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From YouTube: AUG 24, 2023 | City Council Study Session: City Council Governance - Norms and Procedures
Description
City of San José, California
City Council Study Session: City Council Governance - Developing Norms and Procedures, August 24, 2023
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=1115530&GUID=AB5FA379-6248-4ADA-8091-A8E5CF7BF145
A
A
A
A
A
B
B
A
B
C
F
C
C
G
C
The
time
to
be
here,
you
know
this
is
this
came
out
of
a
some
conversations
that
council
members,
Cohen
and
fley
and
I
had
about
taking
time
the
value
of
taking
time
to
step
back
and
reflect
on
how
we're
working
together
and
talk
about
norms
and
how
we
might
be
able
to
be
more
effective
and
more
efficient
together.
You
know:
we've
done
a
lot
of
great
work
together
this
year,
but
obviously
a
lot
of
lot
of
new
members.
C
H
C
But
the
hope
is
that
process-wise
Pro,
procedurally
culturally
we're
set
up
to
be
as
effective
as
a
body
as
we
can
possibly
be
and
I
I
think
we've
been
doing
a
lot
of
great
work
together.
But
this
is
just
an
opportunity
for
to
step
back
and
reflect
on
what
is
and
isn't
working
well
and
what
what
we
might
be
able
to
do
better
together.
C
So
I
want
to
do
a
couple
things
I'm
in
a
moment
going
to
turn
it
over
to
council
members
fully
and
Cohen
to
share
their
thoughts
because
we
co-authored
the
memo
and
anything
else
they
want
to
add,
but
I
also
just
really
want
to
thank
Lee
Wilcox
in
particular,
but
the
whole
Administration
and
and
including
Nora,
for
helping
to
plan
this
session
and
putting
a
lot
of
thought
into
how
they
can
support
us
in
our
growth
as
a
as
as
an
elected
body.
So
thank
you.
Lee.
C
I
To
D4
all
right
well,
thank
thank
you,
mayor
and,
and
thank
you
everyone
for
being
here.
You
know
when
I
was
on
the
school
board.
One
of
the
things
that
the
school
board
State
Schoolboard
Association
does
really
well
is
provide
training
for
new
Schoolboard
members.
When
you
first
joined
the
school
board
and
it
occurred,
it's
occurred
to
me
that,
even
in
a
few
years,
we've
never
had
this
kind
of
training.
I
This
kind
of
of
team
building
that
that
I
think
school
districts
do
every
two
years
when
there's
new
members
on
their
boards
and
they
we
do
annual
goal
setting.
We
do
annual
Norms
discussions
and
training
as
school
boards,
and
so
one
of
the
things
that
they
talked
about
is
that
being
a
member
of
a
board
is
different
than
in
a
lot
of
other
positions,
a
lot
of
other
leadership
roles.
It's
it's
about
being
part
of
a
team,
a
governance
team.
I
The
hardest
part
of
being
part
of
a
governance
team
compared
to
things
that
people
do
in
other
types
of
roles
is
that
the
city,
the
organization
that's
led
by
that
team
is
acting
in
the
by
the
direction
of
the
team
collectively
and
not
by
the
direction
of
individuals
and
so
understanding
that
we
act
collectively,
even
though
we
all
might
not
agree
on
the
direction
that
gets
decided
on
that
comes
out
of
that
team.
But
we
have
to
be
supportive
of
the
direction
that
comes
out
of
the
of
the
group.
I
And
so,
while
we
advocate
for
our
own
positions,
we
also
are
supposed
to
be
supportive
of
the
collective
directions
that
we
choose
and
it's
really
the
hard
one
of
the
hardest
things
about
being
an
elected
official
on
a
governance
team.
So
I
hope
that
we'll
be
able
to
start
to.
You
know
talk
today
a
little
bit
about
how
we
listen
and
understand
the
will
of
the
body
just
as
much
as
we.
We
are
good
all.
I
Lee
and
I
just
want
to
also
brag
a
little
about
him.
He
he's
actually
done
this
training.
Other
cities
invite
him
to
go
there
and
do
training
for
their
teams.
He's
done
this
kind
of
training
for
I
understand,
was
it
Morgan,
Hill
and
other
cities
right,
and
so
we
have
somebody
here
who
has
the
ability
to
bring
some
of
that
facilitation?
For
us
for
us
to
have
this
conversation,
and
so
I'm
excited
to
to
go
through
the
exercises
and
I
hope
that
we'll
all
learn
something
and
take
something
away
from
the
exercise.
I
J
Very
well
said
so:
I
I
don't
have
much
to
add,
except
to
sort
of
mirror
what
council
member
Cohen
said
about
the
training
we
had
on
the
school
board
and
just
to
give
you
some
background
on
what
we
used
to
do
and
I'm
don't
throw
this
out
as
just
to
say
we
did
it
so
well,
it's
San
Jose
Unified
and
we
need
to
adopt
it
here,
I'm,
not
saying
that,
but
it
was
a
learning
tool
for
us
and
one
thing
we
used
to
do
was
every
year.
We'd
start
this.
J
The
session
off
in
August
or
September
with
a
a
retreat
and
the
school
board
also
must
abide
by
the
brown
act.
So
these
are
open
public
meetings
that
we
would
always
the
public
would
be
invited
to.
Unlike
a
city
council
meeting
where
the
public
actually
attends
the
meeting,
we
don't
have
at
Schoolboard
meetings
or
Retreats.
We
never
really
had
anybody
from
the
public
show
up
so
you're
able
still
knowing
that
able
to
have
a
really
open
and
honest
discussion
about
the
Norms.
So
every
year
we
would
adopt
policies
and
pre
procedures
on
one.
J
J
Perhaps
but
overall
we
represent
the
city
and
our
job
is
to
do
the
best
we
can
to
take
care
of
our
communities
and
our
city
so
the
having
the
opportunity
to
have
those
Retreats.
We
don't
have
that
opportunity,
but
we
can
have
this
discussion
about
it
and
when
we
started
out
with
a
six
new
council
members
and
one
new
mayor,
so
seven
new
people
in
their
seat,
it
became
clear
to
me
we
needed
to
just
kind
of
level
set
where
we
all
are
on
procedural
issues.
J
C
K
Okay,
thank
you
very
much
mayor
and
Council.
I
have
some
notes
behind
me,
so
I'll
be
turning
back
and
we're
going
to
start
the
presentation,
but
this
is
a
topic.
I
enjoy
very
much
actually
so
expert
is
probably
a
loose
term,
but
thank
you,
council,
member
Cohen,
but
I
I
do
enjoy
this
subject
very
much.
K
Hold
on
there
we
go
so
as
the
mayor
and
council
members
stated,
we
are
going
to
kind
of
go
through
some
modules.
Today.
It's
really
important
that
we
spend
a
little
bit
of
time
on
kind
of
talking
about
some
of
the
characteristics
of
the
organization
and
the
environment
in
which
we
all
work
in.
It
is
very
different
and
I
I'll
talk
about
that,
as
well
as
some
of
the
procedures.
K
I
know
that
sort
of
when
we
think
procedures
like
whenever
I
have
a
a
staff
meeting
on
my
side
and
we
need
to
talk
through
procedures.
It's
not
my
favorite
thing.
I
will
say
it's
incredibly
important,
especially
for
you
guys
being
efficient
in
a
meeting.
Some
of
you
that
you
know
are
new
here,
which
we'll
talk
about
a
lot
of
you
are
new.
Here,
come
June
and
December.
K
Okay,
so
we're
going
to
walk
through
that
I'm
going
to
do
a
little
bit
of
kind
of
the
local
government
context
as
we
walk
through
this
and
after
that
we
will
hand
it
off
to
Nora
who's,
going
to
be
giving
the
Roberts
Rules
of
Order
training.
I
do
want
to
say
just
a
few
things
before
we
start
government
should
be
held
to
a
higher
standard
accountability.
H
K
Of
this
environment
and
and
how
we
work
that
are
difficult.
That
is
no
way
me
saying
that
we
should
change
our
transparency
or
accountability
rules.
There
is
simply
to
put
those
out
there
for
you
guys
to
see
and
understand
to
help
inform
your
conversation
later.
So
it's
not
an
indictment
of
you
know.
K
We
should
be
able
to
make
every
decision
in
close
session
by
no
by
no
means
am
I
saying
that
I
also
want
to
say
that
you
know
council,
member
Foley
sort
of
mentioned
it,
but
this
is
a
this
is
kind
of
a
retreat.
It
is
a
team
building
exercise.
If
we
were
doing
in
this
Administration
it
would
be
up
on
the
tower
somewhere
and
not
on
TV.
If
it
was
a
sports
team
that
wanted
to
figure
out
hey
like
we
need
to
be
a
little
bit
better,
it
would
be.
K
Get
your
act
together
or
something
it
it's
a
very
private
thing,
and
that
just
kind
of
you
know
illustrates
how
different
this
is.
There's
people
watching
on
TV
there's
people
in
the
audience
they
get
a
partake
in
a
conversation
of
how
you
decide
to
work
together
and
I.
Think
David
said
it
it's
a
governance
team,
but
you
guys
don't
get
the
opportunity
privately
to
talk
about
how
that
team
functions.
So
it's
just
a
very
different
characteristic.
