Sausalito City Council Meeting

Meeting Transcript

Time	Speaker	Text
00:00:00.03	Ian Sobieski	with our friends at the Census Bureau to find out some facts and figures about this day in American history.
00:00:07.73	Heidi Scoble	live TV. And that I'll admit everyone now.
00:00:20.55	Heidi Scoble	And good morning, Mayor Hoffman and council members. This meeting has been held pursuant to section three of executive order in dash 29 dash 20. issued by Governor Newsom on March 17, 2020, And all members are joining this meeting telephonically through Zoom and is broadcast live
00:00:38.34	Unknown	them.
00:00:42.42	Heidi Scoble	on the city's website and on cable TV channel 27.
00:00:48.14	Jill Hoffman	Good morning everyone and welcome to this special meeting at the Saucyus City Council for February 27th, 2021. The agenda for today is focused on the City Manager recruitment. We are very fortunate to have with us today Jake Carter. Jake is a socio resident who has substantial management experience and is a CEO of a company, excuse me, she founded in 2006. And among other things, trains management groups on how to hire. She has generously offered to donate her time to work with us today and facilitate our discussion. Our first item of business will be to discuss and act on having Jake help us today. And in this, in this, somewhat awkward Zoom world, we'll take a vote on that as well. Um, And then we will move on to her presentation of results based hiring and what results the city council wants the new city manager to accomplish. That discussion will then lead into an open session discussion on what skills and attributes a candidate needs to achieve those agreed upon results. We will then move into a closed session to discuss specific interview questions as allowed under the Brown Act We need to have that discussion in closed session in order to protect the integrity and confidentiality of our hiring process. We will then return to open session and make any closed session announcements necessary see if we can set some dates and times for candidate presentation, discussion and candidate interviews and wrap up the afternoon. With that, let's get started. in our I will now call them to order and request that the roll be taken.
00:02:21.09	Heidi Scoble	Councilmember Sobieski. Sure. Councilmember Blavstein.
00:02:25.36	Melissa Blaustein	here.
00:02:26.56	Heidi Scoble	Councilmember Cleveland Knowles.
00:02:28.36	Melissa Blaustein	Yeah.
00:02:28.62	Jill Hoffman	Thank you.
00:02:29.48	Heidi Scoble	Vice Mayor Kellman. and Mayor Hoffman.
00:02:33.43	Jill Hoffman	Here. Um,
00:02:34.61	Heidi Scoble	All members...
00:02:35.75	Jill Hoffman	Go ahead, sorry.
00:02:35.87	Heidi Scoble	All members are present and there is a quorum.
00:02:39.03	Jill Hoffman	Sorry. And now I rec... Do I have a motion in a second to approve the agenda?
00:02:45.51	Melissa Blaustein	I make a motion to approve the agenda for today's special meeting of the City Council Thank you.
00:02:50.03	Jill Hoffman	Thank you.
00:02:50.05	Melissa Blaustein	Thank you.
00:02:50.40	Jill Hoffman	Thank you.
00:02:51.78	Melissa Blaustein	THE END OF
00:02:51.97	Jill Hoffman	Can you please take the role?
00:02:54.08	Heidi Scoble	Council Member Sobieski. Thank you.
00:02:55.36	Melissa Blaustein	Yes.
00:02:55.67	Heidi Scoble	Thank you. Council member Blownstein?
00:02:58.08	Jill Hoffman	Thank you.
00:02:58.10	Melissa Blaustein	Yes.
00:02:59.82	Heidi Scoble	Council member Cleveland Knowles.
00:03:02.75	Melissa Blaustein	Yes.
00:03:03.09	Jill Hoffman	Thank you.
00:03:04.22	Heidi Scoble	Vice Mayor Kalman.
00:03:05.60	Jill Hoffman	Yes.
00:03:07.63	Heidi Scoble	Mayor Hoffman.
00:03:08.61	Jill Hoffman	Yes. Um, We are now Thank you. The motion passes unanimously, and now we're moving on to item one on our agenda, which is communications. I'm not sure. This is the time for city council here from citizens regarding matters that are not on the agenda, except in very limited situation. State law precludes the council from taking action or engaging on In discussions concerning items of business that are not on the agenda, Do I have any anyone on the line who would like to make comments on items not on our agenda today. George, I'm not seeing any hands. Do you see any hands?
00:03:49.26	Heidi Scoble	Madam Mayor, it does not appear there are any hands raised.
00:03:54.04	Jill Hoffman	Very well, I will close public comment on item one on the agenda and move on to. Item number two are business items. Um, I'm introducing items 2A, B, and E, which are open session items. And I would like to open public comment on items 2A, B, and E at this time.
00:04:20.92	Jill Hoffman	and I'm not seeing any public comment or any hands for public comment on these items on our agenda. Do you see any public Any hands, Serge?
00:04:30.71	Heidi Scoble	Madam Mayor, there are no hands raised at the moment.
00:04:35.79	Jill Hoffman	Very good, then I'll close public comment on these business items. B and E. And when we'll move on to item 2A, our brief presentation and consider open and closed participation of Jake Cargher. And that presentation is going to be made by Deborah Muchmore.
00:04:59.83	Deborah Muchmore	Good morning, Madam Mayor, Council Members. Um, Jake Carver has been invited to come make a presentation on hiring. to the council. And she has a business as the mayor has suggested, done a beautiful introduction for her. um, We're asking you to consider her involvement in today's council meeting, both in the open and the closed session.
00:05:29.97	Jill Hoffman	Thank you. Does that conclude your presentation, Deborah?
00:05:33.25	Deborah Muchmore	Yes, it is.
00:05:33.83	Jill Hoffman	There you go.
00:05:34.71	Deborah Muchmore	Very good. You did a great presentation in the beginning. I don't think you need me to repeat that.
00:05:38.73	Jill Hoffman	Okay, thank you. Do I have any council member questions with regard to Deborah's presentation?
00:05:38.81	Deborah Muchmore	I think.
00:05:45.95	Jill Hoffman	And if not, I'll ask for a motion. Any questions? from the council members. not sending any hands. Okay. So do I have a motion? for us to have Jake Carger facilitate the discussion on city manager key results, desired and abilities.
00:06:03.01	Melissa Blaustein	I make a motion to have Jake Carter facilitated discussion on city manager key results and desired abilities. Do I have a second?
00:06:10.82	Jill Hoffman	Thank you.
00:06:12.60	Ian Sobieski	Thank you.
00:06:12.63	Heidi Scoble	second.
00:06:14.25	Jill Hoffman	Thank you. Serge, could you please take the role?
00:06:17.59	Heidi Scoble	Council Member Sobieski.
00:06:18.99	Jill Hoffman	Yes.
00:06:20.06	Heidi Scoble	Council member Blasdine.
00:06:21.76	Jill Hoffman	Thank you.
00:06:21.78	Melissa Blaustein	Yes.
00:06:22.84	Heidi Scoble	Councilmember Cleveland Knowles.
00:06:24.55	Melissa Blaustein	Yeah.
00:06:25.89	Heidi Scoble	Vice Mayor Kellman.
00:06:27.33	Melissa Blaustein	Thank you.
00:06:27.35	Jill Hoffman	Yes.
00:06:28.34	Heidi Scoble	Mayor Hoffman.
00:06:29.52	Jill Hoffman	Yes. to the news. Very good, we are now moving to our item 2B on our discussion today, presentation discussion. City Manager key results desired and abilities. Um, go ahead, Jake, whenever you'd like to start. Hey. So, hot.
00:06:48.04	Jake Carver	Yeah.
00:06:48.25	Jake Carver	I'm sorry.
00:06:48.29	Jill Hoffman	I'm sorry.
00:06:48.37	Jake Carver	Thank you.
00:06:49.05	Jill Hoffman	Thank you.
00:06:49.06	Jake Carver	or... You're going to pull up our debt, right? Okay.
00:06:53.11	Deborah Muchmore	Yes, absolutely. Can everybody see the screen? Thank you.
00:06:57.86	Jake Carver	That's it.
00:06:59.54	Deborah Muchmore	Thank you.
00:06:59.59	Jake Carver	Yes.
00:07:00.98	Deborah Muchmore	Thank you.
00:07:01.00	Jake Carver	Okay, so... Good morning, Jill, thank you. Madam Mayor, thank you. And to the other council members, thank you for allowing me to contribute to Sausalito, I'm thrilled. I am an executive coach as Jill said with an specialty in hiring. I'm not a recruiter. Nor am I an HR expert. In fact, Deborah Muchmore, who the council knows, but perhaps anyone watching doesn't know, is an outstanding HR expert and she is on board today as well. Um, helping me. And, and, and I am compelled to say that, um, as excited as I really am to be doing this. I just learned 48 hours ago that I was invited to participate. And Deborah put this entire deck together for me and without her help, this would, I would not look as good. This would not look as good. So Deborah, we cannot thank you enough. Thank you. I show managers and leaders How to hire the right people for the right job. So I'm here today to show you a method or two steps in a method that I've created called rapid hiring. This is designed to help you hire the right person for the role of city manager. But first, Okay, why should you take any hiring advice from me? Fair question. Um, Rapid hiring came out of my own experience as a senior executive in the radio business. Radio was my first career for 30 years, but for the past 12 years, I've been an executive coach and hiring consultants. the, I created rapid hiring because frankly, 30 years ago, 35 years ago, I was terrible at hiring. I made one bad hire after another. And I could see that. And so I really, truly started on as a young manager A quest. to, figure out how do you do this thing? And at the time there were a few books, they were mostly academic, And over the years, About 10 years ago, I, I created a, a concise compact. Five-step method. that private companies, public companies, government, and use for any new hire to bring into their organization. Um, So if you're Inexperienced in hiring any council members, you haven't done a lot of it. That's great because this is going to give you a really solid foundation, frankly, to learn the right way to hire.
00:09:36.60	Unknown	to the
00:09:36.75	Unknown	Thank you.
00:09:42.10	Jake Carver	If you are more experienced, and I think most of you, you know, everybody here has a full-time job in addition to your job as city council. your role as city council. Even if you are very experienced and even if you're good at hiring better than I was, Um, this is gonna improve your game somewhat of that uncertainty. I moved to Sausalito from Boston seven years ago, and I am a proud member of the Sausalito Women's Club. A couple of things up front. Each council member received a short video from me, literally 11 minutes long. that explains the first step in the hiring method. If you had a chance to watch it before this session, great. If not, then you can compare that video to what we're going to do today because I'm about to do a live version of the video. And as you The council goes forward for this hire and possibly for other hires. that video will serve as a short refresher for you, at the start of every new hiring process. The last bit of housekeeping. Feel free to jump in at any point to interrupt me, ask a question. debate with me, you know, but in the Zoom world, you know, I haven't had a chance to to do this very much, but but I've done this workshop many times. And when I do it in person, I like this to be more of a conversation than just a, presentation. jump in. I'm going to move as fast as possible. So if I Leave you hanging, tell me, debate. I love discussion and debate. So really don't hold back.
00:11:15.89	Unknown	Leave your hands.
00:11:23.13	Jake Carver	I don't expect you to just accept all of this at face value, at least not immediately. Um, So, Let's jump in. You know, there are very few guarantees in life, Usually I tell people I give you a money back guarantee. I'm donating my services. So I don't know how to call it.
00:11:43.14	Jake Carver	something other than a money back guarantee, but I truly will stand behind. is that you will do a better job of hiring the right people for the right jobs. by using the steps in this method. I'm confident that each of you will improve your abilities somewhat, but even better, actually best of all, This method helps groups of leaders, groups in organizations also Um, reach alignment more readily because every, every, in every hiring process, people come to the table, people come to the process with different points of view. And of course you work hard to find a way to gain some alignment. To me, alignment doesn't mean 100% agreement. but it means you're aligned to go forward together. Um, That's the guarantee. Here's the not guarantee. It's not possible. to hire the right person for the right job every time. but your your stats will improve. I think the biggest aha, I hope the biggest aha that you get from this method will be a new and different type of starting point for every hiring process as you hire the city manager. Um, So, you're hiring a city manager, person, obviously. And so... Obviously, you start this process by thinking deeply about the attributes, the traits, the values, the beliefs, the personal qualities that are needed for a successful city manager. I don't know how many discussions you've had prior, most of them start with thinking about the person. But. That's the big difference in this method. Don't start. a new hiring process. by starting with your focus on the person. Don't get me wrong. Those personal qualities matter very deeply. And ultimately all of those traits, characteristics, qualities will be the basis for your decision. But you don't start there. Thank you. I'll tell you that in a minute. Let me just tell you a story, and it's called My Worst Hire. You see here, it says, the best hire I ever made Turned out to be the worst. higher. And I was managing radio stations and our new revenue strategy had to do with developing more businesses with colleges and universities. And I'd been hiring a while. And after a very long search, I hired what I thought was the perfect business developer. smart, talented, with exactly the right experience. He had the right technical knowledge. He was persuasive. And at the time, truly, I thought he was the best hire I had ever made. And it turned out to be the worst. In the first 60 days, there were No sales at all. Okay. That was disappointing. But in the world of sales, you know, big sales, they don't happen fast. I thought he was maybe focusing on the wrong things, but he was the expert, so I really wasn't too worried. In the next 60 days, There was more activity, still no sales. Now I was worried and I really could see that he was focusing on things that were important, but from my point of view, they weren't the most important things that were really going to deliver the results that we needed. And I hadn't said it out loud yet, but it was bad. clearly He was failing. I didn't know why. So I spent five more months on what I call my little hamster wheel of hope with this guy because I just kept hoping he would deliver, but he never did. And by the time I finally let him go, I had wasted almost literally an entire year. which was very expensive and put us a year behind, obviously. But how did I botch this so badly? Finally, I did figure out the crushing mistake that I had made, even though At that point, I had been managing and hiring for years. What I had done wrong was I had jumped right into that hire, looking for someone with the personal qualities that I believed were needed to be successful. And in sales, very often that's persuasion and charm. and a strong drive to win and something I always look for when I'm hiring, personal courage. but instead, I should have started, not with my focus on the person I wanted to hire. but by identifying the results that would define success in the job. And that's why Rapid Hiring was created. There are five steps in rapid hiring, and today I'm gonna show you steps one and two. Step one is called results. Step two is abilities. And while each of the five steps is really essential, that's why it's a five-step method, One and two, frankly, are the most important. So here's an overview of step one column results. The first step is a new starting line that I promised you a few minutes ago. where you start every new hire. focused on the job. not the person. So focusing on the job, not the person, means focusing on the results that the job must deliver. All right. What do I mean by results? results are the reasons a job exists. results. are the reasons someone gets a paycheck. Results are required always, regardless of who's in the job. That's why we start with the job, not the person. Let me stress, everything else, every other step is about the person. but you start with the results. that identify success in the job. And you see on that slide, the next slide, Um, that, identifying, Deb, the results that define success in the job three times. I've said for many years, I'm thinking about getting a tattoo that says identify the results that define success in the job. If all of you Take away only one thought, one idea, one sentence from this conversation today. I want it to be that one. You start every hire. by identifying the results that define success in the job. So how many results? You know, can you have 20? 11? No. you can have five, okay? THEIR HANDS OF THEIR HANDS OF Why five? I get push back on this almost every time and it's fair, but And this is based on research, by the way. and common sense and real life. Five results really is the right number. And even if there's no research, I can tell you from years of experience that five is really the successful limit for anyone. You know, when those five results are specific and important. In other words, are the right five results. Five is a lot, that's a very high level of deliverability. Um, No. I also know reality, the city manager It will be required to deliver more than five results. Every job. want exists to deliver more than five results. But here's the caveat. you still base the higher on the top five results that define success in the job. So for a minute, Think about the job. you have now, city council, or if you're not working, think about the last job you had. Can you identify the top five results that define success in your job. Would you be a little more successful? if you could really focus on the top five results. more than some of those other results. Think about your team for a second, or if you don't have a team of direct reports, think about your peers, your colleagues. Would they be more successful? if they could focus on the top five results that define success in their job. What if you ask them that question? I feel pretty strongly that everybody would say yes. focus creates success. Now imagine If everyone in the org where you work. new their top five results and could really put their energy, their drive, on delivering those top five results, not exclusively, but ahead of the others. Okay. So we're gonna do this exercise pretty soon to help you create the top five results for the city manager, but there's two guiding principles for identifying results. So first, let's start with what results are not. Thank you. Results are not personality traits, someone's style, they it's not what they like it's not what they're good at Results are not the concepts they believe in. Results are not their values, their knowledge, their experience, their training. It's not what they, Do. or how they behave. None of those are results. Every one of those matters, and every one of those you're going to look at throughout the hiring process. That's not. Those aren't results. So in other words, a result is not a personal trait. And you don't start there. So then what is a result? How do you know what a result is? It's easy. A result must pass the smart test. I'm sure most of you have seen this. I didn't invent it, but I love it. The smart test means a result has to be. This is the test. measurable, achievable. relevant, in other words, the right one, and Time out. Specific, measurable, achievable, relevant, time bound. a result is a what. It can be measured. It has to be specific. We like people to stretch, but it's got to be achievable. This is the ball game, everybody. This is... how you end up with the results that really define success for the city manager. Let's just use a couple of examples to illustrate. Janelle, I'm going to put you on the spot. because we talked last week We discussed this. You have a little bit of familiarity with the method at this point. So, you identified Something. Can you share that with the group?
00:23:51.91	Janelle Kellman	Thank you.
00:23:51.94	Jake Carver	Thank you. Thank you. Thank you.
00:23:53.43	Janelle Kellman	I'm going to give you an example of what prior to this course I might've thought was a result. So, so I might say, um,
00:23:53.44	Jake Carver	Thank you.
00:23:53.46	Unknown	Thank you.
00:23:53.48	Jake Carver	I'm sorry.
00:23:53.51	Unknown	It's okay.
00:23:53.83	Jake Carver	Thank you.
00:24:01.09	Janelle Kellman	that we are looking for a candidate who, um, prioritize DEI strategies, diversity, equity, and inclusion. Okay.
00:24:12.78	Jake Carver	So, Someone who prioritizes diversity, equity, and inclusion. So. When we think of it that way, Here's a little trick. A result never starts with a verb. And thank you, Janelle. You just started with a verb. because that means it's a process. That might even be, I would say, the way Janelle described it, that's a personality trait. a person who prioritizes this. So here's an example of how we make really what you're thinking of as a personality trait into a result. So, you know, If that ends up as, you know, very important for the city manager If that happens, if the person you hire does prioritize DEI, What's the outcome or the result there? Why does that matter?
00:25:08.52	Jill Hoffman	You're asking me? Sure. Yeah, okay. Well, I think it may be metric driven, but it may be also that we decided to use certain types of methods for recruitment in our staff, right? If we're talking about staff, diversity, equity, and inclusion. We might also look at what types of training we're doing for our current staff that address you know, these issues as well as, you know, matters related to bias or unconscious bias in the way that people deal with each other, with the staff and also with customers.
00:25:38.29	Unknown	Yeah.
00:25:46.40	Jill Hoffman	or not customers, but applicants or residents. Um, and, You know, and then, Also in our residents in general, you know, how do we increase diversity within our residents and how do we do that? So methods to do that, right? So we might set a goal of, you know, in your first 90 days as city manager, take a look at what we're doing now, take a look at how we can do something better and propose an action plan for us. to approve at the city council level if necessary.
00:26:17.83	Jake Carver	So I'm going to put Jill on the spot and say, That's a great explanation. And all of those are still processes. There were a lot of verbs in there. So if we want to turn that into a what, if we want to turn that into a result, and we're going to do more of this. that meets the SMART test you know, someone who prioritizes DEI, It might be that that So, what you get when somebody really prioritizes DEI, you will
00:26:51.22	Unknown	Thank you.
00:26:51.34	Janelle Kellman	Thank you.
00:26:51.49	Unknown	Thank you.
00:26:52.44	Jake Carver	Meet. there will be a set of standards or metrics that will be met. for new hires. That's the what. So really what happens a lot in this process is that It's... When you start by thinking about the person and what you want them to do or how you want them to think, It is in service. to an outcome that you want, And I'm flipping it over for you. I'm saying you start with the outcome that you want, which is hires that meet our DEI metrics or stand specific standards. And then You would go, with some bullet points under that and say, great. So how will the person do that? Well, here's how we want them to think, you know, tell us about your, your views of DEI. But it starts with a measurable outcome, right? So that's just an example of how. When you're thinking in terms of doing results, sometimes we can't help it, we're so used to thinking that traits or a style or a set of beliefs or a way of thinking as a result. But that isn't the result. So we start with the result and then we tag on all of the traits afterwards. So...
00:28:17.76	Ian Sobieski	I got to cheat because Jake used this exact same example when Janelle and I met with her last week. So the correct answer is to say something like, Uh, increase the percentage of uh, minority or BIPOC employees from the current 5% to 15% within two years. something that's measurable.
00:28:43.07	Jake Carver	Right, so that's That is exactly right. That's a smart result. Why? It's measurable. It is achievable, relevant. Thank you. you know, if we're going to spell the word differently, we would say very important, but we turned it's relevant. And it's time bound within a period of time. Then it's, you know, ta-da, it is a measurable result. And now take this back into the real world. When you're hiring, think about the clarity of knowing that there's a set of metrics that you want the city manager To me, And again, it's really close to the way you were thinking. So, you know, this isn't revolutionary, but what's, what What makes it really work in terms of fitting the right person into the city manager job is the clarity of the results you're looking for. Because let me jump ahead, right? The top five results that define success in the job. By the time you're ready to make an offer, to one of your finalists, You want that person to be able to answer the question. What do you think are the top five results that will define success in your job? Imagine if your candidate says, well, here's what I understand. I will be expected to deliver. One, two, three, four, five. So, Bye. You don't ask them to guess at what the results are. In the interview process, you share the results And then they give you many specific examples of how they will be able to deliver that result. So that's how this all comes together. Okay. Um,
00:30:30.23	Janelle Kellman	Um, Thank you. I want to make sure I fully understand this. Can I give another example of where I think I was doing it wrong, but maybe I could do it right. So when we first talked about this, I thought, okay, well, climate change and sustainability is really important to our community. It's really important to me personally. And I thought, okay, we want to hire somebody who has, experience and understanding and prioritizing climate change strategies. And I think what you're telling me is, big old X that's very nice, but that's more of a value system and you would want something more specific. Like,
00:31:08.31	Unknown	Like,
00:31:08.73	Unknown	Thank you.
00:31:09.33	Janelle Kellman	OK, yeah.
00:31:09.85	Jake Carver	Thank you.
00:31:09.88	Janelle Kellman	Thank you. Thank you.
00:31:10.10	Jake Carver	So if, if, If you hire a city manager with all those trades, what outcome or result Do you want them to deliver? So Janelle, tell me that. What's the outcome? When you think about the person, great. So if they are wired up like this, if they do think like this, Here's what'll happen.
00:31:29.24	Janelle Kellman	THE END OF THE END OF THE Right, so for me, an example would be develops a sea level rise adaptation plan over the next 18 months. Thank you.
00:31:40.04	Jake Carver	All right. you know, an example of a result. So, you know, if the first one is, DEI that meets these numbers. Second one,
00:31:49.03	Unknown	Yeah.
00:31:51.66	Jake Carver	I'm not saying it will obviously, but becomes, say it again, please. develop a sea level rise adaptation plan. not develop because that's a verb. The result is a sea level plan
00:32:00.62	Unknown	Okay.
00:32:04.78	Jake Carver	that does X, Y, and Z. There it is. It's specific, measurable, achievable, relevant, and time-bound. That's how you know it's a result. It doesn't start with a verb. because a verb means it's a process, not a thing. See? Yes. that that person will lead the development of the plan. So you're thinking, well, why can't I have a verb? Because the outcome that you measure is the thing that happens after, you know, so if they develop the plan, The deliverable, the result, the outcome is the plan. that candidate to say, well, I think I'm going to be responsible for leading and delivering a plan for sea level rise. Bam.
