a cookie anybody want it. Okay, so let's measure getting yourself settled I'm going to take us through some of the themes that I heard during the council interviews that I conducted, gosh, maybe a month ago or so. So if you take it to the next slide, this is intended just to summarize those thematic topics that came up repeatedly. So I want to walk through these because they lead us then to a proposed set of potential goals that we want to talk about together and ask if other things are missing so here are the priorities. And I used kind of read and both emphasize that you can easily see because there's a lot of words on these pages, you have a handouts to. So first and foremost without exception, housing came up as a very important priority for counsel so really pursuing housing options for all a close second right behind that and you know someone related to be sure was addressing and causes of homelessness. So continuing on the path and the work that you've been doing in that area. Strengthening organizational effectiveness was also a topic that came up in many conversations and a recognition that there's an opportunity with the new city manager to rethink the organization to kind of hit reset to break down some silos to bring the team together. And so there was a recognition during my interviews with council members that that's, that's important. Continuing to facilitate economic development and this came through in a lot of different ways, talking about business support, you can coming off of coven and continuing with that the downtown community investment. There's a lot of a lot of elements to the economic development theme that emerged in my discussions and maintaining infrastructure and recognition that you need to invest in infrastructure to to keep it reliable and efficient. And so in recognizing that that can be a big topic and certainly a lot of dollars that go there. Ensuring public safety and using modern practices to do so, I came up in the discussions, promoting community resilience and resilience was a word that I heard come through a number of conversations as well including for with childcare and some of those, those factors that contribute to individual ability to be resilient and to to move forward. I think we've talked about this a little bit these next few a little bit of the values discussion. So applying an environmental lens to all that we do. And so thinking about that incorporating that into policy decisions in terms in incorporating into budget investments, all of these things. So I think we've engaged in connected community, and making places and spaces for people to connect and feel a part of things. And then lastly, really embracing a diversity equity and inclusion as a core value. And so again we've kind of talked about that in the values discussion. So those are some of the broad restaurant themes and certainly there were, you know, other threads that went different direction debate, depending on the conversation but I tried to hit some of the in terms of what I heard. And so any questions or thoughts or comments on those interview themes that I've just shared that to be no, but feel free to jump in. Okay, so, so that those, those interviews along with the prior and other information the work that the staff has been doing have informed sort of the structure that we have laid out today as a jumping off point and keep in mind that the information that is contained here is intended as a jumping off point. It's really time for discussion reflection clarification all of these things. So let's take it to the next slide and remind us where we are in terms of the strategic planning framework. So we've talked about mission vision and values. And again, we'll, we'll continue the work on the values topic and providing some opportunities some options there. It was pointed out during the break, very importantly, I think that we need to be thoughtful about how we create the values in potential use of an acronym, making sure that things are translated and translatable. And so I appreciate the observation and we'll keep that in mind as we're looking forward that to that so that's applying that lens of inclusivity and and also. So those are the three work group. So now we're at this next tier, broad multi year goals. And from there we'll talk about the house which is the strategy and you can see how those connect together. So let's define what we mean by strategic goals. And again, this is just making sure we're all speaking the same language. So strategic goals really provide direction and focus for the organization including resource decisions work planning. All of these operational activities are informed by those broad strategic goals, what where are you going what do you want to accomplish. And then from there how do you get there. They are best when they're multi year in nature, they're not just a short term to do, but they really are you're working towards something and you can measure results along the way, in terms of your success getting there. And they are achieved through a range of strategies and so again it's not just a tactical operational item, but these are broader goals that we'll be talking about today and then we'll talk about the important parts which is how do you get there, right. So any questions on how we're defining strategic goals. Are we in agreement. Oh boy, that was those lunches man I did a doozy. All right, we have I think tea and we have coffee. I did see some chocolates at the end of that if anybody needs a little sugar boost and you know this is a workshop you should be encouraged. Okay, so that's how we're defining strategic goals. And so just a next another reminder on the next slide. What I've talked about somewhat already this morning is that you have to be intentional in terms of what you're choosing to do and where you're focusing your time and your limited resources. If you try to do everything that you can come up with, then you're not going to have the same degree of impact, as you're going to have if you provide clear direction on a handful of areas that you can be very forthright and pursuing. So as we go through this I want you to sort of keep that in mind, but also one of the other qualities we heard about this morning and we'll talk about I think as we go through this afternoon is what are those things that you can measure success on.  And so as we're talking about how the strategies that will lead you to those goals we want to be thinking about okay well how do we know. How do we know if it's having the impact that we intend is it really moving the needle. And so while we're not going to come up with specific metrics necessarily today. Know that that's the direction that is intended. So we want to have that in our mind of well how do you know how do you know if it's making an impact. So using a sort of framework loosely a kind of smart goals and serve many of you have heard of before so we want to be clear and specific, like to be measurable achievable realistic and timely. So you have the ability to track over time your impact. That's good for staff, because they are clear on the direction and what they're working on, and that's great for counsel because you can see updates to see how we're moving. And just as we heard the housing updates this morning with specific, you know, trend numbers. That gives you a sense of what you're doing is moving the needle in direction you're hoping to do. So that's what we're talking about today. Any questions on that promises is not lecture all day. I won't be talking. Okay, so with that, and with with with with my ear and recognize this is my ear. So it's not yours you can alter it. I have given us a jumping off point for some potential strategic goals. And again we're going to come back to the how which is the strategies in a moment so I know that's oftentimes where people feel more comfortable, you know what are we going to do what are we going to do. What do we want to do the strategic goals first. And so they seem to fall into these sort of six areas of focus. And you have I hope that you have the handout to because I know this is a lot of words and small but I want to kind of go through these and get some some reaction first, and we'll have an opportunity to evaluate and review and modify as we go through. So that's enough housing for all again that was a topic that I heard from everybody that I spoke with it was like a leading leading indicator if you will, as they say. And so, housing for all is the first one listed there. And so I have short kind of goal statements or descriptions about what that looks like as food for thought. Sometimes it can be helpful to have some clarity around what we're talking about, we mentioned that. So for housing for all we've written pursue housing options for residents at all of all things. So this is really about shelter, right held housing for folks, and we have separated that from homelessness, which also is about housing, but in the conversations I've had with some of you. It's clear that the distinction between the types of services and the way that you are serving people warrants, keeping them as separate areas separate goals, arguably getting the homeless sheltered falls under housing for all. But again, you're doing work more in the social services support area that's a little bit different than housing. Okay, so the next one is home with this. And I apologize for reading all these but I feel like I want you to hear all these things in different way. So we have written here again as a jumping off point, partner with key stakeholders to offer housing and support services to the end sheltered and break the cycle of homelessness. And so again you can see these are aspirational. These are not goals that you're going to achieve in six months or a year. But the idea here is you're working towards something big. So that's how we have initially drafted a goal statement. The next one we have is public safety. And so the, and I don't need to probably go to a whole lot of description but it's broadly defined public safety, the description here ensure the public safety by engaging residents and using a broad range of proactive approaches and the supplies to both the police and the fire and you safety measures all the way around so we're not trying to be overly pointed. The next strategic goal area is economic and community resilience. You had the economic resilience as a part of your last set of goals but in the conversations we had I heard a lot about community resilience also and building capacity and independence and so for purposes of discussion I put those together. So economic and community resilience and defined it as sustain and develop a diverse and thriving economy that benefits Santa Rosa residents and businesses and contributes to the community's economic health. Okay. The next one is infrastructure and environmental sustainability. So infrastructure is a big investment. And there are lots of important areas of need in infrastructure, but environmental sustainability and the linkage between the two seem to be a natural process and previously you'll recall you had a goal of climate change called climate change. And so this is the place to really make sure that you're integrating and capturing some of those important efforts in a way that ties it to the work you're doing and isn't just, you know, kind of climate change generally giving it some more focus. So how we've listed this here invest in and maintain infrastructure that supports environmental sustainability and supports a vibrant city. Okay, then the last one, bear with me guys sorry this is a lot of me going through the stuff is organizational excellence and this brings us right back to the whole notion of you need to have a healthy strong organization that is able to deliver core services reliably and into the best of everybody's ability to your residents first and foremost. So organizational excellence we define as create a high performing organization that is proactive, basically sound promotes equity diversity equity and inclusion and reliably delivers outstanding services to the community. So that's a mouthful, but there are a lot of pieces in there, then you can start to point to that are elements of organizational excellence. Lisa's sorry. So, ask the council members first off reaction or comments on this jumping off point. Thank you. You know, one of them stands out as being potentially arguable. And that's the infrastructure and environmental sustainability. We heard a couple of comments this morning from the community about what they view as environmentally sound decision making. The roads. As I quickly approach my later years. I'm probably not going to be otherwise. And I'm probably going to be a car. Some of them. Or maybe a cat, whatever. But when you think about what is meaningful to some, it's not everyone. There's almost sometimes when one is involved in this kind of conversation and the arrogance guy. And I was depending on a vehicle and my city and spend all of its money on like that and not. And the roads were like that. It's not only a safety issue. But nice good, good growing intersections, say gas. So what is, how do we capture the environmental piece and not be not have an argument over the importance of that investment. Over ignoring certain parts of our infrastructure, because it's the right. So I'm just, I'm just throwing it out there. All the rest of them are the resident. This one I just, I just noticed they're kind of a tension. No, that's good. I appreciate you raising the discussion and I think as we start to think about that when we go on that specific strategic goal and thinking about what is the right way to characterize it and what are the strategies that you want to identify with these these concerns at the same time and not over leaning one direction or the other, which is kind of what I hear you saying is like if you till too far this direction well what about this part of the community, right. And so I think that's I appreciate the comments as we get to that area let's look through that with that observation. Yeah, just not to get too far into it but even a year later years john when you're riding your unicycle. And as somebody who does ride a bike. Good roads are important for bicycle infrastructure to right. You're not going to have the same infrastructure so I think it's fine for them to co me goal in this and then where rubber meets the road is in how we spend the funding. And one of the things that struck me that's missing, I think, from the strategic goals is we are still in a pandemic. And so it's sort of roles into public safety but I think it might actually be more accurate all that one public health and safety. And then I think that that actually brought enough to encompass a couple of the different things that we're talking about, whether it's pandemic response whether it's going back into our D I work. We're looking at the public safety outcomes and health outcomes that are different across our community and dedicated resources in that way. That was the main thing that I that was sort of glaring for me that's missing. Okay, now that's great and as we look again and was looking at strategies let's think about the best way to kind of reflect and capture that right because it's not done yet, sadly, I wish it was. We're still supported up. Okay, I think. I don't want me to get into wordsmithing but can you tell me what you mean by cycle of homelessness cycle of homelessness. This is a test isn't it. That is that that. Well, I don't know that I have a good answer. Because for me a lot of homeless we want to make it a brief non reoccurring experience right now when I hear cycle homelessness it's like people are coming to go in and out of homelessness right now it's a challenge.  