to
give
you
know
that
reference
to
the
organization.
G
So,
on
our
very
main
page
of
priorities,
we
just
have
a
simple
sentence.
You
know:
improve
homelessness,
build
a
navigation
center,
you
know,
etc.
When
you
get
into
the
work
plans,
you
start
to
see
a
little
more
detailed
information
and,
firstly,
I'm
sorry
I'm
going
to
stop
sharing
my
screen
for
one
other
document
for
you
to
see
that
might
help
make
sense
of
some
of
this.
G
G
This
is
typically
a
staff
level
document,
so
we're
not
going
to
go
through
each
one
of
these,
but
we
did
include
them
all
for
your
review
so
that
you
can
not
only
see
kind
of
how
they're
created,
but
you
could
peruse
them
at
your
leisure,
ask
questions
etc,
including
in
tonight's
meeting.
I
just
want
to
orient
you
to
the
layout
and
organization
so
that
you
have
a
you
know
a
little
more
comfort
as
you
look
through.
So,
as
I
indicated
before,
quality
of
life
is
item
1a.
G
We
do
have
a
key
objective
at
the
top
and
a
purpose
statement.
The
key
objective
is
pretty
simple.
The
purpose
statement
generally
expands
slightly
on
that
objective.
To
address
some
of
the.
How
so
the
key
objective
is
improve
homelessness.
The
purpose
statement
indicates,
with
a
little
more
substance,
to
expand
services
for
unhoused
persons
and
housing
options
for
unhoused
and
lower
income
households,
as
we
scroll
down
you'll,
start
to
see
the
major
tasks
contained
within
these
boxes,
with
a
timeline
on
the
left.
This
again
is
what
I
would
call
mid-level
detail.
G
It's
certainly
more
detailed
than
that
50
000
foot
view
where
all
we've
indicated
is
the
need
to
build
a
navigation
center,
but
there's
still
a
lot
of
information
to
be
filled
in
as
we
pursue
this
endeavor.
But
this
gives
you
a
pretty
good
idea
of
some
of
the
component
pieces,
so
you
can
see
here
that
we
want
to
close
escrow
on
property.
We
want
to
select
the
provider,
those
are
both
indicated
as
completed,
but
the
things
looking
ahead.
G
Finalize
project
funding,
begin
some
of
the
community
meetings,
set
up
online
resources
and
send
surveys
contract
with
an
architect,
bid
the
projects
and
select
the
contractor,
complete
a
gap,
analysis
and
needs
assessment.
You
see
some
dates
to
the
right
of
all
of
those
sentences.
Those
are
meant
to
really
capture
from
a
broad
perspective.
Our
timeline.
This
is
meant
to
be
a
living
document,
which
means
we
update
this
as
we
go.
G
That's
one
of
the
reasons
that
it
doesn't
right
now
extend
all
the
way
to
completion
of
the
project,
and
so
we
will
kind
of
delete
things
that
are
completed
and
add
new
tasks
as
we
go
at
the
bottom
of
a
lot
of
these
sections.
You'll
see
some
of
these
headings
in
color.
That's
just
to
give
us
other
information
to
help
us,
mostly
at
the
staff
level,
be
organized
in
terms
of
what
pursuing
this
any
given.
G
Endeavor
is
going
to
look
like
so
public
involvement,
we're
classifying
that
or
characterizing
as
extensive
and
giving
a
few
notes
to
indicate
what
that
means
that
we'll
have
community
outreach
meetings,
individual
stakeholder
meetings,
probably
the
formation
of
a
work
group,
we'll
have
some
advisory
participation
from
that
work.
Group.
G
As
you
look
through
the
rest
of
this
particular
example,
you'll
see
coordinate
service
providers
with
again
a
little
bit
of
detail,
expand
homelessness,
response
team
as
a
little
bit
of
detail.
So
that's
what
the
layout
of
these
documents
look
like,
but
it
would
just
be
too
much
tonight
to
go
through
each
and
every
one.
So,
instead,
what
we've
done
and
I'll
go
back
to
the
powerpoint
is
we've
organized
everybody.
Seeing
that
screen.
G
G
G
The
reason
to
do
that
is
to
kind
of
help
us
understand,
what's
realistic
and
to
get
organized
in
pursuit
of
those
higher
level
priorities,
so
the
kind
of
direction
we're
looking
for
tonight
is
whether
or
not
we
have
the
right
tasks.
Some
of
them,
we
think,
really
need
to
occur
in
sequence,
some
of
them
can
occur
on
parallel
tracks.
G
We're
not
only
trying
to
balance
the
tasks
within
a
given
area
like
improve
homelessness,
but
between
the
priorities,
including
not
just
the
quality
of
life,
but
the
ones
that
we
have
in
the
area
of
environmental
stewardship
or
community
infrastructure
or
good
governance.
So
we're
really
looking
across
the
board
to
ask
ourselves
how
much
can
we
advance
this
task
in
a
given
period
of
time
in
this
case
four
months?
So
this
is
what
we
think
we
have
to
look
forward
to
in
the
next
four
months
in
terms
of
improving
homelessness.
G
It's
really
focused
on
three
things:
the
pursuit
of
the
navigation
center,
continuing
our
coordination
of
service
providers
and
expanding
the
homeless
response
team.
But
again,
that's
mostly
the
the
sub-level
tasks.
There
are
reconsider
an
in-house
position,
council
likely
recalls.
We
created
a
combined
housing
and
homelessness
person
position,
I
believe
in
and
even
the
fiscal
year
20
or
21
budget.
G
So
we
think
this
will
be
one
or
two
council
meetings
potentially
to
update
council,
make
certain
strategic
decisions
on
the
navigation
center,
or
certainly
some
of
the
budget
meetings
where
we
will
consider
new
requests
for
programs
or
these
in-house
positions.
So
it's
not
a
tremendous
amount
of
progress
in
the
context
of
trying
to
complete
the
center,
but
it
is
good
progress
over
the
next
few
months,
especially
as
you
consider
all
of
the
other
major
priority
areas
where
we
will
be
trying
to
advance
the
ball
so
to
speak.
G
G
Yeah,
so
so,
more
or
less
we've
taken
that
large
scale
priority
improve
homelessness,
we've
broken
it
down
to
a
work
plan
and
then
we've
broken
the
work
plan
down
to
the
next
four
months
of
activity.
So
this
one
might
be
a
little
bit
benign
because
I
think
we've
done
a
lot
of
work
already
to
identify
what
we
should
be
doing
with
homelessness
and
it's
largely
focused
on
the
navigation
center.
G
G
E
E
Yeah,
I'm
sorry
struggling,
so
thank
you
so
much
for
this
by
the
way,
and
and
really
appreciate
all
the
staff
work
on
this
and
really
we're
doing
this
in
public.
We
want
public
input
about
what
the
major
tasks
are.
So
I
know
we
heard
sort
of
public
comment
about
major
priorities
which
sounds
like
it
falls
in
line
with
what
we
thought
that
priorities
would
be.
E
So
I
and-
and
I
think
this
is
hard
because
we're
coming
in
where
we
don't
have
a
strategic
plan
for
this
council,
and
so
we
have
to
like
build
it
as
we
go
right
and
not
have
this
like
idealized
plan
that
you
know
what
I
would
like
to
see
next
time,
which
I'm
sure
we'll
build
out
is
a
backwards
backwards-looking
plan
based
on
outcomes
right.
So
I
would
love
to
see
us
to
say
you
know
what
is
our
one-year
plan
on
homelessness?
E
So
a
lot
of
the
feedback
we
heard
is,
like
you
know,
more
longer-term
things.
But
for
me
you
know,
I'd
love
to
have
it
be,
and
justin
is-
and
mr
clifton
you're
much
more
expert
here
than
me,
but
I
love
to
have
it
be
outcome-based
right
where
then
we
can
really
think
through,
like
for
the
sustainability
right.
What
are
what
is
going
to
reduce?
What
are
those
major
tasks
that
are
going
to
be
most
impactful
to
our
larger
goal
right,
reducing
emissions?
What
is
that?
Is
it
leaf
blowers?
Is
it
xyz?
E
So
I
know
staff
has
done
that
work
so
I'll
stop
talking,
but
if
you
could
just
explain
for
the
public
and
the
council
like
how
that's
going
to
get
us
to
smart
goals
or
to
real
objectives
because
we're
elected
by
the
people-
and
they
want
us
to
reduce
homelessness
by
100
in
a
year
right
and
that's
kind
of
where
we're
coming
from.
I
think.
G
Yeah
absolutely
so
a
handful
of
really
good
points
there.
First,
the
general
process
where
we
decide
what
the
outcomes
are
and
then
back
into
tasks
is
really
what
we've
done.
So
when
we
sat
down
at
the
visioning
sessions,
we
talked
a
lot
about.
You
know
what
we
should
be
accomplishing
and
we
extrapolated
those
four
pillars
and
the
subcategories
within
them,
but
didn't
have
the
level
of
detail
we
now
have,
which
is
how
we're
kind
of
backing
into
those
goals.
G
I
agree
totally
that
we
want
to
work
our
way
toward
measurable
outcomes
and
what
you
described
as
smart
goals.
So
there's
an
acronym
smart,
that's
often
used
it
takes
a
few
different
varieties,
but
it's
generally
specific,
measurable,
actionable
or
sometimes
ambition,
ambitious,
yet
attainable
results,
oriented
and
time-bound.
G
That's
that's,
smart
and,
and
all
the
best
strategic
plans
have
that
level
of
kind
of
quantifiability
and
performance
management
built
in
we're
to
some
extent
walking
before
we
run,
and
especially
in
new
areas
like
reducing
homelessness,
you
you
sometimes
need
to
know
something
about
your
progress
to
be
able
to
establish
a
good
target.
So,
to
be
honest,
I
wouldn't
know
right
now.
If
a
good
target
is
reducing
homelessness
by
10,
50
or
sometimes
before
you
get
to
final
outcomes,
you
have
output
based
goals,
which
we
do
right
build
a
navigation
center.
G
At
some
point,
we
can
probably
identify
the
number
of
people
we
want
to
see
or
the
success
rate
of
getting
people
into
homes
as
other
measures
that
contribute
to
the
final
outcome
of
reducing
homelessness.
So
that
really
is
the
direction
we
want
to
go.
This
strategic
plan
is
certainly
built
in
that
framework,
but
what
it
is
missing
initially
are
some
of
those
more
robust,
measurable
items
that
you
described
as
we
get
accustomed
to
the
pace
of
work
and
as
we
get
familiar
with
pursuing
those
goals,
housing
is
another
one
that
we'll
move
to
very
quickly.
G
A
Yeah
I
had
a
couple
I
was
just
waiting.
I
think
the
plan
is
is
very
strong
and
I
applaud
it,
but
much
of
it
is
dependent
on
work
that
will
start
to
bear
fruit
after
the
navigation
center
is
up
and
running
and
we
are
able
to
take
and
have
some
much
more
stringent
enforcement
of
some
of
our
rules,
but
over
the
course
of
this
year.