00:32:45.26	Unknown	Leading.
00:32:49.90	Jake Carver	See the... Thank you. And the great thing about the right results is, They're short. They're so clear. They're so Um, easily communicated that it gets everybody's focus on, oh, this is what we're expected to deliver. You know, that's just another beautiful element of this. Okay. So. We're going to move
00:33:16.46	Janelle Kellman	Thank you.
00:33:16.82	Jake Carver	We're going to get, we're going to start
00:33:17.96	Janelle Kellman	some work here. Hey, Jake, hold on. Can we just see any other council members have any other questions or? phrasing or anything that comes to mind on this?
00:33:28.04	Jake Carver	agreement or question or just something that's not landing. Well with you.
00:33:35.12	Susan Cleveland Knowles	I'll try to think this is it's helpful and I appreciate the context. I think we do want to, well, we'll talk about it when we move into the.
00:33:35.56	Jake Carver	I'm going to.
00:33:45.45	Susan Cleveland Knowles	the rest of the workshop, but we did kind of a lot of this thinking, you know, we have our six year strategic plan and our two year budget process, which kind of, I think really does focus and guide the city manager, like in our corporate or municipal structure, that strategic plan and the two-year capital budget are the direction from the council to the staff on the measurable results and priorities that we expect. So hopefully as we develop this, we can keep sort of tied tied to that process as well. But I really like the active,
00:34:27.98	Unknown	Thank you.
00:34:33.55	Susan Cleveland Knowles	framing of the smart test. I think it's really helpful and it was a good test for each of our objectives.
00:34:43.32	Jake Carver	I'm glad you brought that up because Most of the time, especially when there's a group of smart people who are really doing deep thinking about this, which obviously, the council is. You're. You're so close to being exactly in this result framework. You know, sometimes I have groups of leaders that really struggle with this because they've been all over the place. But I know absolutely the council is not. So this may be a five or 10%. tweak that you're doing by just tightening up what you're saying. what you are all defining as results, and making sure it passes the smart test. So the good news is, You don't have to roll up your sleeves and do a ton of work on this. You've done that work. In a way, this starting point is the last step from the work that you've done. So thanks for clarifying that.
00:35:45.49	Ian Sobieski	I have a question for you, Jake. You say don't use a verb, but things like, let's say, resident satisfaction, right? Of course, they have high residence satisfaction would be a goal, a result, right? Um, But what we really want is I mean, that'll be it.
00:36:06.68	Unknown	Thank you.
00:36:07.98	Ian Sobieski	the hook for a goal, but you know, from whatever level we're having now, let's say medium,
00:36:12.57	Unknown	Thank you.
00:36:12.59	Ian Sobieski	Thank you. we would like to increase it, right? But increasing is a verb, so how can you, Great.
00:36:19.00	Jake Carver	Great. What do you want to include?
00:36:19.94	Ian Sobieski	I don't want to.
00:36:21.31	Jake Carver	What do you want to increase it to? You can make up a number, but what do you want to increase it to?
00:36:25.16	Ian Sobieski	still a verb, so I didn't know if we can use a verb to say increase
00:36:27.54	Jake Carver	Thank you.
00:36:28.97	Ian Sobieski	Okay. Well, I mean, you know, I'd like to establish a metric of resident satisfaction And whatever today's metric is, I'd like to double it in a year.
00:36:39.18	Jake Carver	Okay, all you have to do is take the verb off the front of that because the deliverable is A metric. of, 10% improvement. in resident satisfaction. That's the deliverable. That's, you know, imagine for a second and we'll get to this, but here's so the first test is a smart test. The second way you test your top five results, right? Because again, the only hard part that I think the council is going to run into is And every group has this. You have a lot of results you want to deliver. The hardest part of this is identifying the top five, right? You know, so a lot of things are gonna be very important to you, but what's the most important? So if it turned out that you, We're gonna do some voting, but if it turned out that This metric for resident satisfaction is one of the top five results, now, your applicants will understand, or the final city manager choice, I am expected to deliver An increase of X or a percentage number of X in resident satisfaction. That's the what. Sometimes you just take the verb off and it automatically becomes a what?
00:37:53.21	Unknown	I'm such a good one.
00:37:58.26	Jake Carver	Thank you.
00:37:58.27	Melissa Blaustein	What about if I was looking through, for instance, the Economic Development Advisory Committee did some really excellent work in preparing for us what they think there should be in a city manager. And I was looking back through the letter and they have these five points Uh, lead, manage, and operate a $20 million balanced budget with a staff of 70 plus individuals. So that would just become a $20 million balanced budget with a staff of 70 plus individuals or is that not specific enough because it's not time constrained
00:38:28.84	Jake Carver	Um, I love that because it's very specific. And the group might look at that and say, Do we want to? add any more specificity.
00:38:41.66	Unknown	is.
00:38:42.81	Jake Carver	Is there, for example, do you hold a city manager accountable for Um, being on budget monthly. Do you look at it quarterly? Is it only looked at annually? I mean, the beauty of this is For this to serve the city, for this to serve hiring the right city manager, you got to get the results right. So that's a great question because that's a good one. You all have to decide, hey, is that exactly what we want that result or that deliverable to be. It's fine if that's what it is. If you look at that and say, yep, that's it. And if the time is a year, great. If it's quarterly, okay. If it's monthly, you know, I've had. you know, CFOs, who I said, you know, the deliverable is, hit every month's operating budget. at, budget, or under. because monthly is what mattered. figure out is that the metric that we think is one of the top five. You know, here's the really good news here. In the beginning, Anytime you do something for the first time, It's a little clunky, it's a little unclear, All of you, for sure, will get very good at this very fast because you've done all the work. So it's like a little bit of new muscle memory at the gym. Like, oh yeah, right, no verbs, no verbs, no verbs.
00:40:15.86	Unknown	No worries.
00:40:18.05	Jake Carver	And the way to do the no verbs is, okay, start with the verb and say, so if the person establishes X or develops X or thinks like X, then what do we get?
00:40:29.69	Unknown	Yeah. Boom.
00:40:31.03	Jake Carver	That's your result. That's what goes on the front. then the result is, eight. resident satisfaction score of X. The result is DEI hiring. in 2021 at X or something that happens in the first six months. You know, by the way, not everything has to be an annual result. If a very important deliverable is something the city manager has to do in their first six months, Great. And then when they accomplish that, by the way, these are not set in stone. This is very important. Your results not only may change over time, they will change over time. Once somebody accomplishes a result, you get to put a new one in place. at that's how it's supposed to work because you're always creating this focus on the top five results that define success in the job. And I can't see your faces right now, but probably everyone's thinking, Jake, move this along. Let's get to work. So anybody else, those were. Really great questions and clarifications. Anything else? No, okay. So the worksheet, please, Deborah. Everybody, all right, so you have a worksheet. Everybody got a packet. printed. So you should have a worksheet that looks like this. um, So the... The worksheet, just so you know, THE CITY. designed to enable managers to work independently. So we're not going to use every section of the worksheet, the way it's designed, but I just want to explain that's why, because we're a group doing it, not an individual. So here's what, let me explain what's gonna happen. Each one of you next, we're going to take about five minutes. for you to make. A list. of, five important results that you expect the city manager to deliver. And this is where you get to be selfish. This is where it's not what you've heard others say, At this moment, don't worry about alignment or collaboration. This is your own thinking. and, Let me say here, This part is, again, this whole thing is a little bit fluid because right now, even today's meeting, We're focusing on what's really going to be your first contact with a group of applicants. So this isn't for time immemorial here. In other words, if we don't get this perfectly right today, You will have time as a group to refine these and focus these, especially with the help of of both recruitment consultants, Paul and Deborah. Deborah is great at this. I know Paul has put together some interview questions that really impressed me, so they're great at this. I don't want you to set such a high bar for yourself that you're thinking, oh, how can I possibly do this? So, You're going to take about five or six minutes and make a list of five results for the city manager that you think are very important, right? So. You're gonna work alone and then, We're going, each one of you, Deborah's gonna start typing very fast to capture all five of each of yours. So yeah, we're going to have a list of 25 results. And then We're going to, You're going to vote, which is going to give us that first round of whatever turn out to be the five top Vote getters, and again, Maybe we'll end up with seven because sometimes, you know, you might have two or three things. Oh, this got three votes and this got three votes. That's okay. But we're going to narrow way down from... 25. All right? Any questions about what you're
00:44:33.98	Janelle Kellman	to do right now. Sorry, Jake, just to confirm, so this worksheet has a spot for 10, but you only want us to give you five. Yes. And then we'll have 25.
00:44:44.03	Jake Carver	Thank you.
00:44:44.15	Janelle Kellman	Thank you.
00:44:44.17	Jake Carver	Thank you. as you said, then we will have 25. So remember, a result is a what. It has to meet the SMART test. And one other thing. A result cannot have the word And.
00:45:00.11	Unknown	Thank you.
00:45:00.91	Jake Carver	in it because if it says, and then it's really two results and that's two things. So you don't get an and.
00:45:06.26	Unknown	you know,
00:45:08.76	Jake Carver	Right? And so can't start with a verb. It has to meet the SMART test and it doesn't say and.
00:45:15.13	Susan Cleveland Knowles	So, Jay, can I just ask a question about that? So, you know, we have many sort of clients or customers. Yep. It's our residents, business owners.
00:45:25.58	Unknown	Thank you. Definitely.
00:45:28.84	Susan Cleveland Knowles	you know, and visitors, et cetera. So, I mean, are you talking about and, can't be in terms of, I mean, we have to kind of link all these customer groups or we'd have
00:45:45.32	Jake Carver	All right, good question. Think about this in terms of an actual city manager understanding, hey, these are the top five results. it's say all constituents, which then- Okay, so we can just say stakeholder groups and then- Yeah, yeah. When I'm, and I'm glad you asked this,
00:46:08.59	Susan Cleveland Knowles	When I'm...
00:46:09.27	Unknown	Thank you. Yeah.
00:46:09.64	Susan Cleveland Knowles	I'm glad you asked that.
00:46:11.19	Jake Carver	And sometimes people, you know, the result will be a program for the town that does this and this. Uh-uh, uh-uh. So. All right. Um, I'm gonna sit quietly, which is rare. And feel free to ask any questions while you're working. And I'm going to turn on a five-minute timer to see where you guys get. And don't worry about redundancy. We'll take care of that in the next step.
00:50:27.61	Janelle Kellman	How are we doing on time, Jacob?
00:50:31.52	Janelle Kellman	I'm not.
00:50:36.97	Janelle Kellman	Oh, yeah.
00:50:37.34	Unknown	THE END OF THE END OF THE
00:50:37.38	Janelle Kellman	I'm not.
00:50:37.46	Unknown	Jake.
00:50:38.14	Jill Hoffman	Thank you.
00:50:38.17	Unknown	Shake. Thank you.
00:50:40.45	Unknown	No, we've got... I don't know. We are at A minute left.
00:50:55.97	Janelle Kellman	It's so weird that I'm really excited.
00:50:58.03	Unknown	Yeah.
00:51:00.65	Unknown	Thank you.
00:51:00.67	Janelle Kellman	Thank you.
00:51:00.80	Unknown	Bye. Yeah.
00:51:51.05	Jake Carver	Okay, that's my timer. Now, Does anybody need more time? If you do, that's perfectly fine. Everybody good?
00:51:59.34	Jill Hoffman	I'm good.
00:52:00.15	Jake Carver	All right, great. Now, here's what's going to happen next here. Hold on a sec. My document went away. Um, this will for sure be the hardest point of the session. not, because of what you think. It's going to be the hardest point because As each of you shares your five results, and Deborah's gonna type really fast and capture them all. The hard part is we're not going to discuss them. You're not making a case for your lists. You're not defending your lists. Really, our exercise here is to make a list. And here's what's going to happen. As we're typing and you hear each other's, you see each other's top fives going up there. You're going to see some that you don't like at all. You don't agree with them. You think they're wrong. You don't want them on the list. Of course. But instead of saying, I don't agree, here's why, I like this one better. That all gets sorted out because we're gonna vote. And the voting really takes care that you'll see. So as your sharing your top five My hardest job here today is keeping I'm looking for an analogy. I was going to say keeping the horses in the pen. I'm not sure that's a great analogy, but that's what we got. Thank you. Um, and just share your list. Okay? No discussing. We're just listening. Deborah, are you ready? I am.
00:53:35.68	Jill Hoffman	Thank you.
00:53:35.75	Jake Carver	Thank you. Thank you.
00:53:35.97	Jill Hoffman	Okay.
00:53:36.73	Jake Carver	Thank you.
00:53:36.74	Jill Hoffman	I have a clarifying question before we start. Because we're going to move into closed session on a lot of these things and do the confidentiality of that process.
00:53:39.12	Janelle Kellman	me.
00:53:46.30	Jill Hoffman	Are these largely supposed to be hypothetical sort of goals or are these I mean, is that the caveat? Like these are just sort of starting off with or at least do we have an issue with that Deborah is what I'm asking I guess.
00:54:02.11	Deborah Muchmore	Yes. I'm sorry.
00:54:03.71	Jill Hoffman	Thank you.
00:54:05.01	Deborah Muchmore	So good question. The results are something we can discuss in open session. What are the 25 results that were, you know, everybody's five results? We've had results. Um, presented through some boards and commissions. results in encompassed in other statements presented by the public. So we're just putting out what those results are. It's the actual questions themselves, which will obviously be derived to get at some of these results, maybe not all of them, but and maybe more than this many that we don't want to release into the open session at this time to keep the process Thank you.
00:54:48.41	Jill Hoffman	confidential. Okay. So let me ask you this. So I have some pretty specific things that I'm. going to talk about. Is that OK? Yes. Thank you.
00:54:58.22	Jake Carver	Let me add one thing. The closed session is because for obvious reasons, the interview questions remain confidential. The top five results. will be shared, should be shared with all of the applicants. Those are not. confidential and secret. I guess, unless you were to deem, I'm not saying I'm right, unless you were to deem say, no, really this is confidential. in which case that
00:55:32.03	Unknown	you
00:55:32.29	Jake Carver	Thank you. may or may not remain on the top five results that define success in the job. Does that make sense, Deborah?
00:55:42.97	Deborah Muchmore	you
00:55:43.22	Unknown	No.
00:55:43.86	Deborah Muchmore	I think I can help there. We have an obligation to tell applicants what the job entails, what we'll be expecting them to do in the job. So obtaining results is driven by the duties and responsibilities that we're going to expect of them and therefore it's fine to talk about that in public. In fact, it's were required to do that to tell applicants what job we're expecting of them.
00:56:16.31	Jake Carver	Okay. Any other questions before we start making our list?
00:56:22.27	Deborah Muchmore	Thank you.
00:56:22.29	Jake Carver	No. Okay, great. Doesn't matter what order we go in. I'll start.
00:56:28.94	Deborah Muchmore	I'm sorry, can I clarify? We're not developing a question though. What we're doing is we're making a statement of a result that we're looking for, correct? Absolutely. Thank you.
00:56:39.26	Jill Hoffman	Okay, I'll start. I'll start, you guys can, Learn from my mistakes.
00:56:44.09	Unknown	Ha ha ha.
00:56:44.93	Jill Hoffman	Um, Don't touch men. Okay, so this is a safe place by the way, is all ideas are good ideas.
00:56:54.06	Jake Carver	So,
00:56:54.64	Jill Hoffman	don't
00:56:55.23	Jake Carver	Hold on a sec. We know that's not true. That all ideas are good ideas. That's one of the biggest lies we've been fed. However,
00:56:55.28	Unknown	I'm not sure.
00:56:58.20	Jill Hoffman	I'm not.
00:57:02.65	Jake Carver	Deborah just said it. Right now, we're just making the list. We're not judging the list. We're not going for agreement right now. We're not doing anything other than making the list. Okay.
00:57:13.97	Jill Hoffman	Here's my first one and you tell me how it goes. develop a two-year strategic financial plan to increase revenues by 10% and decrease spending by 10% doable by January 2022. Okay. See how there's a verb there?
00:57:33.79	Jake Carver	And see how the word and is in there? Madam Mayor. Yeah. Okay. Oh, I know why. So, Deborah, just take off Thank you.
00:57:43.17	Unknown	and
00:57:43.61	Jake Carver	strategic, developed, so a strategic two-year plan
00:57:47.95	Unknown	Thank you.
00:57:47.96	Jake Carver	Okay.
00:57:47.99	Unknown	Okay. Thank you.
00:57:48.49	Jake Carver	Thank you.
00:57:51.67	Jake Carver	And I'm going to leave your hand in there for now so we can keep going.
00:57:54.10	Deborah Muchmore	You plan to increase revenues by how much percent? 10%. and decrease expenditures by 10%. Okay, what happened here? I didn't get a 10%. There we go. By 10%, okay.
00:58:11.50	Susan Cleveland Knowles	Would it be more helpful if we just wrote all these down and emailed them to Deborah and she can cut and paste and put them up?
00:58:19.01	Jake Carver	What do you think, Deb? Deborah?
00:58:20.99	Deborah Muchmore	Um, Maybe, but let's see how it goes just for a few minutes. I think it'll be fine. I just had to get my fingers going there. Decrease expenditure and what was your time element? doable by
00:58:32.97	Jill Hoffman	January. 30th, 2022. Okay. I'm assuming that we're gonna hire this person May. Maybe. Okay, my next one was DEI programs with current management and staff. Um, including non-discrimination policies, rules and regulations, an employee resource group, and practices and systems in place to ensure employees who are historically underrepresented are in positions to influence within the organization.
00:59:08.03	Jake Carver	Thank you.
00:59:08.14	Jill Hoffman	Thank you.
00:59:09.76	Jake Carver	We're going to make these smart in the next step, so I'm not going to stop as we make the list.
00:59:14.46	Deborah Muchmore	Okay, last section, a resource group and practices in place for
00:59:14.53	Jake Carver	Okay.
00:59:20.35	Deborah Muchmore	Thank you.
00:59:20.37	Jill Hoffman	Uh... to ensure employees who are historically underrepresented are in position to influence within the organization.
00:59:39.91	Jill Hoffman	Right. Action plan to recognize. and identify Oh, sorry, Ann, but identify sea level rise slash subsidence. and specific plan for how to resolve. And that's doable by February, 2022.
01:00:17.34	Jill Hoffman	Excellent. plan for utilization of state and federal funding for affordable housing. and budgets. and budget implementation plan for utilization of 100% affordable units. I think that's five.
01:00:44.02	Unknown	So budget implementation number five. Um,
01:00:48.56	Deborah Muchmore	Thank you.
01:00:48.95	Unknown	Thank you.
01:00:48.98	Deborah Muchmore	Yeah, did I split that? Do I need to split this one?
01:00:52.05	Jill Hoffman	Maybe. Yeah, split it. Thank you.
01:00:55.04	Deborah Muchmore	Thank you.
01:00:55.09	Jill Hoffman	Okay. Great.
01:01:05.18	Deborah Muchmore	Okay, who's next?
01:01:06.61	Ian Sobieski	I'll go. Um, You ready, Deborah?
01:01:12.42	Deborah Muchmore	I am.
01:01:13.80	Ian Sobieski	So double resident satisfaction within 12 months as measured biometrically.
01:01:28.59	Ian Sobieski	The second one is double the quality comma, which includes responsiveness, comma,
01:01:38.74	Ian Sobieski	That's my way of getting around the word I need services.
01:01:42.95	Deborah Muchmore	I'm done. Responsiveness, I'm sorry.
01:01:45.61	Ian Sobieski	Um, as of city services.
01:01:49.11	Deborah Muchmore	Okay.
01:01:49.53	Unknown	Thank you.
01:01:50.00	Ian Sobieski	as measured biometric within 12 months.
01:01:58.01	Unknown	Bye.
01:01:58.49	Ian Sobieski	Thank you.
01:01:58.51	Unknown	Thank you.
01:01:58.64	Ian Sobieski	as measured by metrics, I'm sorry, as measured by metrics within the conference.
01:02:03.87	Unknown	Metros.
01:02:09.34	Unknown	Ah, good, Deborah. By Metrix.
01:02:12.51	Unknown	Thank you.
01:02:13.14	Unknown	There we go. Go ahead.
01:02:14.91	Unknown	The next one is double employee morale as measured by a metric within 12 months.
01:02:30.89	Unknown	the next
01:02:33.89	Unknown	Mm-hmm.
01:02:34.31	Ian Sobieski	One is A result, a dynamic, risk-taking, innovative, customer focused.
01:02:49.64	Unknown	city staff as measured by metrics. Within 12 months.
01:02:54.70	Ian Sobieski	Thank you.
01:02:55.78	Jake Carver	I should have limited the number of commas you can have.
01:02:59.15	Unknown	Bye.
01:03:00.62	Jake Carver	Or slashes, right? Very clever by Ian. I'm going to utilize some of these strategies. Just remember, this is the first round. I'm sitting quietly. Go ahead.
01:03:00.71	Janelle Kellman	Thank you.
01:03:00.81	Unknown	Thank you.
01:03:00.82	Janelle Kellman	Slashes.
01:03:01.55	Unknown	All right.
01:03:08.42	Ian Sobieski	And the last one is
01:03:09.72	Jake Carver	Thank you.
01:03:09.97	Deborah Muchmore	I'm so excited.
01:03:10.05	Jake Carver	I'm sorry.
01:03:10.14	Deborah Muchmore	Thank you.
01:03:10.31	Jake Carver	Thank you.
01:03:10.49	Deborah Muchmore	Thank you.
01:03:10.68	Jake Carver	Oh, of course, of course.
01:03:13.65	Ian Sobieski	And the last one is reports to city council at meetings
01:03:21.39	Ian Sobieski	that always present
01:03:26.22	Ian Sobieski	A WIDE RANGE of policy options sourced from residents Experts. stakeholders. and city council members that are thoroughly analyzed for, City Council to choose among.
01:03:58.39	Deborah Muchmore	Thank you.
01:03:58.40	Unknown	Wow.
01:04:04.00	Unknown	Who's next?
01:04:04.53	Unknown	Thank you.
01:04:10.25	Unknown	I'll go.
01:04:13.28	Deborah Muchmore	Melissa? Yeah.
01:04:19.63	Melissa Blaustein	Oh, we thought I was ready. Okay. An inclusive housing element delivered on time with clear pathways to more affordable senior and workforce housing in our community. Um,
01:04:45.52	Melissa Blaustein	Then every aspect of leased emissions action plan, which you can just, or low emissions, which you can just abbreviate LEAP, L-E-A-P, every aspect of lease emissions action plan put into implementation within first two years.
01:05:06.70	Melissa Blaustein	comprehensive DEI step strategy and implementation in place with metrics within two years. Uh-huh.
01:05:15.91	Deborah Muchmore	Thank you.
01:05:16.82	Melissa Blaustein	And then they have to
01:05:16.85	Deborah Muchmore	Thank you. Thank you.
01:05:18.10	Melissa Blaustein	What?
01:05:18.44	Deborah Muchmore	Thank you.
01:05:18.47	Janelle Kellman	Thank you.
01:05:19.25	Deborah Muchmore	Please hold just a moment.
01:05:20.67	Janelle Kellman	Go ahead. I think Melissa's done this before. Yeah.
01:05:27.49	Melissa Blaustein	you Bye.
01:05:27.89	Janelle Kellman	Thank you.
01:05:28.03	Melissa Blaustein	I've never done this before.
01:05:28.60	Janelle Kellman	that.
01:05:28.65	Unknown	before.
01:05:28.97	Janelle Kellman	Thank you.
01:05:29.04	Melissa Blaustein	or.
01:05:29.21	Janelle Kellman	Thank you.
01:05:29.22	Melissa Blaustein	Thank you.
01:05:29.61	Janelle Kellman	Thank you.
