 Let me just let you know this is a goal setting meeting. So we will be doing small groups throughout the day. The expectation is not for you and Charles to be trying to capture any of the small group discussions, but when the consultant brings it back to the main room and starts working back through the PowerPoint presentation. At that point, we want you to restart interpretation services. Wonderful. Thank you for that. I'm going to go ahead and move you over to the Spanish channel Pablo, and it will get that activated and I'll do the announcement of how to participate from the Spanish channel momentarily. I'd like to ask the interpreter currently on a Spanish channel to commence translation of the meeting. For those of you just joining the meeting live translation in Spanish is available and members of the public or staff wishing to listen in Spanish can join the Spanish channel by clicking on the interpretation icon. In your zoom toolbar. It looks like a glow. Once you join the Spanish channel we recommend you shut off the main audio so you only hear Spanish translation interpreter Charles can you please restate that in Spanish. For those of you just joining the meeting, the interpretation in Spanish is available and members of the public and staff wishing to listen in Spanish can start the Spanish channel. To change the channel, click on the interpretation icon located in the zoom toolbar because according to the Spanish channel we recommend you shut off the main audio so you only hear the interpretation clearly. Charles and Pablo can we do a brief mic check to ensure the audio is working in Spanish channel. Thank you both came in loud and clear. Good morning everybody. Let's go ahead and call our meeting to order this morning. Adam city clerk can you please call the role. Yes, thank you. Come to members right now. Here comes a member so you're here. Council Member Rogers. Council Member McDonald. Here comes a member plenty. Vice Mayor Alvarez Mayor Rogers here with the record show that all council members have had them with the exception of some vice mayor Alvarez. Thank you so much and the vice mayor will be joining us here shortly as you can. First and foremost, I wanted to thank everybody for being here. Goal setting really is one of the few opportunities for us to talk as a team, not about a specific item but about a broader vision for what we want to accomplish here in the city of Santa Rosa. It is a critical tool for all of the council for our department heads for our city team and for the public and gives a good opportunity for folks to weigh in about what impacts they're seeing around the city and where they'd like us to focus our attention in our resources. So just can't thank you all enough for being here today. And it's in person, which is great. I want to welcome up Nancy Hedrick with the management partners she'll be walking us through the agenda for the day, and she'll be helping to facilitate as we talk about that vision and how we turn that into an action plan here moving forward. Do you want to start with public comments before you come up. If you're interested in providing comment on goal setting, specifically things that you would like to see have us discuss or talk about how to move forward in the city or issues that you're saying you'll have three minutes. So we'll bring folks up to the microphone over here. Go ahead. If you'd like to state your name and any affiliation that you have and then go ahead and talk a little bit about the issue. We'll start here in person and then I believe we'll go to online after that I'll turn that over to the deputy sitting clerk to see if there's any public comments on zoom, but come on up. Who wants to start. My name's Tom LaPenna. I'm a member of the Santa Rosa Rosa manufactured home association. And I'm vice chairman of the rent control committee. So some of the members of the council may have already received communications regarding the rent control ordinance change that we are seeking. Currently the city of Santa Rosa uses 100% of the San Francisco CPI index or direct control increase. Santa Rosa, most of us own our manufactured home residences, but we lease the land. Every year. We get a rent, rent increase. What happens is, we go for our income. We're close or with the federal colon for social security. Well, that cola has not kept up with the San Francisco CPI so much so that over the past 20 years, the rent that we pay has gone up 80%. The CP the color has gone up 47%. So we're falling behind 33%. Now, when I had a conference call recently with mayor and Roger McConnell, our chairman, the mayor was a little surprised to hear that even the city and County of San Francisco doesn't use the full CPI index. They use 60% of it. We have a more rural and agricultural and tourist economy than they do, we can survive with 100% of the CPI. So we're asking for a revision of the rent control ordinance. So we only use 50% of the CPI. Thank you so much. May I make a quick announcement with the public commenters, please make sure you're speaking right into the microphone, the people who are listening online cannot hear you once you turn away. Thank you. Eat the microphone, get close. Is that better. My name is Thea Hensel and I am co chair of the Southeast Greenwood campaign. And good morning, Mayor Rogers vice mayor Rogers, Council members. It's good to be back here and see everybody in person it's first time in years. And I've been back here many times before 13 years. It's hard to believe each time asking you to renew the project, support our next step. And each time you as the body have said yes to us. The campaign is deeply indebted to all of you for that. The grassroots community group is grown into a true public private partnership that includes citizens of the area, Sonoma water, regional parks, Sonoma land trusts, land paths, and the city of Santa Rosa, each of us pulling our weight in different areas of expertise. Years ago we were awarded national architectural study called the SDAC. That gave us a visionary plan with lots of community input. Years later this morphed into a general plan amendment that will provide 47 acres of parkland and 10 years of mixed area, 10 acres of mixed use and medium density housing in a section of town that's right for that kind of development. Housing and climate change. 10 years ago the city requested this land to be considered a non motorized transit, which eventually after studying prompted CalTrans to successfully get the property surplus through the state transportation commission. Six years ago the partners signed a memorandum of understanding that gives us first right of refusal, as we go through the acquisition process. Two years ago, Metropolitan Transit and ABAC designated the Greenway as a priority conservation area, making it eligible for future grants. This trip down memory lane brings us to the cusp of our original goal, getting the land, and the time is now. All of the years of work can come to fruition this year with staff time that will steward the land transfer through title, purchase sales agreement, appraisal and payment. That will involve public works, utilities, real estate and legal departments. With all of our interest and the Greenway campaign assume the responsibility for the acquisition costs of the Greenway property. We ask you for staff time to do this acquisition work, and additionally also for the city council to develop a plan to deal with the purchase of the 10 acres of developable land. Thank you. Thank you. I'm Bob geyser. Yes, I'm Bob geyser and co chair of the southeast Greenway campaign. I wanted to thank the city for its continued cooperation and work on this project. Since the city approved a general plan amendment and zone change in 2019. With the city staff and the swimming water agency, the land trust and some other agencies are partners on the activities needed to acquire the land. In the past year, these activities have included reviewing deeds and other information from Cal Trans preparing detailed title maps and maps for appraising property values and reviewing the possible purchase agreement terms. In the coming fiscal year property appraisals will be completed by professionals were approved by Cal Trans purchase agreement terms will be negotiated, and the agreement may be approved by both Cal Trans and the city. Consequently, additional city staff time will continue to be needed in the coming fiscal year, so that we can complete the appraisals negotiations and acquisition process for the Greenway. Before we request that the FY 2022 23 operating budget provide sufficient funds for the completion of these activities by the staff of the real estate division, the city attorney's office, transportation and public works and other city departments. One issue that will need to be resolved in the purchase agreement is how the three areas zone for housing development will be sold by Cal Trans, and how they will be paid for. I believe that they want to sell the whole property to the city in one transaction, including both the approximately 10 acres zone for development, as well as the 47 acres plan for city and county parks. We have secured the grants and donations to acquire the park land, but no funding has yet been determined for the purchase of the developable parcels. Thank you. I'm going to call Senator Rosa to get a hearing committee member. I've lived in Santa Rosa for 35 years. My two sons, which is cool here for the team to go into the junior college. The last 10 years have been chaotic and transformative for us all. The city council at the center of the city. Board of Education serve many of the same people. They reside in every resident reside in a school battery whether they have children or not. Everyone is paying for the school and schools and have access to the community resource. All of the together recommend the regular meeting of the center of the city council with the center of the school board to be scheduled schools are natural meeting place and in this all part of the city. They have the potential of being neck in places where we want schools to provide a way of services to the entire community. I would love for discussion and collaboration on emergency planning, community meeting, and chairing up facilities. Schools are required by light to have an effective evacuation plan, but that plan does not coordinate with any city plan. I would like to attend you to need catering and cooling spots and shelter in place site, some could be coordinated schools but now they emptied our emergencies. Schools are a community asset and I look forward to be bring my children, my grandchildren, and my other senior friends there to party. Thank you. Good morning, Mr Mayor City Council members and staff. My name is Joanne Jones and I live at the country mobile home park. I also represent the Santa Rosa mobile home associate. They're asking the city council to revise Santa Rosa and control ordinance. Right now I feel like I'm on Shark Tank. The current ordinance uses the full San Francisco CPI and it's not a true reflection, the agricultural and rural economy of Santa Rosa and Sonoma County. We ask your support to revise the current ordinance to 50% of the San Francisco CPI. We are currently at 100%. The San Francisco only uses 50%. We're only asking for what's fair. In the last 20 years our space, our space rent has increased approximately 80%, but our social security has only increased 47%. And we kindly, again, we kindly ask for your support. And thank you for inviting us. Thank you so much. I have some person who'd like to speak. Okay. Madam Deputy City Clerk, do we have any hands on zoom. We do mayor, the first hand or the first public comment will be from Alexa, followed by Chris. Hey there, can you hear me. Yes, we can thank you. Thank you Mayor Rogers and other members of the council. I'm calling in this morning from Montgomery Village neighborhood in District two where I live with my husband and two sons. I'm going to settle on your goals for the coming year. I urge you to include in the list, the creation of an equitable decarbonized and safe transportation network for Santa Rosa that makes it possible to live fully without a car, or at least to leave our cars at home a great deal at the time. I have a particular need to speak up today, because I recently learned while listening in on a bicycle and pedestrian subcommittee meeting last week that the city in the last four years has spent 23% of its public works capital improvement budget, nearly $20 million on increasing the capacity of our roads for private automobiles. So tax dollars, especially such a large sum to further encourage and support private automobile use is entirely out of line with so many of the stated commitments this council has made in recent years, including traffic safety, climate mitigation and adaptation and equitable access to opportunity. So I'm going to talk about the importance of the latter inequities. The majority of my students at the JC do not own their own cars. When we as a city spend $20 million to build more roads for cars. We are investing in an infrastructure that these citizens cannot use and sending a message to them that if they want to be full and equal citizens in Santa Rosa they need to use their already constrained budgets to buy a car. There is no way to invest in the future of our city. So I'm asking you to prioritize as a goal the creation of an equitable decarbonized and safe transportation network, connecting all seven districts of the city. Further I'm hoping this goal will help shape a budget that deprioritizes costly and inequitable expenditures on private car infrastructure and prioritizes instead spending on things like the design and implementation implementation of a genuinely low stress complete bicycle network, the finalization of an agreement to acquire the Southeast Greenway property from Caltrans is a crucial link in that network, the restoration and improvement of bus service for the whole city, and the continuation or implementation of fair free ridership for youth writers, seniors, veterans and any economically constrained communities. I understand how many problems you are juggling. And I know your jobs are not easy. For the record, I support the current proposal to pay you all more. But I'm sure of one thing, investing more in private car infrastructure will not make your jobs any easier and it will in fact exacerbate so many of the challenges our city currently faces. Please prioritize equitable climate neutral transportation in the coming year and beyond. Thank you again for your time and commitment to your city. Next public comment will be from Chris followed by Gregory. Hear me. Yes, we can. Thank you. Hi, thank you, Mayor Rogers and other members of the council. I live in the Montgomery Village area with my family. And I also want to express my appreciation for the many challenges that the city must respond to and balance in its planning. This last several years have obviously been particularly challenging. And I'm really grateful for the fortitude our leaders and many of our citizens have shown in the face of so many crises. Unfortunately, though, I think this has left us increasingly on the back foot, struggling to preserve or in too many cases to rebuild the places and the things that make our community so special to us. And I look forward, I hope we'll strive to change that dynamic into prioritize investments and actions that expand enhance and amplify what our city has to offer. Like Alexa, who spoke before me and thea from the Greenway campaign. I believe that investing in the city's transportation network. Really transforming the city's transportation infrastructure to support biking, walking and transit is just such an opportunity. In particular, the rapid development of a citywide low stress bike network connected to transit and to work education shopping cultural opportunities for all our citizens holds tremendous promise. Giving all of us the opportunity to move safely through the city at a pace and scale that connects us with one another, and with the power of place can strengthen our community in so many ways. I know some will think sure that would be nice but it's far too or it's too far out of reach. It's too expensive it will take too long, but other cities have shown it can be done quickly and for far less money than we might think. Furthermore, this is an intervention that can simultaneously advance many other priorities which will only enhance the return on investment. I urge the council to embrace this vision to be ambitious and to think about all the ways in which this could enhance our city along with the other priorities. Thank you. Thank you, Chris. The next public comment will be from Gregory followed by the field. Good morning, Mayor Rogers and members of the council. My name is Gregory Farron. I'm here today to ask you to put as one of your goals, the full and effective implementation of your ARPA funds and the county's ARPA funds over the next year. It's a roll out. It's this morning at 10 o'clock, our county ARPA last networking meeting will occur, and soon after the RFP will be released. This is a combination of your and county monies of upwards of $70 million that's going to some of it, a lot of it end up in Santa Rosa and end up benefiting Santa Rosa residents. It's not easy to be able to roll out that much money using needing a lot of facilities needing a lot of support. And I'm asking you to direct the city manager to do everything in your power to make Santa Rosa a full partner to any and all applicants who receive funding. I want to take a huge effort on the part of the city to accommodate and support all of the programs that are going to be funded and I want you to say that the city is a full partner in trying to make all of those programs effective. That's my hope that's my ask for your goal. Thank you. Thank you, Gregory. The next public comment will be from Cecil followed by Justin. Hi, can you hear me. Yes, we can. Thank you. Go ahead, Cecil. Sorry, it muted again. Good morning, Mayor council members, city staff. Today as a member of Santa Rosa together steering committee and basically speaking out and asking you to consider investing in social capital. Now that we have established seven city council districts, the city of Santa Rosa. Now that we have an open government report and the creation of an office of community engagement and an equity officer. The council should look towards incorporating neighborhoods as the basis for its community engagement efforts, referring to the city council resolution to eight one seven four. We will actively partner with the city's community engagement program efforts by assisting neighborhoods and other organizations to build civic capacity. So SRT is proposing as a top priority that the council adopt an ordinance to elevate the role of the community advisory board to become a council of neighborhoods. We recommend the city council through its open government task force implementation subcommittee to review the options to prepare this ordinance. Since the onset of COVID and the impact of the fires, the latest the concave fire, it has become apparent that community resilience can come from knowing our neighbors and improving our ability to work together. That's just a beginning, a well resourced network of neighborhoods would foster the capacity for residents and neighborhoods and districts to participate in authentic community input and decision making. The council of neighborhoods could serve as a reviewer and advisory to many public planning practices that determine the future of our city, such as the general plan, specific area plans, economic development plans, community improvement projects, public transportation projects disaster response from a scale that is either neighborhood district or citywide. So now is the time for Santa Rosa to develop social capital. Currently, in these tumultuous times our democracy demands more from us, our safety requires more planning and cooperation within our neighborhoods, and we could use the skills to make decisions together. Help us to mobilize individual and community talents and skills to become assets for our community for our city. Thank you. Thank you, Bill. The next public comment will be from Justin, followed by Herman. Justin, go ahead. Thank you. Can you hear me? Yeah. All right, thank you mayor and council members. I'm just dialing in to urge you as you set your goals for the coming year to prioritize the rapid installation of a low stress citywide bicycle network. I'm a father of four. I cycle myself as a commuter and for exercise, and there's no reason that any of us should be putting our lives on the line to opt for bicycles as transportation. Beyond that, investing in a bike infrastructure will help the city meet a lot of its stated commitments, including making Santa Rosa more equitable, reducing greenhouse gas emissions, reducing traffic injuries and deaths, and improving our climate resilience and economic vitality. So thank you very much. Again, my name is Justin Borton. Thank you, Justin. I'm just going to bring Herman's hand up any longer for public comment. Would you like me to go ahead and move through to the voice message public. Oh, there's Herman's hand. I will hit her. Herman, you are live to make your public comment. Please unmute and proceed. Good morning, city council members and Mayor Rogers staff and community members. This is Herman G Hernandez calling in I currently serve on the Sonoma County Board of Education, and a new resident of the city of Santa Rosa off of west third across the street from the beautiful place to play park where my puppy moose loves the dog park right across the street. Before I get to some of the things that I hope that the council focuses on I do want to give a huge thank you to a lot of your staff members. One of the things that I do is my day job is consulting and I work with the else on high school foundation and at the end of last month we had an amazing showing of different departments from your city, including chief west roping your fire department, chief Navarro and captain Isaacson from the police department, Deb Lane from your water department, Danielle, Garduno and your McQuevas from your department of community engagement. Adam Martinez from your transit team and I just really, really appreciated that the city of Santa Rosa showed up to our college and career week. I just want to thank our thoughtful guest speaking opportunities and participating in our career fair because that's really what community is all about, and a special thank you to your director of equity, Sakura shields for connecting our high school to a lot of your department leads that we did not have connections to, especially because of the pandemic but it was awesome to see and we hope we can continue that type of partnership. Okay, because I saw you guys are doing your goal setting and I have not been following the city council is closely lately but I do hope that you all accomplish or prioritize a few things. One of them is regarding the equity department. I think that the council and mayor and staff can really focus in on equity goals for your council and departments that are tracked and defined with some type of tool or success metrics. I think that's incredibly important, especially because so many different government agencies across our country now, but specifically in some accounting I really transitioning to this equity department and kind of developing the landscape. I think is making sure that this equity department and metrics are public and transparent. I think it's important that the community knows what's going on and what kind of progress that you've accomplished since you've established this equity department, and then also setting expectations for your staff that include policy and practice changes that increase the amount of people of color who are in leadership roles at your within your management but also people who are in leadership roles on your commission so thank you so much and also pay city council members full time. I think that's a huge step forward to making the city council more diverse and better represent our city. I really hope that you guys prioritize paying your city council members full time. Thank you so much and have a great day. Welcome to voicemail public comments received. Great. My name is Dorothy wiker spelled W E I C K er, and I'm calling to comment on the issue of the Santa Rosa southeast Greenway. This is a message for Mayor Rogers and the city council members. Thank you for the ongoing support you've given the southeast Greenway project is we've achieved important milestones, including the approval of a general plan amendment. Our and rezoning plan for the property in July 2019. This year, I'm rising to request your support in reaching another major milestone, completing the acquisition of the 57 acre southeast Greenway property from Caltrans. The Sonoma land trust and Southeast Greenway campaign have agreed to secure funding for the pre acquisition acquisition costs appraisal and purchase price of the 47 acres zoned as parkland to move forward city council must work with city staff to develop a plan for funding the acquisition of the 10 acres of Greenway property zoned for housing and mixed use. The acquisition of 57 acres southeast Greenway property will help the city of Santa Rosa fulfill its mission to provide high quality public services and cultivated vibrant resilient and livable city. Additionally, it will address several important city goals, including housing and affordable housing, economic resilience climate change. When develop the citizens of Santa Rosa will enjoy easy access to an urban open space for walking biking gardening recreation and spending time in a beautiful outdoor setting. Let's bring the city's goal of planning and implementation of the Southeast Greenway to the forefront in in the year 2020 2022 and 2023. Thank you for your consideration. Hello, my name is Greg Dameron and I'm commenting on agenda item seven goals and strategies for the February 24 goal setting session. I was born and grew up in Santa Rosa and went to Santa Rosa High School in 2014. I have the privilege of working with the late Vince Harper at cat at cat Sonoma with dig youth doing tobacco inventory surveys in Santa Rosa neighborhoods. It was then that new products called each cigarettes are starting to show up in stores. It's very instrumental and instilling me the importance of attentiveness of looking at differences between our Santa Rosa neighbors and paying attention to where tobacco retailing establishments proliferated and where they were absent. Fast forward eight years later in a smoke and smoke and vape shops have popped up all over Santa Rosa and especially downtown area. As part to the influence of Vince Harper, I went further in my career in public health to specialize in tobacco prevention and volunteer for local commercial tobacco prevention efforts. Since those years when vapes were just appearing in our local stores at teen vaping epidemic occurred. Now mom and pop corner stores have turned into mini vape outlets with plexiglass power walls of fruit mint and dessert flavored vapes with high dosage nicotine. This is commonplace right now there's a there is more regulatory control over fresh produce like bananas than there is for banana flavored bakes and Santa Rosa stores. We urgently needed tobacco retail license ordinance. We need to regulate the number of retailers but a cap on them and stop stores from setting up near schools like the one near Wighted Elementary in Lincoln Valley where I live. Please adopt the TRL. It's fee based self supporting and evidence based to lower teen initiation to nicotine. Thank you mayor Rogers and the center of the city council. Please enact an ordinance and a special request for the teams on our coalition of submitted public comment. It would be nice for at least to have them acknowledged in some ways so that they know that their efforts are being heard. Thank you. Mayor Rogers and the center of the city council. My name is Samuel Dameron. I'm commenting on agenda items seven goals and strategies for center of the goal setting session. I'm 19 center as a resident and member of the tobacco free Sonoma County Community Coalition. I participated in last year's center of this forward forum. To talk about my concerns for my peers and the team vaping epidemic. One reason we have an epidemic is vape and smoke shops keep popping up all over our city without an ordinance. How many more of our neighborhoods and use sensitive areas are going to be intruded upon by smoke and vape shops. Too many teams and buying flavored e-cigarette are buying flavored e-cigarette and other commercial tobacco products from these stores. It is time to add to Santa Rosa's goals for 2022 to catch up with the county of Sonoma, Sonoma, Windsor and the cities of Healdsburg. Sonoma, basketball, and Sonoma enacting a tobacco retail license ordinance. The immediate and long-term health of Santa Rosa's youth depends on this. Thank you. Hi, this is for the goal setting meeting for February 24. And my name is Caroline Ben-Rollos. Good morning, Mayor Rogers, Vice Mayor Alvarez, and council members. My name is Caroline Ben-Rollos and I am speaking on behalf of both Santa Rosa Together and the Sonoma County Latino Democratic Club. Both groups would like to advocate for two things. An independent police auditor and a civilian review board. As the former chair of the task force that brought the county, Isle Arrow, the independent office of law enforcement review and outreach, I want to remind the council that in 2015, the Cali Task Force has shared our final report with the city council, particularly in regards to an independent police auditor. An independent police auditor will provide accessible, safe, impartial, and responsive intake systems for complaints regarding the Santa Rosa Police Department and to ensure accountability, fairness, transparency, and trust in the complaint system. Also, if later established, to support and staff a civilian review board that monitors the work of the police auditor, reviews complaints and provides policy recommendations to the SRPD and city council. This position should not be located in the offices of the police department. To assure independence, the position could be appointed for a specific term of office by the city council with termination only for a specific cause by a supermajority of the council. We ask that this position be included in the city charter to fully assure it is continued and fully operational. A civilian review board would demonstrate how policing practices can promote effective crime reductions while building public trust and examine how to foster strong collaborative relationships between law enforcement and the communities they protect while providing transparency and accountability. A civilian review board would go a long way in building trust with the community. Santa Rosa can achieve policing that is responsive to community standards, values, and needs. We can work together to strengthen the bridge between our diverse communities and law enforcement, increase communication, and assure the civil rights are protected. Thus, we strongly encourage the establishment of a civilian review board to be a highly ranked priority for the council's goals for the year and refer to the Public Safety Subcommittee for further research and development. We know that the council has worked to address the relationship between law enforcement and the community. The new in-sponsed mental health support team, for example, is a huge step toward this goal. More needs to be done, however. These two recommendations, if achieved with the fulfillment of the community and stakeholders who care deeply about this issue, this will continue to move our city in the right direction. Thank you so much. Pamela Granger, speaking to the meeting on goal setting. Good morning. I speak today on behalf of the Tobacco Free Sonoma County Coalition in requesting that you add a tobacco retail license ordinance, or TRL for short, as a priority during your goal setting session. At the very least, the TRL would charge an annual fee covering the cost of administration and ongoing compliance checks to Santa Rosa retailers who choose to continue selling their deadly products in this, the largest city in the county. This is not a new request. We've made the same plea to this and former Santa Rosa City Councils, just before I retired from the American Lung Association in 2015. Why is it so important? Because the best way to reduce disease and death from tobacco use is to keep kids from starting in the first place. What's changed in Santa Rosa is the quantity of tobacco retailers. How many have located next to youth-sensitive locations? The emergence of electronic smoking devices, also known as vapes, and the resulting exponential increase in kid-friendly flavored tobacco-lid-in products. Did you know that in Sonoma County, nearly one in five teens are vaping and close to one in four teens are using at least one tobacco product, becoming the next generation addicted to tobacco? The recently updated portrait of Sonoma calls attention to health disparities, but not changed. If anything, COVID-19 has widened the gap. That report calls on us to redouble our tobacco control efforts. In addition to tobacco-related death and disease, smoking and vaping also increased the risk of the most severe impacts of COVID-19, making ending tobacco use more important than ever. Much like COVID-19 has disproportionate impact on certain communities, especially communities of color, so does tobacco use. Mental cigarettes remain a key vector for tobacco-related disease and death in the black community, and mental cigarette use is also elevated amongst LGBTQ Americans, pregnant women, and persons with lower incomes. Santa Rosa, with more tobacco retailers than the entire rest of the county combined, is now getting in the way of those cities and the county who have said no to big tobacco and big vape by passing tobacco retail licenses with flavored tobacco bans. Tobacco-free Sonoma County has extensive information, model ordinances, and the enthusiasm needed to assist you in improving the health of the Santa Rosa community. All we need is your support. Thank you. Mayor, that concludes public comment received in advance. Great. Thank you so much for participating, everybody. We'll go ahead and close public comment. I'm going to turn it over to Nancy, and we're going to go ahead and get an overview of our agenda. Thank you. All right, good morning. Thank you, Mayor Rogers, Vice Mayor Alvarez, members of council. It's nice to be here on Nancy Hedrick. And we have quite a full day laid out for you today. I think it's going to be engaging. And I'm really hopeful they will end the day together later this afternoon with some real clear direction, clear objectives that then can help to inform the city manager and staff as they're preparing budgets and the work plan for the coming year. So we have quite a, quite a day planned today as a goal setting. My name is Nancy Hedrick. I work for management partners, and I'm my associate here. Ashley Garcia is going to be helping me as we work through the agenda and listen and take notes on the discussions that transpire. As you can see, we're set up in a workshop format, right? So far more informal than a traditional council meeting. But this is a chance to talk about things, talk about those big issues, talk about what success looks like, what you want to achieve. Also, thank you to the members of the public who have joined us today and who joined us virtually to share thoughts and ideas. All right, so let's go ahead and take a look at what our objectives are for today. Just kind of do some housekeeping, get ourselves set up successfully for the day. So really there are three key objectives. First of all, we want to take a look at and really affirm the city's mission, vision and values for values. And then at one time this morning, reflecting on those and making sure that they still resonate, that they still connect with them, and that they reflect what's most important from the city's perspective. The real meat of the afternoon and the big thrust of the day obviously is establishing council goals for the coming year, and really having a thoughtful discussion around the strategies that you want to pursue as you're working for those goals. And find what those means, what those mean will have discussions about what success looks like, and I think we'll have quite an engaged afternoon doing that. As we wind down our afternoon, we really want to make sure we leave time to talk about what will help together working together in terms of updates to council and support to staff to make sure that you're able to achieve those goals that you've laid out so we're going to allocate some time to kind of use that as our wrap up today to really get specific about that. So that's our flow, our objectives of the day. We've set up some ground rules on the next slide please. Just to remind us and to help us to facilitate the workshop in a productive way that allows for open conversation for differences of opinion and a productive day. So I would ask everybody to listen to each person's point of view respects differences. There's value in that debate and discussion as we come to some resolution. Assume good intent. Everybody in this room is here for the city and the residents of Santa Rosa. And so keep that in mind everybody is bringing their voice to the table and assume, assume good intent. Speak up if we need a course correction if it looks like we're getting stuck on something that really maybe needs more time another day, or we need a break. Please let me let me know as your facilitator I'm here to help guide your day and make sure that it's productive. And then we're keeping the energy up. So if we need a course correction, please speak up. We're focusing for where there's areas of consensus, particularly as we're establishing council goals this afternoon. So look for those opportunities to find the intersections where you have common ground. And let's do our best to stay focused on the task at hand, which is really to identify and establish your goals for the next year. Sound good. Everybody thumbs up. All right, awesome. Okay, we also use a nice little tool called the bike rack. We have heard of this before we have it written over here. Sometimes there are topics that emerge over the course of the day that really want more time and energy. We don't want to lose those ideas and those topics, but we want to make sure we can keep to our, our agenda so we can get through everything and not leave things hanging will record them on the bike rack that will be a part of our final report that comes back to you. So that's what we're doing during the results of the day. So you'll have a way to revisit that in the future. You can mention I think that's a bike rack item Nancy or Ashley can you write that down or feel free to write it up yourself and so, you know, that's our tool helps us with time management so that's the bike rack. So that's the agenda of the day, which sort of mirrors as you might imagine the objectives we're going to start off with hearing from your new city manager, some opening comments and observations I'll turn it to her in just one moment. We are going to take some time to look back over the past year and reflect on the accomplishments that have been achieved