Okay.

Just making sure everyone stops by.

The room right across us.

Oh, okay.

Okay, we can use it for my club.

Good morning.

This is a special meeting of the El Paso City Council for Tuesday, February twenty fourth, twenty twenty six.

It is nine twelve A.M.

Mayor Johnson is present and presiding along with Mayor Potem Chavez, Representative Acevedo, Representative Malonado Rocha, Representative Boyatrejo, Representative Pierro, Representative Limon, and Representative Canales.

Representative Nino is running a few minutes late.

Uh before we get started, Mayor, would you lead us in the Pledge of Allegiance?

Both objectives, and core strategies toward a two-year action plan.

This morning we'll begin with a public comment.

We have Ms.

Carmen Rodriguez.

Good morning, Ms.

Rodriguez.

You have three minutes.

Good morning.

Good morning, everyone.

I'm glad to be back.

Um I just want to share some observations that I made while uh sitting here with you yesterday.

And um I think if you think about it, uh you will remember that housing came up a few times, but it was uh present in almost all of the materials in one way or another, terms related to housing like affordability, like uh in-fill development, like mixed use, and I bet that if we did a search of all the terms that were used or were stated uh yesterday that housing would be on in the top.

Yeah, it's almost like it's all over the place, but not clearly in front of us, and I I thought that was very interesting.

Of course, I had it at the top of my mind, and I and I noticed that, but I just bet you anyone want to take a bet uh that it was very very prominent.

Um, the other observation that I made is is well, something that I've made throughout several years.

When uh people come to town to look at El Paso for economic development purposes to see if they want to come.

It's very sad to me when I hear we took them to the nice parts of town, because there are many places in El Paso that we don't want them to see, and we avoid taking them there, and I just think that is so sad that we are ashamed, and instead of doing something about it, we don't confront it, because even humble houses can look nice, they don't have to be mansions, they can be small, humble-looking, many of them have flowers in their gardens in El Paso.

And I that's just a little sad point that I wanted to mention to you because I think it's relevant.

We talk about belonging and loving our city.

Let's love all of our city.

Um, three representatives including included housing in their priorities, I think every single one of the representatives, and of course the mayor.

Mayor, you represent all of El Paso, even the dilapidated housing.

You represent them, and you all can do something about them.

Uh sometimes I ask myself, well, maybe there's a policy that I'm not aware of, you know.

Um, I try to keep up with the city, I try to watch it whenever I can, and uh housing is not really ever confronted.

And I say ask myself, well, maybe there's some kind of unwritten policy or an old policy that I don't remember that maybe we just don't confront and we don't do anything about housing.

Have a good rest of the day.

Thank you for listening.

Thank you.

That concludes public comment.

I'll turn it over to Julie to get us started.

All right, good morning, everyone.

Uh Julia Balton Wunnyos.

Here we are, day two, uh wonderful day to be a part of local government, but then again, that's every day, right?

Because we're choosing to be here, as we heard resoundingly yesterday, and we'll continue to hear and fill throughout the day today.

So, as I promised yesterday, we're shifting into strategy development today.

So expect a lot of engagement.

Um it's gonna be dynamic, but at the end of it, I think we'll all feel very proud that we're walking away with something that's gonna help us ensure that we're able to move action forward that's visible for our residents for our community.

So this morning, we're gonna be providing a brief overview of the placemat that is essentially our tool, our strategic planning document, and then we're going to transition into these interactive breakouts by pillar.

So Roman and I will provide some framing for that, and then we'll shift into those conversations.

And then as we move into the afternoon, um, we expect some of that to continue on, and then Nicole, Cody and I will walk through the action planning.

So based on the course strategies that landed from those exercises, what does that look like when we pull all of that information together for you all to review and consider?

And as we make our way towards the latter part of the afternoon, having a conversation around adopting uh possibly an action plan that formalizes that process for us.

All right, so jumping right in.

Why a placemat?

And so you all will recall you don't have it in front of you because and you don't need to have it in front of you, just to be clear, because I know it can get very overwhelming as we heard from our city manager.

It's a lot of information, but today is really about focusing in on those key things.

Remember, we talked about strategic thinking is the art of where to focus.

And so we want to ensure that today is really about that strategy component.

And so a placemat at the end of this, we're gonna end up with a two-page document that encapsulates everything, our adopted pillars that council um adopts, the goals that reflect that, as well as the core strategies that become the our work plan for the next two years.

And this placemat becomes that visual summary that takes all that information and places it right in front of you.

So I think of a reproach, our conversation back in September, when you talked about, you know, community is the centerpiece of what we do, the center point.

And so, you know, when you think of any kind of fiest celebration, right?

You have that centerpiece right in front of you, you have the placemat that's around it, and that becomes a way to kind of guide the experience and visualize.

And so it's really about doing that work today, ensuring that we have community as a centerpiece and that the placemat guides us, surrounds us, and where we go from here.

Yes?

Okay.

Um, so this is just a visualization of what that looks like.

Um, we've adapted this concept, and so mainly used in public sector, uh, private sector, rather.

We're adapting it to local government, but we made a few modifications, and since we are very musically inspired as a bunch, we adapted this analogy of the A side and the B side.

So the A side ensures that we have the insights from our residents front and center in everything that we do, right?

We heard about Maria yesterday.

You're gonna hear from Marisol today, from Bob, from a few others, and so those um those folks are gonna work their way into our conversations and ensure that we're aligned because as we move into the B side, this is where we see our two-year action plan.

And so it ensures that we're on the same page of music or two-page of music, but it ensures that we all keep that focus um centered as we all endeavor, you know, to move um our organization forward and along with right, along with our residents.

All right, so how do we make it real?

So, this was the challenge we had by RCM when we first started redesigning and rethinking the strategic planning process and out after getting all of the feedback from mayor and council.

And so it's great to have data, it's great to have all of these conversations, but how do we tie it back to the individuals that we're serving?

So we came up with this pillar profiles that you have in front of you.

So those 11 by 7 documents essentially capture some key information, but at the very end, it ties it back to those personas.

So Roman's gonna walk us through.

I'm giving a quick introduction here on what you can expect over the next 30 minute increments as we break out into pillars.

But yeah, guide us through uh Roman on these pillar breakouts.

Thanks, Julie.

Good morning, everyone.

So, for before we dive in, one of the things I wanted to take was just to take a moment to ground why this exercise is really important.

So, as you heard throughout yesterday and through the documents that you provided, um, we really listen to our residents, and with that residence, we uh we unpack data, we synthesize it, we came up with personas and we came up with some insights.

Our insights are very meaningful to us, but they don't create change.

What's gonna be create the change is the work that we're gonna do today, particularly within this exercise.

Um, so this exercise is really bridging from what we went out to try to understand from our community what their needs are, what's most important to now how can we take action on that?

So the guidance that we have that we provide for that is starting with your yellow section is to explore the possibilities.

Um, start with the initial core strategies that you're gonna see listed there, and think of them as starting points, not solutions.

Um, and as we go to the next to the blue section or the T section, consider the feasibility, assess whether the idea can really truly happen within the next 24 months, the next two years.

That's something key.

We want to ensure that that's what we're doing.

Juliana, if you want to page over to the section, because I hear folks that are fumbling.

Yes.

And then on the pink, the bottom, the pink part, we want to take a look and design what constraints.

So constraints can help with better design.

As we heard from Robert Cortinas, our CFO yesterday.

What are those things that we need to consider from a financial standpoint?

But also after tables, you're gonna have the department head sitting with you.

We're very familiar with operations.

Operationally, what does it take to get this done?

And this is something that we can get done within the next uh 24 months.

The way we want to ensure that we're anchoring the conversations as we have them at the table is one is to we're ensuring what we're taking from what we heard from our residents to developing really clear strategies.

We will at the tables we want to ensure that we're building consensus.

We're all agreeing what we're gonna do and how we move forward in doing this.

Um we want to focus on the real experiences, felt needs, and practical changes, not just ideas that sound good on paper.

So by the end of this exercise, we should be able to clearly say what we're prioritizing, why it matters, and why our experience our residents should be able to experience is different.

So, one of the things that you'll see, and you'll have seen it on the first place is we have personas.

Those personas represent folks within our community.

So there's a lot of data that we had, but if we wanted to summarize it really quickly, you look at that persona.

So as we look at our solutions, as we look at the way we want to move forward, as we're coming to consensus, ask yourself, and in this particular example, our first one would be Marisol.

How does this gonna improve Marisol?

Um, so that she feels something different, she benefits from these strategies within the next two years.

Um, and with that, great.

Okay, so I'm gonna recap this a little bit and then just guide us through this experience so we all get comfortable.

So, first things first, everyone located their um economic mobility pillar profile.

Yes, and it should be the first one on your um folded stack.

I want to make sure that you have that one first.

That's the first pillar.

Um, we're going to change it up and move around.

So that was feedback we got also from Rev Canales in the beginning to ensure that we keep this dynamic after every pillar.

You we're gonna be changing our table assignments, and so it allows us the opportunity to interact um with different folks.

So I'm gonna call up a slide that's gonna indicate your table assignment.

Table one is over here if you want to say hello, table two, table three, table four over there at the DCMs, and table five right there in the middle.

So you'll see your table assignment.

We'll all shift into our assigned table.

Once you land there, this is critically important, designate a power scribe.

So someone's gonna volunteer, be the brave individual at the table that's gonna jot down the final worksheet.

If you see it the very middle of the table, thank you, Mayor.

You'll find the final worksheet.

So this is what's going to be submitted at the end of the 30 minute breakout for your table.

And so that power scribe, that brave soul that's gonna incorporate all of that feedback will submit that final worksheet, and we'll have someone come collect it at the end of that pillar breakout.

So that's uh really important.

As you get situated, ensure that you identify, you know, I am tribute as the power scribe so we can get situated and ready to go.

Um you've all located your pillar profile, and so first things first back to this.

What I want to make sure that um we're very clear about is that orange section that you see up top that says key prompts to help center and validate our strategic thinking.

Don't dwell on those questions.

Those questions are really intended to just provide guidance if you feel like you're perhaps stuck on a thought or you need to kind of take a step back.

So those are really there to guide you.

You're gonna spend the majority of your time on the start here section, right?

About five minutes to consider, and I'll bring this slide back up.

So start with the initial course strategies, some conversation around that.

At the five minute mark, and as I mentioned, we're very musical inspired.

You will hear a musical marker.

Jasmine, I don't know if you want to cue it up.

If you have it handy, but we'll no, we'll do a test in a minute.

And so um, so you'll hear at every five minute mark, you'll hear a musical marker, and we'll let you know, okay.

Five minutes in around this time, you should be shifting over to the next section.

So you're gonna go from start here, so clocks by cold play.

Because yes, I'm still I'm still filling the summer concert experience of 2025 and forever.

Thank you.

Yes, cultly for life.

And so uh so you'll hear that at the five-minute mark.

That is your musical marker.

Thank you, Ben Five, for that uh concept to help guide us along.

And then after the next five minutes, so you're gonna move from start here to to your planning horizon check after five minutes to priority and trade-off lens, five minutes.

At around the 20-minute mark, when you have about 10 minutes to go, you will hear we're gonna keep time in the bottle.

And that's when you know, okay, just gently start making your way to that core strategy decision and final checkpoint.

So that's your indicator.

10 minutes to go, let's start focusing on that final checkpoint.

A couple of things to clarify.

The intent of this conversation is to ensure uh three things.

You are verifying whether those initial course strategies are relevant, are appropriate.

You are clarifying if you feel there's language missing and needs to be refined to reflect everything you've heard and everything you want to ensure is incorporated.

You are refining.

And you but you also have the opportunity to add, right?

If we completely miss something that you think is is critical, this is the strategy development process.

Remember, the aim when we end up is to land with three course strategies for each proposed pillar because that ensures we keep our list very focused and ensures that we can make visible process progress within the next two years.

So everybody with me, once we do it once, we're gonna get into that rhythm.

So it's okay to feel a little comfortable the first round.

We're here to support.

We have our awesome community-driven innovation team, plus Amy over there, Danny, Amy, Jasmine, Upe, and Coral.

So we're here to support you all through this experience, but we're gonna dive in.

Yes, yes, you so you stay you stay um at your pillar table because then the next pillar is gonna be a completely different arrangement.

So after the pillar breakout, stay at that table until we tee up the assignment for the next pillar.

Yes, and we'll have um another musical marker to let us know we're transitioning into the next.

Yes?

Okay.

So uh no, we were we're about to move, okay?

Here we go.

Oh, you meant for the first one, literally.

Yes, no, we're moving.

So, yeah.

So we're um you can, I mean, you can leave your stuff.

Yeah, you know, take your take your profiles with you.

The only thing that stays at the table is that final worksheet, okay?

You take your profile packs with you.

You can you're welcome to leave.

I would say take your stuff, just because it's gonna be a lot of movement.

Yes.

Take your stuff.

Um, let's let's test it out.

So I'm gonna.

I'm gonna tee up.

Yeah.

Oh, yes.

We need to recess in order to start the breakout, but let me show you what your table assignment is, and we'll have additional time for this first round to make sure everyone gets situated and comfortable.

Yes.

If you want to set anything aside, um, that you don't want to take with you, there's a couple of chairs here.

Let us know.

We'll come to you.

All right, so here is the first round table assignment, identify your name, identify your table, and when you all feel comfortable, uh, Laura's gonna guide us into recess.

Final thing.

Final thing.

We're gonna stay in recess until about eleven forty, which is when we'll come back together for a share out before lunch.

Yes?

Okay, so with that, I'll turn it over to Ms.

Prime.

For the record, representative Nino joined the meeting at 9 24 a.m.

May we have a motion to recess?

There's a motion in a second to recess the council meeting.