So, again, that I'm not clear when we're just saying the cycle of homelessness we just want to end homelessness. Yeah, thank you. The same thing with public safety and show the folks if you engage residents and using a broad range of product approaches. One of the things that's very important for me is quite frankly or reactive approach. The chief has told us we're approaching seven minute response time and emergency calls for service that's unacceptable. That's a reactive mode not a proactive and I know you can make the argument. Okay well if we're proactive we would have as many calls for service but if you look at the reasons why members of our community. We call the police, you know acts of violence or not the whole relate someone that's going to it's going to be reactive. Same thing with our fire posts. I just had the study session regarding the ambulance service. It's taken in our fire units. I know the general plan says a bit get there. 95% of the five minutes, something like that. If we're start extending that it's that reactive approach to our public safety that I'm thinking we do need to put focus and expectations clear on and funded so that when we do have to react. It's in a kind of manner, which doesn't fit that proactive approach. Now that's good. It's reliable and consistent in terms of expectations for reliable for responsive reaction. No great perfect appreciate that comments. All right other comments. Yes. So like Mayor Rogers I also had the same thought about the health so if I was looking at it public safety and health works but it also reminds me of resiliency. So if I'm looking at something that has been brought up a few different times is like physical resiliency and mental health. So, and whether that's down to our employees or we're looking at it though, if you look at the community, economic, physical and mental health would be someplace we could put it but I also like the idea of public health and when I when I hear the word public safety I have to say I usually do think of it as a police versus fire so if everybody has that same definition then that's fine if we think public safety also includes our fire department first responders, but maybe the public health safety would work well with that and under the proactive I think something in particular for my area is emergency preparedness. We certainly have enough fire issues so I think that's something to specifically call out so that everyone feels that that's being looked at. And then under our organizational excellence. We've heard the word belonging so perhaps adding that word after diversity equity and inclusion and sense of belonging. So I would just say the only words and still kind of missing our outreach and engagement and that could be with organizational excellence for two way communication. Okay, excellent with the public your comment around public safety if it says, you know, there's a working area, you know public health and safety, rather than public safety, because the safety does that seem more inclusive than to you. Okay, we'll work our way through this. Okay, yes. Thank you. So a couple of thoughts here. One is that on the slide 32 childcare which has been one of our top priorities because it is right the second leading driver of economic success, it's kind of buried under community resilience. And then when we get the strategic goals that is mentioned nowhere, and it's very close second housing in terms of driving economic development so it's, and it's been a hard one, you know, victory to get it to have it center place in our understanding and hopefully on this council can argue about the important housing and I don't think anybody I mean, I welcome the argument now if anybody wants to stand up and argue about, I don't think anybody can argue about the importance of that so I'm concerned about saying it's not prominently mentioned here under economy. It's not about economic and community resilience. It's also just so essential for our communities of color and our business community. The other thing that I would like to see mentioned under organizational excellence is an intentional approach to addressing the silos that we have in our operational capacity here at the city so I don't know if I'll get to their council members agree on that but I think that that would be essential to us achieving organizational excellence or improving upon the excellence that we have. That's great great comments. And as we work through this net this process and look at each of these potential strategic areas and help to redefine them. And look at the strategies and how they're presented and make sure and affirm that they touch on those important elements and if they need to be elevated into a description that's fine, or they can be raised through those strategies because the strategies then inform the work of the city, right the budgeting and the work plan. Thank you for the comments it's good. All right, yes. Well, actually let me see if there's any other council comments that I do. Yes, but any other council comments. Yes. I don't know if we'll go under housing or homelessness, but I noticed people are either housed or are home, obviously, but there's kind of an in between the people that are potentially are on the way to be homeless. I noticed that there are not as many services, if they are on the way, like are transitioning to be homeless. And so, how do we a goal to keep people how if they're already how like they don't have to be homeless. Right, I'm sorry. Yeah. Because I think that we don't want them to become homeless, right, just so that we can start to to give them services so that those who are vulnerable to homelessness. Yeah, could be a good goal. Okay. Okay. Thank you. So just a couple of thoughts, and I certainly understand council members what comes the interest and not wanting the words but but I actually think that that's totally fine. That's exactly some of the things we need to do because if we establish goals that don't align specifically with what our thought processes are then, then we're not going to follow those goals. So, just a couple of thoughts from, from my perspective and I think one of them aligns with a hundred with the discussion that that council member Sawyer brought up. And it maybe is just a term vibrant city when it when you're discussing infrastructure and wanting to, to alter that into something more about services and facilities for all members of the community. Because I, it's one thing to be vibrant but it's another thing to service all folks whether regardless of age, location, race, or position in the in our community and I think there are services that we provide, whether it's counter service water service, police and fire or roadway infrastructure or street lighting. All of those might not be focused on environmental sustainability per se, but are to the benefit of a life and enjoyment of our community for everybody. One of the areas is the concept of public safety and being the public works guide just got to make a pitch beyond police and fire, while they are typically the two that stand up in front of all of us. There's a large supporting task that still identifies as public safety and responders that, but I want to make sure that if we're talking a public safety goal or a health and safety goal that there's room for recreation and our, and our team that does our sheltering room for water staff and public work staff and, and our, and our building of official staff that are always right there that are responding to all types of different public safety issues, not necessarily the disasters but other issues that are that are plaguing the community in various ways. So, I just wanted to make that shameless pitch for some of the non police and fire activities as well. Real quick, I appreciate this the shameless pitch. I will say that, you know, and defining these all all elements of the city program staff departments should be thinking about their role. Right. And so what we want to try to move away from which was breaking down silos. Maybe you sent that cover the plumber is to think about your contribution to safety safety of residents right. I don't we don't have to. I don't think have, you know, a paragraph that the list every every single service and because that runs the risk of being like okay well this is my piece so I'm going to take care of this. And we really want to elevate it into broader goals. So, but I appreciate this safety is broadly defined. Okay, okay. Thank you and I don't disagree at all.  So, when it comes to disaster, it takes everybody to respond back to it, whether that's proactive or reactive. It takes us all so my comment was, and it's very intentional and using your own. Technology intended to be intentional. And believe it or not it's not about public safety it's about the organizational excellence piece and well it's very nuanced to a single word the word promotes diversity equity and inclusion. You know, from, from my viewpoint I might be alone on this is now talked about a little bit earlier that this is cultural change needed to ignore. And so promotes to me sounds more like we're mounting it or we're saying you should be involved in the versus stronger word, perhaps such as bodies or cultivates where it's, it's that we are invested in the process of the ID, and we are making that change and we are turning it into the law. So, while it's, it's a single word to me it, it could use a stronger word there to really show that this is something the city is invested time resources according to to make a change. Great. Yes, Claire. Yeah, just adding to the conversation so my thoughts with helping for all.  It's offering a variety of housing option for all residents so just because you're at certain income level that mean your life in this new department. It should be a variety of options at different income levels. And then also it's not a unit count. It's, it's also about context and accessibility being having your, your, your home and your housing in the context of livability walkability access to healthy choices. I think, I think that's really essential. And I have that conversation a lot with our housing advocates in the city. It's not just a unit count. We need to also look at the structure and context and equity. I just want to make sure that we are hearing from the council's themes that slide that you had talked about homelessness and slightly different nuance there and make sure we cover that that's important to the council and I think that was about the cause and the, what was it the issues and the cause of homelessness I don't see that address here so I was kind of a question back to the council. That's part of that scope. That's definitely a bigger scope than what's up here, which is really to focus on providing housing. And let's see, economic and community resilience. I know we love that term resilience, and we have lived it for far too long. But to me that's more like surviving, and I know I talk a lot about I don't want to live in survival, I want to be vibrant. And so, even just think about it for a second changing economic and community resilience to vibrancy or something like that, it's more forward leaning. And again, it's sort of instead of just by getting, getting past that being a modern city and really getting to the other side of where we've been for the last five years. And then lastly to see organizational excellence. And I think what the chief here promotes is not where we're at, we're definitely in it, and want to integrate with DEI and phone. And then in terms of delivering outstanding services. That's a bit big right. One of the things I've learned in the last couple years is is really couple things one, we should embrace modernizing our service. We, the North Bay, which I completely believe we do and we should continue to get we have to continue to be progressive and how deliver service. So we've learned a lot in the last couple years, you know, increasing is our online services or self help services, knowing that you can modernize their service for one sector of the community, and likewise have to improve your in person services for those that that doesn't work for it. And so to me, I feel really strongly about reinventing how we service our community for the people where they are. And we've learned a lot in the last couple years, I want to keep going with that. Thank you. Well, I think when we start looking at the strategies which is the meat behind this, that some of these ideas we've been surfacing here we want to keep those in view, because I think that's the touches the core of kind of the how we want to do. We'll come back to the final kind of set of council goals as we define them as we work through this process. But I think that it will help to be informed through the discussion around those strategies as well. Make sure that it does resonate that it does reflect where you want to go and means to get there. So this is great any other comments at this point on these goals recognizing we'll be talking about these as we walk our way through all of them. Yes, face bearer. Thank you. Look at the six. There are six. Look at the six of them. For example, homelessness partner with the key stakeholders public safety proactive approaches organizational excellence inclusion. I just want to echo the comment that was just made by there as well as the comment that was made by council woman McDonald about communication and engagement and surfinal purpose if we cannot make these services available readily to available to the public. And then it also brings back that word belonging. It's that's definitely the word belonging is making it part of the big part of of that. So just again, just as we understand it's good. Well I hear your theme you're observing in addition to the observation of belonging is access. Right and that's something to think as we're moving through here so great. Okay. Any other comments. Oh, sorry. Yes. I would like to also encourage under organizational excellence somewhere considering employees safety. The safety our employees is paramount and we can't do, we can't have them do their jobs without taking that into consideration. So I think that's really critical to recognize and somehow have that in our goal. All right. Excellent. With all in Ashley's been recording all of these ideas as we're going through them so we have is available. These are sticky pages right Ashley, and we can find a way to stick them so that you can see them as we're working through each of these topics. And so the goal statement of the definition, we can revise as we work through this the goal topics themselves. We can tweak, but importantly we also want to talk about the means the strategies that you connect to and then you think helped to get there. So let's let's do that next and hopefully I can bring you all along and not lose you in my, my favorite grammar goals are achieved through strategies and that's what we're looking at now we're going to do these by each of those goal areas recognizing we're making some changes to the top of the descriptions on some so just like these are the first one. The other addition that wasn't in this version that we just walked through is attempting to again using as a starter place. We can orient the topic, the priority into something that is more action oriented, something that can be more measured and quantified. So in this case, we have it just as pursuing housing for all. And you guys can tweak and modify or reject any of these ideas that you might like but they're they're intended as we forgot so the, the goal of pursuing housing for all. There are six different strategies that are listed here. And so these, the ideas behind these strategies were informed by the Council interviews by the work that is being done currently that's underway that you've been working on as a city and best practices. And so those are some of the sources of the strategies. As