01:05:29.64	Melissa Blaustein	I've hired a lot of people though. Um, Uh, A $20 million balanced budget. with a staff of 70 plus individuals reported upon quarterly. to the city council. And then,
01:05:49.37	Melissa Blaustein	And these are, I'm stealing these from EDAC because they were really good. I'm just changing them into smart standards. Uh,
01:05:54.35	Unknown	Uh,
01:05:55.06	Deborah Muchmore	Thank you.
01:05:55.24	Unknown	Yeah.
01:05:55.26	Melissa Blaustein	Thank you. Great respect for people
01:05:57.03	Deborah Muchmore	know how to steal.
01:05:57.89	Melissa Blaustein	Thank you.
01:05:59.80	Deborah Muchmore	Can you please say that one more time?
01:06:01.37	Melissa Blaustein	Yeah, $20 million balanced budget with a staff of 70 plus individuals reported upon quarterly to the city council.
01:06:17.06	Melissa Blaustein	And then a high performing diverse team of results driven leaders. with a shared mission. of delivering Excellent service. to 7,000. Well, there's going to be an aunt here, just excellent service. So there's no aunt. Thank you.
01:06:42.29	Jake Carver	Thank you. because you know I'm gonna take it away later. I know you are.
01:06:45.95	Melissa Blaustein	I know you are.
01:06:47.20	Jake Carver	I know you are.
01:06:47.37	Melissa Blaustein	I know you are. and prepared.
01:06:49.51	Jake Carver	Oh. Very good. Okay. Thank you. Who's next?
01:06:57.56	Susan Cleveland Knowles	I can go. So a lot of these are really similar to others. Day-to-day service is provided to stakeholders. at a level of service, you can just use LOS.
01:07:14.78	Unknown	I got it in any way.
01:07:16.34	Susan Cleveland Knowles	developed by the council. Thank you. in a strategic planning process.
01:07:31.01	Susan Cleveland Knowles	Six year, the next one, six year resilient capital improvement plan, prioritizing long-term sustainability.
01:07:53.52	Susan Cleveland Knowles	Next one is two year balanced budget to deliver 16 and 17 on the list.
01:08:04.93	Susan Cleveland Knowles	I mean my one and two.
01:08:10.78	Susan Cleveland Knowles	And then I think Melissa had a better articulation of this one, but I'll just put mine up there. Stable, diverse workforce that delivers excellent service to stakeholders.
01:08:30.51	Susan Cleveland Knowles	And lastly, Sausalito is regionally recognized as a model municipality.
01:08:47.47	Janelle Kellman	Okay, thanks, Janelle.
01:08:49.73	Unknown	Thank you.
01:08:49.75	Janelle Kellman	Okay, ready, these are great. Back, clean up here. and transparent. quarterly metrics. around budget and expenses.
01:09:11.31	Janelle Kellman	growth in maritime and industrial sector by 10% annually.
01:09:23.48	Janelle Kellman	a comprehensive city-led Disaster Preparedness Program. by fall 2021.
01:09:38.97	Janelle Kellman	a monthly plan for increased operational efficiency by department.
01:09:51.71	Janelle Kellman	and a sea level rise adaptation plan that includes a community-wide infrastructure study.
01:10:13.99	Jake Carver	Hey. Woo! All right, good job, really good job. So Deborah, are you gonna copy this and we can put it on the next page and we're gonna make these smart, right? Yeah, we're gonna have to put it on a couple of pages. It'll take me just a minute. Yeah, that's cool, that's great.
01:10:26.69	Unknown	Thank you.
01:10:27.57	Jake Carver	Let's go.
01:10:27.62	Unknown	Yeah.
01:10:28.21	Jake Carver	Um, I'm, We're gonna do this together, but I'm gonna be the bossy one here. I'm gonna be the... because
01:10:35.79	Unknown	THE END OF THE END OF THE
01:10:36.52	Jake Carver	It, I want to get to do most of these and actually we can do them really fast now.
01:10:42.03	Unknown	Thank you.
01:10:42.42	Jake Carver	Let me say upfront a couple of things. You know, I didn't give you guys like a completely detailed set of instructions. So you get this perfectly right. And I know everybody wants to get it perfectly right. I know. So. you'll see what I mean in a second. The way your results ultimately end up So imagine you've got your smart result and then What you get to add under the SMART result are sort of qualifying details. So that's where we would sort of move out. a study must be done prior, something like that. And then all the other things that you would want the person to do to deliver that. So I'll show you what I mean. Almost there. You're not fast enough, Debra, sorry. And I just want to say that five minutes where you all were doing that work, I'm wondering if that's the longest period of time there has been no talking at a city council meeting. Ever?
01:11:45.60	Jill Hoffman	Thank you.
01:11:46.13	Jake Carver	Like,
01:11:46.18	Jill Hoffman	Bye.
01:11:46.30	Unknown	Exactly.
01:11:46.60	Jill Hoffman	Thank you.
01:11:46.67	Unknown	I'm sorry. I can't wait.
01:11:46.78	Jake Carver	Good.
01:11:48.03	Jill Hoffman	Never occurred, ever. in any city council meeting.
01:11:50.70	Jake Carver	Oh, my God.
01:11:50.77	Jill Hoffman	Five minutes of silence.
01:11:52.35	Jake Carver	Come on. That was amazing.
01:11:54.02	Jill Hoffman	No. Thank you.
01:11:55.17	Jake Carver	Thank you.
01:11:55.19	Unknown	Thank you.
01:11:55.27	Jake Carver	Thank you.
01:11:55.29	Unknown	more.
01:11:57.47	Deborah Muchmore	Thank you.
01:11:57.48	Jake Carver	Last one. Any other fast observations here?
01:11:58.61	Unknown	Any other questions?
01:12:00.98	Jill Hoffman	Well, Deborah's doing her magic. Conversely, that was also the fastest city council members have given complete input.
01:12:03.57	Unknown	Yeah.
01:12:07.62	Jill Hoffman	Did I make everybody a little afraid? I just wanted you to be just a little. Thank you.
01:12:11.71	Susan Cleveland Knowles	Yeah, you know, Jake, go ahead, Susan.
01:12:12.06	Janelle Kellman	But Jake,
01:12:14.69	Susan Cleveland Knowles	That's OK, Janelle. Go ahead.
01:12:16.57	Janelle Kellman	Oh, I'm just gonna marvel at the opportunity to see all of our thoughts on one page. And- you know, to Susan's prior point around alignment with the strategic uh, planning session prior. it's kind of like, oh, wow, here we go, right? Here's where all our heads are at. So I thought that was really, really, really interesting. And to see so much overlap is actually, really a really good sign. Really good sign. Yeah. Okay.
01:12:44.80	Susan Cleveland Knowles	Yeah, and I guess I would just make the observation kind of following on that point by Janelle that some of the were some of the goals or some of the results are at different levels compared like if you look at our strategic plan. So for example, like the housing element one. is fantastic and it's a it's definitely a goal. But, you know, we also had like one of our strategic planning goals was use comprehensive planning to balance the community's character and diversity with evolving needs, right? So some of these are at different levels. And I think at some point before we vote, we might wanna have some agreement on whether we want to test the city manager recruitment with our immediate, two-year goals or our broader buckets of more of our 10-year buckets or six-year buckets, I'm not sure.
01:13:45.03	Jake Carver	Let me jump in and add, or just building on what you said, if there's something that's a two year goal, you might say, but wait a minute, what would be the deliverable in the first year that would get us to the two year? So that might become, a top five result. that would define success in year one. So that's yet a different way to look at it. Anyway. Um,
01:14:11.72	Ian Sobieski	Susan, are you talking about actually consulting the strategic plan that was developed prior for just to double check that we didn't miss something in our brainstorming this morning that that we forgot about that actually would be a goal if we looked over it.
01:14:28.38	Susan Cleveland Knowles	Yeah, either way we could vote and then we could cross reference with the, high level goals and or either way. But yes, I think we should at least look at that because obviously if we're, I don't think we're out of whack at all. I think most of the things that have been brought up are consistent, but it's more the level I guess it goes to the question and I don't wanna get too off topic because Deborah's back here, but are we looking at achievable results for the city manager in the short term, as Jake was just saying, as what we wanna measure a candidate or are we looking at how these things play out in a longer term, like assuming that this person will be in their position
01:15:05.59	Unknown	you know,
01:15:15.56	Susan Cleveland Knowles	for more than two years.
01:15:19.27	Jill Hoffman	Well, I think, yeah, I think that's a good point. But, you know, in looking, I've got the strategic plan open right now and the strategic plan is, You know, it's not inconsistent with anything I think that we just talked about. But the strategic plan itself is, you know, broad, broad goals without specific things. specific measurable results, right? It's the draft implementation plan that followed that has the specifics in there, but that's, You know, that's 18 pages of implementation plan. I think absolutely use both of those as references and as part of our discussion. But I think that we have to from everything that I've heard our discussion is falling all of the, you know, those, the, let's see, the six goals, I think, or the, oops, hold on.
01:16:09.17	Susan Cleveland Knowles	There's five.
01:16:09.95	Janelle Kellman	Thank you.
01:16:10.02	Susan Cleveland Knowles	Thank you.
01:16:10.03	Janelle Kellman	Thank you. Thank you.
01:16:10.94	Jill Hoffman	Thank you.
01:16:10.96	Janelle Kellman	And is your question really
01:16:12.02	Jill Hoffman	more than one of times. No, there's not, hold on.
01:16:12.72	Janelle Kellman	Thank you.
01:16:12.87	Unknown	Thank you.
01:16:12.89	Janelle Kellman	Thank you.
01:16:13.14	Unknown	No.
01:16:13.65	Janelle Kellman	I'm not.
01:16:14.03	Unknown	Thank you.
01:16:14.14	Janelle Kellman	I'm not. Thank you.
01:16:15.43	Unknown	but yeah, there are very- I'm sorry. Hold on. Something happened. If you were a man, if you could look the story.
01:16:16.84	Janelle Kellman	I'm sorry.
01:16:18.29	Jill Hoffman	I'm sorry.
01:16:18.35	Janelle Kellman	Thank you.
01:16:19.25	Jill Hoffman	Something happens. What is good?
01:16:22.03	Melissa Blaustein	on hold on
01:16:23.90	Jill Hoffman	Thank you.
01:16:25.20	Melissa Blaustein	You opened a window with an ad running probably without knowing it.
01:16:28.75	Unknown	At least he didn't turn into a cat.
01:16:32.06	Melissa Blaustein	Thank you.
01:16:32.09	Jill Hoffman	That could happen. Let me just... plan. I opened my strategic plan. But so. Yeah. Lisa Smith- Anyway, so I don't disagree with with what Susan said, but I think it's consistent and however we move forward that I think it's good.
01:16:47.11	Susan Cleveland Knowles	Yes. And to Janelle's point, yes, that was mainly my
01:16:47.23	Jill Hoffman	Yeah.
01:16:50.99	Susan Cleveland Knowles	Question is, We have a six year strategic plan. We have two-year capital. you know, budget. We have six-year capital improvement program. So are we, you know, I think at the end, maybe, and this is just coming back, like we should just make sure that they're all either the first, you know, in a two year program or a six year program or whatever.
01:17:15.64	Jake Carver	So let me pull together what I think you're saying here. So the thought is, the idea is that here's a two year plan, here's a six year plan. but I would encourage you to elevate your thinking in terms of saying, Yes, you want to hire a city manager for the long haul. and if we think of it as one year being short term, You want to define success for the city manager. in their first year. Right, right out of these. So what do we really need this person? What would define success? here, and like I said, These may change. So, so I would encourage you not to ignore your bigger, longer term plans, but you got to balance them with. What does success look like year by year because that's what will deliver a two-year plan. or what the city manager does in year one, two, three, four, and five, get you to year six. My suggestion, those live together. It's not.
01:18:17.31	Ian Sobieski	So just related to that and related to Susan's question, really, you could imagine a person that's very good at, you know, you can hire a person that you, imagine can achieve short-term goals well and long-term goals well. but a different candidate would achieve short-term goals
01:18:31.16	Unknown	Thank you.
01:18:31.21	Unknown	Thank you.
01:18:34.13	Ian Sobieski	superbly and not be at all good at achieving long-term goals.
01:18:38.18	Unknown	I'm touched.
01:18:38.53	Ian Sobieski	Thank you. That is, to me, a bit of the timing question, which is, If we look at only the first, the top, the goals that can be achieved in the next six to 18 months, then that necessarily pulls towards really just looking at someone who is, you know, who may be a good in the long term, but the criteria you laid out is really short-term criteria, which might be fine. But, um, But how does one factor into thinking about long-term the called goals, the ability to achieve long-term goals if you're focused on short-term metrics.
01:19:14.12	Jill Hoffman	So I have the, let me read off the goals and the strategic plan that was done and that will help Hey, Joe. Yeah.
01:19:21.16	Unknown	Thank you.
01:19:21.26	Jake Carver	Thank you. a post-it note just for the moment. Yeah, yeah. I just want to make sure everybody knew what they were as we start to do this. I just want to give you guys the process.
01:19:30.78	Jill Hoffman	I go.
01:19:31.44	Jake Carver	Okay. Deborah are you I think what we want to do is make them smart first. Okay. rather than the The redundancy. Because that might happen as we're making them smart.
01:19:44.63	Deborah Muchmore	Thank you.
01:19:44.67	Jake Carver	Thank you. Thank you.
01:19:44.90	Deborah Muchmore	Okay, that's fine. I'm going to get back there. I need to move you off of that page or they'll be looking at a big picture of you. And
01:19:55.03	Jake Carver	That's a problem why.
01:19:56.21	Deborah Muchmore	Oh, that's nice, but that's not what they're looking for. Thank you.
01:20:00.88	Jake Carver	Thank you.
01:20:00.97	Deborah Muchmore	Okay, here we go.
01:20:07.19	Deborah Muchmore	Okay, so what I've done is taken these the goals and move them into three pages where we can begin to make them smart.
01:20:17.37	Jake Carver	Okay, so I'm going to jump in here and just do some of the making them smart, but that's what we're doing here, right? And by the way, The right way to do it is to start with a result that's a high concept big thing. And then you make it smart. So it's not like, ah, everybody got it wrong. You didn't. We just have to then challenge ourselves to say, how do we make this smart? So number one, Is. two different results, increasing revenues, is a deliverable, is a result. Decreasing expenditures is a result. Great. To make this smart, it's got to become two results. You can have, you can end up with both of them, but Again, when you think about you're hiring a person, they're gonna do a job, it's a whole set of steps to increase revenue. It's a whole other kind of set of steps to decrease expenditures. They may be equally important. They both may end up on the list, but they're two different things. And again, if at some point you guys disagree with me. You get to do whatever you want, but at the moment, I'm saying they should be too, now, so is that smart? Is it specific? Yeah, now again, I would say, Strategic is an adjective. If we want to make the results tight, meaningful, clear, powerful, it's, strategic, isn't specific. in that five different people could say, well, here's what strategy means to me. And I would offer that once you have a two-year plan that's accepted. It can be strategic and anything else you want it to be. So I do encourage people, take the adjectives out. because it's a what, and then under it, you could say, the plan must evolve from strategic planning sessions or whatever you want. But the what is a two-year plan to increase revenue by 10%. by 1.30.
01:22:32.19	Unknown	Bye.
01:22:32.96	Jake Carver	That's a result. THE FAMILY. A two-year plan to decrease Expenditures, I think the typo there, Deborah. expenditures by 10%.
01:22:43.86	Unknown	Yeah.
01:22:44.57	Jake Carver	Okay. So number two, DEI programs with current management. So I want you to be looking at these, everybody, and thinking, is it smart? Is it smart? DEI program with current management staff including non-discrimination policies rules and regulations. So the reason you could take out all of those conditions, right? Everything you want that DEI plan to include, is because that goes underneath the result. So if it said something like, a DEI program. Um, It's not measurable right now. So you've got to think about How will you know if the DEI, if the city manager succeeds in delivering A-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A-B-A- workable, usable, accept whatever. DEI program, you have to create some metrics. So you can say a DEI program that meets It's metrics. See, and then, then, Under it, you set all the conditions and the metrics. But, know. If the ultimate test for a successful anybody in a job. So the ultimate test for a successful city manager is that the top five results that define success in their job could fit on an index card. I mean, literally, you know, In the old days when I was in organizations, these workshops would end up, I'd give everybody yellow index cards, to write the top five results for their job. And they're posted up for everyone to see. So everybody knows what everybody's top five results are. But here's what you want. You want your city manager to be able to look at these top five results and hold themselves accountable to know, did I deliver this? Did I deliver that? When eat when the result is smart, specific, measurable, et cetera. That's when a person can hold themselves accountable more successfully to delivering that result. The way number two is written now The city manager couldn't do that. But by squishing it down, by taking out all the extraneous stuff, which But when I say extraneous, you don't need it in the result. It's not extraneous. to the program. It's not extraneous to the, it's a set of criteria. So it's a DEI program that meets the metrics.
01:25:36.43	Unknown	Thank you.
01:25:36.44	Jake Carver	Period. see it? You see how clear that is? So now the city manager says, wow, I am responsible for a DEI program that meets the metrics. Then where do I get the metrics? What are they? And that's Now, if the city manager is going to create those metrics, great. You spell that out. If council is going to provide the metrics, fine. If it's going to be a strategic, it doesn't matter. A DEI program that meets the metrics. Okay. Number three. an action plan to recognize and identify sea level rise, subsidence, and specific plan for how to resolve. I would say, It's something like, a sea level plan that addresses that a a C-level plan for all contingencies. or something like that, and then you spell it out. So again, the clarity is, all right, now your city manager knows, C-level plan, and jump ahead. Think about your interviewing for a second. Once you begin to put in
01:26:47.45	Unknown	Yeah.
01:26:54.25	Jake Carver	the traits, the personalities, the qualities, the attributes. Your interviews are going to be every aspect of How will this applicant approach sea level rise? How will they think about it? How will they take action? What, how do they develop plans, et cetera, et cetera. But, the muscle I want you to create here is to get, concise, compact, results that become, wow, if somebody could deliver these Five, yes, there are other results we need. But this is the ball game that if they were gonna fail. They can't fail on the top five. That's how you know. And what you'll see, You can really apply something called the failure filter here. We can use it in other steps of the result. But the way the failure filter works, guys, is if you keep looking at results that you want, Do we want that? Yeah. Is that important? Yes. Does the city need that? Yes. And then it's like, well, how do we narrow it down to five? The failure filter says, If the city manager doesn't deliver this result, would we consider that failing? It really is a different lens to apply. And I think you will find it can sometimes be more helpful than the positive, do we want this? So applying that failure filter is another way to narrow it down. Um, Okay. Number three, an action plan. So sea level rise. Number four. plan for utilization, of state and federal funding for affordable housing. Um, By what date? So this has to be made a little smarter. But It's pretty good. pretty clear, a plan for utilization of state and federal funding for affordable housing by X. And again, you put your conditions in, your requirements, etc. Budget implementation plan for utilization of 100% affordable units by when? That's pretty, That one's pretty smart. um, double resident Ian, do you mean double as a verb, that they will double Or the score is a double of the current score.
01:29:30.90	Ian Sobieski	Well, as measured by metric. Thank you. you know, double the metric of resident satisfaction in 12 months.
01:29:41.01	Jake Carver	Okay. I would just say, Thank you. a metric score of X in resident satisfaction. only because you double maybe right. It may not. I mean, if you're ready to say the metric is to double it, fine. But another way to say it is A resident score of X. That's all, I'm just poking a hole in the double thing there.
01:30:06.86	Ian Sobieski	The question for you around that is we don't currently measure resident satisfaction. And so, you know, trying to take out the verb, I didn't want to put create creative.
01:30:14.21	Jake Carver	If you don't measure it, what are you doubling?
01:30:17.04	Ian Sobieski	Well, that's the problem. So we want to create, you didn't want us to use verbs, so I didn't want to say create a measure of resident satisfaction and then double it, I wanted, you know, because you said don't use verbs. We want to double resident satisfaction and we want it to be quantitative, not qualitative.
01:30:36.36	Jake Carver	So in other words, again, I won't dwell on this, but you would want to measure resident satisfaction as a baseline. And then double it.
01:30:45.59	Ian Sobieski	Yes, that's a great thing. Immediately measure, yeah, that's it. Immediately measure resident satisfaction as a baseline.
01:30:49.17	Jake Carver	Go.
01:30:51.94	Ian Sobieski	And I'll... and double it in 12 months. You'll have to give me a pass on the answer.
01:30:55.77	Jake Carver	Well, those are two different things. Really? A plan to measure resident satisfaction. might be something that you want the city manager Two on. They got to deliver, here's how we're going to do it. Here's the plan.
01:31:11.26	Ian Sobieski	I don't wanna burn. of one of my things with a plan. I wanted to actually double resident satisfaction.
01:31:17.81	Jake Carver	But you have to have the plan before you can double it.
01:31:21.01	Ian Sobieski	Isn't it baked into the thing?
01:31:23.19	Jake Carver	But you don't have a plan now. Again, I'm not on council, so I don't need to debate this. I'm just saying. Be mindful.
01:31:29.81	Ian Sobieski	the
01:31:29.98	Unknown	Bye.
01:31:29.99	Ian Sobieski	I know.
01:31:30.56	Jake Carver	THE END OF THE END OF THE If you're asking somebody to do two things and one has to come, the first one has to be before the second one. Just see, they're two different things. So.
01:31:40.08	Susan Cleveland Knowles	What if we just said significantly improve resident satisfaction, Ian, and then under that, you can have your two step process.
01:31:49.69	Jake Carver	significantly isn't specific enough. So you just, instead of saying significantly, you say.
01:31:53.89	Susan Cleveland Knowles	Okay, just improve then.
01:31:55.00	Jake Carver	That's right. Right, a bad trick. Yeah. Mostly I want you to see it's two different things. And you might say these are equally important. We've got to have a plan and then we got to double it. Okay.
01:32:08.87	Ian Sobieski	How about measurably improve resident satisfaction within 12 months?
01:32:12.69	Jake Carver	Yep. No, you can't have measurably. You've got to have a number. That's how you measure something. Because, again, If the city manager looks at this and you just say we want it significantly improved, well somebody could make a case that 2% is a significant improvement and you might be thinking hell no, I want 10%, I want a double. So you, you, you gotta sort of play fair with the person who's coming into the job. So they know here's what I gotta do. to be successful. 5% won't be enough if 10% is really what's expected. That's why I'm a broken record on metrics. You can't have bigger, better, more substantial They're just ideas. They're not specific. And you should know I am the last person in the world who's a numbers person. I said that I'm not a metric wonk at all. but, to bring a person into an organization and say, these are the five most important results that we're going to hold you accountable, you and your team, but you lead the team. We're going to hold you accountable to deliver. You have to do that person the, the, honor, the respect of saying, Crystal clear. Here it is. And so again, the test is, Could that city manager look to that at the end of the year and say, I'm holding myself accountable against these five results.
01:33:41.75	Ian Sobieski	Deborah, can you add in number nine as measured by metric at the end of that sentence?
01:33:45.52	Jake Carver	Thank you. Okay. Um,
01:33:52.27	Jake Carver	morale. No. You could just again, combine a few of these. in that, great, here's what you want. You want a plan that measures resident satisfaction, morale, whatever it is, just keep in mind the top level is a plan that measures X for this particular group of stakeholders or this group of customers that we serve. Okay. Are we jumping to, or sorry, a dynamic? Adjective, risk-taking, adjective, dynamic, really dynamic twice, there you go. Customer-focused, city staff, right. So now you get where this Ghosts. Thank you. What do you want here? Can you say it to me a little bit shorter?
01:34:38.98	Ian Sobieski	uh, risk taking customer focused city staff as measured by metrics. within 12 months.
01:34:47.60	Jake Carver	Okay, well, however you end up defining the, the essential attributes on a city staff, risk taking, dynamic, etc., you still
01:35:05.89	Jake Carver	What you want is a plan that measures what for city staff. Are they risk takers? Is that where you're thinking?
