* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.
          EVERYBODY. 
          [CALL TO ORDER]
          [00:00:02]
UH, IT IS 9 32 ON APRIL 22ND. 
          I'LL CALL THIS MEETING OF THE CLIMATE WATER ENVIRONMENT PARKS COMMITTEE TO ORDER. 
          UM, WE ARE AT 3 0 1 WEST SECOND STREET HERE IN THE CHAMBERS. 
          DO WE HAVE 
          [Public Communication: General]
ANY SPEAKERS TODAY? YES SIR. 
          WE HAVE THREE. 
          ALRIGHT. 
          STARTING WITH ENOVIA JOSEPH AND MS. JOSEPH, ARE YOU HERE? I DON'T SEE HER AT THE MOMENT. 
          UH, WHO ELSE DO WE HAVE FOLLOWED BY BRAD MASSENGALE? UH, NO, DON'T SEE BRAD EYE THERE AND SCOTT JOHNSON. 
          I DO SEE SCOTT. 
          GOOD MORNING COUNCIL MEMBERS. 
          MY NAME IS SCOTT JOHNSON. 
          THE MEMORIES ARE BURNED INTO YOUR MIND WHEN YOU MEET PEOPLE WHO ARE FIRST NATION PEOPLE OR PEOPLE THAT LIVE ON ISLANDS IN THE PACIFIC AND YOU MEET THEM AT A UN CLIMATE SUMMIT, AS I DID IN 2009 WHEN I WAS IN COPENHAGEN, NOT AS A DELICATE FOR ANY GROUP OR THE CITY, BUT LEARNING. 
          AND IT WAS WELL DONE, HOW THEY PLAN THAT ACTIVITY. 
          WHAT I'VE CARRIED WITH ME SINCE THAT TIME AND BEFORE IS THIS IDEA THAT THROUGH CITY PARTNERSHIPS WE CAN ALWAYS DO MORE THROUGH AIR QUALITY PLANNING, THROUGH CLIMATE PLANNING THAT WE'RE DOING NOW. 
          AND I AM ENGAGED FULLY AS PART OF A WORKING GROUP ON CONSUMPTION WITH SOME PEOPLE THAT YOU WOULD KNOW WHO ARE ON BOARDS AND COMMISSIONS. 
          WHAT I'D LIKE TO POINT OUT IS THAT THE CLIMATE EQUITY PLAN IS THERE. 
          IT HAS SPECIFIC RECOMMENDATIONS THAT ARE PART OF WHAT THE WORKING GROUPS ARE WORKING ON. 
          ONE OF THE CHALLENGES IS THAT SOME OF THE DEPARTMENTS ARE NOT READY TO MEET WITH US AND BE PREPARED TO TALK ABOUT LOW EMBODIED CARBON CONCRETE QUITE YET. 
          ALTHOUGH THAT'S CHANGED RECENTLY AFTER A LOT OF FOLLOW UP WITH THEM. 
          AND ALSO TALKING ABOUT PROCUREMENT. 
          PROCUREMENT IS A HUGE OPPORTUNITY FOR THE CITY. 
          IT'S VERY CHALLENGING TO CHANGE YOUR PURCHASING FOR A BUSINESS OR A GOVERNMENT. 
          AND IT'S HAPPENED SLOWLY OVER TIME. 
          IT STARTED BACK IN THE LATE NINETIES AS I WAS ENGAGED IN THE COMMUNITY THEN. 
          SO WHAT I WANNA DO IS SHOW SLIDE ONE THAT'S RELATED TO CLIMATE AIR POLLUTION. 
          GROUND LEVEL OZONE IS A GREENHOUSE GAS. 
          IT'S NOT TOTALLY UNDERSTOOD. 
          THIS IS FROM THE REVERSAL OF PROGRESS, THE A LA AUSTIN LUNG, SORRY, AMERICAN LUNG ASSOCIATION 2025 REPORT. 
          SOME OF YOU MAY HAVE SEEN THIS IF YOU'RE ON THE CLEAN AIR COALITION OR ON THE CLEAN AIR FORCE AND GROUND LEVEL OZONE. 
          THEY GOT AN F RATING FOR TRAVIS COUNTY ANNUAL PARTICULATE POLLUTION, WHICH IS MORE UNHEALTHY EVEN THAN GROUND LEVEL OZONE GOT AN F UH, OTHER THINGS ARE LOOKING A LITTLE BETTER. 
          THE 24 HOUR PM STANDARD. 
          PLEASE KEEP IN MIND, I'M WELL AWARE SINCE I'VE BEEN IN TECHNICAL MEETINGS SINCE THE EARLY TO MID NINETIES, THAT A SUBSTANTIAL AMOUNT OF OZONE PRECURSORS STUFF THAT COMES OUTTA FACTORIES, POWER PLANTS, VEHICLES, CONSTRUCTION EQUIPMENT, LANDSCAPE EQUIPMENT BLOWS IN FROM OTHER PARTS OF TEXAS, NOT ONLY FROM THE HOUSTON GREATER HOUSTON AREA, SOMETIMES IT'S NORTHEAST HOUSTON. 
          SO THESE ARE THINGS TO WATCH. 
          IF YOU'RE, UH, WORKING ON THIS TOPIC, PLEASE CHALLENGE AND ASK GOOD QUESTIONS AND ASK WHY AREN'T WE DOING MORE AT THIS POINT IN TIME? I'LL FINISH WITH A BRIGHT SPOT. 
          I CREATED THE PARKS AND LIBRARIES FUND IN THE TWO THOUSANDS. 
          GOT IT. 
          OVER THE FINISH LINE. 
          IN THE EARLY 20 TEENS, THE SCOTT, THE SCOTT JOHNSON SCHOLARSHIP PROVIDED 836 SCHOLARSHIPS IN 2025 FOR FAMILIES WHO CAN'T AFFORD A SPORTS CAMP OR A SUMMER CAMP. 
          THANK YOU. 
          THANK YOU VERY MUCH. 
          ALRIGHT, WITH THAT WE WILL MOVE ON 
          [1. Approve the minutes for the February 25, 2026, and March 25, 2026, meetings of the Climate,  Water, Environment, and Parks Committee.]
TO ITEM NUMBER ONE, WHICH IS APPROVAL OF THE MINUTES FOR FEBRUARY 25TH, 2026 AND MARCH 25TH, 2026. 
          DO I HAVE A MOTION? MOTION BY COUNCIL MEMBER UCHIN SECOND BY VICE CHAIR ELLIS? UH, WITHOUT OBJECTION, THOSE MINUTES ARE APPROVED. 
          WE WILL MOVE ON TO ITEM 
          [2. Discussion and possible action to amend the 2026 Climate, Water, Environment, and Parks  Committee calendar to add a meeting on May 18, 2026, and remove the May 27, 2026, meeting.]
NUMBER TWO, WHICH IS DISCUSSION, POSSIBLE DISCUSSION AND POSSIBLE ACTION TO AMEND THE 2026 COMMITTEE CALENDAR. 
          UH, WE HAD A MEETING ON MAY 27TH, BUT DUE TO SCHEDULES AND, UH, THE CALENDAR, WE'RE GONNA MOVE THAT TO MAY 18TH. 
          SO I THINK THAT WORKS WITH EVERYBODY. 
          WE'VE TRIED TO COORDINATE WITH ALL THE OFFICES, BUT, UH, IF THERE IS A MOTION TO CHANGE THAT, I HAVE MOTION FROM COUNCIL MEMBER SIEGEL, UH, SECONDED FROM COUNCIL MEMBER UCHIN. 
          AND WITHOUT OBJECTION, WE WILL MAKE THAT CHANGE. 
          ALRIGHT. 
          ALL RIGHT. 
          NOW MOVING ON 
          [3. Briefing on the Final Draft of the Rain to River Strategic Plan. [Jorge Morales, Director; Erin Wood,  Environmental Conservation Program Manager; Sari Albornoz, Planner Senior - Austin Watershed  Protection]]
TO ITEM NUMBER THREE, WHICH IS A BRIEFING ON THE FINAL DRAFT OF THE RAIN TO RIVER STRATEGIC PLAN. 
          AND WE'LL CALL UP THE 
          [00:05:01]
DIRECTOR MORALES FROM WATERSHED PROTECTION. 
          GOOD. 
          GOOD MORNING. 
          YES. 
          MY NAME IS JORGE MORALES. 
          I'M THE DIRECTOR FOR THE WATERSHED PROTECTION DEPARTMENT, AND I'M INVITING SOME OF MY COLLEAGUES THAT HAVE WORKED VERY TIRELESSLY ON THIS EFFORT FOR THE LAST SEVERAL YEARS. 
          AND WE'RE VERY EXCITED TO PRESENT THE FINAL DRAFT OF THE, UH, THE RAIN TWO RIVER STRATEGIC PLAN, WHICH IS THE STRATEGIC PLAN FOR THE DEPARTMENT OF THE WATERSHED PROTECTION. 
          UH, WE WILL TALK ABOUT THE PURPOSE OF THE PLAN AND WHAT MAKES IT DIFFERENT. 
          WE'LL GIVE AN OVERVIEW OF THE COMMUNITY ENGAGEMENT PROCESS WE WENT THROUGH. 
          WE'LL WALK THROUGH THE MAJOR ELEMENTS OF THE PLAN AND WE'LL CLOSE WITH A LOOK AT WHAT COMES NEXT. 
          SO TO START OFF, WHAT IS RAIN TO RIVER? LIKE I SAID EARLIER, RAIN TO RIVER IS A STRATEGIC PLAN FOR THE AUSTIN WATERSHED PROTECTION. 
          RAIN TO RE WILL REPLACE OUR CURRENT STRATEGIC PLAN, WHICH WAS ADOPTED IN 2001 AND LATER UPDATED IN TWO 2016. 
          THE PLAN ESTABLISHES THE MISSION, VISION, AND VALUES FOR OUR DEPARTMENT AND SETS OUR DIRECTION FOR THE NEXT 10 YEARS. 
          IT ALSO IS A TOOL FOR COMMUNICATING OUR WORK AND PRIORITIES TO STAFF POLICY MAKERS AND OUR COMMUNITY. 
          WE WORK WITH A TEAM OF CONSULTANTS TO CREATE THIS NEW PLAN, WHICH INCLUDED JO LAN MEN COLLABORATIVE MEASURE, AUSTIN GEOTECH AND DR. 
          TANYA WARD. 
          AS WE SET OUT THIS JOURNEY IN 2022, THESE WERE THE GUIDING PRINCIPLES THAT WE DEFINED THAT WOULD SHAPE OUR PLAN AND OUR PROCESS. 
          FOR THE FINAL PLAN. 
          WE WANTED TO CENTER THE NEEDS OF THE MOST VULNERABLE POPULATIONS AND THE GROUPS MOST AT RISK. 
          WE WANTED TO ENGAGE THE COMMUNITY WITH CLEAR OPEN COMMUNICATIONS TO BUILD THE TRUST AND SHARED UNDERSTANDING. 
          AND WE WANTED TO COMMUNITY PRIORITIES AND LIVED EXPERIENCES TO DIRECTLY SHAPE OUR STRATEGIES AND DECISIONS. 
          WE WANTED TO STRENGTHEN COLLABORATION WITH DEPARTMENTS AND COMMUNITY PARTNERS TO EXPAND OUR IMPACT. 
          WE WANTED TO ENSURE THAT LEADERS AND POLICY MAKERS ARE EQUIPPED TO CHAMPION OUR MISSION AND GUIDE US STRATEGIC ACTION. 
          AND LASTLY, WE WANTED TO CREATE AN ADAPTIVE IMPLEMENTATION FRAMEWORK THAT ENSURES CONTINUOUS LEARNING, ACCOUNTABILITY, AND RESPONSIVE RESPONSIVENESS TO CHANGE. 
          HERE ARE SOME OF THE MAJOR HIGHLIGHTS OF THE NEW PLAN. 
          AS AS THE CITY'S DRAINAGE UTILITY, WE REMAIN DEDICATED TO OUR MISSION OF REDUCING FLOOD AND EROSION RISK, PROTECTING WATER QUALITY, AND MAINTAINING CRITICAL INFRAS INFRASTRUCTURE. 
          THIS PLAN BUILDS ON THE FOUNDATION TO STRENGTHEN AND ADAPT OUR WORK TO REFLECT COMMUNITY PRIORITIES AND SUPPORT LONG-TERM RESILIENCE. 
          BY TREATING LIVED EXPERIENCE AND COMMUNITY KNOWLEDGE AS ESSENTIAL DATA, WE CAN CREATE STRATEGIES THAT ARE BOTH PRACTICAL AND RESPONSIVE TO OUR COMMUNITY NEEDS. 
          THE STRATEGIES OF THE PLAN EMPHASIZE HOLISTIC AND PROACTIVE APPROACH TO BALANCE URGENT NEEDS WITH LONG-TERM INVESTMENT IN OUR INFRASTRUCTURE AND OUR ENVIRONMENT. 
          AND THE PLAN IS GROUND IN INEQUITY AS AN ONGOING PRACTICE TO REDUCE HARM ADDRESS DISPARITIES AND STRENGTHS AND OUTCOMES FOR ALL COMMUNITIES. 
          AUSTIN WATERSHEDS FACE INTERCONNECTED CHALLENGES THAT THREATEN ENVIRONMENTAL AND HEALTH RESILIENCE. 
          SO I WANNA FOCUS ON THIS YEAR NI UH, IN 2026, WE ARE, UH, CELEBRATING THE 30TH YEAR OF THE WATERSHED PROTECTION AS IT CAME TO BE A DEPARTMENT. 
          AND ALSO REMIND EVERYBODY THAT NEXT MONTH WE WILL BE CELEBRATING THE 45TH ANNIVERSARY OF THE 1981 FLOODS THAT WERE DEVASTATING FLOODS THAT TOOK 13 LIVES AND STARTED THE GREAT WORK THAT WE'RE DOING NOW IN TRYING TO PROTECT OUR COMMUNITY AS WE MOVE FORWARD. 
          , OUR COMMUNITY ENGAGEMENT PROCESS FOR RAINER RIVER WAS EXTENSIVE IN DEPTH AND EFFORT, AND YOU'LL SEE THE, THE DATA POINTS THERE. 
          I IDENTIFY A LOT OF THE WORK WE DID. 
          WE PRESENTED UPDATES ABOUT THE ENGAGEMENT EFFORTS TO THE ENVIRONMENTAL COMMISSION. 
          WE CAME TO THIS BODY AS WELL TO PROVIDE UPDATES THROUGH THE PROCESS. 
          WE HELD COMMUNITY EVENTS, WE RECEIVED SURVEY RESPONSES, AND WE REACHED OUT TO VIA COMMUNITY NETWORKS IN EVERY COUNCIL DISTRICT. 
          WE PRIORITIZE HEARING OUR COMMUNITIES THAT HAVE HISTORICALLY BEEN UNDERREPRESENTED IN OUR PLANNING EFFORTS. 
          AND WE USE FOCUS ENGAGEMENT STRATEGIES LIKE A COMMUNITY AMBASSADOR PROGRAM, PARTNERING WITH GRASSROOTS ORGANIZATIONS AND FOCUS GROUPS TO GATHER RICHER AND MORE DETAILED INPUT FROM THESE COMMUNITY MEMBERS, ESPECIALLY THOSE WHO HAVE BEEN DISPROPORTIONATELY IMPACTED BY FLOODING, EROSION, AND WATER POLLUTION. 
          WE ALSO WORK TO ENSURE EVERY AUSTINITE WAS INVITED TO SHARE INPUT THROUGH WEB-BASED SURVEYS THAT WERE A ADVERTISED BROADLY. 
          AND, UH, ONCE AGAIN, THE DATA SHOWS ALL THE ZIP CODES WE TOUCHED ALL THE AREAS WE FOCUSED ON. 
          AND I WANNA JUST EMPHASIZE THAT WE WERE VERY INTENTIONAL BASED ON THE DATA WHEN WE WERE NOT RECEIVING INPUT FROM CERTAIN AREAS. 
          WE WERE CREATING IN-PERSON EVENTS IN THOSE OTHER AREAS AS WELL. 
          WE ALSO LAUNCHED A COMMUNITY 
          [00:10:01]
ADVISORY BOARD AND WE CALLED IT A COMMUNITY ACTIVATION GROUP TO HELP US ENSURE THAT OUR PROCESS AND STRATEGIC PLAN WOULD REFLECT THE DIVERSE COMMUNITY PERSPECTIVES AND TO KEEP US ACCOUNTABLE TO COMMUNITY. 
          CAG MEMBERS ARE DIVERSE COMMUNITY LEADERS WHO BRING SUBJECT MATTER EXPERTISE, AND THAT'S RELEVANT TO WATERSHED PROTECTION WORK, INCLUDING EXPERTISE IN THE ENVIRONMENT, COMMUNITY HEALTH AND DISASTER PREPAREDNESS AND RECOVERY. 
          THE CAG HELPED TO SYNTHESIZE ALL THE COMMUNITY FEEDBACK. 
          WE RECEIVE MAP COMMUNITY ASSETS AND MORE. 
          OUR RAINER RIVER PLAN IS DIVIDED INTO FOUR MAJOR, UH, SECTIONS. 
          THE INTRODUCTION SECTION EXPLAINS HOW THIS PLAN IS DIFFERENT AND THE PROCESS THAT WE USE TO CREATE IT. 
          THE UNDERSTAND SECTION OUTLINES OUR MISSION VALUES AND EXPLAINS THE WORK WE DO AS A DEPARTMENT. 
          THE ENVISION SECTION PRESENTS THE VISION AND COMMUNITY PRIORITIES THAT WILL GUIDE US GOING FORWARD. 
          AND THE ENACT SECTION LAYS OUT THE COMMITMENTS AND STRATEGIES FOR THE NEXT DECADE. 
          ONCE AGAIN, THE MISSION AND GOALS OF OUR DEPARTMENT RE REMAIN THE SAME. 
          IN THIS NEW PLAN, WE REMAIN FOCUSED ON REDUCING FLOOD EROSION RISK, PROTECTING WATER QUALITY, AND MAINTAINING OUR INFRASTRUCTURE. 
          WHAT'S DIFFERENT IS THAT THIS TIME IN F IN THE 30 YEARS, WE HAVE DEFINED A DEPARTMENT VISION AND VALUES. 
          THE DEPARTMENT VISION WAS CREATED BY STAFF TO ARTICULATE OUR SHARED PURPOSE AND ASPIRATIONS. 
          AND SO I WILL READ THAT THAT PARTICULAR PART OF IT. 
          OUR DEPARTMENT VISION IS WE ASPIRE TO AN EQUITABLE RESILIENT AUSTIN TO CURRENT AND FUTURE GENERATIONS, WHERE OUR NATURAL AND BUILT ENVIRONMENT WORK IN HARMONY TO ENSURE OUR COMMUNITIES FEEL SAFE WHEN IT RAINS. 
          AND OUR WATERWAYS ARE HEALTHY. 
          OUR VALUES PRESENT, REPRESENT HOW WE DO OUR WORK AND SHOW UP FOR THE COMMUNITY AS STEWARDS OF AUSTIN WATERSHEDS. 
          AND ONCE AGAIN, THE STEWARD STANDS FOR SERVICE. 
          WE SHOW UP TEAMWORK. 
          WE PADDLE TOGETHER WISDOM, I MEAN EQUITY. 
          WE LIFT ALL BOATS. 
          WISDOM, REFLECT AND LISTEN. 
          ACCOUNTABILITY. 
          WE RIDE THE WAVES, DEDICATION, DIVE IN, AND SUSTAINABILITY SHAPE TOMORROW. 
          THESE DEPARTMENT VALUES ARE ALIGNED WITH OUR CITYWIDE VALUES, WHICH WE CALL THE FIVE E, WHICH INCLUDE EQUITY, ENGAGEMENT, EXCELLENCE, ETHICS AND EMPATHY. 
          AND WE'RE ADOPTED BY OUR LEADERSHIP LAST YEAR AND AS AN EXTENSIVE CONSERV CONVERSATION WITH STAFF ACROSS THE ENTIRE DEPARTMENT ABOUT THE MATTERS THAT MOST IN, IN OUR DEPARTMENT AND THE WORK WE DO. 
