Let me just let you know this is a goal setting meeting. So we will be doing small groups throughout the day. The expectation is not for you and Charles to be trying to capture any of the small group discussions, but when the consultant brings it back to the main room and starts working back through the PowerPoint presentation. At that point, we want you to restart interpretation services. Wonderful. Thank you for that. I'm going to go ahead and move you over to the Spanish channel Pablo, and it will get that activated and I'll do the announcement of how to participate from the Spanish channel momentarily. I'd like to ask the interpreter currently on a Spanish channel to commence translation of the meeting. For those of you just joining the meeting live translation in Spanish is available and members of the public or staff wishing to listen in Spanish can join the Spanish channel by clicking on the interpretation icon. In your zoom toolbar. It looks like a glow. Once you join the Spanish channel we recommend you shut off the main audio so you only hear Spanish translation interpreter Charles can you please restate that in Spanish. For those of you just joining the meeting, the interpretation in Spanish is available and members of the public and staff wishing to listen in Spanish can start the Spanish channel. To change the channel, click on the interpretation icon located in the zoom toolbar because according to the Spanish channel we recommend you shut off the main audio so you only hear the interpretation clearly. Charles and Pablo can we do a brief mic check to ensure the audio is working in Spanish channel. Thank you both came in loud and clear. Good morning everybody. Let's go ahead and call our meeting to order this morning. Adam city clerk can you please call the role. Yes, thank you. Come to members right now. Here comes a member so you're here. Council Member Rogers. Council Member McDonald. Here comes a member plenty. Vice Mayor Alvarez Mayor Rogers here with the record show that all council members have had them with the exception of some vice mayor Alvarez. Thank you so much and the vice mayor will be joining us here shortly as you can. First and foremost, I wanted to thank everybody for being here. Goal setting really is one of the few opportunities for us to talk as a team, not about a specific item but about a broader vision for what we want to accomplish here in the city of Santa Rosa. It is a critical tool for all of the council for our department heads for our city team and for the public and gives a good opportunity for folks to weigh in about what impacts they're seeing around the city and where they'd like us to focus our attention in our resources. So just can't thank you all enough for being here today. And it's in person, which is great. I want to welcome up Nancy Hedrick with the management partners she'll be walking us through the agenda for the day, and she'll be helping to facilitate as we talk about that vision and how we turn that into an action plan here moving forward. Do you want to start with public comments before you come up. If you're interested in providing comment on goal setting, specifically things that you would like to see have us discuss or talk about how to move forward in the city or issues that you're saying you'll have three minutes. So we'll bring folks up to the microphone over here. Go ahead. If you'd like to state your name and any affiliation that you have and then go ahead and talk a little bit about the issue. We'll start here in person and then I believe we'll go to online after that I'll turn that over to the deputy sitting clerk to see if there's any public comments on zoom, but come on up. Who wants to start. My name's Tom LaPenna. I'm a member of the Santa Rosa Rosa manufactured home association. And I'm vice chairman of the rent control committee. So some of the members of the council may have already received communications regarding the rent control ordinance change that we are seeking. Currently the city of Santa Rosa uses 100% of the San Francisco CPI index or direct control increase. Santa Rosa, most of us own our manufactured home residences, but we lease the land. Every year. We get a rent, rent increase. What happens is, we go for our income. We're close or with the federal colon for social security. Well, that cola has not kept up with the San Francisco CPI so much so that over the past 20 years, the rent that we pay has gone up 80%. The CP the color has gone up 47%. So we're falling behind 33%. Now, when I had a conference call recently with mayor and Roger McConnell, our chairman, the mayor was a little surprised to hear that even the city and County of San Francisco doesn't use the full CPI index. They use 60% of it. We have a more rural and agricultural and tourist economy than they do, we can survive with 100% of the CPI. So we're asking for a revision of the rent control ordinance. So we only use 50% of the CPI. Thank you so much. May I make a quick announcement with the public commenters, please make sure you're speaking right into the microphone, the people who are listening online cannot hear you once you turn away. Thank you. Eat the microphone, get close. Is that better. My name is Thea Hensel and I am co chair of the Southeast Greenwood campaign. And good morning, Mayor Rogers vice mayor Rogers, Council members. It's good to be back here and see everybody in person it's first time in years. And I've been back here many times before 13 years. It's hard to believe each time asking you to renew the project, support our next step. And each time you as the body have said yes to us. The campaign is deeply indebted to all of you for that. The grassroots community group is grown into a true public private partnership that includes citizens of the area, Sonoma water, regional parks, Sonoma land trusts, land paths, and the city of Santa Rosa, each of us pulling our weight in different areas of expertise. Years ago we were awarded national architectural study called the SDAC. That gave us a visionary plan with lots of community input. Years later this morphed into a general plan amendment that will provide 47 acres of parkland and 10 years of mixed area, 10 acres of mixed use and medium density housing in a section of town that's right for that kind of development. Housing and climate change. 10 years ago the city requested this land to be considered a non motorized transit, which eventually after studying prompted CalTrans to successfully get the property surplus through the state transportation commission. Six years ago the partners signed a memorandum of understanding that gives us first right of refusal, as we go through the acquisition process. Two years ago, Metropolitan Transit and ABAC designated the Greenway as a priority conservation area, making it eligible for future grants. This trip down memory lane brings us to the cusp of our original goal, getting the land, and the time is now. All of the years of work can come to fruition this year with staff time that will steward the land transfer through title, purchase sales agreement, appraisal and payment. That will involve public works, utilities, real estate and legal departments. With all of our interest and the Greenway campaign assume the responsibility for the acquisition costs of the Greenway property. We ask you for staff time to do this acquisition work, and additionally also for the city council to develop a plan to deal with the purchase of the 10 acres of developable land. Thank you. Thank you. I'm Bob geyser. Yes, I'm Bob geyser and co chair of the southeast Greenway campaign. I wanted to thank the city for its continued cooperation and work on this project. Since the city approved a general plan amendment and zone change in 2019. With the city staff and the swimming water agency, the land trust and some other agencies are partners on the activities needed to acquire the land. In the past year, these activities have included reviewing deeds and other information from Cal Trans preparing detailed title maps and maps for appraising property values and reviewing the possible purchase agreement terms. In the coming fiscal year property appraisals will be completed by professionals were approved by Cal Trans purchase agreement terms will be negotiated, and the agreement may be approved by both Cal Trans and the city. Consequently, additional city staff time will continue to be needed in the coming fiscal year, so that we can complete the appraisals negotiations and acquisition process for the Greenway. Before we request that the FY 2022 23 operating budget provide sufficient funds for the completion of these activities by the staff of the real estate division, the city attorney's office, transportation and public works and other city departments. One issue that will need to be resolved in the purchase agreement is how the three areas zone for housing development will be sold by Cal Trans, and how they will be paid for. I believe that they want to sell the whole property to the city in one transaction, including both the approximately 10 acres zone for development, as well as the 47 acres plan for city and county parks. We have secured the grants and donations to acquire the park land, but no funding has yet been determined for the purchase of the developable parcels. Thank you.  I've lived in Santa Rosa for 35 years. My two sons, which is cool here for the team to go into the junior college. The last 10 years have been chaotic and transformative for us all. The city council at the center of the city. Board of Education serve many of the same people. They reside in every resident reside in a school battery whether they have children or not. Everyone is paying for the school and schools and have access to the community resource. All of the together recommend the regular meeting of the center of the city council with the center of the school board to be scheduled schools are natural meeting place and in this all part of the city. They have the potential of being neck in places where we want schools to provide a way of services to the entire community. I would love for discussion and collaboration on emergency planning, community meeting, and chairing up facilities. Schools are required by light to have an effective evacuation plan, but that plan does not coordinate with any city plan. I would like to attend you to need catering and cooling spots and shelter in place site, some could be coordinated schools but now they emptied our emergencies. Schools are a community asset and I look forward to be bring my children, my grandchildren, and my other senior friends there to party. Thank you. Good morning, Mr Mayor City Council members and staff. My name is Joanne Jones and I live at the country mobile home park. I also represent the Santa Rosa mobile home associate. They're asking the city council to revise Santa Rosa and control ordinance. Right now I feel like I'm on Shark Tank. The current ordinance uses the full San Francisco CPI and it's not a true reflection, the agricultural and rural economy of Santa Rosa and Sonoma County. We ask your support to revise the current ordinance to 50% of the San Francisco CPI. We are currently at 100%. The San Francisco only uses 50%. We're only asking for what's fair. In the last 20 years our space, our space rent has increased approximately 80%, but our social security has only increased 47%. And we kindly, again, we kindly ask for your support. And thank you for inviting us. Thank you so much. I have some person who'd like to speak. Okay. Madam Deputy City Clerk, do we have any hands on zoom. We do mayor, the first hand or the first public comment will be from Alexa, followed by Chris. Hey there, can you hear me. Yes, we can thank you. Thank you Mayor Rogers and other members of the council. I'm calling in this morning from Montgomery Village neighborhood in District two where I live with my husband and two sons. I'm going to settle on your goals for the coming year. I urge you to include in the list, the creation of an equitable decarbonized and safe transportation network for Santa Rosa that makes it possible to live fully without a car, or at least to leave our cars at home a great deal at the time. I have a particular need to speak up today, because I recently learned while listening in on a bicycle and pedestrian subcommittee meeting last week that the city in the last four years has spent 23% of its public works capital improvement budget, nearly $20 million on increasing the capacity of our roads for private automobiles. So tax dollars, especially such a large sum to further encourage and support private automobile use is entirely out of line with so many of the stated commitments this council has made in recent years, including traffic safety, climate mitigation and adaptation and equitable access to opportunity. So I'm going to talk about the importance of the latter inequities. The majority of my students at the JC do not own their own cars. When we as a city spend $20 million to build more roads for cars. We are investing in an infrastructure that these citizens cannot use and sending a message to them that if they want to be full and equal citizens in Santa Rosa they need to use their already constrained budgets to buy a car. There is no way to invest in the future of our city. So I'm asking you to prioritize as a goal the creation of an equitable decarbonized and safe transportation network, connecting all seven districts of the city. Further I'm hoping this goal will help shape a budget that deprioritizes costly and inequitable expenditures on private car infrastructure and prioritizes instead spending on things like the design and implementation implementation of a genuinely low stress complete bicycle network, the finalization of an agreement to acquire the Southeast Greenway property from Caltrans is a crucial link in that network, the restoration and improvement of bus service for the whole city, and the continuation or implementation of fair free ridership for youth writers, seniors, veterans and any economically constrained communities. I understand how many problems you are juggling. And I know your jobs are not easy. For the record, I support the current proposal to pay you all more. But I'm sure of one thing, investing more in private car infrastructure will not make your jobs any easier and it will in fact exacerbate so many of the challenges our city currently faces. Please prioritize equitable climate neutral transportation in the coming year and beyond. Thank you again for your time and commitment to your city. Next public comment will be from Chris followed by Gregory. Hear me. Yes, we can. Thank you. Hi, thank you, Mayor Rogers and other members of the council. I live in the Montgomery Village area with my family. And I also want to express my appreciation for the many challenges that the city must respond to and balance in its planning. This last several years have obviously been particularly challenging. And I'm really grateful for the fortitude our leaders and many of our citizens have shown in the face of so many crises. Unfortunately, though, I think this has left us increasingly on the back foot, struggling to preserve or in too many cases to rebuild the places and the things that make our community so special to us. And I look forward, I hope we'll strive to change that dynamic into prioritize investments and actions that expand enhance and amplify what our city has to offer. Like Alexa, who spoke before me and thea from the Greenway campaign. I believe that investing in the city's transportation network. Really transforming the city's transportation infrastructure to support biking, walking and transit is just such an opportunity. In particular, the rapid development of a citywide low stress bike network connected to transit and to work education shopping cultural opportunities for all