01:35:18.34	Ian Sobieski	Responsiveness. for the Thank you. initiative.
01:35:25.87	Jake Carver	All right. So. This is, Great, because this one, Here's why I like that this is confusing. If you have a city staff Imagine the ideal city staff, they're dynamic, they're willing to take risks, they're customer focused. Then what would you get when the city staff is made up of individuals with those attributes, what would you get? What outcome?
01:35:49.58	Ian Sobieski	Thank you. or well i believe higher resident satisfaction uh better budgeting
01:35:52.30	Jake Carver	$800.
01:35:56.28	Ian Sobieski	more efficient government. happier town.
01:36:02.93	Jake Carver	All right. Those are five different outcomes. And again, the council may decide you want all of those. I want you to see this in the context of Those are all attributes. So when your brain is going to attributes, you have to say, okay, great. So if I have a staff made up of people who are, possess all these attributes, What do I want? I picture a room full of city staff that are all these things. And what are they working on? Now, if you're saying, a plan that would double resident satisfaction. then I would say to you, this is a how. For example, If you want a plan that doubles resident satisfaction, and you said, what are all the things that have to be in place for that to happen? Well, Having a dynamic risk-focused city staff is not a result That's a condition that creates an outcome, a measurable result that you want. Those are all attributes. Those aren't a result. Feel free to argue with me.
01:37:19.40	Ian Sobieski	Well, if you're inviting me to argue with you, I would say that
01:37:19.71	Jake Carver	Cheers.
01:37:22.54	Ian Sobieski	Indeed, but I might be wrong about the fact that innovative risk taking customer service city staff would actually make for a happy town. And so I wouldn't start with happy town as the result because it's too amorphous and difficult to measure, whereas I think it's much easier to measure the responsiveness of city staff, for instance, for their creativity or their innovation. And so I was trying to establish by proffering this result the idea a measure of success. is whether the new city manager is able to create a city staff that is more innovative customer service oriented and responsive.
01:38:07.19	Jake Carver	Okay. So again,
01:38:09.03	Ian Sobieski	Thank you.
01:38:09.54	Unknown	Thank you.
01:38:09.81	Jake Carver	I just think we've got to flip the order. which you sort of kind of did already. What you're saying is, I want high resident satisfaction numbers. I want, Hi. customers or what I want high scores in the following essential areas. And then the how. If you're literally interviewing candidates and I'm not suggesting you do this because we're not talking about this. I'm just giving you my point of view. That if you're saying, I want us to have a way to measure these very important elements, And then when you're interviewing candidates, you're gonna go deep into the How do you envision doing that? And in parentheses, you want an applicant to say, well, the staff has to be A, B, C, D, E. These kinds of attributes are how you get the result that you want. The result that you want are the high scores. I have a dynamic risk-taking City staff. Okay. isn't, an end result. by the way I define results. Yes.
01:39:29.97	Unknown	Thank you.
01:39:31.55	Jake Carver	Okay.
01:39:32.55	Susan Cleveland Knowles	Can I just, Jake and Mayer, maybe take a time check I know we had all agreed we'd wrap up at one, but I'm just, this is really interesting and helpful, but I think, Jake, you had said we wanted to get to our five results. We do.
01:39:51.48	Unknown	is
01:39:53.44	Susan Cleveland Knowles	Right. And we're at we've you know, and anyway, I just wanted to check in on time. Mainly, I think this is great. I think we all had a lot of overlap in our result buckets. And maybe we could pick. the ones that are most emblematic of our and then make those smart. make our final one smart. because I'm worried if we make all of these smart we might run out of time, but maybe I'm wrong. I haven't done this before. So I defer to you and Jill.
01:40:31.39	Jill Hoffman	No. I know I can't do it. Yeah, I think that's right. Um, it, to the extent that you can, Jake, I was having the same, Um, but let me just say, and then we're going to move on to abilities after this. And then we're going to move into closed session. And so just so there are other people listening on the line. So that's just the context. Deborah, can we go to the next page? Yes.
01:40:59.79	Unknown	Um,
01:41:00.32	Jake Carver	Thank you.
01:41:06.49	Jake Carver	I would say that's not, at this moment, meeting the result criteria, the SMART criteria, number one here on this page.
01:41:19.32	Jake Carver	an inclusive housing element delivered on time with the clear In service to time, two's pretty good, even though there's a couple of ands in there. Now you guys get that it would be... made more concise. Um, Number three becomes an implementation plan for LEAP. Phi x state. for DEI plan. in place by X. And again, you decide, is it strategic? Is it this? Is it that? Number five here is $20 million balance budget. I don't think you need a staff of 70 plus in there, what already exists. I THINK I'M GOING TO BE And I don't think you need reported on quarterly because that's a condition you can set. plan for delivering a $20 million balance budget. That's what I would change number five to. Six, high performing. diverse team of results-driven leaders with a shared mission of delivering excellent service. Again, that's It sounds like there's a lot of interest in measuring satisfaction or service or focus And so I think, Again, if we flip that over, what's wanted here is measurement for delivering excellent service and then under it becomes, and so what would that require? Well, a diverse team of result is it so The what? is a measurement for excellent service. Number seven, day-to-day service is provided to stakeholders at a level of service development. by the council in a strategic planning process. I don't understand that one.
01:43:12.52	Jake Carver	Janelle, was that yours? No, I think it was Melissa. Melissa. day-to-day service is provided to stakeholders, That one's not mine. That's. Susan's I think.
01:43:25.93	Susan Cleveland Knowles	Susan's, I think. Thank you.
01:43:27.38	Jake Carver	Oh, okay.
01:43:27.57	Susan Cleveland Knowles	Okay.
01:43:29.41	Jake Carver	Could you just clarify a little bit? What's the big... result takeaway there that you want.
01:43:36.29	Susan Cleveland Knowles	that we provide all our service, water, sewer, roads, et cetera. at a level of service, so level of service is a technical term. Is this the one that the question is? So I mean, our main function as a city is to provide
01:43:52.04	Unknown	Thank you.
01:43:52.09	Jake Carver	I mean, our...
01:43:55.97	Susan Cleveland Knowles	municipal services.
01:43:57.50	Jake Carver	Right. And you want to raise the level of the service
01:44:02.14	Susan Cleveland Knowles	No.
01:44:02.16	Jake Carver	I know.
01:44:03.63	Susan Cleveland Knowles	The level of service should be established.
01:44:06.40	Jake Carver	Right.
01:44:07.16	Susan Cleveland Knowles	in our, you know, at the policy level.
01:44:11.51	Jake Carver	So, okay, so seven might be something like delivery, of day-to-day services, which then would be spelled out, at a level of x. And sometimes these are hard to say, well, how are we going to measure this? How are we going to measure this? And it's hard. I do believe that there's a way to measure almost everything. And that if you want to set a person up for success, you got to tell them what the floor is.
01:44:38.80	Susan Cleveland Knowles	So yeah, and that's the level of service level of service. LOS is a thing.
01:44:38.86	Jake Carver	So yeah.
01:44:43.35	Susan Cleveland Knowles	It's a really amazing thing.
01:44:43.37	Jake Carver	All right. So let's take a look at if we think there's any big redundancy in these, because we want to get to where you guys are going to vote.
01:44:51.52	Janelle Kellman	Yeah, you know, it's interesting, Jake. I mean, we're seeing a lot of overlap. And I wrote these down. You know, there's DEI buckets, there's budget buckets. There's, I think, a sustainability climate change. I think the one we're talking about with Susan right now is really a sort of operational efficiency. type of bucket. And so I'm wondering if we can group them and then find that overlap. I don't wanna trump the process, Susan, that's how I take your comment, is around operational efficiency.
01:45:19.95	Susan Cleveland Knowles	So that was my earlier comment as well about putting these in the buckets and then wordsmithing. Because I think we do have a lot of overlap, but we're saying them and approaching them in slightly different ways. And I think that's the interesting when.
01:45:33.93	Jake Carver	So, So a couple of ways we can go forward here, which is, to We could pause this process right here. And the next step Pardon me. Could be. for however you do this, the subcommittee or whatever, to group them together and then do the voting. because it's all a function of time, or we can stay on results because however we do it, bucketing them, et cetera, et cetera, is still gonna require more time to complete results. So give me some guidance here on how you would like to go forward. So I'm
01:46:15.96	Jill Hoffman	I'm thinking that we move on to the other exercise. abilities. And so that we kind of go through that exercise. And then when we go into closed session, we can really drill down on
01:46:26.32	Jake Carver	Okay. All right, does everybody really truly feel okay about moving on here? I'm guessing.
01:46:33.70	Susan Cleveland Knowles	So we can't discuss these general attributes. in closed session. So, I mean, I don't know if we could just at least get to five, sort of Janelle had started to list them off. five buckets that each one of these or six buckets that all of these go into. Like there's long-term planning, you know, kind of that's the housing element and There's a sea level rise plan, there's budget, Janelle said, there's staff, there's diversity, equity, inclusion, Maybe we could just at least settle on sort of the groups of things we thought were really important. in broad terms, efficiency, organizational, efficiency, Quality of service, I think, was otherwise.
01:47:26.26	Jill Hoffman	Do you? I'm not sure. That's fine. I mean, we have a time limitation. So if we want to do that now, that's fine. If we want to do it later, that's fine too. Thank you.
01:47:35.93	Janelle Kellman	So yeah, I just want to add here. So Deborah, housing I think would be too micro. I think we want to say long-term planning, and then there are a variety of things that fall under that. And then I just want to repeat what Susan said. I think I might've gotten lost, but there's both operational efficiency and organizational efficiency. And I'm offering organizational efficiency as a bucket for some of the,
01:47:45.22	Unknown	And then,
01:47:45.42	Unknown	No.
01:47:45.47	Unknown	AND I WANTED TO BE ABLE TO
01:47:56.74	Janelle Kellman	the stuff that both Ian and Susan offered around staff and resident satisfaction. It may not be perfect, but I'm trying to create that bucket, so I would say budget, DEI, long term planning, organizational planning. There's a sustainability theme that I feel has come up
01:48:15.93	Deborah Muchmore	Does sustainability go under long-term planning like for city level rise
01:48:15.98	Janelle Kellman	Thank you.
01:48:20.84	Deborah Muchmore	Or do you want it separate?
01:48:23.06	Janelle Kellman	That's a great question. It felt separate to me, but it may be long-term planning. Let me ask Melissa, what do you think of that? Thank you.
01:48:32.55	Melissa Blaustein	I think it's separating sustainability just because we have a whole plan. a LEAP plan already. Yeah.
01:48:46.82	Janelle Kellman	Does that seem like the right, I guess we have six buckets here, does that seem right? No.
01:48:53.19	Melissa Blaustein	Thank you.
01:48:53.22	Janelle Kellman	Thank you.
01:48:53.27	Melissa Blaustein	Thank you.
01:48:53.36	Janelle Kellman	Thank you.
01:48:53.57	Melissa Blaustein	Thank you. Yeah, especially if we want to get to five, because then we can just pick most we can just pick one from each.
01:49:00.12	Susan Cleveland Knowles	Maybe if everybody can just look at their five things that they listed and make sure that these five things instead of us all trying to see if anything was missed.
01:49:17.93	Jill Hoffman	Let me ask you this. One, two, three. I see six buckets. Does community satisfaction fall under any of the other, does it fall under operational efficiency? because if we're operationally efficient, Are we assuming that our community is satisfied?
01:49:36.08	Susan Cleveland Knowles	Yeah, to me, they're very close. That's my, goal under that had assumed. But if we're providing our service in an efficient complete way, then our community will Look at mine. I think they overlap. I agree.
01:49:58.93	Susan Cleveland Knowles	Ian, what did you think? High on your list.
01:50:02.22	Ian Sobieski	I'm not entirely sure I understand the question. Can you help me understand what, did you mean just combining the headings so that the points 10 through 16 are all under one heading or did you of operational efficiency or did you mean eliminating Board, did you just mean eliminating item 10?
01:50:22.42	Jill Hoffman	No, I think we're trying to put things under five general buckets. And so when sort of things overlap, then we're trying to put him under Thank you.
01:50:30.79	Ian Sobieski	Yes, then I agree. I think measuring resident satisfaction and other stakeholder satisfaction for that matter. are all elements of being better as an operation. So you could definitely put those under the rubric operational efficiency.
01:50:47.01	Jill Hoffman	Yeah, and long term planning is federal and state dollars for affordable housing. I mean, that's just one, that was just one action item.
01:51:00.24	Janelle Kellman	So guys, I just want to be mindful that we do have an expert on the Zoom with us. Jake, that's you. And I don't want to, you know, trump the process in the interest of you know, some type of efficiency. So can we just maybe pause for a second as Deborah is bucketing, I don't wanna lose anything in the process, right? This is all about a method that is repeatable, that has steps, Are we jumping the gun? I am mindful of time, but I do want to just check in with you. Yeah. Thank you.
01:51:31.04	Jake Carver	So Thank you. I'm trying to balance my nerdiness with the process. Not being too Um, persnickety-by about how it's done. I don't want the council to just sort of brush aside some of the work that was done in service to, hey, just let's get this done. because the only thing that matters, I'm sure we all agree about this, that you end up with A list. of the top five results that will define success for the city manager. Right. And, and if you end up coming back around. And you end up under each of these with a long multi-word, comma, comma, and, and, verb, verb, adjective, adjective. then that's not what you set out to get. So there's more than one way to run the process. My job is to be nerdy and show you the process in detail.
01:52:35.13	Unknown	My job.
01:52:40.29	Jake Carver	The outcome matters more. The, if you will, result matters more. The definition of success for this session is that you get a LISP. Top five results that will define success in the city manager role.
01:52:56.07	Ian Sobieski	Yeah, I think Jake, maybe I would also offer encouragement to stand by your process, but I did think that Susan's question was just, are we on time to actually end at one, accounting for everything else we need to do?
01:53:09.25	Unknown	Yeah, I
01:53:10.53	Ian Sobieski	I think there's tell me please speak up my colleagues if i'm wrong but um If you think we're on track for that, and can stand by that, then I think we can surrender to your process.
01:53:27.42	Ian Sobieski	So are we-
01:53:28.20	Jake Carver	I... I would say as the facilitator here, you're, You're okay here. Hopefully I succeeded in giving you the takeaways about really what are results and how this is designed to serve the hiring process and ultimately the person who steps into the job. If it doesn't serve those two, outcomes. then I failed. I didn't give you guys enough of a framework. So that's my caution. It really is okay to move on from here. If you stay with the, Result has to be smart. Results have to be smart.
01:54:14.89	Susan Cleveland Knowles	So maybe maybe a good next step would be we as the mayor suggested that we move on to the attributes because i'm interested in learning more about how that works with this and that we task our subcommittee to take our 25. results with these sort of loose buckets that we just developed and to come up with maybe 10 results that are smart. And then at our next city council meeting, maybe we could vote on the five. You know, we could narrow them down and I'm not saying you have to come up with 10, like if there were 11. or whatever.
01:54:48.73	Deborah Muchmore	or whatever. I have a suggestion, Jake, if that helps. So the attributes relate to the SMART result. that you have written. So if we do that, it might, you might want to consider selecting a few of the ones that you have made smart to work with. in the Abilities section.
01:55:16.98	Jake Carver	Yeah, I would say again, just for the sake of the exercise and Susan, I, love your suggestion. I think that that's a great Way to go. AND, YOU KNOW, WE'RE GOING TO Deborah's right in that in order for me to make the ability section real, I don't like theoretical stuff. I wanted this to serve you. Let's just pull two results out of two different buckets and we'll use those to inform the abilities exercise. So, Deborah, thanks. I think that's perfect. Thank you.
01:55:48.85	Ian Sobieski	I hate the omastasis because I don't want to throw you off.
01:55:48.90	Jake Carver	I hate that.
01:55:50.10	Unknown	Thank you.
01:55:52.84	Ian Sobieski	I thought we might. I thought the ambition here was actually to try to get to the five results that we would have consensus on here this morning and If that's not the case, then Um, then tell me. Is that not the case? I thought we were going to do that.
01:56:10.94	Jill Hoffman	Well, that is the case. I mean, that's why we're moving into closed session, I think. This is an exercise, what we're doing now. Right. session exercise on the context of how we're going to get to
01:56:18.18	Unknown	THE FAMILY IS THE FAMILY
01:56:22.20	Jill Hoffman	our five results that's going to drive us in our selection process. But that's not, that's I believe what we're going to talk about in closed session specifically. So... Is that?
01:56:35.26	Ian Sobieski	So I was confused, honestly, by how to be an open session versus closed. Maybe Deborah, you can chime in again. Deborah, the goal is to actually get to the five
01:56:45.35	Deborah Muchmore	In open session, yeah. Oh, an open session. Okay, sorry. And...
01:56:49.18	Ian Sobieski	So yeah, our understanding as the working group was that this part had to be an open session. The actual question formulation is in closed session. You're right, I'm sorry.
01:56:56.17	Janelle Kellman	You're right. Let me offer this. So I know that we're mindful of time, and so I appreciate the time check. We have two hours. I think that having gone through some of this with Jake, the attributes will flow really quickly once we have those top five. And so maybe, Jake, if you could just if we don't have to make everything smart, but if we can work towards finding those top five, I think we'll find that in closed session, the attribute discussion will be accelerated and will still end up on time. So is that possible Jake to help us come through with on the, on the results? Yeah, I, I.
01:57:35.25	Jake Carver	if I get a vote here, I would say, Hang in. I get that this might be feeling a little tedious and it is about time. And I really do understand and respect that. But I think this is the most important part of the process in terms of helping You all identify the right abilities, get the right interview questions, because everything flows from the top five results. So I will, really compact the abilities section and Let's stay on the results.
01:58:12.41	Jill Hoffman	Okay.
01:58:13.56	Jake Carver	Let's do it. Okay. Um, Does anybody want a bio break? That's up to you guys. Oh, yeah.
01:58:19.04	Jill Hoffman	Oh, yeah. Do we need to take a short break? Anybody? Thank you.
01:58:23.43	Deborah Muchmore	Good. Thank you.
01:58:25.27	Unknown	Okay.
01:58:25.91	Deborah Muchmore	Okay. I just got to get these in there. I'm almost there. Yeah.
01:58:29.33	Jake Carver	Thank you. Thank you.
01:58:29.69	Unknown	Thank you.
01:58:29.79	Jake Carver	Thank you.
01:58:29.89	Unknown	Thank you.
01:58:33.28	Jake Carver	And again, my caveat is,
01:58:33.67	Deborah Muchmore	Thank you.
01:58:36.73	Jake Carver	to Ian's point and thank you that it, This may not turn out to be the absolutely final. I still am loving Susan's suggestion that the subcommittee can take this and refine them and focus them a little, bring them back to council in final form. Thank you.
01:58:53.03	Unknown	Mm-hmm.
01:58:53.40	Jake Carver	Perhaps. So let's get close. That's what we're aiming.
01:58:57.97	Janelle Kellman	for.
01:59:01.56	Janelle Kellman	So why don't we start with the budget? I know you're working on that document.
01:59:08.70	Deborah Muchmore	You need to see the budget then, so let me make you a copy.
01:59:12.95	Unknown	There we go.
01:59:13.41	Deborah Muchmore	Thank you. Hang on here, because I'm going to work on the bottom of this document. and
01:59:20.78	Janelle Kellman	Thank you.
01:59:24.77	Janelle Kellman	And I just want to thank everybody. I know this is, Ian and I brought you this sort of off the wall suggestion and it was a little bit of a different process. So thank you for sticking with us. I think we're gonna get to a really good. Okay, here's your budget. I'm gonna keep working.
01:59:36.80	Jake Carver	I think. Janelle, you don't mean I'm off the wall, right? You're just saying that, you know. Do I have to reply? No.
01:59:42.00	Janelle Kellman	Thank you.
01:59:42.18	Susan Cleveland Knowles	I'm going to go.
01:59:44.04	Janelle Kellman	THE END OF THE END OF THE
01:59:44.12	Susan Cleveland Knowles	Thank you.
01:59:44.17	Jake Carver	it.
01:59:44.39	Susan Cleveland Knowles	THE END OF THE END OF THE
01:59:44.53	Jake Carver	Thank you.
01:59:44.65	Janelle Kellman	Thank you.
01:59:45.24	Susan Cleveland Knowles	Deborah, can you just have that one document on the screen and blow it up a little bit? I know I have tired old eyes, but it's a little hard for me to read.
01:59:53.10	Unknown	I'm older than you.
01:59:54.47	Deborah Muchmore	Thank you.
01:59:54.52	Susan Cleveland Knowles	I'm all new. I'm all new.
01:59:56.04	Deborah Muchmore	you Thank you very much.
01:59:57.08	Unknown	Bye.
01:59:58.52	Deborah Muchmore	I can. I'm just going to change screens with that.
02:00:01.51	Susan Cleveland Knowles	Great, thank you. Sorry.
02:00:03.38	Deborah Muchmore	Absolutely.
02:00:03.75	Susan Cleveland Knowles	Thank you. I know you've got a lot going on there.
02:00:05.40	Deborah Muchmore	No, no, we're fine. Let me change your view. Thank you.
02:00:13.03	Susan Cleveland Knowles	or you can just blow it up. Thank you.
02:00:23.86	Deborah Muchmore	Is that better? Perfect. Yep. Thank you. Okay, great. We'll do another section when you're ready.
02:00:26.43	Jake Carver	Okay. Believe me.
02:00:28.89	Deborah Muchmore	Thank you.
02:00:29.99	Jake Carver	Let's see how many we can pull out of here. So one's about revenue. One's... increasing revenue, decreasing expenditures, um, a balanced budget,
02:00:44.57	Janelle Kellman	I had one, Jake, about that was clear and transparent quarterly metrics around budget and expenses that didn't get folded in here. um But the way I read all this is Is it focused on increasing? decreasing or reporting. I'm not sure.
02:01:02.24	Jake Carver	Thank you.
02:01:03.03	Janelle Kellman	Thank you.
02:01:03.08	Jake Carver	Right?
02:01:04.77	Janelle Kellman	Thank you.
02:01:04.79	Jake Carver	It could be that number six. I would suggest reporting is not a result. Okay. It is unlikely to end up as a top five result that defines success in the job. Right? Reporting is a process that the council can clearly put in place as, you know, here are the ways the job is going to function. You'll do these reports and this and that.
02:01:27.95	Janelle Kellman	Thank you. So I just want to offer up with this and sorry to take the condition here. That the thing about a balanced budget is that we're almost always provided with something that has been balanced. But that doesn't necessarily mean that our revenues are where we want them to be, our expenditures are where we think they should be. And so. I'M WONDERING HOW WE CAPTURE THAT. DO WE COLLECTIVELY FEEL LIKE WE DO NEED INCREASED REVENUES OR OUR EXPENSES NEED TO BE LOOKED AT MORE CLOSELY? I guess the balancing part is like, I feel like we almost always somehow achieve that. It doesn't mean we like what we see.
02:02:05.33	Susan Cleveland Knowles	I'm not sure.
02:02:05.40	Janelle Kellman	THE FAMILY.
02:02:05.57	Susan Cleveland Knowles	So we're legally required to have a balanced budget. I mean, I think, Janelle, the one that
02:02:05.64	Janelle Kellman	So we're like,
02:02:12.15	Susan Cleveland Knowles	The approach that I had used was to achieve our um, strategic plan and capital improvement plan. Like that's what we want our budget and we want our city manager to either increase revenues, decrease whatever we want them to do to follow our strategic objectives and our capital improvement plan. So number six, you know, it was sort of, that was my attempt to get at what you just said was let's measure versus what we want. So if we want less, our budget would be less. If we want more, our budget would be more. If we have long-term objectives, then we're going to need long-term revenues, et cetera. THE END OF
02:02:56.24	Jill Hoffman	So this is, so I don't disagree with that as a remit to our new city manager, obviously that you're gonna follow our, strategic plan and the and the implementation plan but, But that's so broad. If we're talking about a specific achievement, smart, you know, achievable. Um, There's, you understand that it's not gonna necessarily be achieved. evaluated every year in the context of what your budget is. So I think that's, I don't think, like I said, I don't think that's something that we wouldn't expect our city manager to do. But if we're talking about our top five, Mm-hmm. you know, We expect from our city manager, I think we need to, we need to be a little bit more specific on that, especially in the first year.