          THE COMMUNITY VISION GREW FROM YEARS OF ENGAGING WITH RESIDENTS AND ANCHORS. 
          THE DIRECTION OF THIS PLAN, THE COMMUNITY VISION REFLECTS WHAT RESIDENTS WANT FOR THE FUTURE. 
          WHILE THE DEPARTMENT VISION EXPLAINS HOW WE WILL DELIVER THAT IN THE FUTURE. 
          THE VISION FOCUSED ON ON NOT JUST THE WHAT, BUT THE HOW. 
          THE NEXT TWO SLIDES SHOW THE 10 COMMUNITY PRIORITIES THAT WERE DEVELOPED THROUGH SEVERAL YEARS OF LISTENING, SERVING AND WORKING DIRECTLY WITH AUSTIN RESIDENTS. 
          THESE FINDINGS SYNTHESIZE INTO DRAFT THEMES AND PRIORITIES BY OUR CONSULTANT TEAM, THE COMMUNITY ACTIVATION GROUP THAT I SPOKE ABOUT EARLIER. 
          THEN REFINED AND VALIDATED THESE PRIORITIES. 
          THE RECOMMENDATIONS, UH, FOCUS ON WHERE THE COMMUNITY SEES OPPORTUNITIES FOR OUR DEPARTMENT TO ADDRESS GAPS AND STRENGTH STRENGTHEN PROGRAMS AND SOME OTHER COMMUNITY RECOMMENDATIONS WILL NEED TO RELY SIGNIFICANTLY ON PARTNERSHIPS WITH OTHER DEPARTMENTS AND OTHER ORGANIZATIONS AS WELL. 
          THIS IS THE 10 COMMUNITY PRIORITIES, AS I STATED EARLIER. 
          SO HERE'S WHERE IN ONE SLIDE WE REFLECT THE 24 STRATEGIES THAT WILL GUIDE THE DIRECTION FOR THE NEXT DECADE. 
          AND WE FOCUS ON HOW WE'LL STRENGTHEN AND ADAPT OUR WORK. 
          THE STRATEGIES ARE ORGANIZED INTO THREE COMMIT COMMITMENTS. 
          WE CENTER COMMUNITY, WE INNOVATE TOGETHER AND GOVERN RESPONSIBLY FOR CENTER COMMUNITY. 
          WE ARE PARTNERING WITH COMMUNITY ON DECISION MAKING, EMBEDDING EQUITY IN OUR WORK, SAFEGUARDING VULNERABLE POPULATIONS AND STRENGTHENING EMERGENCY MANAGEMENT FOR INNOVATE. 
          TOGETHER, WE'RE DEFINING WATERSHED HEALTH, MODERNIZING DATA INVESTING PROACTIVELY IN OUR INFRASTRUCTURE AND ACHIEVING GREATER IMPACT THROUGH PARTNERSHIPS. 
          AND FOR GOVERN RESPONSIBLY. 
          WE'RE ESTABLISHING LEVEL OF SERVICE, INTEGRATING EQUITY INTO STRATEGY AND INVESTMENT, MANAGING OUR PORTFOLIO AND SUSTAINING WORKFORCE CAPACITY AND WISDOM. 
          WE'VE ALREADY MADE MEANINGFUL PROGRESS ON MANY OF THESE STRATEGIES AND THIS PLAN PROVIDES A STRUCTURE TO SUSTAIN AND ACCELERATE THAT MOMENTUM. 
          THE NEXT SLIDE JUST SHOW YOU, UH, AN EXAMPLE OF WHAT'S IN OUR PLAN. 
          UH, THIS EXAMPLE STRATEGY IS TO ORIENT AROUND PLANNED CONTENT. 
          THE STRATEGY IS AN EXAMPLE OF STRATEGY FOR CENTER COMMUNITY COMMITMENT. 
          HERE YOU'LL SEE THAT EACH STRATEGY INCLUDES THE FOLLOWING COMPONENTS. 
          THERE'S 
          [00:15:01]
A WHAT WATERSHED WILL DO, WHY THE STRATEGY IS IMPORTANT TO COMMUNITY AND TO CITY STAFF. 
          A COMMITMENT STATEMENT FOR THE NEXT 10 YEARS WHERE WE WANT TO BE IN 2036. 
          AND AT THE BOTTOM THERE'S A TRACKER, UH, WITH A 10 COMMUNITY PRIORITIES IN THE ENVISION SECTION TO SHOW HOW THIS STRATEGY ALIGNS WITH THE COMMUNITY PRIORITIES IN ENVISION. 
          THIS IS ANOTHER EXAMPLE OF THE TOGETHER COMMITMENT. 
          AND I'M GONNA QUICKLY, 'CAUSE I'M JUST SHOWING IT. 
          WE HAVE 24 OF THIS IN OUR PLAN THAT EVERYBODY CAN SPEND MORE TIME ON. 
          AND THIS ONE'S THE EXAMPLE STRATEGY FOR GOVERN RESPONSIBILITY, COMMITMENT, SETTING EXPECTATIONS FOR ALL WATERSHED SERVICES, ASSET MANAGEMENT, CUSTOMER RESPONSE, AND PROGRAMMING. 
          SO, UH, ADOPTION SCHEDULE AS WE SHARE THE DRAFTING COMMUNITY AND POLICY MAKERS IS ULTIMATELY TO GO TO COUNCIL FOR APPROVAL ON MAY 21ST. 
          I THINK WE DO NEED TO MAKE A CORRECTION. 
          I DON'T THINK WE MADE THE AGENDA FOR ECONOMIC OPPORTUNITY COUNCIL COMMITTEE, SO THAT THAT'S PROBABLY NOT GONNA MOVE FORWARD. 
          SO THIS IS THE BRIEFING. 
          WE, WE LOOK FORWARD TO YOUR QUESTIONS AND ONCE AGAIN, WE DID PUT OUT A, A MEMO TO ION COUNCIL WITH A LINK TO OUR ACTUAL FULL PLAN AND WE HOPE PEOPLE CAN SPEND TIME LOOKING AT IT. 
          AND AT THIS TIME, I WANNA OPEN IT UP FOR YOUR QUESTIONS THAT YOU MAY HAVE. 
          THANK YOU. 
          ALRIGHT. 
          QUESTIONS? ANYBODY? ANYBODY? MY CREEK GUY OVER THERE. 
          COUNCIL MEMBER SIEGEL. 
          THANK YOU CHAIR. 
          UH, WELL, THANK YOU DIRECTOR AND TEAM. 
          THIS IS A, YOU KNOW, WONDERFUL PLAN AND, UM, REALLY APPRECIATE ALL THE COMMITTEE OUTREACH AND ENGAGEMENT AND KIND OF COLLECTIVE ACCOUNTABILITY YOU'RE CREATING WITH THIS STRUCTURE. 
          AND I GUESS I JUST WANNA ASK, UM, AS THIS PLAN GETS IMPLEMENTED, WHAT IS THE STRATEGY TO KIND OF KEEP THE COMMUNITY ENGAGED REPORT BACK ON, ON HOW WE'RE DOING? YES, OUR TEAM DID A GREAT JOB ON PUTTING A PLAN AND WE'RE FINALIZING AN IMPLEMENT IMPLEMENTATION PLAN AS WE SPEAK. 
          BUT I'M GONNA LET MY TEAM MEMBERS KIND OF GIVE YOU MORE DETAILS ON THAT. 
          THANK YOU. 
          HIT THE RED BUTTON. 
          OH, UM, YEAH, SO THAT'S ACTUALLY SOMETHING THAT WAS REALLY IMPORTANT TO THE COMMUNITY. 
          WE HEARD, ESPECIALLY FROM THE COMMUNITY ACTIVATION GROUP, BUT FROM THE COMMUNITY MORE BROADLY AS WELL. 
          OH, SORRY, I DIDN'T INTRODUCE MYSELF. 
          I'M ARIEL VARONA AND I LED OUR COMMUNITY ENGAGEMENT EFFORT FOR WINDRIVER, UM, ON THE PLANNING TEAM IN WATERSHED. 
          BUT, UM, WE INCORPORATED A PLAN TO, UM, STAND UP AN ONGOING, UM, VERSION OF THE COMMUNITY ACTIVATION GROUP. 
          UM, AND SO WE HAVEN'T QUITE NAMED IT YET, BUT THERE'LL BE SOME KIND OF COMMUNITY ADVISORY BOARD, UM, COMPRISED IN A SIMILAR WAY WHERE WE'RE TRYING TO, UM, BRING IN FOLKS WHO HAVE BEEN HISTORICALLY UNDERREPRESENTED, UM, AND WHO BRING IN RELEVANT SUBJECT MATTER EXPERTISE. 
          UM, WE STILL NEED TO CHARTER IT. 
          THERE WILL BE TERMS AND, YOU KNOW, UM, WE'RE, WE WOULD LIKE TO, UM, IF WE CAN INCLUDE SOME OF THE FOLKS WHO ARE PART OF THE CAG SO THAT THERE CAN BE SOME INSTITUTIONAL KNOWLEDGE CARRIED ON. 
          BUT THE IDEA IS THAT THEIR ROLE WOULD BE TO HELP IMPLEMENT THE PLAN, UM, AND THEY WILL SERVE, EXCUSE ME, AS AN ONGOING, UM, ACCOUNTABILITY BODY TO, UM, HELP US, UH, STAY MORE DIRECTLY IN TOUCH WITH, UM, COMMUNITY MEMBERS. 
          UM, WE ALSO PLAN TO, UM, DO ENGAGEMENT PROCESSES EVERY FIVE YEARS AS WE UPDATE THE PLAN, UM, MORE FREQUENTLY THAN THIS LAST, UM, ROUND WHERE WE, UH, TOOK A BIT OF TIME BETWEEN ORIGINAL, UM, ADOPTION OF OUR MASTER PLAN AND, UM, AND OUR OVERHAUL. 
          UM, AND WE ALSO ARE BUILDING IN, UM, A COMMITMENT TO JUST ONGOING DIALOGUE WITH COMMUNITY. 
          UM, WE, WE ARE SEEING THE RELATIONSHIPS THAT WE'VE BUILT THROUGHOUT THE ENGAGEMENT PROCESS FOR RANCH RIVER, NOT AS LIKE PROJECT BASED, BUT MORE AS, UM, THE BEGINNING OF KIND OF A NEW, UH, WAY OF DOING OUR WORK THAT WILL BE SUSTAINED. 
          AND I ALSO WANNA ACKNOWLEDGE THAT THERE'S ALREADY AMAZING ENGAGEMENT WORK THAT'S BEEN HAPPENING AT, UM, AT OUR DEPARTMENT, UM, LED BY OUR COMMUNICATIONS TEAM, UM, AND OUR EDUCATION TEAM AND, AND OTHERS THROUGHOUT THE DEPARTMENT. 
          SO IT'S NOT ALL NEW, BUT, UM, WE WANNA BE BUILDING IT IN A MORE, UH, IN, IN A MORE ROBUST WAY. 
          THANK YOU SADIE. 
          AND I DO WANNA EMPHASIZE, WE'LL CONTINUE TO COME TO THIS BODY TO GIVE UPDATES AS, AS WELL AS ENVIRONMENTAL COMMISSION AS WELL. 
          RIGHT ON. 
          WELL, THERE'S SO MUCH TO UNPACK, BUT REALLY, UH, APPRECIATE THE PLAN. 
          MY TEAM WAS VERY EXCITED ABOUT A LOT OF THE ELEMENTS, UM, WHETHER IT'S DISASTER RESPONSE, UH, INFRASTRUCTURE EDUCATION, UH, EVEN GREEN WORKFORCE PATHWAYS. 
          SO, UM, LOTS TO CELEBRATE. 
          THANKS TO ALL FOR YOUR WORK. 
          THANK YOU. 
          HEY, RICH VICE CHAIR ELLIS. 
          THANK YOU CHAIR. 
          HOW WILL THIS PLAN HELP GUIDE SOME OF THE CAPITAL IMPROVEMENT PLANS? WHO WOULD LIKE TO PICK THAT ONE? GO FOR IT. 
          HI, UH, AARON WOOD, UH, WITH OUR WATERSHED PLANNING TEAM. 
          UM, THAT'S A GREAT QUESTION AND ONE THAT WE REALLY DIVE INTO ON THE, UM, GOVERN RESPONSIBLY WITH A NUMBER OF DIFFERENT STRATEGIES. 
          UM, KIND OF THE, THE FLAGSHIP ONE BEING MOVING TOWARDS AN EQUITABLE DECISION MAKING FRAMEWORK. 
          UH, SO REALLY LOOKING, UM, AT HOW WE PRIORITIZE AND PULLING IN, UM, SOME OF THE STRATEGIES AND DATA YOU'LL SEE FROM THE INNOVATE TOGETHER IN TERMS OF WATERSHED HEALTH AND SAFETY 
          [00:20:01]
FRAMEWORKS. 
          SO REALLY HELPING US GRAPPLE WITH BOTH THE SCALE OF OUR SOLUTIONS. 
          UM, LOOKING AT KINDA THE, THE FULL TOOLBOX, YOU KNOW, KNOWING THAT WE'RE IN A RESOURCE CONSTRAINED ENVIRONMENT, LIKE HOW DO WE LOOK AT REGULATIONS AND PRO PROGRAMMATIC AND NON-STRUCTURAL SOLUTIONS AS WELL. 
          SMALL PROJECTS IN-HOUSE WORK, UM, IN DIFFERENT NEIGHBORHOODS. 
          BUT THEN YEAH, USING THAT DATA, UM, AND CREATING THIS DECISION MAKING FRAMEWORK SO THAT WE CAN REALLY, UH, FIGURE OUT HOW WE SET OUR PRIORITIES ACROSS OUR DIFFERENT MISSIONS. 
          TAKE MORE OF A HOLISTIC INTEGRATED APPROACH TO FLOOD EROSION AND WATER QUALITY. 
          UM, AND SO BUILDING ON, YOU KNOW, ALL THE GREAT WORK THAT WAS DONE SINCE 2001 OF HOW WE PRIORITIZE WORSE PROBLEMS FIRST, UM, BUT REALLY TRYING TO, YOU KNOW, BOLSTER OUR DATA AND MODELING, BUT ALSO BRING IN THIS IDEA THAT, YOU KNOW, THAT PLAN WAS REALLY GROUNDED IN TECHNICAL RISK. 
          AND THIS PLAN, YOU KNOW, THROUGH OUR WORK WITH COMMUNITY ENGAGEMENT IS LEANING INTO SOCIAL RISK AND KNOWING THAT NOT EVERYONE EXPERIENCES SIX INCHES OF FLOODING THE SAME AND IS ABLE TO RECOVER THE SAME. 
          AND SO HOW DO WE REALLY INTEGRATE THAT EQUITY DATA AND COMMUNITY HEALTH DATA AND SOCIAL DATA INTO THE, OUR DECISION MAKING PROCESS, UM, FOR PROGRAMMATIC AND REGULATORY. 
          BUT, UH, YOU KNOW, PRI ALSO FOR PROJECTS AND CAPITAL, THAT'S GREAT TO HEAR. 
          I KNOW THERE'S FOLKS THAT HAVE COME TO US THROUGHOUT THE YEARS AND TALKED ABOUT LOCALIZED FLOODING OR SUBSTANDARD STREETS WHERE THE WATER POOLS ON TOP OF THE STREET AND CAN PUT PROPERTIES AT RISK. 
          AND SO, UM, I LOOK FORWARD TO DIGGING FURTHER INTO THE PLAN AND APPRECIATE THE TEAM'S WORK ON THIS. 
          THANK YOU. 
          ALRIGHT, CHEN, THANK YOU CHAIR, AND THANK YOU FOR THIS WORK. 
          I REMEMBER BACK, I THINK AT LEAST TWO YEARS AGO WHEN I WAS PART OF ONE OF THE COMMUNITY GROUPS THAT YOU GUYS CAME TO, TO ENGAGE ON THIS PLAN. 
          AND SO IT'S REALLY NEAT TO SEE THE FINAL PRODUCT. 
          I WANTED TO GET A SENSE FROM Y'ALL, AND THIS IS JUST, I THINK ME STRUGGLING WITH HOW WE BEST USE THESE PLANS. 
          LIKE AS WE PRODUCE THESE PLANS ON A DEPARTMENT LEVEL, UH, AND WE INVEST IN THEM WHERE WE SEE THE MOST VALUE. 
          DO YOU SENSE THAT IT'S FROM, UM, SORT OF BUILDING THE RIGHT CULTURE IN THE DEPARTMENT? DO YOU SENSE THAT IT'S FROM HAVING A DECISION MAKING FRAMEWORK THAT YOU CAN MAKE DECISIONS OR PRIORITIZE? WHERE DO YOU SENSE THE MOST VALUE IS FROM THIS KIND OF EFFORT? BECAUSE, YOU KNOW, THE, THE, THE ONE THING I STRUGGLE WITH IS IT'S A LOT OF, IT'S VERY HIGH LEVEL AND ASPIRATIONAL. 
          SO HELP ME UNDERSTAND SORT OF THE, THE USE CASES THAT Y'ALL ENVISION FOR. 
          THANK YOU. 
          I'LL, I'LL START IT AND I'LL LET THE TEAM MEMBERS KIND OF FILL THE GAPS AS WELL. 
          BUT YOU, YOU BASICALLY REFERENCED IT. 
          SO WE, IT WAS IMPORTANT FOR US TO ESTABLISH OUR VISION AND OUR, AND OUR VALUE SYSTEM BECAUSE THAT HELPS CREATE THE CULTURE THAT WE WANT TO HAVE. 
          YOU KNOW, I THINK WATERSHED IS A UNIQUE PLACE AND WE HAVE A PASSION FOR THE WORK WE DO. 
          WE WANT TO KEEP IT LONG-TERM SUSTAINABLE. 
          AND SO WE WANTED TO CAPTURE THAT. 
          AND ONCE AGAIN, THAT'S WHERE THE EMPLOYEES CAME TOGETHER TO CREATE THAT INSTEAD, YOU KNOW, SO IT WAS VERY GRASSROOTS EFFORT OF WHO WE ARE AND WHO WE WANT TO BE. 
          SO THAT'LL CONTINUE TO KEEP THE MOMENTUM MOVING FORWARD. 
          BUT WE KNEW ENGAGEMENT'S VERY IMPORTANT FOR THE CITY AND FOR, FOR THE DEPARTMENT. 
          SO WE FOCUSED ON THAT COMMUNITY VOICE AS WELL THAT WASN'T HEARD BEFORE. 
          AND SO THAT'S GONNA HELP SHAPE OUR PRIORITY. 
          AND WE HAVE CREATED A, A DECISION MAKING FRAMEWORK, AND THAT'S, WE ROLL OUT THE IMPLEMENTATION PLAN. 
          THAT'S BIG PART OF IT. 
          SO WE'VE DONE A LOT OF GREAT WORK OVER THE LAST SEVERAL DECADES AND HOW DO WE BRING IT ALL TOGETHER IN A, USING INNOVATIVE TECHNOLOGIES TO HELP US MAKE DECISIONS AND, AND TOOLS. 
          BUT ULTIMATELY IT GIVES US THE ABILITY TO PIVOT AND BE ABLE TO RESPONSE TO THE CHANGES THAT WE'RE EXPERIENCING ON A DAY IN, DAY OUT BASIS. 
          I THINK BILL, OH, KELLY GAGNAN, INTERIM CHIEF STRATEGY OFFICER, AND, UH, NORMALLY A PLANNER PRINCIPAL ON AARON'S TEAM AND LORRAINE RIVER PLAN. 
          UM, AND, AND MY FOCUS ON THE PLAN WAS INTERNAL ENGAGEMENT WITH THE DEPARTMENT. 
