body,date,page,text,path
CityCouncil,2020-07-25,1,"MINUTES OF THE SPECIAL CITY COUNCIL MEETING
SATURDAY- -JULY 25, 2020- 9:00 A.M.
Mayor Ezzy Ashcraft convened the meeting at 9:17 a.m.
ROLL CALL -
Present:
Councilmembers Daysog, Knox White, Oddie, Vella
and Mayor Ezzy Ashcraft - 5. [Note: Councilmember
Vella was present via Zoom.]
Absent:
None.
WORKSHOP
(20-548) Workshop Setting Priorities for Fiscal Year 2020-21 and Reviewing Effective
Practices for City Councils
Mike Letcher, Bridge Group, gave a Power Point presentation facilitating the workshop
and Council provided input.
***
Mayor Ezzy Ashcraft called a recessed at 10:43 a.m. and reconvened the meeting at
10:53 a.m.
Mr. Letcher continued the presentation facilitating the workshop with Council providing
input.
***
Mayor Ezzy Ashcraft called a recessed at 11:59 a.m. and reconvened the meeting at
12:21 p.m.
***
Mr. Letcher facilitated Council input on City projects.
***
Mayor Ezzy Ashcraft called a recessed at 2:53 p.m. and reconvened the meeting at
3:06 p.m.
***
Ms. Letcher wrapped up the workshop. The Workshop Summary is attached and
incorporated herein by reference.
Special Meeting
Alameda City Council
July 25, 2020",CityCouncil/2020-07-25.pdf
CityCouncil,2020-07-25,2,"ADJOURNMENT
There being no further business, Mayor Ezzy Ashcraft adjourned the meeting at 3:38
p.m.
Respectfully submitted,
Lara Weisiger
City Clerk
The agenda for this meeting was posted in accordance with the Sunshine Ordinance.
Special Meeting
Alameda City Council
July 25, 2020",CityCouncil/2020-07-25.pdf
CityCouncil,2020-07-25,3,"Mayor and Council July
25,2020 Workshop
Summary
THE CITY OF
BridgeGroup LLC.",CityCouncil/2020-07-25.pdf
CityCouncil,2020-07-25,4,"""Help is on the way""
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Management Consultants
TABLE OF CONTENTS Obridgegroupllo
Content
Page
Mayor and Council Workshop
3-4
Summary Overview
Review a Systems Approach to
4
Planning COVID-19 Recovery
Review Innovations for Citizen
5
Engagement
Review and Discuss Tools for
6-14
Supporting Mayor and Council
Effectiveness
Develop Project and Policy Priorities
14-19
for FY 2021
Strategic Operating Policy
20
PLAN
ACT
CONTINUOUS
IMPROVEMENT
DHO
CHECK
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Mayor and Council Workshop Overview
Development of the Mayor and Council Workshop Agenda was a collaborative process with the
Mayor and Council, City Manager, and BridgeGroup. A confidential online survey was sent to
the Mayor and each Council Member to get their input on the following Workshop Agenda:
Review and Discuss Alignment and Foundations for High Performing Councils
Review a Systems Approach to Planning COVID-19 Recovery
Review Innovations for Citizen Engagement
Review and Discuss Tools for Supporting Mayor and Council Effectiveness
Determine What Tools to Develop Further for Future Use
Develop Project and Policy Priorities for FY 2021
Discuss and Determine if Alignment Operating Policy is Needed
The Mayor and Council Workshop was held on Saturday, July 25 2020 at the Alameda Main
Library. The following were in attendance at the Workshop:
Mayor Ezzy Ashcraft
Vice Mayor John Knox White
Councilmember Tony Daysog
Councilmember Jim Oddie
Councilmember Malia Vella
City Manager Eric Levitt
City Clerk Lara Weisiger
City Attorney Yibin Shen
President/CEO BridgeGroup LLC Mike Letcher
This report provides a summary of the Workshop and some recommendations from the
consultant.
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Review a Systems Approach to Planning COVID-19 Recovery
Workshop Summary: The Mayor and Council liked the Healthy Community model and
discussed how it might be used in COVID-19 recovery and linked to the budget and their
priorities.
Consultant Recommendations: Consider linking the Health Community Model to the
Mayor and Council agenda development process.