A
We
have,
for
the
most
part,
most
of
our
businesses
addressing
homelessness
in
a
in
as
positive
way
as
they
can,
but
we
do
have
some
businesses
that
are
turning
the
that
are
not
following
up
and
have
allowed
their
buildings
to
deteriorate
tremendously
and
allow
people
to
sleep
and
do
drugs
and
other
kinds
of
activities
on
the
their
premises.
And
I,
I
think
part
of
what
we
need
to
be
doing
as
we
move
forward
is
some
short-term
goals
to
address.
G
C
Thank
you
justin.
I
noticed
on
not
just
this
one,
but
many
of
them,
staffing
is
a
big
part
of
it,
and
I
I
think
that,
with
all
of
this,
that's
a
big
priority
right
in
order
for
any
of
it
to
get
done.
We
need
to
have
that
adequate
staffing,
so
I
just
wanted
to
to
say
that
that
we
need
to
make
sure
that
we're
really
full
speed
ahead,
and
I
know
it's
hard
right
now.
It's
it's
hard
everywhere
with
with
finding
jobs,
but
I
really
do
hope
that
we
can.
G
Thank
you.
It's
it's.
It
probably
should
pause
and
just
expand
on
that.
A
second
because
we've
got
homelessness,
housing,
economic
development
and
sustainability.
As
as
four
of
our
highest
priorities,
there
is
a
total
of
one
fte,
that's
dedicated
to
one
of
those
things
now
not
to
underestimate
the
power
of
teamwork
and
allocating
some
of
my
time
etc,
but
for
as
large
as
staff
as
we
have
over
500
individuals
to
know
that
our
four
highest
priorities
have
one
dedicated
staff
person
tells
us
something
about
the
current
imbalance
as
we
try
to
shift.
So.
G
Yes,
we're
going
to
need
to
step
up
in
sustainability
and
we're
going
to
need
to
create
some
capacity
where
very
little
exists.
Today,
community
and
economic
development.
We
have
some
people,
so
I
shouldn't
say
it's
nobody,
but
no
one
dedicated
strictly
to
economic
development,
no
one
dedicated
strictly
to
housing
and
no
one
dedicated
strictly
to
homelessness.
We
do
have
people
in
those
areas,
but
not
overseeing
those
things
by
themselves.
What
we
find
with
a
lot
of
the
other
tasks
that
are
important
engineering,
account,
accounting
etc.
G
H
Again,
I'm
just
not
sure
if
it
fits
here,
but
I
think
it
does
so
just
on
the
short
term.
I
think
you
know
the
county
just
announced
they're
sort
of
doing
their
core
program
2.0,
where
the
d.a
and
the
public
defender
and
the
county
in
a
collaborative
court
help
get
people
who
do
get,
arrested
or
charged
with
crimes
that
really
or
because
they
don't
have
a
place
to
live
mental
health
issues.
Other
things
if
they
agree
to
go
into
a
program.
I
think
90
days
india's
been
doing
it
for
a
couple
years.
H
H
So
this
seems
like
a
short-term
thing
that
actually
might
not
require
a
lot
more
staff
because
it's
being
done
at
a
county
level.
So
that
seems
to
me
like
something
that
in
the
next
couple
months,
we
want
to
make
sure
we're
one
of
the
cities
that
immediately
says.
In
my
view,
we
want
to
be
part
of
this
and
really
help
people
turn
around
their
lives.
G
A
E
Thank
you.
I
saw
council
member
woods
too,
but
I'll
just
go
so.
Thank
you.
I
think
that's
really
helpful
and
I
think
there's
going
to
be
this
tension
between
process,
because
we
have
to
build
process
and
systems
and
staffing
right,
but
staffing
alone
doesn't
get
us
there.
It's
stopping
and
outcomes,
and
so
you
know
I'm
always
going
to
probably
push
back
a
little
bit
on
staffing
because
the
public
pushes
back
on
us
and
they
just
want
outcomes
and
they
hold
us
accountable.
So
I
think
that's.
E
A
really
good
point
for
the
core
program
is
something
we've
been
talking
about.
One
other
one,
I
should
say,
is
the
chair
of
seabags
coachella
valley,
association
of
government's
homelessness
committee.
You
know,
if
you
ask
us
what
we
could
do
to
impact
homelessness
right
away.
It
would
probably
be
to
add
more
units
to
the
availability
for
our
housing
first
program,
and
so
that's
sort
of
my
comment.
E
It's
been
tried
before
and
I
think
it
is
important,
and
I
know
that
you're
gaining
good
information
and
good
coordination
there
and
it's
going
to
lead
to
outcomes,
but
I
would
like
to
see
it
be
more
outcome
based
right
with
coordinate
service
providers
to
implement
the
core
program
in
palm
springs
or
to
get
more
units
online
for
the
housing
first
or
whatever.
That
group
determines
right
or
best
outcomes,
and
I
know
you're
going
to
do
that,
but
I
just
wanted
to
flag
that
that
I
think
you
know
we
have
in
this.
E
I
know
it's
a
short-term
plan,
but
we
really
have
to
plant
the
seeds
for
the
future
if
we
want
pallet
homes
in
palm
springs.
You
know
that
needs
to
be
like
somewhere
on
this
list
or
a
longer
term
goal
right
if
we
want
to
put
out
more
city
land
like
I
keep
asking
about
the
lclo
property
near
the
boxing
club,
which
I
think
would
be
really
great
for
a
project.
You
know
we
need
to
kind
of
start
some
of
those
things
in
motion
and
I
think
that's
the
analysis
that
we're
asking
of
staff
is.
E
Is
it
more
useful
for
your
time
to
coordinate
service
providers
or
is
it
more
useful
to
you
know,
find
five
more
units
or
implement
the
core
program
or
you
know
xyz.
We
have
so
many
things
to
choose
from
I'd
like
it
to
be
really
outcome
based,
you
know,
what's
gonna
get
make
the
most
impact
with
the
you
know
least,
resources
that
we
can
think.
Okay,
100.
G
G
This
size,
like
no
one
in
their
right
mind,
is
trying
to
do
that
much
at
once.
We
will
not
do
all
of
that
at
once.
I
think
we
could
get
done
75
of
what
we've
listed
in
this
four
month
outlook
of
these
tasks,
but
but
it
really
can't
all
be
done,
so
it
is
exactly
deciding
what
is
more
important
than
what
is
less.
G
We
will
try
to
get
to
it
all
eventually,
but
if
something
like
working
with
the
core
program
or
really
enhancing
the
cv200
program
with
maybe
additional
money
for
units
is
more
important
than
something
that
we're
doing.
That's
the
conversation
we
should
have
so
that
we're
spending
our
time
the
right
way
so
that
whatever
we
don't
get
to
council
feels
pretty
good
that
it's
only
because
we
did
more
important
things,
not
because
our
efforts
were
misdirected.
D
Thank
you.
Thank
you,
justin
very
much
and
to
my
fellow
council
members.
I
think
this
is
really
important
to
do,
because
you
know,
as
we
saw
with
covid,
we
were
overwhelmed
and
we're
reacting,
and
this,
hopefully,
will
be
a
more
proactive
approach.
The
regards
to
the
homeless,
the
affordable
housing.
I
agree
with
all
of
that.
The
question
I
had
was
not
really
a
question.
My
point
or
a
comment
would
be
the
navigation
center
we're
on
our
road.
It's
going
to
take
a
lot
of
work.
Stepping
up
for
that.
D
We
fill
in
in
the
next
two
years
and
have
some
services
and
work
with
the
county
and
martha's
through
our
current
boxing
club
to
make
sure
that
we
do
still
provide
some
services
for
the
homeless
and
we
have
an
opportunity
to
not
have
so
much
congregation
of
the
homeless.
That
I
think
somebody
mentioned
earlier.
Bus
stops
and
whatnot
and
we
have
a
proactive
approach
to
that
even
in
the
next
year,
as
we're
waiting
for
the
navigation
center
to
be
built
out.
G
G
So
really
what
we're
doing
before
we
get
a
navigation
center
built
is
moving
people
around
the
town
into
new
areas
to
get
new
complaints
to
remove
the
encampment,
to
move
them
on
to
some
extent,
maybe
less
so
same
thing
with
bus
shelters,
while
while
somebody
doesn't
have
storage
for
their
materials
they're
carrying
everything
they
own
with
them
and
often
finding
shade
in
places
like
bus
stations.
So
yes,
we
will
continue
to
administer
the
programs
that
already
started
and
continue
to
look
for
opportunities
to
enhance
service
levels.
G
But
significant
effort
will
go
into
trying
to
get
the
navigation
center
open
soon,
because
that
really
is
the
game.
Changer.
Probably
we
have
status
quo
until
then
more
or
less
at
least
status
quo
from
the
last
few
months,
which
is
a
successful
access
center
with
very
few
if
any
secondary
impacts,
but
otherwise
not
a
lot
of
additional
facilities
or
resources.
G
Oh
sorry,
I
was
trying
to
jump
ahead
in
the
presentation
reduce
crime.
This
is
another
one
that
was
important
to
counsel.
This
is
probably
not
as
policy
driven
as
some
other
priorities
like
housing,
but
nonetheless
very
important.
So
we've
got
a
handful
of
activities
here,
engaged
residents
and
businesses.
Many
of
you
have
been
a
part
of
the
community
meetings
that
the
police
chief
and
some
of
our
police
department
team
have
had
with
community
members.
We
do
also
intend
to
conduct
a
department
review.
G
This
is
something
that
I
think
council
members
have
asked
for
for
some
time
to
evaluate
not
only
our
base
level
of
services
but
our
opportunity
to
diversify,
to
bring
on
new
people
to
the
team
that
might
be
not
be
traditional
law
enforcement
officers.
These
could
be
part
of
a
rapid
homelessness
response
team.
We
do
have
a
department
of
folks
or
a
team
of
folks
that
help
address
those
issues,
but
maybe
it's
time
to
get
more
aggressive
with
bringing
on
people
with
social
work
or
mental
health
skills.
G
To
be
part
of
that
team,
the
department's
going
to
work
on
revising
the
the
mission
and
focus
that
was
part
of
those
community
meetings
and
reorganizing
in
the
model
of
neighborhood
policing.
Some
of
that
is
already
taking
place,
but
will
continue
to
take
place
over
the
next
couple
of
few
months,
as
well
as
the
limited
saturation
efforts,
especially
in
places
where
we've
had
violent
crime.
G
I
know
these
are
big
areas
of
concern
for
council
and
again
there
might
be
a
meeting
or
two
as
we
develop
a
scope
of
work
for
reviewing
the
department
to
make
sure
we're
all
on
the
same
page
there.
But
a
lot
of
these
activities
are
otherwise
a
little
more
internal
to
our
police
department
and-
and
you
know,
there's
some
things
with
property
crime.