our citizens holds tremendous promise. Giving all of us the opportunity to move safely through the city at a pace and scale that connects us with one another, and with the power of place can strengthen our community in so many ways. I know some will think sure that would be nice but it's far too or it's too far out of reach. It's too expensive it will take too long, but other cities have shown it can be done quickly and for far less money than we might think. Furthermore, this is an intervention that can simultaneously advance many other priorities which will only enhance the return on investment. I urge the council to embrace this vision to be ambitious and to think about all the ways in which this could enhance our city along with the other priorities. Thank you. Thank you, Chris. The next public comment will be from Gregory followed by the field. Good morning, Mayor Rogers and members of the council. My name is Gregory Farron. I'm here today to ask you to put as one of your goals, the full and effective implementation of your ARPA funds and the county's ARPA funds over the next year. It's a roll out. It's this morning at 10 o'clock, our county ARPA last networking meeting will occur, and soon after the RFP will be released. This is a combination of your and county monies of upwards of $70 million that's going to some of it, a lot of it end up in Santa Rosa and end up benefiting Santa Rosa residents. It's not easy to be able to roll out that much money using needing a lot of facilities needing a lot of support. And I'm asking you to direct the city manager to do everything in your power to make Santa Rosa a full partner to any and all applicants who receive funding. I want to take a huge effort on the part of the city to accommodate and support all of the programs that are going to be funded and I want you to say that the city is a full partner in trying to make all of those programs effective. That's my hope that's my ask for your goal. Thank you. Thank you, Gregory. The next public comment will be from Cecil followed by Justin. Hi, can you hear me. Yes, we can. Thank you. Go ahead, Cecil. Sorry, it muted again. Good morning, Mayor council members, city staff. Today as a member of Santa Rosa together steering committee and basically speaking out and asking you to consider investing in social capital. Now that we have established seven city council districts, the city of Santa Rosa. Now that we have an open government report and the creation of an office of community engagement and an equity officer. The council should look towards incorporating neighborhoods as the basis for its community engagement efforts, referring to the city council resolution to eight one seven four. We will actively partner with the city's community engagement program efforts by assisting neighborhoods and other organizations to build civic capacity. So SRT is proposing as a top priority that the council adopt an ordinance to elevate the role of the community advisory board to become a council of neighborhoods. We recommend the city council through its open government task force implementation subcommittee to review the options to prepare this ordinance. Since the onset of COVID and the impact of the fires, the latest the concave fire, it has become apparent that community resilience can come from knowing our neighbors and improving our ability to work together. That's just a beginning, a well resourced network of neighborhoods would foster the capacity for residents and neighborhoods and districts to participate in authentic community input and decision making. The council of neighborhoods could serve as a reviewer and advisory to many public planning practices that determine the future of our city, such as the general plan, specific area plans, economic development plans, community improvement projects, public transportation projects disaster response from a scale that is either neighborhood district or citywide. So now is the time for Santa Rosa to develop social capital. Currently, in these tumultuous times our democracy demands more from us, our safety requires more planning and cooperation within our neighborhoods, and we could use the skills to make decisions together. Help us to mobilize individual and community talents and skills to become assets for our community for our city. Thank you. Thank you, Bill. The next public comment will be from Justin, followed by Herman. Justin, go ahead. Thank you. Can you hear me? Yeah. All right, thank you mayor and council members. I'm just dialing in to urge you as you set your goals for the coming year to prioritize the rapid installation of a low stress citywide bicycle network. I'm a father of four. I cycle myself as a commuter and for exercise, and there's no reason that any of us should be putting our lives on the line to opt for bicycles as transportation. Beyond that, investing in a bike infrastructure will help the city meet a lot of its stated commitments, including making Santa Rosa more equitable, reducing greenhouse gas emissions, reducing traffic injuries and deaths, and improving our climate resilience and economic vitality. So thank you very much. Again, my name is Justin Borton. Thank you, Justin. I'm just going to bring Herman's hand up any longer for public comment. Would you like me to go ahead and move through to the voice message public. Oh, there's Herman's hand. I will hit her. Herman, you are live to make your public comment. Please unmute and proceed. Good morning, city council members and Mayor Rogers staff and community members. This is Herman G Hernandez calling in I currently serve on the Sonoma County Board of Education, and a new resident of the city of Santa Rosa off of west third across the street from the beautiful place to play park where my puppy moose loves the dog park right across the street. Before I get to some of the things that I hope that the council focuses on I do want to give a huge thank you to a lot of your staff members. One of the things that I do is my day job is consulting and I work with the else on high school foundation and at the end of last month we had an amazing showing of different departments from your city, including chief west roping your fire department, chief Navarro and captain Isaacson from the police department, Deb Lane from your water department, Danielle, Garduno and your McQuevas from your department of community engagement. Adam Martinez from your transit team and I just really, really appreciated that the city of Santa Rosa showed up to our college and career week. I just want to thank our thoughtful guest speaking opportunities and participating in our career fair because that's really what community is all about, and a special thank you to your director of equity, Sakura shields for connecting our high school to a lot of your department leads that we did not have connections to, especially because of the pandemic but it was awesome to see and we hope we can continue that type of partnership. Okay, because I saw you guys are doing your goal setting and I have not been following the city council is closely lately but I do hope that you all accomplish or prioritize a few things. One of them is regarding the equity department. I think that the council and mayor and staff can really focus in on equity goals for your council and departments that are tracked and defined with some type of tool or success metrics. I think that's incredibly important, especially because so many different government agencies across our country now, but specifically in some accounting I really transitioning to this equity department and kind of developing the landscape. I think is making sure that this equity department and metrics are public and transparent. I think it's important that the community knows what's going on and what kind of progress that you've accomplished since you've established this equity department, and then also setting expectations for your staff that include policy and practice changes that increase the amount of people of color who are in leadership roles at your within your management but also people who are in leadership roles on your commission so thank you so much and also pay city council members full time. I think that's a huge step forward to making the city council more diverse and better represent our city. I really hope that you guys prioritize paying your city council members full time. Thank you so much and have a great day. Welcome to voicemail public comments received. Great. My name is Dorothy wiker spelled W E I C K er, and I'm calling to comment on the issue of the Santa Rosa southeast Greenway. This is a message for Mayor Rogers and the city council members. Thank you for the ongoing support you've given the southeast Greenway project is we've achieved important milestones, including the approval of a general plan amendment. Our and rezoning plan for the property in July 2019. This year, I'm rising to request your support in reaching another major milestone, completing the acquisition of the 57 acre southeast Greenway property from Caltrans. The Sonoma land trust and Southeast Greenway campaign have agreed to secure funding for the pre acquisition acquisition costs appraisal and purchase price of the 47 acres zoned as parkland to move forward city council must work with city staff to develop a plan for funding the acquisition of the 10 acres of Greenway property zoned for housing and mixed use. The acquisition of 57 acres southeast Greenway property will help the city of Santa Rosa fulfill its mission to provide high quality public services and cultivated vibrant resilient and livable city. Additionally, it will address several important city goals, including housing and affordable housing, economic resilience climate change. When develop the citizens of Santa Rosa will enjoy easy access to an urban open space for walking biking gardening recreation and spending time in a beautiful outdoor setting. Let's bring the city's goal of planning and implementation of the Southeast Greenway to the forefront in in the year 2020 2022 and 2023. Thank you for your consideration. Hello, my name is Greg Dameron and I'm commenting on agenda item seven goals and strategies for the February 24 goal setting session. I was born and grew up in Santa Rosa and went to Santa Rosa High School in 2014. I have the privilege of working with the late Vince Harper at cat at cat Sonoma with dig youth doing tobacco inventory surveys in Santa Rosa neighborhoods. It was then that new products called each cigarettes are starting to show up in stores. It's very instrumental and instilling me the importance of attentiveness of looking at differences between our Santa Rosa neighbors and paying attention to where tobacco retailing establishments proliferated and where they were absent.  As part to the influence of Vince Harper, I went further in my career in public health to specialize in tobacco prevention and volunteer for local commercial tobacco prevention efforts. Since those years when vapes were just appearing in our local stores at teen vaping epidemic occurred. Now mom and pop corner stores have turned into mini vape outlets with plexiglass power walls of fruit mint and dessert flavored vapes with high dosage nicotine. This is commonplace right now there's a there is more regulatory control over fresh produce like bananas than there is for banana flavored bakes and Santa Rosa stores. We urgently needed tobacco retail license ordinance. We need to regulate the number of retailers but a cap on them and stop stores from setting up near schools like the one near Wighted Elementary in Lincoln Valley where I live. Please adopt the TRL. It's fee based self supporting and evidence based to lower teen initiation to nicotine. Thank you mayor Rogers and the center of the city council. Please enact an ordinance and a special request for the teams on our coalition of submitted public comment. It would be nice for at least to have them acknowledged in some ways so that they know that their efforts are being heard. Thank you. Mayor Rogers and the center of the city council. My name is Samuel Dameron. I'm commenting on agenda items seven goals and strategies for center of the goal setting session. I'm 19 center as a resident and member of the tobacco free Sonoma County Community Coalition. I participated in last year's center of this forward forum. To talk about my concerns for my peers and the team vaping epidemic. One reason we have an epidemic is vape and smoke shops keep popping up all over our city without an ordinance. How many more of our neighborhoods and use sensitive areas are going to be intruded upon by smoke and vape shops. Too many teams and buying flavored e-cigarette are buying flavored e-cigarette and other commercial tobacco products from these stores. It is time to add to Santa Rosa's goals for 2022 to catch up with the county of Sonoma, Sonoma, Windsor and the cities of Healdsburg. Sonoma, basketball, and Sonoma enacting a tobacco retail license ordinance. The immediate and long-term health of Santa Rosa's youth depends on this. Thank you. Hi, this is for the goal setting meeting for February 24. And my name is Caroline Ben-Rollos. Good morning, Mayor Rogers, Vice Mayor Alvarez, and council members. My name is Caroline Ben-Rollos and I am speaking on behalf of both Santa Rosa Together and the Sonoma County Latino Democratic Club. Both groups would like to advocate for two things. An independent police auditor and a civilian review board. As the former chair of the task force that brought the county, Isle Arrow, the independent office of law enforcement review and outreach, I want to remind the council that in 2015, the Cali Task Force has shared our final report with the city council, particularly in regards to an independent police auditor. An independent police auditor will provide accessible, safe, impartial, and responsive intake systems for complaints regarding the Santa Rosa Police Department and to ensure accountability, fairness, transparency, and trust in the complaint system. Also, if later established, to support and staff a civilian review board that monitors the work of the police auditor, reviews complaints and provides policy recommendations to the SRPD and city council. This position should not be located in the offices of the police department. To assure independence, the position could be appointed for a specific term of office by the city council with termination only for a specific cause by a supermajority of the council. We ask that this position be included in the city charter to fully assure it is continued and fully operational. A civilian review board would demonstrate how policing practices can promote effective crime reductions while building public trust and examine how to foster strong collaborative relationships between law enforcement and the communities they protect while providing transparency and accountability. A civilian review board would go a long way in building trust with the community. Santa Rosa can achieve policing that is responsive to community standards, values, and needs. We can work together to strengthen the bridge between our diverse communities and law enforcement, increase communication, and assure the civil rights are protected. Thus, we strongly encourage the establishment of a civilian review board to be a highly ranked priority for the council's goals for the year and refer to the Public Safety Subcommittee for further research and development. We know that the council has worked to address the relationship between law enforcement and the community. The new in-sponsed mental health support team, for example, is a huge step toward this goal.  