your starting point so what I'm going to ask us to do. And we so we have right now six buckets is we're going to take a little bit of time at your tables to look at these strategies and talk about what resonates you know what do you think is what do you think is most important particularly for the next year. Is there anything missing we'll write up the questions up in the front. So we have some discussion about you know what's what's missing and what what makes the most sense as a top priority for the coming year, and do these reflect the universe in a comment you have. Okay. So with that, we will take let's try to do this in 10 minute chunks. If it turns out you're kind of winding down and finishing up I will move us along. I want to make sure there's adequate time to settle into some of these topics. So we're going to come back we'll call it at 20 after this and I'll turn on my times. All right, so I'm good. All right, let's go ahead and bring it back to a large group and share your thoughts in this strategic area. All right. All right, so the questions that we're hoping to hear your thoughts on and you may have other ideas to work. What do you like of the strategies. What do you think is most important to prioritize for the next 12 months. And then what's missing or needs to be revised in some shape or fashion in terms of the array of strategies that the city might pursue. Okay. Let me be honest with you guys. It's fine. I've got this one. All right. So we had a good conversation around it. I will start with the general consensus that the word pursue housing was too vague and too broad for what we're trying to create here these are strategies for delivering or building for something more action oriented housing for all. And then we really liked the reduce barriers to entry, and that got us into a discussion and it was combined the barriers to entry with the streamlining that got us into a discussion about around the word ask. Do we stop and ask people, what type of housing they need. We stop and ask people what their barriers to entry are. Do we stop and do we ask developers. What are the problems that they're seeing, why they're not building in the community. How do we do to use the city manager's term a charrette, or we look at everything that we're doing and try to move projects forward and, and do that. What's missing from the slide is it doesn't have anything about partnership opportunities, whether it's public private partnerships or whether it's with the county, whether it's the renewal enterprise district that we're moving forward. It's all a partnership. And it, it doesn't have anything about leveraging opportunity sites. And so we've been talking about the third street garage, but there are other opportunity sites that are out there as well there's our analysis that we've done. We've done of city owned properties that we need to either invest in or the best from the best from categories, those are opportunities for housing, as far as I'm concerned. And we've talked about annexation is something we'll talk more about, but I'm very much interested and I know that the Vice Mayor is in talking about annexing more of it, talking about annexing south Santa Rosa Avenue. A project that I know many council members have heard about that would need to be annexed into the city as well to be master plan. These are all opportunities for master planning the area and making sure that we're, we're putting housing that's linked up with the infrastructure that they need. And I don't see that strategy listed on here. And I think that we would be out of debt. We're not giving people a chance to be innovative if we're not putting that out there and working with folks on that. And then the final note that all of this share and I shared it with the group. And we talked about this it kind of fits in housing and it fits into economics that fits into some other buckets. But one of the, one of the things that was most striking for me is in 2018 after the toughest fire. I was asked to do was called an ask me anything on on Reddit. And the section was the politics section that they got about 3 million individual users every single day. And it was specifically supposed to be about fire recovery what was Santa Rosa doing around fire recovery. And then the top comment was from somebody from the Bay Area who basically said, Santa Rosa is not a welcoming place. And their whole thing was if you grew up in Santa Rosa, you live in Santa Rosa, you find it a great place to live. But if you're trying to come to become a part of the Santa Rosa community, you're trying to bring your skillset and start a business here. It's not welcome. And so, and a lot of what they pointed to were our housing policies. And so I think about that a lot when we're talking about building housing for all of whom we're talking about economic opportunity. How do we make this place that we want to be leading the North Bay a welcoming place for people to come here and bring their ideas bring their, their goals and their aspirations. And so I think we can transcend a lot of these. Thank you. All right, any comments or questions on that first update. Okay. Volunteer for the next group wants to go next. We said it. We're going to talk about the housing action plan. This is from 2016. So we thought there was a need to evaluate update the housing action plan going forward. And that the circumstances we found ourselves in at that point in time maybe vastly different than where we are right now. A significant amount of time discussing the barriers to entry tried to define what that means, and how it can be revised and we came up with reduced barriers barriers to ownership and access to housing opportunities through education awareness and financial assistance. We thought that reduce barriers to ownership and access to housing opportunities through education awareness and financial assistance. And we thought that captured a lot of the council's recent efforts to provide additional programs to support issues that we're hearing about in the community. Access to housing opportunities through education awareness and financial assistance. Thank you. All right. Right there. You're trying before I saw. Oh, sorry, was it clear? Yeah. You guys can do arm wrestle here. See you guys to go next. I agree. Housing action plan is now, I mean, it was, it was a great effort. We've implemented a lot we need to refresh that and we are in the middle of a housing element process. But that housing element will need implementation strategy and housing action plans a great way to do it. I also think that what one thing that will do a little differently is looking at housing holistically, like we talked about earlier today, and not just additional units, but speaking to the next point we talked about reduce barriers to entry does is a little bit of a more direction, maybe reversing it, looking positively, you know, really looking at how we can facilitate increases in housing options in terms of supply, but also diversity of housing options for all. And then talking about the last line there streamlining the approval process approval process. We've done a lot of great works in lining the process so, and I think we've also come a long way culturally or in our organization about supporting permits and housing and really being facilitated. And we have talked a lot about that support is not any one department or the plan review or permit team across organization and we are only as facilitated as our week is linked. And then several of us at this point and maybe all of us are short staff to facilitate it so it's, we're down to, it's not the culture, it's not the process, it's the time, it's the ability to facilitate it with, with people who can do that work. Yeah, just jump in so that you hear from a council member that we lose from where I'm sitting we do need to increase throughput and that maybe that we do need to add staff on the plan and check team, and also what the mayor said about interest in annexing part of the project, and more than as ways to provide a little bit of housing. No, it's fine. Well, we were all over the place until we got really close. And got started with the website and without without pointing fingers at anyone. I use the word Red Bull, some people use other words, but we need, I think we need to invest in our website. I don't think there's anyone that would would say no. And I would hope because it's just to bring us into the 21st century, we need, we need to invest in the portal to our city. Other than driving into our city, people access that most so we need, we need to be delving into that. I'm reducing the conversation around reducing barriers let us to the general plan water resources and how water potential scarcity of water effects access to housing. So that conversation, because of water, let us to mention that I mentioned the general plan conversations around toilet attack, and the reality, and then Jennifer will be talking about that when I finish, there are better work than that, but that's the concept and I think the hurdle that we have to get over in dealing with that kind of water needs is the ultimate water needs that can solve our problems in the future when we are faced with that. It looks like we'll be faced with government pretty regular basis, and that conversation led us to Jennifer Jennifer has a few things to say about that concept. Before you jump in so that the access to water availability water, you're putting in the conversation of the barriers to. Okay, just wanted to make, I want to connect the dots. Right. Well, I'll let Jennifer speak to how they're studying to determine what kind of what we have. Short tutorial. Yes, we were just talking about that it's important to consider all the resources and making sure that we have them available. We did have some specific discussions about water and what our requirements are to do long term studies and water supply assessments and that you know under normal conditions whatever those might be. We do have plenty of water supply but with climate variability and climate change and other aspects, we do need to start looking at more creative options. And we started thinking about that in the water department and hope to be bringing something forward to the policymakers for too long. Yes, quotable reuse is something that is used throughout the state of California. And please don't call it. And And it's a challenge. And is a potential, you know, resource that I think California is going to be continuing to explore for many years to come. So if I might just wait a minute here. One of the observations I would make here on this idea of reducing various entry as you can see there are so many different contributing factors. Right. And so if you're overly explicit in your strategy or then focus only sorry to keep it as we reduce the various entry then you have opportunities across the board to contribute to that strategy and so just I would deposit that. And just to kind of further exclamation point after John's comment around the website we don't see that it's being done in two different languages and so potentially expanding that so that folks have access to understanding what housing is available or what assistance is available. We find that that is part of the barrier is we have a lot of great information but there's so much information it's really hard to actually drill down and find where you need to go. And if it's not being provided in a language that you can understand well and that's not being accessible and we see that as a pretty intense barrier. And just to also talk about the general plan and the need for that is certainly with the fires and everything that's happened. I'm very curious on how the general plan would actually change our environmental impact and looking at the water and all the other resources, or for expanding in an area do we need to add more fire more safety so that we can really ensure that whatever citizens are coming into that area are also protected. So you're making it a helpful observation which is some of these big broad goals touch so many things right and so that's why they're aspirational and why you're working toward them and why you don't solve or complete them in a year.  So, okay, sorry now now it's your turn. Who's doing your hair. Okay, I'll go ahead and follow on what a couple of their groups have said yes the housing action plan that was our reaction to is that we need to update that revisit update the housing action plan. We also felt that the reduced barriers to entry was to pay and what that meant. I appreciate the suggestion from Megan. I also appreciate your comment right now is that perhaps that's intentionally they because it could cover so many things on that note. I think I need some clarity as to whether these strategies are intended to guide us this coming year, or whether they're, I get concerned if they're too big. So what's going to happen at the staff level is we're going to have all kinds of things thrown at us again, and we're going to be in the same boat and have more than possibly do. So better clarity from my perspective, it's very helpful from the staff level. And then we also talked about street of the strategy and streamlining the approval process. I agree very much player that we have over the past number of years tremendous work in streamlining the approval process. And I think it's some respects. There's a loss in that also in that we have been so focused on the account. That we need to broaden that you look at the livability issues, both for the folks are going to into that housing and to the surrounding neighborhood. Frankly, some of the projects that are being built right now that have not had the design review that have not had any. Yes, approval process is very quick, but the results are not necessarily I would like to see. So there's a balancing in there. So I agree. Let's not look only at the account that let's look at what it's what's happening with the rest of the points. I was referring to the last year about the streamlining approval process because we had done this in some ways to see are we happy with the results are we evaluated this is the product that resulted from the streamline. Yeah, that's a good practice. Yeah. I would notice also for us to be aware of there's a lot of streamlining that is going on in the state level. So we are going to be under a number of already come under a number of statutes that require that streamlining to give ministerial approval to projects and we're going to see a lot more of that from the state level so just And then one of the points that we discussed under the access to housing opportunities is to in the education process is also educating landlords on our programs because what we've heard a lot from some of our community members who have vouchers for housing. It's very hard for them to find it because landlords won't take it, but there's a benefit to the landlord to accepting those and so there's probably better education that we can do to enhance that program on the landlord side also. Okay, thank you all and I want to address your question a little bit. And your city manager might have additional comments. So in terms of what does this mean, how does this translate right how does this go forward. So we are attempting to identify first of all those broad strategic goals. We're trying to narrow it and identify well what what are the ways in which we can get there. Right and then the follow up step becomes a staff level right and so determining what you're going to be working on in the next year what are the resources you have available and building out that work plan bringing the budget to council and saying here's here is the goal that you have identified here are the strategies that were identified here's what we recommend we fund and we work on this year. And so I