02:03:40.15	Unknown	So,
02:03:40.56	Unknown	Thank you.
02:03:47.65	Jill Hoffman	And it may be
02:03:48.10	Unknown	Maybe.
02:03:49.47	Jill Hoffman	It may be, Janelle, I don't know. I mean, we may need some sort of evaluation about where we are. with our budget and identify areas for improvement, maybe.
02:04:00.03	Jake Carver	Let me jump in here. So imagine for a second, You know, right now we're only looking at budget. And there's. Four and five I think are the same, but we've got some, most of these are now smart. AND PEOPLE, AND PEOPLE So imagine if we fold up the other Cheers. sections that we just have. The way this typically happens and where business gets hard for people is now the discussion goes round and round with different reasonable, logical, valuable points of view. This is where the voting really helps you. really helps you. At the moment, just as an example, if we were to say If I were to say to you all, I'm going to give you two votes. Everybody gets to pick the top two off of this list that you believe really qualifies as a top level result that you imagine You want the city manager to have a, high focus on this. You want them to deliver this. then those two things are what you vote for. takes what can be Round and round. important, meaningful discussion. I really am not devaluing that. I'm just saying At some point, when you make choices, the voting will steer you in a very useful and it won't satisfy everybody. I guarantee you that the I don't know. it's rare that the top vote getters make everybody happy happens, but, The way this is going to come together, right, is that's what collaboration is. That's what alignment is, that you get a lot of what you believe in. may not get everything. And the voting streamlines that. So you guys could keep discussing this, but especially in service to time, That's not going to serve you. I like that approach. Yeah, that's fine. Very well said. Exactly. But put them all up there and let's vote. Let's do it. Let's do it.
02:06:09.40	Melissa Blaustein	Thank you.
02:06:09.41	Jill Hoffman	Yeah.
02:06:10.43	Unknown	Yeah.
02:06:11.37	Jake Carver	The voting is the ball game, you guys.
02:06:14.12	Jill Hoffman	Really?
02:06:14.17	Jake Carver	Okay.
02:06:14.56	Jill Hoffman	I'm not supposed to.
02:06:14.95	Unknown	Thank you.
02:06:15.25	Jill Hoffman	We have six. You're saying we're going to vote under We have two votes for the six things right now under budget. Okay. Got it. I'll start off. Three and six. All right, so give the
02:06:27.03	Jake Carver	a second to just
02:06:29.65	Deborah Muchmore	I don't have them in the PowerPoint, so we're going to do
02:06:29.73	Jake Carver	Yeah. Deborah, I'm going to go really old school here and I'm just going to capture them. So yeah.
02:06:35.22	Deborah Muchmore	So remember,
02:06:36.70	Jake Carver	gets one vote, number three gets one vote. Okay, somebody else go. I'll go.
02:06:42.98	Janelle Kellman	Three and six.
02:06:45.69	Susan Cleveland Knowles	Next.
02:06:49.64	Susan Cleveland Knowles	One in five.
02:06:52.73	Unknown	Thank you.
02:06:52.77	Susan Cleveland Knowles	Thank you.
02:06:52.78	Deborah Muchmore	Okay. That didn't work. Sorry, I'll leave it.
02:06:54.25	Unknown	Thank you.
02:06:54.27	Susan Cleveland Knowles	you
02:06:56.80	Deborah Muchmore	I got it. I'm doing it. You're good.
02:06:57.19	Susan Cleveland Knowles	Bye.
02:06:57.22	Jake Carver	you
02:06:57.37	Unknown	I got it. I'm doing it. Don't worry.
02:06:58.70	Jake Carver	Yeah.
02:06:59.77	Deborah Muchmore	Go ahead.
02:07:03.56	Unknown	And?
02:07:04.53	Ian Sobieski	I'm still studying them, I'm sorry.
02:07:06.11	Unknown	Okay. Melissa, did you vote?
02:07:14.96	Unknown	Thank you. you
02:07:15.55	Melissa Blaustein	Was I muted? I thought I was doing, oh, Zoom. I also liked Three and Six. Okay. All right, Ian, you're up, man.
02:07:25.49	Jake Carver	Thank you.
02:07:26.04	Ian Sobieski	Uh... Okay, I'm going to go three and six as well.
02:07:31.61	Jake Carver	Okay, bam, there you go. So by a landslide, Three and six each got two votes. Number one got one vote, number five got one vote. So you could capture that, Deborah. Number three got four votes, number six got four votes. Okay.
02:07:56.77	Jake Carver	Three and six got four votes each.
02:07:58.63	Unknown	Mm-hmm.
02:07:58.97	Jake Carver	One and five got one vote each.
02:08:01.04	Deborah Muchmore	Thank you.
02:08:01.07	Unknown	Thank you.
02:08:01.09	Deborah Muchmore	Yeah.
02:08:01.92	Jake Carver	And what you can do, if you highlight, if you could just color highlight the two winners, that makes it really easy to
02:08:07.69	Deborah Muchmore	I'm going to color them. I just wanted to bold them really fast.
02:08:07.88	Jake Carver	Thank you.
02:08:11.34	Jake Carver	You're ahead of me always. You're bolding in coloring. I was just coloring. . Ha ha! Okay. So Let's pull up another category.
02:08:21.01	Deborah Muchmore	Okay, getting there. I'm going to make this be green and I'm going to make this be green. And I meant to do this.
02:08:29.04	Unknown	Okay.
02:08:33.54	Deborah Muchmore	because that's obviously You don't need that one, right? And we don't need this one, right?
02:08:40.83	Janelle Kellman	That one got a vote. No, that one got a vote.
02:08:43.06	Deborah Muchmore	Thank you.
02:08:43.08	Janelle Kellman	That one got a vote? One got to vote and five got to vote.
02:08:44.26	Deborah Muchmore	Yeah.
02:08:46.13	Jake Carver	Thank you.
02:08:46.35	Deborah Muchmore	Okay. Four did not then. I got the wrong one. Correct. Okay, that's the one I meant to do this.
02:08:53.73	Jake Carver	So again, number one got one vote. Number two got zero. Number three got four. Number five got one. Number six got four.
02:09:03.92	Deborah Muchmore	We got it.
02:09:04.91	Jake Carver	We're like,
02:09:05.45	Unknown	Thank you.
02:09:05.66	Deborah Muchmore	Thank you.
02:09:05.76	Jake Carver	All right.
02:09:06.03	Deborah Muchmore	Next.
02:09:06.50	Jake Carver	Thank you.
02:09:06.60	Deborah Muchmore	Next group coming right now. And I think I almost have everything in there. So if you see something, Janelle, that's missing, let me know, because I think they might be yours that I have. So this is Um, Oh wait, that doesn't go there. Hang on. Sorry. I'm going to give you two groups at once actually. Great. paste and I'm going to give you both of these
02:09:53.09	Deborah Muchmore	Don't worry about the numbers.
02:09:55.35	Unknown	Yep.
02:09:56.53	Unknown	Thank you.
02:09:56.57	Jake Carver	Thank you.
02:09:56.75	Unknown	Thank you.
02:10:00.21	Jake Carver	Okay. We've got two under DEI.
02:10:07.08	Jake Carver	I thought Jill had another one under DEI. I will ask, if one of you feels that something significant is missing here, we can take a few more minutes and add it. I want to make sure that everybody sees a result up there that represents their point of view.
02:10:08.89	Janelle Kellman	I was.
02:10:21.68	Susan Cleveland Knowles	Can I just ask a question? was the DEI program that people that put this up, was this our larger term, kind of like the Mill Valley Comprehensive Community Strategy, or is this an employment strategy or both?
02:10:38.03	Melissa Blaustein	For me, I was thinking, oh, sorry.
02:10:38.48	Susan Cleveland Knowles	For me,
02:10:40.32	Melissa Blaustein	No, go ahead. I was thinking more than Mill Valley, like it would include the Mill Valley plans include things like robust diverse employment and engagement. So it was more overarching.
02:10:50.06	Susan Cleveland Knowles	So it's kind of in a long-term strategic planning. bucket too, right? This might be what you're thinking.
02:10:56.03	Deborah Muchmore	of.
02:10:56.37	Susan Cleveland Knowles	Thank you.
02:10:56.39	Deborah Muchmore	Thank you.
02:10:59.36	Jill Hoffman	Yeah, but I was thinking that was under a DEI program that meets its metrics, right? Like that number nine would be. a metric. Right. And some of the other things I had some specific things, but. that was a metric under a larger DEI program. So that's the way I see it, I see a DI program that meets its metrics by, which would include
02:11:17.05	Unknown	Bye. I've seen it.
02:11:21.79	Jill Hoffman	internal staff and management and external I mean, it's very broad, but that's
02:11:29.03	Jake Carver	That's right. But then, you know, Here's the bummer, guys. That it feels like, oh, the results part is really hard, but then we go on to the easier part. But then, of course, you need to really spell out each result. So. It is clear both to the council And the new city manager. So it's the top level result that day to day drives their thinking, drives their focus. Who am I going to meet with? What has to happen by Friday? You know, real, day-to-day high-level performance. but then all the conditions have to be met. So a DEI program that meets its metrics You all have to decide what are the metrics that belong in the DEI program. is still work. to be done here. Thank you.
02:12:19.35	Jill Hoffman	So,
02:12:20.27	Jake Carver	Thank you.
02:12:20.29	Jill Hoffman	You mean right now or? Oh.
02:12:22.55	Jake Carver	Thank you.
02:12:22.82	Jill Hoffman	Okay. Yeah. That would be like,
02:12:25.61	Unknown	No.
02:12:25.81	Jill Hoffman	Thank you.
02:12:25.84	Jake Carver	Thank you.
02:12:26.28	Jill Hoffman	In this moment.
02:12:26.30	Jake Carver	That's right.
02:12:26.60	Unknown	Yeah.
02:12:27.94	Jill Hoffman	Right.
02:12:28.00	Unknown	THE END OF
02:12:28.04	Jake Carver	I'm not.
02:12:28.10	Unknown	Thank you.
02:12:28.14	Jake Carver	I'm sorry.
02:12:28.19	Unknown	Thank you.
02:12:28.31	Jake Carver	in this moment.
02:12:29.37	Jill Hoffman	Right. So I, that's why I think a DEI program that meets its metrics by, you know, whatever they can do.
02:12:34.62	Unknown	Yeah.
02:12:35.02	Jake Carver	Thank you.
02:12:35.07	Jill Hoffman	Thank you.
02:12:35.09	Jake Carver	Thank you.
02:12:35.28	Unknown	Yeah.
02:12:35.45	Jill Hoffman	there. Thank you.
02:12:36.00	Jake Carver	If somebody else doesn't agree and wants to see something different, then we put that up there and you get to vote for that. So I don't want to just say, hey, it's number seven as a Winner if If, All five of you. wouldn't vote for that. So that's why I go back to my other question. is under DEI is what you and vision. something that you feel
02:13:03.98	Janelle Kellman	to,
02:13:04.18	Unknown	Thank you.
02:13:04.91	Jake Carver	I think certainly in the first round, I'm going to choose that. I think that's a top Result. to be delivered by the city manager.
02:13:17.97	Jill Hoffman	But to me, I think the broader one's better because we haven't as a city council decided on what that DEI was doing implementation plan is. Melissa and I are the working group on that.
02:13:30.19	Unknown	Okay.
02:13:30.26	Jill Hoffman	Thank you. We're in the process of developing that, but we haven't, you know, we haven't presented that to the city council yet.
02:13:30.93	Jake Carver	Thank you.
02:13:37.68	Jake Carver	All right, so the thinking here is that eight and nine are actually Well, I would say nine is part of seven. The program is one thing. And you could stipulate that the program must include the implementation plan. I mean, it should. Yeah. And so there's just, I mean, We could just have one bullet under there, right? Right. But what I'm asking is if there's somebody here that doesn't see it that way, that doesn't agree. In other words, you want to vote for something else, this is where we would add yours and you get to vote for a different thing. So,
02:14:13.79	Susan Cleveland Knowles	Thank you.
02:14:13.81	Jake Carver	I'm not sure.
02:14:13.83	Susan Cleveland Knowles	The only issue that I would just... say is that our city manager is going to manage a process to in both the sustainability bucket, the ones that we have and the DEI bucket, that person will make it happen, but they won't be doing it. Like they'll be managing staff that will be doing it. you know, the these are both long the sustainability ones and the ones are both long term planning
02:14:35.29	Unknown	you know, the,
02:14:43.54	Susan Cleveland Knowles	processes that will be managed by our city manager.
02:14:47.12	Jake Carver	Then I have a clarification question. Is the DEI program going to be led pretty much solely by the city manager and staff and brought to city council, or will council have a big role in, developing the program. Thank you.
02:15:06.98	Jill Hoffman	I think council is going to have a hand in developing the program and deciding what the scope of that program is which will then go to city council for city council to weigh in, all five of us to weigh in on Do we think this is the right direction and direction to staff for implementation? And then that will be up to the city manager on how to implement. But then you also, you know, What are the metrics surrounding that? The metrics are, have you implemented these five things that we decided was going to be our Sausalito program. And what are the successes or failures based on the implementation of that?
02:15:42.39	Jake Carver	Here's the clarification I'm seeking here. is the city manager success likely to be derived more from successful implementation of the plan, which is not the same as G. he or she also owns creation of the program. With, with, Because those are two different things. The procreating it and implementing it, not the same.
02:16:13.61	Ian Sobieski	This is the same problem we had before with my metric on customer satisfaction that first has to be created before it can be measured. And apparently we're not allowed to combine the two together is what you're saying. But,
02:16:26.68	Jake Carver	Ian, your sound, I sense some resentment.
02:16:28.91	Ian Sobieski	Wow, little. Don't take it personally. It's just that it seems like You know, developing the plan is the first step to then implementing it. The same person should be able to do both, and if you separate them out, it sounds
02:16:42.78	Jake Carver	No, sorry. I was asking if it's primarily the city manager that leads both the development and the implementation, or if it's more a combination of city council and city manager that will create and or sign off on the program, but a real measure of success is more the implementation of the DEI program. out. That's not playing with words. Those are two different. Thanks. Yes.
02:17:15.98	Jill Hoffman	Yeah, so I'll just go back to You know, I think I think the city council is going to define the scope of what the program is and maybe some specific metrics under that. But I don't know if you mean that that's That's the development or, but of course the city manager is going to have to work with human resources. and to develop what are the actual, you know, at one of the actual action items specifically with staff. I think. But, but I think the city council is going to give very specific direction on what the program for South Salim City,
02:17:50.03	Jake Carver	I program for Sausalito is going to be. Let me bring something in. I mentioned earlier, if we were to apply the failure filter here, just as another way to help The whole part is here is figuring out what we draw lines through. So if we, applied the failure filter. The way I would do it is to say, all right, if the city manager... failed to develop a DEI program. on their own. Now I don't mean individually, with their staff, et cetera, Would they fail? I think your answer is no, because they're not, tasked with doing it on their own. City Council is going to play a big part. However, now let's apply the failure filter. If the city manager and the team they lead fail to implement that program successfully. Is that failure?
02:18:43.83	Janelle Kellman	Thank you.
02:18:44.74	Jake Carver	Thank you.
02:18:44.75	Janelle Kellman	Thank you.
02:18:44.77	Jake Carver	THE END OF THE END OF THE
02:18:44.98	Janelle Kellman	Jake, so can I just, as you're looking at this, consider the city manager for me is like the hub of a wheel and all the spokes. That hub needs to be well oiled and ready because they got to make sure those spokes are ready to go. And so we as the council can come with a plan and recommendations, but we're relying on the city manager to be able to execute on that. And that's going to mean finding the staffing, helping with the budget, making the right hiring decisions, choices that help us execute. And so, um, they need to be able to implement a program and
02:19:22.03	Jake Carver	and do it in an efficient manner. What I'm suggesting here is again, as we're trying to apply all these filters to really find out what the right stacking is, Jump ahead, imagine you're in meetings with the city, manager applicants, and maybe you're now down to a couple of Finalists. I suspect the majority of what you're going to want to understand from these applicants is how are you going to do this? How do you succeed? What do you do when things go wrong, etc. more than how are you going to create the plan. So just in service, to ranking There is a big distinction between implementation execution and creation, creation has to come first, but I think it's, will be seen as a failure if the implementation of this plan mostly doesn't succeed. So that's where the failure filter can sometimes really be a clarifier. as to, which thing is it? Like they're both
02:20:27.96	Janelle Kellman	important. See, that's the exercise. I think maybe Deborah can weigh in a little bit on this.
02:20:29.77	Jake Carver	Yeah.
02:20:30.04	Deborah Muchmore	Bye.
02:20:30.09	Unknown	I'm not.
02:20:30.26	Deborah Muchmore	I think
02:20:31.02	Jake Carver	.
02:20:34.00	Deborah Muchmore	Um, Thank you. Yeah, I was trying to be, no, sorry Ian that you were going to speak as well. Councilmember Sobieski.
02:20:40.43	Unknown	Go ahead.
02:20:40.74	Deborah Muchmore	Thank you.
02:20:40.94	Unknown	Bye.
02:20:41.38	Deborah Muchmore	So city council is setting the policy and the direction and the strategic initiatives and goals for the city. And the city manager that they hire, it is their role. to take that direction. and to affect those initiatives and those goals to whatever degree they can to happen, And they will utilize whatever means, whether that staff or interagency collaborations, but they will work with the city council to get approval for those things, but it is their responsibility. to affect the initiatives that the city council would like to have affected and have placed in their strategic plan and in their strategic direction. Did that help? Yes. I don't know. Thank you. Council member Cleveland. I'm sorry. I'm not the I'm not the mayor. Yeah.
02:21:46.63	Jake Carver	Thank you.
02:21:46.95	Jill Hoffman	I don't know. Jake, you're the
02:21:48.03	Jake Carver	Thank you.
02:21:48.98	Jill Hoffman	It's a great day.
02:21:49.03	Jake Carver	Anyway.
02:21:49.25	Jill Hoffman	Thank you.
02:21:49.33	Jake Carver	I would say I think we agree number nine is part of number seven. I think it's seven and eight. I would give everybody two votes and I'll make an exception to my usual process, which is you can either vote for seven and eight, or you can vote for one of them twice. just to see where the council as a whole feels you'd like to see the city managers focus. How about that? Yeah, let's go. All right. Let's vote. Again, I'm just going to go around the horn, you guys. So, yeah.
02:22:20.57	Deborah Muchmore	So you can. I added this. Do you guys want it out then before you vote?
02:22:21.87	Jake Carver	Thank you.
02:22:25.50	Jake Carver	Nine is part of seven because the metrics will be in the program.
02:22:26.42	Deborah Muchmore	Do we have a...
02:22:31.84	Deborah Muchmore	No, I mean, I added in-
02:22:32.97	Jake Carver	Yeah, take that out of there. Yes. Take that out. That's what I thought.
02:22:34.04	Jill Hoffman	Thank you.
02:22:34.48	Deborah Muchmore	Yes.
02:22:36.23	Jill Hoffman	Thank you.
02:22:37.09	Jake Carver	But do we agree that nine is part of seven?
02:22:37.11	Jill Hoffman	But do we- Thank you.
02:22:40.25	Unknown	Thank you.
02:22:40.87	Jill Hoffman	I don't think nine needs to be called out specifically. You don't either. So you're voting for seven.
02:22:45.31	Unknown	Exactly.
02:22:47.03	Jake Carver	Voting.
02:22:47.94	Jill Hoffman	Thank you.
02:22:47.96	Jake Carver	Either for seven and eight or seven twice or eight twice. Those are your choices. Go around the
02:22:53.97	Janelle Kellman	I think we're going to have a
02:22:56.60	Susan Cleveland Knowles	I'm confused.
02:22:57.32	Melissa Blaustein	Thank you.
02:22:57.68	Jill Hoffman	I'm going to go.
02:22:57.73	Melissa Blaustein	I'm not.
02:22:57.81	Jill Hoffman	Uh...
02:22:58.05	Melissa Blaustein	Thank you.
02:22:58.18	Jill Hoffman	Thank you.
02:22:58.20	Melissa Blaustein	Thank you.
02:22:58.37	Janelle Kellman	wait, we're not Susan,
02:22:58.47	Melissa Blaustein	I don't want you to be kidding me.
02:22:59.45	Jake Carver	I don't want to.
02:22:59.70	Janelle Kellman	What?
02:23:00.53	Melissa Blaustein	Susan's confused. Go ahead. Why wouldn't we just vote for one? I'm confused too.
02:23:01.41	Jill Hoffman	Thank you.
02:23:01.44	Jake Carver	Why wouldn't we?
02:23:04.73	Melissa Blaustein	Okay, fine.
02:23:05.73	Jake Carver	Thank you.
02:23:06.50	Melissa Blaustein	Thank you.
02:23:06.52	Jake Carver	That's fine. Vote for one. Two would just show you a little more emphasis, but Either way works. Uh, okay. Pick one, Jill. Hey. Okay.
02:23:20.90	Unknown	Thank you.
02:23:21.67	Jake Carver	genetic.
02:23:21.98	Unknown	you
02:23:22.48	Jake Carver	Thank you.
02:23:22.53	Unknown	if you're not going to be
02:23:23.90	Jake Carver	Thank you.
02:23:23.93	Unknown	Melissa? I'm going to go. Susan? it, I'm not a comedian.
02:23:29.76	Ian Sobieski	I'm going to go here as well.
02:23:31.73	Jake Carver	All right, well. Wow. Can we frame that? Awesome. Okay, great. All right.
02:23:36.03	Unknown	I'm not sure.
02:23:37.27	Jake Carver	It's all. But you know what, again, I think that's really useful. There's a difference between creating the program and making it sing. So there you go.
02:23:45.11	Jill Hoffman	Thank you.
02:23:45.13	Deborah Muchmore	I'm going to stop screen share for just a minute and then reshare because I've lost the ability to change the document. So I'll be right back.
02:23:52.81	Jill Hoffman	Okay, can we take a quick bio break? I know we're going to take one later, but But let's take a flip on it right now while Debra's doing that.
02:24:00.11	Unknown	Two minutes, three minutes, four minutes, what? Two minutes. Yep.
02:24:02.85	Jill Hoffman	I'm sorry. Thank you. Yeah, quick.
02:24:04.87	Unknown	Okay.
02:24:23.44	Unknown	This is Dina DeRose, and you're tuned to Radio Sausalito.
02:27:48.22	Unknown	Mmm.
02:27:52.67	Deborah Muchmore	This and you're at sustainability and we're going to do these. Thank you.
02:28:05.09	Unknown	Thank you.
02:28:05.21	Deborah Muchmore	Amen.
02:28:06.03	Unknown	here and Yes.
02:28:14.67	Deborah Muchmore	One second and then I'll share.
02:28:23.70	Unknown	Thank you. I'm going to use that quite efficiently and I'm going to use the tool.
02:28:30.45	Deborah Muchmore	All right.
02:28:30.76	Unknown	Thank you.
02:28:30.94	Deborah Muchmore	I'm going to share and you're going to tell me, Janelle, what you told me before, what you saw and we'll get it in the red bucket. Okay.
02:28:47.90	Janelle Kellman	Yep. So under sustainability, that last thing that is not in that bucket.
02:28:52.07	Deborah Muchmore	not. Long term. Okay.
02:29:04.03	Deborah Muchmore	Okay. All right. Thank you. We're back in business.
02:29:10.85	Janelle Kellman	Delete that last one there on that.
02:29:13.47	Deborah Muchmore	Oh, I took it out. Yeah, I just didn't delete it. Okay.
