Yeah. So, I call us um out of recess and recess and back into our um called meeting um meeting yesterday for retreat. All right. So, what would it look like if you showed up for day two? This
just like this, right? You're all here. Um hopefully fresh and ready to go. Um we're going to continue this whole effort of informing and directing. Uh today is a true component of the workshop experience because you won't sit at your seats the whole time. You
got to get up and move around. So Josh will work you in that regard. Uh and ideally we will just continue to exchange the ideas and gain the understanding and hopefully lead to that ultimate sense of direction that we are looking for to then implement your vision. So I'm going to turn over to
Josh and let him take us through the rest of the day. All right. Thank you. Um I wore comfortable socks and so like like layered patterned socks. We're going to move around today. Um, so today is about like what is and what could be. And so obviously opportunity and possibility, right? Opportunity and possibility,
which are typically rooted in things that have not occurred yet. Like what could be the opportunity? What could be the possibility? Uh, what we're ultimately talking about is thinking about the future, which is a beautiful skill to have is that that my future could actually choose to not look like
my current president. We get to get to help create some direction around that, right? Um, so here's what we're getting into today. Uh, we're going to revisit some of the top tier strategic priorities. Uh, we're going to do a design exercise called future casting. Uh, we're going to do a couple rounds of that. Um, ultimately thinking about
possibilities. And then, um, lunch to go is around 1 p.m.ish. Cool. Good. Awesome. Um, it looks like we're only doing like two and a half things up there. Um, it's going to take the most of our day. Okay. uh because we are going to futurecast some current timelines and I'll explain what that
tool is, why it is and how it helps us think about those things just like yesterday. You went deep and wide quickly. Obviously, the big question and we're pursuing together. Uh it is a large question. My hope is to get 90% of this question answered uh by the end of our time together.
But if I wanted to sum it all up, it's around direction setting to help inform decision making. Um and again, you're you all the books. What you can't see is because we're using a projector is that very very faded here. It talks about getting there, where we're going, getting there,
and how we know. Getting there is around the strategy and execution. Um, and that's this team's job is to be able to take your direction and to take how you want to measure it and start to think of strategies and plans. And you don't want to be in those rooms. Trust me, I don't know. Everybody have full-time jobs.
Yep. Then you do not have the time to actually be in those rooms. You would like to actually be in those rooms where strategies developed. That's 40 60 sometimes when I check in with y'all. Y'all work 60 hours that week or something like that. That's a lot of strategy and execution. You do not want to be in those rooms. Um but you can be
in those rooms by informing where we're going and how we know we got there. Your thoughts, your ideas are in those rooms. Um so with each other is what we've been talking about the entire time. And that is alongside and collaboration shared contributing part of what I what I should have double stamped yesterday is
when you look at this and we're really going to do it with each other with each other. That's work. If you're really going to do it alongside someone that means no one's bringing you alongside we are walking side by side together. Um in collaboration means that it's your idea,
my idea, the idea that both of us come up with. That's work. Shared is work. There's no one person carrying the brunt of everything with requires a lot of work which is often why we do things for people sometimes because it's actually faster and easier but it doesn't mean
it's the right thing to do. I think this is the right way to go about it but that just requires work. Um and so you all gave a lot of that yesterday and I'm asking that's really what it is. So if you felt tired and you told spouses, kids, relatives to not bother you for the night, be like, I worked I worked hard and maybe I worked my brain the way
I haven't in a long time, but if we're going to do it with each other, and that means each person that we're doing it with works. They share, they contribute, they're a part of uh they collaborate with one another. Um they were there and they were involved in the process in the
work. You all are being involved and asked to be involved in the work. Uh so it is the value and influence of the right people in the right room contributing in the right way. When you look at a statement like that, you could probably say in order for that to happen, there
probably has to be a lot of strategy, maybe a lot of planning, a lot of process, a lot of pre-thinking. But if you're to get the right people, the right people, so I got to think about just the people in general in the right room. Okay. What's the room? What's
happening? What's going on in the room? Contributing means giving effort in the right way. Sounds like a lot of work before we even do the thing. Yeah. a lot of planning, a lot of strategy, right people in the right room, contributing in the right way. Um, so obviously this is we're
using human centered design to eventually get to that direction setting part. Yesterday is around where it is. Today is what is and what could be. Uh, and trust the process. I think you all have been Thank you for allowing me to kind of like guide a little bit and and push and coach and mentor a little bit. Uh, but trust the process that we're going to go through. I promise. Um,
there's been a lot of pre-planning in asking you all to come in and be with us in this thinking. Okay. Uh ground rules for today. Um workshop is how we strategize. But I should have also double tapped yesterday is when we do workshops, we usually do two types. There's an education workshop and a
strategy workshop. Education for the most part is about almost like putting out a fire and preventing one. When you prevent one, you're like there's probably no smoke. You get to like little leisure looking through checking brains now whatever. And then there's putting out a fire. strategy is that
there's actually something going on. It exists currently and the brain and the mindset and the work requires this is around something going on. So, we are in a strategy workshop together. It means something's going on. We actively have to look for and and kind of put
out. This is yes, there going to be some preventive maintenance hopefully with some of the direction that you all give. Uh but something's going on. We got some things to actually talk about. I think you heard yesterday that when you looked at the budget and you looked at the community, you're like, man, there's some real active things going on that we get to help provide some direction
around. So, yesterday you saw this work, but today's a little different. Uh, anybody ever watched the show? Yeah, I watched the show. Anybody guilty pleasure of watching the show? Uh, well, this show was interesting. These people had to like go through these like
gauntlets of exercises and gauntlets of things to make sure they didn't fall in the water. Uh, some succeeded and some did not. Some actually did not succeed. This was a guilty pleasure of a show and I like watching people get hurt. Little dark humor, but it's all good. Um, but yeah, this was a fun fun show to watch.
It was called Wipeout. Um, but yeah, very interesting. This actually symbolized a little bit of our work today. We're not going to be running any like gauntlets on water. Uh, but we are going to be moving through a series of exercises over and over again. Okay. Uh, what about this show? Anybody watch this show? Yep.
No. Okay. All right. Very similar show. These guys were and these ladies were doing they were like peeing at the beak. They were going through exercises like there was no tomorrow. Um, anybody ever played this game. All right. Okay. Gauntlet of gauntlet. It was a gauntlet. There was a lot of movement through exercises.
Uh, so when you see this, this is what this means today. This means let's work. You're no longer going to see the workshop visual. You're going to see the gauntlet visual cuz that's what working is going to look like today. We're going to be going through a series of exercises round after round after round.
Okay. Um, it is a fast-paced day. It will be a fast-paced day. And I will try to also get you out early. Um, we are going to decide quickly. And none of this is, by the way, like just super casual. Like, I'm literally just trying to give you all the answers. It's a fast-paced day. We're going to decide quickly. It is a gauntlet. Um,
I'm really one thing you'll really learn about me, too, is that I'm just super direct. Like, I have no reason to like lie to you or beat around the bush. Like, look, it is a fast-paced day. And I'm like, it's sort of going to it's going to be. I told you at the beginning yesterday said we're going to do some deep and wide thinking work and you did that.
You literally did that yesterday. So, I'm being completely honest with you. We are going to decide quickly. Um, you did this a little bit yesterday at the end. We got you to review, reflect, and write. I'm going to ask you to do that also to review on your notes to reflect and to write something. Um, it is going to be one thought. When we ask someone
to take review almost a page of notes and to create one thought, we're talking about being clear and concise, right? distilling information and kind of summarizing it into a thought into an idea and we're going to work together alone. So in this situation um we're not like discussing in a sense I want you to take
your thoughts your notes reflect on them and write your your particular answer. So really want to highlight that we are working together but alone. Uh I'm going to ask you're going to see this. I'm going to ask you to write this thing and then I'm going to ask you to hold it and then when I ask you to stick it then I'll ask you to put it in a particular
place. Okay. Um we are going to share aloud as well. Um so yesterday I asked you all to listen to understand around understanding where everything is and you heard a lot about about that um understanding the current place and status and that was because I did not
want you to go into exploring any ideas without a deep understanding. I think we agreed we played a game at the very beginning of yesterday. It's like what happens if we remove a deep understanding? You gave answers and none of them sounded really positive. So then awesome then let's give and create space for a deep understanding a deep
understanding of strategic priorities a deep understanding of the budget at least as much as we needed to know to go into today. Uh so I wanted you to have space to retreat and to create that deep understanding. Um and then you heard what is in the way and what could be in the way and understanding around what's
in the way of those strategic priorities and what could be in the way of those. Uh and you did a lot of work. Not going to even read through this again. I just want to show you this. This is all yesterday. A lot of deep understanding. You did it in like 6 and 1/2 hours.
I was impressed by you. Um, and so I'm going to ask you to listen though again, but I ask you to listen with a different lens when you heard these top priorities and ask you to listen with this lens. Ask you to hear these priorities. And as you're hearing about what is and what could be, what tensions are you hearing?
And I purposely and intently did not ask the deputies or anyone to say those words cuz I I think you're well capable. I think the right people and contributing the right way or skilled knowledge and abilities to hear what's going on and distill what's attention I just heard in a trade-off and what's an
opportunity. I believe in your skills and power. I believe in this team of Avengers here. Um but I ask you to listen with that. You took a bunch of notes. You took a lot of information in on day one. That was a lot of information. Um and you built your toolbox. That's my
hope is for today. My hope is that you created an understanding and that understanding goes with you into today. Um, and so remember, uh, direction to inform is something that we're looking for. And, uh, that information you captured, we need that from you. It's
because you wrote notes. You took, you used the uh, the information cards, the design exercises, and there's a lot of information. We need that from you. And you started giving that to us a little bit already at the end of Yeah. So, you gave it to us regarding homeless. Thank you. uh you gave it to us regarding education. Thank
you. Um and now I'm going to put you to work. Um if you could grab your rectangle postit and grab your Sharpie, I'm going to ask you the same exact questions I did yesterday regarding tensions and tradeoffs um regarding transiting. And then I have some amazing runners. You got some runners? You have
to run? Yep. Awesome. Um so what I would like you to do, I'm going to kind of move back and forth. Remember your uh tensions. And I want to put this up here so you can just review and just sit with it for like 20 and a half seconds. Let me get my understanding around tensions. I'm going to give my understanding around tradeoffs and we will get into
the opportunities. I promise. But just see the distinction between the two and sit with it for a second. Just sit with it. And you know what? I think I got it. A little yesterday toward the end of the day might have been blurred a little bit. But as I sit with these two definitions, I think I'm pretty solid on
an intention and a trade-off. Cool. And so feel free to review, reflect on your notes. Um I'm going to ask you one thought, one idea regarding reliable service access being an impact area of transit. Well, we we
care about transit and what an area that we want to see impacted is reliable service access. What's a tension that you heard in that presentation and conversation yesterday? Um go ahead and write your one thought or one idea on your rectangle posted. But there's a tension that you heard
regarding reliable service access. And remember, transit is something we care about. Reliable service access is something we hope we impact. And when you heard the presentation, where it is, what's going to be in the
way, what's the tension you heard? Awesome. All right. Regarding reliable service access, what's a trade-off? And I'm going to go back. I I always want to like kind of pop this up for you so you can see it. A trade-off, a choice to prioritize one
thing over another, knowing something is gained and something is giving up. When you reflect on a presentation and on your notes regarding reliable service access, what's a tradeoff that you heard? Michael blew my mind with some new information he sent us last night. No,
no. Oh, it's C3. C3. What is a tradeoff that you heard? Again, I'm getting your C flips. I want And you have a definition also in front of you, too. Um, what's a trade-off you heard regarding reliable service access?
All right. The tradeoff that you've heard trade-off that you've heard regarding reliable service access. All right. Moving into climate impact reductions. Transit is what we care about. Climate impact reductions is something we want
to see impacted. Um, what's a tension that you heard in yesterday's presentation? Uh, Ashley and James worked really hard on getting you information to hear, to listen, to understand. Uh, what's a tension that you heard regarding climate impact reductions?
One thought, one idea, just something that jumped out of you that was important. Attention that you heard regarding climate impact reductions. Okay, looking at the definition of trade-offs, um a choice to prioritize one thing over another, knowing something is gained and something is
given up. What is a tradeoff that you heard yesterday u regarding climate impact reductions? Again, a choice to prioritize one thing over another, knowing that something's gained and something's giving up being given up. What's a trade-off that you
heard and understanding where it is? Thank you all. Thank you. All right. Tension. A pull between competing needs, values, and priorities that coexist and require thoughtful balance. Sometimes I saw some people just write the two things that are at tension of one another at odds with one
another. Um what is a tension regarding regional system creation? It's a tension that you heard, wrote down, reflected, reviewed on regarding regional system creation. Transit is what we care about. Regional system creation is something we want to see
impacted. It's a tension that you heard. All right. Still in the impact area of regional system creation. Um, what is a trade-off that you heard? a choice to prioritize one thing over another knowing something's gained and
something's given up. When we heard where it is regarding regional system creation, what is a trade-off that we heard yesterday prioritize one thing over another knowing something's gained and something's given up. Regarding regional
System of creation. Thank you. Thank you. Awesome. Thanks. Thanks. Thank you. Beautiful. Um, we're going to dive in in a moment. I just want to get you now familiar. We're we can come off of these. I think we have gotten really
familiar with these two terms and now we're going to sit with opportunity for a moment and just sit with it. That's what we're going to do in a moment. We're going to get around the room. Um but opportunity is a possibility that emerges from growth, improvement or meaningful impact often through change and challenge. Um that's the mindset I
want you to have. Um usually these talk to each other. Again I think I remember I told you doesn't matter like what order that they go in. This always just needs to be last. Uh to look at opportunities without a deep understanding of the tensions and trade-offs. So I think um I was I was with somebody the other day and I was kind of talking about this and I think
they said that's foolish. That was their words to me. I was like, "Okay." Um, but that the tensions and the trade-offs inform what opportunities we see. That's what light bulb moments in habits. You're usually thinking about change and challenge. Um, so with that being said, uh, we're going to work.