K
I
also
would
just
want
to
say
there
as
we
go
through
the
local
government
context.
It's
not
an
attempt
for
me
to
tell
you
how
to
do
your
job
job
whatsoever.
It's
me
pointing
out
the
things
that
I've
seen
over
my
career
as
well
as
other
experts
in
the
field
and
of
course
there
are
some
generalizations,
because
every
Council
any
governing
Bo
board
or
body
is
very
unique
into
itself.
Next
slide,
Mike
next,
one!
L
K
A
K
We
we
wanted
you
guys
to
learn
quickly
and
I
should
say
we
talked
about
that
transition
a
little
bit.
Only
four
of
you
returned
from
the
last
Council
in
your
previous
job,
meaning
seven
of
you
that
are
are
are
new
to
your
job.
In
this
and
I've
been
here
nearly
19
years,
that's
the
biggest
transition
I've
ever
seen.
It's
a
rather
large
transition.
In
fact,
our
term
limits
here
are
usually
you
know
staggered,
so
that
doesn't
happen,
they're
staggered
in
most
governing
boards,
so
that
doesn't
happen
so.
H
K
Thing
and
so
good
job
for
the
first
six
months.
You
know
we
spent
our
first
week
together.
All
of
you
guys,
your
staff
and
our
staff
out
at
Hank
Lopez
walking
neighborhoods
the
first
week
doing
press
conferences.
You
know
trying
to
get
people
out.
You
know
our
unhoused
community
out
of
coyot
Creek.
That
was
you
know.
We
came
together
in
that
very
first
week
to
do
a
lot
of
great
things
for
our
community,
followed
by
transitions
for
all
of
you,
you
know
coming
up.
K
As
a
team,
as
well
as
you
guys,
learning
a
host
of
different
policies
on
the
fly,
every
Tuesday
next
slide
so
part
of
that-
and
this
is
really
hard,
at
least
on
this-
to
to
see
the
red,
but
also
starting
in
November
December
and
in
January
with
the
council
orientation
program.
You
know
that
that
was
a
lot
of
logistics
and
everything
even
moving
into
the
building
for
some
of
you,
but
really
the
educational
component.
What
is
this
organization
of
7,000
employees
264
lines
of
services,
and7
billion
dollar?
What.
G
H
K
Mike
so,
as
we
mentioned,
we
haven't
done
an
exercise
like
this
in
a
very
long
time
as
council
member
Foley
mentioned,
and
council
member
Cohen
mentioned
a
lot
of
other
cities.
Do
some
of
them
do
them
manually
some
school
boards?
I
know
you
know
my
my
father-in-law
was
on
a
school
board.
They
did
it
every
six
months.
K
We
haven't
done
one
in
a
while,
so
it
it
is
a
good
opportunity
and
something
that
we
can
come
back
to
again
if
we
want
to,
but
how
we
can
work
effectively
together
is
all
about.
How
do
we
advance
the
community's
interest,
while
navigating
this
very
complex
environment
that
we're
about
to
go
through
together
next
slide,
so
effective.
K
Government
is
about
working
together,
it
is
bridging
what
is
politically
viable
and
what
is
administratively
sustainable,
so
you're
going
to
hear
that
I'm
going
to
say
that
term,
quite
a
bit
as
we
go
through
this
exercise,
and
part
of
that
is
the
success
of
that
is
clearly
defining
roles,
responsibility
and
Communications
Norms.
So
you
guys
will
talk
about
your
own
communication
Norms,
but
Jennifer
is
also
going
to
talk
about
her
communication
Norms
with
you,
as
well
as
senior
staff
staff
and
what
that
looks
like
and
those
aren't.
K
You
know
rules
or
you
know
you
know
things
that
we
get
in
trouble
for,
but
there
are
unspoken
rules
or
things
that
we
want
to
abide
by
and
act
by
next
slide
with.
That
said,
it's
really
hard
to
to
do
some
of
this
according
to
is
it
I
can't
see
the
footnote,
National
League
of
cities,
Bloomberg
City
leadership,
initiative,
California
leag
of
cities,
University
of
Kansas,
which,
by
the
way,
has
a
a
a
world-renowned
public
policy.
K
Institute
there,
the
characteristics
of
a
modernizing
local
government
organization
or
City
Hall
has
a
has
a
few
different
things
that
it
needs
to
be
doing.
It
connects
administrative
processes
or
strategic
goals;
it
organizes
around
problems
versus
structures,
so
something
we're
doing
with
the
cabinets
and
the
the
focus
areas
it
conducts
performance-based
budgeting
at
identifies
gaps
and
trains
relentlessly
for
their
Workforce
around
those,
and
then
it
has
a
high
performing.
K
That
collectively
addresses
difficult
public
policy
problems
builds
capacity
to
work
together
and
it
works
on
cultivating
productive
relationships
with
staff.
So
those
are
the
things
that
we're
going
to
try
and
strive
for
throughout
this
session,
but
realizing
there's
a
lot
of
challenges
that
prohibit
us
from
getting
here
next
slide.
K
So
there's
obstacles
and
we're
going
to
talk
about
two
of
those
right
away.
One
is
around
values
how
our
values
drive
policymaking
and
then
the
conditions
that
you
work
in
and
then
we'll
save
the
City
staff
one
for
later
next
slide.
So
I
think
the
you
know-
and
this
is
a
slide
that
I
could
spend
like
three
hours
on
and
don't
worry,
I
won't.
K
You
know
decision
ision,
making
is
often
viewed
as
right
versus
wrong
or
or
correct
or
incorrect.
That's
that's
not
what
you
guys
do.
Every
Tuesday
political
is
about
balancing
values.
So
in
our
own
you
know
every
Tuesday,
you
know
you
guys
are
in
a
political
conversation
which
is
balancing
these
values
and
each
of
you
does
it
very
differently,
because
these
values
mean
different
things
to
each
of
you.
Each
of
you
bring
something
different
to
this
table
and,
quite
frankly,
each
of
you
probably
show
up
differently,
depending
on
the
issue
with
these
values.
K
So
you
know
the
the
definition.
One
of
the
many
definition
of
politics
is
when
all
problems
and
facts
and
data
are
known,
and
you
still
have
disagreement
and
you
have
disagreement
because
you're
not
making
all
the
time
a
decision
based
off
of
facts
and
data.
You
are
balancing
these
things.
You
know
just
to
I
would
say
this
who,
who
else
around
the
room
was
political
science,
undergrad.
K
K
K
K
E
K
People
talk
about
and
fight
for,
efficiency.
This
is
where
staff
is
an
awful
lot.
You
know
trying
to
use
data
trying
to
make
things
as
efficient
as
possible
for
you
guys,
but
that's
where
you
know
people
come
in.
Are
we
wasting
taxpayer
dollars
with
social
Equity?
It's
not
about
an
individual
right,
but
it's
about
different
neighborhoods
different
races.
Are
we
making
a
decision
that
will
impact
one
one
group
over
another?
Are
we
being
equal,
or
should
we
be
more
Equitable
in
this
approach?
That's
kind
of
where
all
of
that
lives
and.
K
K
It
is
probably
a
you
know,
yes
or
a
no
or
there's
a
correct
and
an
incorrect
on
some
of
those,
but
a
great
majority
of
the
time
when
you
guys
are
grappling
with
major
policy
decisions,
you're
really
trying
to
balance
these
amongst
yourself
as
a
person,
but
then
you
guys
as
a
team
as
well.
One
thing
to
note:
it's
it's
impossible
to
have
all
four
of
these
optimally
at
one
time,
there's
always
tradeoffs.
So
that's
where
a
lot
of
your
discussion
is
around
some
of
these
trade
offs
next
Slide.
K
The
other
thing
is
your
working
conditions.
You
guys
have
a
job
like
no
one
else,
there's
you
know
you
don't
really
have
a
boss
other
than
the
over
100,000
people
in
each
of
your
District,
but
that
that's
a
different
type
of
relationship.
You
know
our
mayor
gets
the
the
wonderful
privilege
of
chairing
the
meeting
which
I
don't
know.
If
you
consider
that
a
privilege,
sometimes
absolutely
yeah
I,
do
see
you
smile
when
you
ask
the
vice
mayor
to
step
in
once
in
a
while.
K
You
guys
don't
have
a
job
description
like
like
many
folks,
which
you
know
is
kind
of
neat,
sometimes
because
it's
really
interesting
for
us,
as
as
you
guys,
come
into
office
to
see
which
kind
of
council
member
you're
going
to
be
because
all
of
you
are
so
different.
The
ones
that
came
before
you
were
all
so
different,
but
sometimes
that's
not
great.
Either
it's
nice
to
have
a
little
bit
of
a
road
map.
You
know
I'm
pretty
lucky
in
my
job
that
my
boss
had
the
job
before
me.
So
there's
a
little.
K
Brew
plant
for
me
to
follow
to
to
make
sure
you
know,
I'm
not
going
way
off
to
the
right
or
there's
also
at
local
government,
there's
not
a
lot
of
specialization,
so
each
of
you
do
have
some
type
of
background
that
you
guys
bring
in.
So
some
of
you
have.
You
know,
expertise
in
something
like
I
know.
If
there's
a
real
estate
item
council,
member
Foley
is
going
to
ask
a
question
that
I'm
not
capable
of
answering
so
thank
God.