over the last year so Jason is going to help us to introduce that a little bit and leave that they'll ask for councils, thoughts and ideas if there are other people who want to recognize or make note of. So we'll go through those accomplishments. Then we're going to shift gears and we're going to kind of zoom out to the mission vision and values of the organization. You have a mission statement, you have a vision statement we're going to look at those and and you know just kind of reaffirm them, or decide if you need for some change. We'll spend a little bit more time on organizational values. I had an opportunity to meet with Mayor and members of council in advance of this session and we had some topics and great discussions around the importance of strong core values and how they underwrite everything that you do here at the city. So we want to spend some time talking about those values and what they look like in practice and how do you elevate them and integrate them into all that you do. So we'll spend time later this morning in groups that's why you're in table groups you're going to talk to each other to do that. We will then break for lunch, assuming our role and our timing is working properly we're going to cross our fingers. And then this afternoon we're going to talk about goals and strategies so we're going to look at the goals, the themes that I heard during the council interviews. And we've got some ideas to sort of start the conversation around potential goals for the coming year, or even the next couple of years and ways to do that so that's what we're going to spend time this afternoon. And as I mentioned then we're going to wrap up with how do we work together to get there. And so we'll wrap up there, and then we'll call it a day and I don't know. I'm going to take a glass of wine, but whatever you want to do. At the end of the day. All right, we've got some people in. All right, so that's our agenda for today I'm hopeful there are no surprises this is what you're expecting. But I am excited to be here and happy to facilitate the conversations with you today so thanks so much. I'm going to turn it over to Americans you just open the comments. So thank you Nancy and good morning mayor and members of council. I first want to thank everybody for being here today, and I especially want to thank team Santa Rosa team Santa Rosa continues to deliver exceptional level customer service, despite the circumstances. For more than four years, there have been ongoing disasters, and you're constantly being asked to remain staff fast and be resilient. And for better team. We are now at a turning point, progressing towards a full recovery. Finances are stable, but we cannot lose sight of our tier one priority, which is physical sustainability. For the last several weeks, I spent a good part of my time meeting with the men and women who keep this city moving forward. And with his limited, and we cannot continue to gloss over the mental health of our team. Moving into today's discussion, we must begin to balance core services operational lives and one time funding and using innovation to drive a philosophy of high performance. Today we must be intentional and deliberate and setting our goals and expectations. We continue to provide quality, efficient and equitable services, engage the community, support environmental sustainability, create housing for all, and provide a safe community where all want to live and raise a family in the city of Santa Rosa. How do we get to yes. How do we build an economic resilient community for all. Today's discussion should begin with the framework that allows us to understand the physical side of the house, and then defining our mission, vision and values, defining priorities and objectives, and then aligning those strategies with metrics for deployment and performance excellence. We must, and we have to get back to the basics. Director Berk, Chief Navarro, director passenger, assistant city manager nut, communications coordinator Elise. I'm going to say assistant city manager Hartman right now. Chief Navarro, I said, sorry, Chief Westrup, director Reeves, city clerk Williams, chief financial officer Alton, city attorney. Gallagher. Thank you for a job well done, because this can't move forward without you and your team. So again, I want to thank everyone for being here today, as we continue to disrupt to discuss strategies on how we move Santa Rosa forward. Thank you. All right terrific all right we're going to start off with something that is a little engaging kind of fun and we're going to hope that technology works to our advantage and make sure it works right. Sometimes it's a hit, sometimes it's a miss but I'm going to turn it over to Ashley to give us some guidance on doing a little warm up activity. Thank you Nancy. So I was, I'll admit I was sweating a little bit because, excuse me, our website for our feedback tool was down this morning, but it's back up so I'm really glad. So we would like for all of the city council and city staff to please take out your mobile device that can be either your smartphone or your tablet that's sitting in front of you. And if you would please type into your web browser mentee M E N T I dot com. It'll bring you up to this site to enter a code and the code that you'll enter to access our question is 90315415 that's up here on the screen. And that'll take you to a question that we're going to post you all this morning, which is, what does high performing organization mean to you, and how the opportunity to type in your response and then we'll be able to show you what the council and city staff feel about the answer to that question. It looks like we're having a little trouble with the add in. Oh, there it goes. Sometimes it takes a moment to think, and then it is. Okay. Okay, let me see if I can fix it from my laptop just one moment. And if not, we'll pivot and do raise hands and write it up on the flip charts. Hold, as an interlude this is probably because they had to reset their website and so we set this up before that. And so this is a much better technology problem than you might recall some of you have experienced last year. Right where we had to relocate we're not relocating today. This is just a temporary change. So let's just give a sec to see if actually can get a new code for this. And if not, we're going old school, nothing wrong with that right. All right, the web server is down again. Okay, so here's what we're going to do. You're all of you know little table groups, right. So you saw the question the question is, what does high performing organization mean to you. And so at your tables I'd like you to take a moment and then share with your colleagues at the table, what that means to you. Okay, so we'll just take five minutes or so to kind of share those thoughts and then I'll ask for volunteer from each of the five groups to share the themes that you merged that work okay. All right. About 20 seconds left. All right, everyone. Thank you for that thoughtful discussion. We will bring it back to the main group and here from all the tables of what you came up with. We start with this group here in the front. We will now report out some of the themes that you discussed to staff capacity. Identifying the revisiting the goals and the priorities of those goals. I'm sure that they are still in line with with environment and our current staffing levels, having a long term. I mean, long term plans. It will change every two years that that challenges continuity, and it can increase the number of ideas that come forward, but it's important to communicate with council members and understand some of those. We have to see the expectations of the community, which seemed to be very high at times, and getting them to understand it well and work with us. When we have to say, This is possible. This is not based on this reason, and we have to cool our jets. We wouldn't have to cool our jets and look at really what is accomplished, but what we can accomplish, especially when dealing with tragic. I haven't had a little shorter shot. Great. Thank you. Okay, we'll go to this table and back. A well defined organizational structure that includes the session planning. It's important that it's valued and knows their value, having access to resources for mental health. And finally providing customers. Great. Thank you so much. Mission operation, the community, and kind of generally moving away from the emergency mentality with strategic mentality. The goal would be to analyze the problem, take decisive action with the goal of service delivery to the community to be more specific. Some of the rest of the discussion was around high performing organizations, don't just meet basic expectation, they actually exceed minimum expectation. And they have a tendency to be thoughtful proactive versus reactive. They do not contain silos, and they have an organization which is moving in the same direction. And I think one of the other notes that was important is that we can't be crippled by being an institution of government, we have to focus on our goals and objectives and be willing to take action to be considered a high performing organization. Excellent. Thank you so much. We'll shift over to this group. Kind of settled on some of the same things that we've heard before, but just briefly. You know, the goal would be to be a strategic and proactive in our views, but also to be adaptable to react to immediate issues to pop up to be collaborative. And I think that would be a good high job satisfaction, basically be a good place to work. And to have clarity of direction, so we're all kind of moving in the same direction. That seems to be one that's coming up frequently, and hopefully we'll establish that today. And up front, last group. One of our team members, I think, really summed it up what we thought was the best way to put it overall, which was meeting the needs of the community before they need it. And that includes proactive government to leverage team member skills, different people have different skillsets and strengths and so leveraging those strengths and individuals through collaboration, removing silos, talking about from other groups, and ultimately having the greatest impact. Great. So we've heard removing silos several times and shifting from reactive to proactive as well. So it's good to see that there's some commonality amongst the group already in a great way to start off the day. Well, and we already have practiced adaptability to so we've already worked on that today. That's great. Okay, so let's pull up the slide deck again and I'm going to hand it over to Alan to do just a quick update on the financial outlook to give us sort of that leveling bit of information Alan you want to take that. So what we have here is just the basic status of our general fund reserves and, and I showed this last week's council meeting. In general, what we can find from it is that there's a lot of positives with this that we are, we've met our council policy for our reserve amount. So that's a great positive by we haven't been able to say that. So to be able to say hours is nice. And I think what it, what it allows for is for us to do some of the things that we talked about your speed, strategic and proactive, when it comes to developing our our fiscal side of the house going forward. We have done a lot of that already and we are still doing that in terms of putting money into the community. From one time funds that we would have been in the focus really taking those one time funds to be able to develop and complete one time projects that help our community cover that help our community going forward. We are able to hopefully go through a period where we can reach an ultimate goal of having a balanced general fund budget going forward, and still have money that comes in with as we develop a surplus to be able to use those into the one time projects, but to overall come up with the goal of having a balanced budget going forward, and we are very much happy to be able to do that. All right, any questions before we move on trying to give us a little bit of context review thank you. Okay, so let's go to the next slide and just a minute. Yeah, why don't you come on up. Well he does that. I think you should have received a handout packet that on accomplishments that you might take us. Thank you, Jason. Good morning, Jason is not going to assistant city manager and I'm going to walk you through some of our accomplishments. You've got that handout it's a seven page handout which talks about accomplishment specific to departments that they're reporting on, and they're reporting on specific accomplishments associated with some of the policy and priorities that Council established during last fiscal year. And so that's how this is up there's a ton more accomplishments that we've had through the course of the year, and these are just some of the highlights, and I'm going to go one step further and say, you've got seven pages. So we're going to spend and walk through every single one of those I'm going to take a few of them that that resonated for me, I may pause at some point and ask the carbon heads to chime in, and if I may have missed one that they found was particularly important and valuable so let's go ahead and start working our way through this. In terms of community engagement that community that team has come forward and completed their community empowerment plan. They've done a presentation declaring racism, a public health and human crisis. And they've done the completion of community surveys listening sessions regarding sideshow activity, and I got the luxury of participating in some of those and I thought they were very well done, and really ended up with a good outcome. That's transportation and public works city bus implemented the you are free unlimited past program for K through 12 students and, and I think they, if they haven't yet provided you with updates on how that's coming they will be shortly it's been very successful. They also are in the process of purchasing sing the first four battery electric buses, and they are working toward a 100% electric vehicle program in the future. You'll also see a shared mobility device ordinance coming to council in April. And then, early in the year you passed the zero waste foodware ordinance, and that was a big, a big change for us and how we're going to implement some of our climate action components. We developed last night we prepared and council approved an expenditure plan for how we're going to invest $59 million of outside funding in an effort to record to restore our communities that were damaged by the tubs fire. And we were successful at receiving $12 million reactive transportation program and additional $3.4 million recently through MTC with council member Fleming support to push the bike and pet over crossing forward into a state of final design. On the waterfront, they were able to adopt a four year rate schedule for water and wastewater, and they successfully worked with the north coast regional water quality control board to get the NPD s permit adjusted. That was a huge, huge win for centers of water and for the city was a major change in policy. That's allowing them a little more certainty moving forward in how we're doing our discharge and management and monitoring. From a planning and economic development standpoint I'm going to ask Claire to provide the most current numbers because I think what you've got in the, what you've got on the sheet is not quite accurate at the moment and so Claire could you give us the most recent housing numbers. Great. Thank you for that. Yes, we were still counting numbers as we were putting this together so I'm happy to give an update on where we are at. So we're first with housing production in terms of our fire refill. Since the 2017 fires. As you know we lost 3000 housing units. We are at 80% completed. So that's 2085 have been completed on the glass fire 2020 we did lose 34 housing units we have 12 under construction so this is phenomenal. I'm reporting it out as director of planning and economic development cannot be done in a silo we use water and fire and transportation public works to get this done so really proud of the rebuild. In addition, we have done phenomenal on housing production. I would also say that we have issued 1277 units in 2021. Just to put that in perspective that's twice what we issued last year and almost three times what we issued the year before so again, phenomenal job considering we're still fighting fires, we're in a pandemic coming and we have a lot of the same staff that we have across the table so phenomenal job. And so my thanks go across not just head but you know the entire plan. Thanks for that update Claire, I think those numbers are pretty outstanding and they definitely show. Yes, Mayor clarification Claire the 1277 that have been completed and ready to be occupied. Those are issued. So 2021 is our building permits issued so they're either under construction or pending. We have completed 500 housing units in 2021. Great, thank you. Thanks for clarification Mayor. Also in planning and economic development they completed the multi jurisdictional hazard mitigation plan adoption as well as a density bonus update. And there are many other items that you'll see listed there on the economic development front. There's a they completed a childcare support program which included 1 million resiliency grants funding 180 providers serving 6000 children it's pretty astounding and a great accomplishment. And on the housing art front of expanded their presence and awarded commissions for a number of murals and advanced and advanced the human sculpture which they've made some additional adjustments on in the recent days. On the housing community services front. You just recently awarded meaning on Tuesday night their scope and services not only for Sam Jones hall support but also other services relating to our homeless strategic plan. And I think there's a lot of excitement among the team on how we're going to proceed with those new awards. In addition, the housing authority awarded the $9.3 million in loans to four projects that's the Bennett Valley apartments, the Mahonia Glenn project. Hopefully I got that right. And Burbank Avenue apartments and then the herds veterans village. It's pretty great to start to see those investments work their way into our community in an effort to try to advance our affordable housing projects for our community. In addition, they are working with the CDBG disaster recovery program to issue awards for three additional projects meaning 3575 Minasino Avenue which was the former journey's end. Caritas homes phase one and the Linda tuna senior apartments and getting those funds they were received from housing and urban development of the US government and getting those into our community with projects that are helping us rebuild is just this just an outstanding progress. In addition, housing, housing authority awarded 131 emergency housing grant vouchers and 61 project based vouchers. Again, it's, it's an increase over prior years there's a lot of hard work being done with that team. On the human resource front on March 15, you will hear an update from the seed collaborative. This is that initiative that's been going on throughout the course of the year. We're continuing to get bits and pieces and updates along the way and we're very excited to see some of that hard work come to culmination on and we'll hear quite a bit about that on March 15. We completed negotiations with all of our units, and there's only one pending we're continuing to work with that particular unit as we move forward but we're very excited about that. I will just take a little bit of liberty here and say on behalf of staff we're very excited counsel that you made the decision to appoint marquisha to be our new city manager in talking with staff staff very excited to be able to be under her leadership, and you are allowing her to make specific and strategic organizational changes to help do a lot of those things that we just talked about and what creates that healthy organization about reestablishing departments, re putting putting folks back in strategic positions so that we can continue to move forward with a healthy organization so I just, since that was on here I wanted to make sure that I added a little bit of commentary there if you would. On the police front. In response is underway. We're hearing great feedback on in response and I'm sure Ray would love to be able to talk more about that. Maybe we'll give him the chance maybe not but in response is doing a fantastic job we're excited to see that as the key initiative from this last year that is now in place and operating. I wanted to award and appoint an independent police auditor this year that is in process and we're happy to be able to comply with community wishes to try to get that position re established, and that is now within the city manager's office and actively working. I also identified the early adoption of the ripped up procedures, and that that was a good component for us, and then the police's commitment on the 30 30 campaign trying to increase their percentage of women in the organization by 2030 to 30%. Those are things that stood out for me as I was looking at our accomplishments. I want to give an opportunity very quickly, very quickly and briefly, we are not going to revisit August sorry. If there's any departments that have a particular accomplishment that I may have overlooked or not specifically identified now would be a great time to to bring that forward. Chief Westrow. Thanks Jason. Excuse me, and looking at the list somehow in terms of Claire Claire, there's no fire representation on the accomplishments but we were working this year, trust me. One of our key accomplishments that I just want to go over a quick is, first of all the implementation of vegetation management program. As we all know. Sorry, I haven't talked about this morning. Council dedicated $5.25 million to vegetation management program that lasts for five years five year funding program. What we've done is our teams done a great job of applying for grants and essentially we've doubled that money and that amount of time so we had to come back to council and ask for some grant match fund grant match funding which was awarded at $1.25 million. And that funding mechanism for that obviously when it goes back to for reallocation so there is quality and quantitative work going on vegetation management realm we're very excited about it and there's a lot of work that's going to be accomplished here. And that really is the council's dedication of $2.75 million to the wildland response resiliency strategic planners we call move 2.0. It's essentially reformatting the way that we provide service to the community in the sense of vegetation management and vegetation fire response. So we purchased additional fire engines with that we've purchased additional personal protective equipment we're looking at legislative changes. So it's really without adding people or stations how we can be better at the wildland realm. So, we've already started that we received the first wildland fire engine as you've all have seen the other one is somewhere between Florida and here it should be here in the next couple weeks hopefully. So it's being shipped that we're currently speccing out two additional type six engines which are the smaller fire engines that the water tender so it's really exciting for the fire department is really put a big boost into our crews as far as seeing the commitment that we've seen that indication that we really had to ship the paradigm of being a very good urban fire department being a very good rural part of our department at the same time. Last but not least is the implementation of our recruitment at first strategic plan and working with the C CLAB to improve that we're really making great strides there we're already starting to see results. For a reminder it's an upstream upstream investment in the community to essentially educated community in the park community are better jobs are available on how to get into the public sector, and then to guide them through the process of mentorship explore as it was announced by city manager Smith on Tuesday women fire service day or women of public safety day will be parks fifth training facility, which is right next door here at 2126 West college so that's going to be an annual event to turn into a by annual event twice a year whatever that translates to I can remember but so we're really excited to really make good progress thanks for him for his comments to that's what we want to be engaged in. So thank you very much. Thank you. Miss Gallagher. Thanks I just wanted to mention for the city clerk and see attorneys office, three items that we've worked on this past year. We have an implementation of government ordinance that has been quite an effort and is still ongoing community engagement has also been very involved in that effort. And then the two that are ongoing is the redistricting process. We are hearing the final maps for that next few weeks. And then there's charter review, charter review, charter review committee has started this work back in November, and it's about halfway through the process and we give them report to Council, and about a month and a half. So, but again, a lot of work, both on the part of our office and the part. So thanks very much. Thank you for the piggyback suit. Thank you for adding notes, but everything that is on the sheet has an arm to the city attorney's office and the clerk's office so we can't put the specific accomplishments on here, you know, we can't do resolutions and ordinances without that department so everything has a direct effect to our city attorney's office and our clerk's office. So thank you for pointing that out. Miss Harman. I'm not sure how I missed adding it but short term rental ordinance that need to be added and that did involve quite a few people in this room, and a lot of other professional staff to put that together. And then, didn't mention I don't think but the general plan update the visioning phase which is a massive phase and very difficult under the circumstances. And then to the alternative states will have quite a bit of engagement and less than person engagement so we're looking forward to the next six months in that stage, but that is also an all hands on deck, and probably we're going to support the documents that city. So we'll just say as you can hear that not only do you have the seven pages of document and accomplishments here but there's a lot of other things that occurred at each of the departments that may not have been reflected clearly on this and, and we're just appreciative of each of the departments for going through and really focusing in on the council priorities of the last year and what we've been able to do during that time so thank you all for the back over Nancy. Fantastic congratulations to everybody. Oh, that's it. Well then, I heard a lot of cross department of collaboration, which we just talked about in high performing organizations and the importance of that. In addition to the community touch right and so engaging came up on a lot of those accomplishments. So I want to ask now counsel in particular, these questions, you know, any surprises, anything missing, and really what stood out to you from that that overview of accomplishments and don't feel obligated but this is your chance to share anything that you're particularly proud as well, Mayor. And see I was actually just making a side joke to the city manager that what's also not reflected on here is some of the projects that city staff engages on that we don't get credit for or haven't yet come to fruition. So big one that that comes to mind is water demand offset fee, which staff spent a lot of time on. It's the move of the county to downtown, which took a lot of time for our parking resources and our other staff that have been engaged on that that hasn't come to fruition yet. And then, in particular, and I'll give a shout out to Jason's crew purchasing equipment that's going to make us more efficient in our delivery model, long term on some of our priorities. So for example, he was telling me about some of the changes that they've made and how they address road repairs that is going to allow them to use the same amount of staff to deliver more asphalt and actually repair roads faster, or the same resources that they have. None of that gets captured in this. And I know that staff spent a lot of time, not just with the actual implementation, but reaching out to their colleagues and other cities, going to conferences to figure out what are the best practices, how can they bring that information back. And so, not not accomplished or not on the accomplishment list but definitely leads to a better city, ultimately. So I think we have a lot of underscoring that the core services right some of those are just the work we do, but there's a lot that goes into that, and thinking about the best ways to deliver services really it's important to acknowledge. Thank you. It's the water demand offset fee, which Council will see again at some point. I think it was done last year by staff meeting with the community going through the Board of Public Utilities. It was a very big undertaking for staff in particular. And so it should be on the list. Thank you. And as he's pointed out just a reminder that we have people that are listening remotely so make sure you come in and echo into your head, talking into the mic. So it's not really surprised or sometimes stood out or even anything that's missing, but something that I'm very proud of is how Council has been able to cooperate cohesively, and really just focus on the goals and, and working hard to find a yes. I think I'm very proud of that as being part of the council. Thank you. Yes. For me one of the big things that both staff and Council has done is basically spent money, but prioritizing it so if you look at the ARPA funds the CARES Act PG need dollars and the homeless arena HAP mentioned the emergency housing vouchers, and a lot of in depth recommendations from staff and then Council had to make those decisions, but I think we're very strategic in the use of those dollars, but that didn't happen. Okay, just make a decision, a lot of in depth work from a lot of staff that we should call out. I really very appreciative of the information that was presented to Council so that we can make the best investment of the dollar. Thank you for that sometimes it's hard I mean it sounds funny but sometimes it's hard to spend money right particularly when you've been in a deficit vote for some time so thank you for that. Thank you so much. Much microphone. Perfect. Okay, so a couple of things that will one one thing that stood out to me that we really do well and that doesn't get much air time is our legislative advocacy. I think it's done to change radio. A lot of times we have to tell our constituents, or we get told as Council members will we can't do this for this reason or that reason that's really out of our control and to that we do take an active role and staff works really hard and I know the mayor works really hard with our, our inner guy person, Scott Alonzo. I don't see him here today but I'm sure he would have a laundry list of accomplishments in this last year and we continue to see that reflected in our influence and statewide policy which not only benefits us but many other jurisdictions across California and I think that we need to be really proud of as a, as an organization. And then there's this other piece here where it's not it started before I got on Council but it's really increased over the last few years that I've been here which is more and more are our organization is taking on social service responsibilities that have typically only been provided by the county side of our fire and police safety responses to urgent and emergent situations and so to that end to hear about in response and childcare services, but also what wasn't noted today or maybe I missed it when I stepped out was, you know, how much work we do on homeless services, and how much coordination that takes and that's largely, you know, been done by Kelly Tykendall and her staff and, and Tom Schwedhelm and just unwavering dedication to that cause. And then finally, the, not not finally I'm going to go about 90 more seconds, the diversity equity and inclusion work that now, when I hear our department heads talk about it it's not like, oh my gosh we're doing this it's like just kind of part of the report out. And, you know, two years ago three years ago that wasn't really just a thing that we just accepted as part of our mission. And so huge appreciation all of your work in this, whether it's you know women and safety or the 2030. It doesn't go unnoticed. And I hope that we get to a point where we don't have to do it and just part of the culture of civic employment that that reflects the community that we serve. The last thing I wanted to say is, we hired a new city manager, we got a new council member, we've had a number of individuals turn over and be replaced by really high level people at apartment heads. And I'm sure that many of you within your organization within your shops within our organization have had to to do all of this kind of work of replacing people as we dealt with the great resignation. And I think that our organization has been very nimble, and very effective in managing the historic overturning personnel. So thank you to all of the work that we do in HR, and across the organization and if I do say so myself, we did a great job, hiring a city manager and getting a new council member. Thank you. Terrific. Council Member Rogers. I would just say that last year was the first year that we were all in district. And I felt that coming into that people had a hard time thinking that the council members were not going to be able to continue to put the city first. I did not feel that at all. I felt that the council as a whole were able to continue to put the city first. And so to me that was a huge accomplishment for us to be able to represent our district, but still put the city first. So we accomplished and we provided funds to projects that ultimately help the city grow as a city and not just look out for our district. Did we advocate for things that we wanted and needed within our district. Yes, because that is what we are there for. Who knows your district better than you. That's why I think that we have district, but we were also able to look outside of what our needs are within our district and look at the needs that are within the city as a whole. So, I mean, that is a huge accomplishment in one year down for me and I look forward to serving the city of Santa Rosa for many more years to come. So thank you so much. Wonderful. I'm not going to put you on the spot but I will ask Council Member McDonald if you have any observations or comments you'd like to share. Sure. Well, I appreciate Council being willing to spend money, something I'm pretty good at. Yes, my husband. So I really appreciate actually the warm welcome from all of staff. And I agree with the comments made the presentations that are done for Council for decision making are incredible. I've worked in lots of organizations and the hardest thing to do as a decision maker is to make it without all the data that goes behind it. So you really are to be able to go out into the community and talk about the reasons why we're approving something. You give us those details but you make it understandable not only for us Council members and me in particular who's new, but also our community members so I do really want to thank all of the staff that provide that. I know there's got to be hours and hours that go into the research and data. And so you've made my job much easier as a planning Council Member. Thank you for everyone who continuously is allowing me to ask questions. I tend to do that a lot. I appreciate all of that as well as Council be willing to allow me to continuously ask questions and not make me feel bad. So I appreciate that as well. And for me, just the reflection was not only helpful to know what City Council has been working on as well as staff over the last year but it's also to see, you know, do we have some things we can improve on it and I would say, if we look at everything we're done, we're probably not aware of everything we're working on like the homeless services it's and so I just appreciate being more brought up to speed on all of these things and look forward to outreaching it to our community to get their feedback and really share the excellent example report that all of you have done the last few years in many ways crisis. So I'm really honored to join the team. Thank you very well very much. Okay, right before we have a break I wanted to just take a moment we're not going to spend it's been the slide deck back up if we can. Thanks. I wanted to just take a moment at your tables to sort of reflect on these two questions now we've sort of discussed a little bit this in terms of aspirationally what is a high performing organization look like. And then just to kind of button this up here, talk at your tables. And we'll take, I'll kind of give you take the pulse of the room but you imagine 510 minutes for discussion, we'll do a short report out and then I promise you we will take a break. So I'm good. Okay, so the questions are here what contributes to our success as a group, and what gets in our way. Okay, let's bring it back to the large group. I always hate when I have to be the one that cuts off good conversations. But I know we want to share, share the outcomes of what you've been talking about, and we'll take some notes up here so we're going to start off with the question and we'll ask around the room. The question about what contributes to our success. We'll come back to the other question let's start there. And I guess I will ask for a table volunteer table group volunteer I won't just keep going around circles. Okay, I also love it when people are nominated so think about who you want to nominate. All right, clarity, period point exclamation mark right then, but then also to that point, we talked about the shiny object syndrome. And how that keeps us from actually saying having clear goals and having clear objectives, because we bring something to council or the council is they're doing with their, they're meeting with their community members right, and they're coming back and they're asking staff or asking myself so where are we with this. How can we get here, or this is this is something that I'm thinking that you know we need to bring to the full body. So those shiny objects, keep us from actually, you know, meeting our end goal, not that they don't need, not that we don't need to do it. But what's the, what's the order of priority that we put that shiny object in, in order for us to move forward. And then how across the organization, when that initiative comes to me, how are we meeting economies of scale. So we've brought up one item that was in the public comment. Very good, very good initiative right. Well, is someone actually working on this well we can actually pivot you don't actually have to stop what you're doing, but it actually fits into the initiative that you're working on now. And as it gets the clarity, if we get to greater reporting and report out, then council actually has an opportunity to come back and