WEBVTT 1 00:04:52.213 --> 00:04:52.826 Thanks, Wendy. 2 00:04:55.521 --> 00:04:56.166 Great. 3 00:04:56.232 --> 00:04:58.233 I'd like to open up this work session. 4 00:04:58.346 --> 00:04:59.685 I'm going to gavel just for fun. 5 00:05:00.966 --> 00:05:04.187 And I'm sorry I was late this morning. 6 00:05:04.447 --> 00:05:07.134 I had a flat tire, and I'm going to have to leave early today. 7 00:05:07.230 --> 00:05:11.706 So I'm going to turn this meeting over to Councilor Koyama Lane. 8 00:05:12.221 --> 00:05:16.915 I'm going to ceremony— I will bring you the gavel, and you can close the meeting because I have to leave early. 9 00:05:16.963 --> 00:05:17.204 Thank you, Mayor. 10 00:05:17.396 --> 00:05:18.632 So sounds great. 11 00:05:19.240 --> 00:05:20.925 Thank you, Vice President Clark. 12 00:05:21.970 --> 00:05:23.317 Good afternoon, everyone. 13 00:05:23.975 --> 00:05:29.110 Today at this work session, we're going to dive into the future of Civic Life and the Neighborhood Program. 14 00:05:29.608 --> 00:05:33.091 This is an especially important and timely conversation. 15 00:05:33.846 --> 00:05:45.978 As we've seen, Civic Life is at an important point navigating leadership changes, reduced resources, structural changes across the city, and at the same time, Portlanders have been really clear. 16 00:05:46.218 --> 00:05:55.512 They want to see engagement that's equitable, easier to access, easier to participate in, and more meaningful to the decisions we make. 17 00:05:56.235 --> 00:06:00.745 And so today is an opportunity for council to help shape the direction of this work. 18 00:06:01.387 --> 00:06:11.896 With charter reform in place and our district-based council structure taking root, we have a chance to define how the city invites Portlanders into their local government. 19 00:06:12.762 --> 00:06:23.725 This is a moment to think big about what a coordinated, responsive, and inclusive engagement system should look like and what role Civic Life should play as the hub of that system. 20 00:06:24.319 --> 00:06:36.230 So to guide our discussion, the Civic Life team will walk us through a presentation that covers the history, current state, and some future visioning for both citywide engagement and the neighborhood program. 21 00:06:36.887 --> 00:06:44.324 And then after the presentation, we'll have time for clarifying, um, And technical questions, technical and clarifying questions. 22 00:06:44.437 --> 00:06:52.211 And we'll take a short break before moving into a discussion on each of the 3 key policy questions where council direction is essential. 23 00:06:52.869 --> 00:07:01.814 So each of us has a note-taking sheet in front of us here at the dais to jot down questions and ideas on all the 3 discussion topics as we go. 24 00:07:02.391 --> 00:07:12.233 I would like to thank Civic Life and this team here, our community partners, for the extensive listening, learning, and relationship building reflected in this work. 25 00:07:12.651 --> 00:07:19.187 And with that, And with that, I will turn things over to Laura Oppenheimer, Interim Chief Engagement Officer, to begin the presentation. 26 00:07:19.411 --> 00:07:25.548 Thank you, Councilor, and thanks everyone for being here to be part of the discussion, which we are very excited to have. 27 00:07:26.108 --> 00:07:29.199 Again, for the record, Laura Oppenheimer, I use she and her pronouns. 28 00:07:29.377 --> 00:07:34.423 I am the Interim Chief Engagement Officer and the long-term Chief Communications Officer. 29 00:07:34.663 --> 00:07:43.490 I am joined by Harmony Dashiell, our City Engagement Manager, and Adam Lyons, our Neighborhood Program Lead. 30 00:07:44.372 --> 00:08:14.293 I think less than 4 months ago when City Administrator Lee asked us to really take on the challenge of understanding and assessing where civic life is today, where it has been, and where we believe it is headed, one of the things that the 3 of us quickly realized is that we were probably past due for a conversation with Council to really get that policy direction to make sure we have shared alignment around the scope, the mission, the priorities of Civic Life. 31 00:08:14.630 --> 00:08:16.574 So here's what we're going to walk through today. 32 00:08:17.829 --> 00:08:28.336 First, I'll give a little overview of the history and the opportunity before us, then share some highlights of what we have heard from Portlanders about what they are looking for in city engagement. 