Recovery from COVID-19 for communities will be a complicated. What can Alameda potentially
use to guide the city through its COVID -19 recovery efforts? The Arizona Town Hall will be
using the Elements of Health Community Model to work with communities over the next year
on building plans for COVID-19 recovery. The model was developed by the Vitalyst Health
Foundation http://vitalysthealth.org/ in Arizona. The Arizona Town Hall will use the model as a
checklist for communities to take a more comprehensive approach to COVID-19 recovery.
TRANSPORTATION
ACCESS
STA
OPTIONS
TO CARE
SOCIAL
HEALTH
AFFORDABLE QUALITY
JUSTICE
HOUSING
HALE
RESILIENCY
SOCIAL/CULTURA
ELEMENTS OF A
COMMUNITY
COHESION
SAFETY
HEALTHY
COMMUNITY
PARKS AND
ECONOMIC
RECREATION
OPPORTUNITY
COMMUNITY
EDUCATIONAL
DESIGN
OPPORTUNITY
FOOD
ENVIRONMENTAL
ACCESS
QUALITY
The following link provides more information on the Healthy Community model.
 https://www.dropbox.com/s/1h43alxerfmhfx5/Healthy-Communities-and-social-determinants-
final.pdf?dl=0 During the workshop the Mayor and Council can discuss if this model may or may
not be useful to use as a guide for the city as it recovers from COVID-19.
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Review Innovations for Citizen Engagement
Workshop Summary: The Mayor and Council discussed having standards for Boards and
Commissions, periodic updates at Council meetings, promoting diversity in membership,
having them do studies on issues to advise the Mayor and Council and considering a Marana,
Arizona Model to consolidate some Board and Commissions.
Consultant Recommendations: Consider implementing the Marana Citizens Forum and
the other ideas discussed under the summary.
Citizen Engagement is essential to creating a thriving community. The following are tools used
by City's to engage their citizens:
MARANA
AZ
ittps://icma.org/success-stories/new-approach-energizes-citizens-
in-marana-arizona
MRSC
Local Government Success  http://mrsc.org/Home/Explore-Topics/Governance/Citizen-
Participation-and-Engagement/Communication-and-Citizen-Participation-Techniques.aspx
click here to sign up, get involved and
https://www.speakupaustin.org/
A
sset
B
ased
ommunity
evelopment
https://www.nurturedevelopment.org/asset-based-community
development/
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Review and Discuss Tools for Supporting Mayor and Council Effectiveness
Workshop Summary: The Mayor and Council discussed each component of the Governance
Relations System (GRS) and how it may help them work more effectively with each other and
the City Manager.
Consultant Recommendations: Consider hiring a consultant to assist the Mayor and
Council and City Manager in developing the (GRS).
This section of the workshop will introduce two
tools for improving Mayor and Council
effectiveness. The Governance Relations
""Governing boards have been known in one
System (GRS) is designed to provide a system
form or another for centuries. Yet throughout
for establishing expectations for the Mayor
those many years there has been a baffling
and Council and City Manager. GRS will be
failure to develop a coherent or universally
applicable understanding of just what a board
introduced using an example from the City of
is for.""
Goodyear, Arizona. If it's determined at the
Workshop that the GRS would be beneficial to
Carver's Policy Governance Model in
the City, the Mayor and Council can develop it
Nonprofit Organizations
at a future Workshop. The second tool, The
Policy Model can be discussed and developed
at the Workshop if it has value for the City to use in the future.
Governance Relations System (Example Only) Obridgegroupllc
The role of a Governing Board is often difficult to define. It is this lack of clarity within the roles
of the Governing Board that results in a disconnect between the Governing Board and the Chief
Executive. Ideally, the role of an elected Public Board is to set policy. The implementation of
that policy and responsibility for the day-to-day operations of the organization reside with the
Chief Executive or City Manager. What's missing?
The answer is: established expectations that the Board has for the Executive or Manager. The
Governance Relations System (GRS) is designed to create a bridge between the Elected Board's
expectations of their Chief Executive (City Manager) and the execution of the day-to-day
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operations of the organization. The GRS also sets expectations for the Board to support the
success of the Chief Executive.