We're going to do one thought, one idea. We are going to move the room. So, what I'm going to ask you is grab a Sharpie um, and grab your rectangle post. And those will be the tools I ask you to hold on to probably for the rest of the day. Um, and we are going to start um, in a second. I'm going to tell you about the tool we're going to use. Um, and we're going to move around the room. So
future casting is a tool um allows you to explore two timelines um in a quick way. What is which is everything you you heard everywhere of the status of what is and I got that information from you and so we put it all around the wall and so you're going to get to see your understanding your and your kind of
colleagues understanding of what's going on what's currently happening where are the tensions trade-offs and opportunities. Um, so allows you to also understand a second timeline which is what it could be. This is what the system actually looks like. But don't worry, this is a a lot. So you don't have to spend don't even look Juan. You don't have to spend
any time. You don't have to spend any time here. Um, but I want to break down the two timelines. What is is all about exploring the present state. Just what's going on. That's what yesterday was about. Give us an update. What's the present state of these things? Um, what's the present state of
the top priorities? What's the present state of the budget? What's the present state of the tensions, trade-offs, and we will get into the opportunities. What is the present state of these things? But you have to understand what is so it
can help inform what could be. What could be is all about exploring the future state of these things. I cannot explore what could be if I do not know what currently is. Why people always say history should inform our future, right? Um so what is
should always inform what could be at all times like it should just always inform. Uh if not we remove that deep understanding bubble. So it should always help un help us understand to explore which is what we're going to be doing. So here's how it works. Um you're going to see a couple things. You're going to see this
laid out throughout the day. Uh you're going to see the top priority that we've been talking about. You're going to see an icon of a budget. I'm going to get Sam to kind of paint the picture and talk about that in a minute. Um, you're going to see the impact areas that we've been talking about. Um, you're going to see a decision that you all have made uh
in the past or presently regarding that particular impact area. And it's probably not going to be unfamiliar. You're like, "Yeah, we absolutely can decide with that." Um, so you're going to see that those decisions usually uh create some tensions. Those tensions usually have some trade-offs. And then when you look at it all together, you
can see an opportunity. I'm going to get you to do that. Cool. Um, so the way it works is the budget. I want to kind of preface that we can't change the world, but we need to allocate resources towards trying. That's what we do. We can't change the world. Um, anybody ever go out like date night or just go out with friends,
whatever it may be, and they're like, "We want to go here, here, here, here." And you're like, "I don't have the budget for that." Your budget is dependent on where you're going out that night and what you plan to do. Uh, but we can't change the world, but we definitely get to help direct some resources toward trying. Um,
top tier, uh, priority is the focus of what we care about. We care about it and we care about other things, but again, uh, we panned a picture yesterday of why we want to talk about these. They're getting a lot of your time, a lot of your resources, a lot of your conversation. And if I get to be with you in a room, let me do the hard stuff with you. That's the other stuff you can
think about. This is the hard stuff. Um, harder stuff. Your job's hard. Um, and then the impact area. The impact area is how we measure we're doing the top tier priority. Well, so want to talk about the budget. I want to invite Sam to kind of actually be able to shape. you're going to see some numbers around the room in these
timelines. Uh but again, we can't change the world, but we need to allocate resources towards our focus. Uh so Sam, if you want to kind of chat because I don't want any of the numbers to be shocked, so want to give you a little bit of an insight as to the numbers that you'll see up there and then I'll tell you how we're going to use them. So what we had to do, um we thought it
was important to make sure that we level set uh so that the exercise can actually uh cause the comparison between the choices. So, we're setting the stage as a 10-year period. So, each of the three
top priority areas have been framed with the budget that we've offered to you for a 10-year window. Housing, we've set the number at $110 million because that's based on what we're doing today, how we're doing today, and what is likely to result in a 10-year period. So that 110
million is meant to reflect that for where we are in all three of these subcategories, these impact areas that have been identified. When we look at education, the number is $225 million. And you're going to say,
"Where'd that come from?" That is not a number that we've heard. It is. You heard $176 million yesterday from James. And you also heard that currently the financial operations are increasing $5 million a year every year. So to take
that forward as that's where we are assuming we will be doing the exact same thing that's 50 additional million dollar to top that 176 number. That's how we got to 225. You can think about that later. And tell
me what the transit number is. 60 63.4 million 63.4 4 million is the transit number. That is the recognition of attempting to get to 30 minute service systemwide.
Um also making sure uh we get Sunday service back. So what we tried to do was we tried to make sure that we were planning that 10-year window. But each of these 10ear windows is about getting where you've said you wanted to get in the current conversation. So the pre-COVID level, but we've also learned
over time with you that it's beyond precoid level. We're trying to get back to a minimum of COVID level and add a couple of enhancements and then we would feel satisfied for the moment. So to do that as well as to realize EV buses
being a part of that transition and the added cost that comes with it, the $63.4 million is what the local match requirement would be to produce all of that. It is much much more expensive to do that. But that is also banking on the idea that the state and federal
government is going to be available to help us keep that number at $63.4 million. So within that you see the challenge of that number being smaller. Natural mind says let's go do that one cuz it's smaller smaller with a lot of caveats that are
beyond our control. And that's what we got to keep in mind as we try to level set the three top priority areas and then determine within each one of them. I've referred to it with James and Ashley specifically and I think I shared it with Josh. My job feels like
there's a table with a series of levers and they are all set at the middle and what I have had to do over the course of conversation with you is push forward meaning higher amounts pull back
meaning lower amounts that's what this exercise is trying to also help us do again where do we pull where do we push we can't push them all to the top because we don't have enough money to do all of them at the top. We're not going to pull them all back to zero because that's not who we are. So, what is the
right setting that we need to make? So, to frame the conversation, we tried to give you a budget number cuz he told us we had to. But to give you a budget number within which to operate, 110 million for housing, 63.4 million for transit, and 225 million for education
with all the caveats of there's extra money that could be available if we get the tax that the state would allow. state federal resources there and there's additional opportunities to look at what we can do in the housing space as well. So 10-year window that's what we're trying to ask a question.
Sure. So is the notion that we have to choose one of the three? No. No. I think the this whole exercise is really not about choosing one of the three. You've already chosen the three. You've chosen all three of them. What we're trying to make sure of is that you
are recognizing within each the tensions, the trade-offs, and the opportunities because we're going to have to work that lever system. And if I can add to that, it's it's about also directing and informing the those levers. Yeah. As well, like how much of when, and we can't do that without direction or
information from you all. Um, but in order, you would then say, Sam, if we're going to direct you to kind of how much to pull those levers, um, we need some information. we might need to consider some tensions and trade-offs in a budget if I'm really going to inform help you understand or inform you to how much to
pull because it isn't just a pull up and down. Sometimes we set the lever in the middle or a little the you know whatever may give you direction and inform you of how much to pull. We need some information. We might need to know what the tensions are in the budget that you're willing that you're asking us to work within as well in order for us to
really guide you as you go and do that strategy of pushing forward. Cuz you're not deciding today. You're not telling me where to put the lever. You are giving me an indication as a team for us to know you want that one pressed a little bit harder. That one you can lighten up on a little
bit. That's what you're informing us of. That's what we have to then interpret that within each of these within each of these impact areas under that set. Yes. With consideration of what we now will see as tensions and tradeoffs
as well. Yep. And understanding the budgeting landscape, the context that we got from from BN yesterday and then also wanting to make sure that you never separate the idea that the community spoke to you a little bit. Yes. Through the survey. It's not perfect, but you got indication
that we're either on the right track, not on the right track. It might even be missing something. That's the point of using all of that to then help us understand. Do you push or do we pull? And and I want to know with stamp, you're not deciding anything cuz you you actually each one's going to feel a
little undone cuz what do we decide? And I'm going to look back like nothing. You've given direction. You kind of pointed. So, what are we supposed to be writing on our note cards? Nothing right now. Yeah. He told you. Yep. Nothing right now. You're like, I'm waiting for
nothing. Nothing right now. Nothing right now. So, just know that you are not you are not deciding, gobbling anything. Um, it's really around we you think of a a hot spot and a lamp. You're like that, right? It's direction setting. It's vision. That's what it is. And vision and consideration of some of
the things you heard yesterday as well as what we have up there. There's no I want you to feel comfortable with we are Can you look at each other real quick? Say we're not deciding anything today. Come on. Can you make that decision? Take that pressure off. No decision. We direction setting. And I want you to look at the word up there.
It's to inform and to direct. It is to inform and it's to direct. Okay. The decision will come when the budget comes your way. That's why I need the information. But with your Yeah. With your information, with your direction, you'll get presented some things to decide. So, thank you. Cool. um along with the
budget or consideration things I like you just to have in your mind while you're looking at these two outcomes these two on what is and what could be um is around these things decision which is a directional and you these are decisions that you kind of made already so you'll see those up there again they're not going to be no-brainers I
most likely get Sam or James or or Ashley to read them out loud like yeah we have previously we decided that but it's important and so the way that the order is going to be uh looked at is a directional decision made to help our impact come to competing need and that creates competing needs or values that put that
pull as a result of the decision that was made and then the trade-off what um was prioritized and what wasn't let go as a result of the the decisions from those when we get to add up priority budget what area of impact and we look at these this can help inform an
opportunity remember yesterday understanding understanding understanding understanding understanding understanding it's like I feel like I have a good understanding I think I see an opportunity. So your decision directional decision made want to kind of give you an example, right? So um you have a
strategic priority of housing and an impact area of homelessness. There was a decision kind of like we previously made within that. Uh I'll kind of walk through really quick. Um the decision around investment in this
target AMI. Anybody y'all remember that? recall that. Cool. Um, and that was a decision regarding trying to impact homelessness regarding the strategic priority of housing, right? Make sense? This, by the way, there's no like trap door this just really ask me like, is that familiar with you all? So, you're going to see a
little bit of that um throughout the day. You're like, yeah, we we did that. That's kind of the flow you'll see. Cool. Awesome. All right. And then we'll look at an opportunity. The moment we can look at the tensions and trade-offs and uh the impact area, it's like, what opportunity jumped out? The beautiful part about this exercise is you get to
look at the tensions that everyone rubbed down and the trade-offs that everyone wrote down and you get to allow that to also inform you, not just yours. That's really called bias. But the idea is that what deeper understanding can I have amongst everyone else's viewpoint of tension and trade-offs to help inform
the opportunity I see. Cool. And then we're going to think some things out by the way as well. So we're going to look at those opportunities and see if we can find any kind of themes because there's a very much like mind here as well. uh you all work really really well together and so we might see some actual themes that jump out as
well. Um I'm going to ask you to take a 5minut break and then we're going to go to work. Cool. Awesome. Thank you. Thank you. All right. Remember we are writing one thought, one idea. Um you have your I am going to ask you to hold two things. Rectangle post-it pad and a Sharpie. Um
and we are going to start with um remember we're working together alone. So this is a little more silent. Uh, even though we're going to be reflecting, um, the way it's going to work is I'm going to have Sam, Ashley, um, and James are going to be kind of reading through the script a little bit. Hey, here's our strategy. Here's the
budget. Here's our impact area. Here's some tensions you all pointed out. Here's some trade-offs. And then as you hear it, I'm going to ask you to sit for a second and say, with hearing all that, what's an opportunity? You can see. Cool. Sounds good. Awesome. All right. Um, let's go and we'll do the script and
come on up. we'll try together. And so we're going to do education first and then we're going to do housing and then we'll go into there. Cuz if you need to step over here and look for a prompt, there will be a prompt on this. You say, "What are we doing again?" Just feel free to look at it. My hope is when we get to that one, you're like, "Dude, I got this." Like I don't even need this
prompt anymore. Um, so I am going to give you about three minutes to write your opportunity. So after you've heard it, I'm going to put like three minutes on the clock and reflect, internalize, and take three minutes to like write your opportunity down. Cool. Um, and then I'm going to ask you to stick it
when we share out loud. I'm going to ask you to share in a bit of a scripted way because I want to know why. I want to know like why that like what led up to that opportunity. So, you're also going to share out this way. You're going to say, "Look, looking at that budget, those that tension drew drew me in a little bit. Looking at that tradeoff is
why I came up with this opportunity." Okay? And you might if you want to use the impact area, we know where we're at. But if you want to say, I see that budget impact area. That tension jumped out of me. That trade-off also jumped out at me. And that's why I wrote this opportunity.
Cool. Make sense? Again, you'll see this up there, too. I'm not asking you to memorize this. Um, we're going to gauntlet. Let's work. Um, you all the right people. Uh, we're going to start with housing. Apologize. Thank you. Housing. Okay. Um, can you do that? Can you make way to
that? That's like 12 feet. You got this. I'm You got this. You got this. Um, just remember we're I'm going to ask you to consider these and then consider these and we're good to go. Let's dive in. So, grab your poster pad, grab your rectangle postits and your Sharpies and come on this way. Join me.
Um, also as Sam reads, we also have uh several things written up here. So, if you kind of want to see that decision in real time. All right, Sam. We are in housing. We are in the impact area of homelessness. Can you tell us a decision? Read through those trade. Oh, bless you. Sorry.
Yeah. Read through those trade-offs. Um and then uh we're going to take a moment and think of an opportunity. Right. So, in the area of housing, we have just praying for you that the budget that we're talking about considering over a 10-year period is $110 million. The decision that you all have already made in this area under
homelessness is that you have chosen to make an investment in this target AMI. It was a part of your affordable housing plan. and we've made other uh direct uh interventions with cash. Some of the tensions I've identified to you all mental health resources or challenges
with improved uh neighborhood safety versus shelter space within uh the community, location of low barri shelter and a lack of addiction and mental health resources. Some of the trade-offs identified by you all is versus it's got to go somewhere, the cost of lower
barrier shelters depending on the location. Do we invest in multiple sites that uh distribute people throughout the city or concentrate in one area? What kind of support for outside agencies versus absorbing the work and managing the return on investment within the city? And then lastly, placing the
shelter in neighborhoods where it is desired. Awesome. Thank you. Take a second. U feel free to walk up to it, review it again if you want, and uh write down with hearing that information what could be an opportunity. Just write it. Don't stick it yet. Just
Just write it down. Hold on to it. By opportunity, do you mean simply how we would choose to resolve the tradeoff or do you mean that we're supposed to come up with something new? Yeah. opportunity being a potential path for growth that might evolve after hearing all of this because the opportunity almost has to be yeah to a
point of like how do I how do I solve what I'm hearing a little bit what's an opportunity for us to kind of with consideration the tensions and tradeoffs what's an opportunity to do something about it this is around giving you context and information and what's an opportunity to still impact homelessness with consideration of these tensions and
tradeoffs question and again uh thank you for reading Sam and feel free to like lean in if you want to look at something a little differently but we're tapping into a lot of that system thinking mindset as well is that this leads to this needs to this leads to
this another minute. This is unopportunity, not like fully. It's not a strategy, right? It's just like, you know, I think you might want to leave. One of the things we could do, not fix the problem. Correct. Yeah. Yeah. You're like, you know, after hearing all this, I do think
I could see an opportunity to do this. I think I don't know we'll fix in our lifetime, right? But it's the idea of after hearing these tensions and seeing what's the tradeoff, I could probably see an opportunity to potentially do this or lean this way or I have this
idea or this direction. I often think about um if you like to cook, some people don't. I know a person only eats to like and survive, but if you like to cook, these are some of the ingredients that hopefully cook out an opportunity for you. I've got two opportunities.
Okay, hold on to them. Awesome. All right. For the most part, uh what I like to do is if you look at the screen, um there's the share method. Um tell us with saying, you know what, I considered a budget. There's a there's a tension or two or three that jumped out at me. There's a couple trade-offs that jumped out and this is how I got to my
opportunity and then uh and then come and stick it. Cool. All right. Um who can go first? Yeah. So we have limited funds available for this. So $110 million
tension. There's a bunch of tensions. One is I think tension between whether the city takes this over itself as opposed to rely as much on our partners. Um and uh
tradeoff with that would be um the direct control over the situation, more ability to just control things or make decisions without having to leave all the park. And so an opportunity would be
perhaps the city should take the lead in terms of actually running the shelter. Sorry. And and and remember, it's not about what are the trade-offs of this decision yet. It's a matter of how you got here. It's like, you know what? You made this decision. These trade-offs kind of led you to thinking this might
be a good opportunity. Y please do. We'll allow it. Everyone throughout this exercise will get one extra opportunity if you have it. Oh, yeah. attention
I think is just the fact that there's a lot of stated desire in the community to quote fix this problem. Um the reality when people go to site shelter is they don't want to hear it. That's my sense.
Um and so what was a trade-off that jumped out of you? tradeoff would be whether you put a large site in a certain neighborhood and make it one there or not. You want to put a lot of people or whether you figure out a way to
distribute the opportunity call. So I wonder about splitting the beds out. Thank you. And just reminder as you go kids this decision jumped out jumped out and it's how I came up with this thing. I don't you don't have to think about the
tension trails or I don't want you to do that to yourself like so I put this up there. This kind of don't go there yet. Okay. Um that's all the what could be stuff. We'll get into the future stuff later but how did it lead up to? Okay. How'd you get on that opportunity? What what up here led you remember looks
budget plus tension plus trade-off equals this is how you come up with this opportunity. Cool. Um man. Okay. So, we have our $110 million theoretical budget. Um, and we have said that we
want to invest in this target AI. So, there's the kind of portion that out over the years sort of thing which is effective on a certain level. It's kind of it's triage, right? Um, or we
could think about it as, so this might be my suggestion for a couple of these things where we budget something moonshot style. We're like, we're going to do a big thing now and kind of make a
make a bold big move that will hopefully make those smaller investments go further in later years. So, take into consideration Um what tension jumped out at you?