say, Alright, this is what we're accomplished, what we've accomplished. This is where we're at. Now, how can we fold this in. So, you know, all of that kind of kind of folds into that. Okay, and we'll come back to that circle that reporting and communication circle that's an important part of it, and even, you know, naming the shiny object as a shiny object, and how do you integrate that right and so you don't lose that focus. Thank you. All right, let's, let's ask another group then what contributes to success. Yes, Chief. So, our group talked about a couple different things and a lot of it was communication space but one of the things we talked about is this is one of the strongest and most engaged councils that that we've seen as staff and so to be able to make those phone calls and be able to work with council very directly. At least from a staff standpoint is, is huge. One of the things that we talked about and really tie back into the previous breakout session was one of the good things is the leadership team. Well it's not been very consistent because of the great resignation and people moving around, but this leadership team is very experienced very engaged and they're very motivated, particularly where the world has changed a lot for us in the last five years. And so, you know, I think I say to say to our staff and I say a lot of city staff and I said to city manager Smith on our first day was, you know, you have city staff that has a career is worth of experience in the last five years, particularly regarding work management, but, but we're very good at our jobs. The downfall that the back end that is that when we get into talking about planning or response or whatever the case may be is when, when these people are very good at their jobs are well. And there's a lack of capacity, and you get overextended that tends to create silence, you know, you contract back into what you know, comfort zone. And so that's where the silos are inadvertently created. And so, you know, one of the examples we use as a plan. You know, head is very good at their job, they put a lot of houses on the streets, so 705,000 units here. And they're good at their job that, you know, one of the things we talked about is the oldest approach of planning, how that affects public safety parks, streets, all the other things falling behind it. So that just I think it's just the nature of we're talking about it's just the nature of these but it's somewhere we can improve upon stick to that holistic approach to those and break down those silos and make sure that there's capacity and staff there to not do the contraction. Thank you guys I love that it takes time and investment to be strategic and to be holistic in your approach you need to build that in right create the space for those conversations so that you're not just doing the tactics of the day. And in that vein, one of the things and I'll be very brief about it was to Councilor Plumbing's point is the great resignation and the lack of staff and really the burden of the city to retract. Sorry, attract. Good employees throughout all departments throughout all the visions, especially when you're competing with the private sector so, but it is a burden, etc is a great place to work that's why we're all here in this position so there it is certainly a burden. Yeah, as a company that also does recruitment I can affirm the challenges, finding talent, it's very challenging right now. Thank you. All right, I think Council Member Rogers did you your table want to go next. I was just going to go next, but I was just going to make a comment about clarity. And I think I said it last year too. It would be beneficial for me if we kind of had an ongoing bike rack, but for the organization and not just for the department, because I feel like the departments maybe have by bike racks but if we could see it all put together. I'm a constituent came and wanted something done or had an idea that we could put it on the bike rack if we couldn't move on it right away. We know that they're heard and it's on the bike rack, and that will get to it, although we can't get to it right then and a good example would be at the end of the year when we said this is what we're working on, we're not going to put any more on staff, we're going to focus on what we're doing because they just were, were overloading our staff right now, and we just need to allow them to work on what they're working on. And then we came back to whatever it is that we're going to work on, but just having the bike rack. That's kind of ongoing, so revisiting more frequently. Does your table want to continue with the discussion questions to share. So as far as what tribute star success discussed for dedicated employees. Also collaboration that being with community and regional partners, and then also, of course, City Council and having their support and direction. Yeah, go ahead. Forgive my rules, we'll break them all down. So as far as what gets in the way. We discussed the lack of metrics. Adaptability, competing priorities for staffing turnover, attention. Availability resources funding and silos, which was already mentioned. Silos and funding. So when you said adaptability, what did that mean in the context of what gets in the way. Can you clarify that for us. Um, so people not being able to adapt for example we have a new city manager she may have or not she may she does have a different way. That the organization is going to run. And I believe that is why the council wanted her to be here to leave the city to new heights because we believe that she can do that. And we're very happy to see her do that. But maybe a staff member could have been here for the past 20 and 30, 20 or 30 years and we value their contribution to the organization, but sometimes change is hard. So, we just want everyone to know we value their contribution to the organization, but we really need people to adapt to change. Although change is hard, and that we want to follow her leadership because we do believe in her and do believe that she can carry our city to new heights. So let's adapt and see where she can carry it. And then that helps saying so changes hard is what gets in the way and adaptability contributes for our success when we do that. Perfect. Thank you. All right. So you probably could just put a check mark next to some of these that are going to continue to be a theme. So we had something we're great at is the collaboration. And specifically during emergencies and what we do when we have to work together the in response movement and getting that on the ground and working was a huge collaboration between all of the departments, as well as the short term rental. Ordinance working with all the different departments from water to housing. And so that was something community engagement and working on our equity plan is something that we believe is contributing to success. And even the debris removal team. Exactly. So, but to make sure that we are working on that collaboratively with all the departments something that they do very well. And so I would say the things that maybe don't that can get in the way because others were also mentioned would be the silos, the money, not enough staff so check, check, check. One of the things that can get confusing at least from a new person coming in is there's no centralized system. I don't know who to send things to in order to get questions if I send everything to our port city manager. I got this I got this, but even I think for community members, if you know don't know who to actually engage with and ask questions, then will they ever really be able to fill fully engaged in the city of Santa Rosa. So making sure that we have access for everyone, not just, you know, council members, but for our community members as well of where to go to those flow charts can be helpful. And then I would say one of the other things that sometimes organizations or government doesn't do a great job at is tuning their own horn on what the great things are that you're already accomplishing to have those. So instead of just once a year when we're doing goal setting and we're having that feedback, but to maybe more often be able to get a sense of where we're at and that might be those metrics that you were speaking of. And so that would be something I would like to see where we have something to put on the bike rack. Now we're getting from community members. Maybe we could get an update even on what we're actually working on these things so we can go back and it's not just one person going after staff but we have a presentation. I think would be very helpful. Okay, did we miss anything did I miss anyone yes. Yeah, our group. Oh, I'm sorry. Um, so these are also check marks, but one of the things that we feel contributes to our success is the dedication of all the employees to the organization and their commitment and dedication to their work. Even going across departments being able to reach across departments to create a network to find answers and to work collaboratively and communicate. That is, we felt is one of our strengths and adaptability is in both our success and gets in our way adaptability our workforce is very adaptable. We can turn on a dime change priorities work on what council and the community need at that moment especially in a crisis, but that adaptability also can get in our way because there's that shiny penny. And so we're always working in a constant state of as one of us put it always running in that hamster wheel and not feeling like we ever really get anything done because we're always working on projects, all the time and don't feel like there's a sense of completion or accomplishment, even though there is this just move on move on move on. Terrific I appreciate that I apologize for because I was opening it up to go not systematically and see what happens we do that. All right. Thank you all. Did anybody have anything else to add to that discussion. Yes. You're not hearing a lot of comments from different groups. It seems or it's, I see the relationship that good can also be the bed. You know, water for cows milk and water for snake is that I really see that as the common. Being aware and be intentional about when to flex and be adaptable for example right and when when that's needed that's good and when to stay clear. Okay, with that we are going to take a short break. And we will find a way to pick up we were a little bit behind our original schedule as you might imagine, but we're going to pick that up we're going to take 10 minutes that works for everybody. If you need to do there's coffee restrooms around the corner this way, and we will pick it back up let's say at five so so a little bit of bonus time five to the box up in the back. Thanks. Right find your seats if you can please. Thank you all. Hopefully you got to move a little bit stretch a little bit recharge a little bit, you know that all that you can in 17 or 12 minutes whatever it was. So we're going to switch gears a little bit now and we're going to start really moving into the elements of strategic planning for the city. And so we go ahead and maybe pull up this slide deck. Again, let's go to the next slide. And I want to kind of frame this and give us how we're going to walk through this because I think this is probably a little bit different than you may have done before. So we're going to start off you can see in the pyramid and this is probably all familiar and so I'm just going to restate it for clarity right word of the day maybe I don't know. So you can see at the top, you have a city mission statement you have a vision statement, and you have a set of values that really provides that high level direction, you know why you exist where you're going and how you're going to work together and perform. To do the city's business. So we're going to start off there and take fresh eyes and hopefully affirm your mission and vision, and then we're going to talk about values and really try to put some definition behind them so we can have clarity around what they represent what they need and make sure that we're all in agreement about what is the right set of organizational values you want to honor you want to showcase and embrace. Well then, from there we're going to come back and we're going to talk about goals and strategy so we'll reintroduce as we'll define the terms, make sure we're all speaking the same language here. And then the connection there so start up with the mission vision values, you have multi your goals, you know what are you working toward strategies that's how what are you going to do to get there. And then at that very bottom someone has a pointer. That's nice implementation action plan, we're not doing that level of detail here today, but that's, that's where this takes you right and that's where your city staff and build the budget, build the work plans to execute on those strategies to help achieve those goals, which align to your vision and mission and values. Okay, so basic framework we're talking about. Before we jump all the way and we're going to cross your fingers and we're going to try one more time to see if we can get meant to meter to be our friend. Just to kind of get us thinking so what we'd like you to do and I'm going to go over to Ashley is we're going to have you write a headline. Okay, so I tried it over the break and it's working so let's give it a go. And if you'll please enter your browser either on your mobile device or your tablet men t.com that's m en ti. And then you'll click on join a presentation. And in the code box, please enter 90315415 We're crossing our fingers that'll work. Okay, excellent. So go ahead and enter a headline of what you would like to see in the paper or online. Five years from now, about the city of Santa Rosa, and hopefully once we get some responses, and they'll show across the screen. Santa Rosa voted number one city to live, work and play city opens Roslyn Community Center Santa Rosa voted number one inclusive city in the world. That's aspirational. Wow. Let's see here. They keep coming. Santa Rosa ends homeless ends homelessness. Coming through the downtown Santa Rosa ready for occupancy city okay as a community center. Number one place to work live work and play. The most inclusive city in the world that's right. And it's homelessness. Most cutting edge city in California attracts working families across whatever comes next. There we go across state becomes statewide economic engine. See if Santa Rosa transforms mental health response. Santa Rosa infrastructure disappears. Johnson you're elected to seven leads the way across the board. So everything you do. See if there are any more that come through. There's a send oh there's a. Oh, yeah, I'm a goals achieved. That's awesome. Thank you. That's fun. Really the idea there as you can imagine is to think ahead right we don't want to just be thinking about the next month or even the next six months we want to keep the long view being strategic in mind. And so really striving for that and imagining what you want to achieve in those next five years can be very helpful. So let's go ahead and pull back up our play deck so mission vision values that's where we start again the top of that upside down pyramid. So mission, let's define that what do we mean by a mission. So mission is a statement of the purpose of the organization, why you exist, why the city of Santa Rosa is here. It's understandable. It's achievable it's succinct so you can remember it, and it's shared. This is on the city's website, and has been adopted so let's take a look at the existing mission statement. We are to provide high quality public services and cultivate a vibrant resilient and livable city. The reason for the purpose of the organization comments. So, all of a sudden got so quiet here, I'm going to take that as affirmation. If not then please feel encouraged to welcome to speak up I think it's great. It sort of meets all of those objectives we had in the definition right, you can remember it gives you focus high quality and cultivating so building vibrant resilient and livable city. Okay, let's take a look then at the vision statement. So first of all defining it. So vision is aspirational. This is something that you're striving for longer term it's a statement of your desired future. So it's future focused. It's vivid it's challenging. You want it to be inspiring and succinct. So just like your mission statement you don't want it to be a paragraph that people have to really read and process and so the vision statement for the city of Santa Rosa is that for sure. Let's take a look, leading the North Bay, Santa Rosa leading the North Bay. So really underscoring and emphasizing that leadership role that your organization plays in the region. Thoughts or comments on the vision statement, but not shakes it something thank you. Wonderful. Okay, so we've just affirmed then the vision and mission. They're super solid and that really is a reminder of why and where you want to go. So now I want to take some time to talk about those organizational values those fundamental pieces so the next one defines that we want to spend a little bit time on this definition to what we mean by these values. So values are those guiding principles that provide an organization with purpose and direction. Everybody needs to embrace them, live them. These are the values. So these represent your core beliefs. They define behavior and action. You can evaluate how you're doing with each of these to be sure because you're going to put some definition to them, and they're integrated into all that you do. Okay, so that's how we're defining organizational values are really those fundamental pieces of how you work together. So your existing values on the next slide. Oh, sorry, before that. I mentioned that I got an opportunity to do interviews with each of the council members are one. And to talk about those things that are of importance to you, and we had some really stimulating conversations, and some of the topics that came up that were really important and meaningful and impactful. Going back to the next slide. We're going to fall into this discussion around values and so we want to have some discussion on it so transparency was identified. The whole notion of diversity, equity and inclusion as something you want to we heard it from this middle group. Earlier you want to just be part of your core, who you are right in all that you do applying that environmental lens and lens was a nice word that I heard and thinking about these things and that's fundamental to the values. So that's sustainability lens, and an engagement, another very core value that is we've heard all morning integrated and how you do all your work so there's some themes that that sort of resonated for my ears in that area of values. So that's just some context. Now let's take a look at the existing values you have there are six. And then come from your, your website. And so excellence, innovation, teamwork, integrity, inclusiveness and transparency. The last two are bolded because those are topics that I heard during my interviews as well. So six very solid existing values. So, the next discussion is really around, you know, what is, what is the right mix of provides maybe actually keep it on that last slide, but also thinking about those themes that we heard around engagement and diversity equity inclusion around sustainability and environmental lens are those values you want to just incorporate and showcase in all that you do. Or are they things that you're working towards in terms of achievable goals and there's no right or wrong answer this is really a matter of, you know what what do you connect with. So, I'm going to have some discussion and we'll try this as a large group if it becomes a lot, then we might switch to some small groups, but I'm interested in kind of initial thoughts on what's the right mix of values and then we're going to come back and define them. Mayor. So I appreciate that and you already touched on one that is a declaring omission for me. And it's sustainability and its resilience, which are two of the areas that we've spent a lot of time actually doing the work. Since we lasted our mission vision and values, much of the other things that we've worked on the terminology has changed, but the intent has not. Inclusiveness, I think that we can encompass or alter that to include diversity, equity and inclusion as a broad category. A lot of the other things that we're doing are in here somewhere but I don't see resilient sustainability or resilience in it. Okay, so so adding on as a as a potential of very value. Resilience and sustainability. Other comments. Yes. Yeah, thank you. So a little bit over the last year, we've really talked about incorporating the free like environment, equity and economy. And to my mind, I think nothing that happens this city, you know, should be done without asking ourselves, are we doing those three things. And it's more on operational value than, you know, how to put this a softer value. But those things in my mind are measurable and, and, and, and we can quantify them, whereas some of these things like excellence innovation teamwork are very difficult, you can quantify them, but they're very difficult to quantify. And I'm really interested in having us go forward and hopefully adopt a lens that that really like it and that an accountability that goes with it, that if you're going to be doing anything we checked off all three of those boxes that you can speak to how your work product has incorporated those and it's pushing those initiatives forward. Okay, thank you. And we're going to get to some discussion around defining and some of these things put together you're talking about economy, but also how it fits to excellence and how do you define that. You know, being accountable you mentioned and some of the other words can maybe help to define, be it economy be it excellence where we land. So thank you. Yes. I see that during the council interviews that this is what came up but I'd say engagement would be your board fee. I would like to add to that is making sure that the community is aware, not only what we're working on, and ensuring that they know that we're listening to them, but also engaging whether it's different departments with each other and breaking down those silos but just making sure on the same page. Other comments. Yes. I agree with the mayor's comment about inclusiveness but one of the things that we haven't talked about yet I think we talked about diversity equity and inclusion but we don't talk about belonging and that's another concept that Steve collaborative brings to the table. Maybe when we're setting our mission or vision or values about the why the why Santa Rosa. And I think when people share your why the work is more meaningful, the feelings are more in think and so for me belonging is just kind of a better feel good term that might speak more to our why. So but bidding in with the discussion around diversity and inclusion making sure that the longing is an element of that. Is that right. There are comments around organizational values. And what do you think is important to rise up to hold up as your shared expectations, a question around sustainability. And is that box capture all types of sustainability environmental fiscal. Do they need to be more clarified, but then it gets too long so as long as everyone has the same definition of sustainability it's okay. But some people may not. So, you know, you can't be economically sustainable you're not going to get any of the goals done. I don't know where to go with that, but knowing what that definition is in this case would be really important, less to lose its value. Absolutely one I think that's in a moment what we're going to do at putting definitions to each of these and defining what that represents is so important. It's using sustainability as an example, as a group you could choose that it means this or that, or you can say it means these things, but you want to define those and be explicit in what you are establishing as your values does that make sense. Yes. And it also helps me that there are two categories of values here and there's not a bright line. But when we talk about excellence innovation teamwork integrity and I also do this, those all to me relate to our workforce. And that's how we work. That's how we want to move forward. And, and the sustainability resist resilience environment equity, economy engagement, those feel to me like they're more oriented and not a bright line, but more oriented towards how the city is looking at programs and policies and initiatives. Outward focus rather than internal workforce focus like I'm not sure how balance those include those both aspects. Other comments. Okay. Yeah, I'm just going to say teamwork, you know, is seems to be internal focus and then we look at certainly it's more collaboration. So I don't know collaboration, something that would be more like it's defining both internally and externally. Good. Well so questions you so you have excellence, which you can define like are there and that's, we're talking about you know how you're delivering right how what the work that you're doing. Arguably, I would make the case, some of these things can be part of how you define excellence, you know you collaborate you work together as a team. You pursue innovation, you, you, these sorts of definitions can come into that one of the things that I think just as with your mission and vision, you know, it's not helpful to have a list of a dozen values, they get lost, right. And so Council Member Fleming suggestion of you having something that is succinct and recognizable can be really helpful in that regard. But you don't want to lose sight of those elements that are really fundamental to how you work together, your shared expectations for one another, and the communities observations of how you're working together. What is the reaction or, or thoughts around kind of combining some of these and maybe I'll move you to table groups to have some, some more detailed conversations around this. Then we can bring it back but before that I'll open it up. Yeah, Council Member Slayer. Thank you. You know, there's also the issue around these values around the council itself. So what's happening in Sonoma County, what's happened in the last couple of years, where some of these bullet points have been compromised. And they need to, those same values need to be embraced by and defined not only for our organization but for the council as well. And I think we need to, we need to reflect your organization and vice versa. And if there's a problem there needs to be dealt with. But I think they need to do it. Absolutely. No, it's great observation and one of the things that we heard earlier as we're talking about accomplishments and even a high performing organization was the importance and the value of working together. And being collaborative as a, as a council and appreciating the congeniality that has been in place. Thank you, Jason. And so I think that's right, you know, we want to make sure that they're their universal values for all involved. Yes. We're in the dark. So Nancy, just for to remind us a little bit, can you explain how value works, whether it's a single word or the definition that goes with the word that explains what the word means, and how we would embrace that not only within an organization but how we transmit that or relate that to to the public, so that they can understand what we mean when we use the word integrity, you know, how do we, how do we create that so that it makes sense for both internal and external part. And so really this is about operationalizing your values right and making them integrated and integral and how you do the work. So, first of all, settling on, you know, a reasonable number of overarching values, defining them. And then, you know, communicating those through your various channels with the public so they recognize, but beyond that, in your organizations holding each other accountable to those values in onboarding new new employees, new council members, really imparting your, here are the fundamental beliefs our core values. This is what they look like and how to define them, you can evaluate towards those. How are we doing, you can point to examples when values are not being observed. So there are ways to use them as a tool. And I think that developing that as a part of your culture, then translates into how they're received and perceived by the community. Yes. I would say, great customer service. Our residents and our constituents and the people that we interact with our customers. So, we need to have great customer services and treatment as such. And when we're not doing that, we need to be held accountable. And we need to have a great customer service. Customer service. Okay. Any other comments and then I'm going to ask your groups to have a conversation at your tables to have a conversation and come up with your top, let's say five values, right and then we'll come back and find it. Yes. I think about thinking of existing values. The list would consist of what I want to see mirrored, or in the case of including the community, how we're empowering them to be able to hold each other and us accountable, the vice versa. So it's definitely of how to empower our community, if we're seeing results, we want them to see them as well. And it goes a little bit to Jason's comment to right so how do you use these right and so if you have integrity as a value, the community can hold council members can hold staff to that expectation to that value and point to that. Okay. Other comments just generally on things that are important to you as values. Okay, so then let's take, take five minutes at your table and just have a discussion you've heard kind of the ideas and the importance you've seen what we have up here. Keep in mind the additional themes that emerge relative to sustainability or the environmental lens and DEI how that fits with inclusiveness or might change. But coming up just specifically with the, the value itself, we're going to come back then and say what does that define that. Okay, that's a good. All right you guys. Let's hear the outcomes of your table conversations and see where we're headed. Let's listen to each other and the outcomes of your table discussions and try to listen for where there's some commonality relative to the discussions that you've had and we'll try to listen to those and bring it together and you know this is a workshop so we're talking about the idea of values. You'll have a chance when the workshop report comes back to you with fresh eyes to validate so we're listening to the discussions as well and can bring these back to you so don't don't feel like they have to be, you know ready to post live after today. We're working through these. So, alright, let's hear from the table that hasn't gotten first yet. Who you tell me, because I haven't given track. All right, there we go Stephanie. Thanks, Tom to report out for us. The, the challenges is applied to council when we start up on metrics measurement. Because we're just talking transparency. So there are some council members that's easier to be transparent. Right. There's others from the staff perspective, I'm not going to say if you're seeing there because he's going to jump in first I'm not going to do it. How do you imagine that stuff, because everyone outside of Sue, that's a city employees responsible for the city. So there's accountability there, but from elected, you know I've got 25,000 plus folks in district six that hold me accountable. How many of them are watching, you know we have like 13 watching. How does that accountability work here, but yet it can impact the employees here, whether you're in an ad hoc meeting if someone is, you know, jump on on staff. I have a whole people accountable. We're kind of struggling there so we're all of, you know, I think we're good with what's here. And part of the other thing too is, we have our own personal values and hopefully every employee that came to work with the city of Santa Rosa, their personal values match their personal values. My hope is that same way with elect but that accountability, I'm struggling with that. We don't have any clear answers because it's such an individual thing, how do you measure the success of this area. Stepping you like that. Now I think you've got it. I think that, you know, this kind of goes back to Jason's question to which has how do you integrate these in all dimensions, including for council. And I think that once you have, you know, established set up for values, shared expectations for everybody that's involved with the city, then it's incumbent on council to say okay how do we, how do we demonstrate these regularly and annually evaluate how are we doing in these areas. There are other ways I think to bring those conversations forward you just have to choose to do that. So, yeah. I would also like to add one thing that when we talk about this, a lot of times we're talking community facing with things, but I think it's also important to remember how we apply these in the organization with our fellow employees. You know, we want to have excellent customer service but a lot of times customer service is looked at, how do we apply that to the community. And I think it's important to remember that we're all customers, even internally with each other, and with electives and that same value should be applied there too. And as you are training up and coming supervisors or managers, how do you do this how do you hold each other accountable it is ought to be a part of that. Right, so there's opportunities to really great. So, alright, thank you table five, we're going to call you to five now. Alright, do you guys want to go next. Yeah, I'm not prepared to speak on behalf of people that these folks are professional staffers it turns out and they're going to do that. I just wanted to say that, you know, going back to what Sue said during our last round about differentiating some of the values that we have up there versus the more specific ones. And I thought about them, which is that things like being excellent innovative teamwork integrity are kind of like the golden rule they're about being a decent human being. And I think that they're kind of the baseline expectation of really hopefully any organization but and then the other thoughts around, you know, economic sustainability environmental sustainability and equity, equity are really about work product and about low organizational and operational flow. And so I just thought that that might be helpful to add to Sue's commentary about how to look at these things in two different buckets. So, but I know that Claire was excited to start sharing the rest of our, our work product with you. Nice. I think one we talked about how it is really important that we can find values that are universal because we have definitely demonstrated strength when staff and council and community share a value system. And what great work comes from that when you're in that that kind of alignment. And I think the accountability back to Stephanie's point about customer service, we have values around that, you know, that should carry through in all those different formats. And we also talked about keeping it focused, you know, kind of back to some earlier conversations today. So, you know, really trying to drill down with our core values, but not having time, you know, but something we can really focus on and share and then also just deliver we had some fun talking about how that helps you remember what they are. In terms of whether they're the freeze, plus the engagement, I like that idea as well. Or, you know, if you put it into fire department uses the term service and each letter represents something so something to sort of build fun with as well it helps with following through with it. But I didn't hear accountability already. A couple of tables and that seems to be one that covers integrity and transparency. And I think does carry through quite cleanly across the process groups. Oh, and the roads. And we can come up with some value stuff because we have a great little already. Come on, let's hear it. It was just weird. We're just talking about to Claire's point ease of remembering what values are. And one of the things that we've historically done is anytime you bring something to council and tie it back to council goals but it would be good to have these high level strategic values in place to fight back to the value set as well. And so we're just talking came up with, you know, rows or one add accountability but, you know, looking at looking at the R, you know, we could, we could say resilience and you can tie that to a lot of things so whether that's in emergency management or in response and being adaptable being innovative, or operationally is, is we are resilient will continue to be resilient and it encompasses a lot of different other values that we have on board. Opportunity for Oh, an opportunity that ties in directly to the ID financial opportunities for all housing for all transparency. It clumps in everything that is on the board or that I think that we use this day to day values as an organization and as people as to sustainability. It ties into economic sustainability environmental sustainability ties into session planning as our work for sustainable. So it can cap captures a lot of things and then you can be really whatever we want it to be. Okay, for accountability, but we threw out equity, economy, engagement, whatever the case may be so we're just throwing spaghetti against long see this. What's that. Cool. All right, thanks. Reaction on the on the on the playful version. You're doing something that you can recall and you can, you know, hold on to and capture is very helpful and good mnemonic device for remembering things like this. All right, appreciate the creativity in that team. That's good. All right. I'm going to have it sorry, we're going to go keep going around. You're going to make us all stop. I'll remember that yeah seriously. We second the motion. We talked quite a bit about just some of the words that are up on the screen and tried to better understand what they mean for us as an or as a group. You know we discussed, you know, what is excellence, actually, it's a great word but if the word is applied differently, then that's no longer a great word because nobody that is following the same process. So, so there were certain pieces of definitions that we really stuck up that we really kind of gelled with which is, you know, performance metrics and how the performance metrics work their way into whether it's excellence or transparency. Accessibility and accountability work their way into our conversation as well and and whether those were under the transparency definition, or whether they fit into an excellence discussion as well. But we did go kind of start working our way through each of those pieces transparency was a word that we debated whether we liked the word transparency has been around for a long time. But it doesn't always explain what you're really trying to accomplish. And so if that's something will be discussed as if that's something that sticks. We really want to make the definition clear, so that when we taught transparency it means what we expected to meet as opposed to what the general world sees as what the concept whatever transparency could mean now. And then moved and talked about integrity again and