33 00:08:29.091 --> 00:08:35.985 Then Harmony will walk through where we're at with the core team and the bureau-based engagement for Civic Life. 34 00:08:36.884 --> 00:08:42.369 Adam will do a deeper dive on the neighborhood program, and then we will dig into those policy questions. 35 00:08:42.418 --> 00:08:48.378 And as Councilor Koyama Lane said, you have these sheets in front of you if you'd like to jot down questions and thoughts as we go. 36 00:08:49.908 --> 00:08:51.115 So why now? 37 00:08:52.629 --> 00:08:58.971 We see 3 important kind of forces coming together to create an important inflection point for civic life. 38 00:08:59.711 --> 00:09:02.138 One is just kind of acknowledging the elephant in the room. 39 00:09:02.202 --> 00:09:05.048 There's been a great deal of leadership turnover over the years. 40 00:09:05.096 --> 00:09:12.041 There have been budget reductions, a lot of change Secondly, we've obviously had charter reform. 41 00:09:12.136 --> 00:09:14.543 That was a mandate for a responsive city government. 42 00:09:15.041 --> 00:09:21.779 Engagement was at the heart of that work and of Portlanders' expectations for their new form of government. 43 00:09:22.260 --> 00:09:29.785 And third, engagement is one of about half a dozen core services that have gone through realignment and moved into a more centralized structure. 44 00:09:30.587 --> 00:09:36.524 Taking all 3 of those things together, we really see this as a moment where we can set that future direction with some guidance from all of you. 45 00:09:36.572 --> 00:09:36.749 Thank you, Mayor. 46 00:09:38.081 --> 00:09:42.847 So there's a journalism term called don't bury the lead, so we're not going to do that. 47 00:09:43.264 --> 00:09:48.078 Starting with where we believe civic life is headed, and then we'll kind of walk through the mechanics. 48 00:09:48.898 --> 00:09:59.297 We really see the Office of Community and Civic Life building relationships and creating pathways for Portlanders to shape the city decisions across neighborhoods, identities, and communities. 49 00:10:00.051 --> 00:10:10.326 As Portland's hub for inclusive and coordinated engagement, Civic Life strengthens the connection between community voices, city services, and City Council priorities. 50 00:10:12.485 --> 00:10:18.625 That is really an expansion of the origins of Civic Life, and we're gonna take just a real short trip down memory lane here. 51 00:10:20.669 --> 00:10:29.059 What we now know as Civic Life began very much as a community-centered movement around neighborhood-based engagement. 52 00:10:29.381 --> 00:10:43.682 That really got going in the 1960s, and it was about a decade later that the city formally developed a program then called the over the years, there have been quite a few iterations and several names along with that. 53 00:10:43.746 --> 00:10:45.850 You'll see some of the key milestones marked here. 54 00:10:46.475 --> 00:10:58.850 In the early 2000s, really a focus on inclusion, capacity building, and kind of shifting the culture, leading to the major modern revision of the neighborhood program standards in 2005. 55 00:10:59.219 --> 00:11:01.577 You'll hear those referred to as the ONI standards. 56 00:11:01.643 --> 00:11:03.793 It was called the Office of Neighborhood Involvement at the time. 57 00:11:03.841 --> 00:11:04.355 Councilmember Herbold. 58 00:11:06.937 --> 00:11:21.322 Over the years, various programs were added beyond the neighborhood program, and in 2018, the City Council gave Civic Life its current name and really broadened that mission with the idea that it was there to connect Portlanders with their city government. 59 00:11:22.717 --> 00:11:30.047 However, since 2021, we have seen significant downsizing and a lot of turnover in leadership. 60 00:11:30.417 --> 00:11:38.285 Right at the same time that voters were approving charter reform and creating the geographic districts that now anchor our City Council. 61 00:11:41.643 --> 00:11:50.171 So I had to go back myself and dig through the past 5 budgets to really get a sense of how dramatic the scope has changed for Civic Life. 62 00:11:50.769 --> 00:12:07.687 You'll see here over the past 5 budget years, the bureau kind of shrinking year by year from 50-some staff down to fewer than 10 as of this last budget year, with only 4 of those positions filled in July as we headed into the core service realignment. 