These two recommendations, if achieved with the fulfillment of the community and stakeholders who care deeply about this issue, this will continue to move our city in the right direction. Thank you so much. Pamela Granger, speaking to the meeting on goal setting. Good morning. I speak today on behalf of the Tobacco Free Sonoma County Coalition in requesting that you add a tobacco retail license ordinance, or TRL for short, as a priority during your goal setting session. At the very least, the TRL would charge an annual fee covering the cost of administration and ongoing compliance checks to Santa Rosa retailers who choose to continue selling their deadly products in this, the largest city in the county. This is not a new request. We've made the same plea to this and former Santa Rosa City Councils, just before I retired from the American Lung Association in 2015. Why is it so important? Because the best way to reduce disease and death from tobacco use is to keep kids from starting in the first place. What's changed in Santa Rosa is the quantity of tobacco retailers. How many have located next to youth-sensitive locations? The emergence of electronic smoking devices, also known as vapes, and the resulting exponential increase in kid-friendly flavored tobacco-lid-in products. Did you know that in Sonoma County, nearly one in five teens are vaping and close to one in four teens are using at least one tobacco product, becoming the next generation addicted to tobacco? The recently updated portrait of Sonoma calls attention to health disparities, but not changed. If anything, COVID-19 has widened the gap. That report calls on us to redouble our tobacco control efforts. In addition to tobacco-related death and disease, smoking and vaping also increased the risk of the most severe impacts of COVID-19, making ending tobacco use more important than ever. Much like COVID-19 has disproportionate impact on certain communities, especially communities of color, so does tobacco use. Mental cigarettes remain a key vector for tobacco-related disease and death in the black community, and mental cigarette use is also elevated amongst LGBTQ Americans, pregnant women, and persons with lower incomes. Santa Rosa, with more tobacco retailers than the entire rest of the county combined, is now getting in the way of those cities and the county who have said no to big tobacco and big vape by passing tobacco retail licenses with flavored tobacco bans. Tobacco-free Sonoma County has extensive information, model ordinances, and the enthusiasm needed to assist you in improving the health of the Santa Rosa community. All we need is your support. Thank you. Mayor, that concludes public comment received in advance. Great. Thank you so much for participating, everybody. We'll go ahead and close public comment. I'm going to turn it over to Nancy, and we're going to go ahead and get an overview of our agenda. Thank you. All right, good morning. Thank you, Mayor Rogers, Vice Mayor Alvarez, members of council. It's nice to be here on Nancy Hedrick. And we have quite a full day laid out for you today. I think it's going to be engaging. And I'm really hopeful they will end the day together later this afternoon with some real clear direction, clear objectives that then can help to inform the city manager and staff as they're preparing budgets and the work plan for the coming year. So we have quite a, quite a day planned today as a goal setting. My name is Nancy Hedrick. I work for management partners, and I'm my associate here. Ashley Garcia is going to be helping me as we work through the agenda and listen and take notes on the discussions that transpire. As you can see, we're set up in a workshop format, right? So far more informal than a traditional council meeting. But this is a chance to talk about things, talk about those big issues, talk about what success looks like, what you want to achieve. Also, thank you to the members of the public who have joined us today and who joined us virtually to share thoughts and ideas. All right, so let's go ahead and take a look at what our objectives are for today. Just kind of do some housekeeping, get ourselves set up successfully for the day. So really there are three key objectives. First of all, we want to take a look at and really affirm the city's mission, vision and values for values. And then at one time this morning, reflecting on those and making sure that they still resonate, that they still connect with them, and that they reflect what's most important from the city's perspective. The real meat of the afternoon and the big thrust of the day obviously is establishing council goals for the coming year, and really having a thoughtful discussion around the strategies that you want to pursue as you're working for those goals. And find what those means, what those mean will have discussions about what success looks like, and I think we'll have quite an engaged afternoon doing that. As we wind down our afternoon, we really want to make sure we leave time to talk about what will help together working together in terms of updates to council and support to staff to make sure that you're able to achieve those goals that you've laid out so we're going to allocate some time to kind of use that as our wrap up today to really get specific about that. So that's our flow, our objectives of the day. We've set up some ground rules on the next slide please. Just to remind us and to help us to facilitate the workshop in a productive way that allows for open conversation for differences of opinion and a productive day. So I would ask everybody to listen to each person's point of view respects differences. There's value in that debate and discussion as we come to some resolution. Assume good intent. Everybody in this room is here for the city and the residents of Santa Rosa. And so keep that in mind everybody is bringing their voice to the table and assume, assume good intent. Speak up if we need a course correction if it looks like we're getting stuck on something that really maybe needs more time another day, or we need a break. Please let me let me know as your facilitator I'm here to help guide your day and make sure that it's productive. And then we're keeping the energy up. So if we need a course correction, please speak up. We're focusing for where there's areas of consensus, particularly as we're establishing council goals this afternoon. So look for those opportunities to find the intersections where you have common ground. And let's do our best to stay focused on the task at hand, which is really to identify and establish your goals for the next year. Sound good. Everybody thumbs up. All right, awesome. Okay, we also use a nice little tool called the bike rack. We have heard of this before we have it written over here. Sometimes there are topics that emerge over the course of the day that really want more time and energy. We don't want to lose those ideas and those topics, but we want to make sure we can keep to our, our agenda so we can get through everything and not leave things hanging will record them on the bike rack that will be a part of our final report that comes back to you. So that's what we're doing during the results of the day. So you'll have a way to revisit that in the future. You can mention I think that's a bike rack item Nancy or Ashley can you write that down or feel free to write it up yourself and so, you know, that's our tool helps us with time management so that's the bike rack. So that's the agenda of the day, which sort of mirrors as you might imagine the objectives we're going to start off with hearing from your new city manager, some opening comments and observations I'll turn it to her in just one moment. We are going to take some time to look back over the past year and reflect on the accomplishments that have been achieved over the last year so Jason is going to help us to introduce that a little bit and leave that they'll ask for councils, thoughts and ideas if there are other people who want to recognize or make note of. So we'll go through those accomplishments. Then we're going to shift gears and we're going to kind of zoom out to the mission vision and values of the organization. You have a mission statement, you have a vision statement we're going to look at those and and you know just kind of reaffirm them, or decide if you need for some change. We'll spend a little bit more time on organizational values. I had an opportunity to meet with Mayor and members of council in advance of this session and we had some topics and great discussions around the importance of strong core values and how they underwrite everything that you do here at the city. So we want to spend some time talking about those values and what they look like in practice and how do you elevate them and integrate them into all that you do. So we'll spend time later this morning in groups that's why you're in table groups you're going to talk to each other to do that. We will then break for lunch, assuming our role and our timing is working properly we're going to cross our fingers. And then this afternoon we're going to talk about goals and strategies so we're going to look at the goals, the themes that I heard during the council interviews. And we've got some ideas to sort of start the conversation around potential goals for the coming year, or even the next couple of years and ways to do that so that's what we're going to spend time this afternoon. And as I mentioned then we're going to wrap up with how do we work together to get there. And so we'll wrap up there, and then we'll call it a day and I don't know. I'm going to take a glass of wine, but whatever you want to do. At the end of the day. All right, we've got some people in. All right, so that's our agenda for today I'm hopeful there are no surprises this is what you're expecting. But I am excited to be here and happy to facilitate the conversations with you today so thanks so much. I'm going to turn it over to Americans you just open the comments. So thank you Nancy and good morning mayor and members of council. I first want to thank everybody for being here today, and I especially want to thank team Santa Rosa team Santa Rosa continues to deliver exceptional level customer service, despite the circumstances. For more than four years, there have been ongoing disasters, and you're constantly being asked to remain staff fast and be resilient. And for better team. We are now at a turning point, progressing towards a full recovery. Finances are stable, but we cannot lose sight of our tier one priority, which is physical sustainability. For the last several weeks, I spent a good part of my time meeting with the men and women who keep this city moving forward. And with his limited, and we cannot continue to gloss over the mental health of our team. Moving into today's discussion, we must begin to balance core services operational lives and one time funding and using innovation to drive a philosophy of high performance. Today we must be intentional and deliberate and setting our goals and expectations. We continue to provide quality, efficient and equitable services, engage the community, support environmental sustainability, create housing for all, and provide a safe community where all want to live and raise a family in the city of Santa Rosa. How do we get to yes. How do we build an economic resilient community for all. Today's discussion should begin with the framework that allows us to understand the physical side of the house, and then defining our mission, vision and values, defining priorities and objectives, and then aligning those strategies with metrics for deployment and performance excellence. We must, and we have to get back to the basics. Director Berk, Chief Navarro, director passenger, assistant city manager nut, communications coordinator Elise. I'm going to say assistant city manager Hartman right now. Chief Navarro, I said, sorry, Chief Westrup, director Reeves, city clerk Williams, chief financial officer Alton, city attorney. Gallagher. Thank you for a job well done, because this can't move forward without you and your team. So again, I want to thank everyone for being here today, as we continue to disrupt to discuss strategies on how we move Santa Rosa forward. Thank you. All right terrific all right we're going to start off with something that is a little engaging kind of fun and we're going to hope that technology works to our advantage and make sure it works right. Sometimes it's a hit, sometimes it's a miss but I'm going to turn it over to Ashley to give us some guidance on doing a little warm up activity. Thank you Nancy. So I was, I'll admit I was sweating a little bit because, excuse me, our website for our feedback tool was down this morning, but it's back up so I'm really glad. So we would like for all of the city council and city staff to please take out your mobile device that can be either your smartphone or your tablet that's sitting in front of you. And if you would please type into your web browser mentee M E N T I dot com. It'll bring you up to this site to enter a code and the code that you'll enter to access our question is 90315415 that's up here on the screen. And that'll take you to a question that we're going to post you all this morning, which is, what does high performing organization mean to you, and how the opportunity to type in your response and then we'll be able to show you what the council and city staff feel about the answer to that question. It looks like we're having a little trouble with the add in. Oh, there it goes. Sometimes it takes a moment to think, and then it is. Okay. Okay, let me see if I can fix it from my laptop just one moment. And if not, we'll pivot and do raise hands and write it up on the flip charts. Hold, as an interlude this is probably because they had to reset their website and so we set this up before that. And so this is a much better technology problem than you might recall some of you have experienced last year. Right where we had to relocate we're not relocating today. This is just a temporary change. So let's just give a sec to see if actually can get a new code for this. And if not, we're going old school, nothing wrong with that right. All right, the web server is down again. Okay, so here's what we're going to do.  