We're going to resume with some grounding with Harold. I feel like that's like a grounding with Harold. Yes. All right, sounds good. Go ahead, Harold. All right. So before we start, and I will say to my group, you'll see them up here with me. The group that up here is actually going to be through my direct reports. And so they're the ones that I interact with as long as a daily basis. Everyone else is part of the larger leadership directors group that we have in here. And I asked them to be here today to listen to the presentation, hear what you all have to say, so I wanted to start there. Before I get into the presentation itself, we had a conversation regarding my evaluation process, how it was going to start. We talked about the grounding session at the end of the evaluation. But before the year started, you all said, let's do that. In December, in terms of this year, we talked about really doing it as part of the kickoff for a three-year retreat. And in that conversation, we talked about looking to the future. What are we doing well? What are we not doing well? What are our challenges? And really, you wanted to see what my goals were for the future for the organization and then how we come to an agreement. And one of the things that I talked about in that session is having the ability to have a safe space to speak my truth in terms of what we're seeing operationally. And it was interesting listening to you all in the first session about team building or group building, depending on the definition that Sally used. And so I heard some things on there. I'll tell you, I'm violating one of my own personal rules. And a rule that I heard you all talk about is a lengthy presentation. And because this is my far the longest presentation I've ever had in my career, but I think it's important. So what I want to do is I kind of went over what we agreed upon as part of my evaluation and how we were going to approach it. And I wanted to really just look to you all and say, is that the agreement that we had in terms of how we were going to kick the year off? Yeah, yeah. Just wondering what you said. So before we get started, you all did a disk assessment. And I wanted to give you some grounding on me. So if you look at D-I-S-C, I've taken this a lot of times. And I've taken one that actually does it in a different way.  So I have, in a number of occasions, landed kind of in this area right here. As close to dead center as you can probably get through a disk assessment. I have over time, depending on when I take the disk, we'll move into something like this. I moved out here when I took it here once. And that was immediately after the flood. And so, obviously, we're dealing with different issues. But no, this is how I'm going to see the world and how I'm going to approach things under stress. And some of you all have seen times where I'm under stress. I will operate at the very tip of the beat. They've experienced it at times. Then where I just go, I'm done. This is what we're going to do. And this is how we're going to do it. How I use this, and so I've worked with Riley Harville for about 20 years. He has a PhD in psychology. Riley and I spend a lot of time talking about, how do I use this, how do I learn from it? How do I moderate myself when I'm having conversations? Because many of you would probably not expect that I will go that far out in the D range. And that's very intentional. Because that is the work that I'm doing with Riley to moderate myself so I can make sure that they have the freedom capacity to operate at their highest level. If I'm always out there, they're never going to be able to be creative and operate at their highest level. And so that's pretty intentional in what I do. I also use this, where I have these results from most of the folks in this room. And when I'm interacting with them, I fundamentally change my communication style to match theirs. I don't expect Joni or Valerie match my communication style. I match theirs because that's going to let them be more successful. And really make sure that they hear what I'm saying. So I wanted you all to see this about me, because that's going to come into some of this. You're going to see the C. You're going to see some of the D, as we talked about some of these issues that we're going through. So let's get off and start moving forward. What I hope you hear in this is that the city team is really doing a great job managing our award-winning core services. Core services are extremely time-sensitive, and they touch every department that we have. And as we look to more aspirational work, what we talk about is we need focus on what those issues are going to be. If we don't have to focus, and you'll see this as we're moving through it, if we don't have to focus, and we're moving around on a number of issues, that becomes really challenging for us to get anything accomplished, because we're constantly ping-ponging, and we're having to manage the core. You can see what we're going to go over in presentation. I heard earlier, Maslow's hierarchy be brought up. As I have been working with my staff and really looking at what we need to do, what I started finding is that I keep referring to this in my conversations, because that is, I think, a good place where we all know about Maslow's hierarchy. But it's also a really good place for us to transition over to things like core services and the pyramids that you all have seen. And we do have copies of the pyramids. Have we given that? Have we passed that out? Yes. OK. Way too much information in those pyramids. But it gives you a sense of the nature of the work that we have, and we're undertaking as an organization. As I talk to our staff, I go, what's our core purpose? And when you look at this, cities are created for these three things, health, safety, and welfare. And those things are rooted in our core services. And they really require us to continually focus on those and bring in components of equitability and sustainability. Because the core services are constantly involved. They're not a static service that we provide. What we did 20 years ago in water and wastewater and electricity is not what we're doing today. And the world is moving really fast around this. And we have to be in this continual focus that evolves over time. And I want to ask you a question really quick. When you see cities that make the national news, what do you see in terms of why they're making the national news? Negative things happening in them. Cities use as health challenges. What are some of the other negative things that you're seeing? They focus on ethnic problems, rather than solutions. Failures. It's failures on one of those axes. And if they're just doing crummy, we don't hear about it. It's like Jackson. It's like Flint. You don't hear about it until the failure shows itself. And the failure is always losing sight of what the core function is of the city. And as I was thinking about this and thinking about how we're preparing to go into this, I started thinking back to the goal-setting sessions we've had as part of this council, as part of the other councils that work outside of it, the councils in San Angelo, the councils in Boulder. And the one thing that really hit me, and you're going to hear me say this over and over again, in all of those cities, when we go into those conversations about what are we going to set as goals for ourselves, we never set or really highlight core services as being the foundation. We're always looking at what's out there in the future. And it's missing. And that takes a really long, a lot of time for us. And that's how we're built from a staffing perspective. Harold? Yep. Do you think that you hear more about cities that have our style of government or commissioner style of government as kind of floating? I think where you tend to see the issues really will fall in the strong mayor form, because it's hard for those structures. And now I'm talking to you as a public administrator. And why were we created? Well, we were really created out of the progressive area in the 1920s because of corruption and how things were done. I don't think you necessarily see that in the strong mayor form of government today. But what you see is because it's turning over so often that the focus is constantly moving in what they're dealing with in the council manager form of government. The one thing that you all do have is that I'm going to tell you what you need to hear, not what you want to hear. And I think that allows focus to sort of remain on issues. And so I really think it's the political dynamic. But you do see it in cities that are council manager form of government as well. And I think that's where the collision of the politics administrative, administration dichotomy really starts moving because at the end of the day, I can tell you all what I think. I can give you my professional advice. They can give you their professional advice, but it's your decision. And when you make the decision, we will implement your decision because that's at the core of our ethics. And so when you tend to see that, you will start to see issues. I think it's also at the root of everything that we're seeing in terms of the infrastructure crisis. Every, and we're in a really good space. But if you look at, and you'll see some slides and I'll touch on this. So when I look at Maslow's hierarchy of needs, and you all know this, physiological and safety, that really aligns with core services and what we do. And so what we talked about is, you're now seeing how we're lining up what we do as an organization and putting it in comparison to Maslow's hierarchy. And you can see that the core services and our operations are really built on those foundational needs in a community. And that probably takes up 85 to 90% of our time and in what we're having to do. And if you actually look at the urgent and critical, probably 98% of the time, the urgent and critical issues of top-up on us are actually directly related to our core issues. So then we move into community demand and we move into aspirational. So let's talk a little bit about core services. We think this is about 10% of what we do as an organization in terms of the services that we provide. This is just a brief snapshot of everything that we do. And so when we talk about that in terms of core services, this is what's happening on a daily basis. What's not on this is when as directors or managers, we have to deal with the personnel issues that are associated with core services. Those will take 50 to 60 hours and so if you have a department that has a couple of those, that's a significant challenge. The other thing that I realized in this, and I'm guilty of it too, is as I'm looking at this and looking at core services, we tend to talk about what we do on a daily basis out in the field. I and we probably don't talk about the fact that in terms of our capital improvement plan and what we're doing, the majority of it is actually directly tied to the core services and that's where we need to do a better job of really talking to the community about what we're doing and what we're seeing because if you look at this, you see asset management, you see improving existing infrastructure and you see new infrastructure but in that new infrastructure category, it is directly related to what we have in terms of the core of what we provide. And we've also seen the consequences of not dealing with that. You know, one of the things that we talked about when I first got here, Sandy and I, we were reviewing Focus on Logbot. It was a great document and hindsight, it's all this 2020. You have to remember this, but one of the first things when we were looking at what we were doing as an organization and it said, assume that all the core services are taken care of. And you know, so then we kept moving down the road, everybody kept focusing on it, but we weren't really making sure the core services were taken care of and it looks different within the organization. I can look at our utilities and know we did a great job because they had a really strong capital improvement plan, they were funding those improvements in some utilities and other utilities they weren't. That's part of when David was hiring as the LPC director, I didn't have the same level of capital improvement plan on electric that we did on water and it's, we need to look at this, we need to stop running things into the ground and replacing it, we need to be more proactive in replacing it. So we had areas where we were really strong, we had areas where we could improve and then we had areas that we could work. And our facilities are probably the prime example of where that occurred. You all know this, you've seen it. We issued, Teresa, how much did we issue in debt for facility improvements? How much did we issue in debt for facility improvements? It's like 20 million, tell me? So around 23 million is what we issued. We got nothing new out of that. We got foundations that were repaired, we got, it was all investment into buildings that you can't see it from the outside. Now, did we extend the life expectancy another 50 years, yes we did. But think about it, if we didn't have to make that investment, how much money may have been available to look at a library annex or look at another recreation center, but all of that was dumped in and just taking care of what we have and we haven't taken care of everything. I can tell you in looking at the public safety building that number keeps growing and growing and growing because every time we take something apart we find something that's worse. And so that is what I really wanted to talk about because, and you all said it earlier, Flint, Jackson, any city that you've seen a bridge collapse. That's what hits a national debt. You don't see the aspirational things hit. And what flips communities, you all may not agree with this, but where I've seen flips in communities is when you have failure there that is so foundational that they completely react and everything that you were working on that may have been at the top level of this pyramid that people forget about and they actually start knowing why are you spending your time on this? We have these foundational issues. Deal with it, I've seen council slip on this and you lose a lot of progress. And what you're trying to do, well, let's, so what's impacting our efforts? Economic uncertainty. We have a