don't know if you want to add anything. No, I think you hit it. What's important is that we look at these strategies and the end goal is for us to have a plan to implement and then come up with metrics behind that. So when we start talking about economic development and how we plan out economic development so if we want to make it economic resilient city, then our end goal. If we don't have an economic development toolkit that that needs to be our end goal so when we talk about barriers to entry, Stephanie pointed it out perfectly education. So we have convicted felons who have a hard time getting in rental property, the cost. You know, have we actually measured how much it costs for people to move here when we talk about people wanting to move in or why people are moving out. So I'm not looking for us to get too far in the weeds, when we start looking at these strategies, then we take them back to staff to say, All right, what are we working on now that we can operationalize to get to housing for all. If we've already looked at the permitting process, have we actually institutionalized that in that process, we may have had several meetings we may have gone over the couple of times, but is the process institutionalized. And can we actually point that out by metric, you know, are we producing 10% more permits. In addition, when we talk about a housing process, what is the time to completion it's not only the time for permitting, but review process. Does it take us 15 times to do a review, do we want to improve on that or to take enough stuff. So the strategies are just meant to design the framework, and then we'll give with staff and we'll come back and we'll actually have an actionable plan, and then drive metrics for that. I'll give you an example if police is doing a staffing study. What's not so much during a staffing study. How about a deployment study. How are we utilizing those resources in the community. And are we using them the best in a way that's most effective, you know, if we want to drive down gun and gang violence. It's not necessarily about the amount of police that we have, but how are they being deployed. If you look at the strategy strategy that's just high level. We will eventually drive down into the metrics and be able to present to the policy board. Alright, these are the results. And that brings us back, which will end on later today with those updates, right and understanding how we're doing in moving the needle in the direction that we've identified. Right. Yes. This is probably for the bike rack. In that discussion to talk about how do the Council subcommittees fit into that equation, because we do get a lot of should say not a lot we do get a number of assignments that come out of our subcommittees. We do get a lot of awareness of it's not just staff that's coming up with strategic with with the work plan work plans, but we're also getting that from Council so how did those mesh and how do we make sure that we still keep within our, our work, our work. Okay, well, and the more clarity there is about the goals and what you're working on, the easier it is to communicate with all, you know, all areas that committees the Council staff, you know, universally to say here's what we're working on here's where we're going. You know, if we're making a course correction then we need somehow collectively decide we're making a course correction. So, okay. We're trying to be of the comments being made by some of our community members around a manufacturer homes and the CPI and we have been hearing about for ever since I've been on Council, which is forever and almost seven times. You know, it's talk about adding more work staff. I mean that's really good. And, but there, it's one of those things that is not going to go away, because it isn't an issue that is brought up all the time. And given that we hear about it all the time, there's got to be some some real issues there and what I'm not sure of this, how that gets doesn't get put into our work plan. Do we finally tackle it and deal with that ordinance that we've been hearing about so long. Where are we with that conversation. Just get the question. It's something I always want to bring it up again because it was brought it comes up every year. We're going to have to tackle it. Okay, Council Member Rogers and then Mayor Rogers. Um, so that was one of the, that was one of the items that I was talking about, probably not one of the only items when I said, when someone is how, how do we keep them, how do we keep them and so if, if your rents are increasing higher at a higher rate than what your income is increasing, then you can only sustain that for for so long. And so how do we assist and support people with that right by keeping the house and so that was probably not probably that was one of the way I think one of the reasons that that was prompted, like how do we assist people to maintain, maintain their housing that are currently out. That's exactly what I was going to say and actually was waiting until the next conversation, the next piece around homelessness, because Council Member Rogers is right and pointed out when we did our broad goals about keeping people from slipping into homelessness. So I think we'll all have that on our list for this next one. Right. All right. That is an outstanding transition. Thank you very much for that. So let's shift over to homelessness and let's mix it up a little bit less. Let's tackle this one as a group, let's try this I want to improve my on the clock and I want to make sure that we can get through all these comfortably. But I just wanted to try this route. So let's start off with what we wanted to first of all talk about the way that the, the goal is currently written, which is to reduce the impacts of homelessness. So we're going to start there, and then we'll walk through these three questions we've been going. Okay, so that that'll be our process. So starting off with the goal statement of reducing the impacts of homelessness thoughts, comments. Everybody likes smaller groups better right now. Let's try it. Let's try it. Yes. All right. So to me, reduce the impacts of homelessness that almost makes it sound like homelessness is finding we're just going to reduce, reduce it. To me, it would read better probably if it was reduce homelessness and its impacts. Are there people like that reduce homelessness and its impacts. Okay, this is going to challenge me I can tell. Do we have a dashboard on our website that talks about, I know every year, you know, tomorrow on the break is the point in time count. Do we have a dashboard because oftentimes people will come to me and say, you know, homelessness has gotten so much worse. And I put in the offer position and say, actually, I don't know that it has gotten worse. I know that, according to last year's point in time count, it's the one that would be super helpful if there's not as cool and I'll be honest, I haven't been on the website to look for this, but it might be really helpful. There is some sort of external communication that we can point to that shows people what is being done and how effective or not it is. No, that's excellent point and I think that starts to get to part of the full process that same managers trying to work toward which is to get those metrics, but then to use them right to convey them. And I think a dashboard or some kind of updates on the website once it's been updated. Sorry. Would be great. I don't know if it's there currently or not someone else would probably have a better sense. Yeah. The data is on the county's community care website. We've had these ongoing discussions with counties just kind of different world. Those numbers are there on the care website. If someone's interested in it. One of the challenges I have with these strategies because I know, I think it's next week we'll be voting on this strategic plan process, which organization is going to help us to here. Because even some of the things that we have for the Denver House Councils I see parking pilot program. I think for that to be in conflict with our strategic plan process comes up with is that the best investment we all think is at this point, bro, is that an evidence based best practice to be in conflict, or is that an innovative practice that we're going to try. I mean, since we're kind of beginning the stage of the strap line with both the county and the continuum of care in the city of Santa Rosa. It's kind of tough like this is also saying investing prevention for programs, is that the best use for dollars. Maybe yes, maybe no, but some of this almost seems like those of us on the homelessness ad hoc is like we're trying to do everything so right there is everything. So it sounds like it's jumping in yet I could have some strategy is first of all to adopt and implement or adopt a strategic plan right and then the best practices that follow become your additional strategies. Is that right. Because again, again, we're going to explain this client. We need more community input and feedback from the community, especially in one of the biggest challenging populations with experience try to get their feedback about what would work, what wouldn't work. So just to clarify, so the suggestion is that some of these maybe aren't, they may robot they may update based on the outcomes of the efforts for the continuum of care. Work. To me, this sounds like status quo. Got it. Perfect. Okay. Yes. I'm curious. I'm looking for some clarification from this particular piece because what I what I hear you saying is, is it time to seriously reevaluate what we've been doing over the last, or what how we move into the future with our strategies. We hear from the community. Well, you're spending all this money and doesn't seem to be reducing the population. We don't believe that the case, we are spending a lot of money, yes, but it's money that we spent. I'm curious, are there are those that are working with on this issue seriously if you are at others on the subcommittee and on and in the county. Looking at the possibility that we need to make some fairly serious changes in how we're addressing this challenge. Because if we're looking at results focus right there wasn't a point in time count last year so tomorrow is going to be important because is it perfect absolutely not a little bit worried because we are changing the process a little bit from the previous years that I've done it. I'm hoping we're improving it but if you change the methodology, it may have an impact on the number of individuals you count. I'd also don't see anywhere in there. Some of the education aspect of it because I tell people all the time actually we've reduced homelessness or last five years significantly it's no account. Sure, I didn't feel that way. You know, and again for some people have been around for a while before we had smart that was what might be so much more visible so many people were sheltering along the tracks. And all of a sudden get another agency, but put them out where they go, much more visible. So that's one of the challenges. So John I don't know if it's going to be a big shift. But one of the other challenges we have here, federal and state and I'm not complaining about the government a whole bunch of months. And my big concern are we investing in the most efficient and effective ways, but a lot of these dollars like the ARPA dollars, you got to spend it by this time that are continuing to carry me yesterday. It needs to be spent by June of this year, what programs are eligible for that so it's not one of the most effective programs, which existing programs can spend the money as they have to otherwise you give it back to Sacramento or to Washington. It's kind of it's crazy world we're living right now we're all trying to do the same thing. And when my interests is let's make sure we're trying to collaborate and cooperate complement all of these different efforts. So it sounds like I need a combination of the short term white and then keeping the view on the long term, what are the best success results. I've seen the world, the words with prevention and diversion. So I know we have made some challenges because one of the best ways to prevent people from becoming homeless is never letting them get there in the first place. So if someone is actually entering into our system and they're not yet homeless. You actually have some training professionals like I said, okay what other options are there for you. It's part of the public education. But the prevention program again, I would like to hear more definition about what is prevention. If you look at the base on a point in time account when they survey individuals who are experiencing homelessness, what led you to become homelessness. There's a whole bunch of different reasons, and which ones are we going to try to tackle, you know, same thing to your point john do we also want to focus on a subpopulation, whether it be chronically homeless seniors veterans because other communities have actually got success like that. There's a lot of momentum that we end veteran homelessness Santa Rosa. Okay, now let's take on champions. Now let's take on chronically homeless. Do you, is that a strategy you want. And I'm not seeing that evaluation there. And I'm hoping we'll have those conversations, once we start our formal supply and process related homelessness. I think that would form a lot of this is generally a point on some of Roger. Yeah, Tom, I was going to piggyback off of that one. One of the things that we talked about was in the committee was looking at that we want to look at chronically people that were chronically homeless but that takes longer that could take longer to potentially work. But when you have to spend funds by certain time frame you don't have a long time to work with them. So you just go for the low bearing fruit where you can just easily have someone versus working possibly for a longer time frame, but to how you can be a chronically homeless, a chronically homeless individual, which would be someone that we would want to reach out and provide services to and house them but that was a conversation that I do with her. Remember as housing, I mean having so this is some of the dilemmas that we are facing when we're looking at where the funds going how are we spending them. And the time frame things like that but being very strategic about really how we're funding the projects that we're doing and how do we have to, you know, what are the, like, I don't know all the criteria that we have to meet in order to conclude the project. Okay. Thank you. Yeah, I think this is this slide is a little bit of like spaghetti on the wall. It is, we're trying to do everything all at once and I think really the key what we're looking for support the strategic planning process is to create calm in all of this. We're just trying to get the right balance for our city. How much energy effort funding goes into housing first permits for how much goes into addressing community impact, you know, which is now much more visible so the homelessness is down. People aren't seeing that businesses aren't seeing it. It's having a real impact staffers quite a bit. I'm sure you do too. We're balancing with the interim options, you know, trying to get direction to stack how much energy effort funding chase to address interim solutions prevention communication. I think the dashboarding of course we're, we're behind the time to be out front. We have back sheets. It's not enough need to get more information out to the public about what we are doing so much. We don't have time to dashboard that are put out there. So what's the, what's the right balance for the city. And then what's the role of the city versus the county versus the state versus our community partners. We need to have those conversations, and we hope that comes through our strategic plan process as we engage in all those partners. You know what is the city's role in that bigger picture because it is such a complex, profound issue. But stem bang for direction on this, so that we can be efficient and strategic about what we do. The other thing that I think I agree with everything that's been said so far, so there is not to throw more spaghetti at the wall. But one of the things that I am proud of that Santa Rosa does is it does lead other jurisdictions in the direction that we need to go. There's a whole point that's up there about in partnership with the continuum of care, maintaining our commitment to housing first strategy, but there's other aspects to it as well. Like, for example, we have the warming stations that have been open the last couple of nights where the only jurisdiction is doing that. But then I know council members what I'm bringing that conversation to the continuum of care. I do think that in our strategies it needs to be reflected that we're not just doing it in partnership but really dragging kicking and screaming, some of the other jurisdictions along with us to do what's right, because it's not homeless it doesn't end in our border, our jurisdiction border, it's throughout the entire county, we just shoulder a lot below. Okay, yes.  