So you saw the question the question is, what does high performing organization mean to you. And so at your tables I'd like you to take a moment and then share with your colleagues at the table, what that means to you. Okay, so we'll just take five minutes or so to kind of share those thoughts and then I'll ask for volunteer from each of the five groups to share the themes that you merged that work okay. All right. About 20 seconds left. All right, everyone. Thank you for that thoughtful discussion. We will bring it back to the main group and here from all the tables of what you came up with. We start with this group here in the front. We will now report out some of the themes that you discussed to staff capacity. Identifying the revisiting the goals and the priorities of those goals. I'm sure that they are still in line with with environment and our current staffing levels, having a long term. I mean, long term plans. It will change every two years that that challenges continuity, and it can increase the number of ideas that come forward, but it's important to communicate with council members and understand some of those. We have to see the expectations of the community, which seemed to be very high at times, and getting them to understand it well and work with us. When we have to say, This is possible. This is not based on this reason, and we have to cool our jets. We wouldn't have to cool our jets and look at really what is accomplished, but what we can accomplish, especially when dealing with tragic. I haven't had a little shorter shot. Great. Thank you. Okay, we'll go to this table and back. A well defined organizational structure that includes the session planning. It's important that it's valued and knows their value, having access to resources for mental health. And finally providing customers. Great. Thank you so much. Mission operation, the community, and kind of generally moving away from the emergency mentality with strategic mentality. The goal would be to analyze the problem, take decisive action with the goal of service delivery to the community to be more specific. Some of the rest of the discussion was around high performing organizations, don't just meet basic expectation, they actually exceed minimum expectation. And they have a tendency to be thoughtful proactive versus reactive. They do not contain silos, and they have an organization which is moving in the same direction. And I think one of the other notes that was important is that we can't be crippled by being an institution of government, we have to focus on our goals and objectives and be willing to take action to be considered a high performing organization. Excellent. Thank you so much. We'll shift over to this group. Kind of settled on some of the same things that we've heard before, but just briefly. You know, the goal would be to be a strategic and proactive in our views, but also to be adaptable to react to immediate issues to pop up to be collaborative. And I think that would be a good high job satisfaction, basically be a good place to work. And to have clarity of direction, so we're all kind of moving in the same direction. That seems to be one that's coming up frequently, and hopefully we'll establish that today. And up front, last group. One of our team members, I think, really summed it up what we thought was the best way to put it overall, which was meeting the needs of the community before they need it. And that includes proactive government to leverage team member skills, different people have different skillsets and strengths and so leveraging those strengths and individuals through collaboration, removing silos, talking about from other groups, and ultimately having the greatest impact. Great. So we've heard removing silos several times and shifting from reactive to proactive as well. So it's good to see that there's some commonality amongst the group already in a great way to start off the day. Well, and we already have practiced adaptability to so we've already worked on that today. That's great. Okay, so let's pull up the slide deck again and I'm going to hand it over to Alan to do just a quick update on the financial outlook to give us sort of that leveling bit of information Alan you want to take that. So what we have here is just the basic status of our general fund reserves and, and I showed this last week's council meeting. In general, what we can find from it is that there's a lot of positives with this that we are, we've met our council policy for our reserve amount. So that's a great positive by we haven't been able to say that. So to be able to say hours is nice. And I think what it, what it allows for is for us to do some of the things that we talked about your speed, strategic and proactive, when it comes to developing our our fiscal side of the house going forward. We have done a lot of that already and we are still doing that in terms of putting money into the community. From one time funds that we would have been in the focus really taking those one time funds to be able to develop and complete one time projects that help our community cover that help our community going forward. We are able to hopefully go through a period where we can reach an ultimate goal of having a balanced general fund budget going forward, and still have money that comes in with as we develop a surplus to be able to use those into the one time projects, but to overall come up with the goal of having a balanced budget going forward, and we are very much happy to be able to do that. All right, any questions before we move on trying to give us a little bit of context review thank you. Okay, so let's go to the next slide and just a minute.  Well he does that. I think you should have received a handout packet that on accomplishments that you might take us. Thank you, Jason. Good morning, Jason is not going to assistant city manager and I'm going to walk you through some of our accomplishments. You've got that handout it's a seven page handout which talks about accomplishment specific to departments that they're reporting on, and they're reporting on specific accomplishments associated with some of the policy and priorities that Council established during last fiscal year. And so that's how this is up there's a ton more accomplishments that we've had through the course of the year, and these are just some of the highlights, and I'm going to go one step further and say, you've got seven pages. So we're going to spend and walk through every single one of those I'm going to take a few of them that that resonated for me, I may pause at some point and ask the carbon heads to chime in, and if I may have missed one that they found was particularly important and valuable so let's go ahead and start working our way through this. In terms of community engagement that community that team has come forward and completed their community empowerment plan. They've done a presentation declaring racism, a public health and human crisis. And they've done the completion of community surveys listening sessions regarding sideshow activity, and I got the luxury of participating in some of those and I thought they were very well done, and really ended up with a good outcome. That's transportation and public works city bus implemented the you are free unlimited past program for K through 12 students and, and I think they, if they haven't yet provided you with updates on how that's coming they will be shortly it's been very successful. They also are in the process of purchasing sing the first four battery electric buses, and they are working toward a 100% electric vehicle program in the future. You'll also see a shared mobility device ordinance coming to council in April. And then, early in the year you passed the zero waste foodware ordinance, and that was a big, a big change for us and how we're going to implement some of our climate action components. We developed last night we prepared and council approved an expenditure plan for how we're going to invest $59 million of outside funding in an effort to record to restore our communities that were damaged by the tubs fire. And we were successful at receiving $12 million reactive transportation program and additional $3.4 million recently through MTC with council member Fleming support to push the bike and pet over crossing forward into a state of final design. On the waterfront, they were able to adopt a four year rate schedule for water and wastewater, and they successfully worked with the north coast regional water quality control board to get the NPD s permit adjusted. That was a huge, huge win for centers of water and for the city was a major change in policy. That's allowing them a little more certainty moving forward in how we're doing our discharge and management and monitoring. From a planning and economic development standpoint I'm going to ask Claire to provide the most current numbers because I think what you've got in the, what you've got on the sheet is not quite accurate at the moment and so Claire could you give us the most recent housing numbers. Great. Thank you for that. Yes, we were still counting numbers as we were putting this together so I'm happy to give an update on where we are at. So we're first with housing production in terms of our fire refill. Since the 2017 fires. As you know we lost 3000 housing units. We are at 80% completed. So that's 2085 have been completed on the glass fire 2020 we did lose 34 housing units we have 12 under construction so this is phenomenal. I'm reporting it out as director of planning and economic development cannot be done in a silo we use water and fire and transportation public works to get this done so really proud of the rebuild. In addition, we have done phenomenal on housing production. I would also say that we have issued 1277 units in 2021. Just to put that in perspective that's twice what we issued last year and almost three times what we issued the year before so again, phenomenal job considering we're still fighting fires, we're in a pandemic coming and we have a lot of the same staff that we have across the table so phenomenal job.  Thanks for that update Claire, I think those numbers are pretty outstanding and they definitely show. Yes, Mayor clarification Claire the 1277 that have been completed and ready to be occupied. Those are issued. So 2021 is our building permits issued so they're either under construction or pending. We have completed 500 housing units in 2021. Great, thank you. Thanks for clarification Mayor. Also in planning and economic development they completed the multi jurisdictional hazard mitigation plan adoption as well as a density bonus update. And there are many other items that you'll see listed there on the economic development front. There's a they completed a childcare support program which included 1 million resiliency grants funding 180 providers serving 6000 children it's pretty astounding and a great accomplishment. And on the housing art front of expanded their presence and awarded commissions for a number of murals and advanced and advanced the human sculpture which they've made some additional adjustments on in the recent days. On the housing community services front. You just recently awarded meaning on Tuesday night their scope and services not only for Sam Jones hall support but also other services relating to our homeless strategic plan. And I think there's a lot of excitement among the team on how we're going to proceed with those new awards. In addition, the housing authority awarded the $9.3 million in loans to four projects that's the Bennett Valley apartments, the Mahonia Glenn project. Hopefully I got that right. And Burbank Avenue apartments and then the herds veterans village. It's pretty great to start to see those investments work their way into our community in an effort to try to advance our affordable housing projects for our community. In addition, they are working with the CDBG disaster recovery program to issue awards for three additional projects meaning 3575 Minasino Avenue which was the former journey's end. Caritas homes phase one and the Linda tuna senior apartments and getting those funds they were received from housing and urban development of the US government and getting those into our community with projects that are helping us rebuild is just this just an outstanding progress. In addition, housing, housing authority awarded 131 emergency housing grant vouchers and 61 project based vouchers. Again, it's, it's an increase over prior years there's a lot of hard work being done with that team. On the human resource front on March 15, you will hear an update from the seed collaborative. This is that initiative that's been going on throughout the course of the year. We're continuing to get bits and pieces and updates along the way and we're very excited to see some of that hard work come to culmination on and we'll hear quite a bit about that on March 15. We completed negotiations with all of our units, and there's only one pending we're continuing to work with that particular unit as we move forward but we're very excited about that. I will just take a little bit of liberty here and say on behalf of staff we're very excited counsel that you made the decision to appoint marquisha to be our new city manager in talking with staff staff very excited to be able to be under her leadership, and you are allowing her to make specific and strategic organizational changes to help do a lot of those things that we just talked about and what creates that healthy organization about reestablishing departments, re putting putting folks back in strategic positions so that we can continue to move forward with a healthy organization so I just, since that was on here I wanted to make sure that I added a little bit of commentary there if you would. On the police front. In response is underway. We're hearing great feedback on in response and I'm sure Ray would love to be able to talk more about that. Maybe we'll give him the chance maybe not but in response is doing a fantastic job we're excited to see that as the key initiative from this last year that is now in place and operating. I wanted to award and appoint an independent police auditor this year that is in process and we're happy to be able to comply with community wishes to try to get that position re established, and that is now within the city manager's office and actively working. I also identified the early adoption of the ripped up procedures, and that that was a good component for us, and then the police's commitment on the 30 30 campaign trying to increase their percentage of women in the organization by 2030 to 30%. Those are things that stood out for me as I was looking at our accomplishments. I want to give an opportunity very quickly, very quickly and briefly, we are not going to revisit August sorry. If there's any departments that have a particular accomplishment that I may have overlooked or not specifically identified now would be a great time to to bring that forward. Chief Westrow. Thanks Jason. Excuse me, and looking at the list somehow in terms of Claire Claire, there's no fire representation on the accomplishments but we were working this year, trust me. One of our key accomplishments that I just want to go over a quick is, first of all the implementation of vegetation management program. As we all know. Sorry, I haven't talked about this morning. Council dedicated $5.25 million to vegetation management program that lasts for five years five year funding program. What we've done is our teams done a great job of applying for grants and essentially we've doubled that money and that amount of time so we had to come back to council and ask for some grant match fund grant match funding which was awarded at $1.25 million. And that funding mechanism for that obviously when it goes back to for reallocation so there is quality and quantitative work going on vegetation management realm we're very excited about it and there's a lot of work that's going to be accomplished here. And that really is the council's dedication of $2.75 million to the wildland response resiliency strategic planners we call move 2.0. It's essentially reformatting the way that we provide service to the community in the sense of vegetation management and vegetation fire response. So we purchased additional fire engines with that we've purchased additional personal protective equipment we're looking at legislative changes. So it's really without adding people or stations how we can be better at the wildland realm. So, we've already started that we received the first wildland fire engine as you've all have seen the other one is somewhere between Florida and here it should be here in the next couple weeks hopefully. So it's being shipped that we're currently speccing out two additional type six engines which are the smaller fire engines that the water tender so it's really exciting for the fire department is really put a big boost into our crews as far as seeing the commitment that we've seen that indication that we really had to ship the paradigm of being a very good urban fire department being a very good rural part of our department at the same time. Last but not least is the implementation of our recruitment at first strategic plan and working with the C CLAB to improve that we're really making great strides there we're already starting to see results. For a reminder it's an upstream upstream investment in the community to essentially educated community in the park community are better jobs are available on how to get into the public sector, and then to guide them through the process of