02:29:18.01	Janelle Kellman	Thank you.
02:29:18.02	Jake Carver	Okay.
02:29:18.97	Janelle Kellman	Thank you.
02:29:19.04	Jake Carver	So Sustainability right now has three results. An implementation plan for every aspect of LEAP within the first two years. a sea level rise adaptation plan that includes a community-wide infrastructure setting by XXX We don't need includes because you guys set the conditions for the plan, but it doesn't matter. A C-level plan that addresses all contingencies. So again, I think that this sustainability Is it? creating a plan and implementing a plan. Does it follow along the lines of DEI? or is there a distinction that I'm not understanding?
02:29:59.08	Janelle Kellman	Yeah, so Jason, the distinction is that the LEAP plan already, it already exists. And the council has seen it before. It's from 2015. No, it's not.
02:30:08.01	Unknown	Thank you.
02:30:08.02	Melissa Blaustein	No, it's not. Thank you.
02:30:09.73	Janelle Kellman	.
02:30:09.78	Melissa Blaustein	No, no, no.
02:30:09.80	Janelle Kellman	I don't know.
02:30:10.91	Melissa Blaustein	It was just written in 2020. It's a new, there's the climate action plan. Oh, that's right. That's right. Yeah.
02:30:14.33	Janelle Kellman	That's right.
02:30:15.38	Melissa Blaustein	with action plan.
02:30:16.48	Janelle Kellman	Okay, thank you for that, Melissa. But the point is that it exists. Now we just need somebody who can help us prioritize it and care
02:30:26.03	Jake Carver	forward.
02:30:27.08	Janelle Kellman	Thank you.
02:30:27.09	Jake Carver	So from my understanding, is number two a different plan than number one? Yes. Thank you.
02:30:33.62	Janelle Kellman	Yes, because number one deals with carbon emissions. Right. So there's different environmental issues. And is number three a subset of number two?
02:30:43.02	Jake Carver	Thank you. It was just offered by two different people. So what I'm just saying is that is that some redundancy?
02:30:47.07	Jill Hoffman	So, Yeah, but we can recombine them in a more succinct statement. Um,
02:30:55.04	Susan Cleveland Knowles	Thank you.
02:30:56.37	Jill Hoffman	Thank you.
02:30:56.39	Susan Cleveland Knowles	There are two, one is one thing and two and three is a, They're both the same thing said in two different
02:31:03.51	Jake Carver	That's what I wanted to make sure I understood that three is the same as two or it's a subset of two.
02:31:06.41	Jill Hoffman	Right. No, it's a subset. So two and three deal with the same thing. Let's try to see if we can succinctly combine those two.
02:31:13.03	Susan Cleveland Knowles	Yeah.
02:31:16.55	Susan Cleveland Knowles	And the sea level rise plan has to be made first and then implemented. So it doesn't exist.
02:31:23.98	Jake Carver	So, Number three should become It's a bit of a little bit.
02:31:28.62	Susan Cleveland Knowles	No.
02:31:29.61	Jake Carver	a plan. and then implementation of the plan.
02:31:30.86	Unknown	Period.
02:31:34.54	Jake Carver	All right, so number two says it. Number three should be implementation. of the C-level plan, right? The top one is implementation of leaks. Right. OK.
02:31:44.04	Jill Hoffman	Thank you.
02:31:44.14	Susan Cleveland Knowles	Okay.
02:31:44.35	Jill Hoffman	I'm sorry.
02:31:46.02	Jake Carver	implementation plan.
02:31:47.55	Susan Cleveland Knowles	Right, but the sea level rise two and three are the same as DEI. We first need to make a point.
02:31:53.75	Jake Carver	Thank you.
02:31:53.76	Unknown	Got it. Thanks.
02:31:54.73	Susan Cleveland Knowles	fun to help us implement it. So there are two distinct goals. All right. Sarah Silver, yeah sea level rise, the first thing is getting the plan that's going to take it's not an easy. It's a years long process.
02:32:07.38	Jill Hoffman	So there's like, Thank you.
02:32:09.07	Susan Cleveland Knowles	Thank you.
02:32:09.10	Jill Hoffman	Right. So if we're looking for
02:32:09.12	Susan Cleveland Knowles	Right.
02:32:10.98	Jill Hoffman	If we're looking for near-term, you know, for the new city manager to achieve, you know, the adaptation plan. And then once he achieves that he or she they achieve that, then the next thing is implementation.
02:32:28.29	Jake Carver	Okay, so again, clarification question just for me. that, Is it similar to DEI in that the city manager will certainly be an active participant in the sea level plan, but City Council is deeply involved Whereas, Like DEI, the city manager has far more responsibility and accountability for implementing it once it's in place.
02:32:59.25	Susan Cleveland Knowles	So I actually want to go back to Janelle's hub and spoke analogy.
02:32:59.37	Jake Carver	I'm sorry. I'm not sure.
02:33:04.22	Susan Cleveland Knowles	I think they're just two different skills. And we probably want a city manager that has both.
02:33:07.51	Jake Carver	THE FAMILY.
02:33:10.93	Susan Cleveland Knowles	And the first grouping is to be able to manage and hire and plan long-term plans. like the housing element, LEAP, sea level rise, DEI, et cetera. The second thing, and this is going to attributes, I know, so Jake, don't get too mad at me.
02:33:32.28	Jake Carver	Oh, no, no, that's okay here, Susan. This is good. This is good.
02:33:34.29	Susan Cleveland Knowles	But the second skill is once there's a big plan, carving it up into achievable chunks and implementing it over time in a way that makes sense and that we have budget for. So, you know, hopefully we get a city manager that can do both those things, but they're two different things and they apply to so many of the things we've been talking about today. all across the board. And I would hate to sort of prioritize DEI or LEAP or sea level rise, they're all priorities and we're gonna be struggling with that over the next couple of years with our reduced budget, et cetera. But once we know what our priority is, we're going to want that city manager to be able to Oversee the planning and move that along and then, when we're at implementation like we are with leap. to take it and implement it.
02:34:22.60	Jake Carver	So just let me give you a coming attraction here of what happens. As you just said, I agree a thousand percent. The set of skills required to create long-term strategic plans is not the same set of skills that is required to implement plans on a near-term and longer-term basis. They are, is there some overlap in some areas? Of course, but generally speaking, and I'm generalizing. Those are two different skills. And what will come into focus for all of you as you keep doing this work is, So do we need somebody who mostly is naturally able and experientially has demonstrated that they are great at implementation, versus someone who is fantastic at creating strategic plans. and Of course, it'd be great if they could do both. But I will tell you in a very controversial way, it's rare when somebody's, wiring. is structured that they are great at both of those. Sometimes there are attributes that mostly live in opposition to one another. It just is. They're not my rules, it's humanity, it's how it works. And so what's becoming clear to me, which is I think Very useful. is that it may be that you want a Rock star. implementation person. who can do all the things in implementation, And so therefore, strategic plan creation might be in results six through 10, but might not make it into the top five. I'm just giving you that, to confuse you and make a mistake.
02:36:14.50	Janelle Kellman	I find that very helpful. And I think that discernment is an accurate one for me. And so, Susan, thanks for bringing that out. They are really different. Yeah. And yeah, that was a great way to put it.
02:36:29.33	Ian Sobieski	I'm gonna echo what Janelle said and also say that I'm surrendering to you, Jake, on this point.
02:36:29.43	Janelle Kellman	Yeah.
02:36:34.75	Ian Sobieski	But that means I'm going to change my vote for the DEI, even though it's not unanimous. So you should put one vote by item number one there. Indeed. I get the distinction between making the plan and then implementing it. And we want to have both, but And we ideally would like to help a city manager who could do both, but if you have to, but This part of the city manager's role is figuring running staff to come up with many well-researched and analyzed options. which is basically making the plan. I will surrender to it, even though I don't like it. That's awesome.
02:37:16.28	Jake Carver	and you get all kinds of props for that. Nicely done. Hold on. One really important point. Okay, but I'm changing my
02:37:22.98	Jill Hoffman	answer to. Okay. I see what you're saying. So thank you for that, Jake. And yeah, I'm leaning. I wanna clarify something.
02:37:33.03	Jake Carver	it.
02:37:33.54	Jill Hoffman	Thank you.
02:37:33.59	Jake Carver	I, my style. is to say things in really strongly held way and very definitive. and sometimes I'm guilty, it's not good, of making things sound like something is all the, like this all the time and like that all the time. When I talk about This is a good comparison. Strategy versus implementation. Somebody might be, Not bad at strategy. but a rock star at implementation. It's not like, oh, you either are terrible or great. not often the case. I think of all of this in terms of A great term Deborah gave me, at 1 a.m. this morning, forced ranking. that if you have to rank, implementation. versus strategy creation. You're not going to take the city manager out of that but which is the one that you need that person to be a rock star? So it's not all or nothing. but it's, real talent versus not bad, good member of the team. That's what I mean when I say people don't have both. They don't have them necessarily at equal rock star levels. And that's what I want to make sure I'm clear about. There are lots of people who are good at strategy and implementation. but they're better at one or the other. So that's, I didn't want, I am guilty of making things sound black and white. Nothing's black and white. Okay.
02:39:02.24	Ian Sobieski	What is it? We can change your vote to.
02:39:06.10	Jake Carver	Is it here? Okay, so if we're going to vote on sustainability, well, is there not? Okay. Okay, is sustainability, So if three is part of two, do we take three out?
02:39:23.04	Jill Hoffman	Yeah, I think so. Because if you're, we're saying there are two different things. the development of the plan is definitely strategic. and then implementation follows. Yeah. Okay.
02:39:36.04	Jake Carver	I,
02:39:36.80	Jake Carver	I want to make sure that Thank you. None of you think, hey, there's something I would rather vote on that's not there. So does anybody want to add something that's not there?
02:39:46.87	Janelle Kellman	Yeah, I would want to do a plan and implementation like we have for number one under DEI. So I don't know if that's a typo under number one on DEI. or if it was meant to be just program,
02:40:01.38	Jake Carver	No, that is a typo under DEI. We took out implementation because you can't have those are different.
02:40:01.42	Janelle Kellman	or?
02:40:07.64	Jake Carver	Okay. Because number two is implementation.
02:40:09.04	Unknown	I was number two. Mm-hmm.
02:40:12.55	Jake Carver	So for sustainability, we've got implementation of LEAP, But I think the thing we're missing is creating the plan for sea level rise and then implementing the, we need three things, implementing the plan for sea level rise, correct? Yeah, so that's wonderful.
02:40:28.47	Unknown	So two...
02:40:29.16	Unknown	Thank you.
02:40:30.83	Jake Carver	a sea level rise adaptation plan, but three is a sea level rise implementation plan. Can I ask?
02:40:37.97	Melissa Blaustein	just because We have leap, but the climate action plan does address sea level rise and that we would need that we would, need a plan for it. So I'm just trying to be comprehensive if we're going to have a sustainability category. I'd like to add an information for every aspect of LEAP and CAF, which is the Climate Action Plan. Because yeah, exactly. Because I don't want it to seem like it's just
02:41:00.16	Unknown	and also,
02:41:02.62	Melissa Blaustein	one. for the whole sustainability piece. Sea level rise is critical, but it's not the only thing.
02:41:09.62	Janelle Kellman	Thank you for that, Melissa. I was struggling with the two. No, Melissa, is there something specific
02:41:15.02	Melissa Blaustein	want to add to this list? Yeah, just put, it's implied, because the Climate Action Plan talks about sea level rise. So it's, and there's this, the reality is we as a city have two plans that have been worked on and looked at by a number of people. committees, commissions, consultants, and the council, and they've never One of the most frustrating things for me is that though there are amazing ideas in both of them, little has been done at all to implement them.
02:41:42.70	Jake Carver	Okay. Are we ready to vote here?
02:41:46.23	Unknown	Thank you.
02:41:46.24	Jake Carver	Thank you. Okay.
02:41:48.88	Susan Cleveland Knowles	So essentially now two is within one.
02:41:55.68	Jake Carver	So would we take two out?
02:41:57.20	Ian Sobieski	No, two is not within one, because that's the whole point about the creating the plan and implementing the plan being different things, right?
02:42:05.87	Janelle Kellman	Well, here's the other way to look at this too. Let's leave these three separate. And the reason for that is because it's going to take a lot of resources If we were just doing LEAP, it would take resources. If we were just doing CAP, it would take resources. And so what we're saying is we actually think they're both equally important. Somebody may feel like, actually, they're not equally important. I do think sea level rise is more important than LEAP, in which case they might vote for two or three, depending on the orientation around implementation versus planning. So I think we should just vote on these three, if that makes sense to others.
02:42:37.97	Susan Cleveland Knowles	Okay. They're just apples. we've got apples and oranges now and we're, we're confusing substance with process. We're confusing, the outcome, the result, on a substantive level with the result on a process level.
02:43:02.57	Janelle Kellman	Can you explain that more or be worried, Susan? What would you like to either add to this
02:43:03.99	Susan Cleveland Knowles	be worried at Susan It's not, it's that we want the result is well-managed process or well-managed implementation. Right? Like those are two results. Regardless of like we have. At any one time, we have 10, 20, 30 programs that are happening simultaneously and constantly. So it's not like here, it's a strategic planning discussion to prioritize LEAP or sea level rise or Olive Cap or DEI or whatever, that's a, we have scarce funds and this is where we're gonna put them. In terms of hiring a city manager, It's Do we want, you know, are we focusing on the planning or are we focusing on developing the implementation mechanism?
02:43:55.41	Jake Carver	Well, that's what the voting is going to reveal. You're right. They're different. They're apples and oranges. Exactly right.
02:43:55.42	Susan Cleveland Knowles	Thank you.
02:44:01.04	Susan Cleveland Knowles	Right, but we're being asked to vote on a carbon emission thing versus a sea level rise thing.
02:44:05.99	Jake Carver	You want to take them out, and so leap is one thing and cap is a different thing? Because they're not the same? They're not.
02:44:12.06	Susan Cleveland Knowles	No, no, no, they're totally different.
02:44:14.02	Jake Carver	that I think they should One and two should look the same, except one says leap and the second one says cap.
02:44:19.70	Janelle Kellman	Thank you.
02:44:21.24	Jake Carver	Thank you.
02:44:21.26	Janelle Kellman	That is one way to handle it. And then we would be prioritizing just substantively emissions action over sea level rise action. And to Melissa's point, she was looking for a more holistic approach I'm not sure. which may be too big of a bucket for your process, Jake.
02:44:38.69	Susan Cleveland Knowles	Yeah, I mean, I'll vote for one because it has everything in it. I'm just noting that I think we're mixing apples and oranges.
02:44:45.61	Jake Carver	Well, number one would have to say implementation plan. for leap and
02:44:52.97	Melissa Blaustein	CAP
02:44:53.89	Jake Carver	Thank you.
02:44:53.91	Melissa Blaustein	But they have plans. It's to the point is to, well, okay, that's fine. I'm not going to, it's okay.
02:45:00.97	Jill Hoffman	Thank you.
02:45:01.07	Melissa Blaustein	Thank you. Thank you.
02:45:01.40	Jill Hoffman	Sure.
02:45:01.79	Melissa Blaustein	you Thank you.
02:45:02.03	Jill Hoffman	Are you thinking execute? Well, that's an action word though. That's a verb. So, okay, got it. Thank you.
02:45:08.46	Jake Carver	Well...
02:45:08.90	Jill Hoffman	Thank you.
02:45:10.36	Jake Carver	Are you saying that the implementation plan already exists and it doesn't have to be created? It just literally has to be implemented.
02:45:18.75	Unknown	Bye.
02:45:21.55	Jake Carver	I'm fine with implementation plan.
02:45:22.97	Melissa Blaustein	It's it's fine. Okay.
02:45:27.53	Jill Hoffman	Okay. All right. I think we're ready.
02:45:30.12	Jake Carver	All right. doing one or two votes?
02:45:32.83	Jill Hoffman	Thank you.
02:45:32.84	Jake Carver	Well, number four, Debra, you added number four?
02:45:36.81	Deborah Muchmore	Yeah, and I just wanted to say, I think you get to the same place when we get to the questions, because your goal is to ask something that will, is to find, the result is to be able to implement these things effectively and to have some measured success in that. And so the goal will be to find out if folks can do this. and.
02:45:58.69	Unknown	Yeah.
02:45:59.03	Jake Carver	Thank you. I wouldn't be crazy about number four only because when you get that broad. Right. It doesn't serve you as well as the clarity of, well, there's LEAP, there's CAP, there's DPI. And again, you say, well, then why wouldn't we say all programs? Because you want to make sure that you're not... expecting too much of the person. I mean, that's a very real concern, you know, But so that's why I don't tend to bucket everything all together. Anyway.
02:46:31.62	Unknown	I'm not sure.
02:46:32.11	Jake Carver	So we have three things. So... you could each have two votes for this one.
02:46:41.41	Jake Carver	Are we good to go? All right, so Jill. I'm going with one
02:46:47.06	Jill Hoffman	Thank you.
02:46:47.70	Jake Carver	And two. Okay?
02:46:48.97	Jill Hoffman	Thank you.
02:46:49.07	Melissa Blaustein	Thank you.
02:46:49.67	Jill Hoffman	Ian.
02:46:50.06	Melissa Blaustein	Thank you.
02:46:52.54	Ian Sobieski	votes for number one.
02:46:54.52	Melissa Blaustein	Two votes for number one for me. Oh, I jumped, sorry. I didn't know you were going. Melissa, go ahead.
02:47:00.14	Jake Carver	Thank you.
02:47:00.15	Melissa Blaustein	Thank you. Two votes for number one.
02:47:01.99	Jake Carver	Thank you.
02:47:02.09	Melissa Blaustein	Thank you.
02:47:02.16	Jake Carver	Thank you.
02:47:02.23	Melissa Blaustein	Okay. Susan?
02:47:05.08	Janelle Kellman	I wanted to. Janelle?
02:47:12.32	Janelle Kellman	Okay.
02:47:13.58	Jake Carver	Thank you.
02:47:17.57	Jake Carver	Okay, so one got 10 votes, two got two votes. Yeah.
02:47:22.66	Deborah Muchmore	Thank you.
02:47:23.54	Unknown	Thank you.
02:47:23.56	Jake Carver	Okay?
02:47:23.64	Deborah Muchmore	Thank you.
02:47:23.69	Jake Carver	Thank you.
02:47:23.73	Deborah Muchmore	Oh, that can't be. Not in a different count, but it's okay.
02:47:23.76	Jake Carver	No, that can't be.
02:47:26.58	Deborah Muchmore	No, what count did you get? Go ahead.
02:47:26.63	Susan Cleveland Knowles	What count did you get? Go ahead. Two got three for sure.
02:47:29.45	Deborah Muchmore	I got three there and I think I had six or seven here.
02:47:34.41	Ian Sobieski	Yeah, it's two. Seven. Melissa and I chose Paul.
02:47:35.93	Jake Carver	Thank you. it.
02:47:37.80	Deborah Muchmore	Thank you.
02:47:37.83	Jake Carver	It's seven and three because that makes ten. Yes, that's what I thought. Seven votes for number one, three votes for number two. See, I'm going to lose my math privileges now, as I should, clearly.
02:47:48.08	Unknown	Clearly.
02:47:48.43	Jake Carver	Thank you. All right, next category.
02:47:51.35	Deborah Muchmore	Thank you.
02:47:54.69	Deborah Muchmore	Long-term planning.
02:47:56.48	Unknown	Okay.
02:48:14.59	Jake Carver	make it easier. And we just need numbers. You need numbers. We can do that. Okay, a plan for utilization of state and federal funding Are those different plans?
02:48:31.11	Jill Hoffman	Thank you.
02:48:31.13	Jake Carver	Uh, no. If it's mostly one plan with different elements, that's fine. If it's two completely different plans, we should separate them.
02:48:34.55	Unknown	Thank you.
02:48:34.57	Jill Hoffman	I mean.
02:48:41.98	Deborah Muchmore	and sometimes the state offers the federal funding, sometimes not. So leave them together.
02:48:47.09	Jake Carver	Thank you. Yes? Yeah. That's a winner. Right. Implementation plan for utilization of 100% affordable units, an inclusive housing element
02:48:48.49	Deborah Muchmore	Yeah.
02:48:48.79	Jill Hoffman	Thank you.
02:48:59.36	Jake Carver	delivered on time.
02:49:05.25	Jake Carver	So the second part of that sentence isn't necessary as the result, the clear pathways to more affordable senior in it, because those are criteria and you will set criteria for the plan, but the result, is the plan. Right? Or the, when you say, element. is that That's what it's
02:49:27.12	Melissa Blaustein	That's what it's called. It's called the housing element. It's a replacement.
02:49:29.34	Jake Carver	It's a requirement.
02:49:29.89	Melissa Blaustein	I'm not sure.
02:49:30.04	Jake Carver	It's a little bit.
02:49:30.34	Melissa Blaustein	Thank you.
02:49:30.53	Jake Carver	Thank you.
02:49:30.54	Melissa Blaustein	So,
02:49:31.03	Jake Carver	Thank you.
02:49:31.74	Melissa Blaustein	Thank you.
02:49:31.76	Jake Carver	Thank you.
02:49:31.86	Melissa Blaustein	Thank you.
02:49:32.03	Jake Carver	Thank you. You're welcome. a six year Capital, I would take out resilient. Capital. Thank you. improvement plan.
02:49:46.83	Jake Carver	When you say prioritizing, Does that mean it must long-term sustainability. and other things or it is a plan for long-term sustainability. Thank you.
02:50:04.06	Janelle Kellman	So the capital improvement plan is its own plan that Department of Public Works puts together, right? And so I think the suggestion here was as we create criteria for prioritizing the different projects, sustainability would be an element of that.
02:50:22.00	Susan Cleveland Knowles	Yeah. That's it. This was mine. We have a capital improvement plan.
02:50:23.41	Janelle Kellman	So the reason
02:50:24.04	Jake Carver	I'm just going to Right, so we don't need the plan. The plan already exists. Thank you.
02:50:30.30	Susan Cleveland Knowles	Thank you.
02:50:30.35	Jake Carver	Thank you.
02:50:30.50	Susan Cleveland Knowles	What is it? You have to re... I mean, we redevelop that every six years, and we were supposed to be developing that... now with our our six year capital improvement plan, six-year strategic plan and our two-year budget to get there.
02:50:48.30	Deborah Muchmore	that they are developing a plan.
02:50:50.70	Susan Cleveland Knowles	Right.
02:50:50.97	Jill Hoffman	Thank you.
02:50:52.13	Deborah Muchmore	Thank you.
02:50:52.15	Jill Hoffman	But we developed a six-year plan last year. So we have this six year We have this.
02:50:58.24	Susan Cleveland Knowles	We have this put on hold with that.
02:51:03.00	Jill Hoffman	But it was developed, right? It was just put on hold.
02:51:06.78	Susan Cleveland Knowles	We really didn't finalize the capital improvement portion of it.
02:51:12.32	Jake Carver	My question is whether the city manager is the lead on the development of the plan or a participant, we know the city manager leads implementation.
02:51:23.59	Jill Hoffman	The finance director leads the board leads the capital improvement along with the Public Works Department. City manager facilitates for sure. but, I mean, the capital improvement plan is what's within the,
02:51:34.76	Unknown	Amen.
02:51:39.87	Jill Hoffman	realm of possible based on budget. And then you prioritize from there.
02:51:44.11	Jake Carver	I'm just asking why this is on the list for city manager. potentially as one of the top five results.
02:51:52.26	Susan Cleveland Knowles	I put it on there because if our city manager can't deliver and his or her staff can't deliver this, then we are going to have long term capital failure.
02:52:01.57	Jake Carver	So it's implementation. Do I understand? It's not the development, because like you said, the development is finance director, et cetera, but then they play the major role in execution implementation.