new WTF and it's what's the forecast? Recession, no recession, we don't know. And there's not an economist out there that can really give us an answer. I asked Valerie and I don't think Valerie for helping me with this PowerPoint she would sit and listen to me talk and then take these things and distill it down and try to keep me focused, so thanks Valerie, but the one thing that I can tell you that we all have to come to grips with and it's hard for a lot of us because we all have some degree where we're control freaks is I think the only certainty is that there is uncertainty and we're gonna have to embrace the lack of control because the markets are pushing us in ways that we have never seen. For those of you all that have council members that set on our investment oversight board you've seen some of this. This was, I think, the first time that equities and fixed assets in terms of an investment perspective both went negative. You know, in most cases when you try to diversify your economic portfolio you wanna split those two because when equities are positive fixed assets are down and it might both were down double digits. What we also saw in this is that equities went through their second fair market in three years and the bond market sold off the most that they have in a hundred years. So that is a lot of uncertainty that is really building into the system that our folks are having to deal with on a daily basis. Is it a headland or a tailwind? Depends on your perspective. So this was done by the Leeds School of Business and they talk about tailwinds, our employment growth, wage growth, consumption, retail sales, income growth. It is. And it's a tailwind in terms of our tax revenue that we received. It's also a headwind for us and that all of those things are pushing us because it is making it harder to hire people. We're having to pay people more. You all have proved in this budget cycle the largest increase I think we have ever made in this organization. I'm looking under this word for folks. I, Teresa, gets up there. If it's not the largest, it's close. The market was driving that. And so what happened is that starts constricting the financial resources that we have to do, other things that we talk a lot about it. But again, this is about uncertainty. This is about is it a headwind? Is it a tailwind? It depends what lens you're using. So we may take more tax dollars in, but if the headwind has a larger impact than the tailwind, then we're not taking in enough revenue to offset what the headwind is. And that's a challenge that we're gonna continue facing. This sort of goes a little bit further. But what it also tells us is that the uncertainty in the labor market's gonna remain. I don't know if you all saw this. Home Depot budgeted a billion dollars this year that goes solely into compensation. And so now, Home Depot, if you go to McDonald's, I'm a McDonald's fiend. You will see one day it was 1550, then it was $16, and now I think it's $17 that they're posting for jobs. That's placing pressures on many of our positions. So what the CEOs are telling us is, yeah, I'd expect this to continue. Again, this is something you all may have seen from the Leeds School of Business. What we're really talking about here is that a lot of what I'm telling you today is not unusual, and we're not different than most of the cities in terms of what our concerns are. Where we are different is when you look at things like, so obviously inflation in the tight labor market, we all have the same views, but when we look at affordable housing, I will tell you, based on the policy decisions you've made, we are further and longer than most communities. Are we where we need to be? No, but we're moving. Unfunded street, we do have gaps in our street fund, but not gaps that other communities are seeing. So when I look at this piece, I go, yeah, we're in pretty good shape, not at the same level, but it's still a concern for us. Long-term concerns, water needs. I was in a meeting with Dave Hayes and who was the other ones for the fund? Ray Petros. Ray Petros. The deans of water law in the state of Colorado. And they go, we tell everyone that Longmont has the best water system in the state of Colorado. And so we don't have that same worry that other communities do. And there's positive, we talked about that. And I will tell you all I knew this was gonna, I can see it with my own faces. And so I'm watching this. There's good things to come too. But I wanted to frame it out because that's what these folks are dealing with on a daily basis. And you'll see where we're gonna pull this back around. So now for some good stuff. What's working? I'm not gonna read all of these. This is a snapshot of what this organization's done, what everyone's been looking at back here is really done for our community. And that's a pretty hefty list. And we are lucky to live in a community and work in a community where we really have this partnership and we have the staff that we have, they can produce these types of results in really trying thoughts. But what's working with staff? This is really interesting to me. We have an employee advisory group that they are self-regulating, self-selecting, and I meet with them on a monthly basis. And they did this survey. And we never, as leadership, touched the survey. We don't see the responses. We only get the aggregate results. And that's important for me because I don't want people to think that we're trying to hit a certain conclusion. So the good news in this is that overall, over 88% of our staff feel generally satisfied. Here's why I was shocked by this. This was not a random survey. This was a self-selected survey. And so typically when you see self-selected surveys, you're expecting different results because that's typically where you're gonna hear where people aren't happy because they can do it. Now, are we great? Absolutely not. But I will tell you, I was pretty happy when I saw this and I think everyone in this room should be because that's a testament to their work. Do we see areas? Yes, the red is where they're extremely dissatisfied. Obviously you see it in other, that's expected. But when you look at it by year as a service, this was something that I was also really glad to see is that you're not seeing differences in terms of tenure. And so that's really good. And I think that's a part of what we all do collectively, the city council and the operations is really working to have that type of scenario. Our residents. So you all saw the leading way award. That award actually for me means a lot more because it's not an award that we go out and buy for it. We're sending this huge application as to why we're great and we should receive this award. This was directly related to what the residents were saying about our community. And what they do is they basically look at every city they survey and they say who's in the top 10% and it's just based on your performance. So this is really good. So what are our challenges as we look at some of these things? Finance and operations, you all have seen this rising capital cost. It's interesting that not only is it rising capital cost, but when you look at the inflationary factors that are coming in and the interest rates continuing to move up, what that does is when you do issue debt in a high interest rate environment you can actually do less of the money than you originally planned to do. And combined with rising capital costs is why I went to you all and said we got a $14 million gap on this list of capital projects. And then connected to both of these is supply chain threats. It takes about there over years to get a transformer now. It's there over here. Yeah, take off. And take off. Yeah, it can take that. We manage that really well, but there are other teams that are placing holds on development and running generators out. Get some folks on the line. Costco's a good project. We actually had to have an in-depth conversation because they couldn't get the switch gear that they needed that was gonna delay them lots. We had to work on lots of acceptable switch gear to replace it because of that. Here's where a lot of my focus is really starting to go. So our labor market and the dynamics that we're seeing. What you're seeing in this is both numbers. In terms of unemployment, 3.4% and nationally 2.8% Colorado, those are extremely unhealthy unemployment numbers. A healthy unemployment number tends to be around 5%. And so what that's telling us is there's not a lot of applicants here. Combine that with people who are opening more jobs, the people who are paying more. And there are more jobs than people that are employed. The state demographer said the other day for every two jobs, there is one applicant. And again, that's something we can't control, but it's something that we have to understand and deal with. Over 60% of employees are considering a job change. We're starting to see this and it's related to other things, but within the last two weeks, we've seen different people move and choose other jobs. And why they're doing this is very personal and you're gonna see some other labor information. But typically I can work closer to where I live. I have more flexibility. I mean, those things are starting to hold true when we see folks move, which is connected to the housing market. And I talked about some of this. The one thing I wanted to point out is we are a staff intensive organization. If you think, remember when we talked about this with the general fund, 70% of what we do is actually by the people. By people. And it changes when we get into our utilities where you see a lot of capital dollars coming to play. But the reality is they're not staffed at a really high level.  And so we don't have the volume of staffing. And while capital is a big part of the budget, it's still human centric in what we do. And why the labor issues are something that we've been focusing on in terms of, and you've heard Workforce of the Future, you've heard what you mean, you've approved the budget, but this is all there. We're just now actually getting to pre-recession staffing. And I'm talking the O8 grade recession. And this is an example of what we're seeing when we're trying to work with our staff. I told them, I think it was Council Member Waters when they were talking about sports. And I said, as a city manager, I feel like a college coach with the new NIL rules, because they have recruits along and then they have to keep them there because of all the folks trying to get them. That's what we feel like today. This goes back to the EHE Survey. And you see the compensation was really high on this. Now here's the interesting piece. The survey was actually, and they intentionally did this release prior to we brought our budget proposal to you with the large compensation increase. So we're actually intrigued with what it's gonna look like next year because we had a 6% minimum and we capped out at 12%, correct recent Sandy, six and 12. And so that's a pretty hefty increase. So we're gonna really be interested in to see what that looks like. But where you see the arrows, those are things that have really drawn my attention. We've talked about lead policies, mental and physical wellness. Not only is this something we're seeing here, we're actually seeing it nationally in terms of how people are responding to work and what's really becoming a dissatisfier for people in jobs. Susie and I were talking about this in a break in that the more you burn on folks and if you can't fully staff because you can't hire people and the more people are absorbing the more mental and physical wellness really starts coming into play and if you're, the bulk of your work is 75% of your general fund budget is people. We need to pay attention to that. And you see it start translating into work box balance and workplace flexibility. Kind of going back to this, I think we talk about this and the world's changed it'll never go back and COVID was a big part of this. Everyone wanted workplace flexibility for COVID. Everyone wanted to work from home and do these things as industry, wonders, private or public. We were all reluctant to do it because we didn't think it would work. COVID proved that it would work. And so those expectations aren't going to change. We have different, we're not a later cylinder. We have different jobs passively. We have different generations coming into the workforce that actually think differently about work. Council Member Martin and I talked about this in, so my mom's 92 years old. I'm actually carry a lot of characteristics of a baby boom person. And so how I see work is much different than someone who is a Gen Xer that I went to school with. I carry some of those tendencies. But what we're finding is we look through the generations of XYZ, millennial, so on and so forth. They don't see work as something core that we have to do.  