mentorship explore as it was announced by city manager Smith on Tuesday women fire service day or women of public safety day will be parks fifth training facility, which is right next door here at 2126 West college so that's going to be an annual event to turn into a by annual event twice a year whatever that translates to I can remember but so we're really excited to really make good progress thanks for him for his comments to that's what we want to be engaged in. So thank you very much. Thank you. Miss Gallagher. Thanks I just wanted to mention for the city clerk and see attorneys office, three items that we've worked on this past year. We have an implementation of government ordinance that has been quite an effort and is still ongoing community engagement has also been very involved in that effort. And then the two that are ongoing is the redistricting process. We are hearing the final maps for that next few weeks. And then there's charter review, charter review, charter review committee has started this work back in November, and it's about halfway through the process and we give them report to Council, and about a month and a half. So, but again, a lot of work, both on the part of our office and the part. So thanks very much. Thank you for the piggyback suit. Thank you for adding notes, but everything that is on the sheet has an arm to the city attorney's office and the clerk's office so we can't put the specific accomplishments on here, you know, we can't do resolutions and ordinances without that department so everything has a direct effect to our city attorney's office and our clerk's office. So thank you for pointing that out. Miss Harman. I'm not sure how I missed adding it but short term rental ordinance that need to be added and that did involve quite a few people in this room, and a lot of other professional staff to put that together. And then, didn't mention I don't think but the general plan update the visioning phase which is a massive phase and very difficult under the circumstances. And then to the alternative states will have quite a bit of engagement and less than person engagement so we're looking forward to the next six months in that stage, but that is also an all hands on deck, and probably we're going to support the documents that city. So we'll just say as you can hear that not only do you have the seven pages of document and accomplishments here but there's a lot of other things that occurred at each of the departments that may not have been reflected clearly on this and, and we're just appreciative of each of the departments for going through and really focusing in on the council priorities of the last year and what we've been able to do during that time so thank you all for the back over Nancy. Fantastic congratulations to everybody. Oh, that's it. Well then, I heard a lot of cross department of collaboration, which we just talked about in high performing organizations and the importance of that. In addition to the community touch right and so engaging came up on a lot of those accomplishments. So I want to ask now counsel in particular, these questions, you know, any surprises, anything missing, and really what stood out to you from that that overview of accomplishments and don't feel obligated but this is your chance to share anything that you're particularly proud as well, Mayor. And see I was actually just making a side joke to the city manager that what's also not reflected on here is some of the projects that city staff engages on that we don't get credit for or haven't yet come to fruition. So big one that that comes to mind is water demand offset fee, which staff spent a lot of time on. It's the move of the county to downtown, which took a lot of time for our parking resources and our other staff that have been engaged on that that hasn't come to fruition yet. And then, in particular, and I'll give a shout out to Jason's crew purchasing equipment that's going to make us more efficient in our delivery model, long term on some of our priorities. So for example, he was telling me about some of the changes that they've made and how they address road repairs that is going to allow them to use the same amount of staff to deliver more asphalt and actually repair roads faster, or the same resources that they have. None of that gets captured in this. And I know that staff spent a lot of time, not just with the actual implementation, but reaching out to their colleagues and other cities, going to conferences to figure out what are the best practices, how can they bring that information back. And so, not not accomplished or not on the accomplishment list but definitely leads to a better city, ultimately. So I think we have a lot of underscoring that the core services right some of those are just the work we do, but there's a lot that goes into that, and thinking about the best ways to deliver services really it's important to acknowledge. Thank you. It's the water demand offset fee, which Council will see again at some point. I think it was done last year by staff meeting with the community going through the Board of Public Utilities. It was a very big undertaking for staff in particular. And so it should be on the list. Thank you. And as he's pointed out just a reminder that we have people that are listening remotely so make sure you come in and echo into your head, talking into the mic. So it's not really surprised or sometimes stood out or even anything that's missing, but something that I'm very proud of is how Council has been able to cooperate cohesively, and really just focus on the goals and, and working hard to find a yes. I think I'm very proud of that as being part of the council. Thank you. Yes. For me one of the big things that both staff and Council has done is basically spent money, but prioritizing it so if you look at the ARPA funds the CARES Act PG need dollars and the homeless arena HAP mentioned the emergency housing vouchers, and a lot of in depth recommendations from staff and then Council had to make those decisions, but I think we're very strategic in the use of those dollars, but that didn't happen. Okay, just make a decision, a lot of in depth work from a lot of staff that we should call out. I really very appreciative of the information that was presented to Council so that we can make the best investment of the dollar. Thank you for that sometimes it's hard I mean it sounds funny but sometimes it's hard to spend money right particularly when you've been in a deficit vote for some time so thank you for that. Thank you so much. Much microphone. Perfect. Okay, so a couple of things that will one one thing that stood out to me that we really do well and that doesn't get much air time is our legislative advocacy. I think it's done to change radio. A lot of times we have to tell our constituents, or we get told as Council members will we can't do this for this reason or that reason that's really out of our control and to that we do take an active role and staff works really hard and I know the mayor works really hard with our, our inner guy person, Scott Alonzo. I don't see him here today but I'm sure he would have a laundry list of accomplishments in this last year and we continue to see that reflected in our influence and statewide policy which not only benefits us but many other jurisdictions across California and I think that we need to be really proud of as a, as an organization. And then there's this other piece here where it's not it started before I got on Council but it's really increased over the last few years that I've been here which is more and more are our organization is taking on social service responsibilities that have typically only been provided by the county side of our fire and police safety responses to urgent and emergent situations and so to that end to hear about in response and childcare services, but also what wasn't noted today or maybe I missed it when I stepped out was, you know, how much work we do on homeless services, and how much coordination that takes and that's largely, you know, been done by Kelly Tykendall and her staff and, and Tom Schwedhelm and just unwavering dedication to that cause. And then finally, the, not not finally I'm going to go about 90 more seconds, the diversity equity and inclusion work that now, when I hear our department heads talk about it it's not like, oh my gosh we're doing this it's like just kind of part of the report out. And, you know, two years ago three years ago that wasn't really just a thing that we just accepted as part of our mission. And so huge appreciation all of your work in this, whether it's you know women and safety or the 2030. It doesn't go unnoticed. And I hope that we get to a point where we don't have to do it and just part of the culture of civic employment that that reflects the community that we serve. The last thing I wanted to say is, we hired a new city manager, we got a new council member, we've had a number of individuals turn over and be replaced by really high level people at apartment heads. And I'm sure that many of you within your organization within your shops within our organization have had to to do all of this kind of work of replacing people as we dealt with the great resignation. And I think that our organization has been very nimble, and very effective in managing the historic overturning personnel. So thank you to all of the work that we do in HR, and across the organization and if I do say so myself, we did a great job, hiring a city manager and getting a new council member. Thank you. Terrific. Council Member Rogers. I would just say that last year was the first year that we were all in district. And I felt that coming into that people had a hard time thinking that the council members were not going to be able to continue to put the city first. I did not feel that at all. I felt that the council as a whole were able to continue to put the city first. And so to me that was a huge accomplishment for us to be able to represent our district, but still put the city first. So we accomplished and we provided funds to projects that ultimately help the city grow as a city and not just look out for our district. Did we advocate for things that we wanted and needed within our district. Yes, because that is what we are there for. Who knows your district better than you. That's why I think that we have district, but we were also able to look outside of what our needs are within our district and look at the needs that are within the city as a whole. So, I mean, that is a huge accomplishment in one year down for me and I look forward to serving the city of Santa Rosa for many more years to come. So thank you so much. Wonderful. I'm not going to put you on the spot but I will ask Council Member McDonald if you have any observations or comments you'd like to share. Sure. Well, I appreciate Council being willing to spend money, something I'm pretty good at. Yes, my husband. So I really appreciate actually the warm welcome from all of staff. And I agree with the comments made the presentations that are done for Council for decision making are incredible. I've worked in lots of organizations and the hardest thing to do as a decision maker is to make it without all the data that goes behind it. So you really are to be able to go out into the community and talk about the reasons why we're approving something. You give us those details but you make it understandable not only for us Council members and me in particular who's new, but also our community members so I do really want to thank all of the staff that provide that. I know there's got to be hours and hours that go into the research and data. And so you've made my job much easier as a planning Council Member. Thank you for everyone who continuously is allowing me to ask questions. I tend to do that a lot. I appreciate all of that as well as Council be willing to allow me to continuously ask questions and not make me feel bad. So I appreciate that as well. And for me, just the reflection was not only helpful to know what City Council has been working on as well as staff over the last year but it's also to see, you know, do we have some things we can improve on it and I would say, if we look at everything we're done, we're probably not aware of everything we're working on like the homeless services it's and so I just appreciate being more brought up to speed on all of these things and look forward to outreaching it to our community to get their feedback and really share the excellent example report that all of you have done the last few years in many ways crisis. So I'm really honored to join the team. Thank you very well very much. Okay, right before we have a break I wanted to just take a moment we're not going to spend it's been the slide deck back up if we can. Thanks. I wanted to just take a moment at your tables to sort of reflect on these two questions now we've sort of discussed a little bit this in terms of aspirationally what is a high performing organization look like. And then just to kind of button this up here, talk at your tables. And we'll take, I'll kind of give you take the pulse of the room but you imagine 510 minutes for discussion, we'll do a short report out and then I promise you we will take a break. So I'm good. Okay, so the questions are here what contributes to our success as a group, and what gets in our way. Okay, let's bring it back to the large group. I always hate when I have to be the one that cuts off good conversations. But I know we want to share, share the outcomes of what you've been talking about, and we'll take some notes up here so we're going to start off with the question and we'll ask around the room. The question about what contributes to our success. We'll come back to the other question let's start there. And I guess I will ask for a table volunteer table group volunteer I won't just keep going around circles. Okay, I also love it when people are nominated so think about who you want to nominate. All right, clarity, period point exclamation mark right then, but then also to that point, we talked about the shiny object syndrome. And how that keeps us from actually saying having clear goals and having clear objectives, because we bring something to council or the council is they're doing with their, they're meeting with their community members right, and they're coming back and they're asking staff or asking myself so where are we with this. How can we get here, or this is this is something that I'm thinking that you know we need to bring to the full body. So those shiny objects, keep us from actually, you know, meeting our end goal, not that they don't need, not that we don't need to do it. But what's the, what's the order of priority that we put that shiny object in, in order for us to move forward. And then how across the organization, when that initiative comes to me, how are we meeting economies of scale. So we've brought up one item that was in the public comment. Very good, very good initiative right. Well, is someone actually working on this well we can actually pivot you don't actually have to stop what you're doing, but it actually fits into the initiative that you're working on now. And as it gets the clarity, if we get to greater reporting and report out, then council actually has an opportunity to come back and say, Alright, this is what we're accomplished, what we've accomplished. This is where we're at. Now, how can we fold this in. So, you know, all of that kind of kind of folds into that. Okay, and we'll come back to that circle that reporting and communication circle that's an important part of it, and even, you know, naming the shiny object as a shiny object, and how do you integrate that right and so you don't lose that focus. Thank you. All right, let's, let's ask another group then what contributes to success. Yes, Chief. So, our group