02:52:15.07	Susan Cleveland Knowles	So the city manager is like the CEO, right? Like, so they, their job is not actually to develop the capital improvement plan or to implement it. Those are functions of other department heads. But if the city manager is not managing the process, the entire process, than those department heads Thank you. You know, it's everything we've been talking about. None of what we've been talking about does the city manager do. They don't do the plans. They don't. um, implement any of these programs. they ensure the department heads implement the program.
02:52:55.83	Jake Carver	Right. the context that we're using the word implement important distinction, thank you, is that They don't personally do all the many hours of work, but they own that the work has to get done. So that's, the shorthand of it is, they are responsible. The way I say it is, they own, the ultimate implementation of a plan, even though everyone else does the work. I totally get that.
02:53:24.04	Deborah Muchmore	They also own the development of a plan because if they don't influence their staff to develop it. then that's a failure on their part as well.
02:53:36.68	Jill Hoffman	Okay.
02:53:36.97	Unknown	Thank you.
02:53:36.99	Deborah Muchmore	before the current
02:53:37.29	Unknown	Thank you. Absolutely.
02:53:37.54	Ian Sobieski	You really have to do all the plan before you implement it. So if you're doing it in terms of this time,
02:53:39.55	Unknown	Thank you.
02:53:39.57	Deborah Muchmore	Thank you.
02:53:43.60	Unknown	Thank you.
02:53:43.62	Deborah Muchmore	Yeah.
02:53:43.70	Ian Sobieski	time thing and you're making this distinction between what's the priority first you have to decide you know where you're going. you have to decide where you're going before you go there. So obviously, you know.
02:53:54.05	Jake Carver	Thank you. You develop the plan, then you implement it, but they're different.
02:53:57.59	Ian Sobieski	So.
02:53:58.18	Jake Carver	So I'm just saying, do you,
02:53:59.72	Ian Sobieski	I have the same resistance, that Susan's alluding to in all these cases, but clearly we have to have a plan first. If you're gonna make that distinction,
02:54:08.98	Jake Carver	Thank you.
02:54:09.01	Susan Cleveland Knowles	All right, so this is the plan. Do you want to ask? That was what I put it here for, to have a six-year capital improvement plan
02:54:16.71	Ian Sobieski	it.
02:54:16.98	Susan Cleveland Knowles	are prioritizing.
02:54:17.00	Ian Sobieski	to prioritize it. So developing the plan is number four. project.
02:54:24.88	Jake Carver	Okay. Is there anything on this list that, that is part of something else. Like is number six part of anything else? That could be a war vote.
02:54:37.74	Ian Sobieski	I would say they were sick.
02:54:38.92	Janelle Kellman	Thank you. Thank you.
02:54:39.42	Ian Sobieski	Could be a part. Go ahead, Jenny.
02:54:39.47	Janelle Kellman	Thank you.
02:54:39.54	Jake Carver	Thank you.
02:54:39.58	Janelle Kellman	Thank you.
02:54:39.59	Jake Carver	Thank you.
02:54:39.90	Janelle Kellman	Thank you.
02:54:41.77	Jake Carver	Thank you.
02:54:41.78	Janelle Kellman	No, no, no, no, go ahead. I'm all right. I welcome your thoughts.
02:54:44.81	Ian Sobieski	I was just gonna say number six could be part of the master plan that we've talked about in town that incorporates many of the different goals we have Um, I like this. as a goal for sure. Like there are other goals for sure.
02:54:56.47	Jake Carver	So that should stay below and that should stay there.
02:55:00.50	Janelle Kellman	Right? It could have been budget. Let's just leave it here for purposes of taking a vote. Let's just leave it in. I think we're going to have other votes.
02:55:08.26	Jake Carver	Thank you.
02:55:08.31	Janelle Kellman	Bye.
02:55:08.33	Jake Carver	Thank you.
02:55:08.43	Janelle Kellman	Thank you.
02:55:08.82	Jake Carver	it.
02:55:08.84	Janelle Kellman	Thank you.
02:55:09.04	Jake Carver	Does anybody want to see something up here that isn't here? Hey, I want to add anything. Are we ready to vote?
02:55:20.24	Ian Sobieski	I would add a master plan for this.
02:55:22.72	Jake Carver	Thank you.
02:55:22.94	Ian Sobieski	Is that specific enough?
02:55:26.32	Jake Carver	a master plan for what?
02:55:29.34	Ian Sobieski	uh, well it's tied into number six, Well, you know, I'll just leave it. Never mind.
02:55:36.90	Jill Hoffman	No, no, no. Hey, and finish that thought. How would you articulate that? Is that actually,
02:55:42.53	Ian Sobieski	Thank you. Thank you.
02:55:45.05	Jill Hoffman	That actually kind of covers if you're talking about master plan, right? So that might actually cover. One, two. three
02:55:53.37	Ian Sobieski	and six. It's like if I were to put a, I wouldn't say a master plan for the development of the city that incorporates anticipated housing requirements,
02:55:54.36	Jill Hoffman	It's like,
02:56:01.45	Ian Sobieski	growth of 10% annually in maritime and industrial and other uh, demands. on our infrastructure. within 12 months.
02:56:15.29	Susan Cleveland Knowles	Are you talking? economic development plan? Because that's what six seems to me, growth of industry as an economic development plan.
02:56:22.43	Ian Sobieski	like the whole thing, you know, the whole actual confrontation between, you know, if you put housing somewhere can impact an industry and if you wanna promote that industry, then maybe you can't have housing. And that's a trade-off that, we can talk to a blue in the face about abstractly, but if you took a sharp pencil to it, maybe there is a way that both can work together, but that's only when you take a sharp pencil to it and you have to anticipate sea level rise and infrastructure degradation and who's gonna pay for it. The master plan process lets smart people take a sharp pencil to work out all the trade-offs with specificity rather than high level stuff and the goals would be you know, whatever our arena number is, whether it's 100 or 700, how do we meet it while also preserving and enhancing, in fact, the amount of maritime and industrial arts. is all part of the master plan.
02:57:17.59	Jake Carver	So that's pretty good.
02:57:18.07	Ian Sobieski	That's a paragraph, not a sentence.
02:57:19.03	Jake Carver	Let me just jump in with a caution here.
02:57:21.19	Ian Sobieski	Sure.
02:57:21.69	Jake Carver	they're, is, really solid debate that happens all the time about Why do we have to have all these things spelled out? Because they're all part of a bigger thing. And for real. Sometimes some things should be bucketed together, but if you throw all of this in a bucket, and Again, this is all in service to hiring someone who can deliver the results you want. many faceted, master plans. it is unlikely that one person is going to have all the skills, background, experience, natural abilities, et cetera, create all those plans. On the one hand, you can say, yeah, well, but then you're selling us short because then by design, if we can only have five, we won't get everything we want. And the whole exercise respectfully is because you can't get everything you want. That is when the wrong people end up in the jobs and they can do some of it. So the purpose of the exercise is forcing you to make some very hard choices. and prioritize. Now, I hear a lot, but we don't have a choice. All of this has to be done. you still have to prioritize. That's the guidance I'm giving you here. So I caution you against putting a whole bunch of stuff into a bucket, like great, we want someone who can create all the plans, we want someone who can implement all the plans.
02:58:54.52	Unknown	Thank you.
02:59:02.40	Jake Carver	it usually doesn't work. So, I know you want it, I want it, everyone wants it. It won't succeed. It will not help you hire the right person for the right job.
02:59:17.03	Ian Sobieski	Right, because your master plan doesn't
02:59:17.88	Jake Carver	That's all I have to say about that.
02:59:19.50	Ian Sobieski	We've just got a little guidance, Jake, then. I mean, you know, master plan is not an alien concept. It's about making trade-offs between different priorities, like any architect would do in a house. And so is that too ambitious to say that a result is to have a master plan I attend a couple of meetings, I'm maintaining small-time character and
02:59:40.14	Unknown	Thank you.
02:59:40.19	Jake Carver	that change to the couple of mobile.
02:59:41.52	Unknown	in the training school.
02:59:43.75	Ian Sobieski	and improving industrial maritime industry. Is that Okay, we're not.
02:59:51.71	Jake Carver	Well, if it's a master plan to improve the maritime industry, That's pretty specific. I would have no problem with that. as opposed to a master plan to implement the six key programs for Sausalita. That's too big.
03:00:10.81	Ian Sobieski	Okay, but if you're designing a house and you want to have three bedrooms and a view of the water and a yard, then those are your three priorities. You're not building a house that just has three bedrooms. And you can say that three bedrooms is my most important thing, but you actually have these other two constraints. So how do you,
03:00:16.42	Unknown	Thank you.
03:00:16.52	Jake Carver	Thank you.
03:00:16.62	Unknown	Thank you.
03:00:28.52	Ian Sobieski	We want to enhance our Merit Working Waterfront. That's an important priority, but it's not the only priority for economic.
03:00:34.25	Jake Carver	No, I know, and that's why The process sounds really easy and simple, but it's actually really hard because It is supported by this notion that Every time you add more stuff. to It's actually the job description. you know, like every time, to use your analogy, you add more stuff to the house. Well, if you have a budget, you can add all that stuff to the house. And how I look at budget here is actually, to some extent, time. that when you're expecting A manager. to manage a ton of stuff. Again, I'm always gonna be annoying and pull reality into it. Like how many programs and how do these programs differ from one another? So you can bucket together three programs that are similar. But, If you have eight programs, the odds are they're not all similar. So, I don't know if I can answer your question, and really satisfy you in the house analogy, which is, You can have. three bedrooms and a yard and a this. But you might not be able to have eight more things. See, I'm giving you five, you only gave me three. You want three bedrooms,
03:01:52.98	Janelle Kellman	and a view okay can i can i ask something here so i would just suggest um a couple things one is we have seven things here in ian's analogy these are the seven rooms in the house or the seven pieces right and it's our job as the council to make these tough trade-off decisions and we would give that direction to uh the city manager to carry out either in developing the plan or the or the implementation so we have to make those hard decisions Now, if you wanna use master plan, which of course has loaded because it's a planning term, I would suggest that you make it very specific, a master plan that as Jake recommended for housing or a master plan for economic development. But that specificity is the point of this exercise. And so we're going to have to make those tradeoffs. So you're highlighting the tension that's so inherent here and why this is a hard process. So I don't know, again, in the interest of time, I don't want to shut off conversation on this.
03:02:03.42	Unknown	Right?
03:02:50.15	Janelle Kellman	But can we maybe vote on this one so we can get to the next one?
03:02:53.64	Susan Cleveland Knowles	And can I just make a process point? So, I don't know. I think that's right. I think that was a good point that Janelle just made. But also, we are not actually voting today that these are our city priorities. These are emblematic. things that we, and to help our city manager choice. if we were going to vote on whether the economic development of the marinship is more important than our affordable housing or this or that we actually need to have a totally separate REGION.
03:03:25.87	Unknown	That's a brilliant point.
03:03:27.02	Susan Cleveland Knowles	Right. We're not actually these are like emblematic things that we're prioritizing as things a city manager would have to be able to do. And so let's just put this back in the context of what we're voting about. They're the results we want the city manager. They're not actually, we're gonna have to have a totally separate discussion in our budget.
03:03:39.34	Unknown	there to.
03:03:45.75	Susan Cleveland Knowles	and if we ever have our strategic planning session about our prioritization of these issues. That's not what's agendas for today.
03:03:52.60	Jake Carver	Well said.
03:03:53.40	Susan Cleveland Knowles	Thank you.
03:03:53.83	Jake Carver	Thank you. Okay, so we've got seven things. I think it's three votes per person on this. So take a minute.
03:04:02.56	Susan Cleveland Knowles	Deborah, can you make it bigger again? I'm sorry.
03:04:02.63	Jake Carver	Thank you. I can't really read those.
03:04:07.20	Susan Cleveland Knowles	No, no.
03:04:07.94	Jake Carver	I'm sorry.
03:04:07.96	Susan Cleveland Knowles	Thank you.
03:04:07.98	Jake Carver	Thank you.
03:04:08.03	Susan Cleveland Knowles	Bye.
03:04:08.45	Deborah Muchmore	Thank you.
03:04:09.55	Jake Carver	Let me give you a solid minute here to really think your vote through.
03:04:16.85	Susan Cleveland Knowles	Thank you. Thank you.
03:04:17.26	Jake Carver	And
03:04:17.31	Susan Cleveland Knowles	First, I need to be able to read them.
03:04:18.83	Jake Carver	Thank you.
03:04:18.84	Susan Cleveland Knowles	Thank you.
03:04:20.08	Jake Carver	Okay, fine. Thank you. Really being fussy.
03:04:25.95	Deborah Muchmore	I already told you I'm old. Is that big enough? Can I do it larger for you or is that good?
03:04:32.97	Susan Cleveland Knowles	It's fine. It seems like you're not on full screen or something. But anyway, that's fine. I'm not because it won't let me time
03:04:39.02	Deborah Muchmore	in it if I go to the okay that's fine never mind
03:04:42.60	Susan Cleveland Knowles	Thank you.
03:04:42.70	Deborah Muchmore	Thank you.
03:04:43.02	Susan Cleveland Knowles	I think we're doing it.
03:04:44.19	Deborah Muchmore	get.
03:04:44.48	Unknown	Thank you.
03:04:44.66	Deborah Muchmore	Thank you.
03:04:44.69	Unknown	Thank you.
03:04:46.84	Susan Cleveland Knowles	That's perfect. Thank you.
03:04:48.63	Unknown	All right, so take a minute.
03:04:53.98	Unknown	Thank you.
03:04:53.99	Jake Carver	three. Okay, I'm ready. Okay, you win, but everybody else gets the...
03:04:58.19	Jill Hoffman	you were. I haven't read these for a while. OK, one, three and six.
03:05:01.69	Jake Carver	Okay.
03:05:03.55	Jill Hoffman	Shh. I just told the mayor and his church,
03:05:06.41	Janelle Kellman	Thank you.
03:05:07.00	Jill Hoffman	Thank you.
03:05:07.04	Janelle Kellman	You said one, three, and six?
03:05:08.20	Jill Hoffman	Thank you.
03:05:08.22	Janelle Kellman	you
03:05:08.45	Jill Hoffman	Yes.
03:05:08.86	Janelle Kellman	Okay.
03:05:16.66	Susan Cleveland Knowles	And six, three, four and six, three, four and six. Okay.
03:05:16.79	Deborah Muchmore	Thank you.
03:05:27.47	Melissa Blaustein	Three, four, and seven.
03:05:27.54	Susan Cleveland Knowles	Thank you.
03:05:27.56	Deborah Muchmore	I agree.
03:05:27.76	Susan Cleveland Knowles	Thank you.
03:05:34.19	Janelle Kellman	2.6.
03:05:47.07	Susan Cleveland Knowles	Oh, sorry, I didn't know we had seven.
03:05:50.22	Unknown	That's okay.
03:05:51.49	Susan Cleveland Knowles	Which one would you like to change? Well, if I understand it, seven includes six, so I guess I'll change it to seven. Great. Is that correct?
03:06:00.09	Deborah Muchmore	Is that correct? I don't remove six. I think it's I didn't. No, no, no. I took her boat from six and moved it to seven.
03:06:09.93	Unknown	Thank you.
03:06:13.32	Deborah Muchmore	And, Council member Sobieski, did you vote?
03:06:16.63	Ian Sobieski	4, 6, and 7.
03:06:18.59	Deborah Muchmore	Four, six, and seven, okay.
03:06:19.99	Susan Cleveland Knowles	Thank you.
03:06:22.42	Ian Sobieski	So.
03:06:22.98	Susan Cleveland Knowles	So does that mean six and seven are different?
03:06:23.41	Janelle Kellman	.
03:06:25.86	Susan Cleveland Knowles	Isn't isn't six included in seven?
03:06:28.93	Janelle Kellman	So I see six, because I suggested that one, as a focused, determinate effort with clear metrics and outcomes around this specific sector versus I see seven as sort of evaluation of different trade-offs and I guess to Ian's point, sort of a bigger master planning session.
03:06:51.04	Deborah Muchmore	So do you want to move your vote
03:06:52.03	Susan Cleveland Knowles	Yeah. I don't know, I don't really, it's fine. Let's just leave it for now. I'm confused.
03:06:58.21	Unknown	Okay, did everybody vote?
03:06:58.43	Deborah Muchmore	it.
03:07:00.83	Unknown	Yes.
03:07:00.86	Deborah Muchmore	Yes. The winner? the the top one is four and then we have equal votes on three and six and seven.
03:07:09.18	Jake Carver	Exactly. And then one got one vote, two got one vote. Yes.
03:07:33.51	Deborah Muchmore	Okay, next group is operational efficiency. It has a lot of topics underneath it. Got eight.
03:07:48.36	Deborah Muchmore	Sorry, didn't mean to do that. I'm trying that again. There we go.
03:07:56.80	Unknown	Thank you.
03:08:14.43	Unknown	I think one and two are the same.
03:08:17.56	Ian Sobieski	Just eliminate one.
03:08:21.66	Unknown	Thank you.
03:08:21.71	Unknown	Okay.
03:08:36.07	Unknown	Is three the same as two?
03:08:40.76	Ian Sobieski	So
03:08:42.01	Unknown	Which one do you want to keep?
03:08:52.71	Unknown	Between two and three. What should we keep in?
03:08:56.50	Ian Sobieski	I'll keep two and eliminate three. It seems two seems more, seems clear.
03:09:00.42	Jake Carver	Great. So, Deborah will eliminate three pool.
03:09:04.17	Deborah Muchmore	I heard that.
03:09:05.36	Unknown	You're on it.
03:09:05.97	Jake Carver	Okay.
03:09:06.27	Unknown	Thank you.
03:09:06.29	Jake Carver	Thank you.
03:09:06.31	Unknown	Thank you.
03:09:06.49	Deborah Muchmore	just giving time for someone else to speak if they wish.
03:09:31.69	Deborah Muchmore	Five, someone had mentioned, and I didn't know how to word it, so there are two versions in there. It was to be a model municipality. Thank you.
03:09:41.65	Susan Cleveland Knowles	Yeah, that's fine. I don't think we need to focus on that right now. But what you have is fine. Okay.
03:09:52.43	Susan Cleveland Knowles	It was more of a reputation than an award, but...
03:09:55.26	Deborah Muchmore	Oh, well, that's the second part is more of that. I think.
03:10:03.09	Susan Cleveland Knowles	Yeah, I would probably just take out the first sentence.
03:10:16.46	Unknown	Are you ready to vote?
03:10:19.31	Susan Cleveland Knowles	How many votes do we get?
03:10:21.03	Unknown	I think we can do three here.
03:10:38.95	Susan Cleveland Knowles	Are you gonna call on people, Jake? Or do you want us to just-
03:10:41.11	Jill Hoffman	or do you want us to just- Whoever's ready. I'm ready. Go. One, three, and six. Okay. Thank you.
03:10:52.18	Susan Cleveland Knowles	Susan? I will do the same, one, three, and six.
03:10:57.87	Melissa Blaustein	I'll do the same also And.
03:11:02.42	Jake Carver	. And bring it up the rear, sir.
03:11:07.25	Ian Sobieski	Um, I think one in three for sure.
03:11:16.89	Ian Sobieski	Mm-hmm. I'm gonna go for two. One, two, and three.
03:11:22.37	Unknown	Okay.
03:11:22.76	Unknown	Thank you.
03:11:23.37	Jake Carver	Thank you. Okay. So two top vote, number one has five. Number three has five. Number six has four. And number two. There's one.
03:11:49.30	Deborah Muchmore	Yep. That was the end. Great. We did it. Now we can move. Okay. Okay, so I'm going to grab the ones that got the highest vote, and I'm going to throw them into the abilities form really quickly here, Jake. Is that cool? Yes. What do you need into that?
03:12:04.96	Unknown	Yes. Yes.
03:12:06.97	Jake Carver	Thank you.
03:12:07.06	Unknown	Thank you.
03:12:07.28	Deborah Muchmore	Um, okay. Thank you.
03:12:09.03	Jake Carver	And I'm going to do this Very truncated, you guys.
03:12:18.53	Jake Carver	So,
03:12:19.04	Unknown	Thank you.
03:12:23.88	Jill Hoffman	So let me dump in here first about process. It's 12.15 now, which means if we want to have an end time of one, we have 45 minutes. So what I would suggest is, is if we want to end at one, if everybody agrees we want to end at one, then you guys do the value you know, analysis for us. And then at the end, I think we do need maybe 10 minutes of closed session. um, so that we can talk about the questions, but obviously we're not going to be able to have time to draft any questions today. and how we want to. and the scope of what those questions mean and whatever it is that Deborah needs to tell us and Jake, we need to talk about in closed session. And then we'll come back on at the end, if we need to for announcements after closed session, but we may not even need to because our closed session is going to be so quick. So I think that's the way it What time do you want to end the open session?
03:13:15.91	Unknown	Yep.
03:13:18.67	Jill Hoffman	Well, that's what I'm asking. I mean, I think if we can do, if you can do it in 30 minutes, I mean, give us an overview and an idea of the concept in 30 minutes. And then we break for closed session at 1245 and spend about 10 minutes or 15 minutes in closed session. and then come back on. for a closed session announcement if we need to. I don't know, since we're not going to be, I mean, I don't know. So...
03:13:43.97	Susan Cleveland Knowles	Thank you.
03:13:44.02	Jill Hoffman	Okay.
03:13:44.09	Susan Cleveland Knowles	Mary Ann Arborinovitae, I'd be willing to go to 130 so that we can have a more robust closed session discussion and I don't know about Jake's thing, but if they could wrap up in 15 minutes that would then give us an hour.
03:13:52.95	Jake Carver	Thank you. Thank you.
03:13:53.66	Unknown	I'm going to go.
03:13:58.11	Jake Carver	Thank you.
03:13:58.13	Jill Hoffman	That's what I was going to say. I can do this in 15 minutes. That's fine. Does everybody agree with that? right? Melissa, are you good with that? I see nodding heads. I just don't see Melissa.
03:14:06.62	Unknown	I'm okay.
03:14:06.92	Jill Hoffman	Who? I didn't realize the thing. Yes, yes, yes. That's great. Okay, then that's how we'll proceed. Thanks very much. Sorry for interrupting. No, thank you. Thank you.
03:14:14.02	Jake Carver	Good. All right. In most hires, again, we said, hey, usually we start with the person, but I hope I've made the case for why you have to start with results. Now we're done with results, and now it's all about the person. Okay? and when we focus on the person, Right, the good news is we do sort of focus on natural attributes. But sometimes there's too much emphasis on skills. And so my view is, natural abilities and skills are equally important. you know, whatever natural abilities that you have in your head about this role The only... difference that I'm going to bring here to this process is Now, those natural abilities should be very connected, directly connected, to the results. And here's where sometimes this goes off the rail, right? Okay, so we know what, natural abilities are. Those are the natural talents we're born with, right? They're literally in our DNA. And screening for these Screening for the natural abilities that connect to the results are like a secret weapon that helps you fit the right person into the right job. Um, It's easy to recognize natural abilities like singing, painting, running fast, throwing a football. and people that have an abundance of a particular natural ability They make it look easy, right? They do it naturally. They hardly have to think about it. And when somebody has an abundance of natural ability, You can see it. You see it in their behavior. you know. We even have a lot of ways we talk about this, right? She's got raw talent. He's gifted in this. He's a natural. That's what we're talking about, right? But there are other types of natural abilities that are really are just as obvious if you're looking for them. like organizing, planning, collaborating, being empathetic. High persuasion, someone who's good at problem solving. Leadership is a natural sometimes. Managing details, taking charge, right? And again, You're all thinking, hey, here are the attributes I want. I know what we want. The push here, the elbow in your ribs that I'm bringing in is They've got to be connected to the results because here's what most people have a tendency to do. We view the world through the lens. often of our own natural abilities. For example, Someone who's a people person. You watch the kind of people they hire, they're hiring people, everybody's a people person.
03:17:17.64	Unknown	Hi.