          AND I THINK SOMETHING THAT, TO, TO ANSWER YOUR QUESTION, I THINK IT IS ALL OF THAT AND, AND KIND OF WORKING, UM, REALLY BUILDING ON, I, I THINK WITH THE, THE SUCCESS, UM, OR YOU KNOW, WHAT WE'VE, AND THE LESSONS LEARNED FROM THAT OUR, YOU KNOW, OUR ORIGINAL 2001 STRATEGIC PLAN, WHICH REALLY ENABLED US TO DO A LOT OF INCREDIBLE WORK THROUGH OUR CAPITAL PROGRAM, OUR PROGRAMS, OUR REGULATIONS, ADDRESSING THE WORST FIRST AND DEFINING WHAT THAT IS, BEING TRANSPARENT WITH OUR DATA. 
          AND I THINK AS WE WERE IMPLEMENTING THAT PLAN AS A DEPARTMENT, WE REALLY INVESTED IN OUR DEPARTMENT CULTURE. 
          THAT ENGAGEMENT. 
          LIKE JORGE SAID, WE, WE'VE LEARNED A LOT OF LESSONS AND SO A LOT OF THIS IS REALLY EMBEDDING AND FORMALIZING SOME OF THAT WORK INTO A PLAN, EXCUSE ME. 
          AND THEN BEING ABLE TO THINK ABOUT NOT ONLY HOW WE CONTINUE TO DO THAT WORK, BUT TO BE PROACTIVE, TO REALLY BALANCE THE DIFFERENT SOLUTIONS, TO LEVERAGE COMMUNITY, TO LEVERAGE THE CONNECTIONS WE ALREADY HAVE THROUGH OUR COUNCIL MEMBERS, THROUGH, UH, OUR POLICY MAKERS. 
          UM, AND THEN, AND, AND TO BE ABLE TO KIND OF DO IT ALL TOGETHER. 
          SO WHAT WE'RE EXCITED ABOUT IN THE IMPLEMENTATION PLAN, UH, WE HAVE A DRAFT THAT THE CONSULTANT PROVIDED TO US THAT WE ARE NOW FINALIZING AND WE'LL BE ADOPTING, UH, IN THE NEXT COUPLE MONTHS, IS HOW WE, UM, YOU KNOW, WEAVE THIS ALL TOGETHER. 
          AND A LOT OF IT IS THAT ITERATIVE WORK, BUT TO YOUR POINT, HOW DEPARTMENT CULTURE IS, IS CONNECTED TO HOW WE IMPLEMENT THOSE SOLUTIONS, ENGAGE WITH THE COMMUNITY. 
          SO I GUESS THE ANSWER IS ALL, ALL OF THE ABOVE. 
          UH, AND WE WILL HAVE A PLAN THAT REALLY LAYS OUT, UM, HOW 
          [00:25:01]
WE DO THAT TOGETHER TO HOLD OURSELVES ACCOUNTABLE. 
          'CAUSE IT'S EASY TO SAY WE HAVE 24 PRIORITIES AND DO NONE OF THEM. 
          AND SO THAT WE ARE REALLY THOUGHTFULLY THINKING ABOUT HOW DO WE PHASE THEM, WHAT ARE THOSE DEPENDENCIES AND SEQUENCING, AND ENSURE THAT WE'RE ENGAGING NOT ONLY WITH OUR COMMUNITY, BUT WITHIN OUR DEPARTMENT TO ENSURE THAT WHAT WE'RE DOING IS REALISTIC FROM THE BEGINNING. 
          WE, WE KNEW AS A DEPARTMENT AND WITH COMMUNITY THAT TO BUILD TRUST, YOU DON'T WANNA OVER PROMISE, Y'ALL KNOW THIS AS, AS COUNCIL MEMBERS, UM, BUT ALSO HOW TO BE VERY CLEAR AND, AND AMBITIOUS, YOU KNOW, TO, TO THINK IN NEW WAYS. 
          SO WE'RE REALLY EXCITED THAT THIS, THIS PLAN, I THINK HELPS US BE, UM, FEASIBLE AND, AND, UM, REALISTIC, BUT ALSO AMBITIOUS TO WORK TOWARDS THIS VISION. 
          THANK YOU. 
          I'LL ADD A FEW MORE THINGS AS WELL. 
          UM, I THINK JUST, YEAH, LIKE PART OF THE RISK AS WELL WITH A PLAN LIKE THIS THAT IS FAIRLY HIGH LEVEL IS THAT NOT NECESSARILY THAT WE DON'T DO ANY OF THE 24 PRIORITIES, BUT THAT WE DO A LITTLE BIT AND KIND OF REPORT THE, YOU KNOW, SORT OF A GENERAL POSITIVE, LIKE, YEAH, WE'RE STARTING TO MOVE IN THE RIGHT DIRECTION ON THESE. 
          UM, SO REALLY WANTING WITH THE IMPLEMENTATION PLAN TO SET SPECIFIC METRICS AND THEN REPORT OUT TO THE COMMUNITY, UM, ON OUR PROGRESS AND OUR SUCCESSES AND ALSO OUR, ALSO OUR CHALLENGES. 
          UM, AND THEN, YEAH, I THINK REALLY TRYING TO STRIKE THAT RIGHT BALANCE OF MAKING SPACE FOR PROACTIVE WORK, UM, KNOWING THAT SO MUCH OF OUR WORK IS REACTIVE IN TERMS OF FLOODING AND SPILLS AND THINGS LIKE THAT. 
          BUT THAT, UM, AS ONE OF OUR STEERING COMMITTEE COMMUNITY MEMBERS LIKE TO SAY LIKE, YOU HAVE TO PLANT THAT TREE TODAY FOR IT TO BE THERE IN PROVIDING SHADE IN 50 YEARS. 
          AND SO HOW DO WE MAKE SURE THAT WE'RE MAKING SPACE FOR ASSET MANAGEMENT AND ENVIRONMENTAL RESTORATION, UM, IN THE LONG TERM. 
          UM, AND THEN THE LAST THING I'LL ADD IS JUST LOOKING AT A LOT OF THESE STRATEGIES, YOU KNOW, BUILDING ON THE, THE WORK WE'RE DOING, BUT HOW DO WE REALLY SUSTAIN AND ACCELERATE THE MOMENTUM ON THINGS LIKE, UM, OUR EQUITY WORK AND OUR COMMUNITY ENGAGEMENT WORK, OUR ASSET MANAGEMENT WORK, UM, SO THAT WE'RE CONTINUING TO HAVE A PLAN THAT'S DURABLE OVER THE NEXT 10 YEARS AND NOT KIND OF, UH, SHIFTING AS WE HAVE CHANGES IN LEADERSHIP OR PRIORITIES AT A HIGHER LEVEL. 
          OKAY. 
          JUST MAKING SURE THAT NOBODY ELSE WANTED TO CHIME IN ON THAT ANSWER. 
          I APPRECIATE, UM, THE PERSPECTIVE AND HELPING ME UNDERSTAND, AND I'M OBVIOUSLY LOOKING FORWARD TO SEE HOW IT GETS EMPLOYED. 
          I THINK THE ONE THING I'M, I'M SORT OF STRUGGLING WITH IS, UM, TO THE EXTENT THAT IF NOT IN THIS, I GUESS IN OTHER WHATEVER, FORECAST FIVE YEAR PLANS FOR ADDITIONAL GRANULARITY, RIGHT? MM-HMM . 
          I MEAN, WE'RE TALKING ABOUT PERFORMANCE AND PRO UH, PROGRESS, YOU KNOW, ARE THERE KPIS ATTACHED TO THAT THAT, THAT, UH, I'M ASSUMING Y'ALL HAVE, BUT ARE IN A DIFFERENT PLACE AND TRYING TO FIGURE OUT HOW, UM, THOSE GET IMPLEMENTED OR AS YOU GUYS WORK THROUGH DECISIONS, THOSE ARE PART OF, YOU KNOW, ARE YOU REFERENCING THIS? ARE YOU REFERENCING OTHER THINGS THAT ARE MORE GRANULAR TO HELP MAKE THOSE DECISIONS? UM, TWO OTHER THINGS VERY BRIEFLY. 
          UH, ONE IS JUST, UH, GOING FORWARD HELPING ME UNDERSTAND WHERE THAT DEFINITION LIES. 
          UM, LIKE I, I MENTIONED, I KNOW OTHER DEPARTMENTS HAVE OTHER DOCUMENTS THAT THEY PRODUCE OR OTHER PLANNING DOCUMENTS THAT HAVE THAT GRANULARITY. 
          DO WE ALREADY HAVE THAT? I DON'T HAVE, I DO I JUST NEED TO CHECK SOMEWHERE ELSE. 
          CAN YOU PICK THAT TO FIND THAT? UH, SO WE'RE WORKING NOW ON THE DRAFT IMPLEMENTATION PLAN, UM, THAT WOULD HAVE THOSE METRICS AND KPIS WE'RE ALSO PART OF WHAT THAT PULLS IN IS WORK THAT THE COMMUNITY ACTIVATION GRID, UH, GROUP DID WHERE IT, FOR THE, SOME OF THE CENTER COMMUNITY STRATEGIES, THEY WENT AHEAD AND BRAINSTORMED WHAT THEY WOULD SEE AS MEANINGFUL SMART GOALS AND KPIS. 
          I THINK WE'LL CONTINUE TO DO THAT WORK WITH THE STANDING COMMUNITY ACTIVATION GROUP GOING FORWARD TO MAKE SURE THAT THE METRICS THAT WE'RE CHOOSING ARE CLEAR AND MEANINGFUL TO FOLKS. 
          UM, BUT THEN I THINK WHERE, WHERE THAT LIVES OUTSIDE OF THAT IMPLEMENTATION PLAN IS THEN ALL OF THAT GETS TO FEED INTO OUR ANNUAL BUSINESS PLANNING WORK, UH, THE BUDGETING WORK, THE CITYWIDE STRATEGIC PLAN, AND MAKING SURE THAT ALL OF THOSE ARE, WE'RE KIND OF THREADING UP THROUGH THAT ENTIRE PLANNING PROCESS, UM, UP TO IMAGINE AUSTIN, SO THAT THOSE GOALS AND STRATEGIES ARE ALIGNED ACROSS THE BOARD FROM AN ANNUAL BASIS ALL THE WAY TO, YOU KNOW, MORE OF A 30 YEAR VISION. 
          YEAH, AND I CAN ADD SOMETHING. 
          ONE COMMITMENT THAT WE'VE MADE TO THE COMMUNITY ACTIVATION GROUP AND KIND OF WE WANNA MAKE TO THE COMMUNITY MORE BROADLY IS THAT WE ARE GONNA BE REPORTING OUT PUBLICLY ON SOME OF THOSE METRICS TOO. 
          SO WE'RE, UM, LOOKING TO EXAMPLES LIKE FROM THE AUSTIN TRAVIS COUNTY FOOD PLAN AND THE CLIMATE EQUITY PLAN WHERE THEY HAVE, UM, DASHBOARDS THAT ARE SHOWING SPECIFIC METRICS AND WHERE THE PROGRESS IS. 
          UM, SO WE WANNA CREATE SOMETHING LIKE THAT, UM, THAT WILL HELP PEOPLE KIND OF GAUGE HOW WE'RE DOING. 
          AND, UM, AS ERIN UH MENTIONED EARLIER, WE'RE NOT WANTING TO, WE'RE WANTING TO MAKE SURE THAT WE'RE NOT JUST REPORTING ON THE POSITIVE, BUT ALSO EXPLAINING WHEN THAT WE'VE COME AGAINST OBSTACLES OR CHALLENGES AND, AND WHAT THOSE ARE. 
          SO IF WE'RE BEHIND ON SOMETHING, WE WANNA BE TRANSPARENT ABOUT 
          [00:30:01]
THAT. 
          UM, YEAH. 
          ALRIGHT, THANK YOU AND I LOOK FORWARD TO THAT IMPLEMENTATION PLAN WHEN IT'S READY AND, UH, THE REPORTING THAT YOU'RE TALKING ABOUT. 
          AND THE LAST THING IS JUST, UM, MAYBE A SUGGESTION, WHICH IS, UM, IF YOU MISSED THAT ONE LINK ON THE ARC GIS PAGE FOR THE ACTUAL PLAN, IT'S NOT THAT EASY TO FIND, SO MIGHT CREATE SOME BUTTONS OR SHARE IT IN A DIFFERENT MANNER BEYOND THAT JUST TO MAKE SURE PEOPLE CAN ACTUALLY ACCESS THE, THE TRUE FULL PLAN. 
          UH, THANK YOU FOR, AND THEY'RE NOT INTERPRETING THE, THE RGIS PLAN OR THE DOCUMENT YOU SHARED TODAY AS, AS THE ACTUAL PLAN. 
          THANK YOU. 
          THAT'S GOOD FEEDBACK. 
          UH, THAT'S ALL I'VE GOT. 
          I LOOK FORWARD TO THE, UM, SEEING THE FUTURE PLANS. 
          THANK YOU. 
          ALRIGHT, WELL, I DON'T HAVE ANY QUESTIONS. 
          I REALLY APPRECIATE THE THOROUGHNESS OF YOUR WORK, UH, AND APPRECIATE YOU BEING HERE. 
          WE'LL CERTAINLY FOLLOW UP IN THE FUTURE. 
          I LOOK FORWARD TO SEE, UH, KIND OF HOW THIS IS PUT INTO PRACTICE. 
          SO THANK YOU FOR Y'ALL'S WORK. 
          THANK YOU. 
          THANK YOU FOR YOUR TIME. 
          WITH THAT, WE'LL MOVE ON TO 
          [4. Briefing on Resilient Austin Playbook addressing climate risks, affordability pressures, and  infrastructure challenges. [Zach Baumer, Director - Climate Action and Resilience; Corinne  LeTourneau, Founding Principal - Resilient Cities Catalyst]]
ITEM NUMBER FOUR, WHICH IS A BRIEFING ON RESILIENT AUSTIN PLAYBOOK ADDRESSING CLIMATE RISKS, AFFORDABILITY PRESSURES, AND INFRASTRUCTURE CHALLENGES. 
          GOOD MORNING, I'M ZACH BAUMER, UH, DIRECTOR OF AUSTIN CLIMATE ACTION AND RESILIENCE. 
          HAPPY EARTH DAY. 
          WHAT A, A GREAT DAY FOR THIS COMMITTEE MEETING . 
          UM, TODAY I HAVE TWO PRESENTERS HERE WITH ME, UH, WHO ARE GONNA GIVE, BE GIVING MOST OF THE PRESENTATION, UH, CORIN LANO, WHO'S WITH RESILIENT CITIES CATALYST AND MARK KUDAIR, WHO'S OUR, OUR CLIMATE RESILIENCE MANAGER, UH, IN CLIMATE ACTION AND RESILIENCE. 
          SO TODAY WE'RE EXCITED TO SHARE, UH, THE RESILIENT AUSTIN PLAYBOOK. 
          THIS WAS RELEASED ABOUT TWO MONTHS AGO, UH, AND IT'S A, A COLLABORATIVE EFFORT ACROSS OVER 20 PLUS CITY DEPARTMENTS, UM, AND REALLY FACILITATED BY OUR PARTNER, UH, RESILIENT CITIES CATALYST. 
          WE'VE BEEN WORKING WITH RESILIENT CITIES CATALYST FOR ABOUT THREE YEARS. 
          UH, THE INITIAL BODY OF WORK, WHICH WAS, UH, REALLY COMMUNITY ENGAGEMENT FOCUSED A COUPLE YEARS BACK, UH, WAS CALLED THE ONE AUSTIN FRAMEWORK, WHICH REALLY SET WHAT IS GONNA BE OUR FRAMEWORK TO UNDERSTAND RESILIENCE, THE CONFLUENCE OF CLIMATE ISSUES, EQUITY ISSUES, AFFORDABILITY ISSUES, INFRASTRUCTURE ISSUES, SHOCKS AND STRESSORS, HOW THAT ALL FITS TOGETHER. 
          SO THAT INITIAL FRAMEWORK SORT OF SET US WITH GOALS AND, AND PILLARS TO KIND OF FRAME OUT WHAT RESILIENCE MEANS TO OUR CITY. 
          AND NOW THIS PLAYBOOK THAT WE'VE, UH, FINALIZED AND PUBLISHED REALLY BRINGS THAT FRAMEWORK TO LIFE. 
          IT, UH, IT ESTABLISHES GOALS AND STRATEGIES AND, UH, WHILE IT'S NOT A PLAN, IT'S MEANT TO ACTUALLY, UM, LAY OUT ALL OF THE THINGS THAT ARE ACROSS OUR CITY ORGANIZATION WE ARE DOING AND WE'RE GONNA KEEP DOING AND ADVANCING AND MOVING FORWARD TO MAKE SURE THAT THIS, UM, THAT WE, UH, ARE THE MOST RESILIENT COMMUNITY THAT WE CAN BE IN AUSTIN. 
          SO I'LL HAND IT OVER TO CORRINE AND SHE'LL TAKE IT FROM HERE. 
          THANK YOU SO MUCH, ZACH. 
          UM, GOOD MORNING EVERYONE. 
          MY NAME IS CORRINE LANO. 
          I'M THE FOUNDING PRINCIPAL OF AN ORGANIZATION CALLED RESILIENCY'S CATALYST. 
          WE ARE A NEW YORK BASED NONPROFIT, UM, THAT PARTNERS WITH CITIES AND COMMUNITIES GLOBALLY TO ADDRESS THEIR MOST PRESSING RESILIENCE CHALLENGES AND REALLY KIND OF LASER FOCUS WITH THEM ON HOW TO ACCELERATE IMPLEMENTATION OF ACTION, UM, TOWARDS THOSE RESILIENCE CHALLENGES. 
          SO, AS ZACH SAID, WE'VE BEEN HONORED TO BE PARTNERING WITH YOUR GREAT CITY SINCE, UM, UH, 2023, AND I'M JUST HONORED TO BE HERE IN THIS ROOM WITH Y'ALL, UM, TO PRESENT THE RESILIENT AUSTIN PLAYBOOK. 
          UM, SO THE AGENDA TODAY I THINK IS GOING TO BE, WE WANNA GIVE A LITTLE BIT OF A BACKGROUND ON KIND OF, UM, WHERE THE PLAYBOOK CAME FROM AND WHAT THE PROCESS LOOKED LIKE. 
          WE'LL TALK A LITTLE BIT ABOUT THE DEFINITION OF RESILIENCE THAT THE CITY, UM, THE CITY, DIFFERENT CITY DEPARTMENTS CO-CREATED TOGETHER. 
          THEN WE'LL GET INTO KIND OF THE RESILIENCE PLAYBOOK, THE STRUCTURE AND THE ACTIONS, AND TALK THROUGH REALLY IMPORTANTLY THOSE NEXT STEPS, THOSE IMPLEMENTATION STEPS THAT WE WANNA TAKE TOGETHER. 
          OKAY, SO ANY GREAT KIND OF RESILIENCE ANALYSIS OF, UM, A CITY WE'VE WORKED WITH, KIND OF 80 COMMUNITIES ACROSS THE GLOBE, REALLY KIND OF STARTS WITH LIKE LOOKING AT THE CITY'S CONTEXT AND LOOKING AT KIND OF AN ANALYSIS OF THOSE CORE SHOCKS AND STRESSES HISTORICALLY THAT HAVE AFFECTED A CITY AND ALSO THOSE CORE SHOCKS AND STRESSES OF TODAY. 
          SO WHAT YOU SEE ON THE SCREEN RIGHT NOW WAS AN ANALYSIS WE KIND OF CO UH, 
          [00:35:01]
CO-CREATED WITH, UM, THE A CAR TEAM LOOKING AT KIND OF THAT, HIS HISTORY OF RESILIENCE THROUGHOUT AUSTIN. 
          AND, YOU KNOW, THERE'S LOTS OF REALLY COMPELLING, INTERESTING THINGS ON THIS SLIDE, BUT I THINK THE FIRST THING IS KIND OF THE EXTRAORDINARY POPULATION GROWTH. 
          THAT'S WHAT YOU SEE IN ORANGE, RIGHT? AND WITH EXTRAORDINARY POPULATION GROWTH REALLY COMES HUGE OPPORTUNITIES IN A CITY, BUT IT ALSO KIND OF CAN CREATE SOME CHALLENGES. 