63 00:12:08.489 --> 00:12:15.750 You know, and during that 3.5-year period, there were a series of 3 interim or acting directors without a long-term director in place. 64 00:12:16.583 --> 00:12:21.490 So I say that just to kind of understand where we are coming from as we launch this rebuild. 65 00:12:22.034 --> 00:12:24.967 But then you will see the upward trajectory at the end, and that is—. 66 00:12:25.000 --> 00:12:25.448 Thank you. 67 00:12:25.806 --> 00:12:27.642 Core service realignment kicking in. 68 00:12:27.902 --> 00:12:29.395 We now have about 30 staff. 69 00:12:29.525 --> 00:12:31.346 Harmony will share more about that later. 70 00:12:32.902 --> 00:12:35.070 It really does create a new opportunity for us. 71 00:12:37.870 --> 00:12:47.532 This graphic visualizes the ecosystem of engagement as it existed up until our new form of government and core service realignment. 72 00:12:48.678 --> 00:12:55.428 Civic Life was a collection of small— the neighborhood program and other small engagement programs, in most cases run by a single person. 73 00:12:57.327 --> 00:13:07.700 Within bureaus, there were engagement staff doing fantastic work to ask Portlanders what they thought about projects and programs and to build relationships. 74 00:13:08.407 --> 00:13:16.193 However, the experience was pretty uneven for Portlanders, with each bureau doing things a bit differently. 75 00:13:17.254 --> 00:13:21.268 There wasn't a common ecosystem or infrastructure tying that work together. 76 00:13:22.620 --> 00:13:39.350 This represents the system that we are moving toward under the umbrella of community and civic life with a core team providing citywide strategy, resources, and programs, and embedded teams in the service areas conducting engagement in alignment with citywide strategies. 77 00:13:41.960 --> 00:13:49.399 Now, all of this needs to be centered around what Portlanders want from engagement. 78 00:13:49.480 --> 00:13:51.423 And fortunately, we are not starting from scratch. 79 00:13:51.475 --> 00:13:56.508 There have been some really significant efforts over the last several years to hear from Portlanders. 80 00:13:57.022 --> 00:14:04.519 I'm just going to briefly highlight 3 of those, and we'll certainly follow up with some additional reading for anyone who wants to do a deeper dive. 81 00:14:05.772 --> 00:14:10.620 First, the Portland Engagement Project in 2023 and 2024. 82 00:14:11.408 --> 00:14:32.072 Civic Life at the time worked with a contractor, 40 community partners who mobilized their networks, and heard from about 700 Portlanders who generated 1,000 ideas, all in the name of informing how we can move forward with better city engagement that met the needs of our diversifying population and our new form of government. 83 00:14:34.190 --> 00:14:36.616 3 Key themes emerged from that research. 84 00:14:37.809 --> 00:14:39.344 Number one, start with us. 85 00:14:40.022 --> 00:14:43.461 Portlanders want to be proactively engaged before decisions are made. 86 00:14:43.979 --> 00:14:46.304 For each of these, you'll see a couple of representative quotes. 87 00:14:46.662 --> 00:14:47.351 Of what we heard. 88 00:14:48.570 --> 00:14:50.815 Number 2, vary the options. 89 00:14:51.472 --> 00:14:52.129 Make it easier. 90 00:14:52.514 --> 00:14:57.133 Don't expect everyone to engage the same way and meet people where they are, literally and figuratively. 91 00:14:58.288 --> 00:14:59.907 Number 3, centralize. 92 00:15:01.317 --> 00:15:13.568 We heard that people would like a common hub where they could find the ways to get involved with city government and make their voices heard without having to hunt things down through different bureaus and different offices. 93 00:15:16.309 --> 00:15:21.455 The second input that I'd like to highlight is the Portland Insights Survey. 94 00:15:22.177 --> 00:15:25.431 This is our biennial benchmark survey of public opinion. 95 00:15:25.558 --> 00:15:37.292 It's conducted in conjunction with Portland State University, statistically valid research with community partners helping boost participation among underrepresented communities. 96 00:15:37.870 --> 00:15:45.184 There's a standard question we can track from one survey to the next next, about the ease of contacting the city on issues important to you. 97 00:15:46.211 --> 00:15:54.702 You will see here that the response is lukewarm across the board, with particularly in District 1, a lower level of satisfaction. 