When we think about strategies or we think about objectives or defining principles, you know, actually having this information this length of information is actually very good, because the information is really the component that drives staff time. The information that you get a strategy or on principles based on how we're creating the tasks that then drive staff time. And that's where having more information is really important, because as we start getting into the detail tasks oriented of this strategic plan. So, one, we want to make sure that those tasks conform to the strategies that you've got listen here but it's at that point we start to understand what kind of time is being consumed by staff. So I actually just letting my support say I don't think there's a problem with having a number of different items on strategy list, because that that helps staff what we create our task list. It's a specific individualized work program that's supposed to conform with this and it's at that, it's at that point where staff will come back and say okay well this is my capacity, and what we can actually accomplish under the concept of under the strategy of homelessness. And here's what we're able to do with time when we've got but here's how it conforms with your defining objectives or with your strategies so I just thought I'd throw it up there because I didn't. I got a concern when I started here saying there's so much there or that's clean. I find that actually is very good, because it helps me work with the team to create the specific tasks. One thing I heard that differentiates and I think that in correct me if I'm misunderstanding is that some of these may be re-evaluated based on the outcomes of the strategic plan work and so I think that's the push pull this is the what is informing today but there may be some changes that are forthcoming based on the strategic plan that will update, you know, the approach, so we can kind of meet them. I just wanted to talk about the second the last bullet point I just, there's a second piece in the impact surrounding communities. Clearly, it is a balanced, you know, passionate approach in addressing quality of life, but I think that kind of was back to what Brian was talking about with the title reduce the impacts. You know, I think it, I think easing it's kind of a, the word I think, you know, talking about improving quality of life, improving that specific surrounding communities around cabinets or shelters. I think it's almost a separate bullet point, because it can get lost in the conversation. This may be more of a clarifying question, and maybe statement but under the health, I don't really see us calling out mental health for these particular in our unhoused community and I know that was a big push with our response I was curious. When we put that in place, do we have any feedback on did that reduce calls to law enforcement, did it reduce calls to fire or first responders because that's going out first. And, and that would be helpful I think a lot of this from my perspective, having those metrics in place and getting that feedback to know this is a program we put in place last year. This is working really well we've seen a reduction in these other areas of the city and so, or even if it's just a reduction in, you know, complaints or concerns from our community of business leaders. So I think that for me in this particular in this particular goal, I think it would be very important to have some feedback from all the different areas that are impacted by this really important issue. Great discussion, great input. Any other comments on this one. Okay this reminder we're taking copious notes and so we'll be bringing back revised version that's intended to reflect the nature of this conversation so workshopping workshopping. Let's do this let's take a short break. Just to kind of keep us going. Yeah, so we'll call this a one function break. One you pick, whatever you need to do, but just one of them. And we'll come back to see my read that clock rate. We'll start it correct. Gold star, gold star. I should be like bouncing. I know what these types of workshops are, you start to get an era of fatigue that happens but stay the course you guys we got this, you got lots of good conversations ahead. Right, oops, we're still missing. So missing a few. Yeah, and the city manager. By the way wants to hear the conversation to it. Well I'll do a long intro on this topic as they find their way back. So we're going to go to our next strategic goal area. And this is the one that stem started out as public safety in that first box we looked at. We've had some conversation about talking about public health and safety. And so this is the, the world we're now focused on so keep that in mind. All right. And there it is magic. All right, here comes the mayor. Okay, so this next one we have the goal is we have it written here and again we'll want your thoughts on this is to ensure a safe community for all. Again all of these are aspirational by design, but wanting to hear your thoughts on that. And then we have, we have. What is that. I'll see. Good call. All right, good job. If you need to get up to get it be by my guest is fine. Okay, so ensure safety, a safe community for all. We have the six strategies that are listed here. And we're going to go through the same process will work our way through starting off with the discussion around the way that the goal statement has been listed to ensure a safe community for all. So comments. Council and then we'll bring you back to stuff. Is that okay. Yes, sure. To see that we really focus on for the next year would be to really look at the safety routes during a fire. Particularly on highway 12. There's only one road each way and so it feels very much to my opma in our own community I should say, and even over in the sky hop area that we can get bottled neck during, during any type of evacuation process. So looking at different exit routes to make sure that we're safe on any given day there could be up to 5000 people in that small community and that is an average community so I think communicating not just to the council on what the plan is for but really looking at that community as a resource to be able to have some good to a communication would be of high importance, I think, and we've seen the threat of fire and the chief can tell us that probably better than anyone in the room that this needs to be a focus for the council and that it's definitely a concern. So that would be one of the things that I think needs to be done and then the other thing that we have heard and some of you may have received information around a tobacco. So, for recent on the county, and that that group of wanting us to look at ordinances potentially around flavor tobacco. I received an outstanding letter from a member of it actually is a student a concerned student. And, unfortunately, I have a lot of statistics around tobacco and tobacco use with you. And so I think that might be something when I'm looking at like the health and safety. To ensuring that everyone is a safe, healthy, resilient area that would be two things that I think need to be looked at. So, okay, are you comfortable with the way that the goal is stated to in terms of ensuring a safe community for all, is that inclusive enough to the public health side of the house. Maybe, okay. Let's do for mothers and we'll come back. Right. That's fine. I apologize. No, great input. All right. Yes. Thank you for all these strategies. I would like to see us add in active transportation safety. So, if I can best run safety. And in particular, although the thought is immediately now just. Oh, the vision zero, which is the idea that nobody should die as a result of commuting outside of their car. We'd like to get access to make a word through council and I'll come back to yes. I'm struggling with your safety for all is that realistic. I'm not buying it. I'm not buying it. I don't, I don't. Steps or we're committed to a safe place to live or to play. And then the other one, the specificity of development strategies for mental health response, mental health response. I think that's a huge thing, but that's very specific. So what are the areas implement strategies for reducing family violence. I'm sorry. It's just an example. There's so many different things that we develop strategies for this family violence, you know, getting. Violence is a learned behavior starts in the family. Is that sitting do we want to develop a strategy and implement a strategy to reduce that. So it is more of an observation. I think it's all good, but that seems very specific. Compared to the other ones that stand out specific. Okay. Did you have thoughts on how to revise potentially the goal statement of ensuring a safe community for all. I hear what you're saying in terms of really can we do that. Again, I just know from the police department, we're committed to making Santa Rosa right so we're committed to trying to get insurance. Yeah, I hear you. Okay. One of the focuses for the community over the last couple of years has been increased transparency and accountability of law enforcement, and I don't see that reflected. I agree with the council member McDonald about the tobacco issue. But the other one that we're currently continued to hear from the public is about citizen oversight and accountability for law enforcement. So I want to make sure that that's reflect on. Okay, that's what you're part of the work that's been underway with the police officers. Right. Let's see. Council member Alvarez or vice mayor Alvarez or Council member Rogers. Okay. I don't think how much that's the list that they come just echo the age neighborhoods. And I think through the gauging never goes back to that word asked, you know, what would you be the one we help for you, and it reminds me of councilman 12 am statement before I was elected as just a community where you made the decision of what we do to see Santa Rosa to help you feel safer.  But I think it's about the word asking and really asking what we do with you, not what we expect you to do, or to conform to I heard that somebody see that news what happens just we think ask is okay. But I think just as council member Rogers. Do you have any additional comments on this while you're mopping up. I'm sorry, I think the chief was first of them and we're going to be next arm wrestle you guys help me quick. So, part of our general plan update will include an environmental justice element, when it's required to want to do it. And so it's an opportunity to support it as a strategy. We do have environmental justice issues in Santa Rosa, and they do need to be addressed and so it's what adds that to the conversation. Great. All right, so I got a lot to say about this one. I think that's why I'm in the room so real quick on the first bullet point I think that it would be wise and take it or leave it. We start the sentence with I agree with the sentence but I think we started with through a equity lens. And so we hit it right on the nose that we're approaching it from a place of equity. We're engaging with the community with our partners with the business community and so it just leads into one of the other goals or strategies is through a lens that I don't know if that's right. We're important I think it's good place to eject it to make sure that that is very sound very prolific in the beginning of the statement. So I think that's a simple point utilize data driven strategies attack this to deploy resources and reduce crime. I'm not taking away anything from the words please part does the fantastic work they do many means but I'm wondering if it would be more appropriate to omit reduce crime access it's not like attack or more like it's a strategy, essentially so it's used data driven strategies and tactics to deploy and utilize resources that covers not only fire please put the other 1200 members of the city as far as providing public safety goes it's these are the strategies that we're going to use data to deploy and utilize resources and, and it makes it more holistic approach. The third point, and it helped when vice mayor Roberts brought this up this engage neighborhoods because I initially wrote a question mark by what does this mean, you know, we can go out and make sure it's all one. So, so I think the ask is the question there is what what the neighborhoods need want. Okay, now we can go out and deploy that. So that actually also thank you. I'm covered the mental response that similar. Similar statements, invest in the prevention and intervention programs to us very broad and really getting from either the public safety side of the house or the entire city is what does that actually. So maybe that's never asked to the community is what programs are you looking for, because prevention to me is fire prevention, and prevention to read so. So, it's okay if it's broad I suppose it is a strategy but I just have some questions about that. And lastly, the fire was the least in response strategic plan. It is implemented to talk about early on. There's a lot of work to still be done there and it's, it's not going process it's an evolution as we change the new world that we live in. And so, I don't have an issue with being in there but I do have a recommendation for for change. I'm not sure if you want to write this all down. But the general sense of it is, there's a sense and seek opportunities for proactive improvements disaster planning response mitigation and resilience. So again it brings it brings the lens back to a whole list of you so it's not just about a lot of fires it's about disaster planning in general it's earthquake blood. No, a major disaster downtown whatever the case may be. So it brings the lens back to where the entire 12 and employees the city to focus on what that means emergency management and fire can please can TV and so to me it makes a little bit more sensitive so they're focused on a lot of fire problem. No, I think that's great. And then it catches on, you know, the element of prevention parades right in terms of valuation us. So let's hear it again showing slowly. Slowly. Enhance and seek opportunities to that's her planning response. Thank you for indulging. Shit. So thank you for indulging in the re re slowly. Okay. Just just one part of the top line statement relating to the aspiration goal. I know we originally presented six potential goals loads of comment on this one about the additional work. So maybe the concept of ensuring a health and safety role. I might be able to roll some of