All in favor, anyone opposed?

The meeting is in recess at 9 33 a.m.

Oh.

I know.

Um, yeah, I think that's just something that I got.

Yeah, yeah, yeah.

Um, got it, got it.

So, hang on, if I have a record, if I'm okay with we can do it when we come back, but I know it's we would have to be quite.

Uh, if it's okay with doing it now, we can do that as well.

Otherwise, it'd have to be brought to the right.

Uh for this one now, uh.

I don't know.

Every every pillar.

Yes, yes, every pillar.

All right.

Everyone located their table.

Um, did we designate a power scribe?

Okay, this is your time to shine.

Power scribe.

Yes, it's gonna be good.

It's gonna be good.

Trust the process.

All right, so with that, we're gonna go ahead and get that 30 minute Star Point started.

Jasmine, yes, 30 minutes.

Here we go.

Let's roll.

Ten minutes to go.

Ten minutes to go make your way.

Okay.

Yes.

All right.

And our we've arrived at our 30 minute mark.

And so, Dr.

Lupe and Coral are gonna walk around to collect your final worksheet before we move over to the next table.

Congrats, you got through the first pillar.

A couple of process refinements, because we like to learn as learn and make refinements as we go.

Um, Denise and Amy, are passing out the placemat, just in case it's helpful as a guide.

Um you have that handy for the next pillar.

And so as they come around to collect the final worksheet and distribute the placemat.

All right, and so I'm gonna call up the next round and your next table number, so are we ready?

And now you'll be pros because you understand the process.

So here we go.

Public safety pillar.

If you find find your name, and get situated at your next table.

Your new table mates.

I don't know what you're talking about.

All right.

As we get settled in, locate your public safety profile.

Identify your power scribe for this for this round.

And make sure the power scribe collects the final worksheet.

Um we've we're distributing the placemat as an additional guide.

Remember, this is a draft?

And just uh an example.

All right.

Jasmine, I think we're ready to start it up again.

Oh, yeah, fine, here, fine.

That completes the second five minute session.

Moving on to very interesting.

Your next ten minute session begins.

Any reminder to have your taker.

Because at the end of the session, we are gonna come around and pick up each other.

No, okay.

It seems like everyone.

Wow.

Did everyone finish?

Am I sensing a calmness?

Yes.

All the tables.

How much time do we have?

Oh wow.

Anyone still working on their pillar?

Are we okay?

Look at yes.

Are we okay?

Look at y'all finishing early with four minutes to spare.

Okay, so quick public service announcement.

Please check your economic mobility profile and make sure you didn't accidentally pick up one that looks unfamiliar because we want to ensure that we capture one more worksheet.

So quick quick break.

Look at your economic mobility profile or final worksheet.

We need to locate one worksheet.

And if you flagged one that doesn't look like your own, please let no and show.

Do we need like a minute to hydrate and then come back?

I'm gonna bring up the next table arrangement so you know where you're landing when you come back, and then we'll jump right in.

But we need to keep this momentum going.

Okay, we're okay.

So let me bring up um no.

Next up, infrastructure.

Get excited.

Yeah, you vets into it.

All right.

So locate your name.

If you all want to get situated at your n next table.

And then you found it.

Yes.

Economic development.

Oh, we are picking.

Okay, so one second, one second before we get excited because these worksheets are golden.

Please, um, your power scribes, please hand them to Koran.

Or even to Jasmine or I, because we need to make sure we account for all five final worksheets.

Okay.

So a couple minutes, so we keep our ourselves aligned, but if you all need to hydrate, did you find your table?

You're good to go.

Okay.

Okay.

Okay.

Okay.

So we're going to go ahead and close out with one more pillar.

And then we're going to reconvene to get some general reflections before we uh recess for lunch.

But we're going to go ahead and move into our final pillar.

Let's let's scroll.

Okay.

Okay.

Okay.

What is that?

Oh, Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Oh.

We're good.

How are we feeling?

Did we wrap up?

Anyone still working on their final course strategies?

Have a couple minutes.

You are a couple more minutes?

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay.

Okay, we need a motion to reconvene.

Is there a motion and a second to reconvene the special meeting?

All in favor?

Anyone opposed?

And the meeting is back in session at eleven forty-five AM.

Okay.

So what we're going to do now is we're going to have uh a little bit of a share out.

So if you all can please um sit at your original table.

It's like where you started the day.

Table one, two, and three.

Okay.

Yeah, no, for lunch, it'll be like a recet.

Oh, a whole bunch of recess.

We're just gonna reconvene to do a quick one.

Okay.

So what I would love to do now is um you all just had a couple of hours of very strategic conversations.

Um loved hearing um everyone focus in on specific things and ask ourselves the key questions, and so what I would love to do is just um reflect a little bit and share out on the conversations during your different Payor uh breakouts.

So if I can start, let's see, do we want to start over here, Mayor Potem Chavez?

So if you can share a little bit, and any representative who would like to chime in, just wanting to hear as we reflect back on economic mobility and Marisol and those conversations, you all can just share anything from like the experience itself, some of the key things that surfaced, but would love to get your your nothing prepared, just raw responses.

Yes, we're gonna bring back so let me let me let me share this as context.

So we're gonna do a quick share out on just key takeaways, things that really stuck out to you, any of the pillars, any of the conversations that the key things that you're walking away with as we move into lunch.

After that, we're gonna recess for lunch from 12 to 1, and then we'll come back and wrap up the good governance pillar.

Um so we have one more pillar to go.

Um after we complete that, then we'll move into action planning.

So, as you all have been working through your breakouts, we've been compiling the worksheets, capturing the information from each table and synthesizing.

So we come back with this is what our core strategies are looking at like based on the information.

So with that, I'll turn it back over to you to just share some key takeaways, anything about the experience.

It doesn't have to be specific to one pillar, but just some initial key thoughts.

Thank you, Minor Potem.

Okay.

Oh, there's a top okay.

Uh I think overall, uh, the feeling was uh very collaborative, very productive at all my tables.

Um the input was invaluable both from council and city staff.

Um, I thought it was wonderful to have the opportunity to speak with people in a smaller group setting.

Um, for economic mobility, we identified some new strategies as well as trying to incorporate older strategies regarding growth and figuring out what steps need to be taken so that people really feel like they have the opportunity for growth, especially economically in our community.

So overall, I think it was a very good conversation, and we wrote down a lot of notes, and we hope to see our alignment with others at the end of the day.

Yeah, it was good.

Representative chat.

Some initial takeaways.

My initial takeaway.

Oh my goodness, it's my initial takeaway is that it was uh really interesting to see how things really came out in the sessions.

There's a lot of overlap, right?

So public safety overlap to quality of life, quality of life, overlap to economic mobility.

It's almost all of these are so connected, which we go back to that connectivity piece, right?

And so for the first four that we've talked about, that's what really has stood out to me is that there is some overlap, and there is a lot of connection between the four that we've already spoken about and how they're intertwined.

So thank you.

Thank you for sharing that.

So just um as like a side note to strategic conversations.

Um, once we're sensing that maybe something feels redundant or it's um overlapping, you know, cross-cutting key themes and strategic conversations is a good thing.

And so to your point about connectivity, what that is signaling to is that certainly something that we need to pause and ensure surfaces as a through line, right in our final um action plan.

So we're sharing that over to you, Rapinha.

Thank you, Juliana.

Um, I'm very grateful that a lot of the thought process that goes around making any decision when it comes forward to council, really were you know affirmed based on these personas that were created based on the community surveys.

Um, it really reflects that, you know, we as a council are voicing the priorities of our community, and also what I was very grateful to is really redefining, and I say redefining because when you talk about economic mobility or public safety, each one of those could mean so many different things to many individuals, right?

And really all of us working in the different uh groups that we were split up from different backgrounds, different communities, we all were able to pitch in, and I I echo what my colleagues also said of how they kind of marry each other and really moving forward on creating and making a better opaso.

So um that's really what what stood out for me of that the voice of the constituents, the residents, the customer is reflecting and is reflected in all the work that we have done, and that essentially we are even gonna do even more in the future.

Thank you.

Over to you, President.

Okay, so for me it was uh how closely aligned actually we really are.

There wasn't a lot of uh disagreement between the elected officials and the uh the staff.

So that was good to see that we were all in alignment to to want to but I think what stands out for me is the personas that were the caption boxes that were along each pillar um and just hearing from them and looking at the data and being able to really dive in and and collaborate with not only you know what we what we were thinking but seeing the data and being able to um to have action come out of that by having the conversation.

So and I did all everything they said.

Thank you, Mary.

So uh, I think it we was this was a very good strategy uh experience, you know, having the collaborative efforts, working with with staff and their showing their invested interest also in in the community, right?

It's beyond this um working here, but also the fact that they live here.

We all live here, we all have a vested interest.

Um each of the pillars uh is is uh focused on serving the community and as you mentioned the centerpiece.

So each of the conversations were were focused on that uh and you know, looking at this as you know, the goals and and is this achievable within 24 months?

Is it something that requires new funding or does it need to be um prioritized?

Those are all important part of the conversations and the pieces, and um again going back to the overall focus being on on the community.

Uh so it was very good.

Thank you for this.

Sorry, so keep on tracking.

Okay.

Over to you, Pena.

Thoughts and takeaways.

Yes, thank you very much.

You know, a couple of things that came to my mind right away is that as we're discussing the pillars, it the focus was really on the constituents.

I which which was really uh um it was refreshing to me because a lot of times we'll come here and representative Lemoine will say, I want this for my district, I want that, I don't want art to have this.

And this was just really a big picture of of a big picture of what we need for our community as a whole.

It it was invaluable valuable that we had staff support and staff input.

Um again, it it was uh and we would have been lost without them.

You know, when we talk about um the mayor mentioned about us being closely aligned.

It really was, but it was all based on on data, it was all based on experience.

And I think that's gonna really allow us to put together uh a plan that's gonna be doable, achievable, and and make our auto community a better place.

Thank you.

Representative?

Oh, we can just thank you, sir.

Thank you very much.

So Julie, I came with um with a plan, and so my plan was to look at this overarching city strategic plan and determine how did my district's plan fit in?

And it meshed really well.

And the first table uh representative canales and I were looking at some things and then kind of looking at different wording that really should go in.

Uh, when I went to the public safety, um my comment there was public safety was not listed as an item over here or a pillar.

It's expected.

It's it's what we want, it's what we need, it's what we have, and so public safety already is in there.

Quality of life.

Public safety is on our quality of life, quality of life is what is my sidewalk and my street look like when I step out the door.

And so I I've been checking off, and I think our district is looking really good with our presentation.

Thank you.

There were I think several through lines across all of the different pillars.

Um one thing that came up time uh time and again was perception.

So there are a lot of things that we're doing really well already that people don't either have the opportunity to see or the desire to see, um, or we don't communicate those those good things clearly enough for people.

Um, and so we can make a lot of gains with public satisfaction just on perception and sharing our victories and sharing the good things that we're already working on and the opportunities available for people.

I think that was one thing that we saw consistently throughout all of it.

Um, and then again, in the in the trade-offs conversation, like there was there wasn't a single station I was at that said uh no to funding for these things, and so I think um it still goes back to communication and education with the public to help understand like why this room feels very good about funding all of the the priorities that we set in these pillars and all of the all of the objectives that we want to reach.

Um but there's a little bit of a gap to maybe what the public feels about some of these things, um, which I think just comes from again lack of understanding leading to an issue with perception.

So that seemed to be the biggest through line across all of the that's a really good landing point, um, because as we move into good governance, uh, so not only was it a through line, perhaps in the conversations that you participated in, but we definitely saw it as a focal point where we landed with good governance as a proposed pillar, and I think a lot of what you shared um is really rooted in there.

So that's the pillar that we're gonna tackle next.

So um, we're gonna do that reflection there.

But before we kind of close out um and re Roman, did I miss anything from a we're tracking?

Okay.

So the last thing I want to do to ensure that this last pillar is our best breakout yet, just from an experience standpoint.

You all went through this process now four times.

The first time we were a little uneasy, we weren't sure is it too much time, is it not enough time?

And then by the second one, I saw that you know, we gained some confidence by the third one.

You all were like an autopilot.

I came in and you were like ready to go, but in your conversations throughout the morning, um, some pro tips, some things that maybe you all notice from one table to the next that we were like okay, this helps with like the conversation flow.

Any anything um regarding a pro tip that you want to share so that as we move into the fourth pillar, we all can use and adapt, you know, some of those um tools.

So, any thoughts there?

I know Joaquin was sharing earlier that one of the things that um he did in one of his table that seemed to be helpful.

Not saying you have to adapt this, but this is a tool, um, is they started with the course strategies, the initial course strategies, and actually worked from like the bottom up to ensure that there was some validation.

Am I capturing that correctly?

So just kind of tackling it that way to ensure that there was um a focus there, but it also provided opportunities to kind of frame up the discussion.

So that was one thing that was shared.

Any other tips or kind of um things that you saw in the process that you thought were helpful, and you're you're welcome to choose your own adventure.

But yes, Rebecca.

So I'll just share something that I learned from Miss Ara Seligera earlier today.

And she uh she had us sit and read the the just remind us where we are just to frame where we are in the process, read through it, wreath the persona, and then take the first few minutes to do that and then go into right to kind of ground us in what the situation and the data and everything else is revealing.

So that helped a lot.

Thank you for sharing that.

Okay.

Yes.

Any other any other thoughts on that?

Because I want to make sure that we all share out because we're learners, right?

Learning is leading.

Okay.

So if there's nothing else, we're gonna do a reset.

So we come back real energized, and so we're gonna recess for lunch.

And the way this is gonna work logistically, we'll have our first three tables exit over here to the left, the the exit right behind us, and so you'll make your way to the gave room.