98 00:15:55.698 --> 00:16:09.840 And again, you'll see 2 representative comments here, and I think they reflect that there is a good deal of skepticism on the part of Portlanders, but also hope as we move into a new form of government that there's the opportunity for change. 99 00:16:10.385 --> 00:16:12.152 I do wanna note that the 2026 Thank you. 100 00:16:12.232 --> 00:16:18.220 And the 2026 survey has been out in the field and we'll be getting results back in a few months and look forward to sharing those and seeing where we are. 101 00:16:20.820 --> 00:16:35.464 Last but not least, the Charter Commission itself focused on not only conducting innovative and inclusive engagement, but also thinking about how that needs to be part of the new form of government going forward. 102 00:16:36.018 --> 00:16:49.499 You'll see here a quote from the final recommendations from the Charter Commission, urging all of us to continue to engage with the communities historically left out of City Hall decision-making and our community partners. 103 00:16:50.494 --> 00:16:58.844 I highlight these 3 bodies of work to say that they're here to inform and to anchor where civic life can go in the future. 104 00:16:59.886 --> 00:17:06.453 With that, I'm going to turn it over to Harmony to share an overview of our system today. 105 00:17:07.921 --> 00:17:08.260 Thank you. 106 00:17:08.502 --> 00:17:11.106 Harmony Daschiel, she/her pronouns for the record. 107 00:17:11.252 --> 00:17:18.584 I am currently the Senior Engagement Manager for the city and oversee all of the staff that are embedded in bureaus for engagement. 108 00:17:19.000 --> 00:17:25.605 And we're going to take a walk through what makes up Civic Life right now from a staffing component and what we bring to the table. 109 00:17:27.576 --> 00:17:36.535 Our current state as of August 4th, when the engagement realignment went live and all of the staff that were in the bureaus became embedded as part of Civic Life. 110 00:17:36.759 --> 00:17:39.131 That includes 9 in the core team. 111 00:17:39.579 --> 00:17:45.301 Those are those single-staffed programs, and we'll do a little bit deeper dive in a future slide here. 112 00:17:45.911 --> 00:17:52.690 2 Of those programs, including the Portland Insight Survey, moved from other bureaus into that core Civic Life team. 113 00:17:53.282 --> 00:18:03.557 And then the embedded teams that represent 3 service areas in several different bureaus that are 21 positions that are now part of the Civic Life umbrella that historically were not so. 114 00:18:03.605 --> 00:18:03.717 Thank you. 115 00:18:04.904 --> 00:18:08.885 In the past, those bureaus designed and implemented their own engagement strategies. 116 00:18:10.186 --> 00:18:12.787 There is variation across the city and across the bureaus. 117 00:18:12.852 --> 00:18:13.782 That's not a bad thing. 118 00:18:13.959 --> 00:18:15.821 We can talk a little bit about that today. 119 00:18:16.222 --> 00:18:26.498 There are definitely opportunities for standardization and where we can work smarter, not harder, or have consistency both for community and for the information that we bring to city leadership. 120 00:18:27.220 --> 00:18:33.304 But there are some very notable differences that are there and should be there because of the uniqueness of the work that different bureaus do. 121 00:18:33.353 --> 00:18:33.545 Thank you. 122 00:18:34.667 --> 00:19:13.384 One thing that, as we stepped into these roles a few months ago, became very clear as I met with all of the impacted staff with engagement, all of their supervisors, and various leaders throughout the city is that many of these engagement teams in the bureaus were in flux, not just from the new form of government, not just because of engagement realignment, but just over the course of those 5 or so years that Laura touched on, just as civic life was going through cuts, Many of the bureaus were also going through their own realignments of sorts, restructurings, budget cuts, that many of the engagement teams that were within bureaus had high turnover in supervisors. 123 00:19:14.219 --> 00:19:19.316 Very few of them had supervisors of those teams that were engagement professionals. 