that. Yeah. Under the engage neighborhoods. We did receive some feedback or at least I did on shifting actually what we do right now under cab, which is the community advisory board and elevate that to be a council of neighborhoods. And so I'm wondering if we should look at that as engage and elevate current councils or current committees to be more of a council of neighborhoods where we get more feedback from each of our districts and areas. Okay, thank you. So the two way dialogue is a good observation and then the means maybe take different shapes right. Okay. I'm not sure where this goes continues to give me anxiety around public safety with the police department and response times. And we're, it's very challenging for most agencies to hire right now. And we also have budget issues. And I, while we are looking at how our police department functions. I think we need to be prepared to buy the bullet when it comes to, sorry, when it comes to funding police. It's not going to get cheaper in the future. And we need to be able to, we need to be able to stand out as a community that respects the work they do that we're willing to change, and that we're willing to fund our police department at a level that is will attract and retain the officers we need to keep that response time lower than it is now, because if we don't do something about it, it's going to get worse. And I don't think we can afford that. So it's, it's how we, how are we going to spend our money. And that's one of those challenging positions. The money's going to pass. No one would make that. Okay, other comments. I just want to go. So traffic is old image for Santa Rosa. Traffic safety is something that's, you know, both us and we're looking at so that the key piece of that is we incorporate safety in this particular area, and then also we're looking at the kind of trail we're talking about learning how to respond to public health, public health. Our partnership. We work on programs, try to release violence in, yeah, we actually switch to a public health model. So that's, we look at it for that sense. Make sure that we're not. Okay, yes. I'm just going to say that the intervention program. I think that it is a beautiful thing that different things on what part of the city you're in that's a little different. And that's what makes the different parts of the city unique. Is that if you're in a certain spot, vegetation, like that could be the prevention part, if you're in a different part, it could be working, you know, more specifically with the youth and doing something else. And I think that you just need to adapt to depending on what part of the city you're in exactly in that part of the city. I think that is where we can raise having districts and specifically what is needed in the particular specific district. So, I actually like that it kind of brought the investment prevention and intervention programs and it's not so specific because I think every district are part of the community as something different that they would want to focus on. One of the comments that we heard in the high performing organization this morning, was the idea of anticipating being able to feel the need to anticipate the need before it's needed. Right somebody said that this morning I think that's kind of what you're talking about. Council Member Rogers comments led me to want to echo what she said but also elevate the work that our recreation department does in programming, particularly for children are our summer camps and the, I think that is the strongest example of prevention work that we do. And we know that there's a through line between the dollars that we spend there and a reduction in the back end on violence and trauma and costs and public safety down the road so I just encourage us to make sure that we continue to keep our eyes on the ball there invest wherever we can on the front end. Okay. Any other thoughts comments. Yeah. Just not entirely sure how to see this but, and I recognize this is a different goal with infrastructure, but somehow recognizing that in order to have a safe community there's certain infrastructure we have to invest in and make sure it's there. Because we have to have growth that are trackable so police and fire can get to where they need to get to. You have to have water system that has water available in order to fight fires. So, somehow just incorporating or recognizing the connection between these two, because I think often we forget about the infrastructure piece that is needed for a safe community. So what I love about that comment is it's a way, as you're thinking about the work that you do, you're thinking about, how do I contribute to this goal right and that's part of what we want to have universally, you know how do we all contribute to moving the needle of this. So you're right and thank you for that comment. Right, can I see a hand imagining some side of my. Yeah. Now I have a hand up but after your comment. It's absolutely true with the community sees that they're being cared for, but they're being invested into it definitely promotes participation from the community, so that these programs can be effective so the engagement actually gives results in a metric form of that's being applied. So the goal right. Okay, any other, any other comments on this one. Okay, we'll do one more and then we'll take another break so we can just kind of keep ourselves moving and circulating and lights on all that sort of thing. All right so we'll move to the next. So this was economic and community resilience so we have it as promote economic and community resilience so we start with the goal itself. And then there's a whole lot of things here. And so take a moment and read through those and then show your thoughts will start again we'll start with council and we'll bring it back to you. All right, you can keep reading if you're reviewing it but you want to get started Councilor Macal. So one of the areas and here is to work with our education partners and this is something that I've been thinking about for quite some time. Either the former trustee and somebody who's working education but I'd like to elevate and engage and perhaps look at either another subcommittee of the city council to work with our Santa Rosa city schools and then when I say that I don't think Santa Rosa city, all the schools that actually fall into Santa Rosa so for that clarification, any school district that would reside including our JC to have more open dialogue on different projects we could do to work together. I think one of the things that we need to do for safety and I think the best example that we can show is during the pandemic when our schools needed to close we certainly saw that impact our economy we saw that parents really count on our schools to make sure their children are there so that they go to work. I think that during the pandemic some of the silver lining is to see how we can work together better as a community. I do understand that this may have happened a long time ago but I literally like the opportunity to revisit this as a city and reach out to our education partners. I agree with the statements that council member Fleming said around investing in our after school and parks and red programs, those are absolutely proven in a metric that we could already say it is a good basis that if they do provide money and economic impact and that goes for investing and working with our preschool providers as well as our early childhood providers and making sure that we're supporting them with living wages making sure that we are reaching out to ensure they have facilities and that might not be part of all of our planning but if we're looking at housing developments to making sure that we are leaving or that that lens is being looked at for our families. So this is a big area for me mostly because of where I come from in the past and I do think that the work that we're doing now is really great and I'd love to know more about what we're doing but I'd love to be involved in that and see what we can maybe do better. Yes. Just to piggyback off of that. I also think that we need to, or I would like us to be more involved with the schools but in a different aspect I would like to see as the mayor looks really cute when he's reading books to the little children. That is the cutest thing if you have never seen it. I encourage everyone to see that at least once. And also giving tours to City Hall, exposing more people to City Hall so that they can come down, they can see it, they can see where we sit. They know, you know, that they are welcome to come to public comment, things like that which is getting more people involved in not our government but their government. This is where they have a voice and if we start to teach the children at a young age then they feel comfortable coming because they are more familiar with the space. Mentorship programs and us going into the classroom especially, I think, comfortable with the swimming fed it with the diversity that we have in, I noticed that all the women are sitting on one side and all the men are sitting on one side. I don't know if the mayor set it up that way when we're sitting at fair but that's just the way that it is. But seeing that we have three women and then we have the men. And just so the little girls can look at us and know that they can. What I didn't know that. No, no, no, not here when we're sitting up on that. For the record, you all voted for the vice mayor. And that's why the vice mayor moved and switched to them. And then you all also voted on the new council member who took it to place. Not the mayor. This is a joint effort by all council members. You see how we get after lunch but anyway. Okay, so, but I think it would be great for us to get into the classrooms and just speak to the children and get the director of water out there being a female and letting them know and you know just getting, allowing them to see that you know, we hold positions and this is what you can be and this is what I do and exposing them to to maybe things that they never thought about doing and positions that maybe they would be like, Oh, you know, I want to do that. Well, how do we do that we do that through partnerships and creating those partnerships with the schools and the district. So, I just wanted to. And also an invitation to the schools that are anyone is working. Here in her first. This is one of my notes from earlier so it may seem like it's kind of a segue here, but not not like not like one of those KQED segue that's really smooth but kind of like a under construction segue, which is, you know, I think that we need to, if we want to have a really robust and economically. The approaches to downtown need to look nice. And one of the things that always gets me and I talked about this last time we got together in this format I think or no we were talking about a couple of talks ago about our funding and PG funding when we scrapped the Santa Rosa Avenue, specific plan that we were going to tomorrow, you know, put out 20, you know $20 billion how we got. And we're going to see some changes and we're going to need that approach, you know, I was willing to let go of the Mendocino and specific plan. But I don't think that that's the way that most people unless they're coming from county complex enter the city I think that a lot of like, I just, it's my dad, and maybe someone traffic and tell me differently. My debt is that people approach the city, mostly from the south and Santa Rosa Avenue when they're coming in and that we really need to take seriously having a more attractive entrance. You know, we've got Julliard Park and your bourgeois home and gardens that are beautiful, but just, there's so much around there that I want when people are starting to come into the city for them to get the vibe that this is the place. You're on the right path, hang in there for another couple of minutes and you're going to be where you're trying to get to go. So, I know it's a shameless plug for a very specific thing but I think we need to consider adding that back to the budget in our cycle. Yes. I appreciate all the comments. One of the things that's mostly missing, there's a little bit about workforce development in there and one budget, or makes me one bullet point, but support and engage local businesses and workers needs to be in there. One of the things that we have particularly seen in John and I were actually talking about this on one of the breaks is how difficult it is when we don't have a properly trained workforce that's able to be here, whether it's an impact on your climate goals because people are driving into town, or just a spike in the total cost of doing business and making it more challenging. We've seen that coming out of the pandemic we saw that after the fire. When we didn't have when the cost to rebuild your home went up because there weren't enough skilled and trained workers here locally. So I think that that needs to be included. When we talk about investing in local businesses we also need to be investing in our local workforce as well, because the two go hand in hand. That's my, my biggest comment. Yes. Yeah. Are we making an assumption there. How do we know that is the question be a Santa Rosa desire destination business. I don't know how we measure that for if we are there or the assumption we are, versus potentially establishing Santa Rosa as a dire destination for business. How do you measure if we ask business number, what do you think we desire space if not what do we do to be that would be a strategy to ensure that yes we are and then start promoting. Now excellent point and, and in some cases verbs were were selected to be debated. So that's great. Let's see where do I start. I appreciate that the Rosalind Creek park master was included. And if you look at the first sense be responsible and competent stores of public infrastructure and environment. We must trust our community to be responsible for our natural resources, definitely trusting them. And I'm also reminded of the experience that I had in business, while operating a local grocery store. There was an initiative, I believe it was through the same Joseph's to educate the community in regards to organic alternatives. And the way that I contributed was by providing apples and more organic options. What I mean to say is that education is definitely part of the program and the strategy that should be implemented. But if you do not make those alternatives to be the most economical. They will not be participated in. I believe that have the expenditure that made to provide an organic alternative. Maybe 10% of it actually went up to the book, the 90% was ultimately used for personal use of the day. So definitely with with the investment of education, there must be more economical alternative. I'm going to be stubborn and I'm going to say, again, I think resilience and the title here is not enough. I think we should strive for vibrancy, not just resiliency. Just for consideration, I'd like to see a see a workforce, housing fit. What that means is not you have one unit and one job but you have housing that fits the jobs that we have. And that addresses a lot of strategies, by the way, but that's something that I don't think the city is really put energy and time into that we could that would address our workforce that would keep our workforce track workforce if we have housing that fits the workforce needs. And then see. And yes, I will hardly agree. South Santa Rosa is an opportunity for us. And we put energy into that in terms of planning for its economic success and the livability of those that choose to reside in that area. I think that's a great opportunity for Santa Rosa. It's a big part of the city that hasn't had that lens before. So, but my community asked, and just curious because I clear your comment about vibrancy