The GRS includes FOUR areas:
1. Expectations of the Organization
2. Performance Expectation of the Chief Executive
3. Expectations of the Elected Board
4. Expectations of Customer Service/Civic Engagement
5. Expectations for Role of the Mayor (This section could be added to Alameda)
These areas provide general guidelines for how the organization will be managed, the expected
conduct of the Board, the manner in which services will be provided and opportunities for
engagement with citizens. The key to making the GRS work is the partnership/collaboration
between the Elected Board and Chief Executive to set clear expectations on how the
organization will operate. The GRS can be viewed as a series of interconnected gears that drive
the organization and its management and leadership priorities.
The GRS is designed to improve the relationship between the Governing Board and Chief
Executive and their collective effectiveness. The expectations set benchmarks for annually
evaluating the efforts of the Board and the Chief Executive. The expectations can be amended
and adjusted over time to keep them relevant to the municipality. The bar is set high with these
expectations, but the journey in the search for governance excellence is never easy. Each step
forward or times when these expectations are not met, are all part of trying to be the best
governed municipality for the organization's citizens and employees.
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The Expectations of the Organization
Expectation
Description
Maintain an Integrated Strategic
The integrated strategic management system will allow
Planning System that is linked to
for strategic projects that require funding to be
the annual budget, strategic
considered during the annual budget process. Current
projects, employee evaluations
and new strategic projects and performance measures
and performance measures.
will also be reviewed and approved at this time.
Strive to be an ""open book""
""Open Book"" means that all critical, not confidential,
organization for its employees.
operational and financial information concerning the City
will be shared and available to employees.
Executive Team is committed to
Employee development and involvement is a high priority
the developing and empowering
for the Executive Team.
employees.
Continuously improve technology
Continuous technology improvements are essential for
for internal and external services.
the City to meet and exceed the expectations of its
customers.
Strive to be a regional model for
Commitment for the City Council and City Manager to
Board Governance.
work collaboratively on continuously improving their
Governance Relations.
Continuously improve internal
Continuous internal process improvement is essential for
processes and procedures.
efficiency and effectiveness of the City.
Be good stewards of the public's
Ensure processes, procedures and practices are in place
money and trust.
to meet this commitment
Focus on developing a learning
Commitment to provide training for employees to ensure
organization.
that the City continues to have talented and well-trained
employees providing leadership and operational response
readiness.
Recognize internal stakeholders
Internal stakeholders should be treated equitably and
are customers too
with respect, as these stakeholder's service timelines
often are dependent upon the work of internal service
providers.
Innovation
Employees are empowered to consider unique options
along with industry inspired alternatives to solving
problems and enhancing service delivery
Transparency
Citizens will have access to key financial and operational
information.
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The Performance Expectations of the City Manager
Expectation
Description
Implementing strategic plan
Annual evaluation will include progress on these
projects.
projects.
Assist the City Council with their
Ensure that information is detailed, reliable and
policy- making role.
explained in a thorough manner. Include alternatives
and recommendations.
Any written information provided
Information shared with one City Council Member must
to one City Council Member will be
be sent to all members.
provided to all members.
Plan ahead, anticipate needs and
Seek input to ensure future plans are achievable and
recognize potential problems.
proactively communicate possible shortcomings to
Ensuring attention to detail to
collaborate with the Board when necessary.
avoid error or things ""slipping
through the cracks"".
Implement City Council's policy
Ensures that key information is shared with the Council
regarding expenditures through the
and that the Council's intent is followed.
use of standard financial
management procedures.
Budget recommendations will
Ensures that the City Council understands the basis for
provide rationale and alternatives
budget requests and how decisions were made in the
for Council consideration. Projects
final recommendations.
will be integrated into the budget
using the strategic plan.
Respect the decisions of the City
Implement Council's policies by accurately interpreting
Council.
direction given by the Council, carrying out their
directives as a whole and supporting the actions of the
Council after a decision has been made.
Practice ""collaborative leadership"".
Strive to ensure that your leadership is inclusive and not
exclusive. Involve citizens, employees and other
stakeholders and partners where appropriate.
Ensure positive and supportive
Create and foster an environment that values employees
physical and emotional working
and their contributions. Support an environment that
conditions
assists employees in being successful in the positions
that they hold. Ensure that personnel policies and
practices are administered in an equitable manner.
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Expectation
Description
Foster teamwork and high
Guide people as a team toward common objectives;
performing organizational
select qualified and highly competent members of the
characteristics.
Leadership Team to implement through the
organization.