          AND ONE OF THOSE BIGGEST CHALLENGES WERE KIND OF THE PRESSURES THAT THIS STARTED CREATING ON AFFORDABILITY AND ECONOMIC MOBILITY. 
          I THINK ALSO IMPORTANTLY IS THE CITY HAS SEEN ITS FAIR SHARE OF EXTREME WEATHER EVENTS FROM THE HALLOWEEN FLOODS IN 2013 AND 2015 TO, OF COURSE, WINTER STORM MARA AND ICE STORM URI AUSTIN IS A CITY THAT HAS EX DEEP EXPERIENCE WITH EXTREME WEATHER. 
          AND SO THE, WITH THIS SLIDE YOU SEE THAT AUSTIN IS A CITY THAT HAS HAD TO KIND OF ADAPT AND LEARN FROM THOSE EXTREME WEATHER EVENTS AND ADAPT TO THIS GR UH, EVER PRESENT GROWTH. 
          THE NEXT STEP IS KIND OF AN ANALYSIS OF WHAT ARE THOSE CORE SHOCKS AND STRESSES THAT WE WANT TO BE FOCUSED ON TODAY. 
          MEANING IF YOU DO NOT ADDRESS THESE SHOCKS AND STRESSES, YOU KNOW, THIS CAN HAVE DEEP AND CASCADING CONSEQUENCES ON YOUR CITY AS IT CONTINUE, AS IT CONTINUES TO GROW. 
          SO THIS ANALYSIS REALLY SHOWED THAT GROWTH. 
          AGAIN, GROWTH HAS CREATED PROSPERITY FOR SOME, BUT MANY LONG TIME RESIDENTS ARE BEING LEFT BEHIND. 
          UM, THIS IS, UH, MANIFESTED IN AFFORDABILITY AND ECONOMIC MOBILITY PRESSURES THAT ARE REALLY INTENSIFYING AND THEY'RE INTENSIFYING GEOGRAPHICALLY. 
          UM, WHERE YOU SEE EAST AUSTIN FACING GREATER SOCIAL VULNERABILITIES, UM, CLIMATE CHANGE IS INCREASING THE FREQUENCY AND THAT SEVERITY OF EXTREME WEATHER EVENTS WITH EXTREME HEAT REALLY KIND OF COMING TO THE FORE. 
          OF COURSE CONTINUOUS ISSUES AROUND AND RISK, REALLY RISK AROUND FLOODING, DROUGHT, WILDFIRE AND WINTER STORMS. AND THEN IMPORTANTLY, THESE SHOCKS ARE STRAINING INFRASTRUCTURE AND REALLY HITTING HARDEST THOSE WHO ALREADY FACE THOSE GREAT, THE GREATEST BARRIERS. 
          SO WE, UM, RESILIENT CITIES CATALYST WERE, AS I SAID, LUCKY TO PARTNER WITH THE CITY OF AUSTIN ON KIND OF DEVELOPING THIS PLAYBOOK. 
          AND IT WAS REALLY CLEAR THAT IT REQUIRED A COORDINATED FORWARD LOOKING ACTION ACROSS A MULTITUDE OF CITY DEPARTMENTS, A MULTITUDE OF JUST DIFFERENT COMMUNITY ORGANIZATIONS, UM, ACROSS THE BOARD. 
          UM, IT WAS BUILT ON A MULTI-YEAR PROCESS OF ANALYSIS AND ENGAGEMENT. 
          SOME KEY MILESTONES TO NOTE HERE INCLUDE, UM, THE ONE AUSTIN FRAMEWORK THAT ZACH MENTIONED, WHICH HAD DEEP COMMUNION CONSULTATION AS WELL AS THE RELEASE OF THE HEAT RESILIENCE PLAYBOOK THAT KIND OF DID A DEEP DIVE IN ADDRESSING SOME OF THESE CORE ISSUES AROUND EXTREME HEAT THAT THE CITY IS EXPERIENCING. 
          ALL OF THESE PROCESS STEPS, I WILL SAY REVEAL KIND OF JUST SUCH AN IMPRESSIVE AMOUNT OF COLLABORATION ACROSS GOVERNMENT LED BY THE ACAR TEAM, UM, TO REALLY KIND OF LOOK AT THESE CHALLENGES HOLISTICALLY. 
          AND THEN WITH THE FINAL RELEASE OF THE ACTUAL PLAYBOOK IN FEBRUARY, THE CITY NOW HAS KIND OF THIS TOOL, THIS ANCHOR REALLY TO ENABLE THAT COORDINATION TO CONTINUE AROUND IMPLEMENTATION. 
          SO IMPORTANTLY, AS ZACH KIND OF MENTIONED THE DEVELOPMENT OF THIS PLAYBOOK, THE REAL AHA MOMENT WAS THERE ARE A MULTITUDE OF THINGS HAPPENING TO ADDRESS RESILIENCE, TO ADDRESS THESE PIECES OF SHOCKS AND STRESSES THAT, UM, WE SHOWED YOU. 
          HOW DO WE BRING THAT TOGETHER AND COORDINATE IT? HOW DO WE KIND OF INTEGRATE A LOT OF THE GREAT, UH, DIFFERENT INITIATIVES THAT DIFFERENT DEPARTMENTS ARE LEADING TO REALLY KIND OF MAXIMIZE THEIR VALUE AND ENSURE THAT WE'RE KIND OF COORDINATING AND WE UNDERSTAND KIND OF WHAT THE RESILIENCE AGENDA SHOULD BE. 
          UM, I CAN'T SAY THIS  ENOUGH. 
          THE PLAYBOOK WAS LEVERAGING EXISTING WORK. 
          I MEAN, BUILDING ON ALL OF THESE INCREDIBLE PAST PLANS THAT THE CITY HAD RELEASED. 
          IT IS NOT ABOUT BEING DUPLICATIVE, IT WAS NOT ABOUT KIND OF CREATING ANOTHER PLAN TO SIT ON THE SHELF. 
          IT WAS REALLY A PROCESS AND AN APPROACH TO KIND OF REALLY BETTER COORDINATE THE WORK AND BETTER COORDINATE ACCOUNTABILITY OF THAT WORK. 
          UM, SO WE, THE PLAYBOOK REPRESENTED AN ANALYSIS OF ALL THESE EXISTING PLANS YOU SEE ON THE SCREEN AS WELL AS MANY MORE, UM, RANGING FROM AUSTIN WATER TO AUSTIN ENERGY, AUSTIN PUBLIC HEALTH AND EQUITY AND INCLUSION. 
          UM, THE 47 ACTIONS, SPECIFIC ACTIONS THAT MARK WILL INTRODUCE YOU TO IN A MOMENT ARE, YOU KNOW, EXISTING WORK THAT MIGHT BE INTEGRATED WITH OTHER WORK FOR MAXIMUM VALUE, BUT IS AGAIN, NOT LARGELY NEW WORK AND DOESN'T REQUIRE NEW BUDGET. 
          [00:40:01]
IT'S JUST REALLY A PLAYBOOK THAT IS HELPING KIND OF THINK ABOUT A NEW WAY OF WORKING TOGETHER AND CREATING ACCOUNTABILITY ACROSS THE WORK, WHICH I THINK IS REALLY EXCITING. 
          AND I'LL JUST SAY AS KIND OF A, A PARTNER ORGANIZATION JUST REALLY BEST IN CLASS AND GOLD STANDARD WHEN IT COMES TO, UM, KIND OF RESILIENCE COORDINATION IN THE COUNTRY RIGHT NOW. 
          FINALLY, WHICH I THOUGHT WAS A REALLY UNIQUE AND IMPORTANT STEP THAT THE CITY OF AUSTIN TOOK, UM, WHEN YOU WANNA DEVELOP YOUR RESILIENCE PRIORITIES WAS REALLY ENSURING YOU KIND OF HAVE A NORTH STAR AROUND A DEFINITION OF RESILIENCE. 
          UM, YOU KNOW, I CAN, I CAN SAY TRUTHFULLY, I GO INTO CITIES ACROSS THE COUNTRY AND PEOPLE KIND OF SAY, WHAT DOES RESILIENCE MEAN? AND I THINK WHAT WAS SO BRILLIANT ABOUT AUSTIN AND THE TEAM, WHAT THEY DID IS THAT WE, WE, THEY CO-CREATED THE DEFINITION OF RESILIENCE, UM, ON WHAT IT MEANS FOR THE GREAT CITY OF AUSTIN. 
          SO, YOU KNOW, RESILIENCE IS THE CAPACITY OF COMMUNITY, LOCAL GOVERNMENTS AND BUSINESSES TO COORDINATE, PREPARE FOR, OR RESPOND TO AND RECOVER FROM BOTH SUDDEN SHOCKS SUCH AS EXTREME HEAT OR FLOODING AND ONGOING STRESSORS LIKE AGING INFRASTRUCTURE, PUBLIC HEALTH INEQUITIES OR RISING HOUSING COSTS TO ENSURE AUSTINITES CAN ADAPT AND THRIVE. 
          THIS IS AN IMPORTANT DEFINITION, AN IMPORTANT MOMENT 'CAUSE IT REALLY HONORS THAT RESILIENCE IS ABOUT BOTH THE SHOCKS AND STRESSES. 
          IT'S ABOUT BOTH ADDRESSING CLIMATE CHANGE, BUT ALSO SOME OF THE OTHER KIND OF UNDERLYING STRESSES SUCH AS ECONOMIC MOBILITY. 
          SO WITH THAT, I'M GONNA PASS IT OVER TO MARK WHO'S GONNA GO INTO A LITTLE BIT MORE DETAIL ABOUT THE STRUCTURE OF THE PLAYBOOK. 
          THANK YOU CORINNE. 
          UH, MY NAME IS MARK KRE. 
          I AM WITH THE AUSTIN CLIMATE ACTION AND RESILIENCE. 
          UM, SOMETHING ZACH MENTIONED EARLIER IS THAT WE CAME OUT WITH THE ONE AUSTIN FRAMEWORK FIRST, AND THAT WAS A COMMUNITY COLLABORATIVE, UM, PROCESS WHERE WE HELD WORKSHOPS WITH COMMUNITY MEMBERS TO REALLY SEE, LIKE WHEN WE SAY RESILIENCE, WHAT DOES THAT MEAN TO THE COMMUNITY? AND AT FIRST WE WERE REALLY FOCUSED ON VIBRANT ECOLOGY AND INFRASTRUCTURE, BUT WE HEARD A LOT AROUND COLLABORATIVE LEADERSHIP, HEALTHY, PROSPEROUS AUSTIN, NICE THRIVING NEIGHBORHOODS. 
          SO WE WANTED TO MAKE SURE THAT WHEN WE TALK ABOUT RESILIENCE, IT REALLY SORT OF CONNECTED BACK TO WHAT THE COMMUNITY WAS SAYING. 
          BUT ONE THING THAT CAME UP AS SORT OF THIS COMMON THREAD THROUGHOUT THE WHOLE PROCESS WAS THAT CLIMATE CHANGE ISN'T SOMETHING THAT'S HAPPENING IN THE FUTURE, IT'S HAPPENING NOW AND PEOPLE WERE ALREADY EXPERIENCING IT BOTH FROM A SHOCK BUT ALSO FROM A DAILY STRESSOR. 
          AND THAT ALSO MEANT THAT THERE WAS AN ECONOMIC IMPACT OF THESE, BUT ALSO AN ECONOMIC DISCUSSION AROUND RESILIENCE AS A WHOLE, RIGHT? IF YOU WANNA BOUNCE BACK, WE WANNA MAKE SURE THAT PEOPLE ARE BOUNCING BACK STRONGER. 
          SO THIS WORK AROUND ADVANCING ECONOMIC ABILITY WAS THIS CONSTANT THREAD THROUGHOUT. 
          SO WE WANNA MAKE SURE THAT WHEN WE THINK ABOUT ALL THESE STRATEGIES, WE'RE USING THAT AS A GUIDING PRINCIPLE, BUT ALSO THIS STARTED TO DRIVE THE, THE AGENDA WHEN WE THINK ABOUT THESE STRATEGIES, WE WANNA ENSURE WE WANT CAME BACK TO THIS SORT OF GROUNDING FROM THE COMMUNITY OF HOW WE THINK ABOUT RESILIENCE GOING FORWARD. 
          SO USING THESE PILLARS, THESE ASPIRATIONS AS OUR FOCAL POINT, WE THEN SORT OF TOOK THE, THE DEFINITION, WENT BACK TO DEPARTMENTS AND SAID, WHAT ARE WE DOING AS A CITY TO UPLIFT THIS DEFINITION AROUND RESILIENCE? SORT OF THINKING ABOUT THE SHOCKS AND STRESSORS, THINKING ABOUT BUSINESSES, THINKING ABOUT COMMUNITY, BUT ALSO THE CITY ITSELF. 
          AND THIS MEANT THAT, YOU KNOW, WE WALKED REALLY CLOSELY WITH WATERSHED, REALLY CLOSELY WITH AUSTIN ENERGY AND ALL THESE DEPARTMENTS TO CREATE THESE 47 ACTIONS ACROSS THESE FOUR ASPIRATIONS, WHICH I'LL GET INTO IN A SECOND. 
          BUT IN DOING SO, WE WERE ALSO THINKING ABOUT HOW ARE THESE INTERCONNECTED? HOW DO WE SORT OF LEVERAGE CROSS-DEPARTMENTAL WORK SO THAT WE'RE WORKING TOGETHER TO ENSURE THAT ALL THESE STRATEGIES ARE MOVING FORWARD AND THAT WE'RE ACCELERATING THESE WHEN WE CAN. 
          SO GOING A LITTLE BIT DEEPER, WHEN WE'RE THINKING ABOUT COLLABORATIVE LEADERSHIP, WE'RE THINKING ABOUT HOW DO WE CENTER THE COMMUNITY WHEN WE'RE THINKING ABOUT THESE THINGS, UH, WHEN WE ENSURE THAT WE'RE NOT, UM, DUPLICATING WORK BUT ALSO THINKING ABOUT CASCADING IMPACTS, BUT ALSO UNATTENDED CONSEQUENCES THAT THE ACTIONS WE'RE TAKING DON'T HAVE ADDITIONAL CONSEQUENCES FOR THE COMMUNITY, BUT THAT WE'RE ACTUALLY SORT OF MAKING THE RIGHT DECISION AT THE RIGHT PLACE AT THE RIGHT TIME. 
          THEN THAT MEANS GOING BACK INTERNALLY AND SEEING WHAT STAFF NEED IN TERMS OF MAYBE TRAINING, BUT ALSO COLLABORATION, IMPLEMENTATION AND WORKING ACROSS DEPARTMENTS. 
          AND THEN ALSO BEYOND OUR BORDERS. 
          WE ARE NOW IN A VERY LARGE MEGA REGION WITH, UH, SAN ANTONIO AND WORKING REALLY CLOSELY WITH OTHER COMMUNITIES OUTSIDE THE CITY, OTHER UNIVERSITIES, BUT ALSO LARGER BUSINESSES ON THE HEALTHY AND PROSPEROUS AUSTINITES PART. 
          HOW DO WE START TO THINK ABOUT, UM, WORKFORCE DEVELOPMENTS? WHAT IS THE NEED OF THE COMMUNITY MEMBERS, UM, WHEN WE THINK ABOUT ADDITIONAL GROWTH, AFFORDABILITY ISSUES, BUT ALSO INCREASE IN LIKE, UH, AIR QUALITY ISSUES AND OTHER, UM, ISSUES. 
          AND THEN ALSO THINKING BEYOND THAT INTO SORT OF PUBLIC HEALTH. 
          HOW DO WE EXPAND 
          [00:45:01]
SORT OF QUALITY CHILDCARE INTO THE COMMUNITY? WHEN WE DID WORK AROUND ECONOMIC RESILIENCE, CHILDCARE CAME UP A LOT BECAUSE IT'S VERY EXPENSIVE AND THEN IF YOU'RE TRYING TO START A BUSINESS ON YOUR OWN, CHILDCARE BECOMES A LARGER ISSUE. 
          SO THINKING ABOUT, YOU KNOW, EXPANDING ACCESS TO HEALTH, AFFORDABLE HEALTHCARE OR CHILDCARE, BUT ALSO HOME-BASED CHILDCARE PROVIDERS AS WELL. 
          AND THEN FOR THRIVING NEIGHBORHOODS, SORT OF THINKING ABOUT, UM, YOU KNOW, UH, HOW ARE PEOPLE SORT OF WORKING IN THEIR COMMUNITIES, HOW ARE THEY GETTING AROUND, HOW THEY MIGHT BE IMPACTED BY HEAT, DROUGHT, FLOOD, WILDFIRE, AND SORT OF WHAT ARE OPPORTUNITIES IN THE NEIGHBORHOOD THEY CAN TAKE ADVANTAGE OF IF THEY NEED SORT OF ADDITIONAL HELP? UH, MERCY MANAGEMENT HAS THIS GREAT PROGRAM, THE AUSTIN RESILIENT NETWORK, WHERE THEY'RE WORKING WITH COMMUNITY MEMBERS BEFORE, DURING, AND AFTER EVENTS TO ENSURE THAT WE'RE THINKING ABOUT THE COMMUNITY AND THAT THEY'RE PART OF THAT COLLABORATION AND PART OF THAT DECISION MAKING PROCESS. 
          BUT ALSO WHEN YOU THINK ABOUT THE NEIGHBORHOOD, YOU'RE THINKING ABOUT, YOU KNOW, HOW DO WE COOL STREETS, SIDEWALKS, HOW DO WE IMPROVE ACCESS TO CREEKS AND PARKS? PROVIDING COOLING PLACES FOR PEOPLE TO GO OUTSIDE OF THEIR HOMES. 
          AND THEN ALSO FROM SMALL BUSINESS PERSPECTIVE, HOW DO WE HELP WITH SUPPLY CHAIN? HOW DO WE HELP WITH AFFORDABLE HOUSING IN THAT NEIGHBORHOOD? AND THEN THINKING REALLY MUCH BROADER AT SORT OF THE CITY SCALE IS THINKING ABOUT A VIBRANT ECOLOGY AND INFRASTRUCTURE. 
          UM, WE'RE LUCKY TO HAVE VERY FANTASTIC PEOPLE HERE AT WATERSHED, BUT ALSO AUSTIN ENERGY AND AUSTIN WATER, UH, PUBLIC WORKS, YOU KNOW, CONVENTION CENTER, ET CETERA, SORT OF HELPING US AND THINKING BEYOND THEIR OWN SORT OF WORK TO SEE HOW CAN WE CAN COLLABORATE TO ENSURE WE'RE THINKING ABOUT NOT JUST CURRENT ISSUES BUT FUTURE ISSUES AS WELL. 
          UH, LOOKING AT AFFORDABLE HOUSING, LOOKING AT IMPLEMENTING OUR UTILITY PLANS. 
          I KNOW AUSTIN WATER CAME HERE A COUPLE MONTHS AGO TO TALK ABOUT WHAT THEY'RE DOING AROUND COLD WEATHER, BUT ALSO AUSTIN ENERGY JUST CAME OUT WITH THE RESILIENCY PLAN. 
          SO THEY'RE DOING A LOT OF WORK ENSURING THAT THEY'RE TALKING TO EACH OTHER WHEN THEY'RE THINKING ABOUT THESE THINGS. 
          AND THEN ALSO, UM, YOU KNOW, WE IN OUR OFFICE NOW HAVE THE FORESTRY DIVISION THINKING ABOUT INCREASING OUR PRE CANOPY TO 50% CANOPY GOALS FOR THE WHOLE CITY. 
          UM, AND THEN ALL CAN'T FORGET TRANSPORTATION, A LOT OF WORK BEING DONE AROUND TRANSIT ORIENTED DEVELOPMENT AND PROJECT CONNECT. 
          SO WE'VE WORKED WITH THEM AS WELL, INCLUDING CAB METRO IN THIS PROCESS. 
          SO WE NOW HAVE THE PLAYBOOK, IT'S ON OUR WEBSITE, IT'S LIVE, UH, AND NOW WE'RE JUST TAKING THE INITIAL STEPS TO HOW DO WE IMPLEMENT IT, BUT ALSO ACCELERATE IT, THINKING ABOUT A ROADMAP, TURNING THESE RESILIENCE PRIORITIES INTO IMPLEMENTATION ACTIONS. 