And when you understand that for us as managers, we're having to reconcile that because they'll up and leave if they feel like they're not able to really have this outside life. And I can tell you, we see it all the time. Our resident expectations, you all see this. Our residents are routinely coming to council about asking you to do any number of things. I think there's a part of it where we have to get better because I think there's a confusion about who owns what. Is it a city, is it the county, is it the state? We often hear this and we're having to answer, well, this isn't us, this is them. But I think even when they come to you all with issues and what their expectations are, they're bringing things where there's an inherent tension in play. And I'll talk about the talk to you when you look at affordable housing programs and preservation of natural areas. There is a tension point there because we all know that in order to really make it that affordable, attainable, you need to build. But if you're managing this, and I can realize that that puts you all in a really hard position because those are some core values in the community. But this on top of the core work that we have to do, you can start seeing where the layer is starting to occur in terms of capacity. And I think of the staff in this room, just like I think of, in my mind, it's financial capacity, it's human capacity. Those two are main drivers in how we can perform and what we can do. So then we come to the pyramid. We talked about this earlier. You all see the full list of pyramids. What really hit us when we were talking about is if you look at what, in some cases, staff has put up here in the aspirational piece are actually core services. How do we develop the analytics so that we can expand our core in an efficient, effective way? But it's aspirational for us because we don't have the time to deal with some of these issues. And so we say they're aspirational for us, but they're really foundational for the organization. Core things that start in the aspirational category will move down into the core. So as we talk about the goal for 100% renewable electricity, the work of that has quickly dropped into core services when you think of what we're doing with AMI and how that has to be a foundational piece in order for us to really hit the 100% renewable. It's not, we have dropped that down pretty quickly because we can't do that without this. And so you see how things will move from top to the bottom in terms of core and you see that. We also have to deal with challenges and disruptors and emergencies. So you know a little bit about me when we say our plan. I don't typically plan that way. I typically go into, if A happens, then BC or D can happen. I'm not limited to just B. I'm going BC or D and then whatever happens when we move and we're jogging. Here's our reality on a daily basis in terms of this. And we put this in to really talk about it because I also realized as I was preparing this presentation, there wasn't a council member that was here sitting on the council and we have new council members and you haven't seen some of the things that we've been going through and dealing with. And so we want to kind of do a quick update. So when you look at this, we can talk about core services, urgent, critical demand, aspirational, but we constantly deal with major, minor disruptors. You heard me say earlier when we talked about the Great Recession that we haven't necessarily recovered from that work just now. Getting to the staffing levels that existed prior to the Great Recession. What's interesting about this is the more we get into it, Teresa was on one of the interview panels that I was on and we spent some time at that talking about this section in the budget that talked about the budget gap, which was ongoing operations that were funded by one-time dollars. So we started working on that in 2012 talking to council about how we need to build this gap. We thought it was about $3 million and it turned out to be closer to $4 million. So we had to put $4 million to cover ongoing expenses that didn't shift an evil. It was just paying for what we're already doing. It hasn't been until the last two to three budget years where we could actually make concerted efforts to adding bodies to the budget to compensate for the increased level of work, which we're talking about the core areas. And talking to Sandy, some things that we saw were, we didn't make distinctions during, after 08, in terms of what positions were cut. The positions that were cut were just positions that were vacant. And so you had some areas that were really foundational that lost positions just because somebody wasn't in there. And so what I can tell you all the other situation again, you're going to clearly hear you know, how I think we should move through this. And you're going to have later, we have another major disruptor, which is the flood. You know, when we talk about the parts projects, Joni and I have this conversation. I can't really explain what happened to 10 years prior to the flood. But what I can tell you is when the flood hit, we had to completely reposition ourselves. Joni, I think, came on the council shortly after we were in the budget, but we literally had to walk in on the Tuesday after the budget and tell the council, we're not going to present our capital for the plan to you. We have to completely change it. Because we had to rebuild things that we thought we were never going to have to touch. We had to completely redesign Dickens Park because the river changed its course. And so we had to completely shift ourself here to deal with the recovery work because we were also on a time limit based on the federal funds. Then we kind of are continuing to plug through flood recovery, of which we're not done yet. We're still doing it. And then we hit the pandemic. I have been here 11 years. I have only been here a year and a half where there hasn't been a major disruptor that has impacted us or continue to impact us. Not to mention the minor disruptors of when we created the neighborhood impact team and what we were seeing in Lanyon Park or public safety issues. We had the issues where we had the shooting in our community. Those are minor disruptors that we're having to completely react to because they're embedded within the core services. And then I wanted you all to see this in terms of how emergencies in my mind set. Immediate emergencies are those things that immediately threaten the core services that we're here to provide. And then I start working through near-term, mid-term, long-term. And that's really based on what's hitting us at this point. You all know this. We've absorbed the housing authority. We're trying to figure out affordable housing. We're trying to figure out attainable housing. And the thing that hit me on this, and I've talked to some of you all about this, is this is a project that is not done just by modeling the earth. This is a project that is absorbed by the entire organization.  And some of you are. Because Jim is. He is. I know they are because they're working on the peace structures and everything else. We literally have every division in the organization moving into the affordable and attainable housing proposition. So. We've talked about disruptors. We've talked about emergencies. We've talked about those things. If you looked at disruptors and emergencies, what comes to your mind? As counsel. Just thinking about the Marshall fire. What do you think is a disruptor for us? Can staff what, two months? Our staff, piggybacked. Right here to Lewisville, Greenwood. Working both cities. That was a major disruptor. And because of that, not just that fire, but our employee. We have migration, population migration. People trying to find homes. All over the place. Which adds to our police policing and our homelessness and all piggy banks like Donald votes. Piggybacking on that. It's the thinking of how we deal with what they're trying to come up with that solutions for new development there in most communities. But in the sprinkler systems and things like that. We put down that, which obviously, you would say, well, it hasn't happened here. So why are you worried about it? But it almost happened here a year before that. So that's a major issue. I hope it's not too abstract. But we're in a situation where I think because they have a different understanding of sustainability than we do. The public does not see some of the things the city inside. Then this reveals that it needs to do as critical and therefore opposes it. Like growth at all. Suzy? Okay. Yep. Well, the first thing that occurred to me was the state legislature, frankly. What they do that impacts public safety or other policy decisions. And I know these are good people trying to do the right thing, but it is not without consequence. The other is just since we're talking about aspirations, segments of our community appropriately having aspirations for the city, for their interest and for us to deliver on those interests. Up against the demands on the city and the staff on core services. And we get kind of caught up in some of those or in the middle of those as elected officials. But when I think about, I'm one of those who've advocated pressure maybe that we clarify what we ought to put on the ballot this fall. Good, bad or otherwise. That's somewhat fueled by expectations or aspirations. And I can see where in this room people might be looking at whatever comes with that as the next big distractor or disrupter in terms of functions of the city. Well, that's interesting. The way we actually were able to come at it is we were able to minimize that a little bit because we put the ongoing costs. We put, we're gonna fund project management out. So that's a slightly different one. But when we don't have that where we could build it in and then we have to do it, then yeah, square off. I'm working. My thought is more about the community expectations or the segments that want to see fill in the blank and are gonna be real disappointed if we don't deliver. Shakita? Well, I think that the challenge is more so than disruptors and emergencies. That's exactly what they are. You just never know what may happen. But challenges, I think, I look at how we have a growing senior population and how we're accommodating that population. We do have the housing issues and homelessness issues, growth. How are we accommodating the growth responsibly, right? And can that be a disruptor with our plans, all of our plans, our vision, long line, so. And we know we're gonna grow. We want to grow, but at what pace can we expect that from? Chippa level, you say. You know, even looking at the impacts at the national level that come down to us, maybe what's happening in other community and that growing concern that might happen in our community and how we as a collective address that to allay fears to address any underlying concerns that could potentially be a problem for the group. And I think also, too, honoring what our community and culture, we already have a community culture, that small town feel. And as we grow, we want to make sure that we don't lose anything in the process. But again, how do we maintain that balance? I think that really, for me, that's a huge challenge. It's like, I think we're going this way. And then it's like, wait, I didn't think about that. I must thank the Steve who was out the door earlier for a while. I think, you know, a lot of it has been touched on through previous slides and through the comments and the other council members. What I see is disrupter or maybe a different term being in distractions. The nature of our 24-hour news cycle or whatever the brush out age of the day is. That's hard to keep up with and can distract us from keeping focused on our plans and our ideas and our goals when we have to address every little thing that might be going on and the current cultural wars, politically or whatever, that happens to be, like I said, a 24-hour news cycle, whatever, the new outbreak chances are there and really take us off course in terms of time. Yeah. Yeah. Yeah. Yeah. You know what's interesting that we talk about internally is I think we also become our own disrupters. And I'm talking about operations from staff. I'm not going to put you all on the spot, but you all can think about it, but when I look internally how we can be our own disrupters, we've made structural adjustments to try to address that. And so one that we've made is that when we have any kind of project or engagement that is going to impact the neighborhood, the first conversation I want is to go into Carmen's group for community and neighborhood services. What I found is when we don't do that, we create a poop storm of biblical proportions and we end up spending 300, 400 hours trying to put Pandora back in her box when it could have been completely avoidable. And so that is an example when I look internally at what we do operationally of that self-created disrupter that totally derails us from what we're working on and what we need to do. And so what I would say is you all can think about that and go, what do you see in terms of disrupters like that? Can I say there's a metaphor for this? What's that? I'm working real hard and still focused on that. Just screaming little things in the background. You have to do that. But it's a perfect metaphor from a screaming baby to a... You're right, you're right, because I'm starting to explain because I have a son that's a musician. So in this, how do we overcome these challenges? You know, what you will see from me and you probably... the core of me, there's an internal optimism that I'm always balanced with the true truth of what we're dealing with. And my wife criticizes me about this all the time. And she says, well, you're not positive. And I'm like, no, I really am. And I know we can do this, but here's the rule of truth. And I went back last night and I really looked at the Stockdale Paradox, which is in good degree, which is probably the best example of how I approach the world. I know we can do it and we can get it done. But I'm not blindly going in there. I know there's going to be some really hard spots as we do it. And are you all familiar with the Stockdale Paradox? So Admiral Stockdale was a prisoner of war in Vietnam. And he survived years in a prisoner of war camp with many of the people that were in there didn't. And so as part of that work, they asked him, well, why did you survive and why did the person next to you not survive? Because they both had optimism that they were going to get out. And people that didn't tend to think they were going to get out immediately, they were going to be saved, and he knew it was going to be a long run. And he would have to endure a lot of hardship. And what they were finding is that people like that were the ones that tended to survive. I know you know. It comes to my mind, it's kind of the cliche that one sentence is facing the hard realities without giving up. It pushes me. So that's kind of what we've done today. We're kind of saying here's the hard realities, here's what's facing this. We can't give up. We can't give up the staff. We can't give up as teammates because I will say there is a team component now. The team component between the city council and staff. We just have to be, we have to moderate, understand what we're doing and you're going to see kind of what you've all asked for. What do I need from you? This is important to me, to us. I actually, we were debating on who it was attributed to.   