K
We
have
real
estate
staff
right,
so
each
of
you
has
something
else
that
you've
brought
to
this,
but
because
of
term
limits,
and
also
so
because
you
guys
are
in
a
unique
opportunity
where
you're
governing
governing
in
front
of
your
constituents
you're
not
driving
two
hours
or
flying
to
the
other
side
of
the
coast,
your
constituents,
when
you
run
into
them
at
the
grocery
store
or
while
you're
out
on
a
walk.
They
expect
you
to
know
a
little
bit
about
everything.
So
it's
not
like
council
member
Davis
who's.
Currently
the.
K
Just
this
year
and
she's
been
here,
for
you
know
for
quite
a
while
versus
I'm
I'm
blanking
on
the
name.
I
looked
it
up
right
before,
but
six
years
ago,
he
he
finally
left
Congress.
There
was,
he
was
either
the
chair
or
vice
chair
of
a
congressional
committee
for
33
years,
and
it
was
a
foreign
relations
one.
So
that's
deep
expertise.
So
each
of
you
brings
things
in,
but
it's
not
like
you
get
to
share
Neighborhood
Services
and
education
for
20s
something
years.
That
just
doesn't
happen.
K
Doing
a
great
job
people
come
to
City
Hall
when
there's
problems
right
like
we
get
a
lot
of
you
guys,
get
a
more
negative
feedback.
This
needs
to
be
fixed.
This
needs
to
be
fixed,
not
an
easy
environment
to
operate
in
and
also,
as
we've
talked
about
already,
every
time
that
we
work,
it
is
open.
Everyone
gets
to
see
you
guys
work
next
slide,
then
the
other
thing
that
I
think
really
makes
you
know
your
environment
unique
is,
is
this?
K
K
Hall
is
they
know
what
mayor
and
a
city
council
member
is
a
lot
of
people,
don't
know
necessarily
what
all
the
other
Special
Districts
or
other
governments
may
may
be
doing
so
they
come
here.
Some
of
the
problems
that
have
emerged
over
the
last
several
years
and
that
are
just
growing
rapidly,
are
things
that
are
outside
of
the
city's
Authority.
Sometimes
we
don't
have
full
authority
to
solve
that.
K
If
you
think
about
some
of
the
crime
things
that
we've
been
dealing
with,
or
you
know
the
the
biggest
issue
of
the
day
homelessness,
we
only
have
a
little
bit
of
those
tools
to
solve
that
problem.
So,
even
if
you
guys
come
together
as
a
team
on
a
political
vision
and
agenda
for
here,
there's
a
whole
ecosystem
and
other
folks
that
we
need
to
work
with
and
that's
really
exacerbated
in
California,
given
the
fragmented
nature
of
local
government
and
just
fun
fact
how
how
many
local
governments
or
governing
bodies
are
there
in
the
state
of.
K
2000
4,444
cities
counties
special
district
school
districts,
unincorporated
areas,
so
you
can
take
a
problem
like
homelessness
or
crime,
where
the
count
is
involved.
Special
Districts
are
involved,
the
courts
are
involved
and,
quite
frankly,
that
that's
separate
from
just
the
economy
and
and
the
culture
we
live
in
it
is.
K
It
is
hard
for
you
guys
to
come
to
to
policy
wins
or
decisions
around
this,
because
it
requires
this
cross
boundary
collaboration
that
you
guys
don't
necessarily
have
power
over,
but
your
constituents
come
here
and
demand
change
or
they
demand
accountability
from
you,
because
City
Hall
is
known.
The
mayor
and
the
council
members
are
known,
so
it
really
does
make
quite
a
unique.
K
You
know
it
makes
a
very
unique
working
environment
for
you,
and
especially
with
this
we
saw
over
the
last
two
years
for
some
of
you
who
are
here
kind
of
council
member
Reus,
start
to
figure
this
out
and
all
of
a
sudden
have
these
joint
meetings
with
the
county.
You
know
the
mayor
with
possibly
pisf
should
we
be
meeting
with
the
the
County's.
You
know
crime
and
Justice
committee
to
to
to
figure
out.
You
know
the
the
rearrest
and
and
pre-trial
Services.
K
Those
are
things
that
you
know
need
to
be
pushed
but
are
somewhat
outside
of
your
control,
but
you're
accountable
for
it
next
slide.
So
all
of
that
creates
challenging
Dynamic,
which
is
why
some
of
these
rules
and
Norms
that
we
establish
are
crucial
are
crucial
for
us
doing,
work
on
behalf
of
the
community
and
you
doing
work
on
behalf
of
the
community.
So
that
kind
of
sets
the
context
and
the
you
know
interesting
dynamics
that
we
have
I'm.
Sorry
that
I
went
through
it
really
fast,
but
I
think
next
slide.
P
P
The
there
are
a
number
of
reasons
for
par
parliamentary
procedures
and
that's
what
Roberts
is
I'm
going
to
just
highlight
a
few
of
them.
One
of
the
reasons.
The
primary
reason
truly
is
to
facilitate
the
conduct
of
meetings
and
help
the
council
to
work
as
a
deliberative
body.
Another
reason
is
to
provide
structure
that
helps
the
council,
it's
true
for
all
meetings
and
all
boards
and
and
all
deliberative
groups,
but
focusing
on
the
council.
P
It
provides
a
structure
that
helps
you
hear
different
viewpoints
among
your
colleagues
policy
considerations
and
then
ultimately,
to
come
to
a
decision.
It
also
allows
the
Council
and-
and
while
this
isn't
always
easy
to
focus
on
a
particular
issue,
one
at
a
time
and
work
on
that
single
issue
until
there's
a
a
a
resolution,
it
gives
you
the
necessary
discipline
to
reach
a
resolution
on
that
particular
issue
and
not
be
bouncing
all
over
the
map.
P
Then
it
also
means
that
everyone
is
heard,
and
that
includes
those
that
have
what
might
be
considered
minority
views.
But
you
have
your
chance
to
express
yourself
and
express
your
views
in
a
structured
way.
Mike.
Can
you
go
to
the
next
slide
for
me,
thanks
where
how
the
Council
does
its
business
is
governed
by
Roberts,
but
also
a
lot
of
it
is
governed
by
the
brown
act.
The
brown
act
dictates
how
agendas
are
structured.
P
P
P
It's
a
little
bit
of
the
reverse
of
perhaps
how
Roberts
is
structured
so
that
a
motion
is
made
first
and
then
you
have
the
discussion,
but
you
usually
have
a
staff
memo,
a
recommendation,
all
those
kinds
of
things,
and
so
it's
an
opportunity
to
to
air
your
thoughts
and
again
under
the
brown
act.
You're
supposed
to
be
having
your
discussions
in
public.
P
Sometimes
I
think
we
all
recognize
that
for
Council
Members,
the
next
slide.
So
when
once
you're
recognized
by
the
chair,
it's
your
opportunity
to
have
your
say,
but
also
make
a
a
motion.
If
you
want
to
make
a
motion-
and
this
is
important
and
I'm
I'm-
including
this-
because
it's
it
it's
important
for
the
clerk
to
get
the
Motions
down
correctly.
P
A
rambling
statement
about
what
you're,
maybe
trying
to
achieve
in
a
motion
can
be
confusing
to
your
colleagues
and
it
can
be
particularly
difficult
for
the
clerk
who's
got
to
write
the
minutes.
So
we
sometimes
have
to
go
back
and
watch
and
watch
with
the
clerk's
office,
my
office,
exactly
what
were
we
doing
because
it
it
can
get
confused
sometimes
so,
to
the
extent
it
can
be
clear
you
it's
it's
very
helpful
both
to
your
colleagues
but
also
to
the
minute
process
and
and
the
record
that's
being
created.
P
So
to
make
a
motion.
You
say:
I
move,
followed
by
what
your
motion
is
so
I
move
the
staff
recommendation,
it's
I
I,
move
the
staff
recommendation
and
something
that
was
perhaps
part
of
a
discussion
that
you
heard
or
a
memo
that
one
of
the
council
members
had
included.
So
that's
the
process
just
to
get
the
a
clear
motion
on
the
table.
The
chair
will
then
ask
if
there's
a
second
or
a
second
might
be
forthcoming
before
there's
even
a
question.
Somebody
might
just
say
second.
P
So
now
we've
got
the
motion
established
there
you're
familiar
with
this
process,
because
over
the
last
six
months,
you've
certainly
seen
it
in
play.
For
those
of
you
who
are
new
and
for
those
of
you've
been
on
the
council
for
a
while
you've
lived
with
it.
We,
the
council,
typically,
if,
if
someone
wants
to
make
an
amendment,
they'll
call
it
a
friendly
Amendment
and
ask
for
a
change
to
the
motion.
The
person
who
made
the
motion
can
consider
the
requested
change
and
accept
it
if
they
want
to.
P
It,
then
has
to
be
approved
also
by
the
seconder.
The
person
who
made
the
second,
but
it
doesn't
have
to
be
accepted,
and
if
it's
not
accepted
the
motion
will
move
forward
as
it
was
originally
put
on
the
what
we
call
on
the
table
or
a
substitute
motion
can
be
made
by
a
council
member.
An
amendment
has
to
be
really
pretty
close
to
the
original
motion.