124 00:19:19.749 --> 00:19:22.586 They are amazing staff that said, oh my gosh, there's a need. 125 00:19:22.634 --> 00:19:29.366 We need to make sure that these teams have supervisory leadership and stepped in and did amazing work. 126 00:19:29.528 --> 00:19:30.857 But we didn't have that continuity. 127 00:19:31.194 --> 00:19:31.467 Thank you. 128 00:19:32.077 --> 00:19:36.936 Of someone who kept up with the standards and the practices and does the deep dive. 129 00:19:37.387 --> 00:19:40.525 Generally across the city, only a couple of teams had that continuity. 130 00:19:43.759 --> 00:19:47.455 This highlights a little bit of the org structure that we have. 131 00:19:47.810 --> 00:19:53.941 You'll notice Laura as the interim engagement officer in that core team that has those individual programs. 132 00:19:54.988 --> 00:19:58.161 The infrastructure that is within the bureaus is what is below. 133 00:19:58.289 --> 00:20:07.711 I will say each of those yellow squares tells a little bit different story as to what those staff cover, how many staff there are, what the purview is. 134 00:20:07.967 --> 00:20:18.499 There is significant difference in how these teams are funded, and if they are funded from restricted funds versus general fund, some of that determines the very specific work that they do. 135 00:20:19.525 --> 00:20:31.627 Not covered in here or in the presentation is that many of these teams prior to realignment or over the last few years also had CSA support to help with some of the on-the-ground and administrative work. 136 00:20:32.028 --> 00:20:37.142 We do not have any CSA days anymore in the new realignment and civic life structure. 137 00:20:37.221 --> 00:20:41.934 And so that is a hit to our capacity in doing the work and being out in community. 138 00:20:42.992 --> 00:20:48.171 Also worth noting that not every bureau and not every service area is represented in this system. 139 00:20:49.244 --> 00:20:59.007 Public safety, we do cover Portland Street Response and PBEM, but we do not have anybody in the engagement structure from the other bureaus. 140 00:20:59.519 --> 00:21:05.035 I think it's also worth noting while we work— look at Parks and Rec that have 5 staff and one of the largest teams, yes. 141 00:21:05.500 --> 00:21:16.755 Only 3 of those are permanent positions, that we do have 2 that are set to expire in the next fiscal year or this fiscal year, and only cover the SDC-funded projects. 142 00:21:16.948 --> 00:21:18.939 So it's very specific, the work that they do. 143 00:21:19.035 --> 00:21:27.738 So again, each of these tells a unique story about the needs of the bureau, about the current capacity of the bureau, but also how we do engagement and where engagement fits in. 144 00:21:31.382 --> 00:21:33.512 This graphic shows the core Civic Life team. 145 00:21:33.625 --> 00:21:37.727 So those 9 positions that are in that upper bucket that we had there. 146 00:21:37.790 --> 00:21:40.931 So the different programs that we have are listed here. 147 00:21:41.076 --> 00:21:43.847 Again, all of these are one-person programs. 148 00:21:44.023 --> 00:21:54.261 In engagement, we like to work as a team, but all of these are huge lifts that are done by single staff people and then coming together and supporting each other as best we can. 149 00:21:54.694 --> 00:22:04.343 I'm gonna run through these really quickly, but the partnerships, which is the We Are Better Together program, historically was in human resources and moved over with realignment to civic life. 150 00:22:05.272 --> 00:22:11.220 The immigrant and refugee engagement position—we just finished up welcome week, welcoming week. 151 00:22:11.299 --> 00:22:13.913 So amazing that we have that here in civic life. 152 00:22:14.634 --> 00:22:18.946 The youth engagement is the Multnomah Youth Commission that we have in partnership with Multnomah County. 153 00:22:19.460 --> 00:22:21.544 This is our portion of that program. 154 00:22:22.345 --> 00:22:25.519 The neighborhood program, which we will talk more in depth about when Adams. 155 00:22:25.935 --> 00:22:27.316 Has his section here coming up. 156 00:22:27.957 --> 00:22:35.704 And the Urban Native Engagement, which is a vacant position right now, the position description is currently under review and we hope to be able to launch that recruitment soon. 157 00:22:36.843 --> 00:22:40.035 The other component of the Core Civic Life Group is the citywide functions. 158 00:22:40.451 --> 00:22:42.039 There we have the advisory bodies. 