And Alora exhibit A over there, LCA, yes.

And then we're gonna loop around and come back in through this entrance over here, the gentleman with the teal shirt.

Yes, so once you you make your way through Agave, get your food, come back in this way, get situated.

So we're gonna start with the first row, one, two, three, and then you know, and so on and so on.

And this will ensure that we have a good flow.

Yes.

So there's two once you get to the Gava table room, there are two tables, buffet lines that have the same offerings.

And so this is just to ensure that we get good um flow, right?

We won't need those in laws.

And so um so we're gonna proceed that way, but please make your way back in because we have another activity planned for you, and it's uh the legendary Lotería Laura.

Yeah, yes.

So, yes, it's gonna be good.

So make your selections, um, get situated and then Laura will start up for us.

But um with that, once we we call the meeting into recess if we can have the first three rows and then we'll we'll go from there.

Yes, to get everything situated.

So with that, Miss Laura Prime.

Is there a motion to recess?

There's a motion and a second to Risa's a special meeting, all in favor, anyone opposed.

The meeting is in recess at twelve oh two p.m.

and we'll reconvene at one p.m.

Yeah, yeah, yeah.

You're right.

So then it is the thing.

Okay, good.

Okay, thank you.

Okay.

Oh yeah.

Yeah.

Yeah.

How many of you have to say, per table?

I thought you'll be there.

I think that's a good one.

Okay.

So we actually want to verify.

Okay.

I think everybody's got lunch.

Yeah.

So I just wanted to um tell you a little bit about before we get started on the Lotheria, a little bit about what we're going to be playing here.

About two years ago, my staff um kept insisting and trying to convince me to create a loteria for Winterfest.

So we decided, okay, let's do this Lotheria thing.

And we created a one Loteria for game for Winterfest season.

Every year for the last twelve plus years, I spend Labor Day weekend at St.

Anthony's Bazaar helping the Fridays over there play Loteria for the three day weekend.

There's a question.

You probably got there too early.

I usually get there around one-ish.

So um, yeah, for about the last decade or so I've been playing Loteria with the Fredas and um helping them with the seminary.

So the staff decided they were gonna sign me loteria for winterfest, and so every Thursday during winterfest, we were playing at San Jacinto Loteria, and that's how we came to be with this packet.

Okay, I think I chatted on for enough time.

Uh Julie Baldwin Muñoz insisted that I do this loteria because she's seen me do Loteria at the bazaar and it gets pretty intense, and I imagine that y'all are gonna get crazy intense.

So at each of your tables, you should see uh table um the cards, so pick a card.

And how many of y'all are novices at Loteria who's never played Loteria before in their life?

Well, what happened to your childhood?

Just kidding.

Okay, all right, so Loteria for those of you who are novices, it's a it's basically bingo, it's a Mexican game that we play and it's bingo, so you select um a card and you base it off of that.

I'm gonna call out the cards and you select you put beans, each of your tables should have beans on there.

Do you see the beans?

Everybody grab a little handful of beans, and that's how you're gonna mark out your loteria card.

Okay, are we ready?

Okay, and it is bilingual.

So I'm going to go and go into the bilingual component.

Alright.

No, it's explicit.

To win a lot of you only need to find one of the four ways horizontal, vertical, diagonal, or the fourners.

Four corners to do count.

But I'm trying to la Loteria.

The amigo man, el Bombero, the fireman, el Bombero, the fireman.

This was del Bombero veremos el bienvenido.

The welcome.

This is that yellow door on El Paso Street.

El Bienvenido.

It's a public art piece.

The welcome.

El Camarografo, the camera guy, el camarographo, the camera guy.

This was the camarographer, El Sparky.

This is the fire department's mascot, El Sparky.

This was El Sparky Veremos El Burrito.

The Yummy Burrito.

I like beans.

The Franklin Mountains.

El Chocolate, the Hot Chocolate.

El Chocolate, the Hot Chocolate.

This was the Chocolate Veremos El Libro, the book.

El Libro, the book.

This was the libro veremos la bandera.

The flag.

The flag.

Los churros.

Los churros.

There's no translation for churros, it's just churros.

Los tacos.

Los tacos.

El libro see.

See?

It's buena.

Isega Lottery Unaplauso Perfor.

And the prize for Camilla is this beautiful uh poster that we've created for this purpose.

Don't be jealous.

There's plenty more to play.

Okay, now the next game.

So you wipe out all of your beans.

Are we ready?

Ah no, tengo que.

Can we put a little music?

I need to shuffle my cards.

Okay.

Alright, I gotta shuffle.

Ready?

Empezamos con el siguiente lotería con la primera tarjetita que va a ser La Catrina.

The Catrina from Dia de los Muertos.

La Catrina.

Después de la Catrina veremos el bookmobile.

El bookmobile de la biblioteca.

Los lagartos.

Los lagartos.

The Alligators.

Los abuelos.

The grandparents.

Los abuelos.

The grandparents.

El policía.

The policeman.

El policía.

The policeman.

La chota.

El mariachi.

I'm just kidding.

El Mariachi.

El Venado.

El venado.

The deer.

Después del venado veremos el sol.

The Sun.

El sol.

The Sun.

Lasferas.

The ornaments.

Lasferas.

The ornaments.

El regalo.

The present.

El regalo.

The Christmas present.

El pinguino.

The penguin.

El pinguino.

The penguin.

La Lea.

The library mascot.

La Lea.

The favorite mascot.

No se crean.

That's a that's um amigo man.

Los patines.

The ice skates.

Los patines.

The ice skates.

Después de los patines veremos el hombre de nieve.

The snowman.

Lotería con el hombre de nieve.

Miss Prime, go ahead and read them.

El hombre de Nieves.

Yes.

Can we play a little bit of music while I shuffle my cards?

Okay, empezamos con el siguiente loteria.

We're gonna go ahead and start with the next game.

Recording aquí se juega conversar.

Horizontal, vertical, diagonal, las quattro skinas.

Remember to win.

You need to find one of the four ways.

Horizontal, vertical, diagonal, or the four corners.

Do count.

Now I challenge you also at some point.

I think we should play a full card.

Just an idea if you all are interested.

Alright.

Okay.

But for now it's the four.

Horizontal, vertical, diagonal, and the four corners.

Okay.

La que sigue.

Vamos empezar con La Sally.

Sally the Alligator.

The DMD mascot.

La Sally.

Los Churros.

The fried fingers.

Just kidding.

Los churros.

El hombre de nieve.

The snowman.

El hombre de nieve.

The snowman.

La gordita.

That's me.

La gordita.

Sometimes that's me because I gorditas.

El mundo.

The world.

El mundo.

The world.

Also ESD's mascot.

El libro.

The book.

El libro.

The book.

El gas.

From Gus and Goldie.

El Gus.

From Gus and Goldie.

Después del gas veremos.

Los tacos.

Lotería con los tacos.

A ver, vamos a verificar.

La Sally Celto.

Los tacos.

Sí.

Es buena y se gana la loteria.

Un aplauso para los muchachos de campo.

Don't worry we have it.

Alright.

Okay.

San Listos.

Okay, muy bien.

Empezamos con el siguiente loteria con la primera tarjetita que va a seguir el amigo man.

The amigo man.

El amigo man.

The amigo man.

La salvavidas.

The lifeguard.

La salvavidas.

The lifeguard.

El veterano.

The veteran.

El veterano.

The military veteran.

Después del veterano veremos el musico.

The musician.

El músico.

The musician.

El avión.

The aeroplane.

El avion.

The aeroplane.

El Santa.

Santa Claus.

El Santa.

Después de Santa Claus veremos La Lea.

The Library mascot.

La Lea.

The Library Mascot.

El Bookmobile.

The Bookmobile.

El Bookmobile.

El Trandilla.

The Street Car.

El Trandilla.

The street Car.

Los Patines.

The Ice Skates.

Los Patines.

The Ice Skates.

Después de los Patines veremos Le Estrella.

The Star.

La Estrella.

The Star.

El burrito.

Suertudos.

This is a lucky table over here.

A ver.

El burrito Y el Bookmobile C S buena Isagana Plaza For Nis Shuffle Better Okay Somebody Let's Play Little Music Hold On Mm C C C C C C C C C S I did not Shuffle These Cards So if you lose Blame Robert Cortines Okayoles Remove the Beans from the Last Game and We're gonna start the next game Y empezamos como siempre la primera tarjetita que va ser el Trineo The Sled Santa's sled El Trineo Santa's sled El Bombero The Fireman El Bombero The Fireman El Veterano The Military Veteran El Veterano The Military Veteran El Tranvilla The Street Carmilla The Street Carion The Aeroplane El Avion The Aeroplane La Girapa The Giraffe La Girafa The Giraffe El Camarographo The Camera Guy El Camaroga The Camera Guy El Pager Pete The Utah Mascot El Pager Pete El Pingino The Penguin El Pingino The Penguin El Sol The Sun El Sol The Sun El Tamal For The Christmas El Tamal La Goldy This Is The Yellowfish From Parks La Goldy El Enfermero The Nurse El Enfermero The Nurse El Libro The Book Loteria Con E Libre With Miss Lily Limon Aver I think I think They're Cheating I Don't H I Don Know How But This Table Is Cheating Oh You Groo Okay We Got Another Winner And Actually Yeah Wait Ben Yeah See El Veterano Y El Bombero See Buena Isega La Lotero Blaz The Same Cards Okay Cool Did you Get Did A little A little Music While I Shuffle The Cards.

See it again.

Okay.

We're not done yet.

We got we got we gotta give um we gotta give sap an opportunity to um consolidate all of your thoughts and musings, and so we're gonna play a little bit longer.

All right, unless you guys want to do a full card.

Okay, we've got a request for do the full card.

Ready?

Are we ready to do a full card?

Okay.

Okay, my rapid.

I did not shuffle these cards, the mayor did.

So if you lose, I'm just saying.

Okay, la girafa, the giraffe, la girafa, the giraffe, el avion, the plane, el avion, the plane.

Okay, um, el libro, the book, el libro, the book, full card.

Remember, full card, el mundo, the world, el mundo, the world, las montagnas, the franklin mountains, las montañas, el bienvenido, the welcome, that's a yellow door, el bienvenido, the public art piece, the yellow door, el Sunny, the mascot for animal services, el Sunny, La Red Teahawk.

This is the airport's mascots, la red tea hawk, el hombre de nieve, the snowman, el hombre de nieve, the snowman, el juguete, the teddy bear, el juguete, the teddy bear, el veterano, the military veteran, el veterano, the military veteran, el tamal, the poor man's present, el tamal, el gus from Gus and Goldie, El Gus, the blue fish, el Chocolate, the hot chocolate, el Chocolate, the hot chocolate, la Mariacci, the Mariachi, La Mariacci, Lestrella, the Star, Lestrella, the star.

Los abuelos, the grandparents, los abuelos, the grandparents, los churros, churros, los churros, la catrina.

From Day of the Dead, La Katrina, Day of the Dead, Katrina.

La Sally, the DMD mascot, La Sally, La Bandera, the flag, la bandera, the flag, se me pen la frente, el nopal, the cactus, el nopal, the cactus, el musico, the musician, el musico, the musician, el venado, the deer, el venado, the deer, el sparky, the fire department mascot, el sparky, el regalo, the present, el regalo, the present, los niños, the children.

Los niños, the children, el burrito, the res.

El burrito, the res.

Los tacos, chicos tacos, los tacos.

Speaking of chicos tacos, el chico, the mascot from the chihuahuas, el chico, the mascot from the chihuahuas, las esferas, the ornaments.

Oh, it's a full card.

Yeah.

Oh.

Put attention, put attention, put attention.

Claudia, I know your hand hurts, girl, but put attention.

Okay.

Okay, we're playing full card.

Carta yena, carta yena.

Okay, la ultima foi las esferas.

The ornaments.

Lasferas.

Después de los feras, la gordita.

I'm talking about myself.

Not you, Brooke.

I love you.

La Gorditas.

Los lagartos.

The Alligator.

Los lagartos.

The alligators.

La Salvavidas.

The lifeguard.

La Salvavidas.

The lifeguard.

El Bookmobile.

El Bookmobile.

El Amigo Man.

El Amigo Man.

El Trineo.

Santa's sled.

El Trineo.

Santa's sled.

El recollector.

The garbage man.

El recollector.

The garbage man.

El tranvilla.

The streetcar.

El trambilla.

The streetcar.

La Lea.

The library mascot.

La Lea.

The library mascot.

La pista de yellow.

The ice rink.

La pista de yello.

The ice rink.

La flor.

The poppies.

La flor.

Com la flor see.

El camarografo.

The camera guy.

El camarographo.

The camera guy.

El bombero.

The fireman.

El bombero.

El enfermero.

The nurse.

El enfermero.

The nurse.

La goldy.

La goldy.

El juez.

The judge.

Okay.

We have several winners.

Okay.

No.

Okay.

Go check their cards.

Okay, I've been told to verify your cards.

Okay.

Okay, card 18 has.

Okay.

Let's let's read.

Let's read hers.

I'm gonna read you the ones I don't have.

Okay.

El sol.

She should not have these.

El sol.

El pinguino.

El Peter Pete.

Los Patines.

El Santa Claus.

El he's la policía.

So she gets a card.

Mal creada.

Okay, so Nicole has that one.

And so we got two here.

We got one more here.

Okay, let's check his.

El Santa Claus.

Los Patines.

El Peter Pete.

El Pinguino y el Sol.

Muy bien.

Segana.

And then two.

Ready?

El Sol.

El Pinguino.

El Peter Pete.

Los patines.

El Santa.

El he's y el policial.

Perfect.

Alright.

Any more?