Maybe
just
a
clarification
or
something
a
substitute
motion
is
a
completely
different
motion.
P
It
will
also
require
a
second
once
it's
seconded,
then
that
becomes
the
motion
under
discussion
and
the
council
will
then
debate
that
motion
and
reach
a
resolution
if
it's
approved.
The
original
motion
then
goes
away
if
it
is
not
approved.
Go
back
to
the
original
motion,
so
I
think
the
important
lesson
out
of
this
or
the
the
thing
to
take
to
heart
is
when
you're
making
your
motions.
Try
to
be
as
clear
as
possible
and
do
what
you
can
to
make
them
clear.
Can.
G
J
Can
I
just
ask
a
question
about
the
amendment?
We
have
a
procedure
that
we
always
ask
for
friendly
Amendment,
but
isn't
it
possible
to
if
the
friendly
amendment
is
not
accepted?
The
maker
of
the
amendment
could
make
a
motion
as
amending
the
motion.
If
they
get
a
second
and
it's
not,
then
a
second
of
the
person
who
made
the
main
motion
so,
in
other
words,
I,
have
the
main
motion
he's
seconded
my
main
motion
council
member
to
or
Tores.
G
J
G
D
I
J
P
I
In
my
opinion,
substitute
should
be
a
rarity
substitute
is,
is
done
when
we
really
when
the
M
main
motion
is
so
far
different
than
what
you're
trying
to
do
that
you
need
to
change,
you
know
and-
and
it's
it's
appropriate
in
times,
and
we
do
it
a
lot
in
this
Council,
but
you
know
in
Many
Bodies
I've
been
on,
it
almost
never
happens.
What
does
happen
more
often
that
we
don't
do
is
make
is
propose
an
amendment
to
the
main
motion
which
then
gets
discussed
and
voted
on
yes
or
no.
I
Do
we
want
to
amend
the
main
motion
and
the
underlying
motion
is
still
on
the
table,
so
you
haven't,
you
know
in
a
in
a
sense
thrown
out
the
main
motion.
You've
just
said
said.
You
know,
I
want
to
make
a
change
to
that.
So,
rather
than
substituting
the
main
motion
you're,
the
discussion
will
be
on.
Do
we
prefer
version
a
of
the
main
motion
or
version
B
of
the
main
motion
and
the
main
motion
remains.
I
If
the
amendment
gets
approved
by
the
majority,
then
that's
the
new
that
changes
the
main
motion
you
go
back
to
it.
If
it
goes,
if
if
the
B
majority
doesn't
want
to
amend
the
main
motion,
then
the
main
motion
still
stands
and
I
I
think
that's
in
my
opinion,
that's
a
preferable
process
and
I.
Guess
we
haven't
done
that
as
a
council,
so
I'm
just
wondering.
Is
there
some
kind
of
feeling
that
we
have
that
this
is
that
the
the
subtitute
motion
is
just
cleaner
and
simpler,
or
do
we.
P
It
it
in
some
ways
is
cleaner
and
simpler,
as
you're
trying
to
go
through
and
figure
out
what
the
motion
is.
It
is
more
of
a
custom
in
the
council
to
do
friendly
amendments
and,
if
they're
accepted
great,
if
not
but
you're,
correct
council
member,
both
of
you
that
a
an
amendment
to
the
motion
can
be
made
in
the
process
that
was
just
described.
P
Probably
the
best
examp
example
of
that
is
someone
makes
a
motion
and
let's
say
they
want
to
approve
the
staff
recommendation
and
Item
B
in
a
particular
Council
member's
memo
that
added
some
things
to
the
recommendation
and
then
the
request
for
an
AM
U.
An
amendment
to
the
motion
would
be
I'd
like
to
add
C.
Also,
will
you
agree
to
that
and
if
you,
if
the
maker
of
the
original
motion
says
no
I
I
really
didn't
want
to
include
C
I
was
very
specific
about
just
B.
P
That
could
be
done
as
a
as
an
amendment
to
the
motion,
and
then
there
is
a
vote
on
that
and
then
you
discuss
it
it.
It
is
appropriate
under
Robert's
Rules
of
Order
and
probably
isn't
a
substantial
enough
distinction
to
constitute
to
substitute
motion,
but
sometimes
in
the
context
of
the
discussion
and
making
sure
that
everyone
is
clear
on
what
the
motion
is
it
it's
handled
as
a
substitute
but
they're,
absolutely
correct
in
terms
of
an
amendment.
J
We
then
vote
on
the
amendment
and
then
we
vote
on
the
main
motion
as
amended,
so
we're
there's
a
couple
of
votes
in
there,
but
one
is
the
amendment
first,
and
so
the
debate
should
be
around
the
amendment
and
not
the
main
motion,
because
we're
debating
only
on
what
we're
voting
on,
which
is,
in
that
case
the
amendment
not
to
go
too
technical
on
it,
but
I
realize
I
just
went
too
technical.
So
sorry.
P
And
you
can
understand
why
sometimes
it's
hard
to
reconstruct
as
you
go
down
these
various
paths,
it
can
be
difficult
to
reconstruct
Ru
in
terms
of
the
minutes.
What
happened
and
so
that's
why
Clarity
always
is
very
helpful
and
I
think
why,
in
some
ways
this
Council
has
gone
through
the
friendly
Amendment
phase
to
see
what
can
happen
to
a
main
motion
and
and
try
to
keep
the
the
sub
motions
from
proliferating.
If
you
will,
but
it
is
there
Absol
abolutely,
correct.
E
I
I
just
make
a
com.
Another
comment
on
that
apologize
for
delaying
this,
but
I
think
this
is
an
important
slide.
Actually,
the
the
way
Robert
was
written
is
you're
supposed
to
have
a
motion
first
before
anyone
talks
and
you're
not
supposed
to
be
speaking
unless
there's
a
motion,
but
we've
we
have
changed
that
in
in
our
body
and
I.
Think
it's
a
right
thing
to
do.
I
Think
in
allowing
some
round
of
conversation
before
a
motion
is
made
in
many
instances.
Now
it's
clear
that
some
idea,
some
issues
are
so
simple.
There's
a
staff
recommendation,
we're
probably
going
to
prove
it
I
might
want
to
make
some
comments
and
I'll
make
a
motion
right
away,
but
when
we
were
discussing
the
budget
and
there's
so
many
different
memos
and
things
I
think
there
is
value
in
hearing
what
the
will
is
before
making
that
motion.
I
just
want
to
make
that
lay
that
point
out.
P
Yes
and
another,
another
I
think
Convention
of
our
councils
in
in
the
past,
and
and
certainly
probably
today.
Some
items
are
specific
to
a
district
and
there's
often
just
a
a
difference
to
that
council
member.
If
it's
something
that
affects
the
district
to
let
that
district
council
member
make
the
motion
and
bring
It
Forward,
that's
just
more
of
a
courtesy
than
a
necessity,
but
it's
also
become.
G
P
P
Usually
that
would
be
in
conjunction
with
some
input
from
the
city
manager
on
when
to
be
bring
it
back,
but
I
want
to
defer
this
item
to
a
a
particular
date
and
then
a
particular
type
of
Outreach.
What
what
else
you
would
like
to
hear
and
who?
Who
else
you
think
should
be
have
a
chance
to
hear
from
staff
and
have
staff
converse
with
them?
P
So
that's
sometimes
neighborhoods,
that's
sometimes
a
group,
that's
come
to
counsel
and
and
been
pretty
upset
about
something
and-
and
you
just
want
to
to
close
the
loop
as
Lee
says,
transparency
is
is
so
important
in
local
government.
So
that's
one
way
to
handle
an
an
item
that
maybe
isn't
clear,
you're.
Your
council
members
may
not
agree
with
you,
but
it
is
a
way
to.
It
is
a
motion
that
can
be
made
council,
member
tus,
so.
M
I
I
was
actually
going
to
be
waiting
for
the
council
norms
and
discussions
because
I
don't
know
if
that's
where
we're
going
to
talk
about
the
the
agenda
or
not,
but
now
that
we're
here
for
the
the
more
time
to
study
proposal,
Al
move
to
postpone
to
a
definite
time
or
date,
I
think
my
my
colleague
to
my
right
and
my
left,
vatra
and
council
member
dwan
have
motion
to
table
things.
Would
that
be
done
at
orders
of
the
day?
P
Yeah
orders
of
the
day,
if
something's,
just
going
to
be
not
be
brought
forward,
is
a
good
place
for
it
orders
of
the
day.
Also,
if,
if
there's
probable
consensus
on
something
needing
more
study
or
needing
to
be
brought
back,
it
can
be
done
there
if,
as
a
discussion,
is
going
on-
and
there
just
seems
to
be
a
lot
of
concern-
confusion,
maybe
information,
that's
lacking
as
the
discussion
has
has
evolved,
then
it
can
be
done
at
that
time.
M
D
P
P
Usually,
with
orders
of
the
day,
that's
that
is
it
they're
different
voting
and
requirements,
and
things
like
that.
But
you
sometimes
people
are
working
with
the
administration
and
raising
questions.
Some
issues
and
the
administration
might
also
want
to
move
a
date
to
because
issues
have
been
brought
up,
but
I
think.
D
I
Because
staff
says
we're
not
ready,
there's
something
missing,
we
real
realize
it's
not
done,
they
ask
for
it
to
be
deferred
or
it's
been
sort
of.