integrity is one of those words that in my experience has started to come out of favor and a lot of organizations. Because there are other words that may define the work that folks are doing better but in our case, what we determined was it actually does make sense if you accounted to ethical operations. And that honest, thorough and moral approach to business. And so those are things that you know integrity starts to work for us if that's the lens that we're utilizing that or that's the definition that we utilize that word for so. So we would have liked some additional time so that we could have gone through all of them, but but those were, you know, the three that we started to work our way through and sort of the way our process went. Thank you Scott for letting me come after your innovative and thought process. It was a team effort. For the record, this is not a competition. So we in the spirit of you can change this every year. So there's no wrong or right answer to this necessarily, you know, we talked a lot about process, and we're not processing you communicate these to the community and the organization to everyone that might want to view these values. And like Jason said, you know, there are some of these words can start to change and mean different, different things to different folks, depending on the time. What's going on in that organization. What's going on in your community. So I, I think that the being able to define them a little more, whether it be the format on the website, which we're both going to see being able to have bullet points underneath the bullet points potentially, or some kind of defining some words that offer a definition. So that we don't have to explain, you kind of do have to explain because there are variants of how a person will read a word and what it means to me. So, all of these, all the words work, but getting it down and getting it small and adjustable, and still be meaningful can be challenging. So, you know, love the idea of the rose or rose. Yeah. We have a few more words. But you can always change it if you don't like to change it next. I mean, it's, it's, there's no, there's, we're not stuck, you know, we can try something new because we do bring them back. Staff say this applies to these goals. I don't think it's happened as much lately, but we've been turning things on their heads. So, I just think we should try anything you want. And, you know, as long as we can be credit move for clarity. And, and, and so that people can read them and understand what we're trying to say. And if we're not, we can't do that, we're not doing that. So, we need you. Okay. Totally agree. I will say the other thing we did talk about if you don't mind me adding on is just trying to keep it simple and easily rememberable. So, because we clearly have a public safety at our table, acronyms, acronyms, acronyms. Okay, so, so some additional enthusiasm for the idea of something that is rememberable, memorable, based on some mnemonic device of sorts. Okay, keep it simple. So from that, you narrowed way down. Thank you. Thank you. All right, you guys going to be closing batters here let's, let's hear. First people with five words accountability being the first one. It's, it's important for accountability to be able to build and use it as a foundation. The word transparency would definitely contemplate the use of the word whether people with government or for personal I believe part of the conversation was in respect to intent from from making sure that we're transparent with each other, or with our constituents as as Councilman Schwalheim stated 25,000 people plus depend on our transparency. In regards to how we conduct ourselves amongst each other is to assure that even I believe those Councilman Rogers, who stated that through district elections, we're making sure that we represent the entire city of Santa Rosa, and not just our districts. So transparency in that situation demands that we show to each other that we are here for the entire city of Santa Rosa opposed to just one district. Inclusive inclusivity. But definitely honorable mention to the word we love. We definitely appreciate that. In regards to sustainability. We felt that that the aforementioned values are definitely incorporated into making sure how we keep that moving forward. And part of that was walking the top. For example, our mayor really was sold on the word sustainable. We didn't have our votes necessary, but in order for us to prove that we're willing to be inclusive. Transparent, we definitely included into the list. Thank you. And I will also point out that keeping with the acronym thing with sustainability transparency. Inclusive inclusivity integrity innovation and accountability. It all can be city. S II team. Okay, that's memorable for sure. Okay, so did you get the final set of words that they landed on. I want to make sure that we capture those so accountability. So having transparency as a separate word is that correct. Okay. And then the honorable mention and sustainability effort. We miss anything in that accountability, integrity, integrity, integrity, integrity. Yes, and specifically and sustainability. Okay. And sustainability right okay, and the belonging was honorable mention. Got it. Okay. Which could then become part of a definition, right as you're describing it. Okay. So thoughts or observations on this what I'm going to suggest is that based on the discussion, we can put together some, some options, some ideas that can come back as a part of the report that you can then further discuss I don't think we're going to land on the five or this exam hearing just lots of more process but what I'm hearing is agreement that definitions matter right understanding what we're talking about when we say accountable or accountability, what does that look like. So having some definition with that, having some kind of an acronym or a word reference would be valuable, valuable lever to pull it all together. And then there's some consistency and some of the word choices accountability which wasn't up here before seemed to bubble up in a lot of the conversations, some energy around sustainability broadly defined. Some maybe more than others. So let us let us take a crack at pulling some of these pieces together is that does that sound reasonable I want to make sure we're using using the time of your, your time here together, effectively, and I think that might be really helpful, as opposed to spinning, but I want to take the pulse of the room and sing some nods. Any of the final thoughts on values, or have I misrepresented anything in my short summary. So very much the golden rule. I think that really encompasses a lot of what values and character. Okay. The golden rule and the sense of character and also that I didn't summarize and you making me remember is that several tables talked about the external orientation versus the internal orientation I think that might be something that is worthy of consideration and how you characterize these values and how you hold them together. So, let us let us be your helpers here and try to bring you some options that you can react to in a more recent way. That's not good. Yeah. Okay. Excellent. And just like that we found ourselves back on time. Okay, so it is 10 to noon now. And I think we have lunch that's walking in the door as we speak. And so let's let that come in, you can stretch, use with me and walk outside, get some vitamin D, some sunshine, grab some lunch, and we will pick it back up at 1230. So we'll have about 40 minutes to enjoy each other's company and rocks. Oh, Mike. Is everybody refueled and ready for a nap. No, no. That's the problem with lunch. You guys are so cooperative and it's like 1230 everybody comes back and thank you for that. I appreciate it a great deal. It's terrific. Okay, well, we all, I don't know if she's in the room, which is laughable. We should all make sure to tell Julie, thank you for bringing lunch. That was terrific. Thank you, Julie. Hopefully, here's that someplace we can pass along to her. Certainly appreciate that. Okay, well, hopefully you guys had a nice little break we're able to have some offline conversations. So now's where we get to the fun part, if it wasn't fun before and thinking through what are the council goals as we're moving forward so we're going to talk about strategic goals. And we use that word intentionally strategic, and then followed up to that this is where we're going to have lots of I think very engaging conversation is around the strategies that align to those goals. So, are we all ready to jump back in. How are we doing generally everybody doing okay. Let's see this is the after lunch. Here we go. All right, guys, come on I got an extra cookie anybody want it. Okay, so let's measure getting yourself settled I'm going to take us through some of the themes that I heard during the council interviews that I conducted, gosh, maybe a month ago or so. So if you take it to the next slide, this is intended just to summarize those thematic topics that came up repeatedly. So I want to walk through these because they lead us then to a proposed set of potential goals that we want to talk about together and ask if other things are missing so here are the priorities. And I used kind of read and both emphasize that you can easily see because there's a lot of words on these pages, you have a handouts to. So first and foremost without exception, housing came up as a very important priority for counsel so really pursuing housing options for all a close second right behind that and you know someone related to be sure was addressing and causes of homelessness. So continuing on the path and the work that you've been doing in that area. Strengthening organizational effectiveness was also a topic that came up in many conversations and a recognition that there's an opportunity with the new city manager to rethink the organization to kind of hit reset to break down some silos to bring the team together. And so there was a recognition during my interviews with council members that that's, that's important. Continuing to facilitate economic development and this came through in a lot of different ways, talking about business support, you can coming off of coven and continuing with that the downtown community investment. There's a lot of a lot of elements to the economic development theme that emerged in my discussions and maintaining infrastructure and recognition that you need to invest in infrastructure to to keep it reliable and efficient. And so in recognizing that that can be a big topic and certainly a lot of dollars that go there. Ensuring public safety and using modern practices to do so, I came up in the discussions, promoting community resilience and resilience was a word that I heard come through a number of conversations as well including for with childcare and some of those, those factors that contribute to individual ability to be resilient and to to move forward. I think we've talked about this a little bit these next few a little bit of the values discussion. So applying an environmental lens to all that we do. And so thinking about that incorporating that into policy decisions in terms in incorporating into budget investments, all of these things. So I think we've engaged in connected community, and making places and spaces for people to connect and feel a part of things. And then lastly, really embracing a diversity equity and inclusion as a core value. And so again we've kind of talked about that in the values discussion. So those are some of the broad restaurant themes and certainly there were, you know, other threads that went different direction debate, depending on the conversation but I tried to hit some of the in terms of what I heard. And so any questions or thoughts or comments on those interview themes that I've just shared that to be no, but feel free to jump in. Okay, so, so that those, those interviews along with the prior and other information the work that the staff has been doing have informed sort of the structure that we have laid out today as a jumping off point and keep in mind that the information that is contained here is intended as a jumping off point. It's really time for discussion reflection clarification all of these things. So let's take it to the next slide and remind us where we are in terms of the strategic planning framework. So we've talked about mission vision and values. And again, we'll, we'll continue the work on the values topic and providing some opportunities some options there. It was pointed out during the break, very importantly, I think that we need to be thoughtful about how we create the values in potential use of an acronym, making sure that things are translated and translatable. And so I appreciate the observation and we'll keep that in mind as we're looking forward that to that so that's applying that lens of inclusivity and and also. So those are the three work group. So now we're at this next tier, broad multi year goals. And from there we'll talk about the house which is the strategy and you can see how those connect together. So let's define what we mean by strategic goals. And again, this is just making sure we're all speaking the same language. So strategic goals really provide direction and focus for the organization including resource decisions work planning. All of these operational activities are informed by those broad strategic goals, what where are you going what do you want to accomplish. And then from there how do you get there. They are best when they're multi year in nature, they're not just a short term to do, but they really are you're working towards something and you can measure results along the way, in terms of your success getting there. And they are achieved through a range of strategies and so again it's not just a tactical operational item, but these are broader goals that we'll be talking about today and then we'll talk about the important parts which is how do you get there, right. So any questions on how we're defining strategic goals. Are we in agreement. Oh boy, that was those lunches man I did a doozy. All right, we have I think tea and we have coffee. I did see some chocolates at the end of that if anybody needs a little sugar boost and you know this is a workshop you should be encouraged. Okay, so that's how we're defining strategic goals. And so just a next another reminder on the next slide. What I've talked about somewhat already this morning is that you have to be intentional in terms of what you're choosing to do and where you're focusing your time and your limited resources. If you try to do everything that you can come up with, then you're not going to have the same degree of impact, as you're going to have if you provide clear direction on a handful of areas that you can be very forthright and pursuing. So as we go through this I want you to sort of keep that in mind, but also one of the other qualities we heard about this morning and we'll talk about I think as we go through this afternoon is what are those things that you can measure success on. How do you quantify the impact that you're having. And so as we're talking about how the strategies that will lead you to those goals we want to be thinking about okay well how do we know. How do we know if it's having the impact that we intend is it really moving the needle. And so while we're not going to come up with specific metrics necessarily today. Know that that's the direction that is intended. So we want to have that in our mind of well how do you know how do you know if it's making an impact. So using a sort of framework loosely a kind of smart goals and serve many of you have heard of before so we want to be clear and specific, like to be measurable achievable realistic and timely. So you have the ability to track over time your impact. That's good for staff, because they are clear on the direction and what they're working on, and that's great for counsel because you can see updates to see how we're moving. And just as we heard the housing updates this morning with specific, you know, trend numbers. That gives you a sense of what you're doing is moving the needle in direction you're hoping to do. So that's what we're talking about today. Any questions on that promises is not lecture all day. I won't be talking. Okay, so with that, and with with with with my ear and recognize this is my ear. So it's not yours you can alter it. I have given us a jumping off point for some potential strategic goals. And again we're going to come back to the how which is the strategies in a moment so I know that's oftentimes where people feel more comfortable, you know what are we going to do what are we going to do. What do we want to do the strategic goals first. And so they seem to fall into these sort of six areas of focus. And you have I hope that you have the handout to because I know this is a lot of words and small but I want to kind of go through these and get some some reaction first, and we'll have an opportunity to evaluate and review and modify as we go through. So that's enough housing for all again that was a topic that I heard from everybody that I spoke with it was like a leading leading indicator if you will, as they say. And so, housing for all is the first one listed there. And so I have short kind of goal statements or descriptions about what that looks like as food for thought. Sometimes it can be helpful to have some clarity around what we're talking about, we mentioned that. So for housing for all we've written pursue housing options for residents at all of all things. So this is really about shelter, right held housing for folks, and we have separated that from homelessness, which also is about housing, but in the conversations I've had with some of you. It's clear that the distinction between the types of services and the way that you are serving people warrants, keeping them as separate areas separate goals, arguably getting the homeless sheltered falls under housing for all. But again, you're doing work more in the social services support area that's a little bit different than housing. Okay, so the next one is home with this. And I apologize for reading all these but I feel like I want you to hear all these things in different way. So we have written here again as a jumping off point, partner with key stakeholders to offer housing and support services to the end sheltered and break the cycle of homelessness. And so again you can see these are aspirational. These are not goals that you're going to achieve in six months or a year. But the idea here is you're working towards something big. So that's how we have initially drafted a goal statement. The next one we have is public safety. And so the, and I don't need to probably go to a whole lot of description but it's broadly defined public safety, the description here ensure the public safety by engaging residents and using a broad range of proactive approaches and the supplies to both the police and the fire and you safety measures all the way around so we're not trying to be overly pointed. The next strategic goal area is economic and community resilience. You had the economic resilience as a part of your last set of goals but in the conversations we had I heard a lot about community resilience also and building capacity and independence and so for purposes of discussion I put those together. So economic and community resilience and defined it as sustain and develop a diverse and thriving economy that benefits Santa Rosa residents and businesses and contributes to the community's economic health. Okay. The next one is infrastructure and environmental sustainability. So infrastructure is a big investment. And there are lots of important areas of need in infrastructure, but environmental sustainability and the linkage between the two seem to be a natural process and previously you'll recall you had a goal of climate change called climate change. And so this is the place to really make sure that you're integrating and capturing some of those important efforts in a way that ties it to the work you're doing and isn't just, you know, kind of climate change generally giving it some more focus. So how we've listed this here invest in and maintain infrastructure that supports environmental sustainability and supports a vibrant city. Okay, then the last one, bear with me guys sorry this is a lot of me going through the stuff is organizational excellence and this brings us right back to the whole notion of you need to have a healthy strong organization that is able to deliver core services reliably and into the best of everybody's ability to your residents first and foremost. So organizational excellence we define as create a high performing organization that is proactive, basically sound promotes equity diversity equity and inclusion and reliably delivers outstanding services to the community. So that's a mouthful, but there are a lot of pieces in there, then you can start to point to that are elements of organizational excellence. Lisa's sorry. So, ask the council members first off reaction or comments on this jumping off point. Thank you. You know, one of them stands out as being potentially arguable. And that's the infrastructure and environmental sustainability. We heard a couple of comments this morning from the community about what they view as environmentally sound decision making. The roads. As I quickly approach my later years. I'm probably not going to be otherwise. And I'm probably going to be a car. Some of them. Or maybe a cat, whatever. But when you think about what is meaningful to some, it's not everyone. There's almost sometimes when one is involved in this kind of conversation and the arrogance guy. And I was depending on a vehicle and my city and spend all of its money on like that and not. And the roads were like that. It's not only a safety issue. But nice good, good growing intersections, say gas. So what is, how do we capture the environmental piece and not be not have an argument over the importance of that investment. Over ignoring certain parts of our infrastructure, because it's the right. So I'm just, I'm just throwing it out there. All the rest of them are the resident. This one I just, I just noticed they're kind of a tension. No, that's good. I appreciate you raising the discussion and I think as we start to think about that when we go on that specific strategic goal and thinking about what is the right way to characterize it and what are the strategies that you want to identify with these these concerns at the same time and not over leaning one direction or the other, which is kind of what I hear you saying is like if you till too far this direction well what about this part of the community, right. And so I think that's I appreciate the comments as we get to that area let's look through that with that observation. Yeah, just not to get too far into it but even a year later years john when you're riding your unicycle. And as somebody who does ride a bike. Good roads are important for bicycle infrastructure to right. You're not going to have the same infrastructure so I think it's fine for them to co me goal in this and then where rubber meets the road is in how we spend the funding. And one of the things that struck me that's missing, I think, from the strategic goals is we are still in a pandemic. And so it's sort of roles into public safety but I think it might actually be more accurate all that one public health and safety. And then I think that that actually brought enough to encompass a couple of the different things that we're talking about, whether it's pandemic response whether it's going back into our D I work. We're looking at the public safety outcomes and health outcomes that are different across our community and dedicated resources in that way. That was the main thing that I that was sort of glaring for me that's missing. Okay, now that's great and as we look again and was looking at strategies let's think about the best way to kind of reflect and capture that right because it's not done yet, sadly, I wish it was. We're still supported up. Okay, I think. I don't want me to get into wordsmithing but can you tell me what you mean by cycle of homelessness cycle of homelessness. This is a test isn't it. That is that that. Well, I don't know that I have a good answer. Because for me a lot of homeless we want to make it a brief non reoccurring experience right now when I hear cycle homelessness it's like people are coming to go in and out of homelessness right now it's a challenge. Yeah, my opinion are the chronic homeless and we're investing to try to, you know, address that population, which is a large portion. So, again, that I'm not clear when we're just saying the cycle of homelessness we just want to end homelessness. Yeah, thank you. The same thing with public safety and show the folks if you engage residents and using a broad range of product approaches. One of the things that's very important for me is quite frankly or reactive approach. The chief has told us we're approaching seven minute response time and emergency calls for service that's unacceptable. That's a reactive mode not a proactive and I know you can make the argument. Okay well if we're proactive we would have as many calls for service but if you look at the reasons why members of our community. We call the police, you know acts of violence or not the whole relate someone that's going to it's going to be reactive. Same thing with our fire posts. I just had the study session regarding the ambulance service. It's taken in our fire units. I know the general plan says a bit get there. 95% of the five minutes, something like that. If we're start extending that it's that reactive approach to our public safety that I'm thinking we do need to put focus and expectations clear on and funded so that when we do have to react. It's in a kind of manner, which doesn't fit that proactive approach. Now that's good. It's reliable and consistent in terms of expectations for reliable for responsive reaction. No great perfect appreciate that comments. All right other comments. Yes. So like Mayor Rogers I also had the same thought about the health so if I was looking at it public safety and health works but it also reminds me of resiliency. So if I'm looking at something that has been brought up a few different times is like physical resiliency and mental health. So, and whether that's down to our employees or we're looking at it though, if you look at the community, economic, physical and mental health would be someplace we could put it but I also like the idea of public health and when I when I hear the word public safety I have to say I usually do think of it as a police versus fire so if everybody has that same definition then that's fine if we think public safety also includes our fire department first responders, but maybe the public health safety would work well with that and under the proactive I think something in particular for my area is emergency preparedness. We certainly have enough fire issues so I think that's something to specifically call out so that everyone feels that that's being looked at. And then under our organizational excellence. We've heard the word belonging so perhaps adding that word after diversity equity and inclusion and sense of belonging. So I would just say the only words and still kind of missing our outreach and engagement and that could be with organizational excellence for two way communication. Okay, excellent with the public your comment around public safety if it says, you know, there's a working area, you know public health and safety, rather than public safety, because the safety does that seem more inclusive than to you. Okay, we'll work our way through this. Okay, yes. Thank you. So a couple of thoughts here. One is that on the slide 32 childcare which has been one of our top priorities because it is right the second leading driver of economic success, it's kind of buried under community resilience. And then when we get the strategic goals that is mentioned nowhere, and it's very close second housing in terms of driving economic development so it's, and it's been a hard one, you know, victory to get it to have it center place in our understanding and hopefully on this council can argue about the important housing and I don't think anybody I mean, I welcome the argument now if anybody wants to stand up and argue about, I don't think anybody can argue about the importance of that so I'm concerned about saying it's not prominently mentioned here under economy. It's not about economic and community resilience. It's also just so essential for our communities of color and our business community. The other thing that I would like to see mentioned under organizational excellence is an intentional approach to addressing the silos that we have in our operational capacity here at the city so I don't know if I'll get to their council members agree on that but I think that that would be essential to us achieving organizational excellence or improving upon the excellence that we have. That's great great comments. And as we work through this net this process and look at each of these potential strategic areas and help to redefine them. And look at the strategies and how they're presented and make sure and affirm that they touch on those important elements and if they need to be elevated into a description that's fine, or they can be raised through those strategies because the strategies then inform the work of the city, right the budgeting and the work plan. Thank you for the comments it's good. All right, yes. Well, actually let me see if there's any other council comments that I do. Yes, but any other council comments. Yes. I don't know if we'll go under housing or homelessness, but I noticed people are either housed or are home, obviously, but there's kind of an in between the people that are potentially are on the way to be homeless. I noticed that there are not as many services, if they are on the way, like are transitioning to be homeless. And so, how do we a goal to keep people how if they're already how like they don't have to be homeless. Right, I'm sorry. Yeah. Because I think that we don't want them to become homeless, right, just so that we can start to to give them services so that those who are vulnerable to homelessness. Yeah, could be a good goal. Okay. Okay. Thank you. So just a couple of thoughts, and I certainly understand council members what comes the interest and not wanting the words but but I actually think that that's totally fine. That's exactly some of the things we need to do because if we establish goals that don't align specifically with what our thought processes are then, then we're not going to follow those goals. So, just a couple of thoughts from, from my perspective and I think one of them aligns with a hundred with the discussion that that council member Sawyer brought up. And it maybe is just a term vibrant city when it when you're discussing infrastructure and wanting to, to alter that into something more about services and facilities for all members of the community. Because I, it's one thing to be vibrant but it's another thing to service all folks whether regardless of age, location, race, or position in the in our community and I think there are services that we provide, whether it's counter service water service, police and fire or roadway infrastructure or street lighting. All of those might not be focused on environmental sustainability per se, but are to the benefit of a life and enjoyment of our community for everybody. One of the areas is the concept of public safety and being the public works guide just got to make a pitch beyond police and fire, while they are typically the two that stand up in front of all of us. There's a large supporting task that still identifies as public safety and responders that, but I want to make sure that if we're talking a public safety goal or a health and safety goal that there's room for recreation and our, and our team that does our sheltering room for water staff and public work staff and, and our, and our building of official staff that are always right there that are responding to all types of different public safety issues, not necessarily the disasters but other issues that are that are plaguing the community in various ways. So, I just wanted to make that shameless pitch for some of the non police and fire activities as well. Real quick, I appreciate this the shameless pitch. I will say that, you know, and defining these all all elements of the city program staff departments should be thinking about their role. Right. And so what we want to try to move away from which was breaking down silos. Maybe you sent that cover the plumber is to think about your contribution to safety safety of residents right. I don't we don't have to. I don't think have, you know, a paragraph that the list every every single service and because that runs the risk of being like okay well this is my piece so I'm going to take care of this. And we really want to elevate it into broader goals. So, but I appreciate this safety is broadly defined. Okay, okay. Thank you and I don't disagree at all. It takes everybody is, you know, that's one thing to tell someone recall this point is, you know, the general community doesn't understand necessarily that all 1200 employees the city or disaster service. So, when it comes to disaster, it takes everybody to respond back to it, whether that's proactive or reactive. It takes us all so my comment was, and it's very intentional and using your own. Technology intended to be intentional. And believe it or not it's not about public safety it's about the organizational excellence piece and well it's very nuanced to a single word the word promotes diversity equity and inclusion. You know, from, from my viewpoint I might be alone on this is now talked about a little bit earlier that this is cultural change needed to ignore. And so promotes to me sounds more like we're mounting it or we're saying you should be involved in the versus stronger word, perhaps such as bodies or cultivates where it's, it's that we are invested in the process of the ID, and we are making that change and we are turning it into the law. So, while it's, it's a single word to me it, it could use a stronger word there to really show that this is something the city is invested time resources according to to make a change. Great. Yes, Claire. Yeah, just adding to the conversation so my thoughts with helping for all. I mean, this comment earlier in the day, it's not a count. It's offering a variety of housing option for all residents so just because you're at certain income level that mean your life in this new department. It should be a variety of options at different income levels. And then also it's not a unit count. It's, it's also about context and accessibility being having your, your, your home and your housing in the context of livability walkability access to healthy choices. I think, I think that's really essential. And I have that conversation a lot with our housing advocates in the city. It's not just a unit count. We need to also look at the structure and context and equity. I just want to make sure that we are hearing from the council's themes that slide that you had talked about homelessness and slightly different nuance there and make sure we cover that that's important to the council and I think that was about the cause and the, what was it the issues and the cause of homelessness I don't see that address here so I was kind of a question back to the council. That's part of that scope. That's definitely a bigger scope than what's up here, which is really to focus on providing housing. And let's see, economic and community resilience. I know we love that term resilience, and we have lived it for far too long. But to me that's more like surviving, and I know I talk a lot about I don't want to live in survival, I want to be vibrant. And so, even just think about it for a second changing economic and community resilience to vibrancy or something like that, it's more forward leaning. And again, it's sort of instead of just by getting, getting past that being a modern city and really getting to the other side of where we've been for the last five years. And then lastly to see organizational excellence. And I think what the chief here promotes is not where we're at, we're definitely in it, and want to integrate with DEI and phone. And then in terms of delivering outstanding services. That's a bit big right. One of the things I've learned in the last couple years is is really couple things one, we should embrace modernizing our service. We, the North Bay, which I completely believe we do and we should continue to get we have to continue to be progressive and how deliver service. So we've learned a lot in the last couple years, you know, increasing is our online services or self help services, knowing that you can modernize their service for one sector of the community, and likewise have to improve your in person services for those that that doesn't work for it. And so to me, I feel really strongly about reinventing how we service our community for the people where they are. And we've learned a lot in the last couple years, I want to keep going with that. Thank you. Well, I think when we start looking at the strategies which is the meat behind this, that some of these ideas we've been surfacing here we want to keep those in view, because I think that's the touches the core of kind of the how we want to do. We'll come back to the final kind of set of council goals as we define them as we work through this process. But I think that it will help to be informed through the discussion around those strategies as well. Make sure that it does resonate that it does reflect where you want to go and means to get there. So this is great any other comments at this point on these goals recognizing we'll be talking about these as we walk our way through all of them. Yes, face bearer. Thank you. Look at the six. There are six. Look at the six of them. For example, homelessness partner with the key stakeholders public safety proactive approaches organizational excellence inclusion. I just want to echo the comment that was just made by there as well as the comment that was made by council woman McDonald about communication and engagement and surfinal purpose if we cannot make these services available readily to available to the public. And then it also brings back that word belonging. It's that's definitely the word belonging is making it part of the big part of of that. So just again, just as we understand it's good. Well I hear your theme you're observing in addition to the observation of belonging is access. Right and that's something to think as we're moving through here so great. Okay. Any other comments. Oh, sorry. Yes. I would like to also encourage under organizational excellence somewhere considering employees safety. The safety our employees is paramount and we can't do, we can't have them do their jobs without taking that into consideration. So I think that's really critical to recognize and somehow have that in our goal. All right. Excellent. With all in Ashley's been recording all of these ideas as we're going through them so we have is available. These are sticky pages right Ashley, and we can find a way to stick them so that you can see them as we're working through each of these topics. And so the goal statement of the definition, we can revise as we work through