G
That's
largely
a
component
of
the
neighborhood
policing,
there's
more
details
there
that
you've
probably
heard
the
chief
talk
about
in
terms
of
identifying
problems,
solving
them
more
proactively,
assigning
people
to
neighborhoods
etc,
so
that
they
really
kind
of
own
the
problems
in
that
area
and
know
them
very
well.
So
even
the
property
crime
and
addressing
property
crime
is
a
component
piece
of
those
tasks
and
we're
looking
for
any
feedback
here.
C
C
I
said
this
before,
but
when
we
previously
looked
at
calls
for
service
with
our
former
chief,
he
told
me
that
50
of
the
calls
were,
for
you
know,
are
calls
that
are
not
where
a
police
officer
is
not
needed
to
respond
right,
but
the
police
are
responding
so
having
those
social
workers.
Neighborhood
policing
could
really
help
to
free
up
our
officers
time
to
focus
on
the
things
that
they
should
really
be
doing,
instead
of
kind
of
assisting
with
neighborhood,
neighbors,
wobbles
or
barking
dogs.
C
Occasionally
that
we
would
be
able
to
support
that,
especially
because
it
would
largely
be
something
that
another
group
would
be
doing
and
not
taking
away
from
staff
resources.
And
so
I
don't.
I
don't
want
to
speak
more
on
the
specifics
of
that,
because
I
think
these
organizations
are
still
trying
to
figure
out
exactly
how
they're
going
to
move
forward.
But
I
just
want
to
make
sure
that
we
keep
things
like
that
on
our
radar,
for
when
they
are
ready
for
city
support.
D
A
good
evening,
mayor
and
council
members,
and
thank
you
for
letting
me
pipe
in
for
a
couple
seconds
here.
I
know
we
want
to
keep
this
at
a
pretty
high
level,
so
we'll
make
it
very
short.
First
of
all,
thank
you
for
all
of
your
participation
and
help
and
assistance
in
getting
out
the
word
and
getting
information
from
the
community.
D
I
look
forward
to
developing
that
strategic
plan
so
that
it
fits
in
with
the
overall
goals
of
the
city
and
the
city
manager
to
move
forward
in
a
very
thoughtful
systematic
way
of
which
we
can
support
the
community,
reduce
crime
and
improve
the
quality
of
life,
for
you
know
for
our
neighbors.
So
thank
you
again
for
your
involvement.
It
was
very
robust.
We've
already
got
the
data
crunched
and
we'll
be
putting
that
out
here
in
the
in
the
near
future.
H
E
Thank
you.
I'm
really
appreciate
those
meetings
that
was
really
great.
I
know
our
community
appreciated
it
and
looking
forward
to
the
data
so
just
to
clarify,
so
all
the
data
that
the
police
department
and
the
chief
got
in
those
meetings
and
then
the
issues
that
mayor
pro
tem
garner
raised
in
terms
of
policy
direction
that
we
can
give
about
enforcement
over
certain.
E
G
One
of
the
reasons
we
break
this
down
into
a
four
month
section
is
so
that
you
can
see
how
the
ball
is
moving
forward
inch
by
inch,
but
really
some
of
these
things
do
take
a
little
while
to
you
know,
and
and
all
the
efforts
even
to
put
into
those
community
meetings
right,
substantial
number
of
hours
before
the
rollout
so
that
it
goes
smoothly.
It's
all
kind
of
part
of
a
continuum
of
process,
chief,
anything
to
add
you're
you're
on
mute
g.
D
Yeah,
thank
you
no
justin.
I
think
that
was
very
right
on
target
that
this
will
take
a
little
bit
of
time
to
put
together
to
roll
out.
It
is
an
enormous
effort
for
people
that
are
already
carrying
a
pretty
heavy
load.
Just
one
caution
on
the
number
of
calls
for
service
that
could
be
offloaded.
Recent
studies
have
shown
that
it's
actually
in
the
neighborhood
of
maybe
five
to
seven
percent
I'll,
try
to
find
that
research
and
send
it
to
you
so
that
you
can
take
a
look
at
it.
E
Yeah,
it
would
be
good
to
have
that
data
just
for
palm
springs,
since
we
have
code
compliance
within
the
police
department
and
we're
getting
the
vacation
rental
hotline
calls,
and
so
the
information
and
data
that
we
got
from
vacation
rental
compliance
was
at
a
significant
call.
A
number
of
calls
were
about
noise
and
often
things
like
kids
playing
in
a
pool
which
isn't
illegal
and
is
loud
unless
it
you
know,
violates
its
like
long-standing
and
over
the
decibel
limit.
E
E
We
don't
want
you
to
waste
your
time
on
xyz,
because
you're
so
bogged
down
in
these
important
tasks,
and
that's
just
the
point
I
want
to
make
is,
if
there's
an
opportunity
earlier,
you
know
to
say
chief,
we
think
you
know,
we
don't
want
you
to
have
to
waste
your
time
on
this,
and
we
can
make
a
policy
policy
decision
not
to
enforce
something
or
to
reallocate
resources.
You
know
we
want
to
do
that
and
not
have
to
wait
for
a
long-term
study,
especially
if
you're
saying
this
is
additional
impact
to
your
department.
D
So
I
just
wanna,
I
I
thank
you
to
council
member
hostage.
I
think
her
points
were
very
well
made.
You
know,
I
think
a
lot
of
people
call
in
you
know,
there's
a
she
made
the
point
of
vacation
rental
hotline
and
currently
it's
going
through
the
police
department.
Will
this
analysis
also
help
us
decide
if
we
need
to
relook
at
that
at
maybe
a
different
level
of
staffing
or
a
different
department
of
staffing
to
get
a
better
response
rate
without
taking
away
from
patrol
officers
or
whatnot?
D
So
I'm
I'm
hoping
that
it
will
kind
of
lead
us
to
a
stronger
point
of
view.
That's
question
kind
of
comment.
Number
one
and
comment
number.
Two
chief:
we've
gotten
such
positive
feedback
from
your
outreach.
Thank
you
very
much
and
thank
you
for
including
the
council
members
in
that.
Can
you
just
quickly
outline
what
you
know:
we've
got
kind
of
you've
got
the
momentum
going
and
now
we
heard
it
might
be
eight
months
or
something.
Can
you
tell
the
public
and
tell
us
kind
of
what
the
next
couple
steps
are,
as
we
engage
them
sure?
D
That's,
a
great
question,
councilmember
woods
and
the
next
step
for
us
is
to
get
this
information
that
we
have
collected
back
out
to
the
community,
get
our
mid-level
managers
our
lieutenants
in
place
to
get
them
going,
and
that
will
be
in
the
near
term
as
in
march,
so
that
we
can
start
the
process
of
working
on
problems
for
our
community.
Identify
those
problems
start
working
on
those
problems
interact
with
the
community
to
make
sure
we're
seeing
this
from
a
very
broad
perspective
and
getting
as
much
engagement
as
possible.
D
So,
while
the
study
is
going,
I
will
need
staff.
I
assume
some
point
in
the
future
to
actually
augment
what
those
are
doing
so
we're
going
to
adjust
our
expectations
in
the
meantime.
However,
I
want
to
get
this
going
now
rather
than
later,
and
I
think
that's
been,
you
know
pretty
much
my
direction
as
well.
As
my
my
personal
interest
again,
I
don't
know
that
I
want
to
get
too
stuck
in
the
weeds
on
this
thing.
G
Okay,
expanding
housing,
affordability.
I
know
this
is
another
important
area,
keep
in
mind
again.
What
we're
doing
right
now
is
looking
at
a
subset
of
the
next
a
handful
of
months,
so
we
want
to
move
the
ball
forward,
but
we're
not
going
to
make
tremendous
progress
over
that
short
amount
of
time
to
think
about
it,
a
different
way
think
about
what
we've
done
in
the
last
four
months.
Here
we
are
in
february.
What
were
we
doing
in
november?
What
did
we
accomplish
between
november
and
february
that
time
flies
right?
G
It
really
does,
but
the
kinds
of
things
we
have
in
store.
Some
of
them
are
timely
and
kind
of
in
front
of
us
whether
we
want
them
or
not,
like
adopting
the
housing
element,
we
do
want
to
reconsider
that
housing
position.
I
mentioned
the
same
thing
when
we
talked
about
the
homeless
position
at
one
point,
that
was
a
combined
position,
but
we
are
really
only
getting
applicants
that
were
steeped
in
housing
or
steeped
in
homelessness,
but
not
both.
So
we
may
need
to
re-examine
separating
that
into
two
positions.
G
G
As
we
develop
more
plans
and
programs,
we
want
to
try
to
hire
a
consultant
or
we
might
already
have
one
we
have
one
in
place,
but
to
really
look
at
a
housing
plan
that
would
go
beyond
the
housing
element
and
start
to
look
more
specifically
at
the
kind
of
gaps
we
see
between
household
income
and
housing
costs,
in
other
words,
the
the
the
home
rent
or
ownership
burden.
How
many
of
them
are
overburdened,
meaning
they
spend
more
than
30
percent
of
their
gross
income
on
housing.
G
C
C
But
we
have
such
a
housing
crunch
for
low
income
and
moderate
income
housing
that
these
types
of
things
could
make
a
huge
difference,
because
we
would
be
able
to
control
the
cost.
And
I
I
think
that
one
of
the
things
that
I've
been
told
is
that
we
need
someone
who
can
start
implementing
the
project.
C
So
I
really
support
separating
out
that
housing
person
versus
the
homelessness
services
person,
because
if
we
don't
have
that
expertise
for
how
to
get
a
project
that
is
so
localized
moving
forward,
and
so
I
I
just
want
to
put
that
out
there
that
I
think
there
are
a
lot
of
things
that
are
hyper
local,
that
we
can
do.
We
just
need
someone
who
can
actually
take
the
reins
and
make
it
happen.
G
Yeah
and
if
I
could
just
quickly
count
mayor,
pretend
that's
one
of
the
reasons
that
we
don't
have
a
little
more
progress,
built
in,
at
least
to
the
initial
four
months,
where
we
want
to
wrap
up
inclusionary
zoning,
and
we
want
to
you
know,
but
the
budget
allocation
and
some
of
those
things
could
be
made
in
light
of
eventually
wanting
to
use
the
funds
for
something
like
property
acquisition,
vetting
parcels.
You
know,
appraisals,
you
know
that.
Can
those
can
be
long
lead
time
items.
G
So
I
think
it
would
still
be
hard
to
add
that
to
say
our
next
few
months
of
work,
but
beyond
that
horizon,
as
we
do
staff
up
and
really
try
to
accelerate
and
check
off
some
of
these
other
items,
the
housing
element,
the
inclusionary
zoning,
etc.
I
think
we
would
be
well
equipped
to
start
to
build
a
program
with
component
pieces
like
a
land
bank
for
lack
of
a
better
term.
E
E
The
county
just
allocated
two
million
dollars
to
that
investment
fund
and
it
might
be
a
way
for
cities
to
leverage
money
to
fund
deals.
So
I
think
that's
already
listed
out
here
in
building
housing
programs
and
exploring
you
know,
alternative
funding
sources,
but
I'd
love
for
that
to
be
included
on
the
list,
because
that
will
fill
the
gap
from
traditional
funding.