I stand for really good core services. Providing for the most basic needs of the community. And you all have started to hear me say this. I don't have capacity. I don't do these things. We're struggling because that's the core of what we have to do. Now I stand for other things too, but every city I've worked in, multiple managers that I've talked to when we talk about where we can tend to get off kilter is where we don't really identify what we stand for and we're trying to do everything and we're not good at everything. And that's what we have to worry about because you know I can push too. That D tendency, I don't have patience. I don't do things. And I can derail them pretty fast too. They're really good about telling me you're derailing us. And that's a good thing, but I have to manage myself a little bit. Valerie's really good at it. She can talk about her camera debates. So what do we need from council? You know the first thing, it's shocking. I think as we're looking at the goals for next year and in the future, how do we recognize core work and how do we incorporate that into what we're doing? So it is front and center for all of us. Really provide the plot, the policy, the clear direction in terms of what we need. And understanding the disruptive occurrences and what that really means for us and that we may be going down this road but this disruption is so significant. We are having to shift the organization over to deal with this software direction. How do we stay focused on our goals and understanding the impacts of adding project to the stream and what that really does to the goals that we're talking about? Permission to stop doing some things and I'll tell you, we struggle mighty with this internally in that we've gone through budgets and these folks can look at me and I'll go, tell me what we're going to stop. I don't get stop lists. And so that's our conversation in that they have heard me now start talking about have to, need to, want to. Have to, need to, want to. And sometimes when I get stop lists, they're have to's. That's how organizations work. I've seen it every place I've been in. We need to get better at this but I think we also need permission to stop doing some things if we want to focus on other things. And then support and discipline. And support for me is really important especially in this time. We've all touched on it. We've had multiple ties throughout this meeting because the world has changed so dramatically and the victory all that we're experiencing from the community as a level is at a level that we've never seen. We've talked about it. I've been very open to say if I were starting my career today my aspiration would not be to, would not. I would not aspire to be a city manager. I would not want to do it. It is that different in terms of what people are having to deal with. It is a crisis in our profession. City managers are retiring while we're right. There's openings left and right. They're going through multiple improvements. We're seeing it. It's just because the way people are communicating with each other and this is part of that disrupter from the national level is people think it's really okay to just say and do whatever they want to. Anyone of you that are on the city council or anyone of us. Do you have an applicant pool that we have coming into it? It's a major topic. You can look at the ICMA magazines. It's like every month we're talking about this. I think that's where we need the support to be even disciplined in terms of when we set the goals, how are we focusing on those understanding how it relates to core services. Do you think they're willing to say those things to your face or is it the convenience of social media and email? All of the above. I literally, in our utility billing department, it is not uncommon for us to have issues where somebody will not want to talk to Hispanic staff. I take those calls. I personally take those calls when I know about it because they're going to have to talk to me. And these folks see it all the time. When we look at the recruitment enforcement officers, they have to go out and have police presence with them because of how people are acting. Media readers that engage in different levels. Our next slide, employees, it's just the new world. When we look at the hiring challenges and all of those other things, you can see the layering of how the world has changed for the profession that we chose. What's our commitment to you? It's going to be more efficient. When we're driving some of those aspirational goals down, when we talk about Becky's group and strategic integration, there is a reason I moved that out of the utility sector and into the internal service sector. And that is because they are providing support to they're going to be providing support to the entire organization in terms of how we then make data driven decisions. Our use data is part of our decision making process. Not every decision can be made solely by data. There are other things that come into play that we have to take into account. If you see me kind of moving to the middle, you're seeing some I and S coming out of me to go. There's a human element of this that we need to be cognizant of. Greater accountability for you all, a mechanism for recording progress. We're in the stages of developing dashboards that will look different operationally for everyone. So the immediate director may have a more robust dashboard. It will work itself up to where I'll have one and then we'll have one that you all can do. So we're starting to build that within the time that we have. Centers of Excellence that's one that you all have heard me talk about. That is something that when we look at LHA is the best example where we did it accidentally. It was just an accidental center of excellence but it got stinking about it. But when you look at what we've done at Landon Park in terms of the center of excellence that is another example where I think every division is represented. Every division is part of the solution. We completely flipped the hierarchy in that Carmen and Sarah Arnie leaving. I work for Carmen and Sarah Arnie when they're doing these things. And they tell us what they need. It is flipping the management profile because they know what's going on. I don't know what's going on there. They're the experts. And what they were able to do and the amount of time that they did it was really fast. So when you bring that center of excellence component in, you're able to really move quickly and be more general. That has now grown into where it's really a center of excellence for the neighborhood impact team. To where they're now looking at neighborhood issues generally and they have a process now of when does it go into the center of excellence team? When does it stay within the department? How do we advise you? And so what we're finding is when we have these neighborhood issues developed they're on a fast and it's not taking the time that it took to move forward. And so that's an example. And then we're going to ensure that we're listening and communicating with council and the residents as we continue to move forward. So you all wanted to see what was my focus as an organization and you're going to see where I was touching on these issues. The operational piece, obviously the unyielding focus on core services, addressing staffing challenges in labor market, management, what's not on here that should be but is always in there is financial integrity to the system. Housing, LHA, affordable and attainable, equity and sustainability, climate action, steam, downtown areas, sugar mill. That's an interesting one because that's one where you also have to accept no control in this or lack of control because it is so dependent on the private sector to come into play. And so when we talk about this area, we were really focused on steam in the downtown but we're working on something with the sugar mill because the private sector came out and said we're here. And so you're fundamentally dependent on this and we can spend a lot of time working on an idea and at the end of the day if it doesn't pencil financially they're out and then you're looking for another partner. Transportation in early childhood, you have seen these in the budgets that we've been bringing to you.  And what we did is we took your old master plan and said here's what's in that. We then said how is it aligning with this? So that's my presentation. What did you all hear? What do you think it's now time for a more open conversation based on what I present? Is this what you wanted to hear? Is this not what you wanted to hear? Is this what you want out of this kind of session? Well, I would just say that I think it really illustrates in your eyes home the amount of effort and resources it takes just for core service. And actually as a council we set policy should instruct us a little bit on how much capacity there is for some of our more aspirational roles and understanding that maybe we have to prioritize our aspirational roles as well. Maybe check off some boxes before we can start a new project. I'm listening. I'm listening. I noticed one thing from the council's duties thing that we have got to find a way to get better out, which is articulating what we intend to have policy decisions better because so many times we find that the staff does not have know how to act on our intent or we all walk away with different ideas of what intent is and that's on us. We have to get better I think some of the things that we brought out this morning are at least a hope for that. But in terms of what do we want for I'm uncomfortable with the aspirational thing because to me almost everything that's at the aspirational point now is going to do what you said and fall down into core services so fast it's going to make our heads swim and sustainability will be compromised if we don't accomplish that. So therefore it's hard for me to think in terms of what not to do. It's so hard to find aspirational things that are really, truly disposable. If I can jump in and it may not be what not to do, it may be elongating the time frame or prioritizing when we do this you're kind of taking me into what we're going to talk about tomorrow but it really is at the end of the day whatever you come up with if it's the same set of prop goals or whatever you're doing is then prioritizing one, two, three, four, five. So when there's tension we know which one we need to focus on. But time can be a really the optimism. The answer may just be elongating the time frame. Go back and slide. So it'd be not today necessarily but as we think about whether it's goal setting or priorities among goals or within goals and was your rubric have to need to want to? That's part of what I look at. In my mind. Was that the rubric? That's all that you know. And I understand what you typically give up in a conversation about organized abandonment is the conversation about organized abandonment. It just never goes anywhere because people aren't willing to give unless it's the have to. But it would be helpful to me even if these are your priorities. What do I have to need to want to hear? Because some of that maps right on to previous council work. I think we go back to that slide where you had at the pyramid cut across to departments what their aspirational goals are and how they what it shows up at levels. We can work off either one of those as far as I'm concerned but I'd be satisfied to learn more about what are the aspirations here and to formulate to get clear on priorities of formulae goals around here. Because you know what we need to do. You can't get some of that done probably without us or at least us being really smart about what we are or not doing. For me, I would start to dig in right here. It's a part of the rubric if you don't mind me kind of turning off of this and you know housing have to housing have to. Housing impacts our labor market. Why we don't people get people applying for jobs because of the housing expense. We've talked about it if take my hiring process and fast forward it to today and I'm looking at a market and I'm looking at this housing market I'm like holy smokes I'm not going to do this I'm going to actually lose on that thing. Nothing you all are doing it's just that the housing market it impacts the employees. It impacts diversity in our community which is incredibly important because that's what makes Long Long Long is the diversity in our community. It impacts our educational system that we can't get teachers in and teachers are having to drive from literally my kids teachers to inverts almost Wyoming. The danger to economic development is far greater than any of this because we're depending on the business that are here in those businesses when we have economic development conversations to sit here and go what's your labor market? That's the first question they ask. Sometimes we don't even see them if they don't think the labor market is great. And we know that the labor market is being impacted by housing. I used the example with them when Honda left California and they went to they ended up locating in Texas and the language was they bought. They were going to leave because the labor market was out of control housing was out of control they couldn't get people to work with their plants they just went out and made other cities repeat to see who's going to bring it in. That's the half two in this is because there are so many things that it impacts and at the end of the day 10, 15 years from now it really impacts the viability of our community because if we start losing businesses and employers because we don't have housing that's going to impact our tax base and that's going to impact the services that we can provide. So that's why you have to same with equity and sustainability because you're seeing so many of the funding sources coming in attaching those components to it and to be the best organization and community we can be we have to embrace those concepts because that's also going to really hit who's wanting to come work for us and so all of these the only one where I can say it's not necessarily a half two but I think it touches each one of these is maybe the steam downtown sugar mill but it touches housing it touches all of these things and it diversifies our economic base in a way that provides protection against future downtimes. At some point that would be fun to drill down even on that what's the half two there in terms of a really compelling vision as opposed to just be passive it hopes somebody comes along with the proposal but have a vision out there so that you know potential investors or participants would know what we're looking for you know where those aligns and actually I think the work that we did we're seeing that