talked about a couple different things and a lot of it was communication space but one of the things we talked about is this is one of the strongest and most engaged councils that that we've seen as staff and so to be able to make those phone calls and be able to work with council very directly. At least from a staff standpoint is, is huge. One of the things that we talked about and really tie back into the previous breakout session was one of the good things is the leadership team. Well it's not been very consistent because of the great resignation and people moving around, but this leadership team is very experienced very engaged and they're very motivated, particularly where the world has changed a lot for us in the last five years. And so, you know, I think I say to say to our staff and I say a lot of city staff and I said to city manager Smith on our first day was, you know, you have city staff that has a career is worth of experience in the last five years, particularly regarding work management, but, but we're very good at our jobs. The downfall that the back end that is that when we get into talking about planning or response or whatever the case may be is when, when these people are very good at their jobs are well. And there's a lack of capacity, and you get overextended that tends to create silence, you know, you contract back into what you know, comfort zone. And so that's where the silos are inadvertently created. And so, you know, one of the examples we use as a plan. You know, head is very good at their job, they put a lot of houses on the streets, so 705,000 units here. And they're good at their job that, you know, one of the things we talked about is the oldest approach of planning, how that affects public safety parks, streets, all the other things falling behind it. So that just I think it's just the nature of we're talking about it's just the nature of these but it's somewhere we can improve upon stick to that holistic approach to those and break down those silos and make sure that there's capacity and staff there to not do the contraction. Thank you guys I love that it takes time and investment to be strategic and to be holistic in your approach you need to build that in right create the space for those conversations so that you're not just doing the tactics of the day. And in that vein, one of the things and I'll be very brief about it was to Councilor Plumbing's point is the great resignation and the lack of staff and really the burden of the city to retract. Sorry, attract. Good employees throughout all departments throughout all the visions, especially when you're competing with the private sector so, but it is a burden, etc is a great place to work that's why we're all here in this position so there it is certainly a burden. Yeah, as a company that also does recruitment I can affirm the challenges, finding talent, it's very challenging right now. Thank you. All right, I think Council Member Rogers did you your table want to go next. I was just going to go next, but I was just going to make a comment about clarity. And I think I said it last year too. It would be beneficial for me if we kind of had an ongoing bike rack, but for the organization and not just for the department, because I feel like the departments maybe have by bike racks but if we could see it all put together. I'm a constituent came and wanted something done or had an idea that we could put it on the bike rack if we couldn't move on it right away. We know that they're heard and it's on the bike rack, and that will get to it, although we can't get to it right then and a good example would be at the end of the year when we said this is what we're working on, we're not going to put any more on staff, we're going to focus on what we're doing because they just were, were overloading our staff right now, and we just need to allow them to work on what they're working on. And then we came back to whatever it is that we're going to work on, but just having the bike rack. That's kind of ongoing, so revisiting more frequently. Does your table want to continue with the discussion questions to share. So as far as what tribute star success discussed for dedicated employees. Also collaboration that being with community and regional partners, and then also, of course, City Council and having their support and direction. Yeah, go ahead. Forgive my rules, we'll break them all down. So as far as what gets in the way. We discussed the lack of metrics. Adaptability, competing priorities for staffing turnover, attention. Availability resources funding and silos, which was already mentioned. Silos and funding. So when you said adaptability, what did that mean in the context of what gets in the way. Can you clarify that for us. Um, so people not being able to adapt for example we have a new city manager she may have or not she may she does have a different way. That the organization is going to run. And I believe that is why the council wanted her to be here to leave the city to new heights because we believe that she can do that. And we're very happy to see her do that. But maybe a staff member could have been here for the past 20 and 30, 20 or 30 years and we value their contribution to the organization, but sometimes change is hard. So, we just want everyone to know we value their contribution to the organization, but we really need people to adapt to change. Although change is hard, and that we want to follow her leadership because we do believe in her and do believe that she can carry our city to new heights. So let's adapt and see where she can carry it. And then that helps saying so changes hard is what gets in the way and adaptability contributes for our success when we do that. Perfect. Thank you. All right. So you probably could just put a check mark next to some of these that are going to continue to be a theme. So we had something we're great at is the collaboration. And specifically during emergencies and what we do when we have to work together the in response movement and getting that on the ground and working was a huge collaboration between all of the departments, as well as the short term rental. Ordinance working with all the different departments from water to housing. And so that was something community engagement and working on our equity plan is something that we believe is contributing to success. And even the debris removal team. Exactly. So, but to make sure that we are working on that collaboratively with all the departments something that they do very well. And so I would say the things that maybe don't that can get in the way because others were also mentioned would be the silos, the money, not enough staff so check, check, check. One of the things that can get confusing at least from a new person coming in is there's no centralized system. I don't know who to send things to in order to get questions if I send everything to our port city manager. I got this I got this, but even I think for community members, if you know don't know who to actually engage with and ask questions, then will they ever really be able to fill fully engaged in the city of Santa Rosa. So making sure that we have access for everyone, not just, you know, council members, but for our community members as well of where to go to those flow charts can be helpful. And then I would say one of the other things that sometimes organizations or government doesn't do a great job at is tuning their own horn on what the great things are that you're already accomplishing to have those. So instead of just once a year when we're doing goal setting and we're having that feedback, but to maybe more often be able to get a sense of where we're at and that might be those metrics that you were speaking of. And so that would be something I would like to see where we have something to put on the bike rack. Now we're getting from community members. Maybe we could get an update even on what we're actually working on these things so we can go back and it's not just one person going after staff but we have a presentation. I think would be very helpful. Okay, did we miss anything did I miss anyone yes. Yeah, our group. Oh, I'm sorry. Um, so these are also check marks, but one of the things that we feel contributes to our success is the dedication of all the employees to the organization and their commitment and dedication to their work. Even going across departments being able to reach across departments to create a network to find answers and to work collaboratively and communicate. That is, we felt is one of our strengths and adaptability is in both our success and gets in our way adaptability our workforce is very adaptable. We can turn on a dime change priorities work on what council and the community need at that moment especially in a crisis, but that adaptability also can get in our way because there's that shiny penny. And so we're always working in a constant state of as one of us put it always running in that hamster wheel and not feeling like we ever really get anything done because we're always working on projects, all the time and don't feel like there's a sense of completion or accomplishment, even though there is this just move on move on move on. Terrific I appreciate that I apologize for because I was opening it up to go not systematically and see what happens we do that. All right. Thank you all. Did anybody have anything else to add to that discussion. Yes. You're not hearing a lot of comments from different groups. It seems or it's, I see the relationship that good can also be the bed. You know, water for cows milk and water for snake is that I really see that as the common. Being aware and be intentional about when to flex and be adaptable for example right and when when that's needed that's good and when to stay clear. Okay, with that we are going to take a short break. And we will find a way to pick up we were a little bit behind our original schedule as you might imagine, but we're going to pick that up we're going to take 10 minutes that works for everybody. If you need to do there's coffee restrooms around the corner this way, and we will pick it back up let's say at five so so a little bit of bonus time five to the box up in the back. Thanks. Right find your seats if you can please. Thank you all. Hopefully you got to move a little bit stretch a little bit recharge a little bit, you know that all that you can in 17 or 12 minutes whatever it was. So we're going to switch gears a little bit now and we're going to start really moving into the elements of strategic planning for the city. And so we go ahead and maybe pull up this slide deck. Again, let's go to the next slide. And I want to kind of frame this and give us how we're going to walk through this because I think this is probably a little bit different than you may have done before. So we're going to start off you can see in the pyramid and this is probably all familiar and so I'm just going to restate it for clarity right word of the day maybe I don't know. So you can see at the top, you have a city mission statement you have a vision statement, and you have a set of values that really provides that high level direction, you know why you exist where you're going and how you're going to work together and perform. To do the city's business. So we're going to start off there and take fresh eyes and hopefully affirm your mission and vision, and then we're going to talk about values and really try to put some definition behind them so we can have clarity around what they represent what they need and make sure that we're all in agreement about what is the right set of organizational values you want to honor you want to showcase and embrace. Well then, from there we're going to come back and we're going to talk about goals and strategy so we'll reintroduce as we'll define the terms, make sure we're all speaking the same language here. And then the connection there so start up with the mission vision values, you have multi your goals, you know what are you working toward strategies that's how what are you going to do to get there. And then at that very bottom someone has a pointer. That's nice implementation action plan, we're not doing that level of detail here today, but that's, that's where this takes you right and that's where your city staff and build the budget, build the work plans to execute on those strategies to help achieve those goals, which align to your vision and mission and values. Okay, so basic framework we're talking about. Before we jump all the way and we're going to cross your fingers and we're going to try one more time to see if we can get meant to meter to be our friend. Just to kind of get us thinking so what we'd like you to do and I'm going to go over to Ashley is we're going to have you write a headline. Okay, so I tried it over the break and it's working so let's give it a go. And if you'll please enter your browser either on your mobile device or your tablet men t.com that's m en ti. And then you'll click on join a presentation. And in the code box, please enter 90315415 We're crossing our fingers that'll work. Okay, excellent. So go ahead and enter a headline of what you would like to see in the paper or online. Five years from now, about the city of Santa Rosa, and hopefully once we get some responses, and they'll show across the screen. Santa Rosa voted number one city to live, work and play city opens Roslyn Community Center Santa Rosa voted number one inclusive city in the world. That's aspirational. Wow. Let's see here. They keep coming. Santa Rosa ends homeless ends homelessness. Coming through the downtown Santa Rosa ready for occupancy city okay as a community center. Number one place to work live work and play. The most inclusive city in the world that's right. And it's homelessness. Most cutting edge city in California attracts working families across whatever comes next. There we go across state becomes statewide economic engine. See if Santa Rosa transforms mental health response. Santa Rosa infrastructure disappears. Johnson you're elected to seven leads the way across the board. So everything you do. See if there are any more that come through. There's a send oh there's a. Oh, yeah, I'm a goals achieved. That's awesome. Thank you. That's fun. Really the idea there as you can imagine is to think ahead right we don't want to just be thinking about the next month or even the next six months we want to keep the long view being strategic in mind. And so really striving for that and imagining what you want to achieve in those next five years can be very helpful. So let's go ahead and pull back up our play deck so mission vision values that's where we start again the top of that upside down pyramid. So mission, let's define that what do we mean by a mission. So mission is a statement of the purpose of the organization, why you exist, why the city of Santa Rosa is here. It's understandable. It's achievable it's succinct so you can remember it, and it's shared. This is on the city's website, and has been adopted so let's take a look at the existing mission statement. We are to provide high quality public services and cultivate a vibrant resilient and livable city. The reason for the purpose of the organization comments. So, all of a sudden got so quiet here, I'm going to take that as affirmation. If not then please feel encouraged to welcome to speak up I think it's great. It sort of meets all of those objectives we had in the definition right, you can remember it gives you focus high quality and cultivating so building vibrant resilient and livable city. Okay, let's take a look then at the vision statement. So first of all defining it. So vision is aspirational. This is something that you're striving for longer term it's a statement of your desired future. So it's future focused. It's vivid it's challenging. You want it to be inspiring and