There's
been
a
clear
feeling
that
one
was
an
unusual
situation
where
people
thought
it
was
the
right
thing
to
do
under
orders
of
the
day,
but
it
probably
should
have
been
done.
The
other
way.
D
P
Yeah
and
sometimes
there
are
concerns
it
might
be
item
8.2
on
the
agenda,
and
you
know
people
are
going
to
be
that
there's
a
lot
of
community
interest
and
you
know
people
are
going
to
be
sitting
there
for
three
hours
four
hours
and
is
it
fair
to
make
them
sit
only
to
have
the
motion
be
let's
put
this
over.
So
that's
a
consideration
sometimes,
but
it
is
usually
better
as
it
as
the
discussion
evolves
or
the.
J
A
J
F
P
Yeah
completely
yeah,
yes,
and
and
that
because
of
the
noticing
procedures
and
the
brown
act
and
a
lot
of
other
things,
Council
doesn't
very
often
just
table
things.
It'll
usually
get
sent
to
a
committee,
perhaps
send
it
to
the
committee
for
more
study
or
things
like
that.
But
that
is
a
type
of
motion.
Yes
and
I've
left
it
in
my
office,
but
have
a
cheat
sheet
for
all
of
you
and
I
will
send
it
to
you
just
giving
you
a
sense
of
what
the
Motions
are
and
you
can.
M
G
P
A
lot
of
the
Committees
use
rosenbergs
the
council
under
the
rules
of
conduct,
uses
Roberts,
there's
not
a
whole
lot
of
difference,
but
rosenberg's
is
a
easier
format
in
a
lot
of
ways
and
less
technical
and
a
lot
of
City
councils
have
adopted
that.
But
right
now
the
council
at
least,
is
under
Roberts
good.
K
It's
going
to
be
a
late
one,
so
we'll
all
end
up
in
the
green
room
having
dinner
so
we're
going
to
try
and
Order
dinner,
so
I'm
gonna
relieve
our
chair
and
our
mayor
so
that
he
can
just
participate,
I'll
act
as
chair
and
because
they
will
be
eating
with
you.
Jennifer
and
Nora
get
to
live
out
their
fantasy
of
of
being
able
to
vote
with
you
as
well.
So
they
are
voting
members
in
this
exercise.
K
Q
P
Peter,
thank
you,
chair,
I'd,
like
to
make
a
substitute
motion
to
reject
the
staff's
recommendation.
I
personally,
I'd
prefer
to
have
non-animal
an
a
non-animal
order,
but
I
know
that
that's
just
a
personal
preference.
However,
there
are
people
who
have
health
issues
and
I
think
you
ought.
We
ought
to
be
ordering
dinner
from
El
poo
Loco,
because
it's
better
for
gluten-free
people
and
given
that
that
really
is
a
health
issue
for
people
and
not
just
a
about
mustard
I,
think
that's
what
we
should
do
do
I
have.
F
J
D
K
K
J
On
this,
I
did
make
the
second
on
the
substitute
motion.
Just
so
we
could
discuss
it,
but
frankly,
I
find
both
the
substitute
motion
and
the
underlying
motion
unacceptable,
because
I
don't
like
bread
and
I,
don't
want
sandwiches
one
way
or
the
other
and
I'd
rather
go
to
Taiwan
or
some
other
restaurant
and
and
weigh
in
there.
But
so
I
intend
to
vote
against
the
substitute
motion
and
I
intend
to
vote
against
the
underlying.
M
I
K
K
D
D
K
I
Q
Q
R
M
Q
D
G
B
M
K
K
H
K
H
K
Was
interesting
towards
the
end
of
that
exercise
after
council
member
orti
spoke,
everyone
started
saying:
well,
we
can't
talk
about
about
it,
but
I'm
very
interested
in
that.
So
sometimes
a
little
bit
of
discussion
is
really
helpful
in
finding
some
common
ground.
You
know
the
the
motion
too
for
Jennifer.
It
was
I'd
like
to
make
a
motion,
but
she
didn't
actually
move
it.
It's
I
move
staff's
recommendation.
You
don't
like
it.
You.
D
K
D
K
K
It
you
know
the
other
thing
too.
Is
you
know
just
if
I
can
lob
you
all
for
one?
Second,
Jennifer's
motion
was
Uber
specific
about.
Why
was
why
did
it
need
to
be
five
o'clock
like?
Maybe
we
were
going
to
do
public
comment
on
something?
Let
Tony
figure
that
out
and
then
also
specific
to
to
mustard,
which
Jennifer
has
a
mustard
thing
so.
K
K
Obviously,
she
was
very
accommodating
for
mustard
on
the
side
with
council,
member
Cohen
and
some
stuff,
but
she
didn't
get
the
opportunity
to
actually
work
with
Nora.
So
those
are
those
are
some
things
kind
of
in
that
exercise
that
we
like
to
point
out
that
just
help
you
guys
find
some
common
ground
and
I
will
say
you
know
watching
you
guys
over
the
last.
You.
H
K
Now,
seven
or
eight
months,
when
you
guys
have
done
that
when
there's
been
some
conversation
on
some
complicated
stuff
and
then
then
motions
it's
actually
helped.
You
and
I
will
say:
I
am
not
ignorant
that
there's
there's
gamesmanship
with
emotions
totally
understand
that
that's
your
job
to
do,
but
when
you
guys
don't
know
where
each
other
are
at
and
you're
trying
to
find
Common
Ground
just
remember
some
of
those
things
like
it.
K
It
is
healthy
to
ask
stuff
questions
before
there's
a
motion
out
on
the
table
or
or
ask
your
you
yourselves
questions.
You
know,
I've
seen,
council,
member,
Davis
and
Cohen
do
that
a
few
times,
hey
I'm,
not
sure
what
you
really
meant
on
this.
What
does
this
mean
and
and
trying
to
seek
to
understand?
So
those
are
those
are
helpful
things,
as
we
kind
of
you
know,
go
through
this
exercise
together.
K
The
other
thing
is,
you
know
what
nor
went
over
as
I
already
said
before,
efficiency
is
going
to
be
an
important
thing
thing.
Obviously,
last
Tuesday
and
this
coming
Tuesday
there's
only
one
item,
so
you
know
that's
not
a
big
deal
but
come
December.
When
there's
going
to
be
land
use.
There
will
be
larger
things,
no
matter
how
hard
we
try
as
an
Administration
and
how
hard
the
rules
committee
tries.
K
K
I,
didn't
repeat
the
motion
back
the
last
one
that
was
on
the
table.
I
just
said:
let's
vote
Tony's
got
a
really
hard
job
in
trying
to
capture
some
of
those
motions
so
being
able
to
restate
a
motion
or
be
very
accurate
about
it
and
and
work
as
a
team
are
going
to
be
really
important,
especially
on
those
things
where
you're
asking
for
more
information
to
come
back.
K
K
When
we
come
back
so
those
are
just
some
things
to
think
about
through
that,
so
we're
going
to
move
on
to
council
Norms.
So
some
of
you
have
asked
what
council
Norms
are
there.
There
are
a
bunch
of
different
things.
We've
you
know
compiled
a
list
for
you
guys
to
kind
of
look
at
they're
from
a
lot
of
other
cities,
some
management,
Theory
or
or
public
administration
guidelines,
but
they're,
basically
shared
values
that
establish
you
know
kind
of
common
expectations.
You
know,
there's
some
some
ones.
K
F
Vice
mayor,
yes
before
before
we
get
into
the
exercise,
I
know
we're
all
learning
the
new
system.
When
you
request
to
speak,
please
don't
press
the
two
hands,
there's
a
two
buttons
and
if
you
press
the
two
hands
you
automatically
go
to
the
front
of
the
line.
So
if
there's
a
long
queue
for
those
of
us
who
patiently
wait.
F
G
F
K
K
K
However,
when
you
guys
break
into
small
groups,
anyone
here
can
come
and
listen.
It's
a
public
meeting,
we
as
a
don't
have
enough
equipment
or
the
technical
ability,
since
we're
offering
this
in
a
hybrid
format,
to
have
all
three
groups
videotaped
and
and
have
different
channels.
So
there
are
a
few
people
online.
That
would
not
have
the
advantage
of
listening
to
the
small
group
discussion.
K
C
E
C
C
E
I
These
are
the
things
that
are
most
important
to
me
because
in
a
big
group
we
have
to
wait
for
our
turn
and
we
might
not
be
able
to
do
the
back
and
forth
that
might
be
more
productive,
I
I
think
we
would
gain
a
lot
by
breaking
out
and
then
coming
back
and
having
us
say
well.
These
are
the
three
things
that
we
think
are
the
most
important
norms
and
we
probably
will
have
more
on
the
table.
That
way
than
we
would
have
in
the
bigger
group
is
it's
my
opinion,
but.
I
Other
people's
input
and
see
what,
before
I
before
I
just
put
in
a
substitute
I
mean
I'm
curious
about
what
other
somebody
other
people
think.
But
I
I
think
that
small
group
yeah
I
understand
the
the
public
nature
we'll
be
in
groups
of
three
there's.
No
Brown
act
requirement
that
people
hear
what
the
group
of
three
is
saying.
Secondly,
I
I,
you
know
I
from
a
in
way.