this the goal topics themselves. We can tweak, but importantly we also want to talk about the means the strategies that you connect to and then you think helped to get there. So let's let's do that next and hopefully I can bring you all along and not lose you in my, my favorite grammar goals are achieved through strategies and that's what we're looking at now we're going to do these by each of those goal areas recognizing we're making some changes to the top of the descriptions on some so just like these are the first one. The other addition that wasn't in this version that we just walked through is attempting to again using as a starter place. We can orient the topic, the priority into something that is more action oriented, something that can be more measured and quantified. So in this case, we have it just as pursuing housing for all. And you guys can tweak and modify or reject any of these ideas that you might like but they're they're intended as we forgot so the, the goal of pursuing housing for all. There are six different strategies that are listed here. And so these, the ideas behind these strategies were informed by the Council interviews by the work that is being done currently that's underway that you've been working on as a city and best practices. And so those are some of the sources of the strategies. As your starting point so what I'm going to ask us to do. And we so we have right now six buckets is we're going to take a little bit of time at your tables to look at these strategies and talk about what resonates you know what do you think is what do you think is most important particularly for the next year. Is there anything missing we'll write up the questions up in the front. So we have some discussion about you know what's what's missing and what what makes the most sense as a top priority for the coming year, and do these reflect the universe in a comment you have. Okay. So with that, we will take let's try to do this in 10 minute chunks. If it turns out you're kind of winding down and finishing up I will move us along. I want to make sure there's adequate time to settle into some of these topics. So we're going to come back we'll call it at 20 after this and I'll turn on my times. All right, so I'm good. All right, let's go ahead and bring it back to a large group and share your thoughts in this strategic area. All right. All right, so the questions that we're hoping to hear your thoughts on and you may have other ideas to work. What do you like of the strategies. What do you think is most important to prioritize for the next 12 months. And then what's missing or needs to be revised in some shape or fashion in terms of the array of strategies that the city might pursue. Okay. Let me be honest with you guys. It's fine. I've got this one. All right. So we had a good conversation around it. I will start with the general consensus that the word pursue housing was too vague and too broad for what we're trying to create here these are strategies for delivering or building for something more action oriented housing for all. And then we really liked the reduce barriers to entry, and that got us into a discussion and it was combined the barriers to entry with the streamlining that got us into a discussion about around the word ask. Do we stop and ask people, what type of housing they need. We stop and ask people what their barriers to entry are. Do we stop and do we ask developers. What are the problems that they're seeing, why they're not building in the community. How do we do to use the city manager's term a charrette, or we look at everything that we're doing and try to move projects forward and, and do that. What's missing from the slide is it doesn't have anything about partnership opportunities, whether it's public private partnerships or whether it's with the county, whether it's the renewal enterprise district that we're moving forward. It's all a partnership. And it, it doesn't have anything about leveraging opportunity sites. And so we've been talking about the third street garage, but there are other opportunity sites that are out there as well there's our analysis that we've done. We've done of city owned properties that we need to either invest in or the best from the best from categories, those are opportunities for housing, as far as I'm concerned. And we've talked about annexation is something we'll talk more about, but I'm very much interested and I know that the Vice Mayor is in talking about annexing more of it, talking about annexing south Santa Rosa Avenue. A project that I know many council members have heard about that would need to be annexed into the city as well to be master plan. These are all opportunities for master planning the area and making sure that we're, we're putting housing that's linked up with the infrastructure that they need. And I don't see that strategy listed on here. And I think that we would be out of debt. We're not giving people a chance to be innovative if we're not putting that out there and working with folks on that. And then the final note that all of this share and I shared it with the group. And we talked about this it kind of fits in housing and it fits into economics that fits into some other buckets. But one of the, one of the things that was most striking for me is in 2018 after the toughest fire. I was asked to do was called an ask me anything on on Reddit. And the section was the politics section that they got about 3 million individual users every single day. And it was specifically supposed to be about fire recovery what was Santa Rosa doing around fire recovery. And then the top comment was from somebody from the Bay Area who basically said, Santa Rosa is not a welcoming place. And their whole thing was if you grew up in Santa Rosa, you live in Santa Rosa, you find it a great place to live. But if you're trying to come to become a part of the Santa Rosa community, you're trying to bring your skillset and start a business here. It's not welcome. And so, and a lot of what they pointed to were our housing policies. And so I think about that a lot when we're talking about building housing for all of whom we're talking about economic opportunity. How do we make this place that we want to be leading the North Bay a welcoming place for people to come here and bring their ideas bring their, their goals and their aspirations. And so I think we can transcend a lot of these. Thank you. All right, any comments or questions on that first update. Okay. Volunteer for the next group wants to go next. We said it. We're going to talk about the housing action plan. This is from 2016. So we thought there was a need to evaluate update the housing action plan going forward. And that the circumstances we found ourselves in at that point in time maybe vastly different than where we are right now. A significant amount of time discussing the barriers to entry tried to define what that means, and how it can be revised and we came up with reduced barriers barriers to ownership and access to housing opportunities through education awareness and financial assistance. We thought that reduce barriers to ownership and access to housing opportunities through education awareness and financial assistance. And we thought that captured a lot of the council's recent efforts to provide additional programs to support issues that we're hearing about in the community. Access to housing opportunities through education awareness and financial assistance. Thank you. All right. Right there. You're trying before I saw. Oh, sorry, was it clear? Yeah. You guys can do arm wrestle here. See you guys to go next. I agree. Housing action plan is now, I mean, it was, it was a great effort. We've implemented a lot we need to refresh that and we are in the middle of a housing element process. But that housing element will need implementation strategy and housing action plans a great way to do it. I also think that what one thing that will do a little differently is looking at housing holistically, like we talked about earlier today, and not just additional units, but speaking to the next point we talked about reduce barriers to entry does is a little bit of a more direction, maybe reversing it, looking positively, you know, really looking at how we can facilitate increases in housing options in terms of supply, but also diversity of housing options for all. And then talking about the last line there streamlining the approval process approval process. We've done a lot of great works in lining the process so, and I think we've also come a long way culturally or in our organization about supporting permits and housing and really being facilitated. And we have talked a lot about that support is not any one department or the plan review or permit team across organization and we are only as facilitated as our week is linked. And then several of us at this point and maybe all of us are short staff to facilitate it so it's, we're down to, it's not the culture, it's not the process, it's the time, it's the ability to facilitate it with, with people who can do that work. Yeah, just jump in so that you hear from a council member that we lose from where I'm sitting we do need to increase throughput and that maybe that we do need to add staff on the plan and check team, and also what the mayor said about interest in annexing part of the project, and more than as ways to provide a little bit of housing. No, it's fine. Well, we were all over the place until we got really close. And got started with the website and without without pointing fingers at anyone. I use the word Red Bull, some people use other words, but we need, I think we need to invest in our website. I don't think there's anyone that would would say no. And I would hope because it's just to bring us into the 21st century, we need, we need to invest in the portal to our city. Other than driving into our city, people access that most so we need, we need to be delving into that. I'm reducing the conversation around reducing barriers let us to the general plan water resources and how water potential scarcity of water effects access to housing. So that conversation, because of water, let us to mention that I mentioned the general plan conversations around toilet attack, and the reality, and then Jennifer will be talking about that when I finish, there are better work than that, but that's the concept and I think the hurdle that we have to get over in dealing with that kind of water needs is the ultimate water needs that can solve our problems in the future when we are faced with that. It looks like we'll be faced with government pretty regular basis, and that conversation led us to Jennifer Jennifer has a few things to say about that concept. Before you jump in so that the access to water availability water, you're putting in the conversation of the barriers to. Okay, just wanted to make, I want to connect the dots. Right. Well, I'll let Jennifer speak to how they're studying to determine what kind of what we have. Short tutorial. Yes, we were just talking about that it's important to consider all the resources and making sure that we have them available. We did have some specific discussions about water and what our requirements are to do long term studies and water supply assessments and that you know under normal conditions whatever those might be. We do have plenty of water supply but with climate variability and climate change and other aspects, we do need to start looking at more creative options. And we started thinking about that in the water department and hope to be bringing something forward to the policymakers for too long. Yes, quotable reuse is something that is used throughout the state of California. And please don't call it. And And it's a challenge. And is a potential, you know, resource that I think California is going to be continuing to explore for many years to come. So if I might just wait a minute here. One of the observations I would make here on this idea of reducing various entry as you can see there are so many different contributing factors. Right. And so if you're overly explicit in your strategy or then focus only sorry to keep it as we reduce the various entry then you have opportunities across the board to contribute to that strategy and so just I would deposit that. And just to kind of further exclamation point after John's comment around the website we don't see that it's being done in two different languages and so potentially expanding that so that folks have access to understanding what housing is available or what assistance is available. We find that that is part of the barrier is we have a lot of great information but there's so much information it's really hard to actually drill down and find where you need to go. And if it's not being provided in a language that you can understand well and that's not being accessible and we see that as a pretty intense barrier. And just to also talk about the general plan and the need for that is certainly with the fires and everything that's happened. I'm very curious on how the general plan would actually change our environmental impact and looking at the water and all the other resources, or for expanding in an area do we need to add more fire more safety so that we can really ensure that whatever citizens are coming into that area are also protected. So you're making it a helpful observation which is some of these big broad goals touch so many things right and so that's why they're aspirational and why you're working toward them and why you don't solve or complete them in a year. So a little bit of a, you know, I thought about the, the helpfulness of having some longevity in your strategic goals. So, okay, sorry now now it's your turn. Who's doing your hair. Okay, I'll go ahead and follow on what a couple of their groups have said yes the housing action plan that was our reaction to is that we need to update that revisit update the housing action plan. We also felt that the reduced barriers to entry was to pay and what that meant. I appreciate the suggestion from Megan. I also appreciate your comment right now is that perhaps that's intentionally they because it could cover so many things on that note. I think I need some clarity as to whether these strategies are intended to guide us this coming year, or whether they're, I get concerned if they're too big. So what's going to happen at the staff level is we're going to have all kinds of things thrown at us again, and we're going to be in the same boat and have more than possibly do. So better clarity from my perspective, it's very helpful from the staff level. And then we also talked about street of the strategy and streamlining the approval process. I agree very much player that we have over the past number of years tremendous work in streamlining the approval process. And I think it's some respects. There's a loss in that also in that we have been so focused on the account. That we need to broaden that you look at the livability issues, both for the folks are going to into that housing and to the surrounding neighborhood. Frankly, some of the projects that are being built right now that have not had the design review that have not had any. Yes, approval process is very quick, but the results are not necessarily I would like to see. So there's a balancing in there. So I agree. Let's not look only at the account that let's look at what it's what's happening with the rest of the points. I was referring to the last year about the streamlining approval process because we had done this in some ways to see are we happy with the results are we evaluated this is the product that resulted from the streamline. Yeah, that's a good practice. Yeah. I would notice also for us to be aware of there's a lot of streamlining that is going on in the state level. So we are going to be under a number of already come under a number of statutes that require that streamlining to give ministerial approval to projects and we're going to see a lot more of that from the state level so just And then one of the points that we discussed under the access to housing opportunities is to in the education process is also educating landlords on our programs because what we've heard a lot from some of our community members who have vouchers for housing. It's very hard for them to find it because landlords won't take it, but there's a benefit to the landlord to accepting those and so there's probably better education that we can do to enhance that program on the landlord side also. Okay, thank you all and I want to address your question a little bit. And your city manager might have additional comments. So in terms of what does this mean, how does this translate right how does this go forward. So we are attempting to identify first of all those broad strategic goals. We're trying to narrow it and identify well what what are the ways in which we can get there. Right and then the follow up step becomes a staff level right and so determining what you're going to be working on in the next year what are the resources you have available and building out that work plan bringing the budget to council and saying here's here is the goal that you have identified here are the strategies that were identified here's what we recommend we fund and we work on this year. And so I don't know if you want to add anything. No, I think you hit it. What's important is that we look at these strategies and the end goal is for us to have a plan to implement and then come up with metrics behind that. So when we start talking about economic development and how we plan out economic development so if we want to make it economic resilient city, then our end goal. If we don't have an economic development toolkit that that needs to be our end goal so when we talk about barriers to entry, Stephanie pointed it out perfectly education. So we have convicted felons who have a hard time getting in rental property, the cost. You know, have we actually measured how much it costs for people to move here when we talk about people wanting to move in or why people are moving out. So I'm not looking for us to get too far in the weeds, when we start looking at these strategies, then we take them back to staff to say, All right, what are we working on now that we can operationalize to get to housing for all. If we've already looked at the permitting process, have we actually institutionalized that in that process, we may have had several meetings we may have gone over the couple of times, but is the process institutionalized. And can we actually point that out by metric, you know, are we producing 10% more permits. In addition, when we talk about a housing process, what is the time to completion it's not only the time for permitting, but review process. Does it take us 15 times to do a review, do we want to improve on that or to take enough stuff. So the strategies are just meant to design the framework, and then we'll give with staff and we'll come back and we'll actually have an actionable plan, and then drive metrics for that. I'll give you an example if police is doing a staffing study. What's not so much during a staffing study. How about a deployment study. How are we utilizing those resources in the community. And are we using them the best in a way that's most effective, you know, if we want to drive down gun and gang violence. It's not necessarily about the amount of police that we have, but how are they being deployed. If you look at the strategy strategy that's just high level. We will eventually drive down into the metrics and be able to present to the policy board. Alright, these are the results. And that brings us back, which will end on later today with those updates, right and understanding how we're doing in moving the needle in the direction that we've identified. Right. Yes. This is probably for the bike rack. In that discussion to talk about how do the Council subcommittees fit into that equation, because we do get a lot of should say not a lot we do get a number of assignments that come out of our subcommittees. We do get a lot of awareness of it's not just staff that's coming up with strategic with with the work plan work plans, but we're also getting that from Council so how did those mesh and how do we make sure that we still keep within our, our work, our work. Okay, well, and the more clarity there is about the goals and what you're working on, the easier it is to communicate with all, you know, all areas that committees the Council staff, you know, universally to say here's what we're working on here's where we're going. You know, if we're making a course correction then we need somehow collectively decide we're making a course correction. So, okay. We're trying to be of the comments being made by some of our community members around a manufacturer homes and the CPI and we have been hearing about for ever since I've been on Council, which is forever and almost seven times. You know, it's talk about adding more work staff. I mean that's really good. And, but there, it's one of those things that is not going to go away, because it isn't an issue that is brought up all the time. And given that we hear about it all the time, there's got to be some some real issues there and what I'm not sure of this, how that gets doesn't get put into our work plan. Do we finally tackle it and deal with that ordinance that we've been hearing about so long. Where are we with that conversation. Just get the question. It's something I always want to bring it up again because it was brought it comes up every year. We're going to have to tackle it. Okay, Council Member Rogers and then Mayor Rogers. Um, so that was one of the, that was one of the items that I was talking about, probably not one of the only items when I said, when someone is how, how do we keep them, how do we keep them and so if, if your rents are increasing higher at a higher rate than what your income is increasing, then you can only sustain that for for so long. And so how do we assist and support people with that right by keeping the house and so that was probably not probably that was one of the way I think one of the reasons that that was prompted, like how do we assist people to maintain, maintain their housing that are currently out. That's exactly what I was going to say and actually was waiting until the next conversation, the next piece around homelessness, because Council Member Rogers is right and pointed out when we did our broad goals about keeping people from slipping into homelessness. So I think we'll all have that on our list for this next one. Right. All right. That is an outstanding transition. Thank you very much for that. So let's shift over to homelessness and let's mix it up a little bit less. Let's tackle this one as a group, let's try this I want to improve my on the clock and I want to make sure that we can get through all these comfortably. But I just wanted to try this route. So let's start off with what we wanted to first of all talk about the way that the, the goal is currently written, which is to reduce the impacts of homelessness. So we're going to start there, and then we'll walk through these three questions we've been going. Okay, so that that'll be our process. So starting off with the goal statement of reducing the impacts of homelessness thoughts, comments. Everybody likes smaller groups better right now. Let's try it. Let's try it. Yes. All right. So to me, reduce the impacts of homelessness that almost makes it sound like homelessness is finding we're just going to reduce, reduce it. To me, it would read better probably if it was reduce homelessness and its impacts. Are there people like that reduce homelessness and its impacts. Okay, this is going to challenge me I can tell. Do we have a dashboard on our website that talks about, I know every year, you know, tomorrow on the break is the point in time count. Do we have a dashboard because oftentimes people will come to me and say, you know, homelessness has gotten so much worse. And I put in the offer position and say, actually, I don't know that it has gotten worse. I know that, according to last year's point in time count, it's the one that would be super helpful if there's not as cool and I'll be honest, I haven't been on the website to look for this, but it might be really helpful. There is some sort of external communication that we can point to that shows people what is being done and how effective or not it is. No, that's excellent point and I think that starts to get to part of the full process that same managers trying to work toward which is to get those metrics, but then to use them right to convey them. And I think a dashboard or some kind of updates on the website once it's been updated. Sorry. Would be great. I don't know if it's there currently or not someone else would probably have a better sense. Yeah. The data is on the county's community care website. We've had these ongoing discussions with counties just kind of different world. Those numbers are there on the care website. If someone's interested in it. One of the challenges I have with these strategies because I know, I think it's next week we'll be voting on this strategic plan process, which organization is going to help us to here. Because even some of the things that we have for the Denver House Councils I see parking pilot program. I think for that to be in conflict with our strategic plan process comes up with is that the best investment we all think is at this point, bro, is that an evidence based best practice to be in conflict, or is that an innovative practice that we're going to try. I mean, since we're kind of beginning the stage of the strap line with both the county and the continuum of care in the city of Santa Rosa. It's kind of tough like this is also saying investing prevention for programs, is that the best use for dollars. Maybe yes, maybe no, but some of this almost seems like those of us on the homelessness ad hoc is like we're trying to do everything so right there is everything. So it sounds like it's jumping in yet I could have some strategy is first of all to adopt and implement or adopt a strategic plan right and then the best practices that follow become your additional strategies. Is that right. Because again, again, we're going to explain this client. We need more community input and feedback from the community, especially in one of the biggest challenging populations with experience try to get their feedback about what would work, what wouldn't work. So just to clarify, so the suggestion is that some of these maybe aren't, they may robot they may update based on the outcomes of the efforts for the continuum of care. Work. To me, this sounds like status quo. Got it. Perfect. Okay. Yes. I'm curious. I'm looking for some clarification from this particular piece because what I what I hear you saying is, is it time to seriously reevaluate what we've been doing over the last, or what how we move into the future with our strategies. We hear from the community. Well, you're spending all this money and doesn't seem to be reducing the population. We don't believe that the case, we are spending a lot of money, yes, but it's money that we spent. I'm curious, are there are those that are working with on this issue seriously if you are at others on the subcommittee and on and in the county. Looking at the possibility that we need to make some fairly serious changes in how we're addressing this challenge. Because if we're looking at results focus right there wasn't a point in time count last year so tomorrow is going to be important because is it perfect absolutely not a little bit worried because we are changing the process a little bit from the previous years that I've done it. I'm hoping we're improving it but if you change the methodology, it may have an impact on the number of individuals you count. I'd also don't see anywhere in there. Some of the education aspect of it because I tell people all the time actually we've reduced homelessness or last five years significantly it's no account. Sure, I didn't feel that way. You know, and again for some people have been around for a while before we had smart that was what might be so much more visible so many people were sheltering along the tracks. And all of a sudden get another agency, but put them out where they go, much more visible. So that's one of the challenges. So John I don't know if it's going to be a big shift. But one of the other challenges we have here, federal and state and I'm not complaining about the government a whole bunch of months. And my big concern are we investing in the most efficient and effective ways, but a lot of these dollars like the ARPA dollars, you got to spend it by this time that are continuing to carry me yesterday. It needs to be spent by June of this year, what programs are eligible for that so it's not one of the most effective programs, which existing programs can spend the money as they have to otherwise you give it back to Sacramento or to Washington. It's kind of it's crazy world we're living right now we're all trying to do the same thing. And when my interests is let's make sure we're trying to collaborate and cooperate complement all of these different efforts. So it sounds like I need a combination of the short term white and then keeping the view on the long term, what are the best success results. I've seen the world, the words with prevention and diversion. So I know we have made some challenges because one of the best ways to prevent people from becoming homeless is never letting them get there in the first place. So if someone is actually entering into our system and they're not yet homeless. You actually have some training professionals like I said, okay what other options are there for you. It's part of the public education. But the prevention program again, I would like to hear more definition about what is prevention. If you look at the base on a point in time account when they survey individuals who are experiencing homelessness, what led you to become homelessness. There's a whole bunch of different reasons, and which ones are we going to try to tackle, you know, same thing to your point john do we also want to focus on a subpopulation, whether it be chronically homeless seniors veterans because other communities have actually got success like that. There's a lot of momentum that we end veteran homelessness Santa Rosa. Okay, now let's take on champions. Now let's take on chronically homeless. Do you, is that a strategy you want. And I'm not seeing that evaluation there. And I'm hoping we'll have those conversations, once we start our formal supply and process related homelessness. I think that would form a lot of this is generally a point on some of Roger. Yeah, Tom, I was going to piggyback off of that one. One of the things that we talked about was in the committee was looking at that we want to look at chronically people that were chronically homeless but that takes longer that could take longer to potentially work. But when you have to spend funds by certain time frame you don't have a long time to work with them. So you just go for the low bearing fruit where you can just easily have someone versus working possibly for a longer time frame, but to how you can be a chronically homeless, a chronically homeless individual, which would be someone that we would want to reach out and provide services to and house them but that was a conversation that I do with her. Remember as housing, I mean having so this is some of the dilemmas that we are facing when we're looking at where the funds going how are we spending them. And the time frame things like that but being very strategic about really how we're funding the projects that we're doing and how do we have to, you know, what are the, like, I don't know all the criteria that we have to meet in order to conclude the project. Okay. Thank you. Yeah, I think this is this slide is a little bit of like spaghetti on the wall. It is, we're trying to do everything all at once and I think really the key what we're looking for support the strategic planning process is to create calm in all of this. We're just trying to get the right balance for our city. How much energy effort funding goes into housing first permits for how much goes into addressing community impact, you know, which is now much more visible so the homelessness is down. People aren't seeing that businesses aren't seeing it. It's having a real impact staffers quite a bit. I'm sure you do too. We're balancing with the interim options, you know, trying to get direction to stack how much energy effort funding chase to address interim solutions prevention communication. I think the dashboarding of course we're, we're behind the time to be out front. We have back sheets. It's not enough need to get more information out to the public about what we are doing so much. We don't have time to dashboard that are put out there. So what's the, what's the right balance for the city. And then what's the role of the city versus the county versus the state versus our community partners. We need to have those conversations, and we hope that comes through our strategic plan process as we engage in all those partners. You know what is the city's role in that bigger picture because it is such a complex, profound issue. But stem bang for direction on this, so that we can be efficient and strategic about what we do. The other thing that I think I agree with everything that's been said so far, so there is not to throw more spaghetti at the wall. But one of the things that I am proud of that Santa Rosa does is it does lead other jurisdictions in the direction that we need to go. There's a whole point that's up there about in partnership with the continuum of care, maintaining our commitment to housing first strategy, but there's other aspects to it as well. Like, for example, we have the warming stations that have been open the last couple of nights where the only jurisdiction is doing that. But then I know council members what I'm bringing that conversation to the continuum of care. I do think that in our strategies it needs to be reflected that we're not just doing it in partnership but really dragging kicking and screaming, some of the other jurisdictions along with us to do what's right, because it's not homeless it doesn't end in our border, our jurisdiction border, it's throughout the entire county, we just shoulder a lot below. Okay, yes. So, I think, you know, there's been a couple of comments about how much is up on this sheet tonight. When we think about strategies or we think about objectives or defining principles, you know, actually having this information this length of information is actually very good, because the information is really the component that drives staff time. The information that you get a strategy or on principles based on how we're creating the tasks that then drive staff time. And that's where having more information is really important, because as we start getting into the detail tasks oriented of this strategic plan. So, one, we want to make sure that those tasks conform to the strategies that you've got listen here but it's at that point we start to understand what kind of time is being consumed by staff. So I actually just letting my support say I don't think there's a problem with having a number of different items on strategy list, because that that helps staff what we create our task list. It's a specific individualized work program that's supposed to conform with this and it's at that, it's at that point where staff will come back and say okay well this is my capacity, and what we can actually accomplish under the concept of under the strategy of homelessness. And here's what we're able to do with time when we've got but here's how it conforms with your defining objectives or with your strategies so I just thought I'd throw it up there because I didn't. I got a concern when I started here saying there's so much there or that's clean. I find that actually is very good, because it helps me work with the team to create the specific tasks. One thing I heard that differentiates and I think that in correct me if I'm misunderstanding is that some of these may be re-evaluated based on the outcomes of the strategic plan work and so I think that's the push pull this is the what is informing today but there may be some changes that are forthcoming based on the strategic plan that will update, you know, the approach, so we can kind of meet them. I just wanted to talk about the second the last bullet point I just, there's a second piece in the impact surrounding communities. Clearly, it is a balanced, you know, passionate approach in addressing quality of life, but I think that kind of was back to what Brian was talking about with the title reduce the impacts. You know, I think it, I think easing it's kind of a, the word I think, you know, talking about improving quality of life, improving that specific surrounding communities around cabinets or shelters. I think it's almost a separate bullet point, because it can get lost in the conversation. This may be more of a clarifying question, and maybe statement but under the health, I don't really see us calling out mental health for these particular in our unhoused community and I know that was a big push with our response I was curious. When we put that in place, do we have any feedback on did that reduce calls to law enforcement, did it reduce calls to fire or first responders because that's going out first. And, and that would be helpful I think a lot of this from my perspective, having those metrics in place and getting that feedback to know this is a program we put in place last year. This is working really well we've seen a reduction in these other areas of the city and so, or even if it's just a reduction in, you know, complaints or concerns from our community of business leaders. So I think that for me in this particular in this particular goal, I think it would be very important to have some feedback from all the different areas that are impacted by this really important issue. Great discussion, great input. Any other comments on this one. Okay this reminder we're taking copious notes and so we'll be bringing back revised version that's intended to reflect the nature of this conversation so workshopping workshopping. Let's do this let's take a short break. Just to kind of keep us going. Yeah, so we'll call this a one function break. One you pick, whatever you need to do, but just one of them. And we'll come back to see my read that clock rate. We'll start it correct. Gold star, gold star. I should be like bouncing. I know what these types of workshops are, you start to get an era of fatigue that happens but stay the course you guys we got this, you got lots of good conversations ahead. Right, oops, we're still missing. So missing a few. Yeah, and the city manager. By the way wants to hear the conversation to it. Well I'll do a long intro on this topic as they find their way back. So we're going to go to our next strategic goal area. And this is the one that stem started out as public safety in that first box we looked at. We've had some conversation about talking about public health and safety. And so this is the, the world we're now focused on so keep that in mind. All right. And there it is magic. All right, here comes the mayor. Okay, so this next one we have the goal is we have it written here and again we'll want your thoughts on this is to ensure a safe community for all. Again all of these are aspirational by