The lack that lack of resources. Um something that's not on here but is true is that homelessness is a housing problem. Okay. So the ultimate solution is create more housing. Mental health concerns get worse if you're not in a home. Y
um so it's a trade-off that jumped out at you. Yeah. The trade-off is the location. I mean, and also whether or not we're managing it or a a cobbling together of outside resources. Um, so I know we've got some permanent supportive housing
coming online with um Vista 29, but I think we should do more of that. Okay. So, build more permanent supportive housing and kind of big leap forward um instead of sectioning it out over
quite as quite as long a time. Okay, makes sense. Um, Juan, so budget, what jumped out? What jumped out? And how you got Yeah. So, um, you know, the budget, it is what it is. The tension is the, um, the location. Okay. The tradeoffs is that should you have
multiple location and for me the opportunity is just like, you know, we have, you know, a a site in mind, I think that we need to open that one that low or no barrier shelter. um and combine the services of the other um
service providers all there and that way, you know, no one's going to be happy with it in their neighborhood, but we have to make that um decision if we're going to have this community where everyone thrives. They are they are residents as well.
Okay. Yeah. Uh Lloyd, uh budget, tension, tradeoff, and an opportunity that jumped out at you. Well, at the risk of sounding like I'm arguing with the premise, let me argue with the premise for a second because $110 million may be what we're talking about
as budget for affordable housing, but it's not. We've never included homelessness within that 110 million within that $10 million a year. And so, if we're talking about budget, the only thing we've actually budgeted along those lines is about $3 million in
capital funds. Um, and so what we've all talked about in here really hasn't touched the decision either of how we invest more money in the lowest AMI. Having said that, I'm going to fall prey
to the same problem everybody else has got. I'm only talking about the homeless shelter issue and my solution and the trade-off I'm dealing with is not the question of who performs the services because I understand that's still an issue. But I just have built the build the Salvation Army shelter and address
neighborhood concerns with police and mental health services on location. It's the old notion of put all your eggs in one basket and then guard that basket. Sure. Make that basket the best basket it can be. Okay. Yeah. Thank you.
Do you sir what tension jumped out? What trade-off and what's an opportunity that jumped out of you after? Um I mean budget obviously there's a limited amount of money and permanent supportive housing and a low barrier shelter are
both expensive to do. Um the tension um as others said what location do you choose for whether it be permanent supportive housing or low bear shelter. Um if it's in any neighborhood a lot of people are going to be upset about it. trade-off. Depending on what location is
chosen, the cost could significantly increase um both of acquiring the site and then also building it. Um and if that cost goes up by millions, maybe it just can't happen. Um the opportunity is just finally identifying a final
location where it's planned to be a little shelter and making that decision final and moving forward. Awesome. Okay. Y appreciate it. Yep. Stick it. Yep. Thank you. um James or yeah, come up and see if you can look at or actually hire them. Jump jump jump up
here. Uh we just want to see if there's any themes. Um and typically you can hear it in the conversation that there are. Um wanted to see if there's anything before we move on to the next. So, uh, I've got the the Salvation Army shelter, one
comprehensive shelter, um, one file site for I mean, we've got three of these that are all talking about one shelter. There's there's there's at least one theme that we see up here is that there's that the idea of of one one location, one shelter,
one location, one one shelter. Would would we be agree that that is one theme that's jumping out in in the opportunities? I think that that's a point of disagreement. I think there's three people that would want that and two people that think that that's So we're not saying so all right, let me let me be clear again. We're not saying that it's just one of the themes that
jump out in the opportunities that it's potentially one of them. I think the the larger theme from those c those three is less one and more like let's just do it already. Okay. Okay. Correct me if I'm wrong. Do and do what? What? Do do what?
Have any type of shelter. Okay. It's not a shelter. I don't think the decision that is important in here is whether or not there's one or multiple. I think it's the fact that we're ready to do something. Okay, got it. But I mean, I could live with that. I personally
think we need one comprehensive shelter that has the services and that combine some of the mental health and things in it. But to do that, you have to have a sh to start off somewhere. So, yeah. And it would not be inconsistent
with that to say we know that there are a number of people who are unhoused who don't necessarily need mental health services, who don't necessarily need addiction services and maybe those folks might go someplace different. But we don't have a place for them either.
So that would be the multiple option. Things like that right now. there's a lot more fleshing out. So I I think I think we the idea that there is there's definitely a call call to action here.
We're ready to make a move. We're ready to make a move. We're going to bring this down into three opportunities that have come out. one around a single shelter, one around multiple shelters, and one about the city actually being the managing entity
of that of a shelter. Again, no decision. We just want to theme out your ideas. And I think these are probably not mutually exclusive to this, but start and and in the back support of everything you said, let's do something like Yeah, I'm hearing that amongst everything as well, like action like
let's take action. So, absolutely. Um, all right, I want to move on to the next one. Um, this is around the affordability of housing. [Music] Actually, I'm sorry. You good? Okay. Oh, yeah. No, no, sorry. We're actually going to jump into this last
one here, which is production and preservation. I'll get you caught up in here. Um, so James, if you want to go ahead and brief read through so you can kind of hear what's up there. So the addition adoption of a progressive inclusionary zoning ordinance that promotes density
and attentions uh dollar figures 30 units uh sorry comes out of affordability. Thank you. Uh regulations between storm water and environment versus flexible land use.
uh tension around amount of money allocated versus the uh production of the uh actual number of units. Um allowing new supply while also allowing for community benefit agreements in in communities the city historically
screwed over and high construction costs. That's technical. Those are the those are the uh trade-offs related to production, preservation of affordable housing. Uh most vulnerable residents will have
access to affordable housing. Uh there's a trade-off uh important impact, thank you, of storm water versus people having a place to live. Trade-off, how much can we afford to spend to raise over units of affordable housing? uh focus spending or creating
new affordable units or preserving naturally occurring affordable housing. And then finally, opportunity cost of staff capacity to monitor and collect analyze data. Turn it back to you. Any questions on those? Take a second. Take three minutes. And as with consideration of
those things, what could be an opportunity [Music] Oh, okay. I'm just trying to make sure I don't leave with you. Perfect. Yeah.
Just let it tell you a story. Let the decision to the trade-offs, the intentions, what's jumping out of you. Remember, opportunities are generally revealed during challenge and and retention. I've heard often that's where innovation
lives is actually in that space. Hold on to that opportunity once you have it. No, just hold on to it right now. I'll get you to post it in a second. All right. One, would you like to start us off? Yes. All right. So, opportunity. Follow the
follow the script there. Uh, looking at the budget, looking at these tensions, looking at these trade-offs. Here's the opportunity. I I think what jumped out so again you know I'm not really going to focus too much on the budget because you know I know what we have there it's there for consideration right for but for the tensions what what
I saw is that we want density we want affordable housing and and some of the trade-offs that we heard and also maybe as part of the tension is the regulations and so what I propose is like is or I see as an opportunity is
that we have a one-step approval process If someone comes in with a lot of density for affordable housing that they at that one opportunity they can come in get approval or 90% of that approval because what we hear is that they know
that our process takes so long and that has an impact on the the cost. So that is my one-step approval process for developments of affordable housing. Okay. Awesome. Cool. Great. Uh production and preservation of affordable housing. Uh, next. Who
considering the budget tensions trade-offs, what opportunity jumped out at you? Well, my my thought partly this is because I hadn't even thought about it at all until yesterday when somebody mentioned it is that I feel like we won. If we can get you to think about something that has not been,
we have we absolutely I'm done for the day. That's it. That's it. Well, I should have gone home yesterday. uh is this notion of 360 units that are coming out of affordability in the next year or so. And it gets me to thinking
about what basically how much how much do we have to spend to keep a unit of affordable housing affordable. If, for example, if we took the entire $10 million and allocated it to doing something to preserve those 360 units,
that's about $30,000 a unit, which is actually cheaper than what we are typically spending these days. And so my qu my my suggestion, and it's really call it an opportunity, is probably a misnomer, but perhaps we get more bang
for the buck in preserving 360 units in that in that way if we have to. Maybe that's our concern. Throw it up there. Love it. Back to you, sir. Um, I mean, budget, same with all these,
our budget is limited and even 10 million a year is just not going to meet the need that we know exists. Um, so we have to figure out the most effective way to spend it. Um, tension. I think one tension is we obviously need new
market rate supply, but a significant flood of investment looks very different depending on what the neighborhood is, where the site is. Um, and that's a difficult tension to to work out. Um, tradeoff any investment we make means,
you know, we didn't make a different decision on what affordable housing strategy to invest in. The opportunity I had is for the city to be more data driven, develop more kind of in-house capacity to study things with data or do studies so we can figure out what would
maximizing impact look like. Like Lloyd's point, maybe like Pittsburgh housing authority has started to buy naturally occurring affordable housing because they found it to be far more cost effective than building new affordable units. Is that something we
want to do more of? Or um how do we use data to measure the trade-offs of regulations instead of just kind of going off hearsay and do a real costbenefit analysis? Or should we do more community land trust strategy because that impact is cheaper and meets
the biggest needs in the community. So okay, thank you. Thank you, sir. What's attention? What's the trade-off? And then what's the opportunity that jumped out? What tension jumped out to you? What trade-off jumped out to you? And then what opportunity would reveal?
Yeah. So the intention is minimizing our climate impact in anything that we do versus um giving people a place to live. Whether that's something we should set against each other. Probably not. But
either way, that is an issue. A tradeoff might be Um perhaps we choose to have uh a little more runoff from our project sites or from our city or new construction runoff
uh rainwater runoff in return for having a place for more people to live. So the my opportunity is uh do an assessment of where climate mostly talk about storm water impacts
versus the CO2 reduction impacts if we have increased density. So work with a consultant like I don't know Deubberry or something like that and just say let's take a sample plot or a sample whatever and because you'll have people
that will come and fuss at us about the fact that we're not worrying as much as we should about storm water or critical slopes or whatever. But if you could pour that into some sort of like physical data about this is the impact
versus this is the benefit of having more people at a spot, I think that they will they may very well accept that trade. Thank you. The tension jumped out, what trade all jumped out and tell us how you got on.
Yeah. So yes, our money is constrained and so this is one of the places where we have the option to let not our money be spent um by um get there. So budget we can
contribute um to housing but also other people can too. um the tension is um I mean so I'm going to focus on the storm water
situation and the the like permitting process. Um you know a building that is x number of square feet no matter how tall it is has the same amount of runoff stories wise. So that's something I wanted to focus on.
And then um one of the tradeoffs is um this corner is um just um
the uh criminal process. Yeah. Sorry. Thank you. I'm so choked up. So, mine's kind of long, but it covers some bases. Um, so streamlining the building and permit process. I think a
preapp meeting with 24 people in it is not most the most efficient use of both staff time or the most efficient way to get decisions made. Um so we can streamline that so we can enthusiastically at the same time we can enthusiastically allow private money to build densely and
with mixed use commercial which currently is not very um we are heard me say this before we're 50 years behind in meeting needs. Uh so even if we build a couple of big buildings yes that's not going to stop the problem but we need to keep building. We're not going to get to meet
the needs unless we build some along the way. Um the benefit to all of that too is it increases that tax base. We learned yesterday that part of our tension and this was not there but it is attention is we're kind of at that stress limit for in increasing our tax
rates. So the thing we need to do is widen that base. That's where our opportunity lies. And so that is you know a parking lot doesn't generate a lot of tax revenue and an apartment building does generate a lot of tax revenue. excuse commercial generates both real estate taxes and sales taxes.
Those are the kind of things that can expand our opportunity and increase our budget so we aren't as financially constrained. Yeah. Good. Thank you. Thank you. Thank you. Awesome. James, dive in there. Let's see. Do we see any themes? Uh again, these are several We're looking just for themes within the opportunities. These are not decisions.
These are just seeing what you could potentially be saying. Not diminishing any of them as an individual opportunity but there is a theme around uh streamlining our development review process uh reducing the barriers that uh the regulations pose um
so yeah so yeah I mean I think I think that's the primary that's the primary theme everything else is kind of an individual item I see the the uh relying on um more data analysis in our decision making around the regulations I presume that we
adopt or or the policy on the policy decision. Yeah. Yeah. Okay. So I hear that you're seeing like three different themes up there. Yeah. Okay. data driven but again not diminishing any of them as an individual opportunity but there's
definitely an opportunity identified in the space of uh cool so process James I just want to note that as someone who was part of those regulations with county planning for
years and part of that 24 person staff you know this talk about the transportation impacts when you're in it and that those barriers it's like oh might transportation but for that now that I'm on the other side or you know from a different perspective all those
little barriers together on the other side the it's a lot it's big and it's definitely having an impact on all development but specifically you know affordability because the margin is so small and
the requirements stack right they stack great Thank you. Um all right, last one is a um the impact area is affordability of housing for the full community. Um and so Ashley read the decision around that and then um you all get to reflect on show me the tensions and trade-offs,
reflect on them and then I got to move my last one down there and then come up with something different for me instead. Oh yeah. So, and I just want to again I know this is a new exercise, but remember um it's not thinking of new tensions and new trade-offs around your idea or your
opportunity. It's saying what tension jumped out at me. What trade-off jumps out at me? And that's how I landed on this opportunity. Cool. All right. So, as we all know, 110 million you all have a focus on for housing, you have a focus on affordability of housing for
the full community. A decision that you all made was to endorse the affordable housing plan. Some tensions that each of you has contributed includes uh the idea of new residents such as our immigrant and refugee population versus our
existing uh marginalized residents who may identify as um African-Americans. We have uh lots of stock versus possible gentrification. We have a need for supply versus I like my neighborhood as it is. Thank you very much. We have a lack of supply at all
levels which equals greater competition and higher prices for all levels. And for our last uh tension we have creating need needed new market rate supply and avoiding displacement of lowincome renters. So you all identified some trade-offs. So one trade-off could be
less resources meaning money for other priorities. One uh trade-off could be uh inclusionary zoning versus market rate pricing. Another trade-off could be uh three to four unit buildings and the environmental issue sustainability. We
have strict inclusionary zoning requirements versus faster and greater market rate supply and tax revenue and lowest AMI units require much more subsidy. Uh and fewer um fewer lower AMI units or more higher AMI units.
Now you all think of an opportunity. All right. Reflect on those trade-offs. Reflect on the tensions and what's an opportunity within those. Yeah, stop on this. which is a potential path for growth and meaningful change. When we look at those
tensions and tradeoffs, it's a a potential path for growth and meaningful change. Just hold on to it once you write it. Also should emphasize there's grace for grammar by the way. Just write your thought like just write your thought.
All right. Give you about another minute another another minute to get that one thought one idea out. So you see that decision there's some tensions there's some tradeoffs. It's a meaningful path
growth and change. All right. Who's leading this? Who's starting this? Lloyd. So, what tension jumped out? What trade-off jumped out? Equals what equals your opportunity. So the tension that I was
sort of struck by uh was the tension between and some extent this is going to touch on people what people said in the other category uh but is the the need to make it easier to build three to four unit buildings.
Uh, I think that what we've seen is that we've had a lot of a lot of political attention, a lot of our time being devoted to things like the verb and 300 unit projects and things like that. But the essence of our zoning ordinance, our
new zoning ordinance was really intended to be the missing middle, the three to four unit kinds of buildings, which we understand from James is running into issues with regulatory kinds of things. That's something that is uniquely within
our control. We have the power to do something about that and that's an opportunity it seems to me. So my simply make it easier to build three to four unit buildings and deal with those regulatory issues. Okay. Uh yep. Just right above that big yellow
one right there. Yes. Yep. There you go. Yes, sir. Cool. All right. Next. I'll go. All right. Thank you. So, um, something that I wanted to that struck from here is the words gentrification,
displacement were used. And I think that often people think that they're the same thing when there can be gentrification without displacement. And there can be um, and the you can do that by generating enough supply that you're not
kicking people out of their homes because of demand and prices going up. So, um, I think that's partly we've just used this metaphor before where it's a balloon and you're putting pressure on the balloon and when you put pressure here, it increases pressure there.