succinct. So just like your mission statement you don't want it to be a paragraph that people have to really read and process and so the vision statement for the city of Santa Rosa is that for sure. Let's take a look, leading the North Bay, Santa Rosa leading the North Bay. So really underscoring and emphasizing that leadership role that your organization plays in the region. Thoughts or comments on the vision statement, but not shakes it something thank you. Wonderful. Okay, so we've just affirmed then the vision and mission. They're super solid and that really is a reminder of why and where you want to go. So now I want to take some time to talk about those organizational values those fundamental pieces so the next one defines that we want to spend a little bit time on this definition to what we mean by these values. So values are those guiding principles that provide an organization with purpose and direction. Everybody needs to embrace them, live them. These are the values. So these represent your core beliefs. They define behavior and action. You can evaluate how you're doing with each of these to be sure because you're going to put some definition to them, and they're integrated into all that you do. Okay, so that's how we're defining organizational values are really those fundamental pieces of how you work together. So your existing values on the next slide. Oh, sorry, before that. I mentioned that I got an opportunity to do interviews with each of the council members are one. And to talk about those things that are of importance to you, and we had some really stimulating conversations, and some of the topics that came up that were really important and meaningful and impactful. Going back to the next slide. We're going to fall into this discussion around values and so we want to have some discussion on it so transparency was identified. The whole notion of diversity, equity and inclusion as something you want to we heard it from this middle group. Earlier you want to just be part of your core, who you are right in all that you do applying that environmental lens and lens was a nice word that I heard and thinking about these things and that's fundamental to the values. So that's sustainability lens, and an engagement, another very core value that is we've heard all morning integrated and how you do all your work so there's some themes that that sort of resonated for my ears in that area of values. So that's just some context. Now let's take a look at the existing values you have there are six. And then come from your, your website. And so excellence, innovation, teamwork, integrity, inclusiveness and transparency. The last two are bolded because those are topics that I heard during my interviews as well. So six very solid existing values. So, the next discussion is really around, you know, what is, what is the right mix of provides maybe actually keep it on that last slide, but also thinking about those themes that we heard around engagement and diversity equity inclusion around sustainability and environmental lens are those values you want to just incorporate and showcase in all that you do. Or are they things that you're working towards in terms of achievable goals and there's no right or wrong answer this is really a matter of, you know what what do you connect with. So, I'm going to have some discussion and we'll try this as a large group if it becomes a lot, then we might switch to some small groups, but I'm interested in kind of initial thoughts on what's the right mix of values and then we're going to come back and define them. Mayor. So I appreciate that and you already touched on one that is a declaring omission for me. And it's sustainability and its resilience, which are two of the areas that we've spent a lot of time actually doing the work. Since we lasted our mission vision and values, much of the other things that we've worked on the terminology has changed, but the intent has not. Inclusiveness, I think that we can encompass or alter that to include diversity, equity and inclusion as a broad category. A lot of the other things that we're doing are in here somewhere but I don't see resilient sustainability or resilience in it. Okay, so so adding on as a as a potential of very value. Resilience and sustainability. Other comments. Yes. Yeah, thank you. So a little bit over the last year, we've really talked about incorporating the free like environment, equity and economy. And to my mind, I think nothing that happens this city, you know, should be done without asking ourselves, are we doing those three things. And it's more on operational value than, you know, how to put this a softer value. But those things in my mind are measurable and, and, and, and we can quantify them, whereas some of these things like excellence innovation teamwork are very difficult, you can quantify them, but they're very difficult to quantify. And I'm really interested in having us go forward and hopefully adopt a lens that that really like it and that an accountability that goes with it, that if you're going to be doing anything we checked off all three of those boxes that you can speak to how your work product has incorporated those and it's pushing those initiatives forward. Okay, thank you. And we're going to get to some discussion around defining and some of these things put together you're talking about economy, but also how it fits to excellence and how do you define that. You know, being accountable you mentioned and some of the other words can maybe help to define, be it economy be it excellence where we land. So thank you. Yes. I see that during the council interviews that this is what came up but I'd say engagement would be your board fee. I would like to add to that is making sure that the community is aware, not only what we're working on, and ensuring that they know that we're listening to them, but also engaging whether it's different departments with each other and breaking down those silos but just making sure on the same page. Other comments. Yes. I agree with the mayor's comment about inclusiveness but one of the things that we haven't talked about yet I think we talked about diversity equity and inclusion but we don't talk about belonging and that's another concept that Steve collaborative brings to the table. Maybe when we're setting our mission or vision or values about the why the why Santa Rosa. And I think when people share your why the work is more meaningful, the feelings are more in think and so for me belonging is just kind of a better feel good term that might speak more to our why. So but bidding in with the discussion around diversity and inclusion making sure that the longing is an element of that. Is that right. There are comments around organizational values. And what do you think is important to rise up to hold up as your shared expectations, a question around sustainability. And is that box capture all types of sustainability environmental fiscal. Do they need to be more clarified, but then it gets too long so as long as everyone has the same definition of sustainability it's okay. But some people may not. So, you know, you can't be economically sustainable you're not going to get any of the goals done. I don't know where to go with that, but knowing what that definition is in this case would be really important, less to lose its value. Absolutely one I think that's in a moment what we're going to do at putting definitions to each of these and defining what that represents is so important. It's using sustainability as an example, as a group you could choose that it means this or that, or you can say it means these things, but you want to define those and be explicit in what you are establishing as your values does that make sense. Yes. And it also helps me that there are two categories of values here and there's not a bright line. But when we talk about excellence innovation teamwork integrity and I also do this, those all to me relate to our workforce. And that's how we work. That's how we want to move forward. And, and the sustainability resist resilience environment equity, economy engagement, those feel to me like they're more oriented and not a bright line, but more oriented towards how the city is looking at programs and policies and initiatives. Outward focus rather than internal workforce focus like I'm not sure how balance those include those both aspects. Other comments. Okay. Yeah, I'm just going to say teamwork, you know, is seems to be internal focus and then we look at certainly it's more collaboration. So I don't know collaboration, something that would be more like it's defining both internally and externally. Good. Well so questions you so you have excellence, which you can define like are there and that's, we're talking about you know how you're delivering right how what the work that you're doing. Arguably, I would make the case, some of these things can be part of how you define excellence, you know you collaborate you work together as a team. You pursue innovation, you, you, these sorts of definitions can come into that one of the things that I think just as with your mission and vision, you know, it's not helpful to have a list of a dozen values, they get lost, right. And so Council Member Fleming suggestion of you having something that is succinct and recognizable can be really helpful in that regard. But you don't want to lose sight of those elements that are really fundamental to how you work together, your shared expectations for one another, and the communities observations of how you're working together. What is the reaction or, or thoughts around kind of combining some of these and maybe I'll move you to table groups to have some, some more detailed conversations around this. Then we can bring it back but before that I'll open it up. Yeah, Council Member Slayer. Thank you. You know, there's also the issue around these values around the council itself. So what's happening in Sonoma County, what's happened in the last couple of years, where some of these bullet points have been compromised. And they need to, those same values need to be embraced by and defined not only for our organization but for the council as well. And I think we need to, we need to reflect your organization and vice versa. And if there's a problem there needs to be dealt with. But I think they need to do it. Absolutely. No, it's great observation and one of the things that we heard earlier as we're talking about accomplishments and even a high performing organization was the importance and the value of working together. And being collaborative as a, as a council and appreciating the congeniality that has been in place. Thank you, Jason. And so I think that's right, you know, we want to make sure that they're their universal values for all involved. Yes. We're in the dark. So Nancy, just for to remind us a little bit, can you explain how value works, whether it's a single word or the definition that goes with the word that explains what the word means, and how we would embrace that not only within an organization but how we transmit that or relate that to to the public, so that they can understand what we mean when we use the word integrity, you know, how do we, how do we create that so that it makes sense for both internal and external part. And so really this is about operationalizing your values right and making them integrated and integral and how you do the work. So, first of all, settling on, you know, a reasonable number of overarching values, defining them. And then, you know, communicating those through your various channels with the public so they recognize, but beyond that, in your organizations holding each other accountable to those values in onboarding new new employees, new council members, really imparting your, here are the fundamental beliefs our core values. This is what they look like and how to define them, you can evaluate towards those. How are we doing, you can point to examples when values are not being observed. So there are ways to use them as a tool. And I think that developing that as a part of your culture, then translates into how they're received and perceived by the community. Yes. I would say, great customer service. Our residents and our constituents and the people that we interact with our customers. So, we need to have great customer services and treatment as such. And when we're not doing that, we need to be held accountable. And we need to have a great customer service. Customer service. Okay. Any other comments and then I'm going to ask your groups to have a conversation at your tables to have a conversation and come up with your top, let's say five values, right and then we'll come back and find it. Yes. I think about thinking of existing values. The list would consist of what I want to see mirrored, or in the case of including the community, how we're empowering them to be able to hold each other and us accountable, the vice versa. So it's definitely of how to empower our community, if we're seeing results, we want them to see them as well. And it goes a little bit to Jason's comment to right so how do you use these right and so if you have integrity as a value, the community can hold council members can hold staff to that expectation to that value and point to that. Okay. Other comments just generally on things that are important to you as values. Okay, so then let's take, take five minutes at your table and just have a discussion you've heard kind of the ideas and the importance you've seen what we have up here. Keep in mind the additional themes that emerge relative to sustainability or the environmental lens and DEI how that fits with inclusiveness or might change. But coming up just specifically with the, the value itself, we're going to come back then and say what does that define that. Okay, that's a good. All right you guys. Let's hear the outcomes of your table conversations and see where we're headed. Let's listen to each other and the outcomes of your table discussions and try to listen for where there's some commonality relative to the discussions that you've had and we'll try to listen to those and bring it together and you know this is a workshop so we're talking about the idea of values. You'll have a chance when the workshop report comes back to you with fresh eyes to validate so we're listening to the discussions as well and can bring these back to you so don't don't feel like they have to be, you know ready to post live after today. We're working through these. So, alright, let's hear from the table that hasn't gotten first yet. Who you tell me, because I haven't given track. All right, there we go Stephanie. Thanks, Tom to report out for us. The, the challenges is applied to council when we start up on metrics measurement. Because we're just talking transparency. So there are some council members that's easier to be transparent. Right. There's others from the staff perspective, I'm not going to say if you're seeing there because he's going to jump in first I'm not going to do it. How do you imagine that stuff, because everyone outside of Sue, that's a city employees responsible for the city. So there's accountability there, but from elected, you know I've got 25,000 plus folks in district six that hold me accountable. How many of them are watching, you know we have like 13 watching. How does that accountability work here, but yet it can impact the employees here, whether you're in an ad hoc meeting if someone is, you know, jump on on staff. I have a whole people accountable. We're kind of struggling there so we're all of, you know, I think we're good with what's here. And part of the other thing too is, we have our own personal values and hopefully every employee that came to work with the city of Santa Rosa, their personal values match their personal values. My hope is that same way with elect but that