COVID just disrupted everything in the financial models because people are referring to it as we're talking to them it's about financial capacity I will tell you I think the work that we need to figure out is the horizontal infrastructure component to this because that is probably what's hitting everything just like on the sugar mill what's hammering that is the environment cleaned up and it's expensive and so we can do that but and early childhood is a half two because of the employment base it's all like this I hope I answered I hope I gave you all some more information I hope I gave you all some more information so as you were going through the slides you were saying what do you want from the council what does the council want from us when we get council comes out a new project that's coming in a new development we always get how this leads to a vision you know to the goals where we're going to go for me it would be really helpful and maybe to give this input to you as well as we bring in projects for things that we want to do is affect which then we can make a timeline because the steam project we know it's going to take forever I mean this is not a wider project so how is that going to affect the core services and do we give the place that we need to say we need to stop on this because we have this we absolutely have to address the investors happy but as a city how much can we really undertake and I think from my standpoint that's what we need from you is that when a project comes to us how is this going to affect core services do you have a bandwidth for it because it's hard to make policy when we don't want the investors to be on you and staff we think this has a spoken in in some of the things I have to the space at the bottom are kind of an amenitization thing I wish you had a slide of the who would I go housing development falling to the ground as they implode in the building because we're in this situation of growth you know infill in order to meet our housing needs and the infrastructure teams that are at the top of this but for livability and sustainability the things at the bottom of the list are critical and get into this dystopian vision of a soulless city and is there a way that the focus on some of these things at the bottom can be turned by privatization so that it puts less burden on the staff yeah I think those are things we're going to talk about tomorrow and we have some questions for you all that really get at some of these and one question is is there somebody else out there that does this and you saw that in early childhood we're looking at partnering not where we're doing it but where we're putting seed money in and money in for our staff to take advantage of it because we don't have the capacity to do it but we can definitely facilitate up to including me facilitating a conversation with building owners and other things bulldozing a path for some of these individuals to go through but yeah we couldn't take that on and do it what's interesting to me is that what we ran here and our staff and a number of things that we really do where when you look at other communities what they to Mark's point feel that someone feel about to private organizations and what we actually have a say and have our community members have a say in I think there's a lot of value to that I always find it interesting when you hear when you hear people say don't boulder us long month everything but we're just there's a perception of what boulder is opposed to long month and long months when actually we're doing all these things in the government realm where boulder seems to have feeling out a lot of these things and yet yet they don't want that yet they're supportive of that it's just so confusing to understand why why that would be the case there but it's almost like they have a disconnect to what's really happening in long month and what has happened in long month is in such a position to have great water to have its own electricity to have its own next life type of system and all the other things that go along with and part of that is it's amazing how much they we have a say as community members in long month because of the way we conduct our business in our selves and everything so what's interesting also is to see how we're addressing these problems as you know boulder it's isn't really doing anything to fix their housing problem and in conversations with the consortium of cities some of the council members there the things they want to focus on are are just reflect the fact that they don't have that sort of control over things where the community says you will serve as a council person here and you will help city manager direct staff to go in a particular direction or another they don't have that so then they come up with little things that seem to be really important on what seems to be like a social media issue but not what is really important to the citizens along behind of their community and it's just kind of remarkable because we have such a unique situation such a different situation I think the fact that you're I like what you've received here and I respect where it's going because I understand it has to go that way and I think for the most part and we do have these pressing issues around housing and staff and how to bring with quality people still our positions as we grow so it's just it's all kind of very interesting to see the comparison I know my colleagues a huge number from Boulder Valley don't live in Boulder Valley school district we live in the same brain as a side note our staffing levels and you can point out to them are dramatically lower than the staffing levels in Boulder and Fort Collins and the other communities we were hoping to build a slide they just had to finish the they're still doing the study but it's not uncommon to see a department that is 5, 10, 15 plus there's double the ETS department the HR department yeah encouragement for the staff I think this came up when the Boulder was running its last city council election and of course the news wanted to have meetings with people in other cities so they came to talk with some of us and they see LaMona as being the leader because well but they do you know they see LaMona as being the leader because we deal we can still solve our housing problem we don't have the water problem that they have you know all of that stuff they would like to be able to exercise the condo foresight that has a long months achievement for the last 34 years so just guys do a good job so to be comments that they made are there anything that if you know the staff's play for example we use what is the next between staff dollars and time versus having a third party do it because if you get rid of it didn't that affect someone quality of life that people really look forward to I think it's looking at the how I think rhythm is a really good example because you know what we saw we sort of had two weeks really hard times because before the july we had rid of and a week of each other and we were absolutely killing our police partners because of overtime and so I know I was freezing I continually said to freezing look at this in a different way and so they're looking at shifting the day we've got more conversations but you know what I threw out is Mariah give them is because I think they looked at moving into September 2016 and I started thinking well man I don't know if this has got to you Jeff I know I've said it to some people wouldn't it be really good to actually move it to that date which is around the club we then have some separation in terms of the impact but we also use it to recognize the recovery that we've gone through and really how the river is different today and how it's safer for the community to really attach some things but that's what they have to work on the question then is is it a lot of staff it is a ton of staff that have to do it and that's where we have to maybe be a little more creative to go how they're gonna like it because I'm not first trying to do an example around that so rhythm on the river is one thing staff budgets for it and we all plan for it but we'll just start to get a lot of your questions about how to do this event and how to do that event before you know it, staff is told in so many directions what kind of direction will bring you a policy asking about how do we create responsible funds that are determined by the city council because no staff wants to say no of course no and yet at the same time there's no the policy doesn't totally enforce that and so certainly rhythm is one big event that we can work on but my version of it it's more of the pulling of staff from other areas in the next piece not just around the rest but around all kinds of issues so it's a cool way to bring a policy to the city council and what we're hoping is that we're going to say these are the events that we support and if somebody wants to grant you one thing the council will make that decision based on all of these things rather than us trying to help everybody with closing some of these events there is a sense of brilliance to actually think about September 16 because there's a huge number of folks coming from other communities up to HESVIS at that time for that Highland Festival which would come through and go oh my god I had no idea that it was going out here and would make that part of their weekend plans do one and then do another so there's some and we have a council member that has an event around that time I'm thinking I'm thinking of a different place I'm thinking of September 16 which is different it's it's but do you want me to have a different but just tell me Harold it's funny so you have June 18, you have 4th of July rhythm on the river sort of overlaps and that then we're moving to this and how do we we have single Ohio which is in May so we have May, June, July you know if we can slide into the Irish I know I really want an Irish I'll help you guys see if that can stay through well that's a load of that do you want me to break before we break could you back up one yeah you want to see it right there the third bullet under the heading of accountability defined goals and measurable outcomes if I take that bullet and then pull it to the next slide you know what I would be totally satisfied to embrace goals with measurable outcomes you know what's on that list that you said are your priorities and however that gets refined and then post them somewhere in council chambers and every time we get a packet so that every time there's a request to do something else I can ask the question how does this contribute to that and if it doesn't it's a non-starter I've listened maybe helped connect somebody with somebody else to find a solution that would be a way to use what you said is priorities that are aspirational and then to some degree operational as well that kind of cuts across all the levels of impairment if those could be translated into the kind of goals that we could look at and answer the question pretty quickly how does this get us to those outcomes that's just a way to create some discipline for us when the request went through or when you get it from the staff and that could totally wanted to do this because we knew that there was probably going to be an over life from today until tomorrow and if council said we're still can where's the other presentations the other one can you bring it up are you ready for that I wanted to clarify one thing from the last session you know when we talked about these are my operational goals there are others in here but this is the center of my life there's efficient effective operations there's adjustable world these are the goals that I have extrapolated out of what you both put in and said this is what we're trying to work with in the structure you all have a document that has a list of these I haven't tried to meet I'm not going to spend time going over just a power point where I would basically just read so you all can look at that I'm going to take advantage of what you all talked about now and kind of move into tomorrow in terms of and if anybody disagrees let me know but it was really I would take these and really set it out and how we break those down and what we work on in the future that's part of what we were going to talk about tomorrow Sandy can you change that I'm going to take advantage of time so we couldn't I finished much earlier than we had allocated but I'm going to take that time so first Erica gave you on this so this is cheesy I'll admit it's really cheesy what I'm about to say but how do you like the future with laser focus so cheesy it is cheesy but when you have this plan and you keep it with you and we're asking about it and you shine it do we have laser focus do we use it so much so what we were talking about is what we were going to talk about when we set goals it's the long-term vision and the short-term motivation how are we rowing in the same direction how are we able to execute faster and better with greater accountability how do we know if we've reached success we've really talked about this internally we've talked about it we've talked about it we've talked about this internally we get so caught up and you heard people say this this morning in the tyranny of the moment what we have to do we never really get to celebrate success because we finish and we go we finish and we go and I think it's important to celebrate success it's also important to celebrate failure we may fail at something and I think as an organization we need to do a better job of celebrating failure because that's the only way you move forward at times and not talking internally we get afraid of failure and we don't want to make mistakes that's an inherent part of moving forward with failure and mistakes if you just do the same thing we just keep doing the same thing because we've always done it how are we taking ourselves forward as an organization, we're not and in the meantime what's happened is the world's passed us by and now we're trying to catch up to the world and we talk about eliminates the temptation of distractions it's interesting for me I heard you when I was asking you all a question, I heard you all touch on this I heard you actually touch on it this morning and so what you if you look at me when you were all going through your sessions I was listening to try to catch everything you all were saying but where you all came