We
do
people
do
training
and
brainstorming.
D
G
I
I
N
Thank
you,
yeah
I,
agree
with
council
member
cooh
I
think
it's
we're
going
to
be
reporting
out
anyway.
I!
Don't
think
that
every
single
syllable,
I
say
needs
to
be
needs
to
be
heard
by
the
public.
Nor
do
I
think
the
public
really
wants
to
hear
every
single
syllable,
I,
say
and
and
that's
what
I
think
the
small
groups
just
allow
us
to
kind
of
get
our
get
our
wording
correct
and
and
really
bounce
ideas
off
of
each
other.
N
We
do
that
all
the
time
in
each
other's
offices,
and
we
don't
have
cameras
in
there,
at
least
not
for
my
knowledge
and
that's
kind
of
what
we're.
What
we're
talking
about.
That's
what
we
would
be
talking
about
in
these
small
groups,
just
kind
of
bouncing
IDs
off
of
each
other,
so
I
think
it's
I
think
we
should
do
it
that
way,
as
opposed
to
in
a
large
group,
yeah
I
mean
look
how
long
it
took
us
to
order
dinner.
You
guys.
I
C
D
K
K
Here
we
will
have
council,
member
Davis,
council,
member
Ortiz
and
batra
here,
and
then
we
will
have
council
member,
oh
I'm,
sorry
and
council
member
Foley.
Here,
that's
the
group
of
four
and
then
another
group
of
three
will
council,
member,
Cohen,
danan
and
vice
mayor
K
here
and
so
I'll
put
a
timer
on
for
10
minutes
and
we
will
come
back
as
a.
B
A
A
B
B
N
J
K
B
A
E
K
S
G
S
Because
the
underlying
theme
that
kept
coming
up
was
okay,
respect
can
mean
a
lot
of
things
is
how
we
engage
and
dialogue
with
one
another.
It's
how
we
engage
in
dialogue
with
or
it's
how
we
begin
debate
and
how
we
interact
not
just
with
each
other
but
with
staff.
When
we
have
questions
when
we
have
pointed
questions
and
we're
we're
very
passionate
people
and
we're,
we
obviously
care
about
the
issues,
or
else
we
wouldn't
be
here.
But
sometimes
you
know,
our
passion
bleeds
into.
S
How
we
engage
with
staff
before
the
meeting,
as
well
as
during
the
meeting,
because
that's
important,
read
your
packets
read
your
packets
because
we
we
all
spend
late
nights
after
the
community
meetings
after
meetings
with
staff
reading
reading
the
staff
me,
the
very
lengthy
staff
memorandums
that
I
know
take
hours
and
weeks
to
prepare.
So
when
you
ask
when,
when,
when
you
come
to
to
the
Das,
make
sure
that
you
are
actually
prepared
and
you're
asking
questions
that
are
are
respectful
of
each
other's
time.
C
G
C
K
Good
yeah
excellent
points
and
I
we're
gonna
talk
about
the
the
staff
involvement,
especially
before
meetings
in
the
next
section,
but
I
would
just
say
too
on
that,
especially
on
some
of
those
agendas.
There's
a
lot
of
stuff,
and
so
you
obviously
need
to
be
prepared.
But
you
can
pick
a
few
items
to
do
deeper,
Dives
in
one
that's
going
to
affect
your
District
more
the
ones
where
those
values
really
align
with
what
we
talked
about.
You
don't
need
to
be
an
expert
in
every
single
one
of
those.
K
N
N
We
individually
don't
have
to
be
experts
on
everything,
but
having
staff
members
who
have
taken
a
deeper
dive
into
every
one
of
those
things
can
be
helpful
in
helping
save
your
own
time,
but
also
developing
the
staff
and
that's
part
of
what
I
think
we're
also
there
to
do.
Since
we
all
have
many
of
us
have
some
very
young
staff,
so
it
can
be
helpful
for
everyone.
N
We
also
had
a
lot
of
discussion
about
about
respect
and
we
wanted
to
get
specific
about
refraining
from
personal
attacks
and
there
there
is
a
little
bit
of
just
honestly
some
things
that
have
happened
recently
and
really
wanting
to
to
say:
please
don't
throw
your
colleagues
under
the
bus,
whether
you're
doing
that
on
the
deis
or
whether
you're
doing
that
in
the
Press.
There's
some
hard
feelings
about
that:
I'm
just
going
to
be
honest
and
I'm,
not
the
the
only
one
who
feels
that
way
and
I've
been
hearing
it.
N
A
lot
on
the
18th
floor
as
well.
So
just
wanted
to
point
that
out
and
and
really
say
that
one
of
the
things
we
also
said
was
building
relationships
with.
Colleagues
is
something
that
we
value
and
we'd
like
it
to
be
a
norm.
We're
kind
of
running
out
of
space,
so
I'm
skipping
around
a
little
bit,
because
we
that
was
a
thread
throughout
our
our
entire
discussion.
We
also
agreed.
Please
stay
on
topic
when
you're
discussing
things
on
the
de,
especially
sticking
to
the
specific
item.
N
That's
on
the
agenda,
so
we
may
be
discussing
homelessness.
We
may
be
discussing
interim
shelters,
but
let's
so
then
let's
only
be
talking
about
interim
shelters
and
not
get
off
off
topic,
even
if
it's
on
the
topic
of
homelessness,
because
we
can
kind
of
get
off
the
discussion
and
then
we
don't
actually
get
to
the
what
we
were
voting
on
that
time.
That
day,
please
assume
good
intent
and
debate
issues
not.
G
N
N
When
you're
talking
and
asking
questions
of
Staff
or
making
points
and
and
assuming
good
intent
of
Staff
as
well
and
then
respecting
diverse
perspectives.
We
all
come
from
not
only
different
districts
but
different
backgrounds
and
and
really
that
kind
of
goes
along
with
being
a
good
listener
and
hearing
perspectives
that
you
might
not
have
thought
of.
So
those
were
the
things
that
that
we
really
wanted
to
pull
out.
As
as
norms
for
for
our
entire
group.
K
I
S
B
I
Themes:
I,
don't
know
that
I
need
to
repeat
I
mean
I,
treating
others
with
respect
and
assuming
good
intent.
You
know
I
used
to
I
used
to
actually
have
this
conversation
with
people
a
while
ago.
I'm
not
sure
that's
holds
true
anymore
in
our
national
politics,
but
I
used
to
always
say
I
assume
that
everybody
who's
elected,
got
elected
for
the
right
reasons,
meaning
that
they
all
wanted
to
do
what's
good
for
their
Community,
even
if
I
don't
agree
with
what
they
think
is
good
for
the
community.
I
So
as
long
as
I
always
thought
well,
they
they
have
good
motives.
Then
I
can
work
with
them
like
I
said
I'm,
not
so
sure
that
that's
true
about
everybody
anymore,
but
but
I
I
hope
that
I
think
it's
true,
everybody
here
being
informed
I
think
we've
heard
that
already
focus
on
issues,
not
person.
We've
seen
that
one
and
the
respectful
of
time
I
actually
really
like
having
respect
as
an
overall
thing,
with
the
different
things
under
it,
and
that
covers
a
lot
of
what
we've
talked
about.
H
I
We
all
like
to
often
make
comments,
but
we
should
be
brief
if
we're,
if
we're
not
saying
something
really
new,
because
that's
how
we,
you
know,
respect
the
time
of
everybody
in
the
room
and
get
through
things
in
a
in
a
manner
where
we're
not
going
to
be
resentful
of
of
what
we're
sitting
there
too
long
and
then
I
was
also
going
to
I
I.
Also
really
like
the
build
relationships.
Part
I
think
got
to
have
that
as
a
norm.
K
H
K
No
okay
and
if
we
can
go
back
to
the
slides,
so
staff
is
going
to
summarize
all
of
this.
We
can
do
two
different
things.
We
can
summarize
it
put
in
an
info
memo
and
send
it
out
to
you
guys
or
if
you
feel
at
some
point
in
time
in
the
near
future,
or
you
guys
want
to
do
this
right
away.
We
can
just
bring
it
forward
to
council
and
you
guys
can
vote
on
it
as
well.
K
Again,
I
think,
there's
a
lot
more
power
to
you,
guys
having
this
conversation
and
the
relationships
to
hold
each
other
accountable
versus
voting
on
them.
Personally,
I
would
say
you
know
having
having
worked
on
a
lot
of
political
campaigns.
You
guys
worked
really
hard
to
get
here
and
you
guys
are
going
to
spend
an
awful
lot
of
time
together.
You
know
it's
it's
every
Tuesday,
and
so
this
isn't
this.
This
exercise
isn't
about
agreement
on
items
the
system
designed
for
you
guys
to
not
agree,
and
for
there
to
be
minority
voices.
You.
H
K
Forward
thanks
so
again,
this
is
about
working
effectively
together
and
bridging
that
Dynamic,
and
how
do
we
do
that
next
slide?
It
is
about
communication
and
and
the
translation
of
information,
and
it's
about
aligning
the
governing
body.
You
guys
and
staff
to
deliver
services
for
the
community,
and
we
can
we
do
these
in
a
few
different
ways.
Next,.
K
Slide
there
we
go
okay,
so
very
quickly.
There's
a
professor
named
John
Albanian
University
of
Kansas
really
interesting
background.