159 00:22:42.153 --> 00:22:47.974 You all have heard a lot about those and the admin rules that are being reviewed and in those final stages. 160 00:22:48.567 --> 00:22:50.781 Different engagement resources and systems. 161 00:22:50.877 --> 00:23:08.458 That's something we have done a relaunch with in the last couple months of of bringing a convening of not just the 30 staff that we're talking about right now, but any of the staff in the city who do engagement-related activities, outreach activities, to be able to share resources and support and systems in that broader group. 162 00:23:09.323 --> 00:23:15.123 We now have the insights survey that came over from the CBO office and opinion research. 163 00:23:15.571 --> 00:23:26.123 We are working on standardizing surveys as we go across the city, maybe not necessarily to always be statistically relevant, but to say, how do we do this? 164 00:23:26.573 --> 00:23:27.731 How do we survey folks? 165 00:23:27.957 --> 00:23:29.775 What are some consistencies that we have? 166 00:23:30.113 --> 00:23:31.448 What are the platforms that we use? 167 00:23:31.497 --> 00:23:36.788 So that is work that Laura is really moving forward and hope to have some more information to share with you soon. 168 00:23:37.306 --> 00:23:40.938 And then an admin support specialist that we are also getting ready to recruit for. 169 00:23:44.630 --> 00:23:50.683 Okay, as far as like what, what all that means, we talked about positions, but on the ground, what is the experience of these roles and what they do. 170 00:23:51.694 --> 00:23:59.642 All of our engagement folks really work and operate to get input to inform decisions that city leadership makes. 171 00:23:59.817 --> 00:24:03.479 Some of that comes to you all when we have policy procedures and questions. 172 00:24:03.590 --> 00:24:10.141 Some goes to bureau leadership or the administration, but we want to hear from Portlanders before we make that decision. 173 00:24:10.574 --> 00:24:18.327 It's been a commitment from the city to activate and hear from folks who historically have not been plugged into the work that we do here at the city. 174 00:24:18.375 --> 00:24:18.489 Thank you. 175 00:24:18.987 --> 00:24:28.028 Many of our staff are well-versed in facilitation, in running and executing events, being able to really get to Portlanders where Portlanders are at. 176 00:24:28.922 --> 00:24:30.757 We're also adept at developing partnerships. 177 00:24:31.422 --> 00:24:48.483 There's a big branch of being able to connect with the different events that are happening in the city, be able to support our community-based organizations, our school districts, different large functions that happen in the city that are maybe not city-specific, but are collaborators in this work that we do. 178 00:24:48.531 --> 00:24:48.644 Thank you. 179 00:24:50.345 --> 00:24:52.721 And then outreach, how we share out programs. 180 00:24:52.914 --> 00:24:57.750 When we talk about engagement and outreach, oftentimes these words are used interchangeably. 181 00:24:57.976 --> 00:25:08.288 There are some important notes that those of us in the business, if you will, do see as a difference, that when we're looking at engagement, we're usually looking at getting input back. 182 00:25:08.914 --> 00:25:14.393 So not just sharing what we're doing, but also being able to elicit that feedback to help inform that decision-making. 183 00:25:14.923 --> 00:25:18.237 And outreach, where we are able to share out here is what we're doing. 184 00:25:18.300 --> 00:25:19.880 Here are the resources that we have. 185 00:25:19.977 --> 00:25:26.825 We want to make you aware of something that's going on, but don't necessarily have that two-way conversation in what we're bringing to the community. 186 00:25:30.397 --> 00:25:30.979 Priorities. 187 00:25:31.042 --> 00:25:42.545 As we have stepped into this structure and been on a learning journey the last couple months of the broader diagram of what this looks like, we have a couple things that we know need to be addressed sooner than later. 188 00:25:43.321 --> 00:25:48.820 Creating shared standards and expectations and structures for engagement across the bureaus and service areas. 