Recognize citizens are our
The Council expects that the public will be treated
customers
equitably, with dignity and respect. Assist the Council by
resolving problems at administrative levels and not
through City Council action. Value community
perceptions and understand that customer satisfaction is
important.
Agenda material
Staff will provide concise, accurate and meaningful
agenda material for the Council's review to include the
timely delivery of written/electronic materials.
Value intergovernmental relations
Effectively represent the City's interests when dealing
with other agencies. Participate and cooperate in
intergovernmental activities to have an impact on the
region.
Communicate effectively
Provide information to the public in a timely fashion on
matters, which will cause public reaction. Be candid and
forthright in discussing City business matters with the
Council through various methods that include one on
one meetings with Council members. Be accessible to
Council members.
Proactive Management Style
Show initiative and creativity in dealing with issues,
problems and unusual situations while remaining open
to new ideas and suggestions for change. Be adaptive to
the changing expectations of local government and the
impacts of state and national conditions.
Effective Leadership
Be enthusiastic. Command respect and performance
from the Leadership Team while providing the tools
necessary for effective service delivery. Support a
positive work culture at all times.
Negotiate Effectively
In conjunction with the Legal Staff (when appropriate),
always consider City Residents when determining
negotiating positions or reaching agreement.
No Operational Surprises
Staff will keep the City Council informed on all critical
operational issues.
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The Expectations of the Governing Board
Expectation
Description
Value members' opinions.
You can disagree with each other but provide the space for
each member of the City Council to express their opinion.
Do your homework.
Before the meeting, read information sent by staff to be
informed and prepared for discussion. If a meeting is
missed, become informed of the decisions made or the
information shared.
No surprises at meeting for staff.
If possible, contact staff prior to the meeting when you
have a critical question that requires research.
Disagree with the vote, but do
You can disagree with a vote and express your viewpoint
not undermine the will of the
on why you did not support an item but understand that
Council.
the Council has voted for the item and you are
responsible, as a Council Member, for its successful
implementation.
Practice civility.
As the elected representatives we will strive to be a model
for our community and the region on how an elected body
should work together for the public good.
Support the strategic plan.
City Council Members will support and require a Strategic
Plan for the City.
No public criticism of staff at
No Council Member will criticize City staff at a public
meetings.
meeting. They can discuss their concerns with the City
Manager privately.
No operational interference.
City Council Members will not direct the work of staff. If
they have issues or questions related to operations, they
will be directed to the City Manager or Designee.
Focus on outcomes not positions.
Before taking a position review the outcomes, potential
benefits/results and relationship to the Strategic Plan of a
policy or issue first.
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The Expectations of Customer Service/Civic Engagement
Expectation
Description
Timely responses
Staff will strive to provide timely responses to
citizens that are easily understood.
Civic engagement
Opportunities to increase citizen engagement
with the City on a social and formal basis will
be a priority.
Educate citizens on services
Staff will continuously develop strategies and
systems to educate citizens on the services
and processes of local government.
Accurate information
Staff will ensure information provided to
citizens is accurate and written for clarity
Links
Carver Policy Governance Model in Nonprofits: http://www.carvergovernance.com/pg-np.htm
Mike Letcher ICMA Public Management Magazine article on Caver Policy Governance Model:
https://icma.org/sites/default/files/2818 Commentary%20-
%20The%20Undiscovered%20Country%20-
%20A%2ONew%20Path%20for%20Local%20Government%20Management.pd
Policy Model©bridgegroupllc
The following is the link to the complete article on the Policy Model
https://www.dropbox.com/s/fehk8nggdn73icf/Policy%20Model%20Article.pdf?dl=0.Themodel
will be discussed at the Workshop for its applicability to Alameda. The specific content or
wording in the model can be adjusted to requirements of the City.
Workshop Summary: The Mayor and Council liked the Policy Model and discussed ways to
link it to the agenda development process.
Consultant Recommendations: The Policy Model should be considered for adoption by
the Mayor and Council after any changes recommended by staff.
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FIGURE 1: Strategic Policy Development System.
STEP 1
Issue
STEP 5
STEP 2
Review and Adjust,
Determine
If necessary
Policy Model
STEP 4
STEP 3
Determine Metrics
Develop
for Success
Policy
Source: Mike Letcher
FIGURE 2: Policy Models.