So, if you spread out that pressure, you're allowing for, um, you're minimizing impact in any one particular area. Okay. Um, so, um, a little off what I wrote, but, um,
I kind of just want to reiterate what I said over here, which is more supply at all income levels, okay, takes pressure off from one direct place, keeping in mind that something that might be built as a quote unquote luxury apartment complex today, which is
a marketing term. there is no like actual check a box here that fill it out and now you deemed that luxury level. Um in 5 years there's going to be something newer and that's going to now become more affordable because there's a newer kid on the block and that's how housing
works. So um yeah allowing more supply at all levels will generate housing access at all levels. So um [Applause] So for the tension with this one is um
the um the supply and demand and the the tradeoff is just um what I saw is that you know there should be more subsidy and what I proposed cuz I I think that Natalie and I we talked about this
recently is that Austin they had the same problem that we're having as far as Austin Texas as far as housing affordability. But I think over the last few years, they've kind of created more housing there in the in that one city than the whole Commonwealth of Virginia.
I mean, they've really built it and the the rent is actually gone down there. So, I just think we need more um opportunity. So anyway, my proposal is to supercharge our community partners to
more with the land trust um PHA um habitat and the housing authority and you know whoever else is out there doing it but to supercharge them because they know um they they we don't really build it build it um housing um as a city but
that's my proposal. So I think most of this has already been said but the tension that I wanted to highlight um I hear N's point about as a word I don't know um data about
that necessarily but it's going to point I do know we made a change in Carlton um mobile home park was almost turned into to some sort different housing. um
tradeoff perhaps is between again maybe this is a false distinction a false premise about justification but the answer I have maybe it's not the best one is let's let some building happen and then see what happens and adjust is necessary which I think has
been our plan all along you air on side doing something Yeah. Um I mean similar to the other areas, budget, um there's a limited amount of money, how to use it most effectively.
Um I think tensions are similar. Um what someone needs or the impact of housing investments looks very different based on their income and each income band has different needs and impacts. um tradeoff
um again similar I think one tradeoff is just you know how do you balance the need for the market rate supply with um really looking at details of each specific site and looking at possible impacts across every income
band um for opportunities I had two the first one I think applies to all these things which is for the city to tell stories better that reach the community. Um the vast majority of the people in the community they don't know what a CX8 district means. They don't know what the
inclusionary zoning formula is or maybe don't even know what inclusionary zoning is. But we've been doing a lot on housing but on all these issues what we're doing is not breaking through to a lot of the community because I think people connect with stories not policy details. So, how do we make the
community feel like we're working with them, not for them to go to that framework? See what you did there. Oh, you sorry. I think we just struggled to do that especially since the pandemic. Um,
um, and the second opportunity, um, I think there's an opportunity to just really engage with deep nuance on this issue. Um because for example, you know, a five-story new apartment building at Carlton Mobile Home Park or our other
mobile home park, the impact of that is fundamentally different than a five-story apartment unit in JPA uh or 11tory building in JPA or on a vacant piece of land. The city has the power to ruin people's lives regardless
of what our intent is. So, how do we engage with nuance and humility about accomplishing the genuine need for more market rate supply while acknowledging we have the power to upend people's lives as they're renters and they own the land and there's going to be no option for them at least for decades and
within Charlottesville um regarding like filterings. So, how do we how do we do that? And can we do that while also getting the market resupply? And it also connect I think attention we're seeing like with the uh West Main apartments is
there are neighborhoods the city has a history of planners thought they knew best with urban renewal and upended those communities. Um, is there is one response to that that we should have those communities have some say in what
we do now? Are we fully confident that what we're doing is right this time? And is there a way to do that that is not blocking new supply? Because obviously you could do that in a way that just kind of stops anything from changing, which also is not going to help those neighborhoods either. I don't know the answer to all those things, but to me
that's kind of like there tons of nuance and complex questions. Sounds like a lot of opportunity. Um, awesome. Ash, you want to dive in quickly? Make some themes of those. What are we hearing? Talk out loud with us. So, what we're seeing, what I saw, what
I heard is a lot of movement towards basically seeing what happens if building can occur. Whether that's making it um easier to get through the regulatory hurdles, um looking at making sure we're um allowing for supply across
the full continuum um of housing. So, we've got three there. And I actually think that these two kind of could chunk together. This one is still supercharging supply, but it's more specific to our lower um our community uh advocates that work with our lower
income communities. And I think also what Michael was just saying is really can how can we be mindful of the needs of all AMIs but specifically individuals that may be marginalized and on low incomes. So kind of increase housing. Let's see if what we can do with what
we've got and still being mindful of how we continue to support those who are on low incomes and who have maybe already been marginalized in this place. Challenge some opportunity. Got it. Cool. Um all right team this way. It's good. Um I have two questions because I
am sort of strategically anticipating there are two things I need from you for the rest of the day. Uh that has been your time and um and your energy like your arrangements. So I want to ask you what you believe is the most helpful with being able to cuz I actually need you down here as well. Um so I want to ask what's the most helpful to speed us
along this way. Is it that um the team uh the deputy CMO's office read this stuff out loud or could you come up and reflect on it and then go ahead and rewrite your opportunity? But I want to know you tell me cuz I want to do it with you. Uh is the most helpful with us
getting through this top portion of it. I think since this is being recorded for the public consumption later they should be read aloud. Okay. Um then what I will ask and a trade-off can we trade off? Is that okay? um would be that when you go to put your opportunity up, what tension jumped out? What trade-off jumped out?
Here's how I got my opportunity. So, we just clean up our correct. Sure. Sure. In two minutes to write the opportunity. Yeah. Three. I was giving you three. Yeah. And reason being I need your time around what could be
and your brain space. Cool. Good tradeoff. I'm down. Makes sense. Okay. Let's do it. Um all right. So, who's coming up here to read education financial operations? All right. So, under education, while yes, we acknowledge that there may be a
reason to look at this number differently, I'm going to ask you not to because I don't want to send one on an extreme rather than the other. This is big enough. So, 225 million for education with context. Decision has been made. Annual contribution to CCS increases by 5 million on average.
That's the work that we've done. That's what has panned out. uh and it's an additional five million. It's not year-over-year. It's an average over a series of uh years. Attention, return on investment, expectations of school, school board versus the realities of city council and dollars available,
understanding what the school's needs are for operations, agreeing on the right level of school funding as a percentage of revenue and deferred funding of critical projects. Trade-off is possibly programming uh programming versus physical needs. constraint CIP
capacity were required for prioritization. A finite uh finite amount of money for either capital investment or staff salaries, school staff levels versus and salaries versus physical buildings and increased cost with delayed construction.
All right, considering those tensions, considering those trade-offs, two minutes on the clock. Um what's an opportunity? But it's a potential path for growth and meaningful change. When you look at those who's steaming this, I
Okay. All right. Probably about another 60 seconds. All right. Who's lead us? We leave this seven. Okay. Go. All right. Set the for so tension jumped out. Trade-off jumped out. Here's got my Here's how I got on my opportunity.
Tension very expensive and there's no agreement between the school board and city council on appropriate funding levels. Trade-off. Um it's so expensive forecloses investments in the budget as a whole, but also people versus buildings within schools. Opportunity. I
really think all this is only possible with general assembly legislation for school building um funding and I think there's a huge opportunity to get significant amount of money from the general. Thank you. Thank you Lori after you what tension jumped out tradeoff and how you got on your
opportunity. Well, I'm going to basically build on what Michael just said and note that if we get the sales tax opportunity, we can probably we may be able to cut as much as $5 million out of general fund budget. I have other money that's going to the schools right
now. We like $3 million annual contribution capital contribution of 1 something or other 1.25 million for another capital expenditure. And so we may be able to save other funds that we could then invest in other of these
projects. Got it. Uh and so building on that, that's an opportunity. Beautiful. Thank you, sir. Attention trade-off. I'm sure. Yeah. The tension is just the the the the cost of it is just really expensive.
Um the and the the trade-off is that you know we the the school system won't get the funds that they need to um carry out the service that that they um um that they feel like they need to educate the students. And my proposal is just to
really um it's kind of similar to what I think Michael said is that right now the state is not meeting their obligation for what the state said that they should do as far as their positions and things like that. And as a result they have to come to city and it's not just
Charlottesville it's all you know that and that is really to um work with um Katrina and Amy and David Bond to advocate that the state meet their obligation.
Okay. All right. I can do it. Yeah. You got tension opportunity. You got this right. So tension uh budget first of all a constraint tension uh there's a lot that needs to be done the trade-off is how do we pick
what needs to be done um and obviously we're not in a position to prioritize one school on top of the other public works and that team will kind of do their triage when the time comes. Um, but an opportunity, and this is similar
to like how do we get money from not us, that theme is going to be consistent. Um, is I know this is something we've been talking about a long time. Um, and we don't ultimately have control over it, which is frustrating, but we can continue to advocate and try and partner
with UVA to have some sort of contribution program from them. Um especially since, you know, if they're trying to be good and great neighbors and if their faculty send their kids to public schools and drive on our roads and all of that, um then I think it's reasonable to ask them to contribute to
the community more. They don't pay property taxes, right? Um on most of their their buildings. So um keep working on having some sort of nominal contribution from them is what I like to call it because um but whatever however we want to market that makes sense. Um okay,
thank you. tension jumped out, trade on jumped out. Now you got to your opportunity. Hey, you know, I think that the tension is basically where we choose to invest money in, you know, the expectations of the school board, the realities of the city council
or the tension between um investing in buildings versus programs. Teachers tradeoffs. Uh, you know, unfortunately, they're kind of one or the other. They neither one neither
option is a good one. We can't just let buildings go downhill and we can't. So, mine is more geared about trying to save money by how we go about building things. Okay. So, explore whether we can streamline and bundle and perhaps use different
procurement methodologies to do our projects. um for the schools in there by a little lower cost. Thank you. Take it out. See if we see any themes or what are the teams. Ultimately what I
see here is that we acknowledge that we need money from school. That's the center uh school uh funding opportunity through the state is what we heard as a combination here. External opportunity to raise additional funds and then ultimately we have to determine how to
prioritize getting work done. All right, moving you all to facility development and construction. Um, we going to read that one. Y read it through. Considered attention trade decision was funding both modernization
and new construction in the current CIP. The tensions associated with that are the uh the the tension between a Taj Mahal approach versus functional approach. Uh school enrollment, will it increase? There's tension there. Uh do
we invest in recapitalization of new major renovations? Uh tension around constrained resources, people, capital, and materials, and uh where do kids go to school while full modernization happens? Trade-offs
include between either having older buildings that are basically good or high quality with less money. Thank you. Less money for people. Revases going on there. Yeah. Yeah. Uh trade-off, how much is
enough? Uh older schools versus newer, more modern schools, prioritization of projects, and the trade-off between large school year disruptions versus not not addressing our bigger facility needs. In two minutes, consider tensions, consider trade-offs, and uh see what
opportunity gets revealed. Thank you. All right. Why don't we kick us off, sir? What what tension jumped out? What tradeoff jumped out? And what was the opportunity that you came up with?
Yeah. So um the changing of whether to make them functional or not and then the some of the tradeoffs of whether you want older buildings or new buildings and and my proposed mile is the
opportunity here to this is a technical term to squirrel away a desert amount a designated amount of funding for um big expenditures. So we won't have things like Charlottville Middle School to come up again. But we're trying to come up
with a way to come up with $100 million. So even if we have to come up with 40 million or half that we because we've already put some money away. Okay. Sorry, I forgot about taking um
tension jumped out. Um so tension is uh I mean everything is money, right? So the tensions and the trade-offs are how do
we spend that money is basically summarizing this whole thing. Um and so again, I'm looking for not our money to spend and to address our problems in an innovative way. Um and we can
um kind of hit stone. Um, if we address housing supply and help decrease construction costs by allowing outside partners to build with us, we have a lot of space in the air. Might as well use it.
Um, tension. What is the biggest need in our schools? Especially if school enrollment does not increase um tradeoff. Um depending on how modernization is done and how extensive it is, there will be a large disruption during the school
year for students and how to manage that and evaluate how big of an impact will it have on students impact differently on the grade they're in. um opportunity uh it's kind of already underway but create a actual plan for moderniz
modernization that is looking at what schools we start at as a plan for students go and then reaching an agreement to the school board that we can only execute this plan once we get these external dollars thank you
yeah the opportunity I had earlier actually fit that are over here. Um I think there's definitely ways to lower the cost of con design development and construction more
innovative how we procure things. But what I had here again is the trade-off of um basic if there are ways to do things less expensively than you would have more money to spend on school
programs or teachers operations. So, I know we're already doing a lot of this, but like uh the notion of doing more light updates to our building, not like lights, but like light impacts and what's called retro commissioning
where we go in and try to make what we have work as best as possible without home. A lot of those buildings that's not really going to be possible, but some of them like Jackson So
my overall tension I guess is I guess the sense that we it was noted yesterday we raised the money they spended. We have historically given them
essentially whatever they've asked for. They have historically asked us for whatever the architects say they need. We have no ability or have not tried to exercise an ability to place any limit
on the school construction budget. The one thing we know is that every number we get will be higher than the last number we got. And so we've got even just in the last month, we've gone from a budget for
renovations of existing space in the elementary schools to oh, and also we want to expand the elementary schools, add another $75 million or whatever the figure turned out to be. So I have it actually fits on two separate pieces of
paper. The first is figure out how to place women on the school construction budget. And the question is, do we fund expansion of the elementary schools at this point when we don't even know what the population growth is going to look like? Got it. Thank you, James.
So, interestingly, while we only had two very different ways of getting to it, we have a couple items that are speaking to the how we pay for it side of things, saving money or uh partnering to uh expand our available budget. And then we
have uh two here uh two here that are dealing with the question of actually understanding exactly how we go about doing buildings
right and looking at perspective of saving money. And I think what some of the comments I heard you make, your your first one here is actually in that same vein as well to a certain extent, right? Like how are we more engaged in that school construction budget so that we
can exert more influence on on what controls the cost of the project. Um and then I think this is a separate idea but also important one to understand is uh actually understanding oh actually no it fits in with these as well.
understanding the need and doing a better job of understanding the need as we go forward. So all of those having to do with with managing cost improvements different. Yeah, different methods methods but all engaging with the design. Got last impact area in this particular
column which is facilities uh facilities maintenance. All right. Always a party in facilities maintenance. So you all made a decision to allow uh the systemwide school infrastructure to age without major investment and I say you all are the big
you all. Uh some uh tensions that you identified newer buildings may be cheaper to maintain. Uh another tension is um maintaining existing buildings but in uh increasing energy usage versus investing in green infrastructure. New
buildings will cost less. aging infrastructure and disrupting classroom environment versus uh fixing bigger facility issues. So, some of your tradeoffs that you identified was the impact to CO2 emissions versus the
provision of education programming. If we spend another 20 million on uh renovations, how much might we um might we save in maintenance costs? Delayed construction will cost in the end money uh for money uh saving money with
targeted maintenance um or spend more money on full modernization and 1.4 million in annual funds versus absorbing that into larger projects. Now you will get to go for opportunities.