design, but wanting to hear your thoughts on that. And then we have, we have. What is that. I'll see. Good call. All right, good job. If you need to get up to get it be by my guest is fine. Okay, so ensure safety, a safe community for all. We have the six strategies that are listed here. And we're going to go through the same process will work our way through starting off with the discussion around the way that the goal statement has been listed to ensure a safe community for all. So comments. Council and then we'll bring you back to stuff. Is that okay. Yes, sure. To see that we really focus on for the next year would be to really look at the safety routes during a fire. Particularly on highway 12. There's only one road each way and so it feels very much to my opma in our own community I should say, and even over in the sky hop area that we can get bottled neck during, during any type of evacuation process. So looking at different exit routes to make sure that we're safe on any given day there could be up to 5000 people in that small community and that is an average community so I think communicating not just to the council on what the plan is for but really looking at that community as a resource to be able to have some good to a communication would be of high importance, I think, and we've seen the threat of fire and the chief can tell us that probably better than anyone in the room that this needs to be a focus for the council and that it's definitely a concern. So that would be one of the things that I think needs to be done and then the other thing that we have heard and some of you may have received information around a tobacco. So, for recent on the county, and that that group of wanting us to look at ordinances potentially around flavor tobacco. I received an outstanding letter from a member of it actually is a student a concerned student. And, unfortunately, I have a lot of statistics around tobacco and tobacco use with you. And so I think that might be something when I'm looking at like the health and safety. To ensuring that everyone is a safe, healthy, resilient area that would be two things that I think need to be looked at. So, okay, are you comfortable with the way that the goal is stated to in terms of ensuring a safe community for all, is that inclusive enough to the public health side of the house. Maybe, okay. Let's do for mothers and we'll come back. Right. That's fine. I apologize. No, great input. All right. Yes. Thank you for all these strategies. I would like to see us add in active transportation safety. So, if I can best run safety. And in particular, although the thought is immediately now just. Oh, the vision zero, which is the idea that nobody should die as a result of commuting outside of their car. We'd like to get access to make a word through council and I'll come back to yes. I'm struggling with your safety for all is that realistic. I'm not buying it. I'm not buying it. I don't, I don't. Steps or we're committed to a safe place to live or to play. And then the other one, the specificity of development strategies for mental health response, mental health response. I think that's a huge thing, but that's very specific. So what are the areas implement strategies for reducing family violence. I'm sorry. It's just an example. There's so many different things that we develop strategies for this family violence, you know, getting. Violence is a learned behavior starts in the family. Is that sitting do we want to develop a strategy and implement a strategy to reduce that. So it is more of an observation. I think it's all good, but that seems very specific. Compared to the other ones that stand out specific. Okay. Did you have thoughts on how to revise potentially the goal statement of ensuring a safe community for all. I hear what you're saying in terms of really can we do that. Again, I just know from the police department, we're committed to making Santa Rosa right so we're committed to trying to get insurance. Yeah, I hear you. Okay. One of the focuses for the community over the last couple of years has been increased transparency and accountability of law enforcement, and I don't see that reflected. I agree with the council member McDonald about the tobacco issue. But the other one that we're currently continued to hear from the public is about citizen oversight and accountability for law enforcement. So I want to make sure that that's reflect on. Okay, that's what you're part of the work that's been underway with the police officers. Right. Let's see. Council member Alvarez or vice mayor Alvarez or Council member Rogers. Okay. I don't think how much that's the list that they come just echo the age neighborhoods. And I think through the gauging never goes back to that word asked, you know, what would you be the one we help for you, and it reminds me of councilman 12 am statement before I was elected as just a community where you made the decision of what we do to see Santa Rosa to help you feel safer. And, you know, that question has, I mean, to this day, still still touches of the feelings. But I think it's about the word asking and really asking what we do with you, not what we expect you to do, or to conform to I heard that somebody see that news what happens just we think ask is okay. But I think just as council member Rogers. Do you have any additional comments on this while you're mopping up. I'm sorry, I think the chief was first of them and we're going to be next arm wrestle you guys help me quick. So, part of our general plan update will include an environmental justice element, when it's required to want to do it. And so it's an opportunity to support it as a strategy. We do have environmental justice issues in Santa Rosa, and they do need to be addressed and so it's what adds that to the conversation. Great. All right, so I got a lot to say about this one. I think that's why I'm in the room so real quick on the first bullet point I think that it would be wise and take it or leave it. We start the sentence with I agree with the sentence but I think we started with through a equity lens. And so we hit it right on the nose that we're approaching it from a place of equity. We're engaging with the community with our partners with the business community and so it just leads into one of the other goals or strategies is through a lens that I don't know if that's right. We're important I think it's good place to eject it to make sure that that is very sound very prolific in the beginning of the statement. So I think that's a simple point utilize data driven strategies attack this to deploy resources and reduce crime. I'm not taking away anything from the words please part does the fantastic work they do many means but I'm wondering if it would be more appropriate to omit reduce crime access it's not like attack or more like it's a strategy, essentially so it's used data driven strategies and tactics to deploy and utilize resources that covers not only fire please put the other 1200 members of the city as far as providing public safety goes it's these are the strategies that we're going to use data to deploy and utilize resources and, and it makes it more holistic approach. The third point, and it helped when vice mayor Roberts brought this up this engage neighborhoods because I initially wrote a question mark by what does this mean, you know, we can go out and make sure it's all one. So, so I think the ask is the question there is what what the neighborhoods need want. Okay, now we can go out and deploy that. So that actually also thank you. I'm covered the mental response that similar. Similar statements, invest in the prevention and intervention programs to us very broad and really getting from either the public safety side of the house or the entire city is what does that actually. So maybe that's never asked to the community is what programs are you looking for, because prevention to me is fire prevention, and prevention to read so. So, it's okay if it's broad I suppose it is a strategy but I just have some questions about that. And lastly, the fire was the least in response strategic plan. It is implemented to talk about early on. There's a lot of work to still be done there and it's, it's not going process it's an evolution as we change the new world that we live in. And so, I don't have an issue with being in there but I do have a recommendation for for change. I'm not sure if you want to write this all down. But the general sense of it is, there's a sense and seek opportunities for proactive improvements disaster planning response mitigation and resilience. So again it brings it brings the lens back to a whole list of you so it's not just about a lot of fires it's about disaster planning in general it's earthquake blood. No, a major disaster downtown whatever the case may be. So it brings the lens back to where the entire 12 and employees the city to focus on what that means emergency management and fire can please can TV and so to me it makes a little bit more sensitive so they're focused on a lot of fire problem. No, I think that's great. And then it catches on, you know, the element of prevention parades right in terms of valuation us. So let's hear it again showing slowly. Slowly. Enhance and seek opportunities to that's her planning response. Thank you for indulging. Shit. So thank you for indulging in the re re slowly. Okay. Just just one part of the top line statement relating to the aspiration goal. I know we originally presented six potential goals loads of comment on this one about the additional work. So maybe the concept of ensuring a health and safety role. I might be able to roll some of that. Yeah. Under the engage neighborhoods. We did receive some feedback or at least I did on shifting actually what we do right now under cab, which is the community advisory board and elevate that to be a council of neighborhoods. And so I'm wondering if we should look at that as engage and elevate current councils or current committees to be more of a council of neighborhoods where we get more feedback from each of our districts and areas. Okay, thank you. So the two way dialogue is a good observation and then the means maybe take different shapes right. Okay. I'm not sure where this goes continues to give me anxiety around public safety with the police department and response times. And we're, it's very challenging for most agencies to hire right now. And we also have budget issues. And I, while we are looking at how our police department functions. I think we need to be prepared to buy the bullet when it comes to, sorry, when it comes to funding police. It's not going to get cheaper in the future. And we need to be able to, we need to be able to stand out as a community that respects the work they do that we're willing to change, and that we're willing to fund our police department at a level that is will attract and retain the officers we need to keep that response time lower than it is now, because if we don't do something about it, it's going to get worse. And I don't think we can afford that. So it's, it's how we, how are we going to spend our money. And that's one of those challenging positions. The money's going to pass. No one would make that. Okay, other comments. I just want to go. So traffic is old image for Santa Rosa. Traffic safety is something that's, you know, both us and we're looking at so that the key piece of that is we incorporate safety in this particular area, and then also we're looking at the kind of trail we're talking about learning how to respond to public health, public health. Our partnership. We work on programs, try to release violence in, yeah, we actually switch to a public health model. So that's, we look at it for that sense. Make sure that we're not. Okay, yes. I'm just going to say that the intervention program. I think that it is a beautiful thing that different things on what part of the city you're in that's a little different. And that's what makes the different parts of the city unique. Is that if you're in a certain spot, vegetation, like that could be the prevention part, if you're in a different part, it could be working, you know, more specifically with the youth and doing something else. And I think that you just need to adapt to depending on what part of the city you're in exactly in that part of the city. I think that is where we can raise having districts and specifically what is needed in the particular specific district. So, I actually like that it kind of brought the investment prevention and intervention programs and it's not so specific because I think every district are part of the community as something different that they would want to focus on. One of the comments that we heard in the high performing organization this morning, was the idea of anticipating being able to feel the need to anticipate the need before it's needed. Right somebody said that this morning I think that's kind of what you're talking about. Council Member Rogers comments led me to want to echo what she said but also elevate the work that our recreation department does in programming, particularly for children are our summer camps and the, I think that is the strongest example of prevention work that we do. And we know that there's a through line between the dollars that we spend there and a reduction in the back end on violence and trauma and costs and public safety down the road so I just encourage us to make sure that we continue to keep our eyes on the ball there invest wherever we can on the front end. Okay. Any other thoughts comments. Yeah. Just not entirely sure how to see this but, and I recognize this is a different goal with infrastructure, but somehow recognizing that in order to have a safe community there's certain infrastructure we have to invest in and make sure it's there. Because we have to have growth that are trackable so police and fire can get to where they need to get to. You have to have water system that has water available in order to fight fires. So, somehow just incorporating or recognizing the connection between these two, because I think often we forget about the infrastructure piece that is needed for a safe community. So what I love about that comment is it's a way, as you're thinking about the work that you do, you're thinking about, how do I contribute to this goal right and that's part of what we want to have universally, you know how do we all contribute to moving the needle of this. So you're right and thank you for that comment. Right, can I see a hand imagining some side of my. Yeah. Now I have a hand up but after your comment. It's absolutely true with the community sees that they're being cared for, but they're being invested into it definitely promotes participation from the community, so that these programs can be effective so the engagement actually gives results in a metric form of that's being applied. So the goal right. Okay, any other, any other comments on this one. Okay, we'll do one more and then we'll take another break so we can just kind of keep ourselves moving and circulating and lights on all that sort of thing. All right so we'll move to the next. So this was economic and community resilience so we have it as promote economic and community resilience so we start with the goal itself. And then there's a whole lot of things here. And so take a moment and read through those and then show your thoughts will start again we'll start with council and we'll bring it back to you. All right, you can keep reading if you're reviewing it but you want to get started Councilor Macal. So one of the areas and here is to work with our education partners and this is something that I've been thinking about for quite some time. Either the former trustee and somebody who's working education but I'd like to elevate and engage and perhaps look at either another subcommittee of the city council to work with our Santa Rosa city schools and then when I say that I don't think Santa Rosa city, all the schools that actually fall into Santa Rosa so for that clarification, any school district that would reside including our JC to have more open dialogue on different projects we could do to work together. I think one of the things that we need to do for safety and I think the best example that we can show is during the pandemic when our schools needed to close we certainly saw that impact our economy we saw that parents really count on our schools to make sure their children are there so that they go to work. I think that during the pandemic some of the silver lining is to see how we can work together better as a community. I do understand that this may have happened a long time ago but I literally like the opportunity to revisit this as a city and reach out to our education partners. I agree with the statements that council member Fleming said around investing in our after school and parks and red programs, those are absolutely proven in a metric that we could already say it is a good basis that if they do provide money and economic impact and that goes for investing and working with our preschool providers as well as our early childhood providers and making sure that we're supporting them with living wages making sure that we are reaching out to ensure they have facilities and that might not be part of all of our planning but if we're looking at housing developments to making sure that we are leaving or that that lens is being looked at for our families. So this is a big area for me mostly because of where I come from in the past and I do think that the work that we're doing now is really great and I'd love to know more about what we're doing but I'd love to be involved in that and see what we can maybe do better. Yes. Just to piggyback off of that. I also think that we need to, or I would like us to be more involved with the schools but in a different aspect I would like to see as the mayor looks really cute when he's reading books to the little children. That is the cutest thing if you have never seen it. I encourage everyone to see that at least once. And also giving tours to City Hall, exposing more people to City Hall so that they can come down, they can see it, they can see where we sit. They know, you know, that they are welcome to come to public comment, things like that which is getting more people involved in not our government but their government. This is where they have a voice and if we start to teach the children at a young age then they feel comfortable coming because they are more familiar with the space. Mentorship programs and us going into the classroom especially, I think, comfortable with the swimming fed it with the diversity that we have in, I noticed that all the women are sitting on one side and all the men are sitting on one side. I don't know if the mayor set it up that way when we're sitting at fair but that's just the way that it is. But seeing that we have three women and then we have the men. And just so the little girls can look at us and know that they can. What I didn't know that. No, no, no, not here when we're sitting up on that. For the record, you all voted for the vice mayor. And that's why the vice mayor moved and switched to them. And then you all also voted on the new council member who took it to place. Not the mayor. This is a joint effort by all council members. You see how we get after lunch but anyway. Okay, so, but I think it would be great for us to get into the classrooms and just speak to the children and get the director of water out there being a female and letting them know and you know just getting, allowing them to see that you know, we hold positions and this is what you can be and this is what I do and exposing them to to maybe things that they never thought about doing and positions that maybe they would be like, Oh, you know, I want to do that. Well, how do we do that we do that through partnerships and creating those partnerships with the schools and the district. So, I just wanted to. And also an invitation to the schools that are anyone is working. Here in her first. This is one of my notes from earlier so it may seem like it's kind of a segue here, but not not like not like one of those KQED segue that's really smooth but kind of like a under construction segue, which is, you know, I think that we need to, if we want to have a really robust and economically. The approaches to downtown need to look nice. And one of the things that always gets me and I talked about this last time we got together in this format I think or no we were talking about a couple of talks ago about our funding and PG funding when we scrapped the Santa Rosa Avenue, specific plan that we were going to tomorrow, you know, put out 20, you know $20 billion how we got. And we're going to see some changes and we're going to need that approach, you know, I was willing to let go of the Mendocino and specific plan. But I don't think that that's the way that most people unless they're coming from county complex enter the city I think that a lot of like, I just, it's my dad, and maybe someone traffic and tell me differently. My debt is that people approach the city, mostly from the south and Santa Rosa Avenue when they're coming in and that we really need to take seriously having a more attractive entrance. You know, we've got Julliard Park and your bourgeois home and gardens that are beautiful, but just, there's so much around there that I want when people are starting to come into the city for them to get the vibe that this is the place. You're on the right path, hang in there for another couple of minutes and you're going to be where you're trying to get to go. So, I know it's a shameless plug for a very specific thing but I think we need to consider adding that back to the budget in our cycle. Yes. I appreciate all the comments. One of the things that's mostly missing, there's a little bit about workforce development in there and one budget, or makes me one bullet point, but support and engage local businesses and workers needs to be in there. One of the things that we have particularly seen in John and I were actually talking about this on one of the breaks is how difficult it is when we don't have a properly trained workforce that's able to be here, whether it's an impact on your climate goals because people are driving into town, or just a spike in the total cost of doing business and making it more challenging. We've seen that coming out of the pandemic we saw that after the fire. When we didn't have when the cost to rebuild your home went up because there weren't enough skilled and trained workers here locally. So I think that that needs to be included. When we talk about investing in local businesses we also need to be investing in our local workforce as well, because the two go hand in hand. That's my, my biggest comment. Yes. Yeah. Are we making an assumption there. How do we know that is the question be a Santa Rosa desire destination business. I don't know how we measure that for if we are there or the assumption we are, versus potentially establishing Santa Rosa as a dire destination for business. How do you measure if we ask business number, what do you think we desire space if not what do we do to be that would be a strategy to ensure that yes we are and then start promoting. Now excellent point and, and in some cases verbs were were selected to be debated. So that's great. Let's see where do I start. I appreciate that the Rosalind Creek park master was included. And if you look at the first sense be responsible and competent stores of public infrastructure and environment. We must trust our community to be responsible for our natural resources, definitely trusting them. And I'm also reminded of the experience that I had in business, while operating a local grocery store. There was an initiative, I believe it was through the same Joseph's to educate the community in regards to organic alternatives. And the way that I contributed was by providing apples and more organic options. What I mean to say is that education is definitely part of the program and the strategy that should be implemented. But if you do not make those alternatives to be the most economical. They will not be participated in. I believe that have the expenditure that made to provide an organic alternative. Maybe 10% of it actually went up to the book, the 90% was ultimately used for personal use of the day. So definitely with with the investment of education, there must be more economical alternative. I'm going to be stubborn and I'm going to say, again, I think resilience and the title here is not enough. I think we should strive for vibrancy, not just resiliency. Just for consideration, I'd like to see a see a workforce, housing fit. What that means is not you have one unit and one job but you have housing that fits the jobs that we have. And that addresses a lot of strategies, by the way, but that's something that I don't think the city is really put energy and time into that we could that would address our workforce that would keep our workforce track workforce if we have housing that fits the workforce needs. And then see. And yes, I will hardly agree. South Santa Rosa is an opportunity for us. And we put energy into that in terms of planning for its economic success and the livability of those that choose to reside in that area. I think that's a great opportunity for Santa Rosa. It's a big part of the city that hasn't had that lens before. So, but my community asked, and just curious because I clear your comment about vibrancy rather than resilience, I kind of want to hear the thoughts of council members on that. Are you, or does that work for you. It's more moving from yesterday to tomorrow is kind of how I'm hearing that. I'm interested in your thoughts on that. I think we've been quite reactive over a lot of things over the last few years and I think that that's where you get the theme of the resiliency we bounce back, we bounce back. And it's exhausting for everyone. So I do like the thought of like where are we now and let's hope that we're through a lot of these big things but looking for vibrancy and looking for the future and what we're doing now that sustainability I would agree that it's a more exciting word than using this resiliency which feels like we're just constantly, which is what we've been doing business the hard work that all of you've been doing for so many years. Well, I'm coming to Spain. I think we didn't ask a member of our business people in Santa Rosa what they needed to be successful. There are, I think there are some opportunities that are missed in this list. And I think if you were to say, you know, promote Santa Rosa as the desired destination for business. Well, all they have to do as having a conversation. It's very, the home is, the homeless situation in downtown San Rosa. My guess is that if you were to asked and what they thought they needed most, at least we're downtown, that doesn't apply to closet. To Clottingtown doesn't apply become a village doesn't apply to many of the other private environments. you deal with the homeless issue in downtown Santa Rosa and you will change the business plan. That probably is always on the front of their list. Beautification, the ideas around helping the businesses that are already challenged with the appearance of the downtown, we have the downtown action organization which is always looking for help in dealing with break-ins. Oftentimes, potentially oftentimes nature of unfortunate individuals doing unfortunate things in the downtown. This in many ways, other than supporting access to childcare, which is elemental to this fiscal success, encouraging public-private partnerships sounds a bit fluffy, actually. And as important as it is, what does it say? What does that mean? I mean, I don't really know what that means. As a long-time business person at downtown Santa Rosa, we were down there for 65 years. I did it for 35 years and I can tell you that if you were to ask me what I needed, I would need to change people's attitude toward having the paper parking. We need the paper parking. It's very important. We get to help us paper our garages. It's elemental to be able to fund, operate, secure, light and protect our garages and also the infrastructure thereof. But a lot of these suggestions appear to come from a non-business person's perspective. And so we need a more social suggestions for the downtown and for job development and workforce development and job placement. I'm not sure that workforce development is the job of the city of Santa Rosa. I mean, I think maybe we could tackle that in the economic development subcommittee, but we would have to heavily engage the business community. And I think that there would be some kind of sum on what it was that you'd have to focus on the downtown because it's not privately owned, but some kind of sum where we actually listen to them and be willing to maybe take on a small percentage of their recommendations. But when I look at this list, I'm not seeing a lot of things that would have helped me as a business in downtown Santa Rosa in the early days when we were pretty successful. But anyway, I think we're asking the wrong people and it's not the council's responses that would necessarily resonate. Some of them could and might, but I think we have to ask the business owners what they need and to really move forward with this particular strategy. So interesting, that's thank you and looking at a balanced approach. So with the economic and community resilience in part, I think some of these strategies were reflective of sort of the capacity building and outside of necessarily just the downtown, but for residents that may be struggling. And so there's more, I think embedded in here, but I think your point is a good one that it takes both sides of the coin in order to build economic and community vibrancy or resilience or what that might be. So I appreciate the comments. And there are various, like Rosanne has particular needs, that some of which are being addressed now with the annexation, neutral annexations and really coming into their own desire. That in quarter, we have, you can have food by food and Rosanne, you can't get anywhere else in this town, maybe Sonoma, but there are, and that's just a food element, not to mention the culture. It is a jewel in our community, but their needs are going to be different than the needs of. Some of them will be similar, some will be different than those of the downtown, but people compare us to privately owned commercial environments without thinking of the fact that we're low-packed commercial environments. This is a public space and we can't do some of the things that, like offer free parking. So anyway, I think we need to ask the right people, the right questions, may not want to hear some of the answers they want to provide, but I think we need to have a conversation. Right. Okay, so kind of making sure to build in the downtown specifically in business is a part of this broader goal. Okay, yes. Your question, I'm sorry to answer your question, was the difference between resiliency and vibrancy? For the opinions on it, thoughts on it anyway. The views, definitely the difference between surviving and thriving, what it means to where you're actually want to be and once you're on that track. And to echo Councilman Sawyer's comment about the different districts, it is about ask, and it seems to be the one, the three-letter word that I'm hearing about every one of the strategies is to receive the proper information of those that it matters most to us. And I love that word, we're using that strategy in a different, different scenarios and items. So kind of bringing it back. So any other thoughts on the goal itself in terms of focusing on building resiliency or building vibrancy and how you want to frame that? Do you have any other comments or thoughts on that Councilmembers today? By looking at what has worked. And for this, I would go back to, I believe it was mentioned just a short bit ago, was the Royal Rider car, the Mary Lou. What I witnessed was our police chief and one of our Councilmembers, Mayor at the time, sitting with the community and asking them what they could do. And I believe one of the comments that was made was, we are going to try to get to a yes. And that definitely involved the participation of those who had never felt included in the system. And what I've seen since that is the Royal Rider community coming forth with their skillset, which is a comment that we made in our first group meeting was using our different skillsets to get to a goal together. So I think we've seen it work with different scenarios and hopefully we'll apply that same basic strategy to many of our other issues that the city centers is facing. I have one more to add. I have to add to this long list is how we have a lot of energy around this. One is just supporting equitable representation opportunity in our business community. And I know that we have a small, mighty economic development team and they do spend quite a bit of effort in that regard. But there's still that work to do when it should be recognized. And I think our economic or our communication person brought up a great idea. I think she's just shy at the moment itself. But she brought up, I don't see tourism anywhere on the list and the concept of utilizing our economic development to the standpoint of being the center hub of Sonoma County wine country being close to the coast, being in wine and beer country, I always say wine or the wine. We're a beer country as well. And we've got other emerging businesses in that sense. But we are a destination as much as we are a business center. And so wanting to be able to incorporate that somehow the concept of continuing to push our tourism aspect. So what I'm hearing, I think from council member Sawyer and Jason, so the comments really are shifting the goal and the direction that's different from maybe how it's reflected here. And so I hear economic and community resilience really as building the ability to rebound, to resume, to build something fresh and new as opposed to being there already and moving the needle forward. And there's nowhere wrong. But I'm hearing different, maybe the goal just needs to be different to better reflect the direction you're wanting to go. Are the people hearing those differences as well? Or yes. I am hearing the differences. But what I feel is the word resiliency and resilience, I agree with council member McDonald. It is exhausting because that word is so tied to our crisis that we've been living through the last four or five years. And so when you hear that word, for me personally, I always go back to the fire, the peps fire. And the other, the glass fire, concave fire, all the fires that we've had in Sonoma County. And so that word resiliency and resilience triggers that crisis mode. So I personally like vibrancy better because that pushes us forward and it creates a pressure outlook forward instead of always going back to where we were. No, I appreciate the comment and the, and I can appreciate how there's fatigue and there's some PTSD that comes with that. And certainly we don't want to have goal statements or goals that are triggering, right? But I want to make sure that the orientation and what you're trying to accomplish is in fact what you want it to be. So do we have it from council? Are we good with vibrancy, moving that direction and changing it? Yeah. Yes. You know, words have a life around. Yeah, absolutely. And I remember in not too distant past, it was an architect. And we were talking about downtown and some of the changes that needed to happen. And he said, please don't tell me you want to vibrancy downtown. Because vibrancy has become so overused that people forgot they lost track of what it meant. Well, now we were faced with the same thing with resilience and resiliency and it now it's connected to disaster. So perhaps it's time to reestablish vibrancy as an accepted goal and give it a shot for a few years because it does resonate with many people. They do understand exactly what it means. Resilience, it's not that easily defined and it's easily defined as vibrancy. So I say, yeah, change it back and see if that sticks for a while. Yeah, well, I'm definitely hearing like reaction to the word resilience. And so we need to pay attention to those cues and your community has been through a lot. And so to be able to turn the page and say, we're moving forward now that's what I'm hearing is the focus. I'm seeing nods, okay. Mary, how do you feel about that? You good? I'm good with vibrancy, but if John's making an argument against it. No, I think he's good with it. No, I heard he came all the way back around. I was gonna say vibrancy or prosperity. Those are the two that come to mind when we're there. Okay, all right, we'll turn on the page. Everybody just take a moment, turn that page on resiliency because I feel like there needs to be some letting go with that here today, clearly. Okay, so any other final comments on this? I appreciate the honesty and the discussion. I think we've worked through some stuff there. All right, we have two more. We're gonna take another quick break because I don't want you just to be sitting and I know this is a lot to kind of process and digest. So let's take 10, we're gonna come back and we're gonna power through these next two and then we're gonna talk about the recording and how to get to success, how to make that happen. So thank you for hanging in there. 