E
I
have
to
watch
justin's
face
as
you're
asking
us
to
limit
and
reduce,
and
then
I'm
just
going
to
raise
things
because
the
public
asks
me
to
raise
things
is
maintaining
our
housing
current,
affordable
housing
stock.
I
think
council,
member
coors
and
I
and
before
that
mayor
middleton
and
I
have
been
on
this
affordable
housing
committee
for
four
or
five
years
and
we've
been
asking
you
know
which
units
are
coming
offline.
What
what
are
we
going
to
lose?
E
How
many,
how
how
many
families
might
be
you
know
losing
their
the
30-year
covenants
for
these
units?
I
think
that's
important,
at
least
to
like
consider
to
start
to
track
or
have
some
sort
of
system,
but
really
support
the
major
tasks
that
you've
listed
out
here
and
I
think
they're
really
important.
Thank
you.
G
And
we
do
have
some
notes
about
examining
our
existing
covenants
and
deed
restrictions
and
things
like
that
they're
just
beyond
the
kind
of
four-month
horizon,
because
again
that
time
period
is
pretty
small.
Perhaps
we
should
have
picked
a
longer
time
horizon,
but
we're
trying
to
get
an
initial
gauge
of
how
much
we
can
do
how
fast
and
with
especially
the
housing
element
and
some
of
those
things
right
in
front
of
us
and
the
limited
staff.
It
is
it's
difficult
to
add
without
taking
something
away.
H
Yeah
just
one
additional
comment:
I
know
we
have
under
neighborhood
issues
short
short-term
vacation,
rentals,
I
think
for
and
while
there
are
some
enforcement,
you
know
issues
that
we
want
to
talk
about.
I
think
we've
talked
about
this
before
see
it
more
as
a
housing
issue.
You
know
we're
seeing
long-term
tenants
evicted
as
prices
continue
to
go
up,
we're
seeing
more
and
more
housing
that
was
once
considered,
affordable
being
having
people
evicted
for
vacation
rentals
and
even
if
houses
that
aren't
affordable.
H
As
we
know,
we've
heard
arguments
but
as
those
turn
into
non-full-time
residents,
it
just
puts
more
pressure
on
the
rest
of
the
market.
So
I
just
want
to
mention
that
in
the
housing
context,
because
I
think
that
is
an
issue,
as
you
know,
we
see
other
cities
banning
them.
More
people
are
going
to
start
coming
here,
and
so
what
that
looks
like
how
many
is
appropriate?
I
know
there's
a
data.
H
A
Our
country
are
built
by
private
developers
and
we
need
to
make
sure
that
we're
working
with
private
developers
to
make
this
city
to
be
one
they
want
to
build
in.
We
will
never
get
through
this
by
affordable
housing
alone
and
somewhere.
We
need
to
put
in
very
large
letters
something
that
justin
said
right
at
the
very
beginning.
G
Just
to
make
sure
council
and
the
the
public
watching
understand,
we
do
have
some
component
pieces
to
those
other
strategies.
You
know
our
property
inventory
and
putting
some
of
that
out
to
bid
is
just
beyond
our
four-month
horizon
as
it's
outlined
right
now,
and
there
are
lots
of
things,
including
inclusionary
zoning
policies
and
a
review
of
our
zoning
code
more
broadly.
That
will
also
facilitate
the
conversation
of
how
we
can
better
partner
with
our
private
development
community.
E
Don't
worry,
I
think
that's
such
a
good
point.
So
can
you
give
us
an
update
about
the
zoning
code?
I
know
it's
in
here
but,
for
example,
you
know
people
contact
me
about
there's
open
land
available
on
ramone
and
people.
Ask
me
about
it,
but
it's
only
zoned
as
office,
and
so
it
cannot
be
mixed
use.
So
that's
just
going
to
sit
there
until
we
can
rezone
it
right
and
it
won't
be
used
for
housing,
even
though
it
could
have
been
used
for
housing
years
ago.
It
could
be
mixed
use.
G
For
you
know
mixed
use
and
what
we
do
with
lot
lines.
What
we
do
is
setbacks
what
we
do
with
fight.
You
know
all
really
have
to
kind
of
blend
nicely
to
make
it
happen.
So
you
know
it's
30
years
old,
so
it's
been
a
long
time
in
the
making
that
it
has
the
clunkiness
that
you've
observed.
It'll
likely
take
us
in
the
next
two
and
a
half
years,
at
least
to
truly
fix
that
and
a
lot
of
public
participation.
That's
an
arduous
process,
because
it's
a
behemoth
book
of
standards
flynn.
G
H
Of
the
city's
land
use
element
coming
up
as
a
discussion
before
city
council
within
the
next
couple
of
months.
There
are
some
things
that
we
can
look
at
in
terms
of
changes
to
land
use,
as
you
had
indicated,
converting
something
from
a
commercial
use
to
a
mixed
use
which
allows
either
commercial
or
residential
that
we
could
do
as
part
of
the
update
to
the
general
plan.
So
we
do
have
something
rather
immediate,
in
addition
to
the
longer
range
item
of
amending
our
zoning
code
and
getting
it
updated.
G
Okay,
if
we
are
ready
I'll,
take
us
through
some
of
these
next
ones,
we
we've
hit
some
of
the
biggest,
and
so
hopefully
we
can
pick
up
a
little
speed.
I
know
we
are
probably
running
a
bit
behind
where
we
anticipated
so
economic
development.
This
is
one
we
talked
a
lot
about
at
the
visioning
sessions
and
really
acknowledged
that
there
were
really
two
broad
priorities
that
we
could
tackle
within
this
planning
horizon
we'd
like
to
do
more,
but
the
focus
on
housing
and
homelessness
and
other
priorities
really
limits
our
ability
to
address
economic
development.
G
So
the
two
things
we
identified
were
really
relative
to
the
cod
campus.
I
apologize
about
the
typo
there
on
the
slide
and
then
the
other
was
broadband
opportunities.
We
do
continue
to
monitor
those.
We
do
see
some
of
the
money
shaking
loose,
but
that
of
of
all
things
you
know,
real
true,
public
broadband
planning
and
building
is
is
a
behemoth
so
for
the
nearby
time
horizon.
What
we
expect
is
really
to
focus
our
economic
development
efforts
on
college
of
the
desert.
G
We
are
planning
to
reschedule
their
presentation
and
want
to
remain
engaged
and
find
other
meaningful
ways
to
participate
in
facility
planning
as
they're
engaged
in
that
process.
Now
and
it's
a
very
small
window,
I
think,
to
solidify
plans
that
have
been
more
than
17
years
in
the
making,
and
that
will
be
probably
50
60
70
years
in
use
as
as
a
college
facility.
So
we
want
to
really
make
sure
we
get
that
right.
This
one's
pretty
simple
anything
we're
missing
here.
G
Neighborhood
issues
this
wraps
up
the
last
of
our
quality
of
life,
where
we've
spent
a
lot
of
our
time,
a
review,
short-term
vacation
rental
program.
That's
really
meant
to
be
a
review
at
this
point,
although
I
do
feel
it's
worth
emphasizing
that
when
we
see
at
the
bottom
that
we'll
need
two
to
six
meetings.
That's
in
part
because
a
review
could
just
be
a
review
or
a
review
could
result
in
changes.
I
think,
if
we're
really
honest
with
ourselves
about
what
any
changes
would
look
like.
G
However,
small
my
guess
is
no
less
than
three
additional
meetings
right,
one
to
discuss
broad
concepts,
one
to
start
to
draft
language,
a
third
to
refine
and
approve
language.
A
lot
of
stakeholder
engagement,
a
lot
of
resident
engagement
along
the
way
three
meetings.
If
we
are
proposing
changes
to
our
short-term
rental
policies,
might
even
be
ambitious.
So
just
in
the
context
of
trying
to
get
things
done
in
the
next
four
months
want
to
emphasize
that.
As
one
of
those
points
of
you
know
anywhere,
we
might
invest
more
time
in
a
particular
issue.
G
Some
of
these
others
that
are
on
our
list
are
going
to
need
to
be
deferred
similar
on
the
reparations
conversation.
It's
a
conversation
we
started
and
we're
close
to
coming
back
with
a
handful
of
concrete
programs.
That
could
be
the
initial
investments
for
council
in
such
a
program,
and
we
also
want
to
engage
some
of
the
community
residents,
but
don't
have
a
lot
else
planned
for
that
program.
At
least
over
just
the
next
few
months.
G
We
will
be
engaging
council
in
the
budget
conversation
within
that
time
horizon
so
another
opportunity
to
allocate
funds,
even
if
we
don't
have
concrete
programs
where
a
lot
of
concrete
programs
identified
at
that
time.
But
within
that
few
months
period
we
will
come
back
and
present
the
initial
program
options
for
council.
A
Let
me
offer
a
couple
of
comments
on
the
short-term
vacation
rental.
I
think
we
need
a
tremendous
amount
of
some
data
so
frequently
when
this
subject
comes
up.
It
is
dominated
by
anecdotes
and
ones
that
support
a
position
that
individuals
have
already
arrived
at,
and
so
before
we
get
into
the
conversation,
I
think
one
of
the
things
that
we
need
to
work
with
staff
on
or
what
are
the
data
points
that
are
most
important
to
us
to
collect
and
be
able
to
assess.
G
So
now
we
are
into
our
environmental
stewardship.
This
is
another
area
where
I'd
like
to
make
more
progress
fast,
but,
as
you
know,
we
had
a
transition
in
our
top
position
in
that
department.
It
was
already
a
department
of
two
and
so
we've
reorganized
that
position
as
a
director
level
position
and
we
will
likely
submit
a
budget
request
for
an
additional
one
to
two
people
on
the
nearby
horizon.
G
Otherwise
we're
pretty
much
going
to
be
consumed
with
a
handful
of
policy
things
that
we've
already
started
a
large
one
is
updating
the
franchise
agreement,
that's
all
related
to
the
1383
compliance.
We
do
have
ready
for
your
consideration,
an
environmental
purchasing
policy,
and
then
we
have
some
other
intent
to
comply.
Things
related
to
1383..
G
We've
got
food,
wear
also
going
on
so
there's
some
things
started
there.
We
did
hear
leaf
blowers
at
some
point.
We
probably
need
to
close
the
loop
on
that
and
we
know
there's
a
whole
world
when
you
open
up
the
work
plan
on
implementing
the
climate
action
plan
and
environmental
stewardship,
there's
a
whole
world
that
we
need
to
get
into.
But
these
are
the
things
on
our
nearby
horizon,
as
we
also
manage
to
transition
in
that
department
and
bring
on
a
new
direction.
H
H
So
I
appreciate
that
I
just
had
a
question
I
didn't
know
where
to
ask
this,
but
one
of
the
issues
right,
I
know
leaflets
got
brought
up,
but
our
smoking
ordinance
got
brought
up
and
you
know
we're
now,
probably
either
five
or
six
years
right
when
we
got
an
f
from
the
american
lung
association.