This is ready to go. We are quiet. All right, let's uh let's dive in. Will you start us off? Sure. Um it's similar similar to others with intention. um
between scale of the building investments. Um tradeoff um even larger construction projects will just cost more. You couldn't get to as many of the school buildings as quickly
as if you were doing smaller targeted ones. um opportunity which I think applies to all these is reaching a clear agreement with the school board on what is the limit of the dollar amount we're able to spend. what is the scale of the expansion that we're going to agree to
um and the level of any if any expansion in terms of like increasing classroom sizes if um you know enrollment has been flat for 20 years. Does it increase or decrease? There's a lot of uncertainty there but certainly we have to reach
agreement on you know do we massively expand you know possible capacity when there's no indication when it's increasing. Okay. Cool. Next tension trade-off opportunity, you right? Well,
a lot of it it's kind of related to what I said earlier, but the one thing that I think we can look at is to prioritize those those maintenance issues,
maintenance issues that will result in immediate cost savings. And one of those, as I was reminded by one of the school board members a couple days ago, is that we really need to figure out how we're going to get solar panels on CHS. We've got the roof done. Let's get the
solar panels on there. So, the solar on the roof was now. Okay. Tension jumped out. Trade-off that jumped out. And here's how you got that's how you got Yeah. I think you know the whole notion of whether it's cheaper to the return on
investment of building a new building or a major renovation we should say an existing building to lower energy usage and lower the cost of running the building versus the actual cost or something some
other investment the city could make with that money. So, um, what I would just suggest, and maybe this is already happening with, um, with our staff, go ahead and invest in doing detailed analysis and building energy models for
our facilities to drive those to give us real data about those decisions versus just sort of hand. Thank you. Um, so I was struggling to come up with something creative, but really,
um, all of these are kind of the nuts and bolts literally. So, um, I also had let's green the roofs. You know, there's the I kind of it's not a tension, but I I noted what's a short-term thing and
what's a long-term thing? Cuz um something like getting the solar on the roof as soon as possible, especially if the tax credit situation is going away. Like, how do we take advantage of that opportunity while we still can? Um and then long-term opportunity is, as we've
learned with the um middle school construction, when you're trying to build while students are still trying to take classes, that's not good for either the construction team or the students. And so when we do have the prioritization done and if we do come up with money and all of these things, I
think having a swim school available um would be beneficial to keeping costs lower and timelines faster. Um, if that is able to be prioritized, that probably seems like a good thing. Um, when I was and that was that's something the city
has done before. When I was in kindergarten, they renovated Berlin Brand and we went to school at Jefferson. So, I didn't even know that construction was going on and we went back and so it's like again I think a good question is what age does that affect the most? Got you and I didn't care.
Um, for me the the tension was the cost of maintaining older buildings. Um, some of the trade-offs is that do we want our buildings to be climate friendly? And and this this is not a sexy recommendation or anything, but it's just to have the sustainability staff
just to be super focused on finding grants and partnerships on all of the projects. And I know Dominion and different companies have projects to programs to put sun not sun um
solar solar. Yes. So Ashley, what are you seeing? What are you hearing? So really doing some um analysis of uh of some of the costing as well as making sure that we have movement now. So,
agreements on what we're going to spend, thinking of doing solar while there's money around um I was going to add that to to this one of making sure again that's about having using the money that might be available right now to do all
of sort of these ideas. There's also this uh addition to this one about thinking of that short-term long-term. So shortterm I think fits into this chunking with looking at money and looking at how we u manage that money and doing things now. But there is that
long-term thought that if I had a separate one I may put it over here of thinking about that swing school. Cool. Thank you. Join me end it all. Transit ready. Okay. All right. So, this is the transit section. We're going to focus on the
idea that there's $63.4 million. This is the local share avoidable cost to do the main things that we've been discussing. The decision has been made at this time under reliable service access, which is what we have prioritized, but not yet fully funded the transit enhances to
reach that optimal performance. So that's what this is really aimed at optimization. The tensions are frequency span of service reliability and frequency cost of clean transit uh route coverage and frequency actually meeting needs and which routes to first prioritize the trade-off more service to
routes and more demand. Trade-off is that we can choose between frequency and span frequency and money. uh expanding service more broadly versus tailoring service in the highest demand areas first make routes more reliable hours.
All right. Do you think consider attention trade off and let it reveal to you an opportunity? 2 minutes on the clock. It's okay. Heat. Heat. All right, who's going to start us off? Brian, I think you ready to rock and
roll with us. You got this. Uh, what tension jumped out? What trade-off jumped out? And what opportunity was there? um tension except for mainly the trolley. There's no route where taking the bus is
currently faster than driving. So that massively reduces how many people will use the bus. Trade-off. We know we have to make using the bus more convenient, faster to drive in the car. If we can't do that on every route all at once, how do we prioritize where we start?
opportunity. The cost to do that systemwide is huge, even just to get to 30 minutes everywhere. Um, if we can't do that all at once, how can we find lower cost ways of making the system more functionally, usable, and
increase ridership? Are there things like identifying an area for a dedicated bus? Is there a way to fully build out more bus shelters? And is there any way to have that not take, you know, a year? Um, maybe that's not possible because the state democracy or whatnot.
Is there a way things like that also thinking about um on demand service not just to fix got Okay, how you doing? Well, this is a something I've talked about a fair amount. I'll talk about it
some more. The the tension for for the city is that being the place where And of everybody who's going to come work at the University of Virginia who's going to drive through city streets, they're probably going to park on city provided
parking areas or at least areas that that have a cost to the city. Uh and so it is to our benefit in particular to work with El Marl County, with Louisa County, with Green County to figure out how the people coming from there can get
to downtown Charlottesville to get to the university and not impose all those other costs on us. And so I just think we need to be working with those those localities in particular as for example we've done a certain extent with Buckingham with Queensboro uh to get
more regionalization of our computer bus system. All right jumped out but tradeoff or what? Yep. the um attention was the frequency and um for me the trade-off is the the demand and what I
would like to see is that an experiment or trial the increased frequency on the highest groups um to every 10 minutes is 30 10 Yeah, I love I love that. Um so uh
similarly um you know the tension is I there's one about the the clean transit but mostly it's concerns about frequency um and yeah trade-offs are
broad versus narrow. Um so the thing about going narrow first is that it can help boost our ridership numbers which then means we get more money from outside. We like outside money and then we can expand instead of trying to shoulder the burden entirely on
ourselves. So I said we should prioritize an opportunity we have is to prioritize the highest routes to increase ridership numbers and funding and then doing the data analysis to make sure that the routes are optimally arranged which I know our staff is already working on. So shout out to them
for for that and some of the plans moving forward to have routes be birectional which is also going to help. Um but if we can prioritize those high demand routes then that gives us the opportunity to spread that well.
So yeah, okay. All right. Yeah. So this is basically I think it's it's building what Juan had to say but basically experimenting testing and how
we do something like those call those sticks we have up the school. Yeah. Yeah, something like idea of trying something. Appreciate it. Thanks.
Uh, James, are you jumping everybody in? Yep. What are we seeing? All right. What are we hearing? All right. So, uh, as we discussed, we've got themes around experimentation, uh, trying ideas. Um, uh,
and then themes in themes in terms of root design. This is working with our uh neighboring counties that are on commuters and guard that has the highest demand roots uh for the data and then um
uh I I think the two two major themes that come out are experimentation and system design. Cool. Awesome. All right, you all going to move you over to U climate impact reduction.
All right, everyone. So, you've got your climate impact reduction for this. You have adopted an alternative fuel study for implementation by 2040. You've got some tensions here. Climate goals versus the dollars available. Uh
the um EV and hydrogen are expensive and the uh diesel pollutes. You've got the high cost of clean transit reduction in federal funding that supports green infrastructure and can federal dollars still go to zero emissions bus infrastructure versus all local dollars.
So, some of your trade-offs you identified include um whether you can invest in those battery electric buses or and hydrogen or continue with diesel and use the delta for that uh to provide money for other goals. Clean air. Uh can
you get more frequency um and routership with diesel versus the CO2 emissions? Opportunity costs for funding battery electrics hydrogen infrastructure versus increasing frequency service of diesel and no federal dollars still exists. The
cost of those um electric buses and that infrastructure versus the frequency improvements with money spent. Okay, take two minutes and uh do your thing. So, what we're going to do All right. Back to you, sir. Um,
tensions obviously with federal government money was available. Um, this potentially didn't even need to be that much more expensive for the city than a diesel or a natural gas buildout. Now that that federal money is gone, the local cost is substantially up.
Trade-off. Um there's a high probability that the amount of ridership we would need to break even from an emissions perspective we won't reach for a long time and um the net emissions impact is likely to be negative from a diesel or
natural gas buildout beyond emissions is also pollution coming from particularly the diesel buses and the health impacts that pollution the opportunity um I don't know if we need to say we're just kill the zero emissions bus plan. Is there a way to pause it and see at some
point the Trump administration when does federal government money return? Does a different administration in Congress bring back some of these investment opportunities and can we reduce the scale of the plan for right now but like target basic um initial infrastructure
and no matter what the technology at some point will need. I mean, he summarized the tradeoffs and tensions, I think, very well. I I think that we should double check the analysis that you you mentioned. No offense to
the C3 people, but I even if the numbers don't completely add up to go with more bus routes versus taking cars off the road, I still think there are other impacts that
car usage, vehicle usage has, even if the CO2 doesn't balance out one for one, could still be a a net positive gain from a social perspective that Maybe that worth the impact. Yeah. Yeah. So again the the tension for
me is not on familiar is the high cost of of climate of the alternative f fuel and you know the trade-off is it going to be diesel and
um or um the alternative fuel and and you know my proposal is really to have a community discussion on after the the pilot is over on, you know, where whether we make that investment. I know that Michael
mentioned we have to do this because there's not but one or two even places that are making diesel engines anymore. It's going to be the alternative, but I know that when we had the compressed natural gas buses, most of the time they were in the shop. They weren't running.
So, I don't want to experiment again on some technology that's not reliable. But when we have the community discussion, we need to make sure that um we're getting input from the actual users. A lot of times people that come
to council meeting, they they they don't they're not using the the transit. Um they they like the the technology but not necessarily use it. So long. Um, so it may be long, but you don't have to take long.
The attention, um, is the cost and where that money is going to come from, as well as if it's worth the investment versus what's the math on the frequency and that sort of thing. That makes sense. So, um, I wanted to note that bus
pollution is just a small fraction of our citywide pollution. So going green isn't solely the burden of CAD or Carta and the massive investment in hydrogen and battery electric bus infrastructure is an opportunity cost also. So um the investment should be in getting people
out of cars generally. Um spending that delta perhaps on bike pen infrastructure so we can tailor the bus coverage to those with the highest need will help us be more efficient in our our ROI potentially. Um, and then just a reminder that transportation, which is technically the headline of this
category, is more than just transit and we can spend our dollars on more than just bus to get people around. Greatly, thank you. And I'm going to say a number of things that people have already said, so I will repeat them. Uh the first thing I said
is to revisit and by that I do not mean necessarily to change but to revisit the hydrogen versus electric vehicle decision with an I current budget realities. And what I'd particularly like to know is are there other decision points for offramps in coming years? Do
we if we make a decision by 2027 can we change can we change streams basically? And I don't know the answer and I would like to know the answer. So awesome clean this out. All right. Uh so we've got uh
uh a couple that are basically asking us to revisit this several that are asking us to revisit this decision and this and the uh the conversation around um the zero mission fleet
and and look at that perhaps more holistically. Um and I think even even this notion of piloting is is part of that idea of revisiting um actually was pausing. I think I think there's one thing.
Are we sure you want to do that? Yeah. Let's pause. Let's consider let's invest in our money. Yeah. Awesome. Okay. Regional system creation. Or appreciate that. Thank you.
I can appreciate you. Yeah, right. I keep wanting to read this as supporting the farming of Carta, but we'll get it right. Supporting the farming of Carta. That was the decision that you made. We we support the forming of Carta. Uh this is uh tensions, higher
taxes versus more service. Uh CAT led by city, but also controlled by Carter. That's a tension. Outlying counties are not committed to transit expansion. We can't house uh all UVA workers in Charlottesville.
Cars are inherently um unscalable in a city. Public transit is inherently unscalable across rural areas. Getting agreement and general getting agreement and general assembly approval of a funding mechanism is intention. Trade-offs possibly having to
choose between 1% sales tax for schools or for transit or both. Uh trade-off between more transit improvement in city over road improvements. uh trade-off of people living in other counties versus cost of
providing transit service presented to those people. Uh cost of full regional system versus investment in bike bicycle and pedestrian infrastructure and then if funding comes from the general fund what gets constrained as an offset the opportunity cost.
Beautiful. Two minutes to do it. Just hold on to it. Two minutes on the clock. Attention trade-off opportunity. There he is. There are All right. After you um
tension wants to jump in there after you um tension um I mean it requires a lot of regional partnerships and partnership with the general assembly. So it's very easy for
things to just get lost in endless studies when that's the situation. um trade-off. The regional transit vision plan is so expensive. I think there's no way to do it without a general assembly approved funding mechanism. Um opportunity.
Don't let this language and language and endless studies. Don't wait for every locality to sign on except whoever wants to participate in the start participates. Others can join later on if they want. And similarly, choose a funding mechanism to request to the general assembly and don't compete. a
study that we've already done to identify functions. We've already identified basically did um the whole point of the regional transit partnership was to get us to a point of being able to come up with a regional transit authority. There was a lot of work done with governance
study. I realize not everything was fully decided, but I think it's really a political decision that we all will have to make about what what is the request from the community to fund this if it's a one
cent sales tax or whatever and make the decision with your colleagues in the county. um if you have a special meeting or something like that, but I put a little more studies make a decision. Um
city staff, city staff and county staff should work together with elected officials. Thank you, sir. So, um for me, the tension was um you know, regional support. You know, we can't wait for others to come along. We need to um go along with that. The
trade-off is that, you know, we're here to support and we do both taxes for the schools and for this. and my um this opportunity for the city to take a lead on this um regional CA and um you know
um promoting it and to seek funding from general sympa and other counties will be join until we get something like that you got. All right. Again, ditto. So, I figured
instead of saying this again, I would go a little um out there. Um so, I've got two things. Um in addition to asking the general assembly for a plumbing mechanism specifically harder, I think we should also ask for the power to have
a congestion fee. Um, and then we're able to spend that revenue on expanded regional opportunities like park and rags and then bike head bus infrastructure within city limits. And then the other thing is support the three notch trail that will connect us to
um by pros so that people don't have to get here. James, take us out, sir. Sure. All right. Uh, no more studies. straight up. Um uh and and I read that a
little over that mayor here in terms of taking a lead. Uh it's it's kind of a call to action. We need to move forward. Um and then two of these are dealing with this issue that we actually need to get need to define our revenue sources,
congestion fee, new entry into the into the conversation. um making sure that UVA and other counties um are are are engaged by both of those looking at this question of uh what is our funding
source going to be and what are great thank you all. All right, what I need you to do is take 10 minutes take a 10-minute break. Okay, thank you. All right, shall we? Let's dive in. Um we're going to talk about what could be. But uh before we do, I just want to take
you on a quick journey. want to take you on and have a quick conversation with me. So, I want to talk about curiosity and it requires it's really a skill that's needed to really think about what could be. Um, we all know those people that like we ask them to think about like the future state but they keep talking about the present state. I think
we talk about that often where we've heard community conversations and that's literally called being stuck in a moment. It's literally talking about the ability for time to pass one by and being stuck in an actual moment. And so although time and years pass by, um we're still stuck in the moment. So
curiosity is required to kind of get unstuck in the moment. So you may not know the value of curiosity, but you know the value of not having. I want to take you on a quick journey, a quick story. I do want to apologize ahead of time. Um sorry, but not sorry for a little bit of a trigger warning in this story. So I won't keep the image up long, but I want to talk to you about
2015 and I'll talk about these guys. Uh Google, MIT's finest, amazing. You can probably walk in anyone's office, you'll see tons of degrees and education on the wall. Uh ultimately it says I am equipped, I am skilled, I am ready to go and I can work in this organization. Um so around 2015 they rolled out some
image recognition software, right? These are individuals in a room about to roll out some recognition software. And again the image I would apologize not to keep it long but I want to show you how that worked out for them. All the smart people in the room making decisions and deciding I want to show you how that actually worked out for them. When you
captured images, skyscrapers were skyscrapers, airplanes were airplanes, cars were car, bikes were bikes, graduation, graduation, and African-American black people were labeled as gorillas within their their software. This is how it worked out for Google in
2015. Some of the conversation that kind of went on, one of the individuals affected said, "What kind of sample image data was collected here?" Um he received uh social architect later that day said this is 100% not okay uh promising a fix that evening later Google's then said we
appala we we are appalled and genuinely sorry that this happened we are immediately taking action to prevent this type of result appearing this is still clearly a lot of work to be done with automatic imaging labeling and we're looking at how we can prevent these types of mistakes happening in the future Twitter kind of dated the first
instance of AI racism um when you look at this what jumps out to you just the conversation the words the statements What do you what jumps out? The experts were wrong. Okay.