          UH, WHAT'S THE ACCOUNTABILITY? HOW DO WE ENSURE THAT WE KEEP THIS VISIBLE AND THAT WE'RE TRACKING THESE THINGS GOING FORWARD? POTENTIALLY DOING ANNUAL REPORTING, COMING BACK TO YOU ON ANNUAL REPORTS TO SORT OF SHOW YOU WHAT PROGRESS WE'RE MAKING AND THEN ENSURE THAT WE'RE TRANSPARENT IN THIS PROCESS, THAT PEOPLE KNOW WHAT WE'RE DOING, UH, KNOWING HOW WE'RE MAKING PROGRESS. 
          AND THEN ONE THING WE'RE ACTUALLY FOCUSED ON IS SORT OF DELIVERY TEAM IDEA. 
          LIKE HOW DO WE TAKE A HANDFUL OF THESE AND REALLY ACCELERATE THEM, IDENTIFY WHO THOSE PARTNERS ARE, BUT ALSO WHAT THOSE BOTTLENECKS ARE AND HOW DO WE GET OVER THOSE BARRIERS AND THEN SCALE THAT UP TO OTHER DEPARTMENTS GOING FORWARD. 
          SO THANK YOU FOR YOUR TIME AND WE'RE HAPPY TO TAKE QUESTIONS. 
          ALRIGHT, VERY INTERESTING. 
          UM, I'LL OPEN UP TO QUESTIONS. 
          ANY GO BACKWARDS, COUNCIL, DUCH, ANY QUESTIONS? SURE. 
          ALRIGHT. 
          RIGHT. 
          THANK YOU CHAIR. 
          THANK YOU FOR YOUR WORK HERE. 
          UM, IN SOME WAYS I KIND OF HAVE THE SAME STRUGGLE AS I HAD WITH THE STRATEGIC PLAN FOR, UH, RAIN THE RIVER IN THAT, AND I UNDERSTAND THERE'S AN IMPLEMENTATION PHASE COMING UP THAT I WOULD EXPECT, UH, GRANULARITY THAT I WAS REFERRING TO EARLIER. 
          SO VERY MUCH LOOK FORWARD TO THAT NEXT PIECE. 
          I THINK MY CENTRAL STRUGGLE HERE, AND YOU DEFINE THESE TWO PIECES IN THE OUTLINE, YOU'VE GOT YOUR SHOCKS, WHICH FEEL LIKE ON THE FIRST SLIDE, YOU KNOW, ALL OF THE, UH, I WOULD GUESS DISASTER RELATED RESILIENCY ITEMS, THE FLOODS AND THE FIRES AND, AND THOSE THINGS. 
          AND I'M STRUCK BY HOW MUCH MORE FREQUENT WE'VE HAD EVENTS IN THE LAST FEW YEARS. 
          AND THEN YOU'VE GOT THE STRESSORS, WHICH ARE THE, THE FEEL LIKE VERY MORE MORE LIKE HIGH LEVEL ISSUES, HOUSING AND HEALTH AND INCOME DISPARITIES AND SO ON. 
          AND SO HOW DO YOU PRIORITIZE BETWEEN THOSE TWO BUCKETS THAT YOU'VE OUTLINED? WHEN I THINK ABOUT THE, UH, FINANCIAL CONSTRAINTS THAT WE ARE WORKING THROUGH NOW THAT I'M NOT SURE EXISTED A COUPLE YEARS AGO, IT FEELS LIKE WE'RE GONNA HAVE TO MAKE VERY TOUGH CALLS. 
          WE'RE ALREADY MAYBE HAVING TO MAKE TOUGH CALLS ABOUT WHAT TO INVEST IN AND, AND WHAT TO SCALE BACK. 
          SO FIRST QUESTION IS HOW DO YOU, HOW ARE YOU APPROACHING THAT? HOW IS 
          [00:50:01]
DOES THE PLAN REFLECT THAT FINANCIAL CHALLENGE? I GUESS I'LL JUST START BY SAYING THAT ALL ALL OF THE STRATEGIES THAT YOU SAW IN ALL THESE SLIDES ARE ALL ACTIVE INITIATIVES THAT ARE MOVING FORWARD IN DEPARTMENTS RIGHT NOW. 
          SO THE CITY ORGANIZATION IS ACTIVELY TRYING TO PRE PREPARE FOR AND RESPOND TO NATURAL DISASTERS AS THEY HAPPEN, RIGHT? WE HAVE LOTS OF DEPARTMENTS THAT THINK ABOUT THAT AND ARE ACTIVELY WORKING ON THAT. 
          AND THEN WE HAVE, UM, THOSE SAME DEPARTMENTS AND OTHERS THAT ARE JUST TRYING TO SUPPORT INDIVIDUALS AND COMMUNITIES AND NEIGHBORHOODS JUST ON A DAY-TO-DAY BASIS THRIVE. 
          RIGHT? BECAUSE THE, THE REAL RESILIENCE QUESTION COMES, LIKE, THE CHALLENGE COMES WHEN THE DISASTER, UH, WHEN THE SHOCK ALIGNS WITH THE STRESSORS, RIGHT? UM, IF YOU'RE NOT VERY STRESSED, UM, IN YOUR DAY-TO-DAY LIFE, THE SHOCK ISN'T GONNA BE AS AS BAD TO YOU. 
          UM, BUT IF YOUR COMMUNITY IS VERY STRESSED, ANY LITTLE SHOCK CAN CAUSE UM, A REALLY HUGE WAVE AND IMPACT. 
          UM, SO I THINK I WOULD SAY THAT THERE'S NOT A LOT OF PRIORITIZATION THAT'S GONNA GO ON BECAUSE EVERYTHING IN THIS PLAN IS ON THE TABLE AND ACTIVELY BEING MOVED FORWARD AND IMPLEMENTED RIGHT NOW. 
          CORRECT. 
          AND I THINK ANOTHER WAY TO LOOKING AT IT IS THAT FOR A LONG TIME A LOT OF THESE DEPARTMENTS HAVE BEEN WORKING ON THESE TOPICS ONGOING, AND AS JACK SAID, THESE ARE ALL EXISTING STRATEGIES, BUT I THINK WHERE WE'RE SEEING A LOT OF OPPORTUNITIES IS WHEN WE STARTED TO CONNECT DIFFERENT DEPARTMENTS. 
          LIKE WHEN YOU THINK ABOUT FLOODING, WE DON'T OFTEN THINK ABOUT HEALTH, BUT WE'RE STARTING TO SEE LIKE, IS THERE A WAY WE CAN BRING IN THE HEALTH DEPARTMENTS TO HELP SORT OF WITH, UM, EVENTS AFTER FLOODING WHERE IT MIGHT HAVE AIR QUALITY ISSUES. 
          SO HOW DO WE BETTER LEVERAGE DEPARTMENTS AND ALL THEIR ABILITIES AND CAPACITIES TO REALLY SORT OF, UH, INCREASE THE ABILITY TO HELP PEOPLE BEFORE, DURING, AND AFTER EVENTS. 
          AND THE LAST THING I WOULD ADD IS, UM, I THINK ESPECIALLY IN THE NEIGHBORHOODS CHAPTER, THERE IS KIND OF AN EXPLICIT, UM, EXPLICIT KIND OF PRIORITIZATION GIVEN TO NEIGHBORHOODS WHERE THOSE STRESSES ARE GREATEST AND WHERE THE OVERLYING FACTORS OF THE SHOCKS WILL BE GREATEST. 
          SO IF WE'RE LOOKING AT SOMETHING LIKE YOU SAID, PRIORITIZATION AROUND HEAT RESILIENCE, HOW MIGHT WE LOOK AT KIND OF THOSE NEIGHBORHOODS THAT HAVE THE HIGHEST URBAN HEAT ISLAND EFFECT AND ALSO KIND OF THE LEAST AMOUNT OF GREEN INFRASTRUCTURE. 
          AND THAT AND KIND OF A RESOURCE CONSTRAINED ENVIRONMENT IS A MECHANISM IN WHICH, UM, THIS, THIS STRATEGY HAS ALREADY KIND OF LAID OUT. 
          THIS PLAYBOOK HAS LAID OUT A WAY TO KIND OF PUSH THAT WORK FORWARD. 
          WELL, YOU RAISED A GREAT POINT OR, OR MAKES ME THINK OF THE QUESTION I PROBABLY SHOULD HAVE STARTED WITH, WHICH IS, WHO IS THIS INTENDED FOR? IS IT INTENDED, IS THE PLAYBOOK INTENDED FOR COUNCIL AS A TOOL? IS IT INTENDED FOR DEPARTMENTS TO USE, AGAIN, TO YOUR POINT, UM, UH, FOR THEIR OWN PLANNING PURPOSES? HELP ME WALK THROUGH THAT PIECE OF IT BECAUSE IF IT'S, UH, THE, YOU KNOW, TO LINK IT BACK TO MY FIRST QUESTION, IF IT'S NOT, IF, IF IT DOESN'T HELP US PRIORITIZE AS A, AS A COUNCIL, I'M ASSUMING THERE'S ANOTHER I I I'M JUST STRUGGLING WITH LIVING IN A REALITY WHERE I CAN'T PRIORITIZE EVERYTHING AND, AND WHETHER IT'S HEAT ISLAND OR FLOODING OR WHATEVER THOSE THINGS ARE, UM, THEN I MAY, I MAY BE VIEWING THIS BACKWARDS AND IT MAY NOT BE INTENDED FOR MY PLANNING PURPOSES. 
          YEAH, I, I THINK IT'S, UH, THE FIRST AUDIENCE IS THE COMMUNITY TO HELP THE COMMUNITY UNDERSTAND THAT WE ARE PRIOR PRIORITIZING THEIR, UM, THEIR CHALLENGES AND THEIR NEEDS, UM, IN BEING RESILIENT. 
          AND THEN I THINK THE SECOND MAJOR AUDIENCE REALLY IS THE CROSS DEPARTMENTAL AUDIENCE THAT, UM, WE SPEND A LOT OF TIME AND ENERGY GETTING DEPARTMENTS TOGETHER AND GETTING DEPARTMENTS TALKING TO EACH OTHER AND WORKING TOGETHER AND CLIMATE AFFORDABILITY, INFRASTRUCTURE RISK, ALL OF THESE THINGS ARE INTERCONNECTED AND WE CAN'T BE ADDRESSING THESE THINGS IN SILOS. 
          UM, SO BY HAVING THIS PLAN AND PAINTING THE PICTURE AND SHOWING HOW IT ALL FITS TOGETHER, IT ENABLES US AND ENABLES OUR DEPARTMENTS TO BETTER WORK TOGETHER, UM, AND, AND SEE THE VALUE AND SEE, UM, THE, THE PURPOSE OF WORKING TOGETHER FOR A BIGGER, UH, A BIGGER PURPOSE. 
          UH, OKAY. 
          I JUST WANNA MAKE SURE NOBODY ELSE WANTED TO JUMP CHIME IN IN THERE. 
          ALRIGHT, SO THAT HELPS ME UNDERSTAND THAT IT'S, IT'S, YOU WERE NOT PARTICULARLY, PARTICULARLY THINKING ABOUT THIS BEING A DECISION MAKING FRAMEWORK FOR COUNCIL, BUT MORE LIKE A COMMUNITY TOOL TO HELP US TO HELP THEM AT LARGE UNDERSTAND WHAT THE CITY AND DIFFERENT DEPARTMENTS ARE DOING AND WHAT THEY'RE, UM, REGARDING THE DAY-TO-DAY AND ALSO 
          [00:55:01]
ACUTE EVENTS. 
          UH, THEN THE LAST THING I'LL JUST ASK IS WHEN YOU'RE THINKING ABOUT THE, THE TOUGHER ISSUES, THE HIGH LEVEL ISSUES, THE STRESSOR ISSUES, IS THERE A PORTION OF IT THAT, UM, SPEAKS TO WHAT I WOULD CALL LIKE THE LEVERS OF CONTROL THAT WE ACTUALLY HAVE TO MAKE THE INFLUENCES THERE? 'CAUSE A LOT OF, IT'S VERY HIGH LEVEL. 
          I THINK ABOUT THE CODA PLAN THAT'S ON THE AGENDA THIS WEEK THAT'S SORT OF AN ECONOMIC DEVELOPMENT PLAN FOR SOUTHEAST AUSTIN CREATES JOBS THAT ACHIEVES MAYBE SOME OF THE, THE GOALS YOU'VE GOT OUTLINED THERE. 
          BUT I'M JUST WONDERING, UM, YOU KNOW, THAT'S LARGELY THROUGH A, A PRIVATE ENTITY THAT WE'RE A PARTNER IN. 
          ARE THERE OTHER CONTROLS THAT YOU HAVE OR OTHER LEVERS THAT YOU'VE, THAT YOU'VE GOT IN MIND THAT CAN MAKE MORE INFLUENCE IN THOSE SPACES? UM, I THINK, I THINK IT'S AN EXCELLENT IMPORTANT QUESTION AND, UM, I THINK FROM MY PERSPECTIVE, THIS, THIS PLAN, UM, UPLIFTED MAYBE AT KIND OF A, A HIGHER LEVEL AS YOU'VE REFERENCED, I THINK A LOT OF THOSE SUBSEQUENT PLANNING PROCESSES AND LEVERS THAT WILL BE COMING OUT SUCH AS THINGS AROUND KIND OF LEVERAGING CORE PIECES OF DATA AND HOW TO TRACK KIND OF, UM, WHAT THE CITY CAN CONTROL AROUND ECONOMIC MOBILITY AND HOW TO MOVE THAT WORK FORWARD, IMPORTANT PIECES, LEVERS ON HOUSING IMPORTANT WORK THAT THE CITY IS DOING AROUND CHILDCARE THAT IS REALLY EXTRAORDINARY. 
          AND SO WE DID REALLY TRY TO KIND OF ONLY UPLIFT THOSE, THOSE LEVERS OF CONTROL. 
          BUT ALSO ANOTHER BIG LEVER OF CONTROL THAT WE LEARNED IS HOW CAN THE CITY ACTUALLY COORDINATE EXTERNALLY, UM, WHEN WE THINK ABOUT ECONOMIC MOBILITY AND HOW COULD THEY BE A, A CONVENER IN THIS SPACE AND THAT THAT THAT THAT IS STILL KIND OF AN I IMPORTANT PIECE OF ECONOMIC MOBILITY AS WELL. 
          BUT I THINK WHAT YOU SEE AND HEAR, ESPECIALLY AROUND KIND OF DATA LEVERS, CHILDCARE LEVERS, HOUSING LEVERS, UM, WE'RE PURPOSEFULLY LOOKING TOWARDS, UM, HOW, WHAT THE CITY CAN DO AND DEPLOY WHEN WE'RE LOOKING AT SOME OF THOSE INCOME DISPARITIES THAT WE WERE SEEING GEOGRAPHICALLY. 
          OKAY. 
          WELL I LOOK FORWARD TO THE, UH, THE NEXT PHASE, THE IMPLEMENTATION PHASE AND WE'LL LOOK FOR MAYBE ADDITIONAL DETAILS THEN WHEN YOU GUYS CAN SHARE 'EM. 
          THANK YOU. 
          ANYBODY ELSE? VICE CHAIR OFF? I'M STILL TRYING TO FORMULATE MY QUESTION SO BEAR WITH ME. 
          BUT I WAS LOOKING A LITTLE DEEPER AT THE TRANSPORTATION OPTIONS SECTION. 
          CAN YOU TALK A BIT, I KNOW THAT IT MENTIONS THE STRATEGIC, UM, MOBILITY PLAN THAT THE CITY HAS AND HAS AMENDED, YOU KNOW, AT LIKE THE YEAR FIVE MARK. 
          UM, WHAT DOES THE CONVERSATION LOOK LIKE? I KNOW IT MENTIONS CAB METRO, UM, BUT WE HAVE A NUMBER OF DIFFERENT PLANS THAT ARE ABOUT WALK, BIKE ROLL AND HOW TO GET PEOPLE TO FEEL SAFE USING OTHER OPTIONS THAT ARE NOT CARS DRIVING ALONE EVERYWHERE THAT YOU GO. 
          CAN YOU TALK TO ME A BIT ABOUT THE CONVERSATION AROUND TRANSPORTATION PLANNING AND THE REFERENCES IN THE PLAYBOOK? YEAH, SO, UH, MARKET AIR, CLIMATE ACTION RESILIENCE, UM, MOST OF THE CONVERSATION WE'RE HAVING RIGHT NOW, IN FACT WE'RE HAVING 'EM THIS WEEK IS AROUND HEAT. 
          LIKE IF WE'RE GONNA PUT IN NEW STOPS FOR PROJECT CONNECT, HOW ABOUT WE DRAW A QUARTER MILE RADIUS AROUND IT, SEE HOW HEAT IMPACTS THAT, LEVERAGING THE GREAT WORK FROM UT AUSTIN TO HAVE THEM HELP US MAP IT AND THEN START TALKING ABOUT HOW DO PEOPLE ACTUALLY GET TO THESE STOPS? WHERE DO WE PLANT TREES? WHERE DO WE MIGHT PUT IN? UM, I PUT IN, UH, SHADING STRUCTURES AND MAKE SURE THAT PEOPLE ARE SAFE. 
          GOING TO AND FROM ALSO HAD A HANDFUL OF CONVERSATIONS WITH CAP METRO AROUND, UH, ELECTRIC BUSES AND HOW CAN WE SORT OF MAYBE SEE THOSE AS BEING MOBILE BATTERIES DURING AN EVENT. 
          THIS IS ALL THEORETICAL, BUT HAVING A LOT OF CONVERSATIONS AROUND WHAT DO WE NEED, WHAT ARE THEY DOING? HOW CAN WE WORK TOGETHER ACROSS ALL PIECES OF THE CITY AND NOT JUST TRANSPORTATION? THAT'S HELPFUL. 
          AND I KNOW WE AS A COUNCIL HAVE HAD CONVERSATIONS RECENTLY ABOUT THE CLIMATE POLLUTION REDUCTION GRANT AND CAP METRO'S WORK WITH THAT. 
          AND I'M TRYING TO MAKE SURE THAT AS TRANSIT PLAN 2035 MOVES FORWARD, IT IS IN CONCERT WITH THE A SMP AND MAKING SURE THAT AS THEY'RE DOING THEIR PLANNING WORK AND THEY'RE TAKING THEIR RIDERSHIP COUNT NUMBERS, WE'RE ALSO LOOKING AT, YOU KNOW, LIKE THE TWO ROUTE DOESN'T GO WEST OF CITY HALL. 
          SO HOW IS, HOW ARE OTHER PEOPLE THAT ARE TRYING TO TAP INTO THE SYSTEM ABLE TO GET THOSE FIRST MILE, LAST MILE CONNECTIONS? AND THEN HOW CAN WE MAKE SURE WE HAVE ENOUGH STREET TREES SO THAT, YOU KNOW, GETTING TO THOSE STATIONS IS PLEASANT AND THAT PEOPLE WILL ACTUALLY DO IT. 
          UM, SO I'LL TAKE A, A DEEPER LOOK AT IT, BUT I'M VERY CURIOUS, OBVIOUSLY DOING WORK WITH MOBILITY OF, OF THINKING ABOUT HOW DO WE, YOU KNOW, REDUCE, UM, BAD AIR QUALITY POLLUTION AND PROVIDE, YOU KNOW, MORE ACCESS FOR, FOR A CHEAPER COST, BOTH FOR THE INFRASTRUCTURE AND FOR THE ACTUAL INDIVIDUAL 
          [01:00:01]
FAMILY TO HELP THEM ACCESS JOBS AND PARKS AND, UM, DAYCARE CENTERS AND THINGS LIKE THAT. 
          ABSOLUTELY. 
          JUST MAKING SURE I WASN'T, WASN'T SURE IF YOU'RE STILL FORMULATING. 
          UH, ALRIGHT. 
          ALRIGHT. 
          WELL, VERY GOOD. 
          AND Y'ALL DON'T HAVE TO GO VERY FAR. 