I
think
we
got
a
d
this
year,
but
a
zero
when
it
comes
to
outdoor
air
events,
restaurants,
etc.
Compared
to
an
a
in
palm
desert.
H
Council
asks
the
sustainability
commission,
based
on
public
input
and
the
rights
commission,
to
look
into
it
work
with
staff.
They
have
public
meetings
reached
out
to
bars,
especially
in
restaurants,
workers
who
expressed
concern
that
they
were
being
exposed
to
have
a
job
to
second-hand
smoke,
and
you
know
they're
still
sort
of
asking
for
it.
H
So
the
question
I
sort
of
had
is
it's
great
we're
going
through
this
list,
but
one
of
the
things
I
thought
we
were
going
to
have
was
the
things
that
are
probably
that
might
be
deferred
that
have
been
on
the
list
and
there
are
many
right
for
the
next,
because
the
next
12
months,
we
can't
do
everything
we
all
get
that,
but
I
think
we
need
to
have
that
list
for
the
public,
so
they
could
weigh
in
right.
The
public
may
say
you
know
I'd
much.
Rather,
you
focus
on.
H
You
know
smoking,
I'm
just
using
as
an
example,
instead
of
focusing
on
green
purchasing
policies
right
which
are
on
the
list,
so
I
think
that's
missing
in
this
whole
conversation
somewhere.
So
I
think
what
comes
back.
We
really
do
need
need
that,
because
you
know,
I
think
we
all
want
to
hear
from
the
public
if
they
have
things
that
have
been
priorities.
You
know,
especially,
you
know
things
that
council
had
directed
and
commissions
had
worked
on
with
staff,
and
we
don't
think
we
have
the
bandwidth,
because
there
are
other
pr
higher
priorities.
G
It
does
make
sense
so
one
I
would
offer
that
to
some
extent
when
you
look
at
our
work
plans
and
if
you
read
them
all,
it's
already
kind
of
hard
to
kind
of
hold
it
in
in
one's
mind
or
or
really
ascertained,
because
it's
already
so
voluminous.
We
can
certainly
add
to
these
conversations
the
list
of
some
of
the
outstanding
items.
We
do
have
one
that
we've
started
to.
A
A
Our
public
is
largely
extremely
supportive
of
being
involved
in
actions
that
will
impact
climate
change
and
improve
the
environment.
We
see
that
with
how
receptive
individuals
in
palm
springs
have
been
to
desert
community
energy
and
paying
a
premium,
because
they
know
it's
making
a
difference
in
the
climate.
A
In
terms
of
how
many
homes
do
we
have
that
have
rooftop
solar?
How
does
that
compare
on
a
per
capita
basis
to
other
cities
in
california
and
how
many?
How
much
more,
can
we
build
in
terms
of
rooftop,
solar,
a
straightforward
metric
we've
seen
a
really
good
adoption
of
electric
cars
in
palm
springs,
but
we
don't
know
how
many
electric
cars
we
actually
have.
What
we
do
know
and
they're
both
upscale
brands
is
when
bmw
and
cadillac
want
to
tout
their
new
electric
vehicles.
A
A
We
have
because
of
our
unique
climate
and
topography,
better
opportunities
in
just
about
any
other
city
when
it
comes
to
wind
and
solar
power,
and
I
believe
we
should
be
documenting
how
much
wind
and
solar
we're
producing
and
working
with
entrepreneurs
who
can
bring
even
more
wind
and
solar
to
our
community,
and
there
are
a
whole
lot
of
things
that
are
being
done
very
well
in
other
cities.
And
I
applaud
that.
But
we've
got
some
stuff,
that's
very
unique
to
our
city
and
let's
take
advantage
of
that.
E
Thank
you
so
much,
I'm
really
proud
of
our
work
here
and
I'm
really
glad
to
see
the
hiring
of
sustainability
staff.
It's
really
amazing
what
we've
done
with
limited
staff-
and
I
know
many
of
us
have
been
sitting
up
here
for
a
few
years
and
saying
we
need
five
people
in
the
sustainability
department.
So
it's
really
great.
I
think
if
we
do
one
thing
on
council,
I
think
that
will
be
it.
I
would
be
happy
with
that,
because
I
think
it'll
really
change
outcomes.
E
E
I
know
that
there's,
for
example,
a
company
boost
as
a
boost
solar
or
there's
a
company
that
does
a
grid
alternative,
so
I'm
sorry
great
alternatives
that
works
with
low-income
homeowners
or
low-income
folks
to
get
solar
there,
where
they
might
not
be
able
to
lease
it
or
purchase
it.
So
you
know
what
are
I
would
just
ask
you
know.
E
Is
that
going
to
make
more
of
an
impact
than
having
a
green
purchasing
policies,
for
example
right,
and
so
that's
what
I'm
really
focused
on
is
how,
to
you
know,
what's
going
to
reduce
emissions,
and
obviously
we
heard
lots
of
people
call
in
that
land
conservation
goals
and
clarifying
those
and
solidifying
those
those
are
important
to
the
community.
And
then
we
hear
from
the
community
like
com
community
composting.
E
D
I
just
want
to
say
I
think
we
just
picking
up
on
the
mayor's
comments,
that
we
have
great
opportunities
not
to
do
all
the
work
but
to
partner,
and
I
give
you
an
example:
aqmd
has
a
whole
program,
for
you
know
installing
kind
of
solar
electric
car
chargers,
trading
out
old
cars
for
new
cars
and
believe
it
or
not.
A
lot
of
palm
springs
residents
have
taken
advantage
of
this.
So
you
know
whether
we
partner
on
just
advertising,
we
don't
have
to
hire
staff
necessarily.
D
G
Thank
you.
I'm
gonna
try
to
tackle
a
couple
of
these
at
once.
Maybe
do
more
than
one
slide
and
see
if
we
can
pick
up
a
little
bit
of
speed
so
we're
on
to
category
three
and-
and
this
is
a
community
infrastructure
and
and
really
a
lot
of
this
is
going
to
be
a
set
up
for
the
budget
process.
So
as
we
look
at
expanding
maintenance
capacity
parks
and
community
facilities,
we've
heard
a
couple
of
people
advocate
for
libraries.
G
A
lot
of
those
kinds
of
projects
are
contained
within
our
capital
improvements
plan,
which
is
currently
about
a
five-year
horizon.
So
right
now,
staff
is
reviewing
that
plan
in
light
of
the
priorities
that
have
been
established
to
basically
give
council
a
few
more
options.
If
you
want
to
accelerate
some
areas
of
development
over
others,
just
recognizing,
of
course,
that
we
do
have
a
lot
of
work
to
do,
and
capital
projects
take
a
long
time
to
plan
and
develop
so
libraries
are
competing
with
parks
or
competing
with
bike
and
ped
facilities
or
competing
with
street
repaving.
G
We
can
do
more
than
one
of
those
kinds
of
things
in
a
year,
but
when
you
really
look
at
the
long
list,
dog
parks
and
pickleball,
et
cetera,
et
cetera,
we
won't
be
able
to
do
everything
simultaneously.
But
suffice
it
to
say.
I
think
this
priority
really
moves
forward
through
the
budget
process
and
and
our
priorities
within
the
cip
just
to
tackle
one
more
in
the
area
of
community
infrastructure
to
recognize
some
of
the
planning
components
that
have
been
come
that
have
been
brought
up
recently.
G
We've
already
talked
about
adopting
the
housing
element,
confirming
general
plan
vision
and
priorities,
presenting
the
land
use
element
and
then
preparing
to
submit
a
budget
request
for
the
zoning
code.
Update.
That's
a
that's!
A
lot
of
you
know,
documentation.
There
that's
a
way
to
capture
a
lot
of
vision
and
a
lot
of
these
newer
priorities
to
integrate,
eventually
things
like
green
building
codes
etc,
which
are
further
out
on
our
horizon,
but
all
on
our
radar
in
light
of
these
priorities.
A
A
As
a
part
of
that,
in
some
places
we
have
taken
and
moved
streets
from
being
multi-lane
to
a
single
lane
of
traffic
with
a
bike
lane.
We
can't
do
that
everywhere,
obviously,
but
in
places
where
we
can't
explore
those
kinds
of
options,
that
also
has
the
advantage
of
being
a
road
diet
that
can
help
us
when
it
comes
to
reducing
speed
limits.
G
That
point
is
probably
a
matter
of
looking
at
our
cip
and
answering
the
question:
how
much
can
we
afford
to
spend
each
year
on
pursuing
that
master
plan,
because
there'll
be
a
lot
of
great
stuff
in
there
and
it's
just
a
matter
of
how
much
money
which
equates
to
how
long
it
takes
to
build
out
some
of
that
infrastructure.
But
we
should
have
lots
of
good
data
and
information
for
you
to
consider
between
those
two
documents
on
the
near
horizon.
Okay,.
H
H
Either
subcommittee
or
ad
hoc,
as
part
of
the
sustainability
commission
and
we
were
sort
of
each
year
doing
some
of
them
sort
of
like
we
were
roads,
but
it's
been
several
years,
I
don't
know
even
before
covid.
Maybe
we
did
the
last
bunch
sometime,
but
it's
been
a
while,
so
it
might
be
just
worth
checking
in
with
the
sustainability
commission
chair
if
that
still
exists,
and
what
documents
already
were
done.
H
I
know
one
of
the
big
pushes
we
were
looking
at
this
is
going
back
several
years
ago
was
having
really
good
sort
of
protected,
separated
bike
lanes
that
were
east
west
north
south,
so
people
could
traverse
the
city
as
safely
as
possible
and
obviously,
as
you
know,
you've
noted.
We
want
to
sort
of
do
that
environmental
stewardship
tied
into
everything,
so
it
fits
that
pretty
well,
but
just
for
background
for
your
benefit,
if
you
didn't
know
that.
B
D
No,
I
just
want
to
echo
what
councilman
recorder
said
and
also
what
the
mayor
said.
For
me,
I've
always
said
that
changing
the
geometrics
of
our
street,
for
a
variety
of
reasons
for
safety
neighborhoods
coming
together,
would
be
a
priority.
We
have
just
finished
the
safe
routes
to
school
study
which
should
allow
us
to
now
apply
for
some
funding.
D
To
do
some
of
that,
I
think
we
really
a
priority
should
be
applying
for
some
of
that
funding,
so
some
of
that
can
be
instituted,
and
I
don't
know
where
that
sits
in
the
overall
priority
that
we're
looking
at
right
now.
But
it
sounds
like
three
of
us
have
an
interest
in
moving
something
like
that
forward.
E
There's
a
lot
here.
I
really
appreciate
how
important
this
is
for
our
community
justin.
We
had
just
heard
people
call
in
about
pickleball
and
court
infrastructure
and
expansions
and
then
also
the
library,
and
I
know
this
council
has
said
how
important
building
a
library
of
the
future
is
or
renovating
our
existing
library.