Sort of reaction to something versus potential problem analysis on the front end. Sure. Absolutely. Yeah. I I also if I could just go ahead panic. Panic. Sure. Also, if I could speed this up, um the thing that was communicated
and blamed was the the tech. Yeah. Didn't a human being sit in a room and think of that tip? Didn't a human being put in the code, but it was something's wrong with the imaging software, right? Something's wrong with the actual thing over there
versus something could potentially be wrong with the thing right here. So, some of the headlines, Google fix it racist algorithm by removing gorillas from its imaging. Uh Google solution accidental algorithm racism bans gorillas. Uh the solution, right? this
the the the solution, right? The thing over there versus the thing right here, how I think and how I function may have created the situation. Um, so how they get so lost? What are your thoughts? Shoot something out of me. Popcorn it out. How they get so
lost? Who's in the room? Okay. Lack of masking. Maybe who's in the room? Who was in the room potentially? Got it. Focus on cool technology as opposed to what's going to actually impact society. Sure. Lack of humility and curiosity.
Absolutely. That's it. Traditions of um I mean back when Kodak developed color film, they based it off of a white person. Like that's historical programming errors that we're not taking diversity into context. And so
trying to innovate, trying to think of something new, but a continuation of that tradition. If you're if you're even if you're building on old algorithms, who established those in the first place and what did they take into consideration? Yeah, let's take on paid situation. What beta testing did they do? Yeah, lack of testing. Yeah. At the end
of the day, Google failed to truly understand. Look at that word. Um the people that they intended to serve because they failed to take in consideration how African-Americans would use AI. That room full of people would have to start asking themselves some real questions. Who's here? Who's not here? How do we actually test it?
Are we building off old information? Like they would have to start asking themselves some real questions. But the experts in the room would have to ask themselves some questions which would require like what' you say? Humility. Humility. Imagine that. But the person says, "You see my wall of
frame degrees that says I'm good." But I would need what? Humility. Well, the problem hasn't been solved either. If you look at the last couple of weeks, uh, when you AI, you know, being blamed for
similar sorts of for, uh, hilarian messages being put out. Yeah. Great. So, here's the answer. They stop asking questions. Who's in the room? Who's not in the room? Are we landing on just our thoughts and our expertise? What are we reading not? Are we reinventing history?
Are we not testing it? They stop asking questions. Um, so when we interesting human beings, right? stop asking questions. When we were kids, we were super curious. We like ate dirt and called it like dirt pies and we licked clothes and we rode we rode bikes down hills with like I rode bikes on hill with no brakes on. Like we were we were
daring like we were curious people as children. We climbed I mean it was we were it was it was a whole situation. Um as children we put random things in our mouths like we were super curious. Um but why did we stop being so curious as people as humans as decision makers
as leaders? Why do we stop being so curious? You think we end up with patterns that get us from A to B to C as effect effectively as possible. We've done it so many times that we don't think of other ways of doing it. Sure. Biases. Yep.
One of the big ones is fear. And here's what we learn from fear. Sometimes it's fear of failure, fear of rejection, fear of success, and fear of being wrong. Sounds like the underlying skill that we need in those is what? Humility. Humility. Fear is also very ego-driven. Fear says
it's about me. Anybody flown the friendly skies before recently? No. Cool. Yeah. How was that? Was good. Good flight. Yeah. Okay. Awesome. Um, anybody experienced turbulence? No. Yeah. Not maybe not your recent flight, but when we hit turbulence, we're all like, "Oh my god, we're going to die."
Like there's a bunch of stuff going on in turbulence. We're like looking at random people telling them we love them. We're like writing notes to home. Like there's a bunch of stuff going on. Uh what's interesting about like there was a bunch of pilots surveyed regarding turbulence and they were like there was a whole survey. It was really cool. Uh it was a working survey. I think this one was good. But it was fun. It was
like what are you all thinking about while we're all in the back kind of freaking out and writing love letters to our family and we're like just kissing random people telling them we love you man and like all stuff while turbulence is happening. What are you all thinking about up front? Um so this is us by the way with turbulence is we're just like grabbing everything and doing all stuff.
But the question to them was, "What are you thinking about upfront while turbulence and things are being shaken up?" And the joking comment was, "We're thinking about what we have for breakfast." The interesting thing is that they're not actually like freaking out as much. The pilots, the drivers, potentially
some with direction in their mind. Um, cool thing about this is that they start to talk about how they were trained. They were like, "We weren't trained to like forget that the turbulence existed. We were trained to navigate the turbulence." So when it actually happens because it always will happen, we know
how to cognitively and emotionally function in a space where turbulence exists. So while everyone is freaking out, one of the other things they said was we have a purpose and value that drives us bigger than the fear itself. They ultimately said it doesn't mean we don't have it but our purpose and our
value is so ingrained in us that we have to navigate it well. Who else is going to do it? So they own that responsibility. Uh so it's interesting. Intentional behaviors align with one's core value beliefs aimed at achieving the meaningful and impactful outcomes. They are driven by a
meaningful impactful outcome. And it does not mean that they're not fearful. It doesn't mean that fear doesn't come with trying something new or whatever new turbulence is taking place. It's that they are equipped and trained to navigate it well. So thus friendly skies. Um, so but this was super just
powerful that they have a purpose and a value that actually drives them bigger than the fear itself cuz they do experience fear. They do experience turbulence. They do have to make tough decisions. They do have to ask themselves questions. The super arrogant degree individuals do have to incorporate humility. And that doesn't
feel good to tell myself I might be wrong. We have to navigate those things. I'm talking about like healthy humans. So fear shrinks our brains even when we're like being creative. I love this woman uh Dr. Wy Suzuki that studied long-term memory and long-term care
effect of the brain but the hippo campus specifically. So what's interesting is that she's linked the hippo campus to the ability of retaining memory is also connected to the ability to like create to creativity which is rooted in curiosity is that they're actually linked together. But fear shrinks our
brain and especially the hippo campus. So that means that we're not able to like retain information. we're affecting the part of the brain that also lasts to create some and create thoughts. Um so uh we do things like literally killing the cells in our hippoc campus that contribute to memory deterioration. It's also zapping our creativity which lives
in curiosity as well. But also psychologist said we uh when our structural rhythm and routines are thrown off part of our thinking shuts down and we escape to safety. So when we try something new or think of something new which I'm going to ask you to do in a little bit um there are some things that actually happen. If we mess up
routine and we mess up tradition, there's a lot of fear that comes in and we we shrink and that's it. And we get we start asking what if questions, right? But these aren't curious what if questions. These are like the what if questions when turbulence like what if this happens and what if this happens and what if this happens. Those are
rooted in fear, not true curiosity. Because what if lets me move forward a curious question. Fearful what if questions keep me stagnant. And so fearful what if questions become, no, I'm good. Nope. Nope. Nope. Nope. Nope. Nope. No thanks. No thanks. Curious what if questions allow me to say like let's try that
and you lean forward versus leaning back. Uh so these thoughts keep us safe and we begin to explore. Remember I'm going to ask you to do this today to explore. But fearful what if questions don't really allow me to explore. Just let me like manipulate myself as if I did. Um but we stay and we all we see is
one particular thing and we get locked into one idea. So love this quote. Love this man. Um, and when we get locked in that one idea, it's the only thing we're ever going to see. That's it. We will not ask the questions, who's in at the table? How are we testing it? Uh, should we be looking at history wrong? We're
not asking those questions. All I see is all I see. So, it's all I'll actually see versus humility and curiosity and creativity go hand in hand. Uh, so I'm going to ask you not to back down the hatches as we go into the what could be phase of all of this. I'm going to ask
you to do those things as well. Um, don't do this. Don't be this guy. Um, but question. Do you think we have the ability to manage our thoughts? Yep, we do. I think we do. I would also say that this is probably the hardest thing ever in life that we'll get we'll have to do ever.
But we can do it. Um, so we have the power to imagine a world that isn't our world yet. It's always easier to be a critic than a creator. Those fearful what if questions live in critic. And the creative what if questions allow us to create the new thing. The thing but
in when we create the new thing or think of the new thing is going to create turbulence because we are rooted in history and comfortability and all the reasons that kept the the uh the the room of Google from not expanding. Those things are comfortable.
So I'm going to ask you as we think are we as we think be a critic or creator. Um, favorite movie of all time, by the way. And, uh, I want to just kind of show you some really cool scenes of this movie. Um, this is stuff before it existed in the world. What is this?
What's going on in there? That's virtual reality. 1982. 1982. Virtual reality made it into a movie. I don't think anyone had an Oculus yet. No. Made What? Made it into a movie. Interesting. Someone was in a room thinking of things. Go figure. Um, what
about this? 1982. What about this? What was he doing here? Zoom. He was ordering off a screen. I don't think anybody did that in ' 82. Go figure. People in the room thinking about putting this into a movie. Um, what about this?
Digitized drones. I don't think we had those, you know, or the government didn't tell us. Um, but digitized drones. Looks like some people were in a room thinking of some things that were different. Um, what about this? This looks like it might be this phone camera situation in your pocket. I
think we were still like they were connected to cords. If not, they were really big and had the antennas that can talk to Mars still. But go figure. People in the room thinking about putting it something that we didn't even have into a movie. Um 3D. This is one of my favorite scenes of all
times. Uh this is a scene where he's actually trying to get into a front door via thumb print. iPhone didn't even exist with the thumbrint yet, but yet there's a room full of people that thought about putting it into a movie. Didn't exist in the world yet. We didn't have a lived experience of actually
doing it. But it made into a movie. Go figure. What about this? What's happening here? You said it. That's the Zoom. Zoom. Zoom and Skypey weren't even companies. But go figure. A room full of people
thinking of things to make it into a movie. What about this? What is he doing here? Credit card payment. But that didn't exist yet either. We were doing carbon copies of the cards. Who remembers the carbon copies? Like the m the machine, right? That didn't
exist in the world yet. But go figure. A room full of people thinking we should go ahead and incorporate it and enter into the world. So, we often go into situations asking ourselves what we know about something instead of what we don't know. That would require curiosity. But that would also require what? To ask ourselves, I'm about to go into a
situation. What don't I know, man? But I don't know how that feels because you see the degrees on the wall that communicates everything I know. I'm equipped. I'm ready. Said Google. Humility and curiosity go hand in hand. So, I'm going ask you to have this.
Listen as you hold this while we go into like phase two of this. Okay. Um don't do this. Don't do that. Right. Um don't ask these these are fearful what if questions. Ask the curious ones especially amongst yourself and amongst each other's ideas and
thoughts and opinions. Love this man. Um he says the important thing is not to stop questioning. Curiosity has its own reason for existence. What I love about this quote is that it's telling you that curiosity and questions are strategic. They have a purpose and some would say a
value. Questions are really, really important to getting to the thing. They are part of the process. Questions are strategic. They're not just random questions. I'm asking this question because if I get that answer, it would let me build off of that idea. Now, we're talking about
questions and systems thinking, having a baby together. That's pretty amazing. So Joshua, um, what's your experience on a on a city going out on a limb to do things with
jobs at stake, um, safety at at stake, um, you know, picking up the tra the trash, filling potholes. I mean, it's um, it's things that we have to do as a city. Not saying that we can't
experiment, but I I just, you know, it's a little bit harder. Sure. Maybe I'm already questioning this what we have to do on a daily basis. Yeah. I think there's two things you hold, right? What I have to do and what I get to do, right? There's the things we have to do, which is typical
maintenance, right? That we need to actually do for it to function. And then there's moments like this where we get to do something and we get to think about creativity. So the things I have to do, let's make not sure. Let's make sure that things we have to do are not rooted in like fearful like lack of
change. Let's make sure we have to do them because we have to do them, right? I I would hope we don't have to take a shower, but I would really hope that all the things you would impact you would actually take a shower. Um but let's just hold both the things we have to do. Let's just make sure that it isn't because we're fearful. The things we have to do are the maintenance. And then
considering the things we get to do as well, potentially reimagine some things. Yeah. Um something that The theme that's going through when you were talking about the pilots also and to kind of go off what you just said is
it's also about managing expectations by communication. The pilots are expecting that there might be turbulence. If they let the people in the back if they manage expectations of the passengers by saying, "Hey, turbulence is coming, but we know how to handle it." That's going to help the fear. If we're going to do
something experimental, if we communicate it, we've listed reasons why we yeah, we get it out there and help manage the community expectations and that's through education, we have created a situation that justifies the experiment.
I uh I hear that and that's piggyback off something about you mentioned storytelling and I actually have something for all of you regarding at the end of our dayto-day I actually have something that is a tool to actually undo that to actually help manage the expectation of change. We're talking change management now a little bit, right? Yeah. I have something for you at the
end. We're just making Yeah. Change management and making room for people to understand why things might be different. Makes sense. Yeah. It doesn't mean it won't be terminous, but it just means we can manage it, right? Another quote I ask I love is this. The power of imagination is the ultimate creative power. No doubt about that. While
knowledge defines all we currently know and understand, imagination points to all we might yet discover and create. Imagination is more important than knowledge. Your imagination is the preview of life's coming attractions, potentially thinking about what could be.
We can anticipate some particular tensions. I'm going to get you to do that in a little bit that we can actually preview and think about the things that could potentially happen. So, for the next part of the exercise, I'm asking you to minimize certainty and maximize curiosity. Can we try? Can we do that?
Okay. And if it's hard, we lean into each other. We're all going to live on that together a little bit. minimizing what we know and we're in the place of now what could be which means it's not our present state it's our future state cool future casting tool here's how it looks and we're going to dive in uh we are in the second part which is the what
could be as we talked about it our understanding should explore I needed you to craft as much understanding as possible about what is and you did that you took yesterday's information and put it all there so you have what is we're going to now move into the extra part of the the second part of this timeline
which is what could be based off what I know what is. We're going to go into what could be. Here's what that looks like. Um, we're going to reimag priority, budget, intentions, trade-offs, and opportunities. We're going to talk about what could be of those things. There's not a real decision being made. It's exploring. It's creativity. Um, so we're moving
down a little bit, and you're going to see some of the same things. You're going to see the same impact area. You're going to see the same strategic priority, and you're going to see the same budget. So, we're going to bring that because that's what is. Um, but then we're going to think about, well, what could be a new decision that we make? Because we made one
earlier. We had a top one. What is, but what could be a new one? We're going to theme those out, kind of read those back out to you. Um, and then like from that decision of what could be, what could be some tensions from that? Let's let's anticipate. Let's think of the future. Okay. From those tensions of that
decision, what could be some trade-offs? And when I look at that, what could be some opportunities go? Because we have the ability to imagine a world that isn't our world yet. And that's what what could be will allow us to do. It allow this is the testing ground. God, I wish Google would
have done this. Really wish they would have thought what could be if we do this and ask themselves the right questions. So to your point, the gift I'm going to have for you a little later is um what helps manage the expectation of people
also what helps manage us that the pilot when we're fearful a little bit cuz I'm thinking about some stuff that even challenges me is around thinking the decision is to achieve this impact. We'll need to decide what what could be the new decision. But we can anticipate that there's going
to be some pulls and stretching in what areas? What could be some pulls and stretching based off that decision? Some tensions. Now, we also understand that by doing it this way, we're prioritizing blank over blank. We get it. We understand the
tensions that that could be and we understand that we're going to prioritize this over this. However, this challenge and change has revealed an opportunity to do blank. You with me so far? The flow? This sounds like it also might help with some
later good storytelling, some later good explaining why, some later good showing that there has been some deep consideration in our imagining of new things. You with me? Anyone nervous? You nervous? No, I don't
think so. We got the right people in the right room contributing the right way. Um, so we are going to share out and here's how it's going to go. We're going to go into decisions. I'm going to ask you to look at what was and see if if it forms what could be. Is there a decision that you and I'm going to ask you to do five of those? One decision per thought. We're going to theme those out. It's
like here's some themes. Thank you for those. Going to ask you what could be some tensions, what could be some trade-offs, then what could be some opportunities. We're going to theme those out. Read those out loud. Then we're moving on to the next. Uh what we are going to do though, and I'll let Sam explain why, is for the sake of time, um I did not strategically anticipate that
the top part of it is would take up so much time. Uh so what we actually are going to do is only chat about two of these columns. Uh but in the spirit of themes um Samson kind of explained how sometimes they might interact with one another and so we might we're going to tackle like two. Um you want to chat about that? Yeah sure.