189 00:25:49.252 --> 00:26:02.526 This has been a long wishlist thing for those of us who have done engagement in the city for a long time that we maybe don't need to develop our own templates, or do we have a common outreach and engagement strategy platform that we can have? 190 00:26:03.038 --> 00:26:11.550 Part of the dialogue we'd love to have with you all is how can we be more standardized in what comes to you and information that we share to you to be able to make informed decisions? 191 00:26:11.951 --> 00:26:14.580 So I think there's a big opportunity in places where we can make improvements. 192 00:26:14.644 --> 00:26:14.788 Thank you. 193 00:26:14.869 --> 00:26:23.651 Improvement to save capacity, but also to create an expectation from community and from leadership on what engagement looks like and how it's reported out. 194 00:26:24.678 --> 00:26:28.369 We would love to integrate one-person programs into a coordinated engagement system. 195 00:26:29.011 --> 00:26:44.695 It is a passion of mine that we don't leave our staff on islands by themselves, especially when we do engagement, that if there are these one-person teams, that it is come into our fold, you're not by yourself, how can we support you, where can we come together and, and work together so that you are not alone in this work. 196 00:26:44.760 --> 00:26:44.921 Thank you. 197 00:26:48.517 --> 00:26:51.711 Provide clear direction and framework and communication on the vision. 198 00:26:52.306 --> 00:26:57.411 This is feedback that we've gotten from a lot of staff and also from community of what are, what are we doing? 199 00:26:57.523 --> 00:26:59.499 What's happening with realignment? 200 00:26:59.547 --> 00:27:00.365 What is that end goal? 201 00:27:00.478 --> 00:27:01.713 What are we trying to achieve here? 202 00:27:02.243 --> 00:27:08.167 I hope that this is the beginning of some dialogue with you all about what your needs are so we can really paint that future vision. 203 00:27:08.602 --> 00:27:11.282 As we are all new to this work sitting up here at the dais, we're all learning as we go. 204 00:27:11.330 --> 00:27:11.474 Thank you. 205 00:27:12.309 --> 00:27:19.835 This is an opportunity for us to really start fresh and be able to articulate that to bring everybody along for the journey and to collaborate in that work. 206 00:27:21.103 --> 00:27:24.696 I touched on a few of our vacant positions that will help us with capacity. 207 00:27:25.130 --> 00:27:28.403 These are important positions for us to be able to move the work forward. 208 00:27:28.723 --> 00:27:37.902 The Urban Native Engagement Coordinator, having an admin specialist that can help us with the advisory bodies, with the neighborhood program, and the Public Works Engagement Manager. 209 00:27:38.511 --> 00:27:41.143 As you noticed on the chart, there is that vacant position. 210 00:27:41.271 --> 00:27:47.691 So I am housing all of the bureau-wide staff but we will in a long-term goal have 2 of us to share that lift. 211 00:27:48.781 --> 00:27:51.445 Complete the advisory body program improvements. 212 00:27:51.846 --> 00:27:54.607 Again, you all have heard from Civic Life on that component. 213 00:27:54.655 --> 00:27:56.934 It's not something that we're going to do a deep dive into today. 214 00:27:57.704 --> 00:28:07.365 We would like to stabilize the neighborhood program that has been in flux for several years and be able to get us into a better, more comprehensive, cohesive space there. 215 00:28:07.816 --> 00:28:09.644 And develop engagement performance metrics. 216 00:28:10.288 --> 00:28:19.422 We're working with the data office that we realized that through all of the changes, whether it was program cuts or realignment, that there is only one current performance metric. 217 00:28:19.551 --> 00:28:26.856 And so we will work on developing those so that we can have measurable results for the work that we do as an organization and as a bureau. 218 00:28:30.480 --> 00:28:36.825 All of this learning journey has not been without some challenges and some identification of gaps in where we are at as a city. 219 00:28:37.553 --> 00:28:41.935 So we wanted to be straightforward with where those are, that It's not all sunshine. 220 00:28:43.106 --> 00:28:53.179 We do have some notable places where we have pinch points that we don't have any dedicated positions for citywide initiatives or employee engagement. 221 00:28:53.612 --> 00:29:13.816 When I talk about citywide initiatives, that's support of the chief offices, the sustainability officer, comms officer, the engagement officer, any of those we