One more.

No?

That's it.

Alright.

We got somebody back there.

Who shuffle?

Who shuffled?

Who shuffled?

The mayor.

So if you won, thank the mayor.

If you lost, thank the mayor.

Lisa.

Okay.

All right.

I'm gonna shuffle the cards again.

We'll play a little bit of music and then we're gonna play one more game.

Play a little music.

Music you playing, girl.

I think we do one right here.

Okay.

Okay, we're gonna start with the next game.

This time around, let's do um two in one game.

We're gonna do X.

We're gonna do the X, the X in the middle, and so whoever gets to the X first wins the first game, but then we're gonna continue on to full card.

So don't remove the X who those beans from that X.

So we're gonna continue on to So we're gonna play a two in one game.

Okay, Claudia, are you paying attention?

Yeah, okay.

No, sounds dormidos, and listos.

And today's shuffle or this game shuffle is brought to you by Richard Ristle.

So if you lose, it's not my fault.

El Venado El Heese, the chock, el heese, the chock.

This was the he's veremos el burrito, the burrito, el burrito, los niños, the children, los niños, the children.

This was the los niños veremos el Peter Pete, the UTEP mascot.

El Pater Pete.

El Bienvenido, the Welcome, El Bienvenido, the Welcome, El Bombero, the Fireman, El Bombero, the Fireman El Tramvilla The Street Car El Tram Villa The Street Car La Gordita Soyo La Gordita It's Me El Sparky The Fire Department Mascot El Sparky El Policía The Policeman El Policía The Police El Juez The Judge El Juez The Judge El Mundo The World El Mundo The World El Hombre de Nieve The Snowman El Hombre de Nieve The Snowman Los Patines The Ice Skates Los Patines The Ice Skates El Músico The Musician El Músico The Musician El Lopal The Cactus El Nopal The Cactus La Mariacci The Mariacchi El Camaroga The Camera Guy El Camaroga La Estrella The Star Lestrella The Star La Bandera The Flag La Bandera El Jugete The Teddy Bear El Jugete The Teddy Bear La Pista De Yello The Ice Rink La Pista De Yello The Ice Rink El Regalo The Present El Regalo El Recol The Garbageman El Recol The Garbageman La Lea The Library Mascot La Lea Lasferas The Ornaments Lasferas The Ornament El Libro The Book La Sally The DMD Mascot La Sally La Girafa The Giraffe La Girafa The Giraffe El Avion The Aeroplane El Avion La Salvavidas The Life Guard La Salvavidas Los Lagartos The Alligators Sorry My Brain Went Blank Los Lagartos The Alligators La Catrina La Catrina El Enfermero The Nurse El Enfermero The Nurse El Pingino The Penguin El Pingino The Penguin El Bookmobile From The Library El Bookmobile La Flor The Poppies La Flor El Santa The Santa Claus El Santa The Santa Claus Las Montañas Loter Con Las Montañas Aver Vamos Avericar It's the X It's the First Part Remember We're Playing Two In One It's An X Cuna Is Perfores Now We're Going To The Fool Card Don't Move Your Beans We're Gonna Go To The Fool Card That Table's Lucky.

Okay.

Empezamos.

El Sunny.

The Animal Services Mascot.

El Sunny.

Los Churros.

Los Churros.

El Tamal.

El Tamal.

El Sol The Sun.

El sol.

El amigo man.

El amigo man.

Los tacos.

The chicos.

Los tacos.

El veterano.

The military veteran.

El veterano.

The military veteran.

El chocolate.

What?

Go keep going.

Okay.

They're a little bit excited over here.

Oh, he was here.

Okay.

El Chico.

El chico.

El gus.

Okay.

Doctora.

I'm gonna read you the ones that I that I have that she should not have.

Okay.

The red tea hawk.

No.

Los abuelos.

La Goldie y el Trineo.

Okay, she gets it.

No, they weren't, they weren't.

We didn't pick them.

No, no, no.

You should.

Anybody else?

Okay.

Over here.

Okay.

All right.

We're gonna get a little bit of music.

And we're gonna take.

Do you guys want to play one more?

The next one.

Thanks.

A thousand dollars.

Do you guys want to play the Jeopardy?

Because I think I have the Jeopardy.

Okay.

Do you know where they're at?

Are we playing back?

One more thing.

Okay.

One one more game.

This table is not allowed to play anymore.

Okay.

So if you lose, you can blame Representative Limon.

She shoveled my cards.

Okay, no wait.

I can't they troubled them.

Yeah, we'll we'll play one more game and then we'll take a bio break and then we'll continue on.

Okay.

Ready?

Are you guys awake?

All right, let's do this.

One, two, three.

La primera targetita was the musician.

El musico.

The musician.

It's gonna be.

No, let's just do the four corners for diagonal horizontal vertical.

Just a standard game.

La gordita.

La gordita soyo.

El policía.

The police officer.

El policía.

The police officer.

El juez.

The judge.

El juez.

El amigo man, the amigo man.

El amigo man.

El avion, the aeroplane.

El avion.

La lea.

The library mascot.

La lea.

El bookmobile from the library.

El bookmobile.

El sparky, the fire department mascot.

El sparky.

El bienvenido.

The welcome.

Wait, wait, wait.

Because with Robert, it is trust, but verify.

So we are about five minutes away.

We're about five minutes away from restarting the second half of today.

If we could if you guys need a bio break, now's the time to get it.

We're gonna play a little bit of music while we come back, but come back in about five minutes.

Yeah.

Yes, sorry.

I'm gonna need I'm gonna need all the beans all the beans and the cards back.

Because I that's how that's my dinner.

Real quick announcement.

Um, city employees get fifteen percent.

Fifteen percent off.

Today, and today only at the visitor center.

And so if you go around.

As if you're going to the restroom, you'll actually end up being.

Oh, then I know.

Council, is there a motion to reconvene?

Is there a second?

There's a motion and a second to reconvene the special meeting.

All in favor?

Anyone opposed?

The special meeting is back in session.

At one twelve PM.

All right, so one more pillar to go.

Yes.

So we're going to um Yeah, get situated.

So you have your final table arrangement.

Uh tested.

So if everyone can make their way to their designated table for the good governance pillar.

Oh well, if you're already situated, yeah.

No.

I'm gonna send you, I'm telling you, I know it sounds crazy, but what was done with tile at the ringing?

Well, no, but then it's gonna last like a really long time.

Whereas every five years we're gonna keep it spending.

There's a motion and a second to recess the council meeting.

All in favor.

Anyone opposed?

We're back in recess at one fourteen PM.

Your first five minutes are starting now.

Okay.

Alright, so congrats.

You just completed your final pillar breakout.

We got through all five.

Listen, strategy development is a heavy lift, right?

And did we did we feel like there was a lot of strategy going on, a lot of strategic thinking?

Okay.

So here's what's gonna happen next.

Um, we're going to reconvene, right?

Um, we're actually gonna stay in and we're gonna actually stay in recess.

We're gonna stay in recess brother, because we need to take the work that you just completed and ensure that we populate that and incorporate it, and what we're gonna come back and share out as part of the action plan.

So um, if we could take 15 minutes, because we want to make sure that we capture it.

So then we'll be ready to start back up.

Oh, yeah, please.

Okay, a quick reminder.

At the visitor center, at the visitor center, so if you want to take 15 minutes to wander through the visitor center and take advantage of the 15% offer for employees, you know.

Yes, final worksheets.

Oh, we need this one.

Um, who has the worksheet for this table?

Okay, thank you.

What is it?

What is Oh, sorry, I need to move this over here, huh?

Okay, we have a motion to reconvene.

There's a motion and a second to reconvene the special meeting, all in favor.

Anyone opposed?

And the meeting is back in session at one oh two.

Sorry, at two eighteen p.m.

Okay, before we uh jump into action planning, um, want to take this minute to um shout out and spotlight all the amazing folks that have been working behind the scenes uh throughout this process.

So Roman or community driven innovation team, Danny, Jasmine, Joshua, Coral.

The amazing destination.

I mean, you all have done such a phenomenal job.

Not only welcoming us, and Brooke, I'm looking at you, and we'll say there you are.

Not only welcome us in, but you all really took care of us throughout the process, and your team has been fantastic.

So thank you so much.

And then, of course, I got me so close, Amy, who's been my partner throughout this process.

So just thank you all so much for everything.

Um, you've contributed, leading.

And of course, where's Laura?

Laura, and your team.

They have been such a key part core part of facilitating.

So I want to make sure that I thank everyone that's been so invested in making this process a good experience for you all.

Okay, so now we're gonna shift into action planning, right?

So you all did a ton of heavy lifting, not only um since the initial conversations in September, but over the last two days, all the information that we heard yesterday and the high level of engagement and energy and conversation over the last few hours, right?

To really take a very deliberate look at each of those pillars at each of those personas, and to walk away with a synthesized understanding of what's most important, not only to us, but as a reflection of what we heard from our residents, right?

And so I'm really proud of all the work and conversation that I heard that you all just took a direct, um, such an involved um part in.

And so with that, we're gonna move into action planning.

So, what did all of that yield?

Okay, we have um, so what I'm gonna display is essentially the synthesized version, but we did collect and compile, and we have the file with what each table submitted.

And so that, of course, will be available as part of this process.

It's documented so that as we as we have um any follow-up conversations during implementation phase, we have that handy.

So, what we're gonna cast here is essentially by pillar a summary of the proposed to your action plan.

And so, what you'll see here is the mapping of the proposed pillar.

We had the proposed goal that we started with and those initial course strategies that were proposed, and that was the data informed piece of it, right?

The strategies that took shape after that assessment phase and all of those data points beneath it are then the feedback that you provided.

And so, what we did is we looked at each individual entry from the table, and then what that enabled us to do is have a very clear line of sight of what your focus areas are as an organization as a council.

And so, for example, and I'm gonna come around over here, as we talk about activating workforce pathways toward livable wages.

Um, what I will say, sorry, let me pause for a minute.

I'm getting ahead of myself.

So, there was there were some cross-cutting themes that surfaced, and I think um I should start there because that provides a really good framing.

Okay, so across pillars, across tables, across the room.

Here are the things that we all shared and that were understood to be, you know, cross-cutting dates.

Um, we need to make services easier to find and use.

I think Reb Canales, you were signaling to this before um the break.

We need to take care of what we already have, right?

So, community values, maintaining and improving existing neighborhoods, infrastructure, and services while planning for future growth.

Um, we need to improve communication with our residents.

Um, so again, key theme around clear, consistent information about available resources, programs, and community improvements.

Um, we need to not only listen to community feedback, but also use it.

And so, residents want decisions shaped by community input and adjusted over time based on real experiences and results, and then lastly, and this came up quite a bit even in in some of your your earlier comments, um, supporting safe, healthy, and connected, right?

So, connected, I think came up quite a bit as a key theme throughout the conversations over the last two days.

Community members want neighborhoods that feel safe, offer opportunity, and provide welcoming spaces to live, move, and connect.

So, connection case.

So, those were some of the cross-cutting themes across pillars and the additional um information that you all provided in your worksheets.

So, now we can move into proposed pillar number one, economic mobility.

Um, what I will say is that there was a really strong mayor.

You mentioned it earlier, there was a really strong alignment as we looked at the individual worksheets that were submitted.

There was a good sense that the initial course strategies were validated, but as I mentioned, there were refinements or specific focus areas that were requested to be called out.

So, with the first one, um, employer aligned skills training, an emphasis on small to medium business growth was called out, business-driven career mobility, and reducing workforce participation barriers.

That barrier piece I know um likely resonated from a lot of the information we heard yesterday, right?

From Leila's presentation.

And so those were the specific focus areas that came up that would be a follow-up items and tactics that our operators, our departments would bring back to strengthen that strategy.

As we look at supporting individuals, local businesses, and key industries, specific focus areas that were called out, focus on collaboration, revisiting different the incentive policies and different policy areas, cross-sector economic partnerships, expanded business support services, local innovation, and startups came up specifically as well in the feedback that you provided.

Moving on to the third specific focus areas for defining how the city will support the expansion of housing options and affordability.

Last one, streamlining permitting and licensing process to support efficient timely building construction, fast tracking permitting and licensing system, clear development process guidance guidance, improved interdepartmental coordination, and predictable project review timelines.

So these were points of clarification that were added, or specific items that were called out as part of the economic mobility proposed pillar.

So I will pause there to see if anyone has any additional feedback there before I move us into our next pillar.

Do you feel that this reflects um general conversation at the table?

Is it missing something that we need to expand on as a focus area?

Thank you.

Um appreciate how you kind of synthesize everything.

It makes a lot of sense.

And there's not an impact on the budget, so kind of exploring that way through benefits and give people options for that.

So in that particular thought process, it's as an employer, child care benefits as an employer.

If you want to come out, what I was thinking is I think under to four about streamlining.

It's a reducing reducing workforce barrier, participation barriers.

I think that's what we're looking at as a community.

I think we talked about it in other areas, but perhaps that's already built into that section without having to call it out specifically.

I think it would it would send a, I mean, if the council agreed, um it would send a strong message to the employees that we do want to look at child care and offering it without an impact on the budget, which is really important.

But I think that would have to be a separate item that we would discuss and bring support council.

I just want to make sure, like we we have our current plan talks about looking at benefits, it becomes a little bit more complicated for us.

You know, for example, we have to offer, you know, health care under federal law.

So there's other things that we need to make sure that we are checking the box on.

There is an impact if we talk about pension and some of the other examples that were offered.

So we definitely would want to take a look at some of those things, but I wouldn't want to say that that's what we're gonna do before we actually do the research.

We will absolutely take that, you know, back and make sure that we have that as part of what we look at in terms of offerings for people, but I'm not sure that's something that we can do in our organization at this point without a lot more work to understand it.