rather than resilience, I kind of want to hear the thoughts of council members on that. Are you, or does that work for you. It's more moving from yesterday to tomorrow is kind of how I'm hearing that. I'm interested in your thoughts on that. I think we've been quite reactive over a lot of things over the last few years and I think that that's where you get the theme of the resiliency we bounce back, we bounce back. And it's exhausting for everyone. So I do like the thought of like where are we now and let's hope that we're through a lot of these big things but looking for vibrancy and looking for the future and what we're doing now that sustainability I would agree that it's a more exciting word than using this resiliency which feels like we're just constantly, which is what we've been doing business the hard work that all of you've been doing for so many years. Well, I'm coming to Spain. I think we didn't ask a member of our business people in Santa Rosa what they needed to be successful. There are, I think there are some opportunities that are missed in this list. And I think if you were to say, you know, promote Santa Rosa as the desired destination for business. Well, all they have to do as having a conversation. It's very, the home is, the homeless situation in downtown San Rosa. My guess is that if you were to asked and what they thought they needed most, at least we're downtown, that doesn't apply to closet. To Clottingtown doesn't apply become a village doesn't apply to many of the other private environments. you deal with the homeless issue in downtown Santa Rosa and you will change the business plan. That probably is always on the front of their list. Beautification, the ideas around helping the businesses that are already challenged with the appearance of the downtown, we have the downtown action organization which is always looking for help in dealing with break-ins. Oftentimes, potentially oftentimes nature of unfortunate individuals doing unfortunate things in the downtown. This in many ways, other than supporting access to childcare, which is elemental to this fiscal success, encouraging public-private partnerships sounds a bit fluffy, actually. And as important as it is, what does it say? What does that mean? I mean, I don't really know what that means. As a long-time business person at downtown Santa Rosa, we were down there for 65 years. I did it for 35 years and I can tell you that if you were to ask me what I needed, I would need to change people's attitude toward having the paper parking. We need the paper parking. It's very important. We get to help us paper our garages. It's elemental to be able to fund, operate, secure, light and protect our garages and also the infrastructure thereof. But a lot of these suggestions appear to come from a non-business person's perspective. And so we need a more social suggestions for the downtown and for job development and workforce development and job placement. I'm not sure that workforce development is the job of the city of Santa Rosa. I mean, I think maybe we could tackle that in the economic development subcommittee, but we would have to heavily engage the business community. And I think that there would be some kind of sum on what it was that you'd have to focus on the downtown because it's not privately owned, but some kind of sum where we actually listen to them and be willing to maybe take on a small percentage of their recommendations. But when I look at this list, I'm not seeing a lot of things that would have helped me as a business in downtown Santa Rosa in the early days when we were pretty successful. But anyway, I think we're asking the wrong people and it's not the council's responses that would necessarily resonate. Some of them could and might, but I think we have to ask the business owners what they need and to really move forward with this particular strategy. So interesting, that's thank you and looking at a balanced approach. So with the economic and community resilience in part, I think some of these strategies were reflective of sort of the capacity building and outside of necessarily just the downtown, but for residents that may be struggling. And so there's more, I think embedded in here, but I think your point is a good one that it takes both sides of the coin in order to build economic and community vibrancy or resilience or what that might be. So I appreciate the comments. And there are various, like Rosanne has particular needs, that some of which are being addressed now with the annexation, neutral annexations and really coming into their own desire. That in quarter, we have, you can have food by food and Rosanne, you can't get anywhere else in this town, maybe Sonoma, but there are, and that's just a food element, not to mention the culture. It is a jewel in our community, but their needs are going to be different than the needs of. Some of them will be similar, some will be different than those of the downtown, but people compare us to privately owned commercial environments without thinking of the fact that we're low-packed commercial environments. This is a public space and we can't do some of the things that, like offer free parking. So anyway, I think we need to ask the right people, the right questions, may not want to hear some of the answers they want to provide, but I think we need to have a conversation. Right. Okay, so kind of making sure to build in the downtown specifically in business is a part of this broader goal. Okay, yes. Your question, I'm sorry to answer your question, was the difference between resiliency and vibrancy? For the opinions on it, thoughts on it anyway. The views, definitely the difference between surviving and thriving, what it means to where you're actually want to be and once you're on that track. And to echo Councilman Sawyer's comment about the different districts, it is about ask, and it seems to be the one, the three-letter word that I'm hearing about every one of the strategies is to receive the proper information of those that it matters most to us. And I love that word, we're using that strategy in a different, different scenarios and items. So kind of bringing it back. So any other thoughts on the goal itself in terms of focusing on building resiliency or building vibrancy and how you want to frame that? Do you have any other comments or thoughts on that Councilmembers today? By looking at what has worked. And for this, I would go back to, I believe it was mentioned just a short bit ago, was the Royal Rider car, the Mary Lou. What I witnessed was our police chief and one of our Councilmembers, Mayor at the time, sitting with the community and asking them what they could do. And I believe one of the comments that was made was, we are going to try to get to a yes. And that definitely involved the participation of those who had never felt included in the system. And what I've seen since that is the Royal Rider community coming forth with their skillset, which is a comment that we made in our first group meeting was using our different skillsets to get to a goal together. So I think we've seen it work with different scenarios and hopefully we'll apply that same basic strategy to many of our other issues that the city centers is facing. I have one more to add. I have to add to this long list is how we have a lot of energy around this. One is just supporting equitable representation opportunity in our business community. And I know that we have a small, mighty economic development team and they do spend quite a bit of effort in that regard. But there's still that work to do when it should be recognized. And I think our economic or our communication person brought up a great idea. I think she's just shy at the moment itself. But she brought up, I don't see tourism anywhere on the list and the concept of utilizing our economic development to the standpoint of being the center hub of Sonoma County wine country being close to the coast, being in wine and beer country, I always say wine or the wine. We're a beer country as well. And we've got other emerging businesses in that sense.  And so wanting to be able to incorporate that somehow the concept of continuing to push our tourism aspect. So what I'm hearing, I think from council member Sawyer and Jason, so the comments really are shifting the goal and the direction that's different from maybe how it's reflected here. And so I hear economic and community resilience really as building the ability to rebound, to resume, to build something fresh and new as opposed to being there already and moving the needle forward. And there's nowhere wrong. But I'm hearing different, maybe the goal just needs to be different to better reflect the direction you're wanting to go. Are the people hearing those differences as well? Or yes. I am hearing the differences. But what I feel is the word resiliency and resilience, I agree with council member McDonald. It is exhausting because that word is so tied to our crisis that we've been living through the last four or five years. And so when you hear that word, for me personally, I always go back to the fire, the peps fire. And the other, the glass fire, concave fire, all the fires that we've had in Sonoma County. And so that word resiliency and resilience triggers that crisis mode. So I personally like vibrancy better because that pushes us forward and it creates a pressure outlook forward instead of always going back to where we were. No, I appreciate the comment and the, and I can appreciate how there's fatigue and there's some PTSD that comes with that. And certainly we don't want to have goal statements or goals that are triggering, right? But I want to make sure that the orientation and what you're trying to accomplish is in fact what you want it to be. So do we have it from council? Are we good with vibrancy, moving that direction and changing it? Yeah. Yes. You know, words have a life around. Yeah, absolutely. And I remember in not too distant past, it was an architect. And we were talking about downtown and some of the changes that needed to happen. And he said, please don't tell me you want to vibrancy downtown. Because vibrancy has become so overused that people forgot they lost track of what it meant. Well, now we were faced with the same thing with resilience and resiliency and it now it's connected to disaster. So perhaps it's time to reestablish vibrancy as an accepted goal and give it a shot for a few years because it does resonate with many people. They do understand exactly what it means. Resilience, it's not that easily defined and it's easily defined as vibrancy. So I say, yeah, change it back and see if that sticks for a while. Yeah, well, I'm definitely hearing like reaction to the word resilience. And so we need to pay attention to those cues and your community has been through a lot. And so to be able to turn the page and say, we're moving forward now that's what I'm hearing is the focus. I'm seeing nods, okay. Mary, how do you feel about that? You good? I'm good with vibrancy, but if John's making an argument against it. No, I think he's good with it. No, I heard he came all the way back around. I was gonna say vibrancy or prosperity. Those are the two that come to mind when we're there. Okay, all right, we'll turn on the page. Everybody just take a moment, turn that page on resiliency because I feel like there needs to be some letting go with that here today, clearly. Okay, so any other final comments on this? I appreciate the honesty and the discussion. I think we've worked through some stuff there. All right, we have two more. We're gonna take another quick break because I don't want you just to be sitting and I know this is a lot to kind of process and digest. So let's take 10, we're gonna come back and we're gonna power through these next two and then we're gonna talk about the recording and how to get to success, how to make that happen. So thank you for hanging in there. 10 minutes so that would bring us to quarter after and we're gonna be powerful to have a mic. Looks like someone might have to dash outside and let our outside folks know. Thanks, Jason. More lemonade, boost it. That's it. We're gonna pick up our vibrancy in the next section. Workshop today. Yeah, now we're moving from resilience to vibrancy this afternoon. We're hitting it, all cylinders right now. Come in, hip. All right, you guys. So we have two more of those proposed goal areas that we introduced early on. We'll take ourselves to there and then we'll kind of take a look back and ask the question, is this the right mix of goals? Are you comfortable with what we have landed? Knowing all well that we're gonna be writing all this up as a report that will come back to you for fresh eyes to look at it in a more cohesive manner. So thank you for working through all these. So next on deck, we have our infrastructure environmental sustainability proposed goal area. So here we have a written as develop infrastructure that supports environmental sustainability. We had some conversation about this earlier in terms of the balance and how we want to address that. So we can talk about that. Maybe so starting off with the goal itself or reaction and comments. And then we have our, we know the drill, we have our questions. We'll walk through what you like. So let's start off with the goal portion, developing infrastructure that supports environmental sustainability as a goal box. Yes. So are we maintaining infrastructure and development? And I mean, we will have to develop it. At the same time that we're maintaining certain infrastructure will also be developing others. But what about maintaining, what about the maintenance of existing? Cause that's really where the money, I mean, that's where a lot of it is. Right. And I think if you're thinking about, if you think you're thinking about strategic goals, right? So you maintaining infrastructure, that could be a goal, right? To focus on the maintenance. The way that this is written, it doesn't discard that, but it's having a different focus, different orientation. And so that's a topic to cover right now. It's how we want to prioritize that. Do you have thoughts on that? Well, I think they're equally important. Okay. I mean, because it's cost a lot more, dig up a street and replace some sewer line, cost a lot more, putting it in when you're building the plus airport, as far as I know. Luckily, they have to be in the infrastructure at least. So I think they're equally important. Okay. Especially if you live in a neighborhood that's 70 years old. Right. So we want some element of that maintenance component as a part of this. Okay. Other comments? Yeah, I'm here. Yeah, I got a tiny addition. It's build tools, build infrastructure, something of that nature to facilitate carbon neutrality in city services. Like I said, a small one. As we have a goal of being carbon neutral by 2030 and that means that how we spend our dollars and the types of infrastructure that we build needs to facilitate that. So for example, decarbonizing vehicle emissions means that we need to build the charging infrastructure to sustain that, while also then putting in place the purchasing policies to switch over police vehicles to electric vehicles, to switch over our fleet vehicles to electric vehicles, to switch our buses over which I know is in the process. By the way, Chief, I hope you saw that Katadi got a Tesla for their police vehicle. I'm completely spoiled by the Tesla. But this is where it's interesting is we need the tools to be able to show people and they have an analysis that I'll send to you, Chief that actually over the course of the lifetime of the vehicle because of reduced costs in maintenance and reduced costs in gas, it's actually far cheaper for the city to do that and also needs the climate goals. So we need to build the infrastructure to have that conversation