10 minutes so that would bring us to quarter after and we're gonna be powerful to have a mic. Looks like someone might have to dash outside and let our outside folks know. Thanks, Jason. More lemonade, boost it. That's it. We're gonna pick up our vibrancy in the next section. Workshop today. Yeah, now we're moving from resilience to vibrancy this afternoon. We're hitting it, all cylinders right now. Come in, hip. All right, you guys. So we have two more of those proposed goal areas that we introduced early on. We'll take ourselves to there and then we'll kind of take a look back and ask the question, is this the right mix of goals? Are you comfortable with what we have landed? Knowing all well that we're gonna be writing all this up as a report that will come back to you for fresh eyes to look at it in a more cohesive manner. So thank you for working through all these. So next on deck, we have our infrastructure environmental sustainability proposed goal area. So here we have a written as develop infrastructure that supports environmental sustainability. We had some conversation about this earlier in terms of the balance and how we want to address that. So we can talk about that. Maybe so starting off with the goal itself or reaction and comments. And then we have our, we know the drill, we have our questions. We'll walk through what you like. So let's start off with the goal portion, developing infrastructure that supports environmental sustainability as a goal box. Yes. So are we maintaining infrastructure and development? And I mean, we will have to develop it. At the same time that we're maintaining certain infrastructure will also be developing others. But what about maintaining, what about the maintenance of existing? Cause that's really where the money, I mean, that's where a lot of it is. Right. And I think if you're thinking about, if you think you're thinking about strategic goals, right? So you maintaining infrastructure, that could be a goal, right? To focus on the maintenance. The way that this is written, it doesn't discard that, but it's having a different focus, different orientation. And so that's a topic to cover right now. It's how we want to prioritize that. Do you have thoughts on that? Well, I think they're equally important. Okay. I mean, because it's cost a lot more, dig up a street and replace some sewer line, cost a lot more, putting it in when you're building the plus airport, as far as I know. Luckily, they have to be in the infrastructure at least. So I think they're equally important. Okay. Especially if you live in a neighborhood that's 70 years old. Right. So we want some element of that maintenance component as a part of this. Okay. Other comments? Yeah, I'm here. Yeah, I got a tiny addition. It's build tools, build infrastructure, something of that nature to facilitate carbon neutrality in city services. Like I said, a small one. As we have a goal of being carbon neutral by 2030 and that means that how we spend our dollars and the types of infrastructure that we build needs to facilitate that. So for example, decarbonizing vehicle emissions means that we need to build the charging infrastructure to sustain that, while also then putting in place the purchasing policies to switch over police vehicles to electric vehicles, to switch over our fleet vehicles to electric vehicles, to switch our buses over which I know is in the process. By the way, Chief, I hope you saw that Katadi got a Tesla for their police vehicle. I'm completely spoiled by the Tesla. But this is where it's interesting is we need the tools to be able to show people and they have an analysis that I'll send to you, Chief that actually over the course of the lifetime of the vehicle because of reduced costs in maintenance and reduced costs in gas, it's actually far cheaper for the city to do that and also needs the climate goals. So we need to build the infrastructure to have that conversation with the public and to move in the direction that we already know and said that we need to do. That includes the comments that folks had about building the bicycle infrastructure to shift everybody who can off of that and will electrify where we can. So even if John can't ride the bike John can drive an electric vehicle and still can then be a zero emission. And there's the equity frame that goes with it as well. So small things that are missing from this. No, that's fine. That's good. And actually with your introduction of your additional strategy, it makes me think maybe it's build and maintain infrastructure that supports environmental sustainability. Can we do that? I'm seeing Jason nodding. Okay, good. Check that box. Okay, who else comments? Yes. So I like the overall strategy. It's the third bullet point. Is that realistic? If our city asks us by anticipating planning for infrastructure upgrades and replacement as needed. So I know that Jason has a great job of updating us with our PCI to pavement condition index. And we've been at 61 for years. Is that where we want to go? And do we have the resources to keep the infrastructure at the level that it is and or update that? Yeah, I think the intent behind that bullet was really and some of this is publicly happening but to ensure that forward forecast, like anticipating the future need. That's the, I think the intent behind a strategy. Yeah, I get it. Because when you said has needed, has needed for who? That's a public works director because it's competing interests. Right, okay. And I'd be interested in Jason about eventually about that. Eventually you said 100. Yes. I'll also say that I followed the next bullet down and I want to jump in on water. It's not just going to be about education. It's going to be about building the infrastructure that we need to adapt to a changing climate. Thanks to everybody. Must be late in the day. We had our comments. Studying again in council first, yes. Council member. Yeah, it's a personal pet peeve of mine every time I see another city that has a salt floating solar array. But I know that might just be a shiny object type of thing. So what I want to say is that, you know, if it doesn't happen this year, I want to plant to see that at some point we do an analysis of the costs, SWOT analysis of being energy independent from PG&E. Whether or not we do it is one thing, but just having that conversation. And I get that we've been overwhelmed and understaffed for a long time. This may not be the year, but if we do want to get the carbon neutrality and also produce our fire risks and also have some control and not be dealing with our favorite publicly on the company, as much as it might be difficult. I think it's worth having a conversation. The other thing here that's not, that I don't see here is that it'd be interesting to engage our business communities in a little bit different from the last conversation about adjusting downtown for our broad business communities about our capacities with wastewater and trying to attract more companies with the jobs to do industrial work in Santa Rosa and also seeing what the business, attracting more green businesses broadly so that some of this work can not just bring us climate returns, but bring us actual financial business. Just so that I'm clear on council members, let me, did you say something around PG&E and access to solar power? Making sure, I'm sorry, if the acronym, I was completing a couple of things. One is just that other jurisdictions have these floating solar arrays, solar panel arrays on their wastewater farms that prevents evaporation and generates power and it's kind of just like a show off, but there are kind of cool. So I was saying that, that's just one thing that, it's kind of maybe a shiny object to not get caught up on, but that there are jurisdictions in the North Bay that don't hook up the PG&E. And that's a huge massive lift if we were ever to get away from that, but I think that at some point we need to have the conversation about a SWOT analysis. And I don't remember what that stands for, but Thomas, I need to tell you. For the SWOT analysis. I didn't know what that was, a SWOT analysis. Strength, I know what he got done. Guys in your acronym, I appreciate it. So that was what I was looking for is even working with PG&E on local or home solar projects, it seems to be like there's a barrier there and so supporting our community members so that they can purchase solar seems to be challenging and difficult at times. So perhaps having that conversation. And then as far as I look at environmental or sustainability, the other thing that's come up and we can see this as significant not during the pandemic is broadband and access for all. We know that there's several bills that are being proposed and have been proposed to grant access, but I think as a community we also need to decide that if the state doesn't provide that is that something that we want to look at to make sure that not only our families but our community members have access in their homes. Are there comments? Council members? Staff? Jason? Go. I'm happy to try to do that. He's a slow bouncing back. So actually, I think council members I was pointing as well taken, which is the concept of safeguard when we don't actually have policy that establishes threshold is probably the challenge. So adjusting that particular bullet to say develop policy thresholds to maintain the city's assets. That's the part that we don't have. So when public works or water or recreation of parks are asked to provide information to councils or publicers to what the deficiency is right now the answer is we don't really know because we don't know what we're planning to we don't know what that target is. Just because we're able to maintain 61 I don't know if that's actually what council's comfortable with but I don't know what that threshold is to be able to say what the deficit is. So that's why I think in response to Councilman Jordan I think that's what I think he's asking for. Yeah. It's trying to create that mechanism to do that. I will say on the top line thinking about the objective title of the goal maybe I'm going to ruffle create a wave here or not. I actually don't like the idea of focusing the entire goal on sustainable, environmentally sustainable. I think we are so far behind in just maintaining services and infrastructure already that environmental sustainable can be a product of an overall goal and maybe is a bullet but for me it's develop and maintain the city's infrastructure, public infrastructure and that to me that's the goal. How we do it would be one of the strategies underneath would be to focus our efforts on environmental sustainability actions. And so I think for me the way it's written now is too limiting and I think this may go back to a comment that Councilmember Sawyer made earlier on when we brought this up which is it's great to contemplate aggressive investment in alternative transportation but there will be people that will still have to utilize more traditional or historical ways of getting around town and therefore you continue to maintain those facilities. So the only other bullet that I think is missing here and I'm not going to get the language right so I'm open to the suggestion is the concept of investing in a variety of public recreation spaces whether it's parks, whether it's facilities or pools or anything is if we're talking of an off-screen investment it's critical. There has to be a place for off-screen investment to occur and we have to be able to invest and make those spaces an opportunity. So just a thought. Okay. I want to hear Council thoughts on Jason's suggestion about incorporating the environmental sustainability elements into the strategies and retitling the goal to be build and maintain the city's infrastructure but not losing sight of those environmental elements and strategies. You okay with that? Yes. I think I am. I think you had developed sustainable infrastructure as the timeline but then had one of the strategies be decarbonized everything. I think that that kind of gets the spirit and also captures the Council's climate goals. Other comments on that? I'm seeing some nodding heads. Anybody want to go like this? Okay. I know you're just teasing me. So I think we're okay with, so did you want to include sustainability in the title or that's just the first strategy line? No, I thought sustainable needs to be in the top line. Meaning the title, the goal statement itself? Yeah, so it doesn't necessarily need to be limited to environmental sustainability but why are we building infrastructure that we can't sustain? Build and maintain sustainable infrastructure. Correct. Sorry, I didn't mean to interrupt you. Just talking to my head, so I had to come out. I was trying to both talk into the microphone so that the public can hear and also look at Jason to make sure that he's not throwing darts. Okay, he's actually okay with that, I saw. But sustainable, I think that there's the dual purpose of that word, it's a good word in Africa. All right, anything else on this? Yes. What is non-sustainable infrastructure? Our road is currently. I mean, that's honestly, that's a great example and Jason talks about this a lot about how much we're investing knowing that our PCI is going down even with that level of investment and whether it's through technology or better resources from council at least investing enough to where we're not making our roads actively worse year over year. So I guess it's still a little bit questioning. So had we built them differently 40 years ago we had created these roads in a more sustainable way? What would they have looked like? So I'll just say I interpret sustainable as my ability to be one, my ability to come back to council and say if you want a roadway infrastructure we have to find a way of maintaining it again. That's a sustainable activity. Roadway in and of itself, I can tell you that there's entities out there like CalRecycle that's actively pushing policies stating that a sustainable roadway is one who uses recycled materials as a function of the roadway. So the term sustainable may take redirection over the course of time but still has the same purpose. So CalRecycle would say a non-sustainable road is the continuation of using hot mix asphalt and pre-instructing from the baseline as opposed to some of the more newer technologies. So innovation has created options that we couldn't have a few decades ago. Yes. Thank you. Yes. So I'm not sure if it was said, I'm pretty sure it was it but I would say equitable infrastructure. So the city including roads, especially we see like in Roseland that has just come into city limits and in other parts of Southwest Santa Rosa and other parts of the city where maybe the roads are not as great. And for some odd reason, they've been neglected. Even parts of that have been a part of the city and I don't know why they've been neglected but it doesn't appear that it's been equitable but we need to spread out the wealth in an equitable way when we're looking at that sort of infrastructure. All the roads need to, it doesn't matter if I'm driving in a mountain grove or if I'm driving down a sabastical road. They all need to build a thing and find the same vehicle. Okay. All right. Any other comments on this one? Good discussion. Great. All right. Here we go, you guys. Number six, achieve organizational excellence. Okay. You can see the strategies that are there thus far. Some of these we've talked about already and some of them maybe. So I'll take it to council first, comments. I mean, just off of that, I will say just like some of our staff brought up having kind of an eye twitch when they see resilience. I'm not a fan of referring to the public as customers and I know that we talk about that all the time about the delivery model. I think of them more as neighbors, community, other, I guess, fluffier words. Maybe I would change that to implement process improvements and best practices that prioritize quality of life. It's good to hear the word twitch words to understand those other comments. Yes. Councilor Rogers. I was going to say important to me would be the fiscal health and to ensure that we maintain reserves. I want to make sure that that stays in there at or above where we're supposed to be, but not at the expense of our employees' salaries. So that is very important to me because if we do that then it's not showing that we value our employees. But I do think it's very important that the organization we're able to float if something happens. So we need to be found and also to invest in training and professional development. So we can continue to be innovative and not get stagnant in our, the great people that we have working for the city of Santa Rosa continue to be great and come up with these great ideas and feel like their brains are continuing to put out wonderful, wonderful things. But I think we need to continue to provide them with opportunity to grow in that way to be trained and developed and not necessarily mandatory training but training that they would like that are in their area of expertise if that makes sense. Training and professional development creates many shapes depending on interests and areas of work. Okay, are there comments from council members? Yes. So one of the things I'm not seeing here is around recruitment and retention of staff and I think that we've talked about it a lot but I don't see it explicitly in here unless I'm missing it. I do like the shift of customer experience to quality of life. I understand that we're all customers at that time but it doesn't sound as exclusive to me. It sounds still like there's a barrier as opposed to their part of our community. And I agree with the professional development not just for our staff member but even for city council specifically on inclusive bias making sure that we are constantly working on our own professional development as council members to create a safe space for our employees to work so that they feel included and a sense of belonging which also creates an opportunity for them to wanna stay with us. Great. Hope that. Okay. We'll open it to anybody else. Do we have any comments on this one? Yes, Chief. Stuff on everybody else. Nope, you're on. So the term we're using is I-twitch word at this point. It's beginning on the wall and I-twitch word are two of the things here. But as far as a smart goal goes, and I know this isn't necessarily a goal but how is excellence measured? So I don't have a great suggestion for the right word and I think maybe it's ambiguous and broad for a reason but how do we measure what organizational excellence is? Would just be a generalized question and is there a different way to frame that? And as I go through the list, a couple of things just this point of comments. Plan for asset maintenance and I think I would agree it's probably agree on this replacement as part of that as well. Capital replacement programs is part of the place that if we need to, yeah, that takes a large capital investment on the front end but we find ourselves having two, for instance, and I'm not, this isn't just fire department center problem but we don't have a complete replacement program for fire engines. And so it's a massive limit every time we have to drop by something. So, and I think other departments have the same problems particularly on capital assets. And then I really appreciate like the change of customer experience quality of life and I'll keep eating the drum. I think that we could add in here too just to have it right on the nose that that should be through an equity lens or another way to frame that just put it right on the noses the quality of life through some sort of equity lens or another way to frame that. So everyone knows exactly what we're talking about right up front on creating and I know probably talking for Amy here she's gonna, well, she won't hear me because she's the driver. Send me a strong look but create a culture of inclusion and openness I think that needs to be much stronger. And as I've been thinking about this those of us on the city equity task force and then in the other subcommittees and working with the seed so closely we really had to do a lot of internal soul searching and defining on our own what diversity, equity, inclusion and belonging means to us. And council will see in the presentation they're going to present exactly what the broad view of that is. So those of us are a little bit more invested in time with the seed collaborative have a different level of commitment to it at this point but I think that statement needs to be much stronger and really look at diversity, equity, inclusion and belonging as a cultural change into our norm. And then the last thing I'd like to add is we talk about changing it from customer experience that we're looking at external customers or members of the community. I think particularly the city manager Smith's point and some of the things we've been experiencing the last five years approaching employee health and wellness as part of organizational excellence making sure we're taking care of each other and taking care of our employees to be tied into the training of professional development but really that has transitioned particularly in the last five years to also the health and wellness of the organization. So I think it should be included here. So we're making sure that we're measuring external customer service as well as internal customers. Thank you. Yeah, so I just wanted to add on to our equity and inclusion work that Collar made this comment earlier today that it should be tracked and transparent. So it needs to be measurable and then we need to have a way of communicating within the organization and through our residents what is happening and what our achievements are in that area. And then I'd like to see Xerox implemented inclusion I think it was both gender and racial inclusion in the 60s or 70s and they started holding their management accountable for recruitment, retention of employees and it worked. And I'd like to see us do that here that I mean, I know that there's a culture in every department and have the same expectation across all departments would be unfair and not work but that there would be expectations of improvements and that each department head or hiring manager would be held responsible for that along with HR. And then the last piece is that the diversity equity includes that officer we need to have a people employment officer and we need to have an office diversity equity and inclusion that is not under HR. There are two separate functions and it's, I think it was an error of the past that had it in the org chart way it is now and that we're really going to move into the future and take this seriously, we need to adjust to that and correct that mistake. Ellen. If I'm here and I don't speak about this will help I think I get mugged in the parking lot. Actually, I think the bullet is good maybe to carry it along the theme of sustainability is that we swap out ensure to sustain the physical health by doing these things. But I think what we need to add in there is we need to look creatively at leveraging other funding sources. So I don't know if that's state and federal grants or regional opportunities with county and other partners or creative financing mechanisms. But looking at all of the things that we wanna do and they're all very noble good things that we wanna do but they all come with price tag. And there's one that in order to sustain the physical health we need to be able to find those other ways of basically paying for. So that's it. All right. Yeah, please. Just a couple of thoughts. I obviously I should probably speak up because Scott called me out about the asset maintenance and the replacement. There is another components that I think is important because we do have a change or course you have a change in the community and we need to be prepared to make adjustments in our facilities. And the fire stations are actually a very good example of things that were built prior to or gender normalization where we've got now a greater number of women in the workforce and the fire stations or a fire station comes from gender may or may not provide that service. And I think we're seeing that in some of our over facilities that we haven't historically always accommodated for the changing demographic of our workforce. And so when we think about that asset maintenance and replacement we probably need to make another work of justice in there to accommodate the change workforce that we have. And then the last bullet up there. I like the concept of optimization and organization structure and strength and teamwork but I'd like to make a suggestion on the backend instead of deliver results it's accomplish full core services and council goals. I think part of the organization is focused on core services and not council goals because that's the job that they've hired into. And they sometimes feel left out of the organizational conversation because they are filled with pot holes where they are fixing that water line or cleaning the restrooms. And so wanting to make sure that we identify core service in there will help bring those individuals into the livelihood that is with the council goals. Okay. So a couple of just thinking back on Brax Right sizing our resources to acknowledge and accommodate core services in addition to council goals. Looking at that citywide perspective it might be in there somewhere but I think it needs to be said there's been inequities across the organization because we have to focus on council goals. A lot of the last few years but getting back to core services and staffing appropriately to support those. And then I think I might say that earlier just modernizing and embracing modernization of our service delivery to meet the community. And that means mean different things to different segments of our community. They all need to be addressed but I think modernization of how we deliver services is something that we should put in energy into. Amy. On the second bullet for asset management I'm wondering if infrastructure is a good word there because I think in addition to actual physical assets you have to think about technology assets and modernizing our workforce and our processes. So we are more strategic. Again, we talked about this a lot today but I think in terms of creating a culture that should be as inclusion, belonging and openness. And then I think generally speaking in order to achieve organizational excellence it's important that we are able to position the city of Santa Rosa as a premier employer. And I think we have a unique opportunity to try and make a comeback for public service as a career path. I know that a lot of us have talked about the educational system and partnering with schools but I think if we invest in our people we can't go wrong and that's investing in our people related to training and development, professional planning and health and wellness and mentorship and life on learning opportunities. And then in terms of the investment related to education in the community I think that there's some programs that start at the school age level but also Santa State has a master's in public administration program and I think the partnerships and having our staff go out speak to public service as an admirable career at the college level is really important because it's gonna develop our applicant goal for the future because that's one. Okay. Any other comments? Yes. So this goes to the line that has to do with customer experience. Not anymore. I was getting out, it's gonna be a long life but this is short. I think we need to have something in there about first week service provision. We are first and foremost a service provider. I remember one of my city managers in the past said be careful when you refer to our residents as customers. Customers are used to getting what they want, when they want it and how they want it. We're not a store on the daily drive. We provide service and we have restrictions on how we offer those entitlements that we are mainly responsible for as a government agency. So referring to our residents, customers is a little dangerous in a light sort of way. Because they're not, they have a choice. They don't have a choice. We are in monogamy when it comes to entitlements. So they're not customers. They are indeed, they come to us to provide service and we should be offering it to them at a first rates level. So it just works the thing. But I cost, anytime we use a word customer when it comes to the city, does make me a little simple. Okay, you and the mayor are getting pushy. We struck that. We struck that, it's out. No twitching today. Good. Any other final comments on this one? Excellent. All right. So what I would like to do is we have the next slide that we're going to get some help in the back. We're just going to do a quick update. So this is what we want to do. I want to do the word revisions that we have come up with thus far and see if we're getting close. And so on the first one, we need to take it out of the display mode and move it. Or can you do it back then? Okay. Great. All right. So the first one, we changed pursue to deliver. These are for my notes. And you'll get another at that. This is just to recap it. Oh. Yeah, we're just, that page is not here because yeah, surprise. But I wanted a place to recap that whatever the discussion materialized. All right. And for the thing you're calling along. So the next one, we changed to read reduce homelessness and its impacts. Okay. And so the next one, we're just going to like put the insure in red or something because we haven't landed on the word there but we did say something ensure a healthy and safe community for all. So a healthy and safe community for all. Here we go. All right. Then our next one, we are done with resilience. We are moving on to vibrancy. Next, we are going to build and maintain sustainable infrastructure. By the way, it's really hard to type when everybody's watching. So, I'm doing a great job. Me, I would be like, okay. And then I think we're okay with the last one. There were some questions about how do you measure excellence? But I think for now, I didn't hear any major objections from council on achieving organizational excellence. So, it's okay to do it. Just measure it and tell me it's done. Good. All right. So how are we feeling then about the set of council goals as currently drafted? Council members. I'm not sure if the next slide's going to be our, if there's anything missing because what I've been through with each of these is we declare racism a public health crisis. What goal or strategy is addressing that? Then some of us went to leak out for cities. A lot of cities have declared it. Period. What are we doing about it? And I'm not sure what are we doing about it is reflecting our goals or strategy. Okay. And so I guess one of what maybe is, we can, how you can have a further conversation on is a part of your inherent core values, right? And how you operate all the way through which is where we had started on values or does it need to be still articulated as a goal? And that's up to you guys entirely. Exactly. Yeah. This is a conversation that you and I had. This is a conversation that the city manager and I have had that the council members might have had. But the biggest, but the most challenging aspect of this to me is that three things in particular, the diversity, equity, inclusion, work, environmental sustainability and community engagement are three things that are pervasive through everything that we do. So even just the act of making them a goal, silos them off by themselves, when really I expect us to have a DEI and a climate and a community engagement plans in housing and homelessness and in safety and in vibrancy. I don't know if this is where we go back and make sure that that is very clear in our vision, vision and values and then have it filter through all of the goals or if council feels like they need to have a specific goal that touches on all of those. That's the challenge that I run into repeatedly with these. Yes. So I don't feel that I necessarily need a goal for each of them as the mayor suggested, but what I would like is a return from the city manager for how you're gonna operationalize the accountability of the values and objectives through the goals, whether it's having somebody within the organization who nothing gets to her desk if it doesn't have those things within it or some other mechanism I would like to see. I don't think that it's realistic to spell out every thing that we wanna see on this list here. I think this is pretty high level. There's things that I'd love to see on it that I'm willing to let go if we can have a return to us with something really measurable and it can be the conversation that's ongoing. We just asked Ashley to be on the bike rack to make a note around how to operationalize the values and so that that can be something that's on the bike rack to get it recorded. Yes. So how... If a goal is something that you choose and most of these are not all we'll be doing the aspirational. So are they counsel ongoing goals? Should we even be using the word goal? Are they, is there a better word we should be using that suggests this is, these are umbrellas that we will be, that we are constantly trying to achieve or trying to, that we are being aware of. And then I'm not even sure how to articulate because I think of a goal, it's like a race and you're going to win or you're going to keep running. And so if you win the goals and I don't see a speed. If I may be your point, what it reminds me of a little bit is that since we've had more or less the same goals for years now, I don't think you've changed the goals. And with the first year I got in council, we added childcare and the second year we added first year, but we haven't really immediately changed them all that much. It's like at this point, there are initiatives and that, which to me is a more appropriate word. I think maybe we need to, in addition to some of the other changes that we look at that identify goals are these don't, these are. Aspirational. Aspirational. Are they aspirations? Yeah. Anyway, I just, I've been thinking to be clear about what we've accomplished. Right? When they see these, they know what they are. Right. Well, and so what we have done is we have tried to give them some action, right? Some action orientation, but they've aspirational in doing that as opposed to the topics, which is also not a goal necessarily. It might be a priority, but it's not necessarily a goal, right? So I think your, your prior goals had public safety, climate change, like they weren't written as goals for say they were focus areas or, I mean, there are a lot of things you could call them, but I think your point's a good one. You know, are you okay with saying these are aspirational goals that are going to take, you know, that we're striving toward? That's one way you could approach that. Or you can rename them or kind of repurpose and then your goals can be tied more to your success measures. The metrics that you ultimately, you don't have currently, but as you get there. Well, I think you're right. If we were to tackle something when issues brought up by our manufacturing home, that could be a goal. The change, we've identified potential changes in the ordinance and make those changes. That's a goal. That's something we could be done in one year or however long it takes. But yeah, these are the aspirational goals that I think we need to be clear about. I would put them in the bucket on the strategy and like John said, Tom, sorry. We wanna actually define the goal. The strategy is deliver housing for all. And what is the goal that all of us, to me that's not the goal. That's a strategy? Okay. Well, so maybe this is gonna have to be a continued conversation about what kind of best structure, what the framework is. And we can put that into the report in terms of how to define there being some options for these. So the goal, we can go, maybe we could flip back to the definition of a goal, a strategic goal, right? Bring us back there. And the idea is that they are multi-year in nature. As you're pointing out, they might be lots of years in nature, but they span time that you're working towards them. So here we go. Provide direction and focus of the organization, which I think this conversation today has, I shouldn't speak up about this stuff, but it gives direction. We wanna focus on increasing housing and building housing on addressing the homeless issue that gives focus. Building and maintaining sustainable infrastructure that gives focus. And so that's part of what we're trying to do goal in their multi-year nature. And then from there, you have the how. And that was the conversation we had about all the strategies. What are we gonna do? How are we gonna get there? Which then leads you to your work plan, leads you to your budgeting, all of those more tactical pieces that will come back to council. And that includes how you measure success. What are the metrics that will tell you if you're moving in the direction of the goal? So if you're talking about housing, if you're defining what it is you're trying to accomplish in terms of the work you're doing on a regular basis, regular repetitive work, and is it moving the needle? Let's go in the right direction. Am I supposed to come up? Go ahead. Yes, so I did say that backwards. So I'll come up with that. I'm not trying to sell you guys on a model, I'm just trying to figure it out. So I see overarching goals as a destination and the strategies that move us along that way to that goal. So I do see that overarching long-term goals are a good way to map out what we wanna focus on. That's how I see goals. Because what gets focused on gets money behind the programs behind it. So if it's housing, we certainly know we're not going to fix that in one year. But the long-term goal is probably gonna be there long after even we're here that housing's gonna be focused on. It's the strategies or the smart goals underneath it that I think that get tweaked every year. So while we need to affirm, I think, as a council and as staff members to say these are our long-term goals or destinations of what we wanna get to, the strategies change year by year based on what's happening in the world around this. It's based on who's at the table and what our lens is when we're looking at the strategies. So from my perspective, maybe it's because I've done a million goal settings with smart goals, I'm comfortable with this and we all know that we stick to what we love. So I see it as an opportunity that we aren't saying this is for sure what we're going to do just this year. And to your point, you've had some of these same goals for a long time because of the continuous issues that come up in a city. And so I don't have this comfort in calling them goals. And I do like the opportunity to change the smart goals and then as far as the metrics go is where I would see the opportunity to focus on those three things that they mentioned around diversity, equity and inclusion and the environmental as well as what was the lab. Pardon me, Mayor Rogers. Those would be to me something we would want to see perhaps from staff in a measurable metric of these are how we're seeing these results from these three things under this goal. Other, yes. I just wanted to ask a question. One of the goals that was stated related to homeless, just want to confirm that there's no concern about the negative connotation of homeless and its impacts. And so I don't know if Council Member Schwedholm has an opinion since he's working very closely in this field, whether the advocacy groups out there will see Council is taking not necessarily proactive approach by identifying those words in their goals. Especially in the community that is engaged in there's no way we're going to please everyone. Because someone's going to have an opinion about I don't care what we do. I think this captures it for its purposes at least that we've reestablished. I don't know what other words someone might want to suggest but I think that's good enough where it is because it is a complex issue. You're not going to find five words that capture everything that's going on in the community related to this issue. Yeah, and if I can, one of the bullet points was about how we address the campus. And that specifically talks about the health and safety impacts on the community. But I think it needs to be included for lack of a better way to put it. I just, hang on, but I think it acknowledges some of the limitations we have with the Boise decision and the injunction. So we do have some legal limitations for what we can do if we need to work around us. Okay. Do we answer your concerns? Are you feeling like we still- Yes, I just wanted to make, sorry. Where's that one you asked? Sure, go ahead, go ahead. Sorry, I answered my concerns. I just wanted to make sure that- Right. No, no, no, don't apologize. Because I understand- You know, it's not, I don't want to follow my story. This particular issue, if I still kind of wonder about the definition, future councils, these can change everything. And certain councils may have very short-term goals that might get, so some of these could actually be placed over the years, some goals that are very short-term. Do they become short-term goals? You know, I guess that's what I'm looking for. How do we justify this body of work to future councils? So the next council, next year, when they're looking at these goals, what might they have, what could they be confused