Opportunity
Compass
Best Practice
Politically
Core
Business/Staft
Source: Mike Letcher
Figure 1 illustrates the process for using the policy models. The process is designed to evaluate
the policy or issue the Mayor and Council are considering
Figure 2 shows policy models that can be a key guidepost to strategic policy development. The
policy models and subsequent definitions are not meant to be all-inclusive. The concepts or
models can be adapted to meet the unique needs of the governing body and staff.
Components of the strategic policy development system can be changed and policy models
altered to fit your particular needs. In my experience working with governing bodies for more
than 30 years, these models represent the key components or drivers that create the push for
public-policy formulation.
Compass approach. Policy development is based on community values, approved plan, or
strategic approach.
Best-practice approach. Policy is based on best-practice principles.
Opportunity approach. Policy development is based on significant community and/or
organizational benefit.
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Politically based approach. Policy is based on narrow intent from special-interest groups or
constituents. I would replace this Approach with one titled: Fiscal Sustainability approach
Policy developed takes into account city's ability to fund its operations long term
Core business/staff-recommended approach. Policy is based on the requirement to run
government's core business functions and is recommended by staff to improve services,
internal operations, and policies.
In terms of policy models, more is better. Try out the model and see how it works. Groundwork
has to be done for strategic policy development to work. A number of critical issues also have
to be considered:
Time required, the more the better. Thinking ahead and developing an annual work
plan is important to provide the time to fully evaluate important policies that the
governing board will consider.
Staff capacities to effectively implement the policy. Are there enough worker bees to
get the job done? This needs to be fully evaluated by the governing board and staff
before time is spent developing the policy.
Committee referral before consideration. This is a no-brainer. It always helps to have a
committee recommendation.
Communication of need and outcomes. Unfortunately, the clear and concise
communication of the need for the policy is often overlooked. Get the sound bites
determined before the policy-formulation process starts.
NO EASY ANSWERS
An approach and model for strategic policy development is needed. The approach described in
this article is based on experience and what I have seen work and not work behind the curtain
of policy formulation. Managers know there are no easy answers or solutions to policy
development. But like all journeys, it begins with one step and the compass, map, or GPS to get
you to the destination.
Develop Project and Policy Priorities for FY 2021
Workshop Summary: The Mayor and Council had extensive discussions on the work
priorities from the December 2019 Workshop and new potential projects/policies identified in
the survey. Council expressed concerns about staff's workload and ability to complete all of the
project/policy priorities.
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Consultant Recommendations: Consider adding specific timelines for completing the
project/policy identified in the work plan. Determining specific timelines for each project will
allow the Mayor and Council and staff to prioritize what projects/policies can be completed in a
specific fiscal year and which need to be moved to subsequent years.
This is the section of the Workshop where any ideas the Mayor and Council want to consider
for future projects/policies from the information presented on healthy community model,
citizen engagement and the Governance Relations System (GRS). Also potential policies and
projects identified in the confidential Mayor and Council Workshop survey and from the
December, 2019 Workshop (Note: Projects listed in Blue) will be discussed in this section. The
facilitator will guide the Mayor and Council through this Workshop section using the Start With
Why format. Staff will record the results of the discussion on a screen that can be viewed
during the meetings by the participants.
Start With WHY Obridgegroupllc
The Mayor and Council Workshop will focus on creating dialogue and discussion opportunities
between council members and staff. The format that will be used to facilitate this dialogue will
be based on an approach developed by Simon Sinek in the book Start With Why: How Great
Leaders Inspire Everyone to Take Action. By Starting with ""WHY"" the Mayor and Council and
staff can quickly evaluate the proposed projects and policy discussed at the Workshop by using
a FOUR Questions approach:
1. What do we want to do? (Mayor and Council)
2. Why do we want to do it? (Mayor and Council/Staff)
3. How will we do it? (Staff- Tactical determined after Workshop))
4. How do we make sure it works? (Mayor and Council/Staff- Performance Measurement)
What do we want to do?
Discuss and Identify specific projects or policy initiatives for FY 2021
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Why do we want to do it?
Identify WHY it is important for the Mayor and Council to consider action on projects or
policy initiatives. Please note the list below on DEFINING the Why WE Want to Do IT
How will we do it?
Based on Mayor and Council discussion at the Workshop the staff will develop future
agenda item for their action.
How do we make sure it works?