up with the same point was when you were talking to Sal and the conversation was the squirrel button we talked about how teams have the squirrel button and they said who does that and you all looked at Aaron and said Aaron is the one that kind of goes here's the piece that's what we're really talking about here because that's what starts eating capacity or it takes capacity and then we can't get everything that's gone we were going to start tomorrow morning with the slide I left you with and these issues to go what do you think where do you want to go and I want to spend a few minutes on this to really take off how he described how he would approach this and really get a sense of you all how do you see us moving forward do you want to work on these do you want to focus on this what do you see in that conversation coming tomorrow turning it over to you all oh sorry I mean did you all agree with what Tim said focusing on this and really sitting those points out sitting in time limits I'll start no I have a mouth open not to say so you know just going through the four of the three blue ones up there the first one providing pre-K opportunity I do feel that we are focusing on that already and supporting the knowledgeable people who have made a lot of work on this supporting their efforts and I heard you say girl that you were working with Matt Albert in a sense of how can we build the employees not house but put them in care pre-K as well so I do think we're supporting they are doing the line chair work and again so I think that is never what should be and going to the next one provide housing and support services on the house of population are you going to come to council at some point with our Apollo village yeah we will and it isn't a priority right now I get that but vision and how we are addressing this and that is part of the diverse housing stock you actually see it in two places A2 the A's and B's so you all have people in places and when you all laid out your vision and Valerie that is something to put that in correct A is people B is places categories but A you see housing in two different locations so for me I think those are all priorities and we're working on them I think those that are about to be a priority and to a real point today we say we are well into it and there more work needs to be done so that we can go on to something else does that make sense on B1 there that doesn't have to be associated with the presentation we've got the other day because it's not tight in your vision of this and necessarily be tight into that strictly that program that presentation so much as it's a goal for the community to reach that right so this is a little different in what we're talking about one of the things that we're talking about so what we know from a labor perspective childcare is becoming more and more important for higher gross council has been allocating money to early initiatives from how we look at it even in this budget I think we allocated 125,000 on-going for childcare this is really focused even on something they want to do to create a large facility that provides childcare trains childcare providers and those other things of which we would put money into that and then try to get a reduced rate for our employees but it still facilitates the creation of that it's the same group but it's a different project or it's a similar person in a different project it's not necessarily the same group I don't interact with that on everybody at home picture concept I'm still figuring my position now this is more how do we support those things so that project I think what you heard in the presentation is a different question and it's interesting in that that's one of those things where you sit it's really the county when you listen to the presentation it's really the county commissioners that place that on the ballot there's really not a council action associated with that but we can support it that's your choice whether you want to support it but in terms of actions that are going to be taken and I'm looking to see them because he's more involved than it is the county commissioners actually it's the judge county commissioners have to approve a service plan but it's the judge who directs the county clerk I would just say that even though these are now five years old these priorities and these priorities focus is because they're not that different from where another and given our existing thought about organizational capacity I think these are still the right items and yes the limits at the top may be the highest priority but I also think that that the B items which are only B's it's not like A comes before B but these these things sustain the main priorities so as Harold was saying we might do like draw some of them longer but I don't think any of these are in the category of we need to stop doing it I do think that we probably shouldn't try too hard to think of new things to start with so the quick question when you were speaking earlier and talked about how do we I think it was on one of the other slides on the other presentation how do we know that we're successful that's you know the end result we can say we're working on court focusing on court services forever but how do we know we are successful because court services we know that we are its priority right because that's the people and and that's where everything kind of trills down back to that but how do we know with everything else we're providing pre-k learning opportunities what is that and does that mean we have a facility for our senior employees for their children then we're successful does that mean we just check that out then or how long we work on it are we just providing funding for our employees so that they can have for their for their children so you know I just I think when we have those goals and everything we integrate there with what Tim was talking about I want you know I would like to know too what does success look like for you and for us and then on do we oh yeah it would be amazing that we have a facility you know because you know like in Texas the IRS in Austin have a whole facility on the ground just for their employees but they care is that something we're talking about or are we just talking about providing financial means for them I think we're talking about a hybrid version where we provide financial to fill one solution there's probably but we provide a facility by putting the financials into it that has an access point for our staff so it's a bit of a boat but I think that's really I don't want to take Tim's I don't want to you know misrepresent your words I think that's the work that he was saying he goes why don't we do this because it is answering those questions of parameters benchmarks what success and I guess that's the question do we want to go into that work looking at what's on the left and what's over here we in software development we always say what's the definition of done this we don't have a definition of done you know when it's like became the fastest internet to give your tank that any municipality could offer and that was a success but it wasn't done because we had unmet needs we did it and we have we could not provide free services to the media's people but now we can or nearly free services and Valerie's processer said can't be done so there's always another success in front of it and when something aspirational like next like was all the way the apex and now it's all the way down at the bottom it's just another it's not just another but city utility it's a city utility people would feel that they have lost something if they lost that so we have to keep making sure that we have a new measure year by year well right most of our services were never done because to the point of well we need to be in continuous improvement to the point of the legislative impacts they're constantly new things that we have to do if you look at water and wastewater it's like every year there's a new standard we have to meet so if you're constantly done maybe it's what's done this year but what's done year 3 what's done year 5 as the world shifts around this so instead of done that's a good point Marcia we should have benchmarks and did we make the benchmark this year I think putting importantly benchmarks is way too much on staff but I would like to know what have we what have we addressed since we first put that out there as the one point what do we think current staff's operational capacity what do we think we can do this year and what can we do next year not that we have to do that but why can't we and one of the things I think that when you interrupt that that this happened so we have to put that on that further and I think that would be a good thing for all of us to know as to like for example the form I don't have any idea how we're doing that you know these are just aspirations you know this is what we want but should we right now or is it just embedded in everything we do well and that was one that was probably this one right here was related to Steve and it was probably the one that was like COVID because in COVID the educational system shifted everyone one remote and now the educational systems at the higher end is completely retooling how they approach it but what we've done is we're still taking some of those principles as we work with Kimberly on something she's looking at to go how do you bring a different version of this so as we look at downtown redevelopment what are the things we brought to DC and they have probably private partnership experts there's a group of about 30 people and the guy goes well how are you monetizing the next leg I mean what are you doing and the question was not how do you monetize it on a stated basis but how do you monetize it for a broader benefit so I know Valerie because of the competitive state what's the presence downtown because it's more visible as we're trying to compete with now at the horizon of this why we're never done we said well what if in order to bridge the gap we could look at the possibility of putting commercial space on the ground floor of a housing project in downtown Chiquita heard a version of this and I was after the truth gets the presence we need operationally how do we then take the concept that I robbed from one of the presentations online the stated money was the e-sports component because the value of that monetary perspective is huge but haven't located adjacent to the next leg and then how do we build offices classrooms that are fully tacked out where people can utilize that space for educational classes that are in online like so we kind of threw this out as well this is an interesting opportunity because now you're monetizing that at different levels so didn't lose this and then it just happened in the conversation and we're talking about this one of the individuals at Kimberley was working and said oh yeah my buddy just started an e-sports program at University of Texas so now all of a sudden we're taking these concepts attaching into the goals of the DBA the goals that you all have for housing and finding a way to monetize it and really build the capital stack so we're paying attention and trying to achieve it but what we're building is what I think I would argue that I'm not the educator in the room is really the future of higher ed where you can attend a Harvard class in the next life classroom you can attend and what I'm seeing for my kids is even though one lives in the dorm one lives here most of their classes are now in a dual format it's either online or in person and you can just see the paradigm shift and so I think COVID changed a lot of this because we were talking to the CU we were talking to these folks and it just went poof so I think as we start and we're jumping ahead to tomorrow you know this is what the council at the time established in terms of the vision and what you all what they wanted to see this is a different council we wanted to start here with you all to go has this changed? is this what you want? do you want to change it? do you want something completely different? because this will then start informing the next layers of the conversation so now it's for you all to talk and interact with each other in the very first sentence I like our vision statement what would be interesting to me is to tear it apart and to see where we have actually done the things we've recently and where we're going to be like we're children most fortunate to be born and raised that would be education that would be environment that would be housing, health and safety and full of point those I have to even address these things and on what level and the elders who supported the entire life journey the LHA that would be that's giving funding, visa for them to get to where they have to go and that needs to be up and where I think we need to have work done is access to food shelter I don't know just a discussion have we addressed these things and so in what way and where are we on it I think we continue to address them so we had a big for example access to food response during the early days of the COVID when that was totally disrupted we had even done more than was needed as soon as we brought up that in some cases the meals weren't being collected at the school well at the collection places at Merget experience which doesn't matter at this point but if we're going to revisit some of these things we can say which of them are still relevant which is going to take a different form we just had an example of that yeah we're not going to get a university extension center but next like I provide one for people who don't have one at home right don't have the facilities at home don't have the capacity to do it their own and that almost is a way to make it more like an educational experience again because education traditionally didn't happen in the old cuckoo it happened in the public square so that's what we should be looking for is where has the game changed so that maybe the details can be adjusted even though the large scale objective is not so when I said having the address I was talking about in our five years this is our first time to really assess what we put up there and where we wanted to go and you're right that we did this and now where do we go from here we're done I'm not saying that addressed in the past just being that we're done but have we done this at all again and some of them may be