with the public and to move in the direction that we already know and said that we need to do. That includes the comments that folks had about building the bicycle infrastructure to shift everybody who can off of that and will electrify where we can. So even if John can't ride the bike John can drive an electric vehicle and still can then be a zero emission. And there's the equity frame that goes with it as well. So small things that are missing from this. No, that's fine. That's good. And actually with your introduction of your additional strategy, it makes me think maybe it's build and maintain infrastructure that supports environmental sustainability. Can we do that? I'm seeing Jason nodding. Okay, good. Check that box. Okay, who else comments? Yes. So I like the overall strategy. It's the third bullet point. Is that realistic? If our city asks us by anticipating planning for infrastructure upgrades and replacement as needed. So I know that Jason has a great job of updating us with our PCI to pavement condition index. And we've been at 61 for years. Is that where we want to go? And do we have the resources to keep the infrastructure at the level that it is and or update that? Yeah, I think the intent behind that bullet was really and some of this is publicly happening but to ensure that forward forecast, like anticipating the future need. That's the, I think the intent behind a strategy. Yeah, I get it. Because when you said has needed, has needed for who? That's a public works director because it's competing interests. Right, okay. And I'd be interested in Jason about eventually about that. Eventually you said 100. Yes. I'll also say that I followed the next bullet down and I want to jump in on water. It's not just going to be about education. It's going to be about building the infrastructure that we need to adapt to a changing climate. Thanks to everybody. Must be late in the day. We had our comments. Studying again in council first, yes. Council member. Yeah, it's a personal pet peeve of mine every time I see another city that has a salt floating solar array. But I know that might just be a shiny object type of thing. So what I want to say is that, you know, if it doesn't happen this year, I want to plant to see that at some point we do an analysis of the costs, SWOT analysis of being energy independent from PG&E. Whether or not we do it is one thing, but just having that conversation. And I get that we've been overwhelmed and understaffed for a long time. This may not be the year, but if we do want to get the carbon neutrality and also produce our fire risks and also have some control and not be dealing with our favorite publicly on the company, as much as it might be difficult. I think it's worth having a conversation. The other thing here that's not, that I don't see here is that it'd be interesting to engage our business communities in a little bit different from the last conversation about adjusting downtown for our broad business communities about our capacities with wastewater and trying to attract more companies with the jobs to do industrial work in Santa Rosa and also seeing what the business, attracting more green businesses broadly so that some of this work can not just bring us climate returns, but bring us actual financial business. Just so that I'm clear on council members, let me, did you say something around PG&E and access to solar power? Making sure, I'm sorry, if the acronym, I was completing a couple of things. One is just that other jurisdictions have these floating solar arrays, solar panel arrays on their wastewater farms that prevents evaporation and generates power and it's kind of just like a show off, but there are kind of cool. So I was saying that, that's just one thing that, it's kind of maybe a shiny object to not get caught up on, but that there are jurisdictions in the North Bay that don't hook up the PG&E. And that's a huge massive lift if we were ever to get away from that, but I think that at some point we need to have the conversation about a SWOT analysis. And I don't remember what that stands for, but Thomas, I need to tell you. For the SWOT analysis. I didn't know what that was, a SWOT analysis. Strength, I know what he got done. Guys in your acronym, I appreciate it. So that was what I was looking for is even working with PG&E on local or home solar projects, it seems to be like there's a barrier there and so supporting our community members so that they can purchase solar seems to be challenging and difficult at times. So perhaps having that conversation. And then as far as I look at environmental or sustainability, the other thing that's come up and we can see this as significant not during the pandemic is broadband and access for all. We know that there's several bills that are being proposed and have been proposed to grant access, but I think as a community we also need to decide that if the state doesn't provide that is that something that we want to look at to make sure that not only our families but our community members have access in their homes. Are there comments? Council members? Staff? Jason? Go. I'm happy to try to do that.  So actually, I think council members I was pointing as well taken, which is the concept of safeguard when we don't actually have policy that establishes threshold is probably the challenge. So adjusting that particular bullet to say develop policy thresholds to maintain the city's assets. That's the part that we don't have. So when public works or water or recreation of parks are asked to provide information to councils or publicers to what the deficiency is right now the answer is we don't really know because we don't know what we're planning to we don't know what that target is. Just because we're able to maintain 61 I don't know if that's actually what council's comfortable with but I don't know what that threshold is to be able to say what the deficit is. So that's why I think in response to Councilman Jordan I think that's what I think he's asking for. Yeah. It's trying to create that mechanism to do that. I will say on the top line thinking about the objective title of the goal maybe I'm going to ruffle create a wave here or not. I actually don't like the idea of focusing the entire goal on sustainable, environmentally sustainable. I think we are so far behind in just maintaining services and infrastructure already that environmental sustainable can be a product of an overall goal and maybe is a bullet but for me it's develop and maintain the city's infrastructure, public infrastructure and that to me that's the goal. How we do it would be one of the strategies underneath would be to focus our efforts on environmental sustainability actions. And so I think for me the way it's written now is too limiting and I think this may go back to a comment that Councilmember Sawyer made earlier on when we brought this up which is it's great to contemplate aggressive investment in alternative transportation but there will be people that will still have to utilize more traditional or historical ways of getting around town and therefore you continue to maintain those facilities. So the only other bullet that I think is missing here and I'm not going to get the language right so I'm open to the suggestion is the concept of investing in a variety of public recreation spaces whether it's parks, whether it's facilities or pools or anything is if we're talking of an off-screen investment it's critical. There has to be a place for off-screen investment to occur and we have to be able to invest and make those spaces an opportunity. So just a thought. Okay. I want to hear Council thoughts on Jason's suggestion about incorporating the environmental sustainability elements into the strategies and retitling the goal to be build and maintain the city's infrastructure but not losing sight of those environmental elements and strategies. You okay with that? Yes. I think I am. I think you had developed sustainable infrastructure as the timeline but then had one of the strategies be decarbonized everything. I think that that kind of gets the spirit and also captures the Council's climate goals. Other comments on that? I'm seeing some nodding heads. Anybody want to go like this? Okay. I know you're just teasing me. So I think we're okay with, so did you want to include sustainability in the title or that's just the first strategy line? No, I thought sustainable needs to be in the top line. Meaning the title, the goal statement itself? Yeah, so it doesn't necessarily need to be limited to environmental sustainability but why are we building infrastructure that we can't sustain? Build and maintain sustainable infrastructure. Correct. Sorry, I didn't mean to interrupt you. Just talking to my head, so I had to come out. I was trying to both talk into the microphone so that the public can hear and also look at Jason to make sure that he's not throwing darts. Okay, he's actually okay with that, I saw. But sustainable, I think that there's the dual purpose of that word, it's a good word in Africa. All right, anything else on this? Yes. What is non-sustainable infrastructure? Our road is currently. I mean, that's honestly, that's a great example and Jason talks about this a lot about how much we're investing knowing that our PCI is going down even with that level of investment and whether it's through technology or better resources from council at least investing enough to where we're not making our roads actively worse year over year. So I guess it's still a little bit questioning. So had we built them differently 40 years ago we had created these roads in a more sustainable way? What would they have looked like? So I'll just say I interpret sustainable as my ability to be one, my ability to come back to council and say if you want a roadway infrastructure we have to find a way of maintaining it again. That's a sustainable activity. Roadway in and of itself, I can tell you that there's entities out there like CalRecycle that's actively pushing policies stating that a sustainable roadway is one who uses recycled materials as a function of the roadway. So the term sustainable may take redirection over the course of time but still has the same purpose. So CalRecycle would say a non-sustainable road is the continuation of using hot mix asphalt and pre-instructing from the baseline as opposed to some of the more newer technologies. So innovation has created options that we couldn't have a few decades ago. Yes. Thank you. Yes. So I'm not sure if it was said, I'm pretty sure it was it but I would say equitable infrastructure. So the city including roads, especially we see like in Roseland that has just come into city limits and in other parts of Southwest Santa Rosa and other parts of the city where maybe the roads are not as great. And for some odd reason, they've been neglected. Even parts of that have been a part of the city and I don't know why they've been neglected but it doesn't appear that it's been equitable but we need to spread out the wealth in an equitable way when we're looking at that sort of infrastructure. All the roads need to, it doesn't matter if I'm driving in a mountain grove or if I'm driving down a sabastical road. They all need to build a thing and find the same vehicle. Okay. All right. Any other comments on this one? Good discussion. Great. All right. Here we go, you guys. Number six, achieve organizational excellence. Okay. You can see the strategies that are there thus far. Some of these we've talked about already and some of them maybe. So I'll take it to council first, comments.  I'm not a fan of referring to the public as customers and I know that we talk about that all the time about the delivery model. I think of them more as neighbors, community, other, I guess, fluffier words. Maybe I would change that to implement process improvements and best practices that prioritize quality of life. It's good to hear the word twitch words to understand those other comments. Yes. Councilor Rogers. I was going to say important to me would be the fiscal health and to ensure that we maintain reserves. I want to make sure that that stays in there at or above where we're supposed to be, but not at the expense of our employees' salaries. So that is very important to me because if we do that then it's not showing that we value our employees. But I do think it's very important that the organization we're able to float if something happens. So we need to be found and also to invest in training and professional development. So we can continue to be innovative and not get stagnant in our, the great people that we have working for the city of Santa Rosa continue to be great and come up with these great ideas and feel like their brains are continuing to put out wonderful, wonderful things. But I think we need to continue to provide them with opportunity to grow in that way to be trained and developed and not necessarily mandatory training but training that they would like that are in their area of expertise if that makes sense. Training and professional development creates many shapes depending on interests and areas of work. Okay, are there comments from council members? Yes. So one of the things I'm not seeing here is around recruitment and retention of staff and I think that we've talked about it a lot but I don't see it explicitly in here unless I'm missing it. I do like the shift of customer experience to quality of life. I understand that we're all customers at that time but it doesn't sound as exclusive to me. It sounds still like there's a barrier as opposed to their part of our community. And I agree with the professional development not just for our staff member but even for city council specifically on inclusive bias making sure that we are constantly working on our own professional development as council members to create a safe space for our employees to work so that they feel included and a sense of belonging which also creates an opportunity for them to wanna stay with us. Great. Hope that. Okay. We'll open it to anybody else. Do we have any comments on this one? Yes, Chief. Stuff on everybody else. Nope, you're on. So the term we're using is I-twitch word at this point. It's beginning on the wall and I-twitch word are two of the things here. But as far as a smart goal goes, and I know this isn't necessarily a goal but how is excellence measured? So I don't have a great suggestion for the right word and I think maybe it's ambiguous and broad for a reason but how do we measure what organizational excellence is? Would just be a generalized question and is there a different way to frame that? And as I go through the list, a couple of things just this point of comments. Plan for asset maintenance and I think I would agree it's probably agree on this replacement as part of that as well. Capital replacement programs is part of the place that if we need to, yeah, that takes a large capital investment on the front end but we find ourselves having two, for instance, and I'm not, this isn't just fire department center problem but we don't have a complete replacement program for fire engines. And so it's a massive limit every time we have to drop by something. So, and I think other departments have the same problems particularly on capital assets. And then I really appreciate like the change of customer experience quality of life and I'll keep eating the drum. I think that we could add in here too just to have it right on the nose that that should be through an equity lens or another way to frame that just put it right on the noses the quality of life through some sort of equity lens or another way to frame that. So everyone knows exactly what we're talking about right up front on creating and I know probably talking for Amy here she's gonna, well, she won't hear me because she's the driver. Send me a strong look but create a culture of i