G
Yeah,
so
the
cip
is
really
referenced
in
this
work
plan,
but
the
cip
itself
is
where
you
will
see
most
of
that
prioritization.
So
when
we
present
that
later
on
really
just
a
couple
months
from
now,
as
we
start
the
budget
process,
you
will
see
an
initial
kind
of
project
slated
for
either
year,
one
year
two
year,
three
or
whatever,
and
have
an
opportunity
to
say
you
think
something's
more
important
or
you
want
to
accelerate
progress
again.
G
But
as
funding
comes
in
and
as
we
have,
the
capacity
to
plan
and
design
infrastructure
projects
tend
to
be
a
little
bit
slow.
So
we
start
one
and
it
might
be
on
the
scale
of
a
library
from
planning,
design,
construction
and
door.
Open
could
be
a
three
year
process,
so
you
know
that
that
speaks
to
the
urgency
to
start,
and
it
also
speaks
to
how
some
of
these
projects
will
likely
be
staggered
over
time.
E
Things
that's
helpful
for
the
public
as
cip
is
the
capital
improvement
plan.
So
it's
our
plan
about
how
to
invest
our
capital
or
our
funds
into
our
infrastructure.
So
that's
really
helpful.
Thank
you
and
I
had
communicated
with
people
who
hadn't
emailed
me
about
the
library
that
council
has
set
aside.
You
know
and
has
said
that
we
want
to
set
aside
funding
for
a
library,
and
I
would
just
push
us
to
think
about
short-term
progress,
medium-term
and
long-term
progress.
E
Obviously,
I'm
a
short-term
progress
kind
of
person
right
if
there
are
wins
that
we
can
get
like
opening
some
tennis
courts
and
other
parks
in
du
mouth
to
accommodate
pickleball
right.
That
might
be
a
short-term
progress
that
we
can
do
while
we're
working
on
longer
term
planning
and
capital
improvement
planning
for
bigger
projects.
E
G
And
mayor
and
council,
I
do
think
we
can
certainly
pursue
some
short-term
things
while
we
do
more
long-run
range
planning,
but
part
of
what's
so
important
about
metering.
This
work
is
that
we
don't
do
some
planning
on
something
like
a
library
and
then
so
much
time
elapses
that
we
feel
we
need
to
redo
some
of
that
planning.
So
by
by
really
taking
a
more
reasonable
approach
to
how
much
we
can
get
done.
G
When
we
look
beyond
the
next
three
or
four
months
and
we'll
be
asking
that
question
a
lot
and
checking
in
with
council,
where
do
we
need
to
revise
entire
plans
and
create
new
visions
to
reimagine
so
to
speak?
And
where
do
we
have
enough
in
place
to
just
take
some
action?
And
you
know
replace
some
old
infrastructure
or
or
build
some
new
assets.
G
So
again,
I'll
combine
a
few
of
these
items.
We're
now
into
area
four,
which
is
good
governance.
Good
governance
is
not
always
the
most
exciting
outward
facing
priority,
because
sometimes
it's
a
lot
of
back
of
the
house
work
so
to
speak,
but
it's
really
important
that
our
organization
functions
at
a
high
level.
If
we
want
to
deliver
high
level
service
so
enhanced
service
levels,
we've
got
a
lot
of
content
in
the
work
plan.
G
Please
understand
that
this
is
reduced
to
the
things
that
will
occur
in
the
next
few
months
and
that's
largely
presenting
a
budget
to
council
that
has
options
and
proposals
on
how
we
can
ex
enhance
our
service
levels
in
a
variety
of
departments.
We've
already
talked
about
things
like
housing
and
homelessness
and
sustainability,
but
this
also
includes
those
maintenance
positions
and
things
we
were
just
talking
about
doing
local
recruitment
and
then
the
one.
That's
a
little
more
specific
because
we
always
hear
about
the
need
to
communicate,
communicate
well.
G
I
think
we're
just
not
where
we
ought
to
be,
so
we
intend
to
start
an
expansion
soon,
but
but
probably
will
last
for
some
time
and
then.
Lastly,
in
the
area
of
good
governance,
is
improved
financial
management.
That's
not
to
say
our
financial
management
isn't
good
the
city's
in
good
financial
health
etc.
But
we
do
want
to
start
to
capitalize
on
some
of
what
we
already
have
to
do
so,
for
instance,
in
the
budget
process
this
year.
G
The
road
asset
management
fleet
and
facility
replacement
systems
and
those
kinds
of
things
are
are
coming,
but
at
least
in
the
next
few
months,
it's
really
going
to
be
enhancing
the
budget
process.
Since
that's
right
in
front
of
us,
including
two
study
sessions,
as
I
mentioned.
So
that's,
that's
it
in
terms
of
the
the
tasks
please,
if
you
haven't
had
the
opportunity
and
for
members
of
public
review
the
rest
of
the
content
in
those
work
plans,
it
really
is
much
more
exhaustive
in
terms
of
our
approach
to
these
priorities.
G
These
are
just
the
items
for
the
next
four
months,
or
so
I
may
have
mentioned
in
the
beginning
that
our
work
study
sessions
are
more
or
less
spoken
for.
If
we
have
a
review
of
short-term
rentals
and
a
couple
of
budget
sessions,
we
might
have
one
other
we
can
schedule,
but
otherwise
this
is
still
somewhere
in
the
neighborhood
of
10
to
20
agenda
items
over
the
next
eight
meetings.
G
Absolutely
there
there's
a
bit
of
a
maybe
more
art
than
science
in
terms
of
identifying
the
things
that
are
on
our
priorities
list,
where
we're
kind
of
advancing
the
ball
so
to
speak,
and
things
that
we're
already
just
doing
implementing
our
erp
system,
which
is
the
main
backbone
technology
that
our
financial
systems
use
it's.
What
eventually
would
enable
people
to
pay
online
and
kind
of
integrate,
scheduling
and
programming
and
fillable
forms
and
making
payments
and
all
those
things
that's
about
halfway
done
now.
G
We
still
have
another
half
to
go
and
then
we'll
start
to
expand
that
backbone
system
into
all
the
little
modules,
whether
it's
parks
and
rec
scheduling,
or
maybe
a
good
work
order
system,
where
our
apps
that
people
sometimes
use
to
communicate
issues
around
town
function
better
than
they
do
today.
So
so,
yes,
that's
ongoing.
A
B
E
G
Yeah,
so
when
we
looked
at
this
both
in
the
visioning
sessions
and
when
we
put
together
work
plans,
I
think
we
resolved
that
it
would
be
very
difficult,
considering
a
robust
process
where
we
solicited
comment
and
considered
options
to
make
a
change
to
salary.
Before
most
people
were
going
to
declare
their
intent
to
run
for
office
which,
as
we
know,
numerous
candidates
have
already
done.
So
we
have
that
time
horizon
right
now
beyond
the
election,
but
within
the
next
year,
or
so.
G
I
think
some
smaller
items
is
smaller
in
scale,
but
still
recommendations
from
the
cdr
cvra
working
group
could
be
accomplished
a
little
sooner.
So,
for
instance,
we've
talked
about
a
vehicle
stipend
in
lieu
of
reimbursing
mileage,
which
tends
to
be
administratively
burdensome,
and
I
think
we
could
do
some
of
those.
Importantly,
some
of
the
work
that
we
haven't
talked
about
yet
in
process,
including
a
review
of
boards
and
commissions
some
of
the
cbra
stuff.
G
Those
were
to
some
extent
landing
on
the
city,
clerk's
lap
and
and
we're
going
to
have
a
transition
in
the
city
clerk
position
as
our
city
clerk,
who
we're
all
very
fond
of,
is
taking
a
position
in
another
community.
So
there
again,
we
do
have
to
kind
of
manage
those
transitions
where
a
team-
that's
already
small,
will
be
without
roughly
25
of
its
capacity,
maybe
20,
but
we
do
have
that
on
the
work
plan.
It's
just
just
wasn't.
We
didn't
feel
like
it
was
quite
achievable
in
time
to
inspire
people
to
run
for
office.
G
So
really
it's
the
process
related
work.
I
think
we
can
move
through
some
of
that
very
quickly.
All
we're
looking
for
is
high
level
direction
on
on
some
very
concrete
recommendations
and
some
that
would
still
require
some
additional
analysis.
So
we
don't
need
to
dig
into
details,
but
what
we
have
in
mind
is
to
walk
you
and
members
of
the
public
through
kind
of
the
various
role
players,
residents
and
stakeholders
identify
some
challenges,
identify
some
opportunities,
get
broad
direction
from
council
and
wrap
up
all.
A
G
F
G
How
about
now
now
you're,
good,
okay,
great?
So
just
broadly
speaking,
this
process
improvement
discussion.
It's
really
an
opportunity
to
step
back
and
see
the
whole
picture,
improve
systems
that
aren't
working
well
and
really
we're
going
to
focus
tonight's
conversation
on
what
I'm
calling
role
players.
G
Local
government
is
really
unique
from
all
other
forms
of
decision
making
government
in
general,
because
it's
so
participatory
democracy
is
really
the
concept
we're
working
with
here.
You
know,
unlike
business,
unlike
non-profits,
in
a
single
decision,
even
for
a
relatively
small
item,
it
could
be
touched
by
residents
by
numerous
stakeholders
and
affinity
groups
by
multiple
jurisdictions,
external
and
internal,
within
the
organization
by
numerous
staff,
sometimes
multiple
departments-
maybe
council-
maybe
committees
of
council
boards
commissions.
G
So
it's
not
unusual
to
have
hundreds
of
people
representing
dozens
and
dozens
of
agencies
or
or
entities
involved
in
a
single
decision.
For
that
reason,
it
becomes
really
really
important
that
the
roles
are
clearly
defined.
The
linkages
between
those
groups
work
really
well
and
when
they
don't,
we
see
a
kind
of
breakdown.
So
we're
going
to
look
at
process
improvement
this
evening,
largely
from
the
perspective
of
each
of
those
role
players
I
mentioned
I'm
going
to
outline
some
challenges
and
some
opportunities
and
then
seek
some
feedback
from
counsel
and
and
if.
G
I
could
probably
go
through
all
of
this
and
we
could
have
discussion
at
the
end.
So,
firstly,
residents,
you
know
the
the
the
opportunities
and
challenges
first
challenges
resident
engagement.
We
we
can
be
hard
by
itself
right,
just
making
sure
that
we
engage
people
and
that
they
remain
interested
in
what
we
do.
I'm
hearing
all
voices
can
be
a
challenge,
keeping
residents
informed
and
then
the
timing
and
timeliness.
It's
not
unusual
that
will
be.
G
You
know,
20
through
an
item
50,
70,
90
and
any
point
along
the
way
somebody
new
might
come
to
the
conversation,
but
they
weren't
present
for
whatever
work
occurred
before
their
arrival,
and
so
there
can
be
a
sense
sometimes
of
either
people
wanting
to
start
over
or
just
a
frustration
being
part
of
an
item
from
beginning
to
end.
So
what
are
some
of
our
opportunities?