accountability, I'm struggling with that. We don't have any clear answers because it's such an individual thing, how do you measure the success of this area. Stepping you like that. Now I think you've got it. I think that, you know, this kind of goes back to Jason's question to which has how do you integrate these in all dimensions, including for council. And I think that once you have, you know, established set up for values, shared expectations for everybody that's involved with the city, then it's incumbent on council to say okay how do we, how do we demonstrate these regularly and annually evaluate how are we doing in these areas. There are other ways I think to bring those conversations forward you just have to choose to do that. So, yeah. I would also like to add one thing that when we talk about this, a lot of times we're talking community facing with things, but I think it's also important to remember how we apply these in the organization with our fellow employees. You know, we want to have excellent customer service but a lot of times customer service is looked at, how do we apply that to the community. And I think it's important to remember that we're all customers, even internally with each other, and with electives and that same value should be applied there too. And as you are training up and coming supervisors or managers, how do you do this how do you hold each other accountable it is ought to be a part of that. Right, so there's opportunities to really great. So, alright, thank you table five, we're going to call you to five now. Alright, do you guys want to go next. Yeah, I'm not prepared to speak on behalf of people that these folks are professional staffers it turns out and they're going to do that. I just wanted to say that, you know, going back to what Sue said during our last round about differentiating some of the values that we have up there versus the more specific ones. And I thought about them, which is that things like being excellent innovative teamwork integrity are kind of like the golden rule they're about being a decent human being. And I think that they're kind of the baseline expectation of really hopefully any organization but and then the other thoughts around, you know, economic sustainability environmental sustainability and equity, equity are really about work product and about low organizational and operational flow. And so I just thought that that might be helpful to add to Sue's commentary about how to look at these things in two different buckets. So, but I know that Claire was excited to start sharing the rest of our, our work product with you. Nice. I think one we talked about how it is really important that we can find values that are universal because we have definitely demonstrated strength when staff and council and community share a value system. And what great work comes from that when you're in that that kind of alignment. And I think the accountability back to Stephanie's point about customer service, we have values around that, you know, that should carry through in all those different formats. And we also talked about keeping it focused, you know, kind of back to some earlier conversations today. So, you know, really trying to drill down with our core values, but not having time, you know, but something we can really focus on and share and then also just deliver we had some fun talking about how that helps you remember what they are. In terms of whether they're the freeze, plus the engagement, I like that idea as well. Or, you know, if you put it into fire department uses the term service and each letter represents something so something to sort of build fun with as well it helps with following through with it. But I didn't hear accountability already. A couple of tables and that seems to be one that covers integrity and transparency. And I think does carry through quite cleanly across the process groups. Oh, and the roads. And we can come up with some value stuff because we have a great little already. Come on, let's hear it. It was just weird. We're just talking about to Claire's point ease of remembering what values are. And one of the things that we've historically done is anytime you bring something to council and tie it back to council goals but it would be good to have these high level strategic values in place to fight back to the value set as well. And so we're just talking came up with, you know, rows or one add accountability but, you know, looking at looking at the R, you know, we could, we could say resilience and you can tie that to a lot of things so whether that's in emergency management or in response and being adaptable being innovative, or operationally is, is we are resilient will continue to be resilient and it encompasses a lot of different other values that we have on board. Opportunity for Oh, an opportunity that ties in directly to the ID financial opportunities for all housing for all transparency. It clumps in everything that is on the board or that I think that we use this day to day values as an organization and as people as to sustainability. It ties into economic sustainability environmental sustainability ties into session planning as our work for sustainable. So it can cap captures a lot of things and then you can be really whatever we want it to be. Okay, for accountability, but we threw out equity, economy, engagement, whatever the case may be so we're just throwing spaghetti against long see this. What's that. Cool. All right, thanks. Reaction on the on the on the playful version. You're doing something that you can recall and you can, you know, hold on to and capture is very helpful and good mnemonic device for remembering things like this. All right, appreciate the creativity in that team. That's good. All right. I'm going to have it sorry, we're going to go keep going around.  I'll remember that yeah seriously. We second the motion. We talked quite a bit about just some of the words that are up on the screen and tried to better understand what they mean for us as an or as a group. You know we discussed, you know, what is excellence, actually, it's a great word but if the word is applied differently, then that's no longer a great word because nobody that is following the same process. So, so there were certain pieces of definitions that we really stuck up that we really kind of gelled with which is, you know, performance metrics and how the performance metrics work their way into whether it's excellence or transparency. Accessibility and accountability work their way into our conversation as well and and whether those were under the transparency definition, or whether they fit into an excellence discussion as well. But we did go kind of start working our way through each of those pieces transparency was a word that we debated whether we liked the word transparency has been around for a long time. But it doesn't always explain what you're really trying to accomplish. And so if that's something will be discussed as if that's something that sticks. We really want to make the definition clear, so that when we taught transparency it means what we expected to meet as opposed to what the general world sees as what the concept whatever transparency could mean now. And then moved and talked about integrity again and integrity is one of those words that in my experience has started to come out of favor and a lot of organizations. Because there are other words that may define the work that folks are doing better but in our case, what we determined was it actually does make sense if you accounted to ethical operations. And that honest, thorough and moral approach to business. And so those are things that you know integrity starts to work for us if that's the lens that we're utilizing that or that's the definition that we utilize that word for so. So we would have liked some additional time so that we could have gone through all of them, but but those were, you know, the three that we started to work our way through and sort of the way our process went. Thank you Scott for letting me come after your innovative and thought process. It was a team effort. For the record, this is not a competition. So we in the spirit of you can change this every year. So there's no wrong or right answer to this necessarily, you know, we talked a lot about process, and we're not processing you communicate these to the community and the organization to everyone that might want to view these values. And like Jason said, you know, there are some of these words can start to change and mean different, different things to different folks, depending on the time. What's going on in that organization. What's going on in your community. So I, I think that the being able to define them a little more, whether it be the format on the website, which we're both going to see being able to have bullet points underneath the bullet points potentially, or some kind of defining some words that offer a definition. So that we don't have to explain, you kind of do have to explain because there are variants of how a person will read a word and what it means to me. So, all of these, all the words work, but getting it down and getting it small and adjustable, and still be meaningful can be challenging. So, you know, love the idea of the rose or rose. Yeah. We have a few more words. But you can always change it if you don't like to change it next. I mean, it's, it's, there's no, there's, we're not stuck, you know, we can try something new because we do bring them back. Staff say this applies to these goals. I don't think it's happened as much lately, but we've been turning things on their heads. So, I just think we should try anything you want. And, you know, as long as we can be credit move for clarity. And, and, and so that people can read them and understand what we're trying to say. And if we're not, we can't do that, we're not doing that. So, we need you. Okay. Totally agree. I will say the other thing we did talk about if you don't mind me adding on is just trying to keep it simple and easily rememberable. So, because we clearly have a public safety at our table, acronyms, acronyms, acronyms. Okay, so, so some additional enthusiasm for the idea of something that is rememberable, memorable, based on some mnemonic device of sorts. Okay, keep it simple. So from that, you narrowed way down. Thank you. Thank you. All right, you guys going to be closing batters here let's, let's hear. First people with five words accountability being the first one. It's, it's important for accountability to be able to build and use it as a foundation. The word transparency would definitely contemplate the use of the word whether people with government or for personal I believe part of the conversation was in respect to intent from from making sure that we're transparent with each other, or with our constituents as as Councilman Schwalheim stated 25,000 people plus depend on our transparency. In regards to how we conduct ourselves amongst each other is to assure that even I believe those Councilman Rogers, who stated that through district elections, we're making sure that we represent the entire city of Santa Rosa, and not just our districts. So transparency in that situation demands that we show to each other that we are here for the entire city of Santa Rosa opposed to just one district. Inclusive inclusivity. But definitely honorable mention to the word we love. We definitely appreciate that. In regards to sustainability. We felt that that the aforementioned values are definitely incorporated into making sure how we keep that moving forward. And part of that was walking the top. For example, our mayor really was sold on the word sustainable. We didn't have our votes necessary, but in order for us to prove that we're willing to be inclusive. Transparent, we definitely included into the list. Thank you. And I will also point out that keeping with the acronym thing with sustainability transparency. Inclusive inclusivity integrity innovation and accountability. It all can be city. S II team. Okay, that's memorable for sure. Okay, so did you get the final set of words that they landed on. I want to make sure that we capture those so accountability. So having transparency as a separate word is that correct. Okay. And then the honorable mention and sustainability effort. We miss anything in that accountability, integrity, integrity, integrity, integrity. Yes, and specifically and sustainability. Okay. And sustainability right okay, and the belonging was honorable mention. Got it. Okay. Which could then become part of a definition, right as you're describing it. Okay. So thoughts or observations on this what I'm going to suggest is that based on the discussion, we can put together some, some options, some ideas that can come back as a part of the report that you can then further discuss I don't think we're going to land on the five or this exam hearing just lots of more process but what I'm hearing is agreement that definitions matter right understanding what we're talking about when we say accountable or accountability, what does that look like.  And then there's some consistency and some of the word choices accountability which wasn't up here before seemed to bubble up in a lot of the conversations, some energy around sustainability broadly defined. Some maybe more than others. So let us let us take a crack at pulling some of these pieces together is that does that sound reasonable I want to make sure we're using using the time of your, your time here together, effectively, and I think that might be really helpful, as opposed to spinning, but I want to take the pulse of the room and sing some nods. Any of the final thoughts on values, or have I misrepresented anything in my short summary. So very much the golden rule. I think that really encompasses a lot of what values and character. Okay. The golden rule and the sense of character and also that I didn't summarize and you making me remember is that several tables talked about the external orientation versus the internal orientation I think that might be something that is worthy of consideration and how you characterize these values and how you hold them together. So, let us let us be your helpers here and try to bring you some options that you can react to in a more recent way. That's not good. Yeah. Okay. Excellent. And just like that we found ourselves back on time. Okay, so it is 10 to noon now. And I think we have lunch that's walking in the door as we speak. And so let's let that come in, you can stretch, use with me and walk outside, get some vitamin D, some sunshine, grab some lunch, and we will pick it back up at 1230. So we'll have about 40 minutes to enjoy each other's company and rocks. Oh, Mike. Is everybody refueled and ready for a nap. No, no. That's the problem with lunch. You guys are so cooperative and it's like 1230 everybody comes back and thank you for that. I appreciate it a great deal. It's terrific. Okay, well, we all, I don't know if she's in the room, which is laughable. We should all make sure to tell Julie, thank you for bringing lunch. That was terrific. Thank you, Julie. Hopefully, here's that someplace we can pass along to her. Certainly appreciate that. Okay, well, hopefully you guys had a nice little break we're able to have some offline conversations. So now's where we get to the fun part, if it wasn't fun before and thinking through what are the council goals as we're moving forward so we're going to talk about strategic goals. And we use that word intentionally strategic, and then followed up to that this is where we're going to have lots of I think very engaging conversation is around the strategies that align to those goals. So, are we all ready to jump back in. How are we doing generally everybody doing okay. Let's see this is the after lunch. Here we go. All right, guys, come on I got an extr