less relevant exactly in your full packet you'll see the entire work plan with all the parts that were made that we should have done and the slides in general we're doing a lot of work with that of course sorry these are the packets that were online okay there was a spreadsheet in there very small funds very small funds so we welded down to this I have copies of this I would have guessed Sandy, this is your summary of kind of what's the status based on what I've read relative to these goals here it is in a word version and it's easier for you to have so to some degree this is a response to what General was suggesting in terms of unpacking how hard do we get at each of these things because I think you will find that some of them aren't as relevant and that some of them need a lot more focus or are way bigger than we thought way back in 2020 you weren't even now because you all had the information they put in the packet that was a really deep spreadsheet and so the summary is when we look at Pre-K the first layer that we really had to go to and we used some of the money that Christina had allocated to this is the contract with Delivery and Associates to measure early childhood services and really understand what is the gap and I know they've done some work Delivery's doing it and that's going to be completed in April 2023 that was something that got caught up in COVID and everything else we're going to try to do A-1-2 is a great example of you all want to do some more focus on there but this is part of our services that probably isn't as relevant anymore it's been incorporated into services and in contrast A-1-1 A-1-1 a couple of insights in terms of work is to talk about three or four year olds is missing half of the population we need to be a thin part of it we actually have a footnote to that is if we expect that to be zero to five then that will be longer, it'll be extended out and we are exploring that from the beginning so it is zero to five and then where you want to place your emphasis within that continuum giving other things that have happened since then and that's the kind of goal that you may want to take to say instead of three informers where you all work this long maybe you're saying you'd like that to be zero to five and I would say that there are things where that work started with thinking about where the city limits are longer it didn't take long to expand beyond that because any solution that we were going to come up with for a long time was going to be insufficient, it might be necessary but insufficient for what needs to be done that potentially was a problem for the safety of the school district so we began to expand thinking and continue to grow but this is not an either or exclusion the fact is if the alliance is successful it just enhances the thing else we do it doesn't mean that there aren't things we do in addition to or parallel to or tangential to or in support of the alliance I would make one other quick observation that you're all discussing in a time note so you have to be out of this room by four or three but one thing I do want for you to know is rather than go through and update each of the lots of goals that are here it may be good just to acknowledge what's been done in each of these areas and then set aside the focus areas that you'd like to be in next and really relook because I'm afraid that if you update each of these individual single goals then you're going to miss the bigger pictures so we want you to see what's been accomplished in each of these areas and then maybe start from Carol's list it comes from the to determine what does success look like in this next segment of time so I would encourage you not to micro update tiny goals I feel like that's too too small for your so I do want to throw out a couple of celebrations and just acknowledge them so looking at the delivering books to various schools and programs there were none there were none this year for library but we had a couple of library staff that came to our family literacy nights at our school it was overwhelming and popular we expected like maybe over 30 kids we ended up with 150 kids that showed up their families and rounded them all up put them in the center and there was phenomenal staff read stories to them whereas we teachers were able to conference with parents so it was very successful and we were able to have books to disseminate to families so that was very popular and I want to get crudos to the staff that came out and navigated and the other one is looking at the next light services I had a student who knew to the country there are free lunch, free release lunch and they had them in the internet so with the expectation of students are supposed to log on for snow days we still have children that don't have access to internet to be able to immediately someone came out and put them up so it was thank you it was a great work well when you look at this so this one and even this one here we're done and we're now incorporating those in our four operations receive and move this is not that's how we do it look at these items so that you are aware of what happened to your direction a lot of work left on this this we've accomplished a lot and in the paradigm to your point is drastically different in terms of what is accessible to the youth that are committed even older adults when you look back at the vision you all had they're doing the same thing for the older adults both in green properties but we're not done and it's continuing to evolve and that's where you see this we implemented it exactly we implemented it and we're moving on top but we see this LTE wireless piece we're expanding it and we're expanding it for the students so they can have access anywhere but we're also expanding it for us to utilize in terms of having that piece where we can get some additional benefit out for the broader community when you look at providing housing and support services you know we're continuing to work on this what the mayor talked about is council member we went to look at the divorce project which was in Denver and you all were invited what I did is it started reframing how did we look at opportunities that were also related to arbitrage because what they've done is they've actually incorporated that within permanent support housing and affordable housing and what they're fighting is it's actually increasing success in housing folks because they see people that they have been in a group setting with move into the different housing functions and they're working with them on the life skills that they need to be successful in the housing world and so that's something that we've added into our list the short circuit and then we're trying to get element off the ground because element is another big piece of this in terms of what is a solution because we're building in May we're going to start building 55 permits for housing units which is a direct service to the unhoused most of the individuals that we pool into permanent supportive housing are unhoused individuals and so but it took us in the housing world two years to get to that place because of the financing work you have to go through the development work and so this year construction is happening on one of these there's a lot of work daily on this home study program we always say it's easier to keep someone unhoused than it is to have someone that's unhoused and so the work that Carmen and her group that Molly and her group that's not for other work we're working to fund it we started we're evolving it's never going to be done is there a way that we can message about that more because people say there's all these houses all these homeless people and we could give them houses and the flip of that is the people you see on the streets aren't those people we're keeping them housed and nobody understands that they think that the people that they're seeing sleeping on the streets are the home study recipients and they're not are not losing their housing they may be better but they're not losing what they've got it would be great I think it would be a way of affecting the quality if that could be popularized two points on that one that I said to councilmember Rodriguez and I don't know two or three of you sitting there we need to do a better job of getting you the information that you need so you can communicate to the residents of our community because that also gives you the tools that you need when you're forced to make a decision of can we do this or can we not do this you can go we can't do this because here's everything that we have going on and it also answers the questions so that's work on our end that we have to do to get that to you I would be careful because there are people that are in the programs at lizard housing and in the LHA world we see that on a regular basis and that gets into the Delores house and why is that successful because it really is reteaching life skills for me if I think about when we were in the fire station where we were going through the conversation that got us this far I think about where we are today versus where we are where we were on May 20th of 2018 that was the day why would I remember that we have come so far we had a struggling housing authority at the time it started with with very few initiatives we could point to it goes back to if I were to wipe this like clean I'd go right back to where you had as a goal and the goals for the housing would be about what are the milestones in terms of the Zinnia project in Mustang is that the way we're still referring to it in Mustang those would be the goals in my mind along with Christopher that makes it way more visible explicit, actionable measurable, and relevant as opposed to these which were more kind of they were aspiration but we couldn't point to much that was on the ground that we were actually major in progress so for me it would be taking those off and going back and then flushing out what's the goal that's relevant timely as specific as around what we know we've got on the docker right now that's where we need to and you've all actually done a lot of heavy lifting on the housing side and you actually did that in your dual role as housing employees, commissioners in that you have set that we want six properties developed in the next five years what we can do is add to the project schedules Zinnia and what that looks like but you've done a lot of that work with your other half that was a question that I've heard from others mostly housing advocates you know private citizens completely you know it'd be great if the six developments in five years roadmap were somewhere easier to find because it's not out there and that'd be a small amount of work that would I think have a lot of mileage give us a lot of mileage with the public that's a good idea actually we could have like some posters with our work plan under it what we've accomplished in the civic city somewhere maybe in the for as people go into the city council so they say what have you done great posters I have time you know for what it was worth Ken Ward, Canada there are a whole approach this to be really clear this is what we said we were going to do this year this is how close we came and either check the box here's what we learned and what you're going to expect from us going forward it's not a lot of narrative it is but it's really clear in terms of what people could expect and the things that we will never finish ongoing like college investment children the mayor's work club ongoing it's not done, never be done the same with thousands of homelessness it's what we've done but never be finished or if I can make the suggestion is we just go back and say this is moving into core services because some of these are moving into core and I think that starts tying the core services into your overall work plans and those are things that you have to keep your eye on and because what you will find is this evolves and continues to go there will be things 3.3 things out that are now in our core service and then I think as we're thinking about core services and what else we're looking at doing we also have to be cognizant of what we have to work out of these aspirational things because that's the tension it is the tension but I guess I'm thinking of advertising council and saying this was our work plan we set in 2018 where are we doing this we've done this, this, this this, this, this, this absolutely aren't that because of work on it what you're doing now is understanding how this little works what you're saying is now retooling my goals and how I'm looking at where do we need to focus our communication resources next how that's going to start translating is I'm going to look at these photos and go here's where we're going to focus and so there may be things that David wants to do the prisoner wants to do I will be making real time adjustments in to get some of this stuff done and that's actually a great way for me to see this is talk to you all about how I take what you're doing then what I have to do about and work with this group on plus show me that they have to work with their group to make sure we're maximizing the efficiencies that we have in the system and we're stopping things and it would be a much easier conversation for us to have with the residents that we're all we may not always agree with the way it's going but we are, we can all communicate and that that's always been a really important time to say this we know what we're sending us to examine so we can keep, you know, we can go through this, this is a distilled version of when you look at vulnerable populations I'll talk a little bit about this we added the fourth core team in the budget process Zach has actually retooled the core team a little bit where he's pulling some people to equals that? So it's actually our community health and the range of our community teams we free aside two of those case managers who work with nothing specifically with our house population we really feel that in order to address some of those who are trying to help as much as possible that we really need a lot of more of a case manager to determine and identify what they need to work and then from there what services do we have what services already exist in the county and how can we begin to partner with under development problems or other needs to be our relationship with to really defend and identify them so that we