Even that makes sense.

Even if it said explore child care benefits, that would still be too much.

Yeah, it that's up to the body.

Okay.

So if if we could just put explore child care benefits, because you know, um, looking at laws like Ms Mac just said, and then you come back and say we can do this, we can't do that, or or something, but being part of the strategic plan and looking at that over two years, I think it wouldn't hurt to to look over that and that's why I kind of wanted to name it specifically but those are my thoughts on that.

Any additional thoughts as we look at economic mobility the initial strategies and in particular the focus areas that were outlined reflecting the feedback.

Yes sir canal.

So actually just kind of commenting on the same one I I do think that the childcare portion is really important to call out it falls under the I think the reducing workforce participation barriers listed in number one can we provide out there as an example so reducing workforce participation barriers such as child care.

Okay.

All right.

Any additional I'm sorry yes Mayor Tem Thomas.

Thank you Julia um so something that we have talked about it at our table is uh this piece called economic mobility even though the goal say it says to create growth opportunities but strengthen economic mobility and our local identity to keep families rooted and thriving in El Paso.

I just want to make sure that that the focus remains on upward mobility for for our residents but also economic growth and to me uh I think something that's missing in in this pillar is tourism I think there is a a big opportunity for us to include tourism as part of our economic growth in our community so I don't know if that would fall under like a key industry um or I I'm assuming it's gonna be under number two that's where it should fall and I would like to identify that as such.

Got it so to recap um including a focus on tourism as part of the key industry link strategy.

Yes okay um and so what I would like is to kind of do both of them hand in hand creating opportunities for people for upward mobility is extremely important but the way we're gonna do that is by attracting industries into our community so that those opportunities are created.

So I I just want to make sure that the pillar itself isn't losing sight of the growth so I don't know if we should if we could possibly rename it economic mobility and growth this would be different than economic development you know as we know it but I just want to make sure that the the growth piece isn't missed and so as you look at the goal language creating growth opportunities you mentioned um strengthen economic um upward mobility you're still sensing that that doesn't quite capture the the growth piece because I I jotted down your your note also about ensuring that under the second strategy key industries we specifically call out tourism as well um but does that okay right so many times when we talk about economic development yes we want to make sure that we are increasing the tax base from our um corporate corporations that are established here and we want to continue to attract corporations to our community so I think a lot of the things that we've identified here are extremely important but I want to make sure that we're not missing the growth piece to make sure that we are really being strategic of how we're going to be attracting companies to establish themselves here in our community.

Small businesses medium businesses definitely essential um but I want to make sure that we are also focusing on attracting others to establish themselves here.

Julie, we just want to note for the room that um tourism is one of our key industries, and as council has the opportunity to reevaluate the 380, um, you're gonna have an opportunity to look at how we prioritize which industries and what they those might be in the next month or so.

Yes, from what thank you.

So, let me let me understand.

Uh, did you take into account already everybody's feedback?

And it stayed at the original the original um course strategies.

Yes, and so what we did is we went through a process of first um validating to ensure did the initial course strategies change as a result of the additional feedback that was provided the refinement.

So that was the first the first exercise just from a process standpoint was capture everything on the worksheets, step one, step two.

Based on that feedback, did that change any of the initial course strategies as far as like the overall approach?

And then if so, what are those refinements or proposed focus areas that we really need to call out?

So at the end of this uh exercise, those focus areas really become critical because that's what gives shape to the action plan and the tactics that follow that you would expect.

So, as part of the adoption of the two-year action plan, the focus areas come along with to ensure that there's um alignment in the implementation.

Yes, thank you, Raphael.

Okay, yes, trying on.

Julie, in in looking at this, so this is economic mobility, and we were real focused on Marisol, yeah, and her needs, yeah.

And we did not see this as economic development, totally different.

And so, I'm not sure adding tourism to this point makes a difference.

I think that's covered in another area, and so just wanted to make that connection.

So I think um to go back and recap under um, yes, as far as like the pillar focus and the persona focus based on the data informed, you are um 100% correct.

I think what we saw as part of that process and the follow-up when we asked about economic development, specifically in the community survey, we did ask the follow-up question on what type of economic growth.

Back to Mayor Pro Travis's point, and there was an indication of industries, right?

Other industries, and I think um a lot of the feedback that we got is sometimes that was unclear.

Like, what do we mean by key industries?

So I think to the point that was brought up earlier, it may be helpful when we list under the focus areas and key industries.

We list out, you know, tourism as an example under that strategy.

So it doesn't shift the focus away economic mobility, but it also ensures to be on Pro Tem Chavez's point that we're clear about what do we mean about you know, attracting key industry and that we're we call that out more clearly.

Because a big part of what we learned is when we asked for follow-up on specific questions that are open-ended, a lot of it was I don't know, or I don't understand, or what is it?

So I think where we can provide clarity, and that's why I think the focus areas are are great and the work that you all did earlier, because then we can make those direct connects.

So thank you for that comment.

And then with that, any additional feedback?

Yes, Rapinho.

Thank you.

And um some of these proposed focus areas are very broad as well, right?

I know that in our conversations and individually, a lot of us got to share different key success factors.

You know, I know that I shared higher opas of first workforce partnerships with UPCC, UTIP, industry, um, so it's leaving it very broad, for example, collaboration, incentive policies, cross-sector economic partnerships, expanded business supports resources, local innovation start our startup growth.

To me, I know that to me that means revisiting our 380 incentives, for example.

I know that during the community survey, a lot of individuals have shared that they see economic development or economic growth happening around them, but they want to see it happening for them.

And I know that even in the presentation yesterday that we had with uh workforce borderplex, they taught you know, talking to them and and figuring out ways of the collaboration aspect or cross-sector economic partnerships of how is it that we could empower our city, you know, the private sector, other NGOs to essentially reach the same goal that we're all trying to achieve for our community.

Um so economic mobility I feel is very broad, and it all depends on what it means to that individual person.

Economic mobility is not gonna mean the same for Marisol or for Tom or for Claudia.

It's gonna mean many different things for each individual person, right?

I mean economic or public safety might not mean the same thing to every one of those personas that were created but I think it's being able to when we start talking about our priorities, our goals or even our budgets how is it that we tackle each one of these proposed focus areas but ensure that we also address Tom Ana Claudia through our entire decision process making.

Thank you.

Thank you for that yes absolutely and so um intentionally from a strategic planning perspective if we we actually took it a step further because a lot of times during like a visioning conversation you don't step into the strategy work.

You really want to walk away with an affirmed vision, some broad goals and so the fact that we landed with focus areas while they're broad it provides a framing so that as we step into the adoption of the two year action plan and implementation as we step into budget development and what we heard from Mr Cortinas yesterday we have that aligned um focus area in mind to then provide that specificity so that we're able to answer you know those questions for those individual residents.

So yes thank you for that recap.

Okay.

So um unless there's other feedback I'm gonna move and we're collecting the tweaks for each pillar so we'll we'll have that reflected um shortly but let's move us into the next um pillar because I want to make sure that we work through each of them and capture any additional thoughts, refinements and response um so that we can put this into a a pre-final state for you all okay so here again um we saw that the three initial course strategies were reaffirmed but specific refinements and focus areas were called out so as we look at recruiting and retaining first responders um support responder well being came up quite a bit and and different examples were provided such as training and other avenues but this sense of wellbeing uh came up as a as another piece maintaining reliable emergency response and reducing staff turnover.

So there was reference to attrition um as well as other elements that needed to be considered as part of that strategy investing in public safety training and equipment and so some of this I think do ties in at least on the training element to the responder wellbeing piece but other things that um came up keep responders prepared and ready use data to guide safety efforts and expand community safety programs and some examples were provided but that gave this gives a holistic look on specific um elements that came up as we look at focusing on key transportation planning and traffic management improve lighting uh for safer streets increase traffic safety awareness and work with community safety partners um came up as focus areas and opportunities.

So I'll pause there to to get additional thoughts points of clarification or other pieces that may have surfaced uh mayor put him chavez.

Thank you.

So when uh my team and I spoke about this pillar um we had added active support strategy and this is what it read create partnerships and policies that promote direct community engagement and public awareness to build trust and the reason we thought that that piece was important because um you know safety is not only when first responders arrive at the scene but it's it's partnership and them being available to our community in different places at different times in order to build that trust and the connection between them and our community.

So I I continue to think that maybe it's still missing from what I think here on the screen.

I would invite others to maybe uh give their opinion regarding that.

How we can create trust in our community in regards to our Saveda, you wanted to add to that?

Yeah.

Oh, what we were saying in my group is kind of talking about community policing and and calling it out and putting it in there to do exactly what you said.

So I don't know if that helps a little bit on what you're trying to do, but I I thought that was important, and you build that rapport and you know who lives in your neighborhood, your your police, um, you know their name, they know your name, stuff like that, and and I think it it answers everything you just said.

Right.

Thank you.

And my table also had the same sentiment.

I think we were trying to clarify um between, you know, recruiting and retaining first responders is priority, investing in public safety training and equipment is also priority, focusing on key transportation planning and traffic management programs is also important.

But here, you know, talking about Gladia, Glaudia, we came up with a a pillar.

I can recall if we had edited one of the pillars or or cut out one of the pillars.

Um, I think again, they're all back was in my table, but we talked about it.

Because we felt like for the investment in the public safety equipment, we know that that's a gap number, and it really is just the will of council to pay for, whereas if you looked at the community safety programs, kind of leaning into that and not just PE because we talked about the integrated health program, the CIT program, um, other programs that code enforcement might implement that have an impact within a community, but it didn't probably land because I think we were in the minority.

And and what we had come up with was expand investment on community safety programs, and it left it very broad because it could be what uh Ms.

Mack is mentioning, a CIT program, it could be collaboration with other school districts, other government organizations, or what it means to provide public safety components to our community.

Again, investing in public safety training and equipment is extremely important.

Maybe that could be married into recruiting and retaining first responders because they do need to have uh you know good public safety training and equipment to be you know effective in our community, so maybe that could be put into one specific realm, but again, it's about expanding investment on community safety programs to further build to that community trust.

So I think what I'm hearing uh both in Mayor Pro Tem Chavez's comments and and the comments that you just provided is um on this one, perhaps not just as a focus area, but included in the actual strategy language, so investing in community safety programs, um, training and equipment as the primary strategy.

Correct, and and again, we left it very broad with in community safety programs because that could be partnerships, that could be community policing, that could be it's very broad to be able to really expand what public safety means for many different organizations and us being one of the partners.

But the underpinning would be that trust building component that you were bringing up earlier.

Okay.

Got it, okay.

Have that noted as well for strategy refinement.

Any other thoughts under um our public safety pillar?

Okay.

I'm gonna move us on to the next infrastructure.

So as we look at refinements and focus areas called out specifically, a lot of really good um alignment here, pretty good consensus in terms of um focus areas.

We've we've heard it uh fix the streets that need it the most.

So a path to to identify that, uh, maintain streets and infrastructure regularly, regularly being the key piece there, um, as we talk about enhancing community pride through cleanliness, maintenance, and beautification.

Um, so big emphasis here on working with neighborhoods, right?

Um, really at that grassroot level to improve spaces and keep areas clean, um, sharing information on how residents can help um came up as well as a key focus area that really helps us zero in on the communication aspect, right?

And so one of the things that we were hoping as well uh that would come out of this process is as you all know under good governance, very broad in terms of like communication right opportunities, and so with this identification of specific focus area opportunities that helps ensure that we're prioritizing the right messaging because again, we have two years in order to make progress visible, and so with these focus areas that lines up our messaging opportunities, right?

And so we know that this area in particular, how do we work with neighborhoods to share information how they can help and some of that has already happened right through some of the newer initiatives but being very concerted in our efforts to focus on that messaging directly supports good governance and you all just had that conversation so it's ensuring that we're making that clear because what we kept hearing was make it clear make it simple and make it consistent and so this helps us um approach that as we talk about facilitating easier and safer movement for people of all ages and abilities it's really about improving those safe travel options convenience came up make it more convenient make it more um approachable but convenience was a key word and also partnering with schools and communities on safety I know a lot of that is happening through um vision zero efforts as well but this is also yet again another opportunity to ensure that we're messaging the right things um from a communication strategy and good and making that tie into good governance to make us very intentional in what um we roll out incrementally so with that I'll pause there any other reflections rep Limon yes in our focus group though I I'm looking at this and we had quite a few discussions on that yeah um and just like number one investing in street maintenance we're doing that already and it really needed to be something more like expanding okay rather than just staying focused on what it is that that we are doing there thank you yes now got it so proposed uh proposal is to modify the language on the first strategy to expanding the investment in street maintenance and roadway improvements but expanding being the key yes okay yes and one more thing yes please when we were talking about priorities and trade-offs it asked is funding available to support implementing this action and we were divided yes and it was no question and it was no and so we really thought that um that perhaps are funding alternatives the keyword alternatives available to support implementing this could there be alternative and then we would say yes and we would pursue those so calling that out as a specific focus area with that modification of expanding to make a clear distinction yes okay any other thoughts on um infrastructure pillar yeah sir canales uh we discussed at a lot of length um that this was perhaps an area for the the kind of through line of maintaining what we have uh to find a home uh we talked about uh and we had we had a lot of conversation about the best way to phrase it we talked about the idea of uh making smart decisions about what we add to our inventory of infrastructure that we have to maintain over time um in order to avoid having uh moving the goalpost for ourselves so that we have more and more infrastructure to maintain over time and we never quite reach the the point where we have it all uh funded so I think so I don't know where that how that lands in here yeah no I I think um it says maintain streets and infrastructure regularly but to your point really emphasizing that uh because we kept hearing that resounding right and we we talked about that earlier but not only uh as part of that assessment phase key themes it became you know get the basics right consistently and maintaining what we have so what I'm hearing is like make that clear as part of that focus area language so that there's an understanding that before we're adding to the inventory we're maintaining what we have first.