Given
those
challenges?
G
Number
one,
I
think
using
more
broad
tools,
including
surveys
and
polls
and
focus
groups,
I'm
designing
engagement
for
non-traditional
audiences.
We
have
a
lot
of
input
from
the
same
folks
over
and
over
and
over
again.
We
also
don't
hear
from
a
lot
of
the
same
people
within
our
community,
so
designing
new
tools
that
might
be
more
likely
to
reach
those
audiences
is
important,
consider
broader
use
of
working
groups
and
consider
creating
some
sort
of
a
citizen
or
resident
academy
where
people
can
learn
more
about
how
local
government
works
and
how
they
can
participate.
G
I
I
showed
an
example
of
a
work
plan
earlier
and
we
saw
components
of
that
work
plan
address
things
like
resident
engagement
and
how
or
participation
how
exhaustive
it
might
be,
or,
or
whatever.
I
think
what
we
want
to
do
moving
forward
as
we
look
at
those
work
plans.
As
some
of
these
priorities
unfold
is
start
to
plan.
G
Much
more
proactively,
what
is
going
to
be
our
engagement
strategy
and
what
is
going
to
be
our
communication
strategy
so
that
we're
always
prepared
with
those
items
as
we
roll
out
things
like
improving
homelessness
or
addressing
climate
change,
so
more
and
more
will
be
ready
with
those
component
pieces
and
some
of
these
new
creative
tools
with
stakeholders
it
can
be
similar.
Stakeholders
really
can
be
great
because
they're
somewhat
representative
in
nature,
they
don't
exist
for
all
interest
groups,
so
we
don't
always
hear
all
the
voices.
G
Sometimes
we
get
a
lot
of
participation
within
an
area,
so
obviously
we're
a
tourist
economy.
So
we
have
lots
of
engagement
from
tourist
related
groups.
Some
of
them
can
there's
so
many
within
tourism.
It
can
seem
sometimes
like
they're,
overlapping
or
or
to
some
extent
redundant
and
then
in
other
areas
we
might
not
have
any
stakeholder
group
at
all.
G
So
our
opportunities
there
are
to
seek
and
incorporate
input
from
non-stakeholder
groups
to
make
sure
that,
if
we're
talking
about
a
subject
where
we
have
lots
of
stakeholder
engagement,
but
maybe
the
other
side
of
the
position
doesn't
have
as
much
stakeholder
engagement,
what
do
we
do?
How
do
we
reach
out
to
some
new
groups
and
encourage
participation?
G
I
think
this
is
another
area
where
broad
use
of
working
groups
can
be
really
helpful,
as
as
it
is
with
resident
engagement,
because
you
can
set
up
working
groups
to
be
more
representative
of
all
the
complex
positions
that
residents
may
take
on
an
issue.
So,
rather
than
just
hearing
from
the
already
well-established
stakeholder
group,
you
can
compose
a
working
group
with
some
members
of
a
stakeholder
group,
but
also
some
residents
that
might
represent
another
position,
even
though
they're
not
already
organized
as
stakeholders.
G
G
When
you
might
feel
that
there
are
two
or
three
broad
sides
of
an
issue,
you
can
create
the
working
group
to
mirror
those
positions
and
if
say,
a
group
of
nine
people
representing
three
interests
can
come
together
and
find
compromise.
It's
likely
that
the
broader
audiences
that
those
voices
are
meant
to
represent
can
also
find
compromise.
G
G
External
partners.
You
know
we
have
a
lot
of
them
multiple
jurisdictions.
At
the
government
level,
the
interests
aren't
always
perfectly
aligned,
sometimes
our
partnerships
with
those
external
groups
diminish
if
we
don't
have
regular
contact
mutual
interest
or
shared
work,
and
it's
unfortunate
then,
when
a
high
priority
item
comes
up
where
we're
needing
to
work
with
an
external
partner,
and
we
haven't
fostered
that
relationship,
it
can
be
much
more
difficult
when
the
poor,
the
rapport,
isn't
already
established
so
opportunities.
G
There
keep
connection
with
those
key
stakeholders
and
or
sorry
partners,
even
when
there's
no
shared
work,
so
we
might
look
at
establishing
regular
meetings
with
some
of
the
agencies.
We
don't
work
with
all
the
time.
You
know
school
district,
tribal
government,
you
know
lots
of
those
partners.
We
share
some
business
with,
but
don't
always
convene
regularly
to
foster
the
relationship
and,
frankly,
to
discover
where
we
may
have
mutual
interests
and
opportunities
for
shared
work.
G
G
So
next
steps
there
establish
a
schedule
for
periodic
meetings
with
those
key
partners
and
look
for
more
of
those
opportunities
for
shared
work
boards
and
commission.
Another
really
valuable
part
of
our
decision-making
process.
Commission
structures,
we've
noticed,
can
vary
significantly.
Authority
can
vary
between
boards
and
commissions.
We've
identified
that
sometimes
boards
and
commissions
lack
strategic
direction
provided
by
council.
Sometimes
they've
also
lacked
the
ability
to
input
council
through
the
process
of
creating
priorities.
G
We've
attempted
to
close
that
gap
somewhat
this
year
by
soliciting
feedback
from
boards
and
commissions
that
was
delivered
to
council
to
create
priorities
and
then,
as
these
priorities
are
created,
delivering
that
message
also
back
to
boards
and
commissions
so
that
we
can
stay
in
alignment.
There
is
sometimes
confusion
about
roles
and
responsibilities.
Again
our
process
involves
so
many
people
that
necessarily
we
all
have
a
fairly
small
role,
even
staff
that's
paid
to
be
here
and
make
decisions
and
and
propose
things
to
counsel
full
time
has
a
small
role.
G
When
you
really
look
at
all
of
the
other
role
players
with
residents
and
external
partners
and
stakeholders,
boards
and
commissions
and
council,
we
have
noticed
an
observed,
lack
of
onboard
and
trait
onboarding
and
training
of
new
board
and
commission
members
and
a
lack
of
integration
and
communication,
so
sometimes
they
feel
isolated.
Sometimes
the
work
that
a
commission
may
be
pursuing
is
not
well
known
to
council
or
council
might
have
given
some
direction.
That's
not
well
known
to
the
commission,
so
our
opportunities
there
streamline
commission
structures,
review,
amend
and
clarify
roles
and
responsibilities.
G
I
think
it
would
make
sense
to
start
to
look
at
the
enabling
ordinances.
Look
at
the
the
activities
of
commissions
create
some
alignment
between
them,
where
we
are
missing
things
like
good
bylaws
or
our
handbooks.
You
know
things
like
council
has
with
its
rules
of
procedure.
We
could
create
those,
and
then
we
need
an
annual
schedule
to
expand
and
maintain
communication,
so
that
annual
schedule
certainly
includes
things
like
getting
input
from
commissions
on
priorities,
giving
strategic
direction
back
to
commissions.
G
But
it's
that's
probably
not
all
we
need.
We
need
periodic
touch
points,
whether
that's
facilitated
by
staff
or
maybe
commission,
chairs
and
and
the
mayor,
maybe
an
annual
get
together
where
we
discuss
priorities
and
progress,
it's
been
suggested.
Maybe
that's
a
commissioned
dinner
or
something
like
that,
but
numerous
opportunities
to
keep
the
communication
strong
and
then
again
lots
of
onboarding
and
training
materials
so
that
we're
periodically
reviewing
some
of
those
roles,
responsibilities,
rules
etc.
So
that
staff
commissioners,
council
members
all
stay
well
aligned
in
our
roles
and
responsibilities.
G
So
I
touched
on
some
of
these
next
steps
already,
but
reviewing
the
ordinances
by
lots,
etc.
Suggestion
changes
back
to
council
that
would
create
some
consistency
and
efficiency,
establish
those
processes
to
ensure
consistency
of
work.
Things
like
handbooks
and
a
regular,
regular
schedule
of
connecting
will
all
facilitate
a
better
workflow
within
and
between
boards
and
commissions
committees
and
subcommittees.
G
We
again
hear.
Sometimes
these
are
council
committees,
sometimes
they're
committees
of
permissions,
but
what
we
often
see
is
tension
between
the
subcommittee
and
the
body
as
a
whole.
So
we've
had
conversations
about
sometimes
work
that
a
committee's
done
and
it
comes
back
to
council
and
it's
up
fully
baked,
instead
of
maybe
partially
baked,
which
would
leave
additional
opportunity
for
council
to
participate
and
and
fill
in
some
of
the
gaps.
G
G
G
And
then
sometimes
the
committees
lack
clear
direction.
We
all
sometimes
lack
clear
direction
and
fairness,
and
that
leads
to
a
fair
amount
of
improvising.
So
once
a
task
has
been
handed
off
to
a
committee,
if
it's,
if
it
doesn't
come
with
very
clearly
defined
parameters,
that
group
of
people
is
going
to
do
what
most
good
human
beings
who
are
engaged
in
a
topic.
They're
going
to
do
they're
going
to
sit
around
and
ask
what
else
can
we
do
to
enhance
the
dialogue?
What
else
can
we
do
to
enhance
the
word
product?
G
So
our
opportunities
there.
We
should,
I
think,
consider
reducing
the
use
of
committees.
Council
really
reached
that
conclusion
at
the
visioning
session,
and
so
for
members
of
the
public
that
have
noticed.
We
have
not
had
things
like
business
retention
meetings
on
an
ongoing
basis.
I
do
think
we
should
maintain
the
ability
to
create
either
subcommittees
or
for
council
members
to
participate
in
working
groups.
G
G
When
the
business
retention
group
was
considering
parklets,
they
were
able
to
listen
to
a
lot
of
stakeholders,
collect
input
and
deliver
that
in
a
consolidated
and
concise
way
to
counsel
so
that
we
didn't
need
to
spend
time
at
a
council
meeting
going
through
that
work
on
the
ground
level.
So
an
alternative
to
a
committee
to
take
that
on
could
have
been
a
small
working
group
where
a
couple
council
members
could
still
participate.
G
What
role
is
left
for
the
body
as
a
whole
to
undertake
to
make
sure
that
the
committee
or
subcommittee
doesn't
go
too
far
with
its
with
this
role
and
then
consider
deferring
more
often
to
existing
stakeholder
groups,
commissions
or
other
already
established
groups.
So
we
don't
have
again
too
much
redundancy.
G
Last
one
to
review
here
is-
is
counsel
itself
challenges
that
you
have.
From
my
vantage
point,
I'm
reconciling
the
many
voices
you
are
where
the
buck
stops.
So
you
are
the
one
and
the
only
one
responsible
to
hear
input
from
everybody
else
from
the
residents
from
the
stakeholders,
from
the
external
partners,
from
staff
from
committees
from
commissions
and
make
final
decisions.
G
Sometimes
it
can
be
unclear
exactly
what
the
roles
are:
the
expectations
between
council
as
a
body
and
as
a
governmental
entity.
You
are
any
majority
of
the
five
of
you
at
any
given
time,
but
you
also
have
responsibilities
as
individual
council
members
when
it
comes
to
your
districts
when
it
comes
to
constituent
relations,
etc.