So in the education space and it came up in some of the comments that you all made that uh it sounded like we're repeating some of the various things. So we're going to split education into financials and facilities. just two things. Not about the maintenance being
separate from the development and construction. It's the building and the money for the people and the things. On the housing side, we're going to say homelessness for the obvious reason of the question of where do we go, how far do we go, and then just the focus on
inventory, not specializing the inventory by low income, mid income, missing middle or higher. It's just inventory. So that we'll focus on that. And then for transit, we're going to pull the Carter conversation out and just focus on reliable service and
climate because you've made very very committed focused decisions in those two areas and there's still a bit of nebulousness to the whole Carter thing and we'll of course get back to that. Cool. Let's work. Rectangle Postit. Grab your Sharpie. Meet me over here at
education. [Music] Come on, Jeremy. All right. So, what um you have is I want you to be able to take a second. You're going to take a couple minutes. You're going to review some of the opportunities. And I want to ask you this question. We're looking at what is could there be a different
decision made to help bring this to life. So again decision is and I also put that prompt there to achieve this impact we'll need to decision is what could be a directional decision that we make to help this impact come to life. What could be a potential new decision while we now know all this? Some of your
answers might already be in the opportunity a little bit but consider these things. What could be a new decision to bring this to help bring this impact to life? I'm going to give you just a couple minutes to go ahead and do that and then just run and stick your decision right up here.
[Music] Actually, I'll get you to hold your decision. Thank you. Write it down. Please just write it down. Feel free to review what's up here. Let this inform what could be. Um yeah, just an idea of a decision. Um that could be now that I have this
information because you made a decision earlier, right? You made one previously. What could be now that I have this information? What could potentially be a new decision that we make this impact happen? Especially now that I'm considering all this, I'm seeing some potential opportunities. What could be
it could be that we did or you better get the idea of education. All right, I'll give you about another minute and we're only we're actually going to share out a little differently. We're not going to share these individual thoughts out and we're going to share
out some of the themes that we see. But done. Cool. Um if you don't, go ahead and just grab it and stick it right on the wall. So on the wall? No, just don't. No, just right there. Yep. Decision right now. We'll walk through some of the other
ones. Go back two more ideas of decisions that could happen now cuz obviously we made one before. We're seeing some tension, tradeoffs, and opportunities. Um, what could be something new? Giving us some stretch here.
A little bit, you know, a little bit. A little bit. What could what could be Sam? What themes are you seeing up there? Clearly, we're focused on the agreement between uh city and schools on how we fund. So, that that really comes out
here. And then the other theme is where else might we uh find funding. Okay, cool. With that being said, so mine this is this is to partner with that AC
county schools because you know they're growing and maybe you know we can you know partner with them that where they have um over capacity at maybe Monello or or
Almo High School and we have capacity at Charleston High School similar to what we're doing at K Tech. That's that's what that would be a feebased relationship. So let me just say that goes there in the funding model. So what are those two themes Sam? I want you to hear them out because I'm going
to ask you to think of some tensions around those. So the first option, the first um decision would be uh taking a hard look at the um standing formula agreement. That is a point of contention that we talk about all the time. And then the other will be looking at um
creative ways to bring in revenue to the system. Okay. What I want you to do is think of some tensions. Um what could be some competing needs when you hear those two themes? What could be some competing needs or values that pull as a result of those themes? Um think of a theme. I
mean, think of attention that could arise from those themes. And if you need Sam, say them out loud again. Absolutely. That he can do that. Um, but what could be a tension that arises from those those things? I mean,
oh, you can write it. Yeah. Yes, sir. Yeah, please. Yeah. Yeah. Yeah. Yeah. Yeah. Go ahead and write. And Sam, if you if you need to say it out loud again, I know it's a new a new theme that just immersed. Um, we can say it again. What could be attention? And again, there's another prompt, a new
prompt actually regarding tensions up there. It said we can anticipate anticipates future some pulls and stretching in in what areas some tensions. Y'all ready? Yeah. Ready? Y. Awesome. All right. So, come stick it on
the tension line, please. [Music] Tensions don't mean we avoid things. Tension just means we know and we're talking about considering thinking. This is the I think the room the war room I say that should we should be talking and retreating and talking about tensions. Um so with those tensions I want to ask
you um what could be something that we prioritize of something else and let go as a result of as a result of this. So again we also understand by doing it this way if we were to do it this way that we are there's a trade-off that there's a potential trade-off when
you see these things that we would have to kind of prioritize this over this as a trade-off and we are in the future. We are thinking about future. You know this is a decision of now. But we can anticipate by doing it this way that we are prioritizing
blank over blank. And if you need to just write a word and then draw like a diagonal line and write the other word or whatever it may be just what would be prioritized? What would be the trade-off if you were to pursue these things? I don't understand what you're asking us to do.
Yep. So, remember the trade-off. The trade-off is ultimately something happening, choosing this over this, having to prioritize. And usually there's a trade-off that comes because of a decision or a direction. We got some themed out decisions and directions here. Can you say them out loud again,
Tim? Revisiting the formula, the school funding formula, and seeking external funding opportunities. Seeking external funding opportunities. Revisiting the formula. What would if we pursued those future if we pursued those what would be the trade-off
and there's some tensions up here if you'd like to see some as well to consider but what would be the trade-off we are we are absolutely future casting like you know what if I go down that trail in my mind I could foresee that we would have to choose this over
I'm not sure I understand the question anyway. Okay. So, what I'm gonna ask you to do is a little bit of what you already did earlier. You saw some tension, some trade-offs, and it revealed an opportunity. What I'd like you to do is come up here and see what's up here thus
far and see if there's an opportunity. When you look at these kind of tensions and trade-offs, um, what could be an opportunity to help? I mean, you manage expectation and things of that nature. When you look at these potential futuristic trade-offs and tensions,
what could be an opportunity [Applause] Perfect position. This is the what could be timeline. What could be some tensions? What could be some trade-offs? Here's what could be an opportunity when considering those.
I'm going to ask Sam to theme these out actually. Um, so the opportunities, however, these changes and challenge intentions provide an opportunity to blank. Um, I'm going to ask you to name these out and then we'll kind of we'll read those out loud. We'll read those
themed opportunities out loud. All right. So what I see here in the way of opportunities is we clearly gravitate to the idea that maybe revisiting the formula conversation is kind of interest. It creates predictability. It creates a decision. Uh some state
government changes could make it possible for more funding. And then we also could look again for outside funding opportunities to the school foundation. Uh but ultimately looking at the formula as the basis for what their funding relationship is on the operations.
You want to separate those and show. Okay. Oh, they're already there. Okay. You all the while sticking. That's great. Um and you wanted us to focus on what you want facilities meaning buildings just the concept of what's the decision that
could be made around buildings just kind of okay all right okay when you look at what's here tensions trade-offs and opportunities I'm going to ask you in the future what could be um what could be a directional decision
that we make to help make this impact Especially when considering what is when we are considering what is what could be to achieve this what's the the impact that we're speaking about the big group impact the group impact is what we do about
school buildings school buildings our plan school buildings okay with wanting to impact school buildings we're considering what is what's a decision that could To impact our school building, we would need to decide would choose impact. We
need to decide what [Music] What could All right, Sam. I'm going to ask that you uh clean that out for us regarding some some potential what could be.
All right. It feels like a flow. So the thought is to recapitalize buildings which is part of the conversation of can we expand this one a little bit. Other ones are different. uh solicit some outside assistance on construction cost so that we can determine what is the
right decision the choices uh flow some of the decisions to the scale of renovation. So that's making a decision on one site over the other decide and pursue private partnerships and recruit corporate sponsorships to help with deferring.
So what things are you kind of seeing here? So it's really it looks like internalizing the plan for what can be handled and get done and then what are some creative ways to pay for creative ways to pay for it and internalize the plan
to to ultimately decide on what the actual plan is. Okay. Potential directions. Right. So having a good sense actually just making a determination projected enrollment is this and we work to that until it changes. I'm going to annoy you by ask you to
repeat those out loud those themes again. Yeah. Internalizing the question of what can be done with the buildings as they are today. Okay. With the perspective that enrollment has leveled off and we're not sure where it may go up and down. Okay.
And ultimately identify ways to bring in additional funds to help people. Right. With that in mind, um we can anticipate if we pursued that, we can anticipate some pulls and stretchings in certain areas. Tensions.
If we were to pursue that, we can anticipate some pulls and stretching. So, tensions Just hold on. Sorry. All right. Thank you. Hold on to it. Hold on to it. All right. I'm going to ask you to stick
it. come up here and detention that you wrote down. It's kind of what I feel. So, we were looking at the tension. We anticipated some pulls and stretching if we were to potentially pursue that. Um what would be some trade-offs? Basically said we also understand by doing it this
way we would have to pri prioritize this over this. We are anticipating the future but the world we're creating is not here yet. But we can anticipate that if we were to pursue that and with those tensions in mind that we would al we also understand by doing it this way we
would have to prioritize this over this. What could be the trade-offs that we need to have? What could it be? All right, probably about another minute. The future we thought about pursuing this with these tensions. We could
potentially un we understand that by doing it this way we would need to trade off this over over this. All right. Go ahead and stick it bring it up here and put that underneath the second line. So,
okay, what you have up here are future directions, future tensions that could be created, future potential trade-offs that can be created. Um, this hasn't even existed yet and you've thought about it. What I'd like you to do is come and reflect on some of these like you've
been doing and what could be an opportunity if we were to pursue this direction with these tensions with these tradeoffs. However, this challenge and change revealed that there could be an opportunity of what? If you want to reflect on them and take
a look. Go ahead and you got about another two minutes. I'm going give you two minutes. Write down what could be an opportunity. Looking at these tensions and looking at these tradeoffs, this change in this challenge has revealed a potential
opportunity of what could be. Sam, you theme those out and uh see what they're saying, what they're what they're speaking out loud to you. This is about building conditions that appears to be more or less stabilizing building
conditions, setting more predictable funding and we have looking at achievement gaps. So I think that would be just a different question alto together looking at achievement gaps
establishing predictable funding arrangement and then looking at building conditions and framing that I guess. Yeah. And this one here would be like tied into my recommendation with sponsorship. Like it would be
getting like VMDO or any big company in town to sponsor improvements like the HVAC system in Mense. Okay. Can you join me over here at housing Sam? Um we are here correct
correct. Okay. So the housing space again looking at homelessness as one category of focus and then inventory of housing units as a combined focus not distinguishing amongst the AMI before but just
inventory production and preservation globally. All right, do me a favor. Um, as you look at what what what is currently going on? What could be a decision to achieve this
impact with what is to inform? What could be? Go ahead and write down what could be a decision or direction that we choose with knowing what is. What could be What is this? Okay, last 60 seconds of considering
what is what could be directional decision that we we go by. Thank you for all your future thoughts. Come on in, Jacob. Ashley, see M. What we got? What is it saying? All right. So we are talking about funding the shelter with enough
permanent supportive housing to match the need. We are talking about building a shelter. We are again talking about building a multi-use building that would include a shelter. Um and we are talking about
um these two here to be kind of on a in a similar but side space. These are both about the city taking the lead. This one is about taking the lead in this space generally and this one is specifically to work on housing individuals within 72
hours of intake but still the city taking the lead on that work. Okay. Now I should repeat those themes out one more time. So, we've got building actual shelter and housing opportunities for those who are homeless and we have the city taking leadership
in this space to either house individuals or make sure through intake they're getting housed quickly. Okay. And if we are thinking about the future and if we pursue these directions or decisions, we can anticipate some pulls and stretching in what areas?
If we were, what could be some tensions? So pulls and stretching that get created from let's show you this direction. Yes. What can we anticipate? We are to pursue this these themes. What
would be some tensions, some stretching and pulling? Another way to ask it is we can anticipate some pulls and stretching in the areas of different about another minute.
Thank you so much for your future thoughts. Okay, I'll let you please come up here and stick your your future tensions. What could be some tensions or some pulls? Awesome. So with some of these tensions, again, you want to kind of feel free to come
and look at them, but we have some what could be a direction or decision. What could be some tensions from that? Well, from those what could be some trade-offs? We also understand that if we were to do it this way, we would have to pri prioritize this over this.
What could be trade-offs? If we were to pursue these directions, considering these future tensions, we understand that by doing it this way, we would need to prioritize this over this.
All right, last second to think of what could be what could be the the trade-off. trade-offs that we could anticipate. Okay, similar to what you all been doing, what could be a direction or decision creates what could be some
tensions. And from those tensions, we could think about some uh trade-offs that we would have to do. With that in mind, what could be an an opportunity. It's like, however, we know with that with these tensions, with these
trade-offs that however this challenge and change could reveal an opportunity. What would be the opportunity when you look at what could be these challenging changes? Heat. Heat. Again,
this information's up here if you'd like to take a look at it. It's a lot of future information. All right, come in. All right, Ashley, what are we seeing? What jumps out themewise regarding opportunities? All right, so in opportunities, we have
uh that the low barrier shelter can serve as an entry point and again uh uh all residents in shelter will have permanent shelter within 12 months uh
not supported by the city. We have um better partnerships among partners in the city and a central office in the city to manage programs and consolidate overhead and outreach. So where I see
some alignment is in making sure that we are moving forward with an actual shelter um building concept and that may also include the city um doing some oversight and management of that work. Um because of that we can have some
better partnerships and whatever that whatever else matters we need to do something. Okay. All right. regarding housing inventory. Again, you know, feel free to remember, reflect, review of what is regarding
what is what could be a direction or decision to achieve this impact. A lot of information up here that could help understand. Now that we understand what is what could be a decision or
direction to help achieve this impact come to life. What could be a direction or decision? All right. Once you write it, come stick it. It could be a direction or decision. [Music]
All right, Ashley. What's uh what's it saying? Oh, sorry. Don't miss apologize. Good sir. All right. So, some common themes. Several of you have talked about zoning and permitting as a opportunity to make
a decision to move uh the work forward. whether it's very straightforward permitting, allowing um certain uses and and and uh stories and sizes of houses, um prioritizing um housing over storm water, um and again looking at that unit
size. We also have a call for strategies to increase incomes and wealth building opportunities and also that um the city's affordability inference will allow everything that um wants housing to happen. So I think of
of looking again at that full plethora of housing options. Okay. What could be some tensions if we were to pursue those? If we were to pursue those, we can anticipate some pulls and stretching in certain areas.
What could be some competing needs? You have it. Come stick it. What could it be? Thank you. Thank you. With those potential tensions again, if we were to pursue those, what could be something that we prioritize over something to let to basically the world
as a result of that? What could be some tensions? Again also that we understand by doing it this way we could prioritize this over this in order to pursue that. What could be some prioritizations that we that we exclude?
All right, we will take the turn off. Go ahead and hand to us or whatever. We'll grab you all moving and shaking. Okay, with this trade-offs and maybe even the one you just wrote, you couldn't think about it, right? It's in your head. It's fresh. Um, what could be
a potential path for growth and meaningful change? So, we know, however, if we do choose this direction and we can anticipate these trade-offs that we would have to prioritize this over this. However, this challenge and change has revealed an opportunity to
If we were to pursue that, we can anticipate some tensions. We know that there would need to be a prioritization of some things. However, this challenge and change has revealed an opportunity to what?
[Music] Yeah, I would agree. All right. Once you have it, hand it over to us. And Ashley's going to theme out those opportunities that you all have uh Thank you, sir.