Yes yes okay so thank you for that okay any other thoughts on we're putting children thank you.

So uh I was very lucky that at the table when we went over this pillar I had Joaquin that Randy at the table so thank you for all your valuable input on this carla was also at the table all right okay so um we talked about maintenance of streets we talked about the progress bond um paygo and the the different funding sources we talked about the increased capacity that we have now on people that are doing actually the work from from two uh people that are helping us now to three companies that are are actually uh doing the work so I think incrementally we are getting better um at providing these services even though we're not where we need to be we talked about the discussion of uh for a long time not investing in our streets and and that is the reason why we're a little bit behind on where we need to be um but something that that we focused on greatly was the maintenance of current infrastructure that we have of buildings that we have so just uh what Representative Granadas was saying right now is it's just the important importance of maintaining our city facilities and creating uh a standard of care for them to ensure that when our community uses these public spaces that they feel their their tax dollars are are being used wisely and that this infrastructure is well maintained um so I think that would be one of my priorities because I've seen it already in my district with some of the older buildings that we have there so yeah thank you for that I don't know if a vet or Joaquin or Randy want to add anything or even Carla from that conversation I think you you captured it very succinctly so underscoring and I appreciate that it came up twice because we we did see that resoundingly but unless we're specifically calling it out under the focus area it may get lost so I appreciate the emphasis on maintaining what we have first to include city facilities you know existing infrastructure um as that key point and then repay that you wanted to add something yeah I I think overall in in all the groups that I was in the little wins were important so people see progress they're they're paying a lot in taxes but then where are my tax dollars going right and and and trying to explain processes and getting lost in that is not fixing what people want to see and we have the the stories of my street hasn't been touched in 50 years etc.

So how can we get those little ones a little hanging fruit to to get us to a better place so people are seeing that progress so I I think one other thing on the focus areas for number one those are are very obvious I think we all agree streets are so important right um it's the most obvious focus areas but then something that comes to mind is okay how can we do those two focus areas do we have the capacity to do it do we need to fix the back end so people are actually seeing those those things being done we have a two year plan.

Are we gonna have the capacity to do it because I think streets comes down to two things it's how much money we're putting in every year and then the capacity to spend that money with contractors subcontractors and so how can we guarantee that and then how can we monitor the progress on on that.

And communicate it right in a very clear concise and simple way.

So I I think that's kind of what I would add in terms of focus areas on number one because it's like okay yeah those those are the obvious ones.

But then maybe we haven't actually called this out specifically to get to those two focus areas.

Got it thank you so some additional framing there.

Okay.

If I may yes and it a lot of these pillars kind of cross each other, right?

I know that we'll touch governance.

But one of the things that I talked about during our our group session is also just clarifying to constituents or residents of what's coming forward, right?

Like having some sort of dashboard by district and showing them.

I know that we just recently approved two resurfacing contracts and then um there's also other projects in the queue that are gonna be coming forward.

But sometimes this information is not easily accessible to them, and they might not understand where X project is at.

So I think that if we are able to communicate, you know, in district five, I know I have the highest PCI score in when it comes to residential.

Sorry, I had to make highest satisfaction.

Sorry, but 45% where I'm getting to with this is uh in our residents don't understand the difference between our two road roads, collector roads, residential roads, and you know, on their they experience your government on their way to their school on their way to work.

So, you know, they're constantly visiting the streets that are busy like Pebble Hills, Guerra Este, Edchmir in my district, which are in very poor condition, but we are gonna get them resurfaced.

It just recently also got um awarded for contracts, but I think it's really having visual um access for our residents to know that their concerns are gonna get addressed.

It just takes some time, but they're in the queue and that we are essentially listening and hearing them out.

Thank you for that.

And it ensures that in earnest, um, we are zeroing in.

So you heard yesterday from Miss Guerra as we were talking about the tools to help visualize, and certainly dashboards is one of them.

But I hear you loud and clear.

If we're saying that these are the focus areas, do we have that visual tool that can help communicate that we are yes, we are indeed focused on this?

And then here's a simple, concise, usable, um, and you what did you say visually accessible?

I jotted down as well.

So just yes, no, it was it was brilliant.

Yes, we all, but yes, those components are are also um visual access.

You said what provides visual access, and so we need to make ensure that we provide that that link.

So thank you.

Okay, so I'm gonna, unless there's additional feedback or refinements, I'm gonna move us over to quality of life.

And so focus areas under the three initial course strategies include um for the first promoting awareness of local amenities, and we heard this pretty resoundingly from our youth advisory board, right?

They talked about it as social engagement, um, community engagement opportunities, but awareness of uh local amenities, maintaining, so again, maintaining what we have, uh, maintaining what we have came up pretty pretty consistently, uh welcoming public spaces, improving community program communication and wayfinding.

Um, so wayfinding because there was a big conversation around you know the locations and just general understanding of of what is what is in fact available, and so we've we've seen that come up um previously, but calling that out as an opportunity um as we make our way to making essential human services.

So on this one, I think part of the focus and part of the challenge and opportunity will be what do we mean by human services, essential human?

I think that came up quite a bit at the table.

How are we defining essential human services?

And we have um our community needs assessment that provides guidance on how to anchor that.

We have other areas, and so I think being clear about expanding that education and prevention um so the navigation component came up, but also ensuring, and this came up also directly meeting residents where they are.

What does that look like?

Um, how do we write feel that it can be navigated um more easily?

So navigation uh a key part here, and then as we talk about new experiences that encourage gathering, recreation, and cultural expression across neighborhoods, so supporting neighborhood based activities.

And I know this came up quite a bit when we came out to your resident conversations, and it's like, you know, this is great that we're doing, you know, certain programming in different areas.

What does that look like within the neighborhood or what might be available that extends that so neighborhood based activities was was key?

Um encouraging youth involvement, and I think a key opportunity for that is the UNICEF USA Child Friendly City Initiative that came up, and so continuing that work in the two years ahead, and then um using feedback to improve experiences, and again, it's making sure that we close.

I think most importantly that we're closing that loop that we're not just getting feedback, but we're able to point to what we did with that feedback.

Okay, so I'll pause there.

Does this reflect generally what was discussed?

Are we missing anything that's a key point to clarify to strengthen the quality of life um strategies and focus areas?

Rebound a couple of things.

Yes, please.

Looking at item two, uh-huh.

Um, and you're right, human services was a was a discussion that we had.

We really wanted to nail that one down, but we felt making essential human services easier to access and navigate, but we really wanted to focus on meeting the un underserved, right?

Where they are, in other words, making that accessible to the people.

So that was one thing, and then Julie, on the second on the third item, creating new experiences.

We felt that um perhaps that sentence would be flipped over where it would be encouraged gathering recreation and cultural expression across neighborhoods by creating new experiences, but also sustaining and promoting the present experiences, those that we have in place, let's not overlook them because here's just creating new.

Let's maintain, let's keep up what we're doing well, and then just adding on to the paper.

Very nice.

Like what you did there.

So tying back to a focus on maintaining and and so I'm loving this whole taking visible progress within two years to heart because I see it now coming up pretty consistently, and so finding opportunities to focus on ensuring that what we have has visibility, ensuring that what we have has that standard of care, ensuring that we make that clear throughout.

So, okay, got it jotted down that that refinement.

Okay, other thoughts on quality of life.

Yeah, we may have to see.

Thank you, Julian.

And Rep Limon, we we concur, we weren't at the same table, but I I had Vinny and uh Pablo at table, and it was very encouraging to hear from them.

So we came up with, and it was the same idea exactly.

We put continue building experiences that encourage gathering, recreation and cultural expressions across neighborhoods that way it would encompass both new and maybe uh old things.

So we just put continue building, so it could be either or, but so long as we do capture both the opportunity for new experiences as well as uh continue uh doing what we're doing well.

Um, something else that we touched on was uh the fact that quality of life is is so important for our community, but there is no no strategy.

I think that really speaks to the investing in this in this pillar, um, or collaborating with any other people in our community to promote quality of life.

So we talked a little bit about maybe uh adding an additional strategy or maybe encompassing it with one of the ones that are already there to make sure that this is something that we invest in, either through partnerships or collaborations, but that we know it's it's such an important piece to building community.

So we had put investing collaborate in upkeep of public spaces and programming to promote quality of life.

So I love that you brought that up because we actually had um quite a bit of conversation as we were coming to the final stages of the assessment phase of the synthesizing, and we went back and forth with does that investment in the facilities land in quality of life, or is it infrastructure, right?

And so at the end of it, and it actually shaped because of that same thought process.

So I love that you brought it up, we strengthen the language for that second.

So typically you wouldn't see community pride, right?

Through cleanliness, beautification welcoming on the infrastructure pillar in previous iterations, but because of that same thought process where uh it does need to have that focus on quality of life and making spaces welcoming and making spaces you know beautiful, uh that's that was our way of integrating because one of the takeaways was also quality of life is really that unifying pillar.

I think Rep Limon mentioned earlier, public safety is a component of quality of life.

Infrastructure and infrastructure investment support that quality of life experience, and so I hope that addresses.

Um I know it's not reflected as a separate strategy under quality of life, but certainly it's that alignment piece, and so we we would make that clear.

Um, under the the initial draft of the placemat, um, what we really called out are are some of those um opportunities to strengthen, right?

Infrastructure that supports quality of life.

And so there's some examples there, but if we need to make that link clearer, I think we can call that out under the infrastructure pillar.

Yes, of course.

So coming back to this one, yes.

Um lastly, just one more thing that we mentioned as everyone's gathering their thoughts here about investing or what about quality of life.

Um, we talked about what our role is as a city in terms of public health.

You know, Vinny weighed in a lot on this.

Um, so we definitely want to make sure that we have better communication and outreach to our community while maintaining you know jurisdiction over what we can really control and what we can't control in that realm.

Um, so making it more accessible, maybe through enhanced partnership or increased community engagement and uh prevention resources.

And was this tied back just to make sure I'm tracking to the second strategy?

Because you're talking about prevention strategies and the public health focus.

Okay.

Okay.

Okay, do you think it yes?

Thank you.

So one thing that we talked about was um trying to be a little bit more nimble in our communication strategies.

So in that first part where it says enhancing community offerings and amenities, we actually scratched the enhancing part out, um, because one thing that we identified is that we need to create a more diversified form of communication.

Websites kind of are out now.

Um, so looking at creating a more focused and diversified communication strategy, highlighting amenities that initiate discovery, enjoyment, and connection.

So just to tie in the communication piece, because at the end of the day, when we talk about quality of life, you're right.

It I think Laura Gruzacosta said it best where you know it's almost like good governance is the thread that goes through each piece of it.

Um they they are all connected, but it what's gonna drive our economic development, our economic mobility, our infrastructure, all this stuff is going to be the quality of life.

It is an economic development pillar.

And so I think we need to to really make sure that we highlight that um in this by also making it a little bit easier to focus on the great things that are that are offered that are already offered, being able to provide uh an easy way to communicate with with the community, right?

And not just necessarily residents, but to uh communicate with the community, that we're able to say what's working and what isn't, and to be able to tie that into these to this uh these strategies.

Perfect.

So just to recap, um the way that you are looking at one is not necessarily the enhancement, but looking at highlighting, spotlighting, it's almost like similar to the feedback we got from Mayor Protev Chavez and Rev Simon about maintaining you're saying let's let's start with highlighting what we have and getting a very focused um communication strategy around those offerings as an extension of that quality of life pillar.

Exactly.

Understanding that good governance will also help reinforce that, but calling it out here, okay.

Got it.

Thank you for that.

Okay, um, any did I miss any?

Thank you.

And I would say the meeting residents where they are really was resounding to me.

I know that I mentioned that during our group breakout sessions.

Because I could tell you once I'm in district five, it took me 45 minutes to get here and 45 minutes to get back, and it's very difficult for me to drive another 45 minutes out to get involved with quality of life at times, but I'm very grateful that staff has navigated on not creating new experiences but expanding experiences that we currently have, kind of resounding what Red Limon was mentioning, how you know uh parts hosted a winter fest in District Five, and all of this was about creating more community because one of the challenges I'll say in district district five and far yes and paso, they don't have a lot of community spaces, but they need and they want more community spaces.

So again, I just wanted to touch base where meeting residents where they are at is key to me, because again, it's it's about the quality of life and what it means, kind of what you know you mentioned earlier, how they all tie into it, and if we're able to really show up for our residents that they'll be extremely satisfied on that aspect.

Thank you for adding to that.

Are you ready to add to that, Rebecca?

Yes, thank you.

At our table, we talked about quality of life from the moment you come out of your door.

And so that includes our environment.

And you know, when you look at this area of of our young adults, this is something that's very important also to our young adults.

And so adding that component of environmental climate and sustainability as part of our quality of life.

Yes, and so you're you're you're saying that uh you don't see it reflected as a focus area.

It's not as a call-out.

It's not, it's not anywhere in there.

Thank you.

Okay, thank you.

Okay.

Yes, it's just a quick thought.

Um I'm gonna think about use feedback to improve experiences on the last one, or maybe even maintain welcoming public spaces in the first one in terms of focus areas where the parks master plan comes into play.

And um, I don't know if it was deliberate to not make that something that says parks master plan, because I think that's gonna be a really big part of quality of life, and calling it out might not be a bad idea.

So I just wanted to throw that up.

We can um so just from a general um scene setting perspective, the focus areas give us uh the guidance that we need in terms of what's critical, what's visionary, where we need to be focused.