So
continuing
to
work
to
clarify
those
roles
and
the
separation
between
individual
council
members
and
council
as
a
body
is
important.
G
Sometimes
we
have
unclear
roles
or
or
again
with
other
role,
players
in
the
process.
What
roles
they're
going
to
play
limited
time
to
do
unlimited
work?
We've
talked
a
lot
about
that
tonight
that
there
are
more
ideas
than
we
could
ever
pursue.
We
will
never
ever
work
ourselves
out
of
the
expectations
of
a
community.
That's
not
how
democracy
works,
it'll,
never
happen.
G
G
So
next
steps
there
I
mentioned
we're
going
to
bring
back
the
rules
of
procedure,
change
the
order
of
the
agenda
a
little
bit
schedule.
Some
additional
study
sessions
likely
once
a
month
for
the
foreseeable
future
review
and
adjust
our
work
plans
occasionally
through
the
year
and
then
complete.
Some
of
these
other
process
improvement
related
reviews,
including
our
boards
and
commissions.
So
I
apologize
that's
a
lot.
I
thought
it
might
be
helpful
to
go
through
it
all.
C
Yeah,
I
think
that
that
adequately,
that
adequately
describes
what
we
just
we've
discussed
about
this
and
what
we're
looking
to
do.
I
just
did
want
to
raise
up
one
thing
that
I've
noticed
is
that
we
do
often
hear
a
lot
from
the
same
people,
but
I
think
we
also
have
trusted
messengers
that
the
council
lifts
up
as
a
body
and
then
there's
other
times
when
we
have
people
calling
in
on
behalf
of
groups.
But
we
don't
know,
we
don't
seem
to
know
enough,
and
then
we
don't
elevate.
C
Those
and
so
part
of
what
I'm
hoping
we
can
do
is
to
just
really
be
thoughtful
about
making
sure
that
when
there
are
trusted
messengers
that
come
forward
that
we're
hearing
from
them,
for
instance,
you
know
everybody
in
this
desert
highlands
shouldn't
have
to
call
into
the
art
commission
to
tell
them
that
they,
like
the
art,
the
new
art
in
the
community.
You
know
the
mess
the
person
who's
on
the
arts
commission
who
is
from
the
community.
G
Absolutely
I
I
mentioned
that
we're
going
to
be
working
on
these
resident
engagement
plans
as
comp
component
pieces
of
these
priorities,
and
that's
one
of
the
reasons
is
so
that
early
on,
not
once
we're
already
immersed
in
the
topic,
but
beforehand
we
can
start
to
identify.
Where
are
the
already?
You
know
the
well-working
stakeholder
groups,
where
we
can
count
on
those
messengers,
they're
representative
in
nature
like
1ps,
you.
G
They
have
a
system
to
reach
out
to
neighborhoods
and
get
feedback,
but
but
just
as
importantly,
we
might
have
a
handful
of
groups,
but
are
there
audiences?
We
don't
anticipate
we're
going
to
hear
from
because
they
don't
have
the
same
level
of
kind
of
stakeholder
group
already
created.
And
what
are
we
going
to
do
to
get
some
of
those
voices?
G
If,
if
we
can't
just
quickly
call
a
group
that
we
already
have
a
great
relationship
with
and
say,
hey
reach
out
to
your
members
and
tell
us
what
you
think,
right
and
and
to
do
more
proactive
planning
along
those
lines
and
develop
some
tools
that
we
can
use
repeatedly
as
good
ways
to
reach
some
of
those
audiences?
We
don't
hear
from
as
often
and
in
some
cases
maybe
some
of
those
groups
that
are
a
little
more
loosely
affiliated
can
become
something
more
like
a
stakeholder
group,
so
that
it's
also
easier
to
rely
on.
E
Thank
you.
I
think
that's
a
really
good
point
and
really
appreciate
that
that
I've
agree-
and
I
think
I've
raised
that
a
few
times
that
sometimes
we
air,
we
risk
group
think
you
know
when
we
have
a
committee
or
we
have
a
group
that
all
thinks
one
way
we
don't
have
diverse
voices,
and
so
I
think
that's
been
a
downside,
sometimes
of
certain
boards
or
commissions
or
other
groups
that
we've
assembled.
E
We
can
then
help
solicit
and
have
a
diverse
group
set
of
experiences,
but
I
think
that's
just
really
key
to
creating
good
conversations,
which
is
how
democracy
works,
having
everyone
at
the
table
and
and
hearing
the
different
perspectives
and
picking
the
best
ideas.
So
I'm
really
hopeful
that
we
can,
you
know,
move
more
into
that
direction
and
I
really
we
appreciate
everything
that
that
we
do
as
a
city
and
our
boards
and
commissions.
It's
really
incredible.
E
The
the
talent
level
we
have
in
the
city
is
just
truly
amazing
and
the
commitment
people
have
and
the
desire
to
give
back.
So
I
think
I
felt
frustration
and
I've
heard
it
from
our
commissioners
not
being
able
to
influence
policy,
and
I
think
if
we
create
some
real
roles
and
responsibilities
and
pipelines,
we'll
just
have
more
effective
outcomes,
which
is
what
we
all
want
so
really
supportive
of
your
proposals
here.
G
Yeah
and
if
I
may,
council
member
holsters
the
working
group,
I
think
really
we
could
proliferate
the
use
of
that
tool.
Just
for
the
reason
you
said,
I've
found
that
sometimes,
when
you
have
a
particular
policy,
you
know
you're
reaching
out
but
you're.
Just
saying:
hey
come
and
make
comment,
but
when
you
carve
out
a
role
and
say,
for
instance,
we're
looking
at
an
inclusionary
zoning
policy
or
we're
looking
at
tenant
protections
and
what
we
need
is
a
tenant
who's
moved
around
the
community
who's.
G
Maybe
can
really
share
their
first-hand
experience
of
what
that's
been
like.
That's
a
really
empowering
scenario
for
someone
to
participate
because
they
have
an
important
role
to
not
only
bring
a
voice
but
then
use
that
voice,
or
you
know,
or
that
perspective,
to
analyze
some
potential
solutions.
But
you
don't
just
bring
them
together
with
other
tenants,
necessarily
it
might
be
landlords
and
tenants
and
advocacy
groups
etc.
G
So
that,
if
there's
a
point
of
tension,
they
can
attempt
to
reconcile
that
among
themselves
and
then
bring
it
to
council
and
say
here's
what
we
could
all
agree
to
and
if
we
could
agree
more
than
likely.
The
broader
constituent
groups
that
they
represent
would
also
agree
that
it's
a
fair
compromise.
So
it's
a
great
way
to
hear
new
voices
and
to
really
vet
policy
in
a
different
way.
D
No,
I
think
you
know
during
our
study
session
and
I
think
it
really
encapsulates
everything
to
kind
of
re.
You
know
I'm
I'm
when
they've
been
boisterous
about
making
sure
that
we
have
clarity
and
and
what
our
commissions
do
and
the
value
that
they
provide
and
they're
on
track.
So
I
think
it's
absolutely
excellent
that
we're
moving
in
this
direction
and
we
can
work
better
as
a
team.
H
Me,
okay,
I'll,
try
it
now.
You
know
we're
very
we're
really
fortunate
right.
We
have
you,
know
our
city
of
45
000,
full-time
people.
I
think
we
have
50
neighborhood
organizations
and
I
think
we've
worked
to
make
sure
everyone's
involved,
but
so
often
I
think,
following
up
on
your
comments,
counseling
for
hostage
renters,
don't
get
involved
in
the
same
way
that
property
owners
do
and
that
outreach
to
renters,
and
you
find
it.
H
You
know,
sadly,
more
often
when
you're
campaigning
right,
because
you're
talking
door-to-door
and
actually
it's
easier
to
go
door-to-door
in
some
apartments,
then
it
is
houses
sometimes,
and
you
realize
just
how
disconnected
a
lot
of
renters
feel.
So
you
know
I
know,
we've
looked,
you
know
as
we
look
for
different
voices
and
different
lived
experiences
on
our
boards
and
commissions
and
other
things
you
know
we
may
have
to
just
start
doing
mailings.
H
You
know
to
apartment
buildings
and
things
that
are
a
little
more
more
outreach,
because
I
do
think
there's
that
disconnect
not
because
people
aren't
interested,
because
you
know
that's
not
what
I
found
when
I've
talked
you
know
and
walked
requirements
are
very
interested.
They
just
don't
feel
they
have
the
avenue
to
engage,
and
I
know
expanding
1ps
to
cover
all
the
apartment.
Buildings
was
a
priority
for
us
and
for
the
leadership
at
1ps,
but
I
think
just
based
on
what
it
existed
for
so
long.
H
We
may
need
to
do
some
more
outreach,
as
boards
and
commissions
are
now
opening
we're
going
to
start
interviewing.
I
think
it's
mayor
pro
tem
and
I
and
I'm
happy
to
you
know,
walk
some
of
the
apartments
in
my
district
or
elsewhere,
but
I
think
we
may
need
more
outreach
right
to
really
let
people
know
we
want
them
on
boards
and
commissions.
H
We
need
that
that
voice,
because
I
I
agree
and
when
you
said
that
councilmember
holstein
really
reminded
me
of
we
have
to
do
different
outreach
for
different
groups
of
people
to
engage
them,
and
so
just
something
to
think
about
as
we
do
that
outreach
moving
forward,
but
really
good.
I'm
really
glad
we're
looking
at
all
this
and
you
know,
as
you
always
say,
democracy
is
messy,
but
it
works
when
we
get
a
lot
of
input.
G
H
G
G
That
that
that's,
what
we
would
do
is
is
go
ahead
and
go
through
identify
some
of
the
conflicts
that
we
know
exist
and
make
some
accommodations
of
those
and
then
just
like
we
present
the
entire
council
calendar
to
you.
We
would
present
a
calendar
of
study
sessions
in
in
similar
fashion
for
final
consideration
and
review,
but
I
wanted
to
throw
it
out
as
a
concept
before
we
do
that
work
to
make
sure
that
there
aren't
any
major
red
flags
with
that
approach.
All.
H
You
know,
as
we
get
later
in
the
year,
that's
going
to
be
easier,
but
just
looking
quickly
march
and
may
those
dates
don't
look
like
they
work
for
me.
You
know,
staff
doesn't
have
our
personal
schedules,
one
might
be
movable,
but
you
know
so
if
we
can
look
out
the
whole
year
and
try
and
get
all
the
dates
set
now
that
would
help.
G
A
And
I
think
we've
reached
the
point
where
we
can
adjourn
the
meeting
unless
somebody
objects,
I
don't
see
any
objections,
so
the
city
council
meeting
for
february
22nd
is
adjourned
at
8
23
p.m.
The
next
regular
city
council
meeting
will
be
held
february,
24th
2022
at
5
30
pm.
We
give
you
the
next
43
hours
to
yourselves
before
we're
back.
Thank
you.