Thank you. What we got? What is it saying? What's jumping out? So in the opportunities you all have identified um I see that there um throughout it is about increasing the
amount of housing stock. Um so I'm actually going to kind of in the middle um but there's also an identification of looking at how to support individuals who are most marginalized. Whether that's individuals who might need something like permanent supportive
housing with that constant case management or whether it's individuals who need access to community wealth building while also looking at how to increase that density being mindful of environment being mindful of access to um safe pedestrian and bike walkways but
still knowing increasing that housing is going to be important. Awesome. Sam, I'm going to ask you to um re re-educate us on our last one of the two that we're going to do. Yeah, the last two are just focused on reliable service access and climate innovation. So the reduction the impact of the
climate innovation. Okay. And we'll leave the regional system now. All right. We have our top tier priority. We have our impact area with knowing what is uh reliable service access. And then we're in climate reduction I believe is what we're we're
hanging out in. Um, you know what is, what could be, we still want to make this impact, but we know a lot of what is, what could be, which is to achieve our impact. We know what could be a direction of
decision regarding what is, knowing what is. All right, go ahead and stick it. What could be the direction or decision now that you know what it is? Go ahead and stick it up there.
[Music] Thank you sir. All right James team outdoors. What could be a direction decision with consideration of what it with regarding um reliable service access? And we have uh two focused very
clearly on uh the frequency of service uh prioritizing frequency three 15 minute 10 minute both of those uh focusing on frequency of service. Um and then uh reliability of service
and uh created dedicated bike or dedicated bus lane. that too. All the all the above the inbus language also contributes to the reliability of the service. So those two things shout them out to us again. Uh I'm going to focus on reliability and frequency.
Okay. If we were to pursue those directions or decisions, reliability and frequency knowing um that they're going to create some tensions, right? What can we um anticipate regarding pools and stretching if we were to pursue that? We're futurecast. If we were to pursue those directions, what tensions could we
know we'd be creating? what pulls and stretching would take place. What could be we're thinking of the future? I love that we're not experiencing maybe experiencing, but hopefully we know what is. What could be some tensions or tradeoffs?
Could be some tensions and stretching that are created over here. You all are in the future with me. Thank you so much. I appreciate that. And I know the community appreciates that. We're going to think about it
before it even happens. Okay. With those tensions, we're going to put some up here for you to be able to look at, review if you'd like. We know that sometimes when we experience tensions, they also come with tradeoffs. So, we could pursue these directions. And if we pursue them, we
know that we can anticipate some pulling and stretching. But we also understand that by doing it this way, we would need to prioritize this over this if there would need to be a tradeoff. What would those be here in the future? What could we
potentially see and understand that we would need to choose this over this? Sir And we know with every direction or decision comes tensions. We know that there's tradeoffs with what you're seeing up there. It's like, you know, what are those tensions and tradeoffs?
Um what could be an opportunity? And so it says, however, this challenge and change looking at the challenge and change of these tensions and trade-offs. However, it does reveal one opportunity for this community, for the city, for this category. And looking at those tensions and
tradeoffs, it does reveal an opportunity. And it's also the opportunity we hope others see in spite of. Doesn't mean we don't have those tensions trade-offs, but it does mean inside of them there's a revealed growth moment and
opportunity. This is the opportunity regarding reliable service Take a look at him. Thank you, sir. a second to look at them so we can just kind of figure out what themes are there.
These are all themes and ideas of direction and you know where maybe you're not sitting in the harness thinking volunteer potential what could be what you see James let's jump all right I got uh I got two too
focusing on the opportunity regional system um uh opportunity to focus first in uh diesel driven service um come back to later
um and uh reducing car dependence much more frequent groups a significant increase in demand for funding. So the opportunity is recognizing that as the as the system improves our funding for actually improves as well. So I see 40
on those. So those four themes are regional system um the the uh the opportunity to focus on uh to improving the system first then pursuing climate objectives uh reducing
car dependence and um and that the theme that the opportunity that system is a financial. We're moving to our last our last impact area which is climate impact reductions. Um do me a favor, let's dive in. You
know what is what could be a new decision or direction regarding climate impact reductions. We know what is what could be what could be a direction or decision to help bring that impact to life. Heat. Heat.
Are you sure? June second direction. All right. Uh there's two here that are focused on the subject of choosing system reliability as a priority over time. Um both of them I think are really
speaking to the idea of improving improving the system as a again a first step towards uh towards um that investment in EV concept. Um then we have one says every vehicle will get
uh will be zero emission by 2032. Um move beyond either or we think I think there's two of these are basically trying to stay data of course uh in some form um and then this last
one was also the first one. So the two themes are one of them is proof uh improve the system and then use that as a vehicle for um buy in and support for EV in the future and then two of them are essentially stay in the course of
what could be if we pursue those what could be some tensions what could be some tensions we anticipate pulls and stretching Thank you for being in the future with me. Could be some tension, some stretching.
with those tensions. You kind of see a little bit of them up there. But although you know we we we could pursue these directions, we could also anticipate some tensions. However, we also understand that by doing it this potential way that we would need to prioritize this over this. What would be
the trade-off? What could be the trade-off that we would need to make in order to make the impact this way? What could be? We understand that by doing it this way that we are prioritizing this over this.
We understand we pursue those those tensions that we we also understand this way. We are prior prioritizing this over this. Thank you so much. Okay.
So we know that we could pursue um we're going to recycle but we know that we could pursue this direction decision. We also can anticipate there being some tensions. We also could uh we're thinking in the future that we would have to prioritize this over this. But when you look at
those what could be however however that there's challenging changes in here that these challenging changes have revealed that there is an opportunity to what that we know there's tensions, we know there's trade-offs, but there is an opportunity.
So, however, these challenging changes have revealed an opportunity Sir, [Music] It's okay. You know who we're making to make sense of it. I think he's going to theme these out.
head. James, what's jumping out to us? What themes do you see? I recognize the opportunity to build as a model system. Um, one cooperation as necessary components of that building
that as a model system. Um the other one uh is is focused is is the opportunity to achieve some of our climate goals um with uh with that new system whether that's through is a change in administration reopening the door to to
funding or um or some other method of retaining those um and then um this is the this is the third category. Okay. Um but the is the opportunity in there
of a of a larger shift in the conversation around prioritize or around individual behavior shifting to um other modes of transportation which should fall on us to design those opportunities. Behavior design. Um all right you all
maximize come have a seat and let me close you out. Come have a seat. Thank you so much. You did it. You did it. You did it. We're getting text broke. Yeah.
Broken metal. You all I'm uh I'm going to take some time. I'm going to close you out and then I'm going to have Sam send us off. Okay. Um so we have been on a journey. We have been on a journey of direction setting, right? Um and we know that we started
day one with where is it? the hey I cannot provide direction to the CMO's office unless I know where things are. Uh we spent an entire day one uh with learning where things are to help inform day two which is what is and what could be. Um so remember direction setting is
that where we're going uh getting there and how we know and you all are the the beautiful cat book ends. Um, and it's really about where we're going to be able to provide this team with where we're going, focus, and provide them with how we know we got there. Some
measuring. Um, these impact areas are absolutely ways of measuring. I hope that we should take this camera and film this entire room. There's a lot of ideas around in this room. So, thank you. Um, day one, I told you here's what you did. Uh, I am going to just let you look at
it because that was a lot. but deeply intentional with around strategic priorities, community survey, financial budget, top tier priorities. Then you use like six different design exercises to synthesize all of the information of what is from understand respect and value to tensions,
trade-offs, and opportunities. Uh but to distill that, so day two, here's kind of what you did. Um what you did for day two is what is uh you organized your understanding of top three priorities, housing, education, transit from day one into a system to explore. I needed you
to take all of day one's information and get it out into what is. And you did that. You did that. You took all that information. Um, and so use it to reimagine what could be and uh you evaluated non-impact areas, non-supportive decisions for three top
tier priorities. You anticipated 45 stretching intention points. You revealed 45 priorities of trade-offs to potentially weigh in on. You explored 45 potential growth opportunities. And then you discover themes within those kind of growth opportunities. That's a lot of
ideas and thoughts. That's a lot. Uh you did that in four hours. That's a lot. So um remember we talked about being able to go deep and wide quickly. Uh it does not mean it doesn't come with brain fatigue and tiredness. I think that's what you have. Um but to go deep and to go wide in a quick period of
time, it does require a lot. And you all did that in 4 hours. Uh so celebrate yourselves. Clap it up. Clap it up. You should be proud. Like, you should absolutely be proud. Um, I know people that would take normally a week of retreating to accomplish this, like an entire week. Uh, so you should be proud
of yourselves. Um, so I think we're closer to answering this question. What would it look like for city council to use human center design to better inform and direct the city manager's office toward strategic impact? I hope you would look at Sam and his team and say, "Hey, Sam, your team, look around the room. We have absolutely given you
enough ideas to inform you and we have absolutely given you enough of information to help drive some uh strategic impact. You have the information Sam we have given you all we got. Joshua asked us to give you all we got. We have given the CMO's office all we got. Um unless you want to hang out with me longer but I would doubt that. I
would highly doubt that. Um board members are on direction setting to help inform decision- making. When I look around the room you all have absolutely set some great direction. It isn't decisions and it isn't full strategies. That's this job to take your direction and say here's what we propose some
strategies. Um you built the toolbox for this team. So two things before you go. Okay. One um thank you for this. I want you to have this. I want you to like take a take a picture of this if you could actually take a picture of this. I think it's super helpful um for you to remember when we are uh choosing
direction or choosing decisions. This this kind of spiel and and can actually empower you. We had talked a lot about the community understanding the what you all do and how you all do it and understanding the difficulties in it. If the community ever wants you to make decisions that do not have tensions and
trade-offs, it is this is not that job. But it is really helpful for the community to be able to empathize with you that there are tensions and tradeoffs in consideration of your opportunity. So I want I want you to have this and be empowered um and use it as a spiel often. Okay. This is called a
direction record. So what this is basically serves as a tool for anchored alignment, agreed upon expectations, continuous benefits, reminders, and it's as a northstar for deciding and executing and implementing. What you're ultimately saying is we decided or we chose a direction and we know because of
our direction record. I know that there's tensions. I know that there's trade-offs. And I also know inside both of it that there's an opportunity. I am not saying it isn't fearful. It isn't uncomfortable. But I am telling you, I've considered it. And I know
so a direction record let you kind of have that um we got inside of there. So that's what this is for you. It's a tool. Um quickly quickly quickly just pick any of these understand respect and value and just shout out to me what do you understand respect or value about the work that you did today. It's past two days. Just shout something out. Pick
an understand respect or value. It doesn't even matter. It's difficult. Yeah. There's constraints. There's okay. Like any job description, I listen. Respect the staff's competence. Respecting the staff's competence. I have respect for Oh, you have respect for it.
You have value for it. Yeah. The work that you've done in the past few days, everything has tradeoffs. There's And you have to try to figure out what those are. Yeah. Your job's hard. Super hard. Um, all right. Last thing. Uh,
turbulence, tradeoffs, tensions, it all creates turbulence. um avoiding it isn't isn't even like realistic. It's being skilled and gifted and to know and I wanted to give you that direction to be able to help you navigate that, you know, say, you know what, as I can think of the tensions and I can think of the
trade-offs and I can think of those opportunities, I'm probably better equipped to navigate the turbulence of any direction or decision. That's my my hope for you. Um so none of these none of these none of these. Um but I want you to have this model. Consider the tensions. Consider the trade-offs and the opportunities. Consider the
tensions. Consider the trade-offs and opportunities. Consider the tensions. Consider the trade-offs and the opportunities. Use this as as a tool for you and we'll be good to go. Um, all right. Purpose and value will help drive you past that
fear. Fear of new fear of new. Um, and that's human center design. You all use that. You stood here with me. Um, we dove a little deeper. You didn't have to look at all those, but you've allowed me to help shift the way that we think about deciding and choosing, and I really appreciate that. Um I I commend
you on that in a big way. Uh doing it with each other, you all experienced that today, you would say that's tiring. That's exhausting. But if you allow anyone into the space to do it with you, we will work. That's with that's truly with um you
sitting down and me talking to you all day is not a real workshop. That's you sitting down and me talking to you all day. It's not an actual workshop. Um, so you were alongside, you collaborated, you shared, you contributed, you were a part of. Um, and that is a lot different
than if I were to do it for you. Those these are not my ideas and thoughts. The structure, the system, the designs. Absolutely. What filled it is all of your thoughts, your ideas, your strategies, your direction. Um, so it goes beyond you my mind reference. You
are actually here. you were involved and this way of thinking and working and valuing is completely different and you've all leaned into that. So, thank you for allowing me to bring like human centered strategy to the way that we think and work. Um, I'm really grateful. I do believe you're the right people in the right room contributing the right
way. So, I appreciate that. Um, and that's what I want to leave you with is you being in the room contributing the right way is truly like a people first way of doing it. uh I did have to do a process to invite the people in to contribute and be a part of uh this. So,
thank you Sarah. All right, so y'all know I love process. This was an amazing process to build with this man with all that energy and what we've been through. I hope you appreciate just the opportunity to look
at it differently, to do it a little bit differently than we have before, than we probably done ever before. Uh that was intentional. Uh the intent for me specifically is there are five of you. And while that is a small number, you're not always on the same page. And it's my job to figure out how to bring it back
to you, showing you that you are at least closer than we may think at times because decisions have to get made as to where dollars go, what work gets done, what staff members we have to do those different things. Appreciate this opportunity and we were able to spend a day and a half. We got a lot
accomplished. Thank you Josh for us. Yeah, you all you also want to thank James and Ashley for stepping in and helping me not have to do as much because it's first time I've ever done as little as I've done in an event like this. But I appreciate that. Um and also just to know that we were
able to pull from you already see Ashley working on capturing. I was working on captioning when y'all were in the back finishing up. We already know there are things that we've gotten out of this. So just go and know that you did inform and direct today. Uh there's still some
clarity that we'll have to bring back to you. So there'll be further conversations, but the next steps are getting ready for building out the next budget and the next budget is now informed by what we've done for a day and a half and a few future budgets obviously will be impacted by that as well. Yes.
Were you surprised by anything that we said? Almost five questions for Sam. I love that. I love I love almost five. Surprised? I'll say no. I feel like we've had a good communication back and forth that nothing is strikingly new. Um, and you
know, kind of emphasizing it maybe a little bit more in some places than others, but not new. That's good. Yeah, that's good. I like that, too. So, it sounds like you've you've found this process helpful for you and your staff. So, that's great. Glad to hear. And then
and I have to take it beyond just the three of us. There are many other staff. There's definitely some places in which we don't agree. Yes. And that's what I have to wrestle with and bring that back to. I think those are places where votes have to happen. That's correct. Yeah. I think that's probably the hard
part of it all, but that's the job. That is what ultimately I feel like this is about informing so that I can bring it back to you and say, so I see that there's a decision that we need to make here. And there may be two or three different options. What's your pleasure? And then I'll turn it over to you and let you tell me what we're going to do.
What I love about those options, they are informed and directed. That's correct. by by you all. So, I think I think one of the things I saw is that like always there's some issues where there's disagreement in a vote, but I also saw a lot of the disagreements as like yes and
opportunities. That's good. That's right. It's not necessarily either or. That's right. There's definitely more than one way to do a number of things that we're here. But you you'll see this. I will use this language. You'll hear tension and trade-offs. I like that idea of using that to kind of build on, try to bring
you back to this day and a half. So, next for three consecutive months, October, November, December, you will be getting budget briefs from me during work sessions, framing the budget process, and that is where you will hear tension and trade-off over and over, just kind of getting you preppared for
the idea that when I come to you in March with a balanced budget proposal, it'll be probably full of tensions and trade, but it'll actually be focused on opportunity. I want to reference something that or refer to something that Lloyd said yesterday which is I
think everyone came here operating in good faith and I know that hasn't always been the case with Charlottesville governance. It does make it easier. Um just acknowledging and appreciating that that's the the time that we're getting to do this. You are appreciated for figuring that
out. Thank you Kina. Thank you Remy. Thank you David who was here yesterday was important as well. And thank you all. in terms of work. Great job. We have lunch. Oh, thank you. Um, I hear a call. Can I get a motion to adjourn the meeting? No move.
Second. Second. Um, all in favor, please stand up and leave. Go ahead.