about what they need for these goals? Right. Given the long, the potential long-term nature of August long-term nature of the majority. I hear your concerns in terms of how do you hold on to them when you're going to have turnover on council. Right. Council member Fleming, did you have your- Yeah, as somebody who was new, not that long ago, when you're a new council member, there's just general confusion. And I don't know that you would go down to this level to become confused, necessarily. But your point is well taken. I think though it's different about this goal session, setting sessions for our last ones, is that, you know, and again, I wouldn't say these are initiatives rather than goals, because they're so broad. But is that we had tier one goals, which were these things that we knew we were never, not never, unlikely to achieve anytime soon. And then our tier two goals were things that actually could be achieved and were going to be achieved at that time allowed. They were much more specific, like adjusting the CPI for mobile, or minimum what you could think of that, but we've got that. Didn't have that. Okay. Suggestions or ideas or bring back the report. You guys can look with fresh eyes. What are your, what's your pleasure? Okay, you got it. I like the idea of prioritizing them as they come back from staff. If it is some sort of aspirational goal that is going to take multi-year, multi-hours, that type of thing, I think that's good to know when we're looking at prioritization. Can we do something that's kind of going to happen in the next 12 months and how do you prioritize it? It's similar to what you do when you're trying to maybe legislation. You can prioritize the bill based on how much staff time you have, how much money to appropriate, find it, because you're looking at, is it going to go through or not, or it becomes a little bit lower priority? Not necessarily because it's not important, but just because we don't have enough resources of time in the next 12 months. So I'm wondering if there's a way once we have the full report to be able to come back and say, let's do the tier one, tier two again. I don't know if I'm comfortable doing that today without staff input because I think that that would be an important piece for us to know before we can say, this is a tier one, just based on feedback that I think we need. And that's an important point that this is step one, right? And so you will have the follow-up to be able to look at this, both in terms of budget, you're prioritizing when you make budget decisions, but also in terms of a work plan and understanding what the choices are and what can be accomplished this year and what has to wait, and also creating those metrics. So Rikisha, any comments you want to add? No, I was just going to remind the council that we still have the American recovery fund that had to be prioritized, I'm going to say second because core services are first, then we have the American recovery and they're pretty detailed. That's a lot of money to spend. You need to make certain that the dollar amounts that we've actually allocated to it, that we're going to spend it all, because there could be a potential case that we come in under and do we need to go back and submit another report because that spending report is already in. So we have to look at that on top of this as well. Well, this becomes a strategic plan and the elements of this, which is sort of what we're describing is your roadmap. So maybe if you think of it that way, this is the direction that you are trying to move the city and move forward. And I completely hear the concerns about, well, what happens if you have a change and all of a sudden it's like, well, now we can pick something else. It's like over here. Well, then you has a body, talk about that and how you want to address it. But the way that these are written, they're certainly intended to have some longevity. And so it's how do you make sure that you're comfortable with that and that they are important for a foreseeable period of time. Evaluating annually what you're going to prioritize within that, but this is a broader framework. And I get it that it's departure from prior practice. And so maybe it takes some time to kind of practice or to acclimate or to tweak to the way that you want it. So. Just worth going to China to say, I think you kind of described, you'll be getting to it here in a future slide, which is the establishment of council goals and then the strategies that go with that. That's the establishment policy for what staff is going to then be bringing you with specific tasks and implementation or specific projects. And so looking at it in that format, which is these are overarching goals. This is the big picture of what we are as a city going to predominantly be spending a majority of our effort to focus on with the strategies being, this is that roadmap. This is how we're going to get there. But then staff's going to say, okay, within that policy framework, here are the projects that we think we want to undertake. Here's how they're going to be smart. There's strategic measurable attainable and realistic and timely. And so it's up. We're going to be taking this large policy document and coming back to council with specific and strategic projects or tasks. And I think a lot of the things that we've talked about previously, we had projects and tasks that may have been labeled as goals, but they were really specific projects and tasks. And trying to create that framework of goal strategy and project or task is I think is a good one because it will definitely help staff as we go back and start to strategize on our own how we're going to work toward this end product. Okay. So council, are we okay for? Okay, I'm seeing. Yeah, okay. And again, hopefully when it comes together and the report that comes back to you, you'll think, okay, I'm comfortable with this and where we're going. And you'll work within the framework, hopefully as you're prioritizing more details. All right, let's take five. No? Well, I mean, we can go to that. I don't know that we have any more. Unless there's anything, do you want to go to the next slide? I was going to take a seat. So if this was our, we've kind of just done this, I think, but I'll let you reflect. Yeah, I think we just did that too. All right. Do I just keep plowing career? Okay, all right, we're going to hop. All right, so the reminder, the next slide is just a reminder that we've already just been talking about with using smart goals in the next steps and we can't do, you want to need to prioritize. And then we're going to talk about our wrap-up topics. And so working together to get to success and then specifically council, what kind of updates and communication are helpful to you? So let's start off with a team sport idea, all in this together, right? To be successful, everybody in this room and even those who are not need to have clarity, have to work together, understand roles and navigate that together. So council says policy, we know this, staff implements. And that's the, those are the lanes that are most productive, but you can find yourself to stay there. One informs the other, the other informs the one, goes both directions. So what I would like to ask, first of all of council is what do you need from city manager and staff to feel informed and prepared relative to these goals that we have been talking about? So this is a question for council. What would be helpful, what do you need? Okay, Mayor? Yeah, I guess I'll start. Clear flow of information. I mean, that's the biggest one. Most of the time when we get questions from the public, it's about what are you doing here? When is this project coming forward? All of those sorts of things. And so just having the ability to provide a level of constituent services where we're helping to facilitate that flow of information from the individual staff member who's the most informed about the project to the person who's most impacted by the project is really helpful. And you'll see, I mean, I know we all start to get the same ones from people, but there are district-specific ones. I'll get emails that other people won't get. And so having the ability to work with the city manager to get those answers and that, and like I said, I think if my job largely is a conduit of information for the public, that to me is what I need the most from the city manager and the staff is clear information and timelines. Excellent, thank you. Vice Mayor? Secco's comments. I believe that being informed of where we're at on different projects throughout the city of San Rosa and you're actually right being able to convey that information to the people that are the most in a timely manner is definitely only interesting. To those that affect us as residents of the city as well, where are we with our future projects? It's definitely powerful. Okay, so again, those regular updates are, it's good. We'll talk about the means for that in a moment. Other comments, yeah. One of the things really has been important to me has been realistic cautious when it comes to policies that we may be beginning to make policies that we're developing, maybe not quite baked that we're thinking about it and then have those reports from staff that give us all the information we need to know positive and negative about the path that we are potentially going down. And that has been really important. And also as we always throw things into the bucket as the year goes on, some of those things that we throw into the bucket can be so taxing on staff that they have to say, well, you need to pick, you need to choose. Unless we hire up, we can hire people. That's possibility. That's the decision that could be made at that time once we hear the caution. But it's important to know how our policies affect prior policies and the development of those policies or tasks for staff, especially when they are. So when their capacity is stretched. So those cautions are. Yeah, I think that's a good idea. Great. So I know on the agenda is we put the fiscal impact, but what I think might be helpful is if, if the council is to take a different direction and not go with staff recommendation to put maybe four, four council that that would have a different impact on the fiscal budget, either car or future, just so that we're clear. Sometimes I think it's there pretty clear. But I think that if the council is aware that if we make a different decision, how it's going to impact this physically or if we're directing staff to go a different way, what that impact is including staff crime. I think a lot of times we ask for things from staff, and we're not actually accounting for the fiscal impact of asking staff to draft or do something different based on their hours. So incorporating the staff impacts not just the fiscal impact. I think that could be helpful, especially when we're dealing with limited staff in many capacities right now to have an understanding. And I know that's really for the city manager to, to be able to have that oversight oversight, but I think it's also important for us to know that we're asking for something about how much time that could take. So that would be helpful. I think it's also important for us to know that we're asking for something about how much time that could take so that we have a realistic idea of how long it might be for it to come back, even for public to know. That's my finding. Oh. Sorry. I was just coming around. That's all. So for me, city council need from city manager and staff, no surprises. One thing I would really appreciate is things that things happen in the organization that we never hear about, especially some of the parts of the long time employees. And you hear about it. Oh, Friday was their last day, but he didn't say goodbye. And if we truly are part of the team, it doesn't feel like that way all the time. Now, you know, obviously she tomorrow that was different. You know, there's been some other exceptions, but there's been some other long-term employees that I work very closely with every other government. So being included as part of that team. And also chair. Staff successes. I'm more often. You've been doing the next job. About getting more and more communications with staff or with council. I really appreciate that because again, that goes to feeling belonging that we are. We are. The longing. Yes. So in the. Definitely, I think that our teachers and our city manager, I've gotten more communications, more clear communications and more communications before. I found finding out on a newspaper than ever before. And so I just like to take a moment and say that I am getting a lot of information that I need. And the other thing that I really appreciate is that. When I have the most brilliant idea in the world, I really appreciate that. I really appreciate that. I really appreciate that. I really appreciate that. So. My teachers find a company that is not really all that stellar. So. You know, as far as what I need that. I'll type up if I'm not getting what I need. And. And then we'll talk about it in there. I'm feeling pretty good. Excellent. So that opened to honesty. Reception. Great. Okay. Good. Anything else you would want to add to that. That's a great list of. Things that are helpful. All right. So I'm going to ask Mary. First of all. Thoughts on what would be helpful. So one is trust. So, you know, Hire me to leave the organization. And. I hope that when I'm breaking you information, one that it's clear. That you understand it and that. You believe I'm giving you all the information, but you make the best of it, right? Listening to the needs of the staff. In addition, finding one avenue to drive policy. I feel like we have a lot of weight that we're driving policy right now. I won't call any names, but I feel like we have a lot of ways that we're driving policy. And sometimes I'm blind blindsided by that information. I'm here to move your agenda forward. It's going to move forward. You know, I may have to prioritize it a little bit. I'll move it down, but it's going to get done. And for the most part, just communicate. You know, communicate when you're happy. Communicate when they're not happy. Let me know what improvements that we need to make. Because we have such a small window of time in local government. Right. So I want to be able to make adjustments when I need to. Anything else, anybody else on staff? When I add in terms of, will it be helpful to your success? All right, I'll jump in. Action speak louder than words. So support of these initiatives. All the way through is always a great benefit. When we, when staff. Works really hard to get these things all the way through the process through the engagement. And it's always a great benefit. Through sometimes appeals and gets to council. We really do look for council support. It's great when we have unanimous support. And I know that's hard. And I know there's a lot of work that gets done to make it unanimous, but I cannot underestimate how powerful that is. I have that kind of alignment. And it gets. Credit to the process of tier initiatives. So that that sort of final result is all about that. I'll just add one more. I think it gets combined with what. Artisha and Claire both mentioned. It's just the appreciation of staff. And the successes. Even if the success doesn't quite achieve the line, but gets us closer. You know, I think your team works extremely hard to try to deliver. A lot of great issues and projects. And, you know, they, they love hearing. Council. So that would just be my, my call. Okay. All right. So let's just touch on this a little bit, but I want to underscore the next slide, which is about updates and communication. We can all agree that that's very important. It's not always easy. It's sometimes imprecise. But there's a commitment to doing that well. And so in thinking about. All of our discussion today and thinking about the means with which you currently receive information. You know, what, how are you receiving it now? And what's working well and what would you like to see change? One of the, just I will deposit this. One of the things that has been a recurring theme all day is. Metrics, metrics, right? And so, you know, that's an example of something that might be beneficial. I don't mean to, you know, see the thing, but just to get you going. Comments. Yes, mayor. One of the things that I really appreciated over the last couple of years, it mostly started with a fire. We've incorporated it on a number of different things is a data dashboard. That not only gives us a way to push things towards. Push the public towards information and data that they can then check up on, but also it makes it so that council members that particular interest in the topic. Don't have to both bother staff and then wait for a response from staff on things that are of high public interest. So for example, the, the dashboard that shows the rebuild numbers, something that I look at every once in a while, just to see sort of where we're at. And otherwise it'd be emailing Claire emailing the city manager to email Claire. And that's, that's really, really helpful. And I know we're moving in that direction. So I just wanted to appreciate that. Perfect. We're a little bit about dashboards really. Okay. What else? It's working well. What would be helpful? The staff reports are working really well from a brand new perspective of coming in. They're very thorough. They, you know, of course I'm going to have questions on the agenda. But I think that's very helpful to have not only the staff report, the presentation and all the data that you give us ahead of time in the agenda. Really, I think it was an opportunity to prepare and, you know, ask those questions. I think as a council member, being able to ask the question and then get them the information back in a timely manner is, is really important to me so that there is no surprises for, for either of us. I think that, you know, as a council member, if you have a discussion, you, you more than likely will have that beforehand as well. But I think that that's working at least well. And then anything else that staff send out on a regular basis to make sure you include me now in that. Distribution list would be great. That seems like a reasonable request. Other comments. Information how you want to receive it, how you are. Yeah. Thank you. Thank you. A couple of years ago when we first were moving into district elections, we did have a conversation about how we wanted to handle events and things in specific districts, not that we've had many of those last couple of years for obvious reasons, but I do feel like staff is doing a really good job of letting the whole council know about things, but also working directly with the district representative to be involved or to be there for the ribbon cutting, for example, for the part that was in Eddie's district yesterday. I think that staff has fully made the transition to thinking about things both in terms of the city at large, but also the district representation focus. And I appreciate that as well. Thank you. I'm going to make a comment on the vein of sharing information. One thing that was particularly helpful when I was on the water advisory council was Jennifer would report pair. There were quite he felt to maybe not this detail and lovely of those, but prepare a few bullet point takeaways from our subcommittee meetings. Oftentimes, you know, when I'm in a sub community, I'm so very focused on the work at hand or leaving the meeting The actual and calm really good at reporting this out but getting assistance reported with report out so that because there's so many things that happen and if I don't sit on that committee, I don't frankly know what's happening. And also, some, maybe a monthly or five monthly report out from our board the commissions on some of the items that they're working out and that's coming from us because, well, I try to watch all of those. All of your subcommittee meeting every once all one switch to the track so just sort of that informational flow so that when things are about to come to the council, you know, begin to prepare ourselves. So for me what really works out well it's just the communication. It's like, I'm the city manager. There's no agenda what do we need to talk about. Right, so it's not a party established. What do you need and I say the same thing to her what do you need for me have to help me be successful. And I just like that format. I also do appreciate access to staff, because I am engaged in a lot of different arenas that touch other parts of the organization. I don't talk to one or two employees. Right. That's not there. We're all again, being part of the team. I have a different role in the team, the new director of one of the partners that I'm a support device person. So I just like that communication and building that trust. I think that was your word is building the trust that we're on the same team of trying to accomplish the same goals, which is, you put up with me once. Cool. So, I'm not sure if councils may be provided with some of different from the water board or from the different departments, maybe update on just like we're working on these two things over the last couple of months. Just because right now I seem to be a little bit popular being asked to go out and speak about what we're doing. So I'm trying to learn as much as all of you know for many years in the next two weeks. So if that would be very helpful at least from my perspective, if we're being asked to go out and speak about what's happening in City Council, I'll never be able to eloquently do what Mayor Rogers said. You know, any question that comes in and I think just arming it so that we could speak as eloquently as possible when we're at representing a community that would be really great. We as a council have become accustomed to some really great staff reports and presentations and all the information necessary to allow us to do our job and community community. And I want to do a special shout out to our 15 and Stephanie, the gatekeepers of detail and general information that allow us to do our job without their knowledge of zoom without their knowledge of getting getting every week. They have an obligation due to our commitment to the community about our transparency and giving the community as much time as possible to get up to speed on the various issues that we're about to speak about is a real challenge. And I think that doing an outstanding job. And even if I can't find something. It's the answer is always let me just send that to you now. And I do that are fairly. I get a little overwhelmed by computers. And they, they always do it just such grace and dignity, thank them for because I don't know what to do without. And, you know, I've got to say, the staffs that I have experienced for the years, they are all so incredibly dedicated and none more so than the staff we have right now. Just really, if the community knew the kind of dedication that our staff exhibit on a daily basis to this organization in the city. I think that there would be probably fewer criticisms. And more appreciation, because they are just a stellar organization when they sell people and now guided by stellar. Thank you. All right. Well, it's hard to end after that. Anybody else have anything to add. Okay, so let's flip over and just summarize kind of our next steps home stretch guys almost done. And so, as I mentioned several times during the day, all of this work that you have created that we've been capturing throughout the day will be brought back to you in the form of a summary report. So you'll have that all documented fresh eyes you can look at it and if there are areas that require refinement or we are tweaking, then that will be the time to do that. So we'll be working on that to get it back to you for an upcoming council agenda. You'll hopefully adopt those goals and strategies. And if there's some refinement ultimately you'll get there. And then from there, staff will be working on plans to deliver on this and creating the budget and developing some metrics and so that's kind of the flow that will be forthcoming. And this will take time as they're building. Consider the building blocks working together. So those are our next steps I wanted to just kind of close them with. First of all, I have an evaluation form so please don't escape until I have handed those out so we can get to your feedback. But I would like to stick, you know, I think it's nice to have a couple minutes of just any takeaways you have from today. You know what stood out to you. Any thoughts or closing comments you might want to make don't feel obligated I'm not going to be around the table everybody, but if you want to share any kind of final takeaways, I would invite you to do that. Just because it's still sitting with me and I'll put a black cloud hoping the whole comment about racism with public official I didn't hear any reference to it. I'm a staff member, we declared it at the public health crisis are going to do anything about it. So I don't know what the takeaway would be from staff as to where the ones that said it all seven of us I'm pretty sure it's seven. Oh, I don't know what our next steps are because, as I said earlier, I didn't see it anywhere in here so is it a non issue. And you know, any of me reference to back in 2020 when we had those listening sessions those conversations, and that was rich conversation. And you know I'm not married anymore so it's been somewhat radio silence for that that's right. It's rich is a difficult conversation. And I'm just not sure we choose to not have the conversation or someplace else. I don't know. So unfortunately that's what my takeaway is. Okay, that got missed. Okay, so I just get incorporated into there. Okay. Other reactions or comments I don't want I don't want to leave that just hanging I mean is there a way to. What are your thoughts about how we might make sure that that stays front of mind clearly that's an important topic. Yes, we do have staff working on next steps for that. I know you haven't seen it so that's the communication gap there, but we have our community engagement team following up on next steps measurable performance about what that means. I know that came up at the meeting when we declared that what's next and so we haven't showed that, but we will, and I hear that it's important. But in terms of the framework including how you're articulating what you're going to focus on, I hear exactly what you're saying. We need to find a way to make sure that that gets recorded. Yes, ma'am. I think this is a question for the council member for perhaps adding a strategy and I don't know the full point to fall under achieve organizational excellence or ensure a safe community for all, I think probably organizational excellence. What about adding a bullet point that says, finish and implement the scene collaboratively. I'm not sure if that is the focus of the scenes five years for that. That was very helpful, but thank you for that. So, I think our next policy with staff is doing, because I know we did have a conversation. It just really resonates. One of the cities when this one woman talked about Yeah, a lot of us have done it, and it's creating science and I don't want to be one of those cities for the leader in the North Bay, let's act in this arena. But again, a good fact, I know our community is so many, so many people. Oh yeah, too much. They have enough resources to actually do a council that seven of us are asking. Yeah, it seems to me, does that become one of the bullets under the insurer, I don't know how we revise it to ensure safe and healthy community for all. It's, it's healthy part of it, that is the racism as a public health crisis. So, correct, that's where we are looking at it from a staff perspective already so you can lose the sight of that and it's part of our community empowerment plan process. Okay, so we can include that as a strategy then and articulate it and yeah, I appreciate you bringing it up again and making sure that we have this conversation and it has a home. And just to clarify, because I'm not knowledgeable the seed collaborative is is related to this is something what what is that is different, different. Okay. Right. So we might have some clarification on the next steps as far as some of the things that were mentioned today. Not the one that Thomas mentioned, but the mobile phones, the manufacturing homes question. The, the annexation question that the mayor mentioned, where to those, where will those other comments and suggestions that were probably a little more specifically goal is potentially embraced by the council, because there was a the manufacturing home issue is brought up by a couple of people in the community, I brought it up, the council has not had an opportunity to discuss it, and what do they want to move forward with that. Is that something that we're going to time and energy into the world have staff with time and energy into how that those issues get dealt with now that they've been surfaced in this. Thank you. I'm not sure I'm the right person to respond, but I'll, I'll give it a shot. As I understand it, those would be part of what staff evaluates when we're looking at what are our next, what are the plans that we are going to propose implement these are the goals and strategies. I can't tell you right now whether the whole part issue gets incorporated into that or not, but those would be brought back to the council to evaluate our work plan, what our next steps are. That's important to the council, like the city manager, their comments, but that's why I understand what you want to say. Well, I appreciate that. And before we hear from the manager what we're usually left with more of what traditional environment are these sheets with red dots. So without doing the dot exercise. How do we, I may have killed the dot exercise, the dot exercise, the dumbest exercise. It does absolutely nothing for determining how much capacity each department has an arbitrary limit on what we do. So that's why we do the aspirational goals and then staff can come back and tell us, here's what we think we can do to achieve these goals this year. And I'm not believe me, I'm not complaining about losing the dog exercise because it was so often gained anyway so there were some effective. Oh, so that's kind of what I'm so in what we have. So I got the question, but what are we going to replace that with how do we, how do we know what direction we will now move it. So I think some of that conversation come back when I had the discussion about policy direction, and is it going to be driven by council committee committee, or you know how are you going to drive the policy direction. So I can direct staff to operationalize some of these items I think maybe we could bring back a report and study it if it's of interest to you. I just need to know. So, but even if we break back a report, and we talk about the short term or medium sex of it, you know, then it has to be at the end prioritized. But I don't there's nothing wrong with study, you know, we want to talk about manufacturing homes. I think it's something that we can talk about as a team, and tell me what, what are you looking for. We can study it, we can have a study session on it bring back a report. And from there, you can guide us, give us the policy direction. Maybe we put dots on the bike rack. I get the mayor's points about the top of the dots but I would say that one thing that is really helpful about that is that it's an interactive exercise. We're so passive in this role we sit here and respond to what we see. Whereas that allows us to really engage and do this kind of work where we say, you know, if this is really important to me and may not be really important to you, what's really important to you and it allows us to sort of prioritize as a policy body. And to make agreements amongst ourselves and the movements for it and that is the piece of it that I really miss is being able to engage in that way. She's talking about you behind your head and she gave you funny years. I get it and the council really wants to do a dot exercise they can do a dot exercise. But for me, but for me, it doesn't help us, because it misses everything that's important from core services to delivery timelines. It is a task list or a check box that we put on it and it that works very well for specific items like the mobile home rent control ordinance that makes that very easy for us to go back to the team and say that's what we're going to do this. But that checking that off the box that nothing in terms of telling us how were we actually doing about achieving strategies to keep people falling into homelessness. It's an item on it with no data attached to it on impact that it's happening to the manager and I think Megan was going to jump in at one point as well. I was just going to pull up with the mobile home organization that we are actively working on it. It's the capacity issue. We've had a request for proposals that twice no respondents so now we're developing our next steps for how we create capacity to address it. So it certainly is not our work plan, but we are attacking tackle. And I'll just say I think what you heard and what we were just talking about those are work plan specific items that we actually didn't discuss today. So, you know, without wanting to get in trouble with my boss. I think that's part of the coming back to counsel is, here's the work plan based on the goals and the strategies that you've asked. Here's what staff is intended to do. If we were to do something like the mobile home case that we would look to counsel to say, hey, we thought that needs to be a part of this. So, so for me that's the way I view the, especially the couple of the public comment they were here today, you know, but it was southeast green where the mobile home or the bikeway cruise improvements, you know, wanting those as specific work plan items. And that's that's coming. We'll bring that back to council. And, you know, staff sometimes the shiny object syndrome as well. They're such a professional staff and they want to deliver so when you bring them on item. They just want to run. And I have had to say, we got to stop we got to stop we got to slow down. We got to think, you know, because I'm going to tell you, every time I meet with another staff member, it is just like over the I have high expectations. So, even when I'm communicating with staff to say, hey, are we doing this, are we doing this. I'm trying to learn to pull back as well because I'm like, oh, I got to reset. So you have to remember, when you bring something to staff's attention, they're running to get it done because that's just who they are. I couldn't ask for a more professional dynamic staff. So that's why we're trying to set, you know, some boundaries set the goals try to figure out where we're going to go next. And even with the metrics we have to look at what what we're going to bring back to you and from a metrics perspective right because we have to look at what are we actually collecting. You know, and what platforms are we collecting the data on and is it usable, you know, garbage in garbage out. So I don't want to bring you information that is actually not usable are accurate. So, and that's why, you know, I am going to have a conversation with each council member to talk about, okay, how are we going to drive policy directed because we do need to be innovative that we do need to be able to pivot at some point. But at first let's just get the work plans together. Let's get back to being what the city of Santa Rosa needs from us and then and then we can do it. So, but I am going to tell you we have the shiny objects syndrome to, you know, you tell us to do something and it's like, yes, and then they're like, Oh, I'll have time. So, you know, just, you know, keep that in mind they want to do their best best for you. Okay. So first of all, for those who are looking forward to that exercise. I'm so sorry. I have got to buy bags by the way. But I think if you think of this as a big step one, and I recognize this is a departure in terms of a framework and how you're approaching this. So, again, trust the process, you built this framework now that will get built in with the actionable items items that you're familiar with and you're going to talk about, as they come before you, you'll have plenty of opportunity to prioritize and to wait those items through that process. And so, I would just invite you to kind of try something new on precise and, and if it doesn't work, then, you know, nothing lost you can always add next next year extra dots extra dots for all. Is that is that fair. But even for you maybe. I don't get the mayor next year. Yeah, there we go. See when we have new mayor new dots. Okay. So with all that, any other kind of closing comments or takeaways that would be like to share. Yes, completely off topic but I didn't want to thank my colleagues for changing the dynamics on the dice, especially as a benefactor of their vote and support. I don't see Councilman Rogers here, but she's joining us on Zoom. Just want to say thank you. Hey, and I'll just make my final comments and it's a big thank you to everybody for being here. I think part of the reason that we've been able to shorten our goal setting this year is we have a team that's already growing in the same direction. And to me that says that we have a team that is invested in the community that hears the same things that Council members are hearing is trying to be as responsive as possible to the needs of the community and everybody here who loves Santa Rosa. And so there's not a whole lot of dissension in terms of where we're going when it comes to our most critical issues whether it's housing homelessness or public safety or transportation, because everybody who's in the room and everybody throughout our organization has been living it for a number of years. So I want to just thank you all for the hard work it has been a lot. And I do appreciate that we have the chance to stop and talk about the accomplishments from last year, before we then ask for more. I think that's important for us to do, but your teams are all extremely efficient. You work very hard, so dedicated to the community. And Council members appreciate that and see that work every single day. So thank you for taking your time to be here as well and thank you for Council members for doing this process. Even though we talk weekend and we doubt about what our priorities are from the day as it's nice to also hear from folks who don't have the microphone. This is a group that we haven't spoken too much about today. And that's our volunteers that do our boards of commissions. Don't get any kind of pay or oftentimes acknowledgement. I don't know how we would do what we do without without our board. Our volunteers that do so much to help us do our job. And they're not part of this. And they probably have some pretty good ideas might want to listen to the future. They do they do great work. They're appreciate. All right. Any other final thoughts. Okay. You should all have received an evaluation form. And I know I'm going to hear about dots. That's okay. So if you just take a couple minutes to provide us your thoughts and feedback, we would be grateful. What work would you change? We know the answer. And then we will be able to adjourn this workshop. Thank you so much for letting us be a part of your day today. Appreciate it a great deal.