can move them in together which is not exactly what they just need to be there so again continue conversations with them about their formation and their staff's orders of help we can continue to share that with and we can continue services for individuals and then we can continue to make sure that any one across the individual can see the services in Boulder County or even in the city of Boulder that we can reach back out to any case manager or reach out to any of these sources there and so that is something that we started several months ago and so we expect to definitely continue that and do a lot more as it gets warmer and so it is something that we're going to see how it works. Our other case managers are still working with individuals with substance use and mental health issues and are still working on getting their funding to these sources but that's going to create a lot of those that we continue to see on the other wall of cases that any school is dealing with and so again, those are the things that we're working on so again like I said it is a pilot program about how the population really invests in that information shared with the about cases when we're sharing the good work that's not included if you're going to do and it's something that I've said that we're going to do for a few months. And there's an interesting story in this, in that it's taken us three or four years to break the data wall and I'll help myself with this one. I had to I'm meeting mom something that they were on and just, yeah I did and just here's the deal and just pitched a fifth and said if we can't get this across this barrier you're making me question the viability of what we're doing because we're not working together and Zach has been pitching fits and I mean we all have been doing it but it took us three and we didn't control it. We didn't control the data set we didn't have ownership of it and so it took us a long time to get access to and with a few tantrums in the middle of it and that's kind of what gets in the depth of this is a lot of it we have no control over and it's coercive you know it's exhausted conversations that we have to go through. Here I'm just going to mention because I don't think it's fair to hear a lot of this they're all working with us to help address these questions because it's a bigger problem so we're here to talk about it but it's probably not but it is taking the same principles and applying to other areas in the work of David Fowler his group is working with whoever it is a collective approach to trying to solve the issue in our community there are some barriers especially in the database area that may be reckoned without and I'm amazed to hear that you came in at all because because for our different agencies it's a trust issue that they hold on to that don't share so I want to address that to you in the conversation we had public safety as far as a police officer or a firefighter doesn't have access to the map it's our case being that we're not police officers because there was that fear of doing all these things so we specifically have set it up to build that level of trust I don't have access to police officers have access to creating this group that is part of the public safety for I guess the concerns of the for those individuals in the public path so that's what we worked those out to be able to try to figure out how to share that in the future and I'm going to start winding it up for your day we did get a jump start for it tomorrow which is really good I'm going to ask you all to do some homework we've got homework after this we're going to have to we're going to have to get together and reshuffle because you all need a lot of progress actually this afternoon but that's another example when we talk about capacity issues because that just gave a great explanation it's not just Christina, it's Eli Burto it's the social service group it's Sandy, it's Joni and you can see how when these things come we cool pretty quickly to try to work through it and that's the one thing I wanted you to hear of this is that almost everything we're engaging in now as an organization is not one department because what we've found is one department can't take this on our own and we're not as successful as we could be when we bring everyone together in that center of excellence the homework is I know we provided the overview to you all on this which just mimics these slides and we gave you in your packet you have more detail sheets and so if you all can look at that so when we come in tomorrow I think that'll answer many of the questions in terms of what have we done and what we've accomplished and then if what you all want to focus on is this in terms of is it still consistent is this what you want do you want to adjust it and then if we look on I don't have the slide here but the slide where I had here are my goals and here are your goals and then we just start digging into that I think that could really make for a pretty productive day and I think it can help you all in timing too I think we could move through that so if you will indulge me and take the homework assignment I think we could move tomorrow and really hit some things that we know we can accomplish and get focused and maybe even design it on a short mid, long term 3, 5, 7 year piece of our 7 to 10 year goals and so Harold is it fair to ask them to focus on what and focus on what is good look like what is your vision for that outcome so as tangible as outcome as possible then we'll figure out how to achieve that but if you'll stay up here at the more strategic level I think it leads to leadership in most of the house and so it helps achieve this I mean here how is operations it's hard because you know when we look at I'll just give you an example when we got into the affordable and attainable housing goals that you've given us it is messy and looking out for the unintended consequences and trying to pull all of this together you're going to see within a month some recommendations for attainable affordable housing it's taking us months to work through this because we'll literally get to a point where ooh there's a legal issue ooh there's a fair housing issue and then you have to back up and then you have to rework it again I think that's why Valerie's saying the block's not the how because there are so many regulatory blocks in this that even at times we don't know and we come into an accident Molly and I have worked so much via the housing in terms of what that means in the housing world and we never would have known it without actually getting into the housing and so so here like are you saying for tomorrow's agenda is that if everybody can take a look at the work plan update this is here's everything we accomplished and take a little bit about the vision so that tomorrow morning we're going to start right there around the farm and we're changing the vision you're saying then to move right into the goals section and then come back to road maps street green naming conversation about density does it work? well I just don't want to lose the momentum you all have built whether you realize it or not I think it's easier to go straight into that that's up to you all does that work pretty well so we have two people who want to be first okay first one is Shakia Shakia why don't you come over here to the corner so that everybody can see Mayor and members of council I would like to bring up one of the greatest challenges facing the city that I've ever been aware of price of housing is too damn high I know that you are focused on this and I want to bring up a few ideas that I think are worth your consideration is to consider the strategic plan for the long run future the only way to create more affordable and sustainable housing is to build it there are some short term solutions out there like rent control or building a 12 foot electrified fence around the city limits to keep you alive but actually solving the problem will require a long term solution that is both financially and environmentally sustainable while the city staff have made great strides since taking over the long run housing authority the reality is that LHA alone cannot possibly face the housing shortfall that we are facing this is because of limitations both financial and logistical I'm not going to delve into the financial ones because I think that's already pretty well understood by the council the logistical challenges are why is very nature a great deal of LHA energy goes towards big projects that can outlaw humans that usually means land which already doesn't have something on it and it makes it more expensive because of the cost of horizontal infrastructure and every single project draws on staff resources big projects have another problem they generate public resistance I know you regularly hear from residents who are against adding 70 town homes in bone far or 150 units of your champion units there is a solution to this problem that requires no staff resources and no city financing the solution is to change the rules to make it possible to build what's referred to as the missing middle in housing missing middle is so called because of its absence in most cities caused by the rules of construction and financing which preference either single family detached housing for big apartment complexes on big units it's not totally missing a long run but we need it to be more of the exception or less of the exception than more missing middle housing takes land which has already been developed that makes incremental changes which simultaneously increase property values and decrease the price of housing a single family residence becomes a gin box a big backyard again in ADU a deep corner lot gets bespoke town homes it's environmentally sustainable because it doesn't consume any additional green space and it results in housing that reduces per capita energy and water use it's financially sustainable because the owners of the property have incentive to do it by definition these are property improvements they take existing properties and increase their value by splitting them into multiple saleable or rented agreements because of the property investments property tax revenues grow up which supports infrastructure investments and because there are more homes on the same amount of land the price of each unit is less than before meaning the price of housing runs down and because there is a private incentive to do it means that it consumes no staff resources and no part of the city project because every project is small and bespoke there's a lot less incentives for neighborhoods to organize against these projects and because there are more private landowners than city staff members small green houses changes will result in more housing units being built than LHA ever did this is how cities have grown for millennia so we just need to enable it the city of Longmont is less with intelligent forward-thinking staff who know how to make this possible and I will leave Longmont with it I beg you to ask them there's also a growing base of residents interested in these ideas and how they can improve the quality of life, equity, and the environment some of us are organizing we have specific ideas ask us how to do it thank you my name is Huckquot and I'm here once again to express my concern about the recently passed policy which prevents PDUs from being used as short-term rentals originally my concern was about the policy itself and I sought out the reasoning behind the policy now my concern has grown to include the fact that I have asked each of you who wears masks for the reasoning behind this policy and nobody has been able to provide a rational answer a few answers that I have received following the two categories the first is that of preserving long-term affordable housing and the second is that of creating your own concerns like noise, parking trash, and smoking weed let's examine each of these a bit if the policy is aimed at preserving long-term housing then we must realize that it is only preventing the extremely small fraction of buildings that fall into that EDU category from leaving the long-term the vast majority of dwellings in Longmont are non-EDUs and as such are allowed to leave a long-term market for the short-term market and indeed they are leaving like all of you previously more than 60 two-bedroom and larger homes were converted from long-term housing to short-term rentals last year I do not advocate for any restrictions on STRs any non-tourism-based C like Longmont however if there is to be any discrimination based on dwelling title the restriction should be on a higher occupancy or affordable and much more prevalent single-family homes which are ideal for long-term housing the data confirms what Common Sense suggests which is that this policy would be ineffective at preserving long-term housing in Longmont now if the policy is aimed at minimizing behavioral impacts on the EDU it is important that the type of dwelling guests are staying under this great rule of effect on their behavior a bad guest behaves just as poorly in a three-bedroom, two-bedroom house on that corner as they do in a studio apartment in my backyard in fact they will likely behave worse in the forward whose higher occupancy makes it more confusing to parties and communities this policy clearly has an effect on the behavior of short-term guests coming to Longmont now perhaps there is something I have missed if so it's not for lack of trying and I welcome you to provide me with the information I have missed by responding to any one of the numerous emails I've sent each of you over the past four and a half months but if I have not missed something then might I make a suggestion tomorrow during the lightning round break the storm session at 3 p.m. where you will be collecting ordinances should be reviewed and modernized add this one to your list I am sure it is important to all of you to only have a well-thought-out effective and enforceable policies on the books it's time to remove this ineffective policy and treat any use like every other growing type with regards to short-term rents and here you are with what this gentleman said I totally agree with what he said thank you it's a great opportunity I was probably inviting her we did post it before 30 so I'll stay around I believe you today and we so tomorrow morning we'll have breakfast here at 8 30 we'll start at 9