Determine if the agenda item has a current performance measure, requires a new
performance measure or no performance measure.
DEFINING the Why WE Want to Do IT
To Improve:
Operational Performance
Policies
Procedure
Programs
Racial Justice
Equity
Finances
Risk Management
Technology
Customer Service
Sustainability
Community Well Being
Infrastructure
Other
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Senge Chart
The Senge Chart is an excellent tool the rate the impact of the proposed policy or project and
gauge its difficulty to accomplish. The goal is to focus on projects or policies that are rated 1 or
2.
PROJECT IS EASY TO
PROJECT IS DIFFICULT
ACCOMPLISH
TO ACCOMPLISH
HIGH IMPACT ON City
1
2
LOW IMPACT ON City
3
4
Focus Area Charts
The Focus Area Charts will be used during the Workshop to develop project and policy
initiatives for FY 2021. The Charts will be built on the Focus Areas developed in the Mayor and
Council December, 2019 Workshop. The Charts will include the following:
Focus Areas- The strategic priorities for the City
Project/Policy- The proposed project or policy
To Improve- Reference To Improve list of areas the policy or project will improve
Senge Chart Rating- Rating assigned during facilitation to the policy or project.
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Focus Area: Preparing Alameda for the Future
Project/Policy
To Improve
Senge
Department Lead
Rating
Climate Change
Implement CARP, check ins, staffing
2
Assistant City Manager
position, check box on reports
Long-term
Balanced approach to finances,
2
Finance
financial
maximize resources, connect to
strategies
outside assistance,
Traffic Vision
Zero
Focus Area: Encouraging Economic Development across the Island
Project/Policy
To Improve
Senge
Department Lead
Rating
Work/Live Space
Consider adjustment after election,
3
Planning, Building,
broader housing discussion overall
Transportation
New ferry
terminal at
Seaplane Lagoon
Development at
Big picture, establish goals (falls
2
Community Development
Alameda Point
under multiple objectives: livability,
Review Base
economic development, preparing for
Reuse/Property
future), hold a work session
Management
Maintain
More support to districts/smal
1
CMO - COVID Town Hall
active
businesses, COVID messaging -
business
business owners lead, street closures,
districts
near and long term goals,
communicate plans
Capitalizing
Broadband, digital divide (WiFi and
2
IT
on Working
equipment), child care
ARPD/CD - Child care
from Home
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CityCouncil,2020-07-25,21,"Housing
Homelessness
Wish we could do more,
2
Community
transitional housing/resources
Development with
support from CMO
Multi-Cultural Center
Housed within Library
?
Library
Focus Area: Protecting Core Services
Project/Policy
To Improve
Senge
Department Lead
Rating
Future Staffing study
Mike suggests one firm; informed
2
CMO
for Fire and
by community lead conversations
Paramedics
Police and Fire Call
Mike suggests one firm; informed
2
CMO
Analysis Study
by community lead conversations
Strategic Project
Mike to provide contact info
1
CMO
Tracking System
Public safety; public
Revisit following policy
safety recruitments;
changes/studies
traffic enforcement
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Strategic Operating Policy
Workshop Summary: The Mayor and Council discussed how the Strategic Operating Policy
would work and its benefits for Alameda.
Consultant Recommendations: The Strategic Operating Policy should be considered for
adoption by the Mayor and Council after any changes recommended by staff.
How can a Strategic Operating Policy help the City of Alameda focus? Implementing key city
priorities takes discipline and collaboration between the Mayor and City Council, City Manager
and Staff.
The City of Alameda will use its annual Priorities and Work Plan to:
1. Develop the operating budget.
2. Consider projects from the Climate Action and Resiliency Plan (CARP). General Plan,
Economic Development Plan and other approved Mayor and Council plans
3. Develop new projects and assign them to specific departments for execution.
What specific steps will Alameda take every year to focus its strategic efforts?
1. The Priorities and Work Plan will be updated annually during the budget process.
2.
Mayor and City Council and City Manager are committed to making sure that staff has
the time and resources to complete the projects in the plan.
3. If new project(s) are added to the work plan after it is approved during the fiscal year, the
Mayor and Council will work with the City Manager to determine what project(s) currently
in the plan need to be reprioritized and moved to a future fiscal year.
CITI Y OF
TFRKA
20 I P a g e",CityCouncil/2020-07-25.pdf