          AT LEAST DIRECTOR BOMBER DOESN'T, 'CAUSE I THINK HE'S UP NEXT, BUT APPRECIATE THE WORK ON THE PLAYBOOK. 
          WE WILL MOVE TO 
          [5. Briefing on the Climate Equity Plan Implementation and Revolving Fund. [Zach Baumer, Director -  Climate Action and Resilience]]
ITEM NUMBER FIVE, WHICH IS A BRIEFING ON THE CLIMATE EQUITY PLAN, IMPLEMENTATION AND REVOLVING FUND. 
          HELLO AGAIN. 
          UH, ZACH WAER, DIRECTOR OF AUSTIN CLIMATE ACTION AND RESILIENCE. 
          AND I HAVE HERE PRESENTING WITH ME TODAY BRADEN LATHAM JONES, WHO'S OUR CLIMATE PROGRAM MANAGER. 
          SO TODAY WE'RE GONNA WALK THROUGH AN UPDATE ON IMPLEMENTATION OF THE CLIMATE EQUITY PLAN. 
          CLIMATE EQUITY PLAN WAS ADOPTED BACK IN TWO TH IN 2021. 
          IT'S A VERY, VERY HIGH LEVEL ASPIRATIONAL COMMUNITY DESIGNED AND COMMUNITY DEVELOPED, UH, PLAN TO ADDRESS THE SOURCES OF CLIMATE CHANGE, GREENHOUSE GASES, AND REDUCING THOSE EMISSIONS. 
          WE HAVE SINCE THEN, UM, BEEN TRACKING PROGRESS, UM, BASICALLY ON IMPLEMENTATION OF ALL THE GOALS AND STRATEGIES. 
          AND, UH, LAST YEAR WE CREATED A COMPREHENSIVE CLIMATE IMPLEMENTATION PLAN, WHICH LAID OUT VERY SPECIFIC STRATEGIES THAT WE ANALYZED, PRIORITIZED, AND HAVE BEEN TRYING TO ADVANCE, UM, SPECIFICALLY OVER THE COURSE OF A TWO YEAR TIMEFRAME. 
          SO FIRST I'M GONNA GIVE AN UPDATE ON OUR MOST RECENT CARBON FOOTPRINT DATA AND PROGRESS UPDATES ON IMPLEMENTING, UH, HOW MANY STRATEGIES HAVE BEEN IMPLEMENTED. 
          THEN BRADEN IS GONNA TAKE OVER AND TALK ABOUT, UH, PROGRESS UPDATE ON THE IMPLEMENTATION PLAN, AND WE'RE GONNA HIGHLIGHT SOME PRIORITY INITIATIVES FROM THIS BIANNUAL IMPLEMENTATION PLAN. 
          SO FIRST, THE CARBON FOOTPRINT. 
          UM, THIS IS, THESE ARE OUR COMMUNITY WIDE GREENHOUSE GAS EMISSIONS. 
          THESE ARE EMISSIONS FROM ALL OF OUR COMMUNITY WIDE ACTIVITIES, UM, THAT CREATE CARBON DIOXIDE EQUIVALENT IN THE ATMOSPHERE. 
          UH, AS YOU CAN SEE, THE MAJOR SECTORS ARE TRANSPORTATION, WHICH IS BURNING GASOLINE AND DIESEL IN VEHICLES. 
          UH, WASTE, WHICH IS EMISSIONS FROM LANDFILLS, INDUSTRIAL EMISSIONS, WHICH ARE EMISSIONS FROM SEMICONDUCTOR PLANTS, UH, REFRIGERANTS, WHICH ARE, UH, LEAKAGE OF CHEMICALS THAT MAKE OUR AIR CONDITIONERS AND REFRIGERANTS WORK IN OUR, UH, ALL THROUGHOUT OUR CITY. 
          UH, AND THEN NATURAL GAS AND ELECTRICITY KIND OF FIT TOGETHER. 
          THOSE TWO IN COMBINATION ARE ENERGY AND BUILDINGS. 
          SO THE LARGEST SECTOR OF EMISSIONS IS ENERGY AND BUILDINGS. 
          THAT SECTOR, UH, THE EMISSIONS HAVE DECREASED DRAMATICALLY OVER THE COURSE OF THE LAST 15 YEARS, UH, SPECIFICALLY WITH ELECTRICITY EMISSIONS REDUCING DUE TO AUSTIN ENERGY'S EFFORTS WITH ENERGY EFFICIENCY AND RENEWABLES. 
          UM, NATURAL GAS EMISSIONS HAVE ACTUALLY STAYED ABOUT THE SAME AND SLIGHTLY INCREASED OVER TIME. 
          TRANSPORTATION EMISSIONS, UH, AS YOU CAN SEE, REDUCED DRAMATICALLY DURING COVID. 
          AND NOW WE'RE IN THIS SORT OF WORLD WHERE MANY PEOPLE ARE WORKING FROM HOME. 
          SO A LOT OF THOSE EMISSION REDUCTIONS HAVE STUCK. 
          UM, BUT TRANSPORTATION EMISSIONS HAVE BEEN BASICALLY FLAT FOR THE LAST COUPLE OF YEARS. 
          YOU CAN SEE A COUPLE OF UPTICKS IN THE OTHER SECTORS. 
          WE THINK THOSE ARE PRIMARILY DUE TO, UM, JUST INCREASES IN THE PRECISION AND THE ACCURACY OF THE DATA. 
          UM, THERE'S A LOT OF DATA COLLECTION THAT GOES INTO CREATING THIS ANNUAL INVENTORY. 
          UH, SO AS OF 2024, WHICH IS OUR MOST RECENT DATA, WE WERE COMMUNITY-WIDE AT 11.5 MILLION METRIC TONS. 
          THIS IS HOW ALL THOSE EMISSIONS STACK UP. 
          OVER THE COURSE OF THE LAST 15 YEARS, WE HAVE BEEN TRACKING THE COMMUNITY CARBON FOOTPRINT BACK SINCE 2010. 
          UH, OUR EMISSIONS PEAKED IN 2011 AT, UH, 15 MILLION METRIC TONS PER YEAR. 
          NOW WE'RE DOWN TO ABOUT, AS I SAID, 11.5 MILLION METRIC TONS. 
          SO OVER THE COURSE OF, UH, 15 YEARS OF IMPLEMENTING CLIMATE ACTION, UH, OUR ABSOLUTE EMISSIONS ARE DOWN BY 20%. 
          SO THAT IS A, A HUGE WIN. 
          UM, AT THE SAME TIME, OUR POPULATION HAS INCREASED BY ABOUT 20%. 
          SO OUR PER CAPITA EMISSIONS ARE ACTUALLY, UM, OVER 30% DOWN, UM, OVER THE COURSE OF, UM, THIS TIME PERIOD, AS YOU CAN SEE, OUR VERY AGGRESSIVE, UH, COUNCIL ADOPTED TARGET OF NET ZERO, UH, GREENHOUSE GAS EMISSIONS BY 2040 IS CHARTED HERE ON THE COURSE. 
          [01:05:01]
UH, WE ARE CURRENTLY OVERSHOOTING THAT TARGET, SO THERE IS A LOT MORE WORK TO DO, UH, IN OUR ENERGY AND BUILDING SECTOR AND TRANSPORTATION SECTOR, UH, SPECIFICALLY TO THE BRING DOWN EMISSIONS AND GET US BACK ON TRACK, UH, TOWARDS 2040. 
          UH, IN TERMS OF IMPLEMENTATION, UM, OF STRATEGIES IN THE PLAN, WE HAVE A VERY CONS COMPREHENSIVE CLIMATE EQUITY IMPLEMENTATION PLAN DASHBOARD THAT HAS ALL THE GOALS, ALL THE STRATEGIES IN THE PLAN. 
          AND EVERY TWO YEARS WE ACTUALLY GO ACTION BY ACTION STRATEGY BY STRATEGY TO DEPARTMENTS TO GET A FULL SUMMARY OF AND THE FULL STORY ON WHAT'S BEING DONE, WHAT'S BEING IMPLEMENTED ON EVERY SINGLE ONE OF THESE STRATEGIES. 
          UH, AND TRANSPARENTLY TELL THE STORY, UM, OF WHAT ARE WE DOING AND NOT DOING, AND WHAT ARE WE ACCOMPLISHING AND NOT QUITE GETTING THERE YET. 
          UM, SO YOU CAN SEE FROM THE CHART BACK IN 2022, UM, ABOUT HALF THE STRATEGIES WEREN'T BEING AC ACTIVELY IMPLEMENTED IN 2024, WE MADE A BUNCH OF PROGRESS TO GET MANY MORE UNDERWAY. 
          UM, AND NOW AS OF 2026, WHICH WE'RE ABOUT TO PUBLISH THIS, UM, UH, THE NEXT IT, THE NEXT DATA ON, UH, ON THE DASHBOARD, MANY STRATEGIES ARE NOW COMPLETE AND WE'RE NOW AT, UM, YOU KNOW, OVER 90% OF THE STRATEGIES ARE EITHER UNDERWAY OR STARTING SOON. 
          SO THIS MEANS THAT THE PLAN REALLY HAS BEEN IMPLEMENTED AND ACROSS OUR CITY ORGANIZATION, WE REALLY ARE MOVING FORWARD EVERYTHING IN THE CLIMATE EQUITY PLAN. 
          SO, NEXT BRADEN'S GONNA TAKE OVER MORNING CHAIR, VICE CHAIR COMMITTEE MEMBERS, BRADEN LATON JONES, CLIMATE PROGRAM MANAGER FOR AUSTIN. 
          CLIMATE ACTION AND RESILIENCE. 
          UM, AS ZACH POINTED TO, OUR OFFICE HAS BEEN FOR THE BETTER HALF OF THE LAST TWO YEARS, FOCUSED ON HOW WE MOVE FROM THIS WONDERFUL CLIMATE EQUITY PLAN INTO, UH, IMPLEMENTATION. 
          UH, UNDER THE DIRECTION FROM COUNCIL IN JULY OF 2024, WE CREATED A COMPREHENSIVE CLIMATE IMPLEMENTATION PROGRAM, UM, THAT ALLOWED US MORE OF A STRATEGIC FOCUS TOWARDS COORDINATED IMPLEMENTATION. 
          IT, UH, FROM THAT DIRECTION, WE DEVELOPED A BIANNUAL IMPLEMENTATION PLAN THAT PRIORITIZED HIGH IMPACT AND SHORT TERM SHOVEL-READY ACTIONS. 
          UH, IT ALLOWED US A GOOD CHANCE FOR US TO COORDINATE ACROSS DEPARTMENTS, ANY DEPARTMENT THAT WORKS ON, UH, HELPING THE CITY ACHIEVE ITS CLIMATE GOALS. 
          UH, BEEN BROUGHT TOGETHER IN SEVERAL, UM, STRUCTURES THAT WE'LL TALK ABOUT IN IN FUTURE SLIDES. 
          AND THEN IT SAYS, ESTABLISHING A WHOLE OF GOVERNMENT DELIVERY STRUCTURE FOR OUR IMPLEMENTATION STRATEGIES AT AN EMERGING BEST PRACTICE ACROSS THE, THE FIELD OF LOCAL, UH, LEVEL, ADDRESS, ADDRESS OF CLIMATE CHANGE FROM A LOT OF CONVERSATIONS WITH C 40 AND LEY OTHER, UH, GLOBAL ORGANIZATIONS THAT HELP LOCAL MUNICIPALITIES ADDRESS CLIMATE CHANGE AND PEER CITIES OF A SIMILAR SIZE, STILL FOCUSED ON THEIR PLAN AND TRYING TO FIGURE OUT HOW LIKEWISE TO CHANGE THEIR PLAN FROM, FROM IMPLEMENTATION TO IMPLEMENTATION. 
          WE DEVELOPED THESE TWO BROAD AREAS OF WORK, UH, AND THESE TWO BUCKETS OF WHERE OUR FOCUS HAS BEEN FOR THE LAST YEAR AND A HALF TO TWO YEARS. 
          THIS FIRST BUCKET IS A TWO YEAR IMPLEMENTATION PLAN CONDUCTED BY ANNUALLY. 
          IT'S A PUBLIC FACING DOCUMENT THAT WILL, UM, THAT COVERS 2025 TO 27. 
          WE WILL DO ANOTHER IMPLEMENTATION PLAN, UPDATED, UH, FROM 2027 TO 29. 
          THE SECOND AREA AT WORK IS GONNA BE THE MAJORITY OF THE FOCUS FOR TODAY, IT'S PROGRAMMATIC ADJUSTMENTS. 
          SO HOW DOES OUR, OUR CITY ORGANIZATION WORK TOGETHER COLLABORATIVELY TO IMPLEMENT THE GOALS, UH, AND PRIMARILY THAT BROADER GOAL OF GETTING INTO NET ZERO BY 2040. 
          SO A QUICK REFRESHER ON THIS IMPLEMENTATION PLAN. 
          THIS WAS, I BELIEVE THE LAST TIME I PRESENTED TO Y'ALL WAS ON THIS PLAN AS IT WAS PUBLISHED. 
          THERE ARE 46 ACTIONS THAT HAVE BEEN PRIORITIZED USING, UM, AN A TOOL THAT ALLOWED FOR US TO TAKE OVER 200 DIFFERENT ACTIONS THAT ARE SHOVEL READY AND DETERMINE THEIR READINESS AND THEIR ABILITY TO REDUCE GREENHOUSE GAS EMISSIONS AND ANY COSTS OR SAVING ANALYSIS REQUIRED. 
          UH, AND FROM THAT LARGE LIST, WE PRIORITIZE DOWN TO 46 ACTIONS, 56, INCLUDING 10 FOUNDATIONAL ACTIONS. 
          THESE ACTIONS, UH, SPAN THE FIVE SECTIONS OF THE PLAN, UH, AND IS LIVE ON THE SAME DASHBOARD THAT YOU, THAT HAS UPDATED TODAY WITH ALL OF THE, UM, PROGRESS FOR GOALS AND STRATEGIES OF THE CLIMATE EQUITY PLAN. 
          AND WE'LL COVER TWO SPECIFIC PROGRESS UPDATES IN TODAY'S PRESENTATION ONTO THE PROGRAMMATIC ADJUSTMENTS. 
          THIS IS A STRUCTURE AND ORG CHART THAT REPRESENTS WHERE OUR IMPLEMENTATION HAS MOVED TO. 
          SO AT THE TOP YOU SEE OUR OFFICE, WE ARE THE CONVENING BODY. 
          WE 
          [01:10:01]
PROVIDE FACILITATION AND LOGISTICS FOR THIS BROADER COMPREHENSIVE CLIMATE IMPLEMENTATION PROGRAM. 
          TO THE NEXT, TO THE SIDE OF US IS THE CLIMATE ENVIRONMENT LEADERSHIP TEAM. 
          THAT IS A DIRECTOR LEVEL BODY WHERE, UM, ANY ISSUES CAN BE RAISED AND INFORMATION ON EXISTING PROJECTS SUCH AS RAIN TO RIVER OR OTHER OTHER DEVELOPMENTS THROUGHOUT THE DEPARTMENTS CAN BE PRESENTED. 
          ADVICE CAN BE SOUGHT AND, AND INPUT CAN BE PROVIDED. 
          THE CLIMATE CABINET IS A SINGLE BODY THAT PROVIDES STRATEGIC DIRECTION AND OVERSIGHT FOR OUR BROADER IMPLEMENTATION PROGRAM. 
          IT IS COMPOSED OF SINGLE POINTS OF CONTACT FROM OVER 20 DEPARTMENTS, ALL OF WHICH HAVE SOME HAND IN ACHIEVING OUR CITY'S CLIMATE GOALS. 
          UH, AND IT MANAGES A LOT OF THE IMPLEMENTATION PROGRAM THAT YOU SEE ON THE BOTTOM HALF OF THIS ORG CHART. 
          SO THE CLIMATE ACTION AND RESILIENCE TEAM, OR CART, AS WE CALL IT, IS A COME ONE, COME ALL BODY. 
          THIS IS A LARGE CONVENING GROUP, UM, THAT, UH, ANYBODY WHO EITHER WORKS IN CLIMATE CHANGE OR HAS A PASSION FOR IT AND IS TRYING TO FIGURE OUT HOW THEY CAN BE USEFUL AND HELPFUL IN THEIR DAY TO DAY, UH, CAN COME AND BENEFIT FROM LEARNING SHARED OPPORTUNITIES FOR NETWORKING AND PROFESSIONAL DEVELOPMENT, UM, AND GETTING TO KNOW THEIR COLLEAGUES A LITTLE BETTER. 
          THESE TEAMS YOU SEE ARE DELIVERY TEAMS. THE CLIMATE CABINET OVERSEES THE CREATION AND MANAGEMENT AND OVERSIGHT OF THOSE DELIVERY TEAMS AND PROGRESS UPDATES RELATED TO THEIR, THEIR PROJECTS. 
          AND WE'LL TALK MORE ABOUT THAT IN A COUPLE OF SLIDES. 
          SO, CLIMATE CABINETS, AGAIN, AFTER HAVING MANY CONVERSATIONS WITH OTHER CITIES, THIS IS AN EMERGENCY EMERGING BEST PRACTICE IN THE FIELD OF MUNICIPAL ADDRESSING CLIMATE CHANGE. 
          AT THE MUNICIPAL LEVEL, THIS STRATEGIC OVERSIGHT AND DIRECTION BODY, UM, IS BASED ON SIMILAR BODIES LIKE A CLIMATE CABINET THAT EXISTS IN LOS ANGELES. 
          THERE ARE OTHERS IN DIFFERENT CITIES. 
          UH, BUT WHAT MAKES OUR CLIMATE CABINET UNIQUE TO AUSTIN IS, UH, THAT IT COORDINATES OUR CITYWIDE CLIMATE ACTION. 
          SO, AS WE'VE MENTIONED THAT A CLIMATE EQUITY PLAN HAS A LOT OF DIFFERENT, UH, DEPARTMENTAL PLANS BAKED INTO IT. 
          IT PULLS FROM SOME OF THE EXISTING PLANS IN OTHER DEPARTMENTS. 
          SO CONVENING THIS GROUP ALLOWS US TO HAVE EVERY DEPARTMENTAL PRIORITY AT THE TABLE AS WELL AS OUR OWN ON A COMPREHENSIVE LEVEL. 
          THEY ALSO CREATE AND ADVISE AND APPROVE ON THE CLIMATE ACTION RESILIENCE TEAM AGENDAS. 
          UM, IF THERE ARE ANY SPEAKERS OR ANY, UH, UPDATES, THEY'RE THE FIRST TO KNOW ABOUT IT. 
          THEY'RE THE ONES ADVISING ON WHAT THE SPECIFIC SCOPE OF A BREAKOUT ACTIVITY MIGHT LOOK LIKE AND SO ON. 
          UM, THEY ALSO TRACK AND MANAGE PROGRESS ON DELIVERY TEAMS. AND SO PRIMARILY THE DELIVERY TEAMS WILL BE REPORTING TO THE CLIMATE CABINET ON PROGRESS, AND THEY'RE ABLE TO ADVISE AND GIVE COUNSEL, UH, AS NEEDED. 
          THE BODY ALSO PROVIDES AN OPPORTUNITY FOR ANY DIRECTION FROM THE CITY MANAGER'S OFFICE OR MAYOR AND COUNCIL. 
          IF THERE IS AN ACTION OR DIRECTION PROVIDED BY THOSE, UH, BY THOSE ENTITIES, WE ARE ABLE TO RESPOND COLLECTIVELY AND COHESIVELY AND COORDINATE THAT RESPONSE. 
          UH, SO WE CAN, WE KNOW WHEN WE ARE SPEAKING FROM ANY GIVEN DEPARTMENT IN RESPONSE TO AN ACTION OR DIRECTION, WE CAN SPEAK ON BEHALF OF A BODY AS WELL WITH SOME INFORMED DECISION THERE. 
          LASTLY, IT IS THE, UM, KEY COMPONENT FOR US IN THIS PROCESS IS TO LEARN AND EXPERIMENT. 