But the next step from an implement is we would bring back the adopted action plan with those tactics and those items at support.

So what we provided in the in the drafted place mat was how we're thinking already in terms of like key tactics and actions that support, but to your point, uh, we can call it out as a focus area because we know that a lot of our work from a tactical perspective, and I'm sure Pablo would chime in and milestones will absolutely depend on that parks master plan.

So just being clear about that, you know, as that's a key, a key focus area over the next two years for those um for all things connected to parks.

And we do know that when we asked about uh the types of uh programs or experiences that they would like to see more, parks came up as the highest kind of open-ended response.

Um I believe at 29%.

So I think your point to calling it out within the focus area um would help reflect that.

Okay, I appreciate it.

Thank you.

Okay, so with that, let me just make sure I get that note as well.

Okay, so then here we go.

Good governance.

All right, and I think a lot of so really appreciate that we heard resoundingly um that emphasis on going back through and making sure that maintaining is very clear, right?

And that the communication strategy linked to these focus areas absolutely needs to be reflected in good governance, and so for that last pillar, when we talk about creating clear, meaningful pathways for resident input and engagement, um, making it easier to share input, following up, and using clear and simple language.

So we saw in multiple places that in all the examples that you just provided, and going back to um was it right, Rocha that you talked about the threading and Laura Crista Costa.

So ensuring that that threading feels very clear, feels very intentional.

Because as you as you noted, with all the focus areas, the expectation is that we're able to then communicate.

What are we doing in these areas?

And so that's while several areas are broad to your point, that's a lot of very cohesive, simple messaging that needs to happen in a very deliberate way within the next 24 months, right?

And even with what we've just talked about, we know that street conditions needs to be one of those very targeted areas as an example, and so ensuring that the work that follows this um has that same approach.

Um when we talk about sharing visible progress, and this is where the visual access piece comes in, um, and clearly showing community progress, right?

Being transparent about the services, but also communicating service expectations.

This is something that we've seen Mr.

Cortina's report on.

What do we mean by service expectations?

And so this is our opportunity to provide clarity on that.

So whether it's what it takes to address, you know, a street repair at any level, right?

From resurfacing, and we've done several of these initiatives, but this is us going all in for a very focused period of time to refresh, simplify, and visualize, right?

What that might look like moving forward.

Um, and then lastly, we have generating sustainable fiscal opportunities that support community priorities.

And actually, I think that that became um clarified.

I think it's repeated a little bit here, but we actually refine the strategy language based on on what was submitted.

So this is working together, internal and external channels, and examples were provided to improve efficiency, exploring and implementing sustainable fiscal opportunities to support community priorities and this long-term financial stability.

So we'll refine, so it's not repetitive on there, but I want to make sure that we didn't miss anything that was key to your discussion since this is the freshest pillar.

This will, I think, in many ways be the back to that centerpiece, center point piece.

If we are able to directly link in and tie in these focus areas in a way that achieves what's listed here, then when we went to that question that question, right?

Um, can we make visible progress, right?

And how can we point to the things where progress was made?

This is the task at hand to make sure that we make those links clear.

Anything missing?

Yes, Mayor Pochem Chad.

Oh, thank you.

So I like the the first one a lot, creating clear meaningful pathways for resident input and engagement.

I think something that might be missing here is the word communication.

It's part of good governance to have clear communication with our community, and I think it needs to be mentioned somewhere uh as part of the strategy, a communication strategy with with residents with our community at large.

The next thing I want to mention is uh this idea of what I've identified as meaningful wins.

Um, a lot of times when we talk about good governance, we think of things for for big purposes like big projects or or big deliverables for our community.

And many times we're doing everyday things that are creating a big impact for our residents for our neighborhoods, and good governance is communicating that right to our community and making sure that they know that we are we are working hard for them every single day, even before we we deliver a huge project to them.

We're doing a lot of other things in between that are very meaningful for them.

So uh communicating that effectively, I think is important.

And then lastly, I want to just highlight the sufficiency that's listed on uh point number three.

I think that is very important to create efficiency even internally, right?

So um having the opportunity to do that uh is important so that we can be more effective.

Efficiency also will be more uh will create more fiscal responsibility, right?

Potentially.

So that's important.

And good governance, I think is is not only for us to communicate to the community, but for us internally to experience because this would increase morale, right?

As so long as we feel like we're we're being part of solutions, that we're being proactive, that we're being good stewards of taxpayer dollars, um, that we're upholding to the values that that we've promised our constituents, all of these things are part of good governance.

So um I I like that this pillar is is like what representative Rachel just said, you know, um, encompassing all the other pillars and and allowing us to to basically build trust at the end of the day.

Thank you.

I um I really appreciate that you brought it back to like it's the daily thing.

We heard that pretty um consistently as well.

In fact that's what motivated I think the reframe for infrastructure that it's the day to day right that connected the people and the places in everyday life.

So I think that framing from a messaging standpoint I think is really critical.

So thanks for for calling that out as a reinforcement.

Okay.

Yes, rep.

And adding on to that um is how do we explain complex themes and and how they must be in simple terms and language acronyms don't work um doesn't work for some of us uh and certainly may not work for for residents and and you know the outcome would be more and better informed residents if we can get it right then that's what we're going to have.

Thankfully thank you.

Yeah rep back I shared it uh at our table where you have on the three core strategies that show clear meaningful visible and supportive but I think one of the things that that should be added here under the meaningful pathways is accessible.

And so I think that's a very key word because it should be accessible to all residents they may be hearing impaired they may not be able to drive things like that so accessible.

Thank you.

For accessible resident input thank you for accessible for the first strategy.

Meaningful accessible pathways got it okay yes, that's oh I'm sorry did I miss okay no and then reproach oh okay look at us go perfect we love good governance.

No I I resonate everything that my colleagues have also said about communication expanding collaborative efficiencies.

I think a lot about like the medium upkeep you know it's always easier to say no but what if there is a yes and even I use that example how streets and maintenance ESD parks came together to solve a solution it's the same taxpayer dollar where one organization so I'm really excited to see how internal and external channels can collaborate to really have the same end goal as one organization.

And oftentimes you know what people don't know they don't know and I think that's gonna be our our key thing of communicating and kind of what mayor pro tem chavez was saying is celebrating the meaningful wins.

I can tell you when I posted um on my social media channels that there's a new turn signal a lot of people are extremely grateful but they also don't know that it took six seven months to get that one traffic signal you know because it had to be a traffic study equipment XYZ but I think it's really about showing to the community that we took care of that pothole we put that street light we put that new tree it goes a long way because I think about when we started our budget process last year how Ms.

Mack mentioned that only 17% of residents see the value of their tax dollar being spent um hopefully in two years we could turn that into 80% or something right.

So I'm looking forward to really um looking at data driven decisions whenever we're even making our budget and focusing on all these priorities to really turn that narrative around and showing the value of their tax dollar being spent efficiently and then and responsibly.

So I want to call I appreciate that you called out the question right the value of the services for taxes paid.

So that's a part yes.

Get it get in there.

Because I know she has context to add here.

We gain 10 points of 28.

From 17 to 28.

So the average people don't like.

Cool.

There's some work and and that's great.

I will say that um that question in a community survey is not typical because um what what they shared with us is even like for benchmarking purposes, most communities will shy away from asking that question so directly because you know think about it.

Once you see taxes, your emotional response is typically not favorable, right?

Simply calling out taxes is often so we wanted to include it for the purpose of trend because we've asked that question in previous cycles.

And so one, we wanted to understand like, are we make is there a difference in that perception?

And so to city manager's point, 10% points, that's significant from one year to the next.

It's significant.

And so we wanted to be able to see are we making progress in that regard?

But I think um next year we're gonna look at other ways to also evaluate that, um, but to continue to stay true to again leaning into areas of desatisfaction, but also understanding that with that comes right that intent to continue to focus.

And if I I may add to that is, you know, our residents are so hyper focused on their priority, their priority is their number one priority, and what they're experiencing at that moment, that's their value of their tax dollar, and I think that it could be very different perspective from internal versus external, because again, their priority is their number one priority.

Now all priorities are important, right?

But I think it's just the communication aspect of having people know that they are being heard and that we're working on it.

Yes, the communication strategies connected to this supporting this, or are clearly right, a lot of the heavy lifting uh moving forward.

Uh Rebrochai, did you want to add anything before and then over to you for about Senator?

I I just wanted to say that there's a there's a couple of things that that came up at the table.

So on item number one, when it says resident, is there a possibility to change that to community input?

And I only say that so that it captures everybody instead of just the people that live here, it's also the people that do business here, um, or that work here.

You know, we we're in such a regional area that we do have a lot of people that come in from other parts of um, you know, different states, different countries, and so I think it's just to be able to include that community input and what they're looking for.

Um I know it all goes back to tax base, but you know, word of mouth, and um the second piece, sharing visible progress, and I'm gonna punt it to Ian because I know Ian.

I'm sorry, it's because I can't remember exactly, but it was so it was so succinct.

You had a moment, Ian.

Where are you?

He's right there.

Okay.

What was your moment of clarity?

Please share.

I'm gonna keep my distance, all right.

So what I was trying to convey is that we actually communicate quite a bit.

Uh I'm I have the benefit of uh officing next to Miss Cruz Licosa, and so they're constantly active.

Uh my recommendation was that we look at not just communicating, but um, it'll come to me.

It's uh not just sharing visible progress, but a sense of progress.

In other words, talking about our brand and starting to manage our brand as a city, uh, because we're not just telling people that we're doing things, we're trying to build a message about the city as being, you know, efficient and effective with your tax dollars, and we really have to start beating that message in to every bit of communication that we do.

Got it.

So clarifying that language in the second strategy, sharing a sense of visible progress to ensure it encapsulates more than just the we do think that it's important to to try to take back the narrative overall instead of being on the defensive all the time when we receive things, we need to be more proactive about it, and I think that that sense of sense of progress um definitely puts things into perspective for us.

And then the third piece, I had the honor of sitting with Mr.

Robert Cortines, and on this he made he just made a slight change on on item three where it's generating sustainable fiscal opportunities instead of identifying and implementing.

Did I say that right, Robert?

Yes.

Identif identify and implement sustainable fiscal opportunities.

Instead of generate.

Implement.

Thank you.

Okay, over to Dr.

Thank you.

I really what Representative Nina really resonated with me because I have a lot of the same thoughts.

And what we kind of have seen in my district is that we have processes in place.

I'm thinking about speed humps or stop signs, and we go out and we go and do the whole process and then we say no.

And then once we say no, we explain to our constituent why it's no, but their problem still is not addressed.

And that kind of ends with, I'm sorry, let me try to figure out what else to say.

And there's even constituents that right now I need to talk to one and I don't know what to say to her anymore because she's been saying this consistently.

So she lives off of Leeds, and we looked this up and we got a history that there's been several applications dating back to 2015 on leads to put speed humps.

They haven't qualified for any of it.

And she followed up with me in the last few weeks because she said she almost got run over on leads and she asked where are the speed humps, when are they coming?

Where are we on that?

Let me get a status check.

I think there's been about three attempts to put speed humps, they haven't qualified every single time.

So that's her lived reality because that's where she lives.

And so she is not seeing that progress and she thinks it's a safety concern, but by our standards, it's not and I feel that once we say no, what do we say after that?

There should be other options to address something.

And then on the first um on the first um I guess strategy.

Um creating clear meaningful pathways for resident and put in engagement.

In my group, we kind of said right at engagement, collaborate partner with council offices for that engagement too to um see results or something like that.

So I just the focus areas like really zeroing on the collaboration with council offices as it and I and the thought behind that is that at least just speaking for my own office, we have a ton of constituents that we reach out to for the most part every community meeting that we have.

We have about 30 to 40 people there.

And I understand um Ms.

Cruzakosa who does this incredible job at everything.

She fixes every problem that we bring to her, and I really appreciate her for that.

But there's also capacity issues there, right?

Where any community engagement that might be happening, I understand that we go and put that on social media and and that's great, but then that can get lost in the social media algorithms, right?

I was just looking at the city city's Facebook posts yesterday.

There was about eight posts on Facebook.

People might not see all of those eight posts because we have to battle the algorithms.

It's really vital information.

But how do we get more people engaged?

And I think that at least for me, we can say, okay, you're gonna have this meeting in a month.

Um this is a day that works for you.

Let me get people to that meeting for you.

That way we have a meaningful conversation.

And we're happy to do that.

I every council office might have differing views, but that's the idea behind that.

And then something that has really stayed with me since yesterday is the youth said can you give us a page where you tell us everything happening in El Paso?

And we want it to look cool.

We don't want it to be lame, right?

That's kind of what I got.

And and I think I've seen what El Paso Police Department has been doing, and that's been hilarious, right?

And if we could engage the youth in in that sense on this is what's happening in El Paso, so that that would be a big win just to really amplify their voice, because I think we should really be doing that.

Um and just overall on this, I feel that we're a little lame in my office and when somebody calls and tells us that something got fixed.

And it's a thank you we got solved, like we celebrate that, like we clap and we we're we're very happy because then we see that progress, right?

Everyday thing.

And it's the little the little experiences that people are having where they live every day.

They walk out, they they know that that tree might have been down for the last two weeks, or a light pole might have been down because that's what they're seeing.

They don't like seeing it.

And how can we act on that or how can we improve processes structure systems to better serve the residents that we serve?

All right.

Yeah, we have we have thoughts and feelings about good governance, and this is a great thing because it it certainly does underpin a lot of what we've been talking about today.

But okay.

Believe it or not, we're right on schedule.

So I appreciate so much that you've stayed with this process.

You've trusted it, you've engaged in it at every single step.