He
was
a
city
manager.
While
he
was
a
public
policy,
professor
at
the
University
of
Kansas.
After
he
retired
from
being
city
manager,
he
decided
I'm
going
to
go
run
for
Council.
This
will
be
interesting
and
within
his
first
few
weeks
he
noticed.
Oh,
my
God
I
have
to
speak
a
whole
different
way.
I
need
to
view
things
in
a
much
different
way,
we're
speaking
the
same
language,
but.
K
And
so
I
I
talked
about
before
what
is
going
to
make
this
organization
successful
to
produce,
for
our
community
is
a
balance
of
what
is
politically
viable
for
for
you
all,
but
what's
administr
administratively
sustainable
for
the
organization
and
and
there's
a
balance
there.
So
this
is
something
that
we
show
to
senior
staff.
This
is
something
that
the
professor
had
come
up
with
that
we've
morphed
in
over
time,
but
it's
the
realization
of
we're
we're
in
different
Dynamics
and
we're
we're
put
there.
It's
not
based
off
of
our
personalities,
it's
it's.
K
What
we've
come
to
do.
This
is
what
the
institution
are
requiring
us
to
do,
and
so
even
our
activity
we're
both
try
trying
to
problem
solve,
but
you
guys
are
almost
like
in
a
game
thing,
every
Tuesday,
with
the
votes
and
trying
to
think
that
you
also
are
put
in
a
position
of
Representatives,
while
you
guys
are
asking
us
to
be
experts
like
Jennifer
on
you
know,
your
behalf
has
gone
out
and
hired
ex
like
technical
experts
and
all
these
things
and
that's
why
that's
what
you
guys
need
as
you're
representing
our
community.
K
You
know
a
good
thing.
Is
is
you
guys
are
debating,
you
guys
are
putting
different
arguments
forward,
we're
there
to
provide
facts
and
data,
and
our
professional
recommendation
not
represent
anyone
else
other
than
that
recommendation.
You
guys
are
the
ones
that
need
to
represent
your
District's.
You
know
special
interests,
which
you
know
you
guys
align.
You
know
on
a
values
base
and
then
the
conversations
are
very
different.
You
know-
and
you
know
a
lot
of
times
it's
on
Tuesday
mornings.
K
But
what
have
you
heard
versus
you
know
we're
kind
of
in
the
the
realm
of
what
do
you
know
and
the
stories
are
different,
even
how
we
write
are
very
different
and
I.
Think
a
perfect
example
of
this
and
it's
one
of
the
things
I
enjoy
most
at
the
city
is
when
one
of
you
has
a
a
council
memo
or
a
rules,
memo
that's
not
yet
published,
and
you
guys
reach
out
and
say:
hey
I'd,
like
help
with
this
and
I
will
just
say.
First
of
all,
that's
Jennifer's,
favorite
thing
in
the
world.
K
You
guys
giving
staff
an
opportunity
to
participate.
Some
of
you
do
it
exceptionally
well
and
I
appreciate
it,
but
that's
the
best
seeing
that
first
draft,
because
you
guys
are
talking
about
a
passion
you
might
have
or
the
community
has
or
there's
a
story.
There
there's
been
some
horrendous
stories
about
people
being
killed
on
the
streets
and
and
rules
memos
coming
forward
and
working
with
you
guys
to
either
get
that
to
a
green
light
or
help
you
guys,
you
know,
make
part
of
that
memo.
K
K
Differently,
we're
trying
to
you,
know,
balance
things
and
make
sure
it's
appropriate
and
if
we
need
to
change
policies
and-
and
you
guys
are
trying
to
tell
a
story
because
you
guys
are
doing
something
that
supports
your
community,
you
know,
there's
a
need
there.
You
guys
aren't
just
coming
forward
with
those
things.
So
this
is
something
that
we
train
on
at
senior
staff
and
we
call
it
kind
of
Bridging,
the
Gap
or
minding
the
Gap.
K
You
know
there's
a
gap
between
these
two
things,
and
so
you
all
and
Senior
staff,
along
with
Jenifer
and
I.
You
know
we
come
to
the
middle.
To
have
these
conversations
so
again,
there's
no
action
here,
but
it
is
just
a
recognition
that
that
translation
is
really
important.
And
then
you
know
there's
through
the
bridging
and
aligning
there's
things
that
we
do
very
purposely
in
this
organization
to
get
at
some
of
those
things
so
that
we
have
good
working
relationships.
K
Obviously,
around
the
alignment
for
for
priorities
and
and
your
goals,
we
have
a
budget
process
that
is
very
inclusive
and
comprehensive,
as
well
as
you
guys
went
through
a
process
around
Council
priorities
to
try
and
align
those
things
for
us,
so
that
we
can
be
specific
to
meet
your
needs
and
then,
on
the
the
expectation
and
communication
side.
We
went
over
it
in
your
orientation
a
little
bit.
The
the
one
team,
leadership,
values
and
expectations,
but
we've
also
kind
of
postco.
K
Q
Thank
thank
you
Lee.
So
you
know
clear
and
open
communication
is
clearly
a
key
commitment
from
me
as
your
city
manager,
and
it's
really
really
vital
to
the
work
of
the
entire
organization.
Communication
between
senior
staff
and
the
city
council
is
especially
important
is
in
supporting
your
ongoing
work
and
the
organization's
ability
to
to
give
service
to
our
community.
Q
As
you
all
know,
I
regularly
check
in
with
all
of
you
and
I,
also
check
in
with
our
senior
staff
m
members
on
a
regular
basis,
and
one
of
the
many
purposes
of
those
check-ins
is
to
see
how
the
communication's
going
between
senior
staff
and
city
council,
because
I
really
want
to
make
sure,
there's
healthy
communication
going
on
and
that
you're
getting
what
you
need
to
do
your
job
successfully
and
as
Lee
said
coming
out
of
the
pandemic
is
I.
You
know
that's.
Q
When
I
became
city
manager,
I
thought
it
would
be
useful
to
establish
a
strong
framework
to
help
guide
our
senior
staff
in
their
communication
with
city
council
to
ensure
we
have
great
channels
of
communication
and
information
sharing
that
might
have
been
disrupted
by
the
pandemic.
I
kind
of
noticed
that
we
were
really
weren't
having
regular
check-ins,
like
you
know,
like
we
used
to
have
because
everything
was
about
the
pandemic
and
briefings
had
stopped
and
things
like
that.
Again.
Q
These
Norms
are
not
just
about
sharing
information,
but
also
bringing
a
collaborative
Spirit
to
and
building
relationships,
which
we
pointed
out
on
some
of
your
Norms.
Through
our
conversations
and
again
I'll
I'll
go
back
to
Deborah
fagoni.
She
called
always
told
me
when
I
was
much
younger
in
my
career,
the
cultures
and
the
conversation.
That's
the
words
that
she
used
to
say
to
me
and
to
many
many
others.
Q
Two-Way
dialogue
is
really
important
to
our
Collective
success
and
all
we
do
to
serve
our
community
My
Hope
Is,
that
this
framework
will
stand
the
test
of
time
and
serve
as
the
basis
for
as
strong
and
productive
relationships
between
the
senior
staff
and
the
City
Council
in
the
years
to
come.
As
always
and
I've
told
each
one
of
you,
this
I
am
very
open
to
feedback
if
you
believe
there's
any
Norms
on
here
that
are
missing
or
ones
that
we
can
should
be
focusing
on
or
deserve
particular
attention.
Q
Please
let
me
know-
because
this
is
an
this-
can
be
an
evolving
document,
but
I
just
shared
it
again
with
the
senior
staff
and
I
do
regularly,
and
it's
part
of
their
performance
evaluation,
because
I
feel
so
strongly
about
that,
because
I
really
feel
that
this
is
important
for
us
to
be
collaborative
and
work
together
to
get
the
work
of
the
community
done
with
that.
I'll
turn
it
over
to
you,
Lee,
to
finish
us
out.
K
K
Again
talk
to
Jennifer.
This
is
a
something
that
we
constantly
update
and
think
about
quite
regularly
as
we
work
with
you
all
the
the
one
thing,
as
we
kind
of
work
on
communication
and
align
ourselves
with
you,
guys,
is
kind
of
what
is
the
governing
we
constantly
thinking.
What
does
the
governing
body
need
from
staff,
and
it
is
that
expert,
the
data,
a
professional
recommendation
and
we're
constantly
thinking
what
we
need
from
you
and
that's.
You
know
a
lot
of
times
supporting
you
through
difficult
policy
conversations.
I
did
want
to
bring
up.
K
You
know
one
thing
that
we
need
from
you
guys
and
you
know:
I'll
I'll,
just
gonna
pick
out
council
member
candelis
the
the
day
after
he
was
appointed.
He
called
and
said:
what's
the
one
thing
I
can
do
to
be
prepared,
and
so
I
told
him
this
and
I'm
going
to
tell
everyone
but
the
packets
we
handed
out
to
you
guys
they're
very
specific
to
you.
So
it
has
your
committee
work
plans
and
the
Horizon
report.
Those
are
incredibly
important.
K
It's
very
important
for
us
as
staff
that
you
guys
are
making
informed
decisions
when
you
guys
feel
you're
not
informed
in
making
a
decision,
we
feel
we've
failed.