          THIS, AGAIN, IS NOT NEW TO MANY CITIES, IT IS NEW TO OURS. 
          SO WE ARE TRYING TO LEARN, ADAPT, AND GROW AS WE PUT THIS INTO PRACTICE. 
          AND A LOT OF THE EVALUATIVE CONVERSATIONS AT THE CLIMATE CABINET HAVE BEEN INFORMATIVE FOR ADJUSTING, UH, OR IMPROVING FOR CERTAIN PROTOCOLS AND PROCEDURES RELATED TO IMPLEMENTATION. 
          CLIMATE ACTION RESILIENCE TEAM, AGAIN, THIS IS A LARGE CONVENING GROUP. 
          WE'VE HAD THREE MEETINGS SO FAR. 
          THEY'RE HELD QUARTERLY. 
          THE AVERAGE ATTENDANCE IS AROUND A HUNDRED PEOPLE. 
          UM, IT'S A VERY LARGE GROUP WHERE FOLKS FROM ALL DEPARTMENTS COME FOR COORDINATION, NETWORKING, EDUCATION, AND INFORMATION SHARING. 
          WE HAVE GUEST SPEAKERS FROM OUTSIDE THE CITY, FROM INSIDE THE SPEEDY CITY. 
          UH, IT'S A GOOD PLACE FOR PEOPLE TO, UM, GET TO KNOW EACH OTHER, UH, IN PERSON. 
          SOMETIMES THERE'S A LOT OF VIRTUAL MEETINGS, AND SO THAT IS ALSO A BENEFIT. 
          THERE ALSO IS A GREAT OPPORTUNITY TO GET TO KNOW EACH OTHER'S WORK MORE COHESIVELY. 
          UM, THEY ALLOW US THE, UH, THE ABILITY TO PROVIDE UPDATES ON KEY PRIORITIES FOR MEETING OUR CITY'S CLIMATE GOALS, AS WELL AS SEEK FEEDBACK AND INPUT OR ASK FOR HELP OR ASSISTANCE. 
          IF THERE IS AN UPCOMING EVENT, WE CAN BROADCAST THOSE EVENTS AND FIND LOGISTICAL SUPPORT, FACILITATION SUPPORT, OR OTHER RESOURCES LIKE SPACE, UH, FROM FROM THIS, THIS GROUP. 
          LAST BUT NOT LEAST, WE HAVE DELIVERY TEAMS. THOSE IN THE ORG CHART WHERE THOSE SMALLER 
          [01:15:01]
TEAM A, T-B-T-M-C, UM, THESE HAVE BEEN DEVELOPED FOR THE PRIMARY FOCUS OF IF THERE IS A CERTAIN SET OF CRITERIA THAT IS MET, UM, DELIVERY TEAM IS CONSIDERED AS AN APPROPRIATE VEHICLE. 
          IT'S AN IMPLEMENTATION TOOL THAT FOCUSES ON A SPECIFIC PROJECT THAT REQUIRES CROSS-DEPARTMENTAL COORDINATION. 
          UM, IT IS OUTCOMES DRIVEN. 
          IT HAS, THEY HAVE CLEAR SCOPE AND CLEAR LEADERSHIP WITH ROLES EMBEDDED. 
          UH, AND IT'S A GREAT WAY FOR US TO IMPROVE OUR COORDINATION AND REPORTING FOR ANY OBSTACLES OR PROGRESS UPDATES. 
          UM, AND I THINK IT'S ALSO AN ILLUSTRATIVE EXAMPLE OF HOW THESE THREE STRUCTURES WORK TOGETHER. 
          SO, UM, AT A CLIMATE AND RESILIENCE TEAM MEETING, UH, A FEW MEETINGS AGO, WE HAD A LARGE BREAKOUT ACTIVITY WITH OVER A HUNDRED PARTICIPANTS WHERE WE ASKED THEM BASIC AND BROAD QUESTIONS ABOUT WHAT DOES GOOD COST DEPARTMENTAL COLLABORATION LOOK LIKE? AND, AND I ASKED THEM TO IDENTIFY SPECIFIC CRITERIA, CONDITIONS, OR CHARACTERISTICS OF THAT KIND OF ENGAGEMENT, WHERE HIT HAS GONE WELL, AND WHERE THEY WOULD ADVISE WE AVOID. 
          UM, FROM THAT WE TOOK A LONG LIST OF NOTES AND CONDENSED THAT INTO A LIST OF EIGHT OR SO CRITERIA. 
          THAT LIST OF CRITERIA WAS BROUGHT TO THE CLIMATE CABINET, THAT THAT LIST OF CRITERIA WAS DELIBERATED ON AND AND APPROVED ULTIMATELY AS THE STANDARD CRITERIA FOR WHEN A THRESHOLD IS MET TO ESTABLISH A DELIVERY TEAM. 
          UM, THEN THE CLIMATE CLIMATE CABINET IS THE APPROVAL BODY FOR WHEN A DELIVERY TEAM IS ESTABLISHED. 
          SO ANY DEPARTMENT, UH, CAN SUBMIT THROUGH A A MICROSOFT FORM WHAT CRITERIA THEY HAVE MET. 
          IF THEY ARE SEEKING APPROVAL AS A DELIVERY TEAM, THAT FORM IS THEN RECEIVED BY THE CLIMATE CABINET AT THE NEXT CLIMATE CABINET MEETING, WHICH MEETS MONTHLY. 
          THOSE DELIVERY TEAMS ARE DELIBERATED ON THAT PERSON WHO SUBMITTED THE, THE, UH, THE PROJECT FOR DELIVERY TEAM CONSIDERATION WILL PRESENT ON THAT PROJECT, ANSWER QUESTIONS, PROVIDE SCOPE OF WORK, UH, AND IDENTIFY OPPORTUNITIES FOR SUPPORT. 
          AND AT THAT POINT THEN THE, THE CLIMATE CABINET WILL DELIBERATE AND APPROVE, UH, ON THAT DELIVERY TEAM. 
          AND SO FAR, WE HAVE FOUR. 
          THERE'S ONLY THREE LISTED, BUT WE HAD A CLIMATE CABINET MEETING PRIOR, UM, AFTER THIS WAS POSTED THAT APPROVED, UH, FOURTH. 
          THE FIRST IS COOL, COOL AND WARMING CENTERS NETWORK. 
          THAT IS A RESILIENCE FOCUSED DELIVERY TEAM. 
          THE NEXT IS CLIMATE RESILIENCE, INFRASTRUCTURE DESIGN, ANOTHER RESILIENCE FOCUSED DELIVERY TEAM. 
          WE HAVE THE CLIMATE REVOLVING FUND DELIVERY TEAM. 
          UH, AND THIS FOURTH ONE WAS JUST APPROVED AS THE, AN UPDATE AND REVISION PROCESS FOR THE GREEN BUILDING POLICY FOR THE CITY. 
          AS I MENTIONED, WE'RE GONNA DIVE INTO TWO PROGRESS UPDATES FOR EXISTING PRIORITIES FROM THE ACTION, FROM THE ACTIONS LISTED IN THE IMPLEMENTATION PLAN. 
          FIRST UP IS THE CLIMATE REVOLVING TEAM. 
          THIS IS IN RESPONSE TO A COUNCIL RESOLUTION DURING THE BUDGET PROCESS LAST YEAR, UH, AS A BUDGET IFC. 
          IT IS A SELF-SUSTAINING INTERNAL FUND THAT FOCUSES ON TWO CRITERIA, A PROJECT THAT REDUCES GREENHOUSE GAS EMISSIONS AND A PROJECT THAT ALSO SAVE, CREATES SAVINGS IN THE PROCESS. 
          IF IT MEETS THOSE TWO CRITERIA, IT IS CONSIDERED FOR A REVOLVING FUND, UH, INVESTMENT. 
          AND THE REVOLVING FUND WOULD THEN INVEST THE FUNDS FROM AFTER THE PROJECT IS PAID OFF, BACK INTO IT AS A VIRTUOUS CIRCLE, CREATING ADDITIONAL SAVINGS OVER THE LONG TI LONG HAUL OF THE, OF ANY GIVEN PROJECT THAT MEETS THOSE TWO CRITERIA. 
          UM, PROGRESS SO FAR IS THAT THE DELIVERY TEAM HAS BEEN ESTABLISHED AND IT'S ACTIVELY MEETING. 
          WE'VE HAD SEVERAL MEETINGS AS A FULL DELIVERY TEAM. 
          WE'VE HAD SEVERAL THAT HAVE BEEN MORE SPECIFIC TO EACH CATEGORY OF WORK. 
          UM, WE HAVE IDENTIFIED ELIGIBLE PRIVATE PILOT PROJECTS IN COLLABORATION WITH AUSTIN FACILITIES MANAGEMENT, AS WELL AS SEVERAL POSSIBILITIES FOR SEED FUNDING. 
          WE CURRENTLY HAVE A DRAFT THAT IS BEING REVIEWED BY THE DELIVERY TEAM AND OTHER EXPERTS WITHIN THE CITY THAT, UH, PROVIDE A DRAFT STANDARD OPERATING PROCEDURE FOR HOW THE FUND WILL FUNCTION AT PRESENT. 
          THE MAIN CATEGORIES WITHIN THE STANDARD OPERATING PROCEDURE INCLUDE FUND ADMINISTRATION, HOW THE FUND WILL BE ADMINISTERED, WHAT ARE THE PROCEDURES FOR CALCULATING BOTH GREENHOUSE GAS EMISSIONS AND SAVINGS. 
          UM, HOW WILL THE REVENUE BE CAPTURED AND WHAT ARE THE PROCEDURES THERE? WHAT ARE THE FISCAL AND BUDGETARY POLICY POLICIES THAT GUIDE THE, THE REVOLVING FUND, AS WELL AS WHAT ROLES DO EACH DEPARTMENT PLAY, AND WHAT RESPONSIBILITIES DO THOSE DEPARTMENTS HAVE WITHIN AN EXISTING REVOLVING FUND STRUCTURE. 
          UH, ANOTHER UPDATE IS ON OUR EFFORT TO ADD SOLAR ON CITY FACILITIES. 
          UM, THIS WAS ALSO, UH, STARTED VIA, 
          [01:20:01]
UH, IFC LAST MAY, UM, FROM THAT RESOLUTION, UM, IT, THIS WAS ALSO AN IMPLEMENTATION PLAN ACTION. 
          SO THIS WAS IN OUR COMPREHENSIVE, UH, CLIMATE IMPLEMENTATION PLAN THAT WE TRY TO MAXIMIZE SOLAR AND CITY FACILITIES. 
          UH, THE GOAL HERE IS TO EXPAND ONSITE SOLAR PV ACROSS AS MANY CITY ASSETS AS POSSIBLE. 
          UH, MAXIMIZING THE BENEFIT FOR THE CITY AND SUPPORTING AWESOME ENERGY SOLAR GOALS. 
          UM, THIS WILL REDUCE EMISSIONS AND REDUCE LONG-TERM ENERGY COSTS, COST AND RETURN POSITIVE SAVINGS BACK TO THE CITY. 
          UH, THERE'S A CROSS-DEPARTMENTAL TEAM MADE UP OF AWESOME ENERGY, OUR TEAM AND FACILITIES MANAGEMENT THAT ESSENTIALLY WORKED ON THIS PROJECT, UH, WEEKLY, UH, FOR ALMOST, UH, FOR THE LAST 10 MONTHS, UH, TO GET IT TO THIS POINT. 
          UH, WE WERE RELEASED AN RFP LAST NOVEMBER. 
          WE HAVE SELECTED TWO VENDORS. 
          UH, THIS IS ON THE, THE COUNCIL AGENDA TOMORROW, ITEM 23. 
          UM, AND WE'RE PROPOSING TO HAVE A MIX OF CITY OWNED SOLAR PROJECTS AND SOLAR STANDARD OFFER PROJECTS, UM, CREATED VIA THESE TWO VENDORS. 
          UH, THIS WILL LEAD TO APPROXIMATELY A HUNDRED SITES, PROBABLY MORE, UH, THAT WILL RECEIVE, UH, SOLAR PV INSTALLATIONS OVER THE COURSE OF A FOUR YEAR TIME PERIOD. 
          UM, AND IT WILL LIKELY EXCEED OUR INITIAL ESTIMATE OF, UH, 25 MEGAWATTS AC ACROSS THIS, THESE, THE ENTIRE PORTFOLIO, WE'RE HOPEFUL THAT IT ACTUALLY EXCEEDS 30, UM, 30 MEGAWATTS AND GETS, UM, YOU KNOW, A, A SUBSTANTIAL AMOUNT OF SOLAR THAT ACTUALLY REALLY, UM, MOVES THE NEEDLE ON, UM, ON OUR COMMUNITY WIDE TARGETS. 
          UH, THE REAL KEY ITEM ON THIS IS THE TIMING. 
          UH, WHEN THE BIG BEAUTIFUL BILL WAS PASSED LAST JULY, IT, UH, SET THE CLOCK TICKING ON THE INVESTMENT TAX CREDIT FOR, UH, FOR SOLAR. 
          SO WE NEED TO BASICALLY START CONSTRUCTION ON SOME OF THE FIRST SITES BY JULY 4TH OF THIS YEAR. 
          SO JUST A COUPLE OF MONTHS AWAY. 
          SO, UH, WE MOVED AS ABSOLUTELY AS QUICK AS POSSIBLE. 
          WE FEEL LIKE IF COUNCIL APPROVES IT TOMORROW, WE'LL FINALIZE THE CONTRACTS VERY SOON AND WE THINK WE WILL MEET THIS DEADLINE. 
          UM, AND ONCE COMPLETED, YOU KNOW, UM, THERE ARE A LOT OF SITES THAT ARE, UH, BEING LOOKED AT. 
          UM, THERE'S A LOT OF DIFFERENT SIZING CONSIDERATIONS ON EACH ONE OF THESE SITES, BUT WHEN YOU TOTAL THIS ALL UP, WE REALLY THINK THAT THIS HAS THE POTENTIAL TO BECOME ONE OF THE LARGEST CITY OWNED SOLAR PROJECTS, UM, MUNICIPALLY OWNED ON MULTIPLE SITES, UM, IN THE UNITED STATES, AND POTENTIALLY THE BIGGEST. 
          UM, SO THIS IS REALLY JUST AN EXAMPLE OF DEPARTMENTS WORKING TOGETHER TOWARDS A COMMON GOAL AND REALLY SUPPORTING EACH OTHER, UM, AND BEING HELPFUL. 
          AND, UM, YOU KNOW, THIS, THE TIGHT TIMELINE, UM, REALLY MADE THIS WORK CHALLENGING BECAUSE WE HAD TO MOVE QUICKLY, UM, AND MOVE THROUGH BUREAUCRACY THAT ISN'T ALWAYS EASY TO, TO MOVE QUICKLY IN. 
          UM, BUT I THINK THAT THAT IMPETUS REALLY, UM, CREATED MOTIVATION AND IT CREATED, UM, SPEED, UH, FOR US TO BE ABLE TO GET THIS TO THIS POINT. 
          UH, THIS QUICKLY TO CLOSE OUT ON OUR PRESENTATION, OUR FOCUS AREAS FOR THIS YEAR, UM, AGAIN, WE'RE FOCUSED MOSTLY ON HOW WE PUT PLANS INTO ACTION. 
          WE'RE TRYING TO FOCUS ON AN ADVANCING HIGH IMPACT CLIMATE IMPLEMENT IMPLEMENTATION PLAN ACTIONS. 
          THERE ARE MORE OUT OF THOSE 46 THAT ARE IN PROGRESS, AND WE'RE TRYING TO MAKE SURE THAT WE MEET OUR DEADLINES AND GOALS FOR SOME OF THOSE AND SUPPORT DEPARTMENTS AS NECESSARY FOR WHAT THEY, THEY NEED TO GET THOSE DONE. 
          UH, WE WOULD ALSO, WE'RE ALSO PLANNING TO FINALIZE AND LAUNCH THE CLIMATE REVOLVING FUND THIS YEAR. 
          UH, AND AS DIRECTOR BRAMER MENTIONED, BEGIN CONSTRUCTION OF CITYWIDE SOLAR BY THE JULY 4TH DEADLINE TO, TO MEET THE TAX CREDITS AVAILABLE. 
          UM, ONE LAST, UH, INGREDIENT FOR OUR IMPLEMENTATION PROGRAM THAT HAS YET TO BE IMPLEMENTED, UH, IS TO INITIATE WORK PLANS FOR DEPARTMENTS. 
          SO THE CLIMATE CABINETS, SPECIFIC POINTS, SINGLE POINTS OF CONTACT WOULD PROVIDE WORK PLANS ON WHAT DEPARTMENTAL PROJECTS THAT RELATE TO THE CLIMATE EQUITY PLAN OR THE BIANNUAL IMPLEMENTATION PLAN. 
          UM, SO THAT WE CAN HAVE MORE CONVERSATIONS ABOUT WHAT'S NEEDED TO MOVE THOSE FORWARD AND A MORE TRANSPARENT AND, UH, WAY AND MORE TRANSPARENT WAY, AS WELL AS SCALE UP THE DELIVERY TEAM MODEL FOR PRIORITY INITIATIVES. 
          SO AGAIN, WE HAVE THIS FORM, IT IS LIVE. 
          WE'VE HAD MULTIPLE DEPARTMENTS SUBMIT PROJECTS. 
          A LOT OF THOSE WILL CONTINUE, UH, BEING REVIEWED BY THE CLIMATE CABINET AND APPROVED. 
          UM, AND A LOT OF THOSE ARE ALSO TIME BOUND. 
          ONE OF THE KEY CATEGORIES FOR THE DELIVERY TEAM MODEL IS THAT IT IS PROJECT FOCUSED, OUTCOMES DRIVEN. 
          SO ONCE THE OUTCOME IS MET, THAT DELIVERY TEAM IS DISSOLVED AND THERE'S MORE SPACE AND CAPACITY FOR ADDITIONAL DELIVERY TEAMS. UH, SO WE'RE GONNA CONTINUE THAT PROCESS, FINE TUNING AND TWEAKING IT ALONG THE WAY, AND HAPPY TO TAKE QUESTIONS. 
          VERY GOOD. 
          WELL, IT'S VERY INTERESTING. 
          I I, 
          [01:25:02]
I'VE FELT, AND I'VE SAID TO OTHERS THE PRESENTATION ON THIS, I GUESS LAST YEAR, WHENEVER THAT WAS, UM, IT WAS SO IMPRESSIVE JUST TO FINALLY SEE KIND OF THE PLAN DISTILLED INTO ACTION. 
          AND NOW TO SEE, UH, HOW THAT'S BEING IMPLEMENTED IS, IS VERY ENCOURAGING. 
          I'LL HAVE SOME THOUGHTS, BUT, UH, I'M GONNA GO COUNCILLOR SIEGEL, THANK YOU CHAIR AND THANK YOU DIRECTOR AND TEAM. 
          UM, UH, REALLY EXCITING A LOT OF THIS WORK. 
          THE LAST PRESENTATION, THIS ONE, I FEEL LIKE AUSTIN CLIMATE AND RESILIENCE IS REALLY YOU'RE PUNCHING ABOVE YOUR WEIGHT FOR A RELATIVELY SMALL SHOP, UH, TAKING ON ALL THESE EFFORTS. 
          AND, UM, YOU KNOW, DESPITE RESOURCE CHALLENGES AS COUNCIL MEMBER UCHIN SHARED, UM, REALLY APPRECIATE THE ROLE. 
          YOU'RE, YOU'RE, YOU'RE PLAYING TO BRING THESE DEPARTMENTS TOGETHER AND TO CATALYZE THE CLIMATE WORK, EVEN IF WE HAVE 101 OTHER PROBLEMS AS A CITY, TO KNOW THAT Y'ALL ARE KEEPING IT GOING I THINK IS REALLY IMPORTANT TO US AND TO THE COMMUNITY. 
          UM, VERY EXCITED ABOUT THE, UM, CLIMATE ON CITY LANDS PROJECT. 
          YOU KNOW, THANK YOU SO MUCH FOR YOUR SPEED AND TERMINATION TO GET THAT DONE. 