And so where we're at now is we're going, we're gonna take these refinements, these additional clarifications, ensure that it's reflected, and then uh we'll be back at 4 p.m.

right in time for that consideration of the action plan.

Yes.

So with that, um, and so we'll we're at 3 33, and so we're scheduled to start up that final consideration of the of the plan at around 4 pm.

And so 30 yeah, 28 minutes for 4 pm.

4 p.m.

27 to be exact.

Thank you.

Is there a motion to recess?

There's a motion and a second to recess the special meeting, all in favor?

Anyone opposed?

The meeting is in recess at 3 33 pm and we'll recoming at four o'clock.

Okay, what are we doing?

Cleaning up everything, so we need a document.

I think they do record it off pretty much.

Yeah, but I was thinking is that so what I want to do is call all of the other and have the right.

Here is here is where we're living.

Here's what the release, here's what the folks told us.

That's what I'm hearing for.

So I already saw that.

Oh yeah, yeah.

Okay, then we're on the same page.

Oh well, okay, then we got it.

Yes.

I mean, I have it for that.

Um, I think that's a good one.

But I don't know, we couldn't have a lot of shit.

They didn't think that would be kind of people who are going to have a lot of people.

I don't know.

I think that's just a reasonable.

I love that.

I thought it was a different.

I like that, I thought.

And then we have to have one, I think.

I think these are all the strategies.

These are all the strategies for the water.

So I think that's a good idea.

I don't think that's a bad one.

Exactly.

Oh, you can do that's a good one.

Um, like, I'm just like the strategy, I'm very similar to the pieces of the control.

I don't know.

I think that's okay.

So we're going to get a lot of people who are going to be able to do this.

So it's going to be a half-folding.

So, people have to find out what's going on.

How do we know we're not going to be able to do it?

So we will be like, I'm going to take it.

We'll do that.

Oh, I think that's all it's going to be.

This is what they have to do.

I think they're big.

It's a lot of work.

So it's just like it's a little bit more than that.

I want to think about it.

I think that's a good thing.

I think that's a good thing.

But then I think that's the time we should get a good one.

So I think we're going to have a lot of people who are going to go on to be so.

I think you can't.

I just don't like the uh, yeah, it's a good one.

I think it's a good thing.

I don't know if it's all that's the one, so I think that's a good thing.

I think that's what I mean.

That's a lot of fun.

I love that.

Yeah, yeah.

So, we have to do that.

I think we're gonna have to get the airport, but we're gonna make sure you have a lot of time.

Yeah, I I don't really still come forward to work.

I don't want to know whatever, but I mean, I'm sorry.

I think that's what I think.

Okay, I'm gonna go to the hands.

Right, that's right.

I think that's what I think.

Oh no, I just scale the other way.

Everybody else is a little bit of a little bit of a lot of people.

I'm pretty sure.

Yeah, I think we can do it.

I have to do it.

I think that's a good thing.

So, uh, I think we can make it so.

So I also have a lot of people who are like, I think you see, I think we're going to have a second one.

So it's a very useful kind of opportunity.

By the way, I just need to know why.

And no, no, no, no.

And then so I don't think that I think we call it the neighborhood.

And then on the other hand, you're going to have to tell you how to do something.

So I think we're going to go to the ground.

So I love it.

So that one is a good way for it.

That's what I'm going to make in the R.

I think it's the other one.

Yeah.

So we're going to go over there.

So we get to the other one.

I think I'm going to have to say that.

I think it's a bad idea.

I want to do it.

I don't want to have a fine.

So I have to go back to the screen, but it's a good thing, like your skills.

And I think I'm going to try to get someone.

I don't like speaking or gambling.

I can't read.

I don't think I think it's a good thing.

No, it's a little bit of a little bit of a good one.

So I think it's a very good one.

So we have sides of them.

Um, they are bending them in slightly type here.

So these are the things that we have.

I think that's like a thing.

I think it's funny when I said okay, but these are many bags, and they're very easy to well run.

And the rest of it is this fancy or like a white.

Yeah.

But I just like it.

I think we've got a little picture.

Yeah, it's right.

I think it's a lot of things.

I don't know.

I love for the corner.

And then we're in it and then arena for the other one.

I want to do this.

I think it's like a lot of things.

I think I could like a I just think I have a mushroom.

I have a pretty black safety policy.

Well, I just like I don't think like uh shit and stuff it up for the word that I have to say, uh, yeah.

When I went to Seattle, it's all the same.

I don't know if that would be the experience.

So you put around, you know, what's wrong?

I know that's a little bit more than that.

It's not a third, but anti-consistation is a small point.

And then you can have a little bit of the time.

Oh, I'm all the time.

Oh, yeah.

So I think it ran the restaurant, and I'm gonna do like it from a table over and be like, I'm gonna like chop a fire or something like that.

No, no, no, no, no, no, no, no, but my favorite is just a hard one.

So, you can't just go back to the other.

Uh, you couldn't use it.

I don't know if you want to put it in the middle of the way.

I'm trying to talk to the talk talking about what you know.

It's like fly, right?

So we're gonna look at this.

I think that's the idea.

And uh, uh, I wanted to make the time.

So I think it's a good thing.

I think it's a look at where this is.

I don't know, I think we don't have to explain.

Thank you.

And then we'll just go back to the act.

Okay.

Sounds like a little bit of a recording.

Okay.

Okay.

Okay.

Yeah.

Yeah.

But then I thought it was just like a little bit of a process.

Okay.

Okay.

I don't know.

You're all right.

But if you can wait for it, we can build a few seconds.

I think we're also fighting.

Okay.

Oh, I should have to do it.

No.

I mean, I don't know if you can.

Did you tell us to be quiet?

Are we done?

Oh, you're going to be all private.

Okay.

Sure.

Okay.

And then I'm just going to go back to the easy path.

But I got a lot of work on it.

I got my other.

I think that's probably I've had already read this for probably if I wanted to have a lot of like a lot of that involved.

I like it.

Okay.

I think it's a very good one.

Okay.

All right.

And then we're going to do that.

You try and get away from me.

Council, is there a motion to reconvene?

So move.

There's a motion and a second to reconvene the special meeting.

All in favor?

Anyone opposed?

And the meeting is back in session at 402 p.m.

All right.

Okay.

Ready to see the latest and greatest.

Um incorporating your your very thoughtful feedback.

So here we go again.

Uh economic mobility.

So uh feedback on this one, ensuring that we specifically call out child care as an example of participation uh barriers, reduction of work for participation barriers, and under strategy two, specifically calling out attracting tourism and calling out key industry connection uh within that second strategy.

As we move into public safety, um refinement of the second strategy to specifically call investing in community safety programs, training and equipment, um, emphasis under community safety programs for follow-up will be the trust building component and the other feedback that you provided in framing that up.

As we look at infrastructure, um modified language on the first strategy to expanding, and then under focus areas um called out specifically funding alternatives, and then also capacity to implement as a call out within that particular strategy.

As we look at the second strategy, leaning in and very clearly stating maintain maintain what we have first and facilities, standard of care, calling that out specifically, and then also ensuring in the sharing information how on how residents can help, providing visual access and tools as part of that second strategy.

Under quality of life, modifying the language under the first strategy to reflect spotlighting current community offerings and amenities that invite discovery enjoyment and connection, focus areas, specifically calling out, completing the parks and recreation master plan, and then also adding a focus under climate and sustainability.

As we look at the second strategy language, under the meet residents where they are, specifically calling out under served, and then under the prevention resources component, public health navigation and outreach more specifically.

As we look at the third one, we did a flip it and reverse it.

So we're starting with encouraged.

Sorry, oh no, reference, yes, thank you.

Encourage gathering, recreation, and cultural expression across neighborhoods by continuing to build experiences, capturing both uh new and current, but focus on current as well.

And then lastly, we have a good governance, and so creating clear, accessible communication pathways for community input and engagement, um, and then under focus areas, broadening collaboration with council district offices and engaging our youth in social media approach as we look at the second strategy, sharing a visible sense of progress.

Thank you, Ian, and meaningful wins, um, that can be the value and overall quality of services provided.

Last strategy modified the language from generating to identify and implement sustainable fiscal opportunities to support community priorities.

So ladies and gentlemen, this captured all of your very thoughtful, very deliberate, very um intentional discussion and dialogue throughout the day.

Did we miss anything?

Are we feeling like we're tracking?

How are we feeling about a proposed two-year action plan?

Let me kind of you trust what happens after this, yes.

So upon adoption of the proposed two year action plan framework, um, as presented today, we will bring back a final product, um, a final placemat that yes, mayor can be laminated with your with your concurrence because we want to make sure we laminate that placemat right so that we keep that front and forward in all of our discussions and all of our communication strategies and all of our um approaches within because the countdown begins right once adopted now.

Technically, the the two-year action plan runs fiscal year.

So we're looking at FY27 to FY28, but that doesn't mean the work waits until FY27.

This will directly impact right budget development conversations, communication strategy work, and already begins that guiding document for work plan across the board.

So we would bring back finalized placement to distribute and then finalized um document, and then we begin uh looking at what does reporting look like for updates, right?

What do we begin to look at in terms of actions and tactics that our operators who are all in a operators?

Yes, all of our folks that have been in attendance throughout.

Yes, yes.

We will bring back um reporting that very clearly aligns um how we're going to ensure that we're able to make again that visible progress connected to these strategies.

Um what did I miss in looking at our RCM?

Any points of clarification on process.

There you go.

So I was um asked the question whether this becomes our new strategic plan.

It does.

We also know that we have the opportunity now that we're really focusing on the community voice to do a refresh in one year.

So our goal is to do our community survey again next November, December.

And so we will come together next year around the same time, and it will be our budget development strategic planning session.

So if there's things that you feel that we should modify, um you will have an opportunity to see whether we're making visible difference.

And so I don't want you to feel like we've missed something, you know, in this process.

We're still going to continue to do the good work of the city and the things that we need to do.

There are lots of things that are coming forward that will actually help to support this plan.

We have the climate action plan that's coming forth in two weeks.

We have the comprehensive plan that needs to come forward.

We're working on the housing plan, we're bringing the 380 agreements back.

Um, we're bringing the comprehensive economic development strategy overall forward.

Um, and we're also working on a missing somebody's plan.

I apologize.

Oh, parks and the parks master plan is also moving forward.

So all of those things you'll see within the next, you know, uh five or six months.

And so all of those would be the policy documents that really help to lift this work that you're moving forward on.

And we'll make sure we're aligning this to the KPIs, it helps us to be able to build the data around being able to tell the story and be able to work with the community on it.

But we've never been, I think this streamlined and focus and intentional about the work and really leaning into the things that we know we need to improve.

And so it's fine to have a long plan that really is about highlighting the things we already do well, but boy, is it difficult to sort of say we've got to make visible progress for people and we're gonna measure that through data by asking them the questions in a year.

So we'll we'll be moving forward as quickly as possible.

Thank you.

Who is it?

You know, Marisol, Anna, Tom, Rob, or Bob.

Okay, back to uh rep Limo.

Thank you.

It's really wonderful, and I think that we can take the very first step today through every strand.

There was a topic of communication, and how do we get this information out?

We had three people come before us and call to the public to address housing, and so I know that in the and the economic mobility strategy when we look at item or number three, defining how the city will support the expansion of housing options and affordability.

Ms.

Mack, I'm wondering if you could give like a little synthesis of how we're going to do that, how we're going to begin that problem.

We do have people that are wanting to know about.

Thank you.

I can uh take a stab at answering the question.

So uh we're working on finalizing our housing strategy.

Uh oh, sorry about that.

Yes.

Uh Alex Alfred with urban planning and design.

So uh we're working to finalize the housing strategy.

So what we've been doing is working with a number of uh entities, uh business groups, uh, neighborhood associations.

We've been doing the neighborhood meetings, and what we're trying to do is to come forward with a comprehensive set of strategies and recommendations that are going to be focused on pulling different levers.

And so part of that is uh looking at uh opportunities for different incentives related to housing, but also regulatory and process improvements that we'll need to look at to help address this overarching theme of affordability, knowing that that is the thing that we're hearing the most uh across the board from all these different groups, and so we'll be uh bringing those forward to council, and uh, when we bring those forward, it will be we'll be asking for prioritization of which of these things are going to be uh um implemented first uh to help address this.

Thank you, Alex.

And I'm wondering, the possibility of including the three speakers that were here today, and your planning or your communication process to make sure that they're included.

Uh yes, ma'am.

Uh, and we've actually uh met with them.

Uh and there are also a representative in our working group that we established when we started the process.

So unless there's any rebustin at all.

This is this is it, right?

Yes, okay.

Okay.

So I I just wanted to thank you for your leadership and your team and everyone that put this together, all hands on deck.

It was a great process and visually it looked stunning.

So I really appreciate that.

And I know that you've spent a lot of hours, and you're probably happy that we've reached this point so you could rest for a bit.

And on this, I just wanted to also clarify um there's action on this.

So uh I wanted to move to adopt the two year action plan.

Is that sufficient?

Uh as proposed.

As proposed.

That will ensure that we incorporate what we just shared.

Okay, I'll do to adopt the two year action plan as proposed.

So, there's a motion made by Representative Acevedo, seconded by Representative Canales, and this is to adopt a two-year action plan as proposed.

On that motion, Mayor Potem Chavez.

Aye.

Acevedo?

Aye.

Rocha?

Hi.

Piero.

Limon.

Aye.

Canale.

And that motion passes unanimously.

So I think the last thing is uh a motion to adjourn, Mayor.

Do you all second?

Okay.

There's a motion and a second to adjourn.

All in favor?

Aye.

Anyone opposed?

And the special city council meeting for Tuesday, February twenty-fourth is adjourned at four fourteen p.m.

Thank you, Council.

No, we'd actually like to go to the right.