03:17:17.96	Unknown	Yeah.
03:17:21.12	Jake Carver	it's harder to get people to focus outside of areas that they generally value. And so again, now the criteria is, the results. So for example, know, it's legitimate to make a case that says, gee, doesn't every role require someone who's a great collaborator. Not necessarily. But for someone who really values collaboration, that lens will be on every roll. So again, the challenge is not black or white, yes or no, collaborating or no collaborating.
03:18:05.11	Unknown	No.
03:18:06.73	Jake Carver	It's... What are the five natural abilities that are most likely to deliver those results? You want to have a second set of five? Great. Unlike results, The natural abilities thing, it's much, Squishier, right? Humans were complex, were messy, were not black and white. So whereas I can be a real hard ass about results. That's why you'll see there's an abilities worksheet that we may or may not get to. I give you 10. but I want them, in two chunks, I want your top five and the next five. I don't care if the top five, they don't have to be in order, just like the results aren't in order either. But, So it's the five to 10. but really five natural abilities. that are most likely to deliver the results. Because here's where it breaks down for some people, right? So I talked about organizing, planning, collaborating.
03:19:16.44	Melissa Blaustein	I can't read that at all. Could you go into full screen mode? It's just so small. Just for the, since we're not editing anything.
03:19:20.07	Jake Carver	just for the, since we're not editing anything.
03:19:21.84	Melissa Blaustein	Thank you.
03:19:21.98	Jake Carver	We're not even there yet.
03:19:23.11	Melissa Blaustein	Thank you.
03:19:25.03	Jake Carver	No worries. We'll make sure you can read it. Okay, thanks. Yeah, of course. Um, So all of those, empathy, persuasion, problem solving, everyone those are a natural ability, right? So let's, you know, imagine that you have some artistic talent. Right? That's natural ability. But then you go to art school. and you practice and that's a learned skill. So natural ability and skill, they're not the same thing. Again, sometimes where it breaks down is people think I believe that anyone can do anything well if they work hard enough. It doesn't matter whether I believe that or I don't, which I don't. I don't think everybody can do anything. everything, but some people do. The more important question is, What are the five natural abilities most likely to deliver the results? See, here's the thing. If Um, Thank you. If desire and hard work was really all that it took to do it, you know, to really succeed, right? Then every little kid would be, Tom Brady, I'm from Boston. Thank you. or a pop star. So you When you think about superstars, Serena Williams, Tom Brady, I like Bill Gates, Barbara Streisand, pick whoever you want. the They're learned skills. made them stars, but it all started with natural ability. Right. And so again, the difference is course you're like yeah yeah Jake I get it I get it everybody you know natural abilities but I'm driving you to see you've got to connect them to the results, right? You need to dig deep in your in your interviewing and your assessment here to uncover that top five list. Now, why five again? Well, there is a mountain of research on this. There really is that that nobody Nobody, everybody. Really good. at more than five things naturally. Again, you can be then okay at another group of things, and then there's a group you're just not good at at all, So the work you want to do is this on balance matching. These natural abilities are the most likely to deliver these five results. Right? So, even if I can't talk you out of everyone If they just work hard, they can get good at this. Don't hire based on that idea. So when we go back to that difference between developing a plan versus implementing a plan. That's where we can have a debate, may likely have a debate and say, but wait a minute, So if if somebody, if the city manager in order to deliver those five results might have to spend 30 hours a week. in some phase of implementation. And that probably mostly means meeting with people, evaluating results, Because again, the city manager doesn't do all the work, the team is doing parts of the work, which comes together to implement. So you really think about, gosh, if implementation might be the biggest chunk of behavioral time that gets expended by this person. You can look at in your packets, you've got a master list of natural, natural abilities. You take a look at what are the natural abilities that somebody should have in abundance to deliver successful implementation or execution. And that may push down the list some other attributes that you really value, that are important But they aren't. as directly connected to delivering those results. That's... I can go into this more deeply, but I think You get the idea here as well. You have to connect the natural abilities. to delivering the results. And you've gotta ask yourself hard questions, and test yourself. And the way we do that Deborah, if you could jump. forward to frequency and failure here. is that, So I've given you a list. Don't worry that you can't read these. You've got printed copies in your packets, and Deborah did Deborah created this whole deck. She worked like a hero here. and she did. created an extra page. that just takes all these this master list of natural abilities and breaks it down. But what you have in your packet Don't worry, you can't read it. I took a list of 25. I mean, there's 100 natural abilities, but I sussed out the top 25 that are gonna contribute to success in 90% of most jobs. And if you've got one that you think is not on the list and you think it's incredibly important, great, add it. That's fine, because I want you to end up with the right list of natural abilities. But, The way you know when someone really has, a stranger has an abundance of natural abilities, I've given you a guide here, if you can stay right there. So under each natural ability, So I give you the definition, but then, Three behaviors. that you will see when somebody is really wired up with this ability. Let me clarify something here. consists of only two things. What a person does and what a person says. behavior is not what they think, what they believe, what they know, what they like, what they understand, what they want. Those are all. very important. But, day in and day out and let's use implementation which is probably going to emerge as one of the natural abilities. Thank you. you really want to know So what does it look like when somebody has a lot of talent and natural ability in this. And so I've given you under each one of these three top level behaviors that you really will C, they're evident, the person doesn't have to think about doing these. They're wired up. to do that. So, I'm hitting this dead horse that I've already beat into the ground that, It's the natural ability relative to these five results, and then what is the behavior that really defines the natural ability? The other thing this list is going to do for you, by the way, It's. if you These behaviors are pretty indicative of each. natural ability. it gives you an agreement point because if I were to say, what is building relationships mean to you? Some of you might not have the identical three behaviors under here, but I would encourage you to try to get on the same page once you identify the natural abilities. that connect to the results. Now, it's not, This result for this disability for this result. you're now looking at your list of top five results. and the natural ability that applies across More than one of those, more than two. You want the natural abilities that are gonna show up in at least three of those results. because again, that's how humans are. We're wired up with certain things. traits. attributes, style. It's who we are. even when we try to adapt our behavior away from those, it's, it's, it's not really successful. So you want to pop, And so if you hire somebody who's not naturally organized, into a job. that requires a lot of organization. you're making it harder for them to succeed. and that creates stress, and that's gonna give you inconsistent Performance. So again, the importance that I place on the natural ability is That's where Superstars come from. That's when you know somebody's fantastic at something It's because you see them. And in your interviewing, there's a lot of ways to get at this because people will going to ask them to describe their own behavior. What do you? What are the things you've said in the past around whatever question? What have you done? So behavior, behavior is where I strongly suggest that you keep the focus. So the exercise here would be Take this master list of natural abilities. There's a worksheet. And you can each take a few minutes And If you can You can either look at the printed packet you have, or Deborah, would you put up that one great one page that you created? It's blurry.
03:29:21.97	Deborah Muchmore	Oh, okay.
03:29:22.54	Jake Carver	Oh, okay.
03:29:23.86	Unknown	Thank you. Thank you.
03:29:24.09	Deborah Muchmore	I can get it later when they are working. I can put it up on the screen. Thank you.
03:29:28.28	Jake Carver	Okay. Everybody, you should have, you do have in your printed packets something that says, Master List of Natural Abilities.
03:29:36.67	Deborah Muchmore	Yeah, it looks like... this and it's four pages long.
03:29:41.76	Jake Carver	All right.
03:29:42.00	Deborah Muchmore	And
03:29:42.40	Jake Carver	numbered 1 through 25
03:29:43.92	Jill Hoffman	Thank you. So yeah, so it's pages 22 through. I think 25. Yep. And you want to.
03:29:52.63	Melissa Blaustein	is to pick five. Thank you.
03:29:54.86	Jill Hoffman	Thank you.
03:29:54.87	Melissa Blaustein	you
03:29:55.60	Ian Sobieski	Wait, I thought. You're picking the five that are most likely to deliver the five results that we've defined as well.
03:30:04.63	Deborah Muchmore	Yes.
03:30:04.64	Ian Sobieski	Yeah. But we haven't picked our five results yet, right?
03:30:08.17	Jake Carver	And here...
03:30:08.36	Ian Sobieski	Thank you.
03:30:08.98	Jake Carver	We have seven. So they do seven because again, as Susan said perfectly, This is the first round. This isn't the final definitive form. Are we aiming for five results? Yes, I'm thrilled that you landed with that we've landed on seven as a starting point. So let's just use these seven as your guide. So as you're looking through this list of natural abilities, keep your focus on these seven results. So let's take that. you know, as a first round here being mindful of time. Let's take five minutes. Maybe it'll be less, but let's take five minutes and everybody come up with five abilities.
03:31:08.74	Deborah Muchmore	Let me add one thing.
03:31:09.98	Jake Carver	Thank you. Thank you.
03:31:10.14	Deborah Muchmore	What? Sorry for interrupting.
03:31:10.14	Ian Sobieski	What are you for interrupting. We lost our results.
03:31:14.29	Deborah Muchmore	Lost your results. I'm sorry. They're coming right now. Let me add.
03:31:18.03	Jake Carver	everybody to help you do this. The frequency filter means as you're looking at the abilities, And as you're looking at the results, Keep asking yourself, How frequently will the person need to call on this natural ability to access this, to use this to deliver the results? So if it's something someone has to do every day, that might be one of your five. If it's something that's occasional, then let the frequency filter help you move it to the bottom. Same thing with the failure filter. You can say to yourself, If somebody goes, doesn't have this natural attribute, this natural ability and Are they going to fail if they can't? utilize that to deliver that result. Frequency filter and the failure filter. I'm gonna be quiet.
03:32:22.28	Heidi Scoble	Thank you.
03:33:06.00	Ian Sobieski	You're supposed to pick five, I'm sorry, natural abilities? Thank you.
03:33:08.24	Jake Carver	Yes.
03:33:09.09	Ian Sobieski	And what were those, just the headlines, what are those suit filters again?
03:33:13.02	Jake Carver	Frequency, how often will the person really have to crank up these natural abilities to deliver those five or seven results?
03:33:19.99	Ian Sobieski	That's the only filter. Thank you.
03:33:21.35	Jake Carver	Or failure. Remember I said earlier, if we say, hey, do we really want this? We like this, we like this? Right. But is the person more likely to fail if they're not going to be if they don't have this ability in abundance. So frequency and failure.
03:33:58.87	Jake Carver	Thank you.
03:33:58.89	Unknown	My timer says about two minutes left.
03:34:02.53	Unknown	for anything.
03:34:02.89	Unknown	Thank you.
03:35:57.97	Jake Carver	Okay, my timer says we're finished. Anybody need more time? Okay. Deborah's gonna crank up her outstanding Recording skills here, typing skills, and let's make a list and see where we land with abilities. And we're doing five, right? Or seven.
03:36:19.13	Jill Hoffman	Or seven.
03:36:20.57	Jake Carver	spot. Seven results, five abilities. Okay. Got it. All right. So. Deborah, you tell us when you're ready. Amas.
03:36:34.00	Deborah Muchmore	I'm not. Thank you.
03:36:36.25	Jake Carver	Thank you.
03:36:36.67	Deborah Muchmore	Thank you.
03:36:36.80	Jake Carver	Thank you.
03:36:36.85	Deborah Muchmore	Thank you.
03:36:39.35	Jake Carver	Okay, go ahead. Okay, Jill, you want to start? Sure. Leadership.
03:36:44.18	Jill Hoffman	Thank you.
03:36:48.04	Jill Hoffman	Yep. Creativity. Yep. Decision making. Yep. planning and organizing. Thank you.
03:37:00.34	Unknown	Thank you.
03:37:00.80	Jill Hoffman	and building relationships. Thank you.
03:37:03.30	Unknown	Okay. He's ready to go next.
03:37:09.52	Ian Sobieski	I guess, you know, I've got conceptual thinking.
03:37:09.76	Unknown	you're going to be
03:37:09.83	Unknown	Thank you.
03:37:09.86	Unknown	I'm sorry.
03:37:10.05	Unknown	Thank you.
03:37:14.99	Unknown	.
03:37:15.88	Ian Sobieski	developing others. focus on details. planning and organization. and results focus.
03:37:35.42	Unknown	Thank you.
03:37:35.44	Janelle Kellman	Okay. Janelle, you ready? Yep. Building relationships. Mm-hmm. Creativity. Yep. Goal achievement?
03:37:51.14	Janelle Kellman	Thank you. Yep. Personal accountability. problem solving.
03:38:02.29	Janelle Kellman	This is fun.
03:38:04.57	Jake Carver	Susan, are you ready?
03:38:04.74	Susan Cleveland Knowles	in our community. Yep. Decision making, developing others. goal achievement. planning and organizing. and personal accountability.
03:38:24.25	Jake Carver	Okay. and Melissa.
03:38:27.97	Melissa Blaustein	Okay. Um, customer, but I really see it as resident focus. developing others. leadership, and organizing. and results focus.
03:38:44.51	Deborah Muchmore	Can you figure next to the last one again, please?
03:38:47.72	Melissa Blaustein	and organizing. Thank you. Thank you.
03:38:50.72	Jake Carver	Thank you.
03:38:50.81	Melissa Blaustein	Okay.
03:38:50.87	Jake Carver	Thank you. Let's go. I captured this a little differently, Deborah. I just wrote them all down, because everybody's gonna vote now. Okay, so we have some duplicates. I was just gonna- Right. We have. in alphabetical order, believe it or not. How about that? See, I rise to the occasion.
03:39:14.08	Deborah Muchmore	Thank you. Thank you.
03:39:14.26	Jake Carver	Okay.
03:39:14.50	Deborah Muchmore	Okay. Wait, wait, wait. Let me go to that screen. Hang on one more slide down. Um, That's good.
03:39:22.89	Jake Carver	You guys can test me, but I'm pretty sure I captured it. what everybody said, and then you're going to vote for five and you may not vote For your own five, you may, hopefully someone says something like, Ooh, that's interesting. Okay, go ahead. Building relationships.
03:39:34.51	Unknown	Okay.
03:39:36.98	Unknown	Thank you.
03:39:37.03	Jake Carver	Yes.
03:39:37.25	Unknown	Thank you.
03:39:41.94	Jake Carver	Conceptual thinking.
03:39:46.51	Jake Carver	Creativity.
03:39:50.75	Jake Carver	Customer focus, which Melissa said is resident focus. I like that, you can add resident. Next is focus on detail.
03:39:59.05	Melissa Blaustein	Mm-hmm.
03:40:04.04	Jake Carver	Okay, I'll get that, sorry.
03:40:09.38	Jake Carver	decision making.
03:40:11.01	Unknown	Thank you.
03:40:15.52	Jake Carver	developing others, goal achievement. Leadership.
03:40:27.08	Jake Carver	Personal accountability.
03:40:28.38	Unknown	Thank you.
03:40:33.03	Unknown	planning and organizing.
03:40:40.04	Jake Carver	problem solving.
03:40:46.47	Jake Carver	and results focus. Did I miss one that anybody said? I don't think so. If it's math, don't trust me, but it's non-math. I'm good. All right, so now, You're gonna vote.
03:41:06.50	Unknown	Thank you. for
03:41:11.63	Unknown	Um,
03:41:16.61	Ian Sobieski	FOR THEM.
03:41:16.69	Unknown	.
03:41:16.74	Ian Sobieski	Thank you.
03:41:16.76	Unknown	Thank you.
03:41:16.77	Ian Sobieski	you
03:41:16.94	Unknown	Thank you.
03:41:19.58	Unknown	Nice.
03:41:19.69	Ian Sobieski	Is there any way to see this list side by side with the results we expect to be achieved, and that's too hard on my back.
03:41:26.90	Jake Carver	You can do that. Deborah can do anything. I mean, I have yet for her to say, no, I can't do that. Correct.
03:41:33.45	Ian Sobieski	I don't want to make it too different.
03:41:35.71	Jake Carver	Thank you.
03:41:36.08	Deborah Muchmore	Thank you. Thank you.
03:41:36.25	Jake Carver	Just shut up.
03:41:36.97	Deborah Muchmore	She just jinxed it.
03:41:42.24	Deborah Muchmore	Oh, man. Okay, let's try this. I'm watching the clock here. We're gonna be done in two more minutes. I'm going, I'm going.
03:41:53.63	Deborah Muchmore	How's that?
03:41:54.03	Jake Carver	Thank you.
03:41:54.19	Deborah Muchmore	Thank you.
03:41:55.10	Jake Carver	That work?
03:41:55.66	Deborah Muchmore	Thank you.
03:41:55.98	Jake Carver	Nice.
03:41:56.75	Unknown	Yes, thank you. Thank you.
03:41:58.15	Jake Carver	Okay, so take a minute. Look at the results and pick four.
03:42:11.15	Unknown	Okay.
03:42:14.71	Unknown	There, much better.
03:42:16.02	Jake Carver	Great. All right, I'm going to give you a minute. And again, remember, Susan's hallmark comment, this isn't final definitive. You're thinking about this for your first round of meetings with applicants. This may change, this can be fluid, but it's a great starting point.
03:42:36.63	Deborah Muchmore	Yeehaw! What the heck? Thinker.
03:42:46.95	Deborah Muchmore	I did that because I was thinking we could get the annotation in there. the voting, which would be easier, but never mind.
03:43:02.26	Deborah Muchmore	Well, maybe we can. Yes. Nope, it's not in here. Okay, should we vote? Thank you.
03:43:14.02	Melissa Blaustein	You ready? and forth. Can you put it back for a sec? Because the talking over the when it's up, it's hard to
03:43:16.94	Deborah Muchmore	Can you put it?
03:43:20.98	Deborah Muchmore	Yep, I just have to get it out of this screen again.
03:43:21.87	Melissa Blaustein	I just have to...
03:43:26.36	Deborah Muchmore	My bad.
03:43:36.40	Deborah Muchmore	Okay.
03:43:37.21	Melissa Blaustein	Thank you. Ready. I just need, can I just have a second? Cause it just.
03:43:42.98	Deborah Muchmore	We can. It bounced back and forth. That's my bad. I'm sorry.
03:43:46.34	Melissa Blaustein	Okay. Thank you.
03:43:47.28	Deborah Muchmore	I was trying to get us to an annotation screen, but I couldn't.
03:43:47.40	Melissa Blaustein	Thank you.
03:44:07.70	Unknown	Yeah.
03:44:19.08	Melissa Blaustein	Okay, sorry about that. I think I'm ready. That's fine.
03:44:23.38	Janelle Kellman	Okay, Janelle, are you ready? Yep, 1, 4, 8, 13. Okay, hold on here, girlfriend. Thank you.
03:44:29.94	Jill Hoffman	Can you comment?
03:44:31.23	Susan Cleveland Knowles	Thank you.
03:44:31.72	Jill Hoffman	Thank you.
03:44:31.75	Susan Cleveland Knowles	Thank you.
03:44:31.76	Jill Hoffman	you
03:44:31.93	Susan Cleveland Knowles	Thanks.
03:44:32.52	Jill Hoffman	Instead of doing the numbers, can you just say the answer?
03:44:35.11	Susan Cleveland Knowles	Well, can we just say who votes for building relationships, who votes for conceptual thinking like that? Might be easier.
03:44:41.65	Melissa Blaustein	Yeah, good call.
03:44:42.97	Susan Cleveland Knowles	Yes.
03:44:47.48	Janelle Kellman	Either way. All right, so who calls for that first one? Thanks. I think this is a good thing.
03:44:53.67	Jake Carver	Thank you.
03:44:53.69	Jill Hoffman	I think this is going to take longer than just calling out the...
03:44:54.02	Jake Carver	Thank you.
03:44:54.23	Janelle Kellman	longer than you. Thank you.
03:44:55.80	Jake Carver	I do too. So let's just go back to you.
03:44:55.85	Janelle Kellman	All right.
03:44:56.62	Jill Hoffman	Don't look.
03:44:58.26	Jake Carver	Janelle, you picked one, four, eight. Eight and 13. Thank you.
03:45:02.12	Jill Hoffman	Yeah.
03:45:02.19	Jake Carver	Yeah.
03:45:02.23	Jill Hoffman	Yeah.
03:45:02.75	Jake Carver	Thank you.
03:45:02.95	Jill Hoffman	Bye.
03:45:03.44	Jake Carver	Thank you.
03:45:03.47	Jill Hoffman	All right, Jill.
03:45:03.61	Jake Carver	Bye. Thank you.
03:45:04.92	Jill Hoffman	Uh, nine. two Sorry, nine, two, I did three. and 11. Okay.
03:45:22.69	Susan Cleveland Knowles	I didn't do them by number, but...
03:45:24.84	Jake Carver	That's okay. You can say the word.
03:45:25.68	Susan Cleveland Knowles	So developing others, conceptual thinking,
03:45:28.99	Jake Carver	A little bit slower, hold on. Developing others, conceptual thinking.
03:45:31.99	Susan Cleveland Knowles	Thank you. Planning and organizing personal accountability.
03:45:36.38	Jake Carver	Got it. Thank you.
03:45:38.96	Deborah Muchmore	It can.
03:45:39.81	Jake Carver	Thank you.
03:45:40.36	Deborah Muchmore	Okay?
03:45:42.18	Unknown	here.
03:45:43.25	Ian Sobieski	Can I vote for one more than once? Or do you want us just to vote for?
03:45:46.83	Unknown	Thank you.
03:45:46.84	Jake Carver	Four.
03:45:48.28	Ian Sobieski	I'm sorry.
03:45:49.78	Jake Carver	I do not know, but if you insist, okay.
03:45:52.78	Ian Sobieski	I'm not insisting I'm asking for a
03:45:54.82	Jake Carver	Four votes would be great for four different ones.
03:45:55.01	Ian Sobieski	Four of us. four separate ones, so conceptual thinking, Developing others. Um, planning and organizing. and results focused.
03:46:07.63	Unknown	Thank you.
03:46:07.65	Melissa Blaustein	Bye.
03:46:07.83	Unknown	Thank you.
03:46:07.89	Ian Sobieski	Thank you.
03:46:08.86	Unknown	Thank you.
03:46:08.88	Melissa Blaustein	and What's up? planning and organizing. results focused. Conceptual thinking. leadership.
03:46:24.69	Jake Carver	Is that everybody? Right? Everybody voted?
03:46:29.42	Unknown	Mm-hmm.
03:46:30.08	Jake Carver	Okay, great. So... Building relationships has one. Conceptual thinking has four. Creativity has won. Customer focus has won. Focus on detail zero, decision making zero, developing others has two. Goal achievement has won. Leadership has two.
03:46:58.53	Jake Carver	Personal accountability has won. Planning and organizing has four. Zero for problem solving and results has three.
03:47:12.74	Jake Carver	So, at this stage that here are your five top vote getters.
03:47:26.94	Unknown	Awesome.
03:47:29.80	Deborah Muchmore	Um, yes. Awesome. Look at that. Good.
03:47:34.07	Ian Sobieski	a tie between those two, right? or that's 5123.5. Thank you.
03:47:38.25	Jake Carver	You did it.
03:47:38.27	Ian Sobieski	Thank you.
03:47:39.87	Jake Carver	But by the way, Five of the other ones can be in your second group. So You, you, you, know, real life. There's a lot of natural abilities that come into play. Some just matter more than others. All right. So We're done here. You've got At the moment, the top seven results that would define success in the city manager role, and you've got the top five natural abilities, that are most likely to deliver those results and the ones that are most likely to be used most often. We are done.
03:48:18.53	Jill Hoffman	Okay, at this point then we have already taken Public comment on this item on the agenda. So we're going to move into closed session. And so at this point, we're going to We're going to close our open session and move into closed session.
03:48:36.77	Deborah Muchmore	Thank you. And I think we'll go ahead and do that.
03:48:42.97	Unknown	THE END OF THE END OF THE Oh, Bye.
03:48:48.97	Unknown	you
03:50:51.98	Unknown	Mm-hmm.

City Council Meeting - February 27, 2021

Meeting Summary

Meeting Transcript