          UH, I KNOW THAT MEANS A LOT, UM, TO ENERGY TO OUR CUSTOMERS, YOU KNOW, KEEPING AS MUCH RENEWABLE GENERATION CAPACITY, ESPECIALLY LOCALLY, IS SO IMPORTANT. 
          UM, WANNA JUST ASK A LITTLE BIT ABOUT THE, UH, STANDARD OPERATING PROCEDURES FOR THE CLIMATE REVOLVING FUND? UM, THIS IS ANOTHER EXCITING PROJECT AND I THINK, UH, AS ONE OF THE CO-SPONSORS OF THE RESOLUTION, YOU KNOW, IT'S REALLY IMPORTANT THAT WE CREATE SOMETHING THAT'S DURABLE AND LONG TERM FOCUSED, RIGHT? THAT, UM, FRANKLY WON'T BE, UH, YOU KNOW, CANNIBALIZED FOR SHORT TERM BUDGET NEEDS. 
          YOU KNOW, THERE'S LIKE A REALLY LONG TERM CLIMATE INVESTMENT. 
          SO I GUESS MY MAIN QUESTION DIRECTOR IS, UM, DO YOU THINK THAT'S SOMETHING THAT COUNCIL WILL SEE BEFORE IT'S FINALIZED AND YOU KNOW, HOW WE CAN ENGAGE WITH THAT PROCESS? YEAH, I THINK THAT, I THINK THAT WE COULD PROBABLY COMMIT TO BRING BACK THE FINALIZED STANDARD OPERATING AIDING PROCEDURE AND THE WAY FORWARD EITHER BACK TO THIS COMMITTEE OR TO THE COUNCIL FOR APPROVAL. 
          UM, BECAUSE THERE, THERE ARE, UH, A LOT OF, YOU KNOW, INTERNAL AND IN INTERDEPARTMENTAL DECISIONS THAT KIND OF STILL HAVE TO BE MADE AMONGST THE SPECIFICS OF INDIVIDUAL LANGUAGE. 
          UM, BUT WE WANT IT TO BE DURABLE AND BOUGHT INTO AND SUPPORTED AS WELL. 
          UM, SO AS MUCH, UH, SUPPORT AS WE CAN GET FOR THAT, UM, AS HIGH AS WE CAN IN THE ORGANIZATION, HOPEFULLY THAT WILL ENSURE THAT IT ENDS UP BEING DURABLE AND ENDS UP BEING REMEMBERED AND AND SUPPORTED OVER TIME. 
          SO YEAH, WE CAN, WE CAN COMMIT TO, TO BRING THAT BACK ONCE IT'S COMPLETED. 
          THANK YOU VERY MUCH. 
          AND I'LL DEFER TO THE CHAIR ON WHETHER, UH, THIS IS THE RIGHT COMMITTEE, BUT I'D BE HAPPY TO TALK ABOUT IT HERE. 
          YEAH, APPRECIATE IT. 
          ALRIGHT, ANY OTHER, ANY OTHERS? CUSTOMER UCHIN? YEAH, THANK YOU CHAIR AND THANK YOU FOR THESE UPDATES. 
          UH, I THINK I JUST HAVE TWO QUESTIONS. 
          UM, ONE IS IF YOU CAN JUST SHARE ANY KIND OF VERY ROUGH TIMELINE OR DETAILS AND WE CAN EXPECT UPDATES REGARDING THE CLIMATE REVOLTING FUND, WHAT THAT LOOKS LIKE. 
          WELL, WE'RE, WE'RE RIGHT IN THE MIDDLE OF IT NOW. 
          UM, SO I WOULD, I WOULD SAY BY SUMMER. 
          OKAY. 
          YEAH. 
          UH, WE, THIS IS, UM, THE CITY MANAGER COMMITTED THAT THIS IS ONE OF HIS GOALS, UH, TO, TO ACHIEVE AND COMPLETE THE CLIMATE REVOLVING FUND, UM, IN THIS FISCAL YEAR. 
          SO WE'RE GONNA, WE'RE GONNA ACHIEVE THAT, SO IN THE, IN THE COMING MONTHS. 
          GOT IT. 
          OKAY. 
          THANK YOU FOR THAT. 
          UM, I'M ALSO JUST CURIOUS IN THE, UH, IN THE PRESENTATION, AND I THINK THEN ALSO IN THE IMPLEMENTATION PLAN, YOU'RE USING SOME VARIATION. 
          YOU TOUCHED ON EARLIER THE CARBON FOOTPRINT AND THE EMISSIONS. 
          UM, AND THEN IN THE IMPLEMENTATION PLAN, I THINK IT EARLY ON IT TALKS ABOUT THE COST PER EMISSION. 
          IT JUST GOT ME THINKING IN TERMS OF OUR, OUR, UM, PUBLIC COMMUNICATION EARLIER AND AIR QUALITY. 
          ARE THERE OTHER WAYS THAT WE'RE LOOKING AT THIS BEYOND JUST EMISSIONS IN TERMS OF, UH, IN TERMS OF EITHER HOW WE'RE MEASURING, UH, THE WORK THAT YOU ALL ARE DOING OR THE MEASURING THE SORT OF THE CHALLENGES, THE COLLECTIVE CHALLENGE, ENVIRONMENTAL CHALLENGES THAT WE'RE, WE'RE TRYING TO ADDRESS? UM, LET'S SEE. 
          WELL, IN TERMS OF IMPLEMENTING THE PLAN, WE STAY MORE ON A QUALITATIVE BASIS OF WHAT DID THE ACTIONS SAY, UM, HOW ARE WE DOING? UM, WE ALSO, THERE ARE ALSO SUB GOALS IN THE CLIMATE EQUITY PLAN THAT ARE, YOU KNOW, THE, THE HIGHEST METRIC FOR MEASURING PROGRESS ON CLIMATE ACTION REALLY IS TONS OF CARBON DIOXIDE EQUIVALENT. 
          SO THAT'S WHAT WE'RE GONNA TRY TO ALWAYS TIE EVERYTHING BACK TO. 
          'CAUSE THAT'S THE INFINITELY COMPARABLE 
          [01:30:01]
METRIC. 
          UM, IN ON OUR DASHBOARD, YOU'LL EVENTUALLY SEE WHEN WE UPDATE WITH THE NEW DATA, UM, THERE ARE 17 SUB GOALS IN THE PLAN, WHICH TRACK MORE, UM, LIKE LEADING INDICATORS. 
          SO LIKE, UM, THINGS LIKE RE PERCENT OF RENEWABLE ENERGY, THINGS LIKE, UM, UM, THINGS LIKE MODE SHIFT, THINGS LIKE, UM, PERCENTAGES OF ALL OF THE THINGS THAT WHEN YOU DO THE CALCULATION END UP TURNING INTO GREENHOUSE GAS EMISSIONS. 
          SO, UM, THOSE 17 METRICS, WE HAVE DATA ON ALL OF THOSE AND THOSE HELP THE SORT OF READER THAT IT'S HARD TO UNDERSTAND WHAT THIS AMOR AMORPHOUS GREENHOUSE GAS THING IS. 
          YOU CAN ACTUALLY UNDERSTAND, OH, IN TRANSPORTATION THERE ARE THREE WAYS THAT WE'RE MEASURING PROGRESS. 
          WHAT ARE THE ACTUAL PERCENTAGES AND QUALITATIVE ASSESSMENTS OF THOSE THREE AREAS? SO, UM, ALL THAT, THAT INFORMATION WASN'T QUITE COMPLETE FOR THIS PRESENTATION. 
          OKAY. 
          UM, BUT IT WILL BE AVAILABLE ON OUR DASHBOARD VERY SOON. 
          GOT IT. 
          AND THAT'S WHERE THE 17 METRICS WILL BE. 
          GOT IT. 
          OKAY. 
          THANK YOU FOR THAT. 
          LAST QUESTION VERY QUICKLY. 
          THERE'S I THINK A SLIDE ON THERE, UH, REGARDING THE ON CITY THAT TALKS ABOUT THE POTENTIAL TO HAVE ONE OF THE LARGEST OWNED SOLAR PROJECTS IN THE US IS THAT THE COMBINED CITY OWNED AND SOLAR STANDARD, OR IS THAT JUST THE CITY OWNED PIECE OF THAT? THAT'S ALREADY THE, ONE OF THE LARGEST CITY OWNED SOLAR PROJECTS. 
          UM, IT'S, IT'S, IT'S THE COMBINED. 
          OKAY, GOT IT. 
          WE'RE COUNTING, WE'RE COUNTING EVEN SOLAR STANDARD OFFER SITES THAT MIGHT, THAT WILL BE SORT OF LEASED SOLAR LEASED CITY FACILITIES. 
          THE SOLAR'S STILL GONNA BE ON OUR FACILITY. 
          GOT IT. 
          SO, SO WE'RE COUNTING THOSE IN TOTAL. 
          GOT IT. 
          JUST WANTED TO MAKE SURE. 
          OKAY. 
          THANK Y'ALL. 
          THANK YOU VERY MUCH. 
          I, UM, YOU KNOW, FIRST OF COURSE START WITH THE SOLAR ON CITY FACILITIES. 
          WHAT A, A HUGE OPPORTUNITY FOR THE CITY. 
          AND, UM, WHEN WE TALKED ABOUT IT LAST YEAR, YOU KNOW, WE LOOKED AT THE CALENDAR AND IT WAS TIGHT AND Y'ALL HAVE DONE IT. 
          I HOPE YOU'VE WE'LL SEE TOMORROW, BUT I THINK YOU'VE DONE IT. 
          UH, AND SO I JUST WANT TO SAY THANK YOU SO MUCH FOR MOVING WITH THAT LEVEL OF DEDICATION AND SPEED. 
          I KNOW IT'S, IT'S DIFFICULT SOMETIMES IN THE BUREAUCRACY, BUT UH, IT'S GONNA BE REALLY MEANINGFUL. 
          I'M PROBABLY GONNA SAY THIS TOMORROW, SO APOLOGIES TO MY COLLEAGUES WHO ARE GONNA HAVE TO HEAR IT TWICE. 
          UM, BUT YOU KNOW, WHEN, WHEN WE STARTED TALKING ABOUT WHAT WE WERE ACTUALLY DOING AS IT RELATED TO THE CLIMATE EQUITY PLAN A FEW YEARS AGO WHEN I, YOU KNOW, WAS FIRST ELECTED, I WAS VERY CONCERNED THAT WE HAVE THIS GREAT SHINY PLAN AND, AND NOTHING TO SHOW FOR IT. 
          AND, AND WE'RE JUST NOT, WE DIDN'T KNOW HOW TO GET IT DONE. 
          AND YOU KNOW, I JUST LOOK AT THE ONE SECTION OF NOW THE IMPLEMENTATION PLAN WHERE YOU TOUCHED ON IS OUR GREATEST CHALLENGE AND THAT'S THE EMISSIONS FROM BUILDINGS AND WITHIN THAT PORTION, UH, FOR SUSTAINABLE BUILDINGS, ONE OF 'EM INSTALL ROOFTOP SOLAR ON CITY FACILITIES. 
          WE'RE GONNA DO THAT TOMORROW. 
          INSTALL, UH, UTILITY SCALE SOLAR ON THE LANDFILL. 
          WE'RE GONNA DO THAT TOMORROW. 
          UM, EXPAND PAY FOR PERFORMANCE, DEMAND RESPONSE PROGRAMS, HAVING A, AN ITEM TOMORROW THAT IS GOING TO ANALYZE OUR DEMAND RESPONSE PROGRAMS AND TRY TO ENCOURAGE MORE PARTICIPATION. 
          SO HOPEFULLY MOVING ON THERE, UM, PILOT A VIRTUAL POWER PLANT PROGRAM. 
          WE HAVE AN ITEM ON THERE THAT'S GONNA BE 40 MEGAWATTS, WHICH IS A VIRTUAL POWER PLANT. 
          SO WE ARE MAKING REALLY HUGE STRIDES. 
          UH, THE WORK CONTINUES, BUT IT'S, IT'S REALLY ENCOURAGING TO SEE THAT WE HAVE A PLAN AND WE'RE DOING IT, WHICH IS SOMETHING WE HAVEN'T DONE FOR A LONG TIME. 
          UH, THE ONE I DO WANT TO ASK ABOUT WITHIN THAT AS IT RELATES TO, UH, THE REFRIGERANT STUDY, JUST TO KIND OF, CAN YOU UPDATE THE STATUS OF THAT AND, AND WHERE WE ARE WHEN WE'LL SEE THAT? YEAH, I THINK WHERE WE STAND ON THE REVISION STUDY IS UM, WE HAVE COMPLETED, UM, A CITY OF AUSTIN FACILITY INVENTORY OF REFRIGERANTS AND UM, THE TYPES OF REFRIGERANTS, THE AMOUNT OF REFRIGERANTS IN ALL OF OUR CITY OWNED EQUIPMENT. 
          UM, WE HAVE ALSO DEVELOPED, UM, A MANAGEMENT PROTOCOL FOR HOW TO MANAGE THOSE REFRIGERANTS IN ALL OF THOSE PIECES OF EQUIPMENT GOING FORWARD. 
          UM, IN TERMS OF TRACKING LEAKAGE, IN TERMS OF REPLACING EQUIPMENT, POTENTIALLY EARLY REPLACEMENT. 
          UM, WE'RE GOING THROUGH A PROCESS RIGHT NOW TO TRY TO GET ALL OF OUR FACILITY MANAGEMENT FOLKS THAT TOUCH, UM, REFRIGERANT, UM, AIR 
          [01:35:01]
CONDITIONING EQUIPMENT, GET THEM ALL IN THE ROOM TO BE COORDINATED, UM, WITH THE LEADERSHIP LEADERSHIP OF AUSTIN FACILITIES MANAGEMENT. 
          WE HAVE ALSO, UM, OUR CONSULTANT HAS ALSO COME UP WITH SOME RECOMMENDATIONS FOR PROGRAMS THAT WE MIGHT BRING FORWARD THAT COULD LOOK AT COMMUNITY-WIDE REFRIGERANT EMISSIONS. 
          UM, BUT WE'RE STILL AT THE POINT OF REVIEWING THOSE AND UM, ASSESSING IF THEY'RE FEASIBLE AND IF WE WANNA BRING 'EM FORWARD. 
          SO. 
          AND HAVE YOU HAD ANY CONVERSATIONS WITH THE HOUSING DEPARTMENT AS IT RELATES TO THEIR GO REPAIR PROGRAM TO AT A MINIMUM KIND OF WHILE THEY'RE THERE FIXING THE ROOF, TAKE A LOOK AT SOMEONE'S AC AND SAY, HEY, THIS IS LEAKING OR IT'S IN, YOU KNOW, BAD SHAPE OR, UM, HAS THAT EVER BEEN A CONVERSATION? WE HAVE NOT, BUT THAT'S A GOOD IDEA. 
          OKAY. 
          WE'LL MAKE NOTE. 
          GREAT. 
          ALRIGHT, WELL, OH, VICE CHAIR ELLIS, BRING US HOME. 
          I CAME UP WITH A QUESTION. 
          UM, I WAS CURIOUS AT THE VERY BEGINNING OF THIS PRESENTATION, WHEN IT TALKS ABOUT THE COMMUNITY CARBON FOOTPRINT, THERE'S A GRAY CATEGORY THAT SAYS WASTE AND IT SEEMS TO BE PEAKING OVER THE PAST THE LAST THREE YEARS THAT ARE CAPTURED IN THIS. 
          WHAT'S CAUSING THAT? I KNOW THAT WE'VE EXPANDED MULTIFAMILY, COMPOSTING AND A NUMBER OF OTHER INITIATIVES. 
          WHAT WOULD CAUSE THAT SPIKE TO HAPPEN? UH, WE'RE PRETTY SURE. 
          SO THAT DATA COMES FROM DATA THAT'S REPORTED FROM LANDFILLS. 
          THEY REPORT IT, UM, TO THE EPA FLIGHT, UH, SYSTEM, WHICH IS FEDERAL GREENHOUSE GAS REPORTING, WHICH BY THE WAY HAS BEEN SHUT DOWN. 
          AND EPA FLIGHT LIKE WON'T BE REPORTED IN FUTURE YEARS 'CAUSE IT'S ESSENTIALLY BEEN CLOSED BY THE FEDERAL GOVERNMENT. 
          UM, BUT WE, THOSE LANDFILLS ESTIMATE THEIR GREENHOUSE GAS EMISSIONS, THEY DO CALCULATIONS AND WE THINK THAT THE INCREASE THERE IS ACTUALLY JUST A FIGMENT OF, IT'S JUST A RESULT OF BETTER DATA AND MORE ACCURATE DATA BEING REPORTED. 
          UM, THAT OVER TIME THEY MAY HAVE BEEN INCORRECTLY OR NOT TOTALLY BEEN REPORTING ALL THE EMISSIONS. 
          UM, AND WE THINK THAT THOSE NUMBERS HAVE JUST INCREASED BECAUSE THEY MAY BE IMPROVED THEIR PORT REPORTING METHODS OR, UH, STARTED COLLECTING BETTER DATA. 
          OH, OKAY. 
          UM, SO WE'RE RELYING ON LIKE THIRD HAND DATA, UM, UH, IN THOSE WASTE EMISSIONS. 
          I MEAN, WE KNOW LOCALLY THAT OUR LOCAL LANDFILLS COLLECT AND DESTROY METHANE. 
          UM, SO THEY ARE DOING THE SORT OF MINIMUM ACTION. 
          UM, BUT THERE'S, THERE'S LEAKAGE, THERE'S, THERE'S ALL SORTS OF THINGS THAT GO INTO CREATING THOSE EMISSIONS. 
          SO. 
          OKAY. 
          AND YOU SAID THAT THAT REPORTING IS GONNA GET FEWER AND FURTHER BETWEEN AT THE FEDERAL LEVEL NOW? YEAH. 
          UH, THE EPA FLIGHT, THE, THE FEDERAL GREENHOUSE GAS REPORTING I THINK IS GONNA BE SHUT DOWN. 
          SO WE ARE GONNA HAVE TO EITHER IN FUTURE YEARS, WE'RE GONNA HAVE TO EITHER GO DIRECTLY TO, UM, TO ALL THOSE LANDFILLS AND ASK THEM IF THEY WERE TO REPORT TO US, UM, OR EXPLORE IF THEY'RE REPORTING THAT THEY STILL HAVE TO REPORT THAT DATA TO THE STATE. 
          UM, OR WE MIGHT, IF WE DON'T END UP GETTING ANY DATA, WE'LL JUST HAVE TO HOLD IT STEADY UNTIL HOPEFULLY AT A FUTURE DATE IT'S REINSTATED AND STARTS UP AGAIN. 
          FASCINATING. 
          I'D RATHER HAVE INFORMATION THAN NOT HAVE INFORMATION, BUT MAYBE LIKE THE, MAYBE CAP COG COULD BE OF HELP IF THAT'S SOME, 'CAUSE I KNOW THEY'RE DOING AIR QUALITY MONITORING AND HOSTING THAT DATA AS WELL. 
          AND SO MAYBE THERE'S A WAY THAT, UM, WE COULD HELP MAKE SURE THAT WE DON'T LOSE THAT DATA IN THE LONG RUN. 
          THAT'S A GOOD IDEA. 
          UM, GREAT. 
          THANK YOU. 
          ALRIGHT, WELL THANK YOU'ALL VERY MUCH. 
          REALLY DO APPRECIATE IT. 
          UH, WE DO HAVE ONE ITEM THAT IS THE, OH, I THOUGHT WE HAD A, A MEMO BRIEFING. 
          WE DON'T. 
          I, SO ALL WE HAVE IS OUR FUTURE ITEMS. SO SHOULD THERE BE ANY FUTURE ITEMS Y'ALL WANT TO DISCUSS, YOU CAN VOICE THEM NOW OR COME FIND ME AT ANY TIME. 
          UH, OTHERWISE WE WILL SEE EVERYBODY AT OUR NEW DATE, MAY 18TH. 
          UH, BUT WITH THAT I WILL CALL THE MEETING ADJOURNED AT 1111. 
          THANK Y'ALL SO MUCH.
* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.