Part
of
that
is
I'll
just
say
it
bluntly.
You
can't
come
into
this
room
or
Chambers
expecting
to
learn
everything
about
an
item.
It's
impossible.
The
staff
presentations
are
going
to
be.
Here's
what's
changed,
or
here
some
things
from
the
memo
that
we
really
needed
to
point
out.
But
it's
not
to
go
over
everything
else.
The
you
know
Jennifer's,
it's
not
just
communication.
Norms,
it's
briefing
Norms!
K
K
We
have
study
sessions
where
we'll
do
deeper
dives
into
some
of
those,
but
we
don't
have
the
ability
to
do
study
sessions
on
every
single
one
of
those.
So
please
use
us.
You
know
I
I've,
joked
around
that
I
think
the
committee
work
plans
and
the
Horizon
report.
It's
like
a
syllabus
if
you're
a
council
member
like
it
it's
going
to
change
every
week
by
the
way,
but
look
at
that
and
think
next
month.
K
I
need
to
know
these
things
and
I
get
this
person
in
you
can
ask
Jennifer
and
her
one-on
ones,
but
please
always
feel
free
to
reach
out
directly
to
those
directors
and
ask
for
briefings,
because
that's
where
a
lot
of
that
two-way
communication
and
the
not
just
the.
Why
the
what
the
how
but
the
what
ifs
like
having
a
conversation
on
the
dice
about?
Well,
what?
If
this
happens?
What,
if
this
happens,
those
are
really
hard
to
have
in
kind
of
that
context,
especially
with
you
know.
K
Q
Yeah,
if
I
could
addly
and
going
back
because
we
do
have
so
many
new
council
members,
there
have
been
so
many
policy
issues
that
again
are
still
coming
before
Council.
We
are
more
than
happy
to
get
you
the
background
materials.
If
you
don't
have
time
to
meet
or
what
have
you
we
can,
we
can
link
you
to
the
council,
memos
or
information
memos
to
give
you
that
background
or
if
you
want,
if
your
staff
needs
that
background,
they
can
also
search.
Q
N
Yeah
I
just
wanted
to
add
to
that
those
those
briefings
can
also
help.
You
determine
if
you
think,
there's
something
missing
that
you
might
want
to
write
a
memo
about
on
that
on
the
topic
that's
coming,
and
then
it
gives
you
that
time
to
flush
that
out
to
figure
out
who
you
want
in
your
brown
act
and
also
to
have
that
discussion
with
staff
find
out
if
they
think
there's
a
supplemental
coming.
N
K
Weigh
in
on
it
and
I
would
just
say
it's
not
even
some
there's
a
memo
written
already
and
staff's
happy
to
jump
in
and
help
I
would
say.
There's
been
some
times
this
year
with
a
few
of
you
where
you've
I
I
know.
Personally,
some
of
you
have
called
me
and
said:
I,
don't
like
this
thing,
or
this
thing
just
happened
and
I,
don't
know
what
to
do.
K
Directors
are
great
for
that
too,
like
maybe
there's
an
item
coming
and
you
know
you're
not
going
to
like
something
it's
okay,
just
to
talk
to
them
about
the
problem
and
see
if
there
is
a
solution
like
the
you
know,
maybe
a
council
memo
is
needed,
or
maybe
staff
hasn't
thought
about
that
as
they're
getting
ready
for
their
recommendation.
So
those
are
things
too.
You
don't
need
to
have
something
fully
baked
just
to
meet
with
staff.
You
can
start
from
knowing
nothing
and
be
inquisitive
to
I.
K
Have
a
problem
or
I
think
I
have
a
solution.
I
need
help.
So
all
all
that
is
always
an
option
and
will
really
help
you
guys
when
you
step
into
Chambers,
be
prepared
on
those
items.
So
with
that
and
we're
going
to
end
on
time,
it
looks
like
which
is
great
some
of
the
next
steps
we
will
be
in
an
info
memo,
writing
back
to
you
guys
on
the
norms
and
putting
those
into
a
format
for
you
guys
and
then
with
that.
I
I
I
know
last
year
where
a
lot
of
memos
came
out
on
Tuesday
morning,
especially
if
they're
pretty
complicated
it's
hard
for
us
to
want
to
incorporate
a
last
minute
change
or
last
minute
memo
without
having
had
a
chance
to
study
it
to
have
our
staff
talk
to
City
staff.
Those
last
minute
surprises
can
be
difficult
to
navigate,
and
so
I
just
want
to
encourage
people
to
think
through
about.
I
You
know
when
you're
putting
something
out
the
benefit
of
doing
that
ahead
of
time
is
that
we
have
a
chance
to
review
it
without
the
chance
to
review
it.
It
becomes
very
difficult
for
the
rest
of
us
and
then
along
those
lines,
think
about
when
you're
doing
a
memo,
that's
related
to
a
topic
whether
the
memo
is
necessary
or
not
in
the
sense
that
sometimes
you're
asking
for
a
small
addition,
a
small
change.
I
A
lot
of
those
things
will
happen
on
the
floor
during
on
the
day
during
conversation
and
and
amendments
can
be
made
on
the
floor
during
conversations
and
should
be,
and
don't
necessarily
need
to
all
be
articulated
in
memos
ahead
of
time,
which
makes
it
I
think
sometimes
more
complicated.
So
I
just
want
to
encourage
people
to
think
through.
You
know
the
use
of
memos,
for
you
know
significant
additions
and
changes
versus
smaller
things
and
not
necessarily
needing.
C
E
B
E
H
C
To
thank
everybody
for
taking
the
time
enjoyed,
hearing
folks,
Reflections
and
comments
and
questions
I,
think
lee,
especially,
but
all
everybody
on
the
administration
side
here,
big
round
of
applause.
Thank
you
for
putting
us
together,
really
really
appreciate
you
taking
the
time
and
helping
us
spend
this
time
together.
Think
about
how
we
work
together.
So
looking
forward
to
seeing
everybody
at
our
next
meeting
and
with
that.
D
C
C
H
Yes,
Paul
from
the
horse,
you
very
interesting
meeting,
thank
you
for
having
it
I,
didn't
like
the
condescending
tone
at
the
beginning
of
the
meeting,
because
you
don't
run
an
organization.
This
is
a
democracy.
You
need
to
be
very
clear
on
that,
and
democracy
is
messy.
How
is
democracy
established?
Democracy
is
established
violently
in
California.
Okay,
remember
the
citations
of
people,
that's
how
it
started.
Okay,
so
it
doesn't
need
you
know.
Racism
was
not
talked
about
here
in
this
meeting
either.
H
Racism
is
endemic
in
the
policies
and
the
rules
you
see
because
white
racist
men
are
the
ones
that
created
Robert's,
Rules
of
government.
So
in
the
way
the
government
is
conducted
is
infected
with
racism
and
you
never
talked
about
it.
Okay,
so
that
t
me
that
you
know
what
you
don't
care,
you
really
think
that
we're
going
to
sit
here
and
listen
to
you
say
that
you
know
what
we're
going
to
focus
on
procedures.
Basically,
what
you
were
doing.
H
H
I'm
directing
it
to
you,
mayor,
I'm,
talking
to
you
so
in
conclusion,
you
need
to
start
talking
about
racism,
because
I
want
you
to
go
on
the
record
and
state
that
racism
does
not
exist
in
these
in
the
way
that
city
government
is
conducted,
say
it
say
it
out
loud
and
say
it
clear
you
can't
and
because
you
can't
that
means
it
still
exists
and
because
it
there
was
a
failure
to
address
that
issue
in
this
meeting.
That
means
that
all
of
your
rhetoric
and
all
of
this
time
was
wasted.
This
isn't
top
down
government.
T
T
They
had
the
ability
to
walk
around
and
get
close
enough
to
hear
what
you
were
saying
and
those
of
us
who
could
not
come
to
the
meeting
today
we
were
effectively
shut
out,
so
it's
some
somewhat
ironic
that
you're
talking
about
respect-
and
you
have
dis
just
disrespected
the
disabled
community
and
thank
you,
council
person,
B
for
putting
the
motion
on
the
floor.
I,
don't
know
who
seconded
it,
but
I've
I,
put
in
a
request
for
that
information.
T
F
T
Hi,
my
name
is
Glenna
hoft
and
I
am
disabled.
I
am
I've,
been
disabled
since
2004,
but
I'm
also
a
a
veteran
disabled,
and
you
know
I
I
watched
what
happened
today
and
you
were
talking
about
respect
I'm,
extremely
disappointed,
extremely
disappointed.
I'm
I'm
lost
for
words
as
to
what
what
transpired
and
yeah
I
picked
up
the
tone
that
that
the
arrogance
and
and
not
really
caring
and
and
they're
being
two
sets
of
people.
Yeah
I
picked
that
up
as
well.
T
G
Q
O
O
I
see
a
lot
of
little
different
groups
and
stuff,
but
not
as
much
colle
collaboration
as
there
is
possible
between
all
of
you,
one
of
the
major
things
that
I
suggest
is
working
on
your
own
biases
and
identifying
them
and
then
breaking
them.
We
all
have
them
like
for
myself.
People
see
me
and
they
see
a
short
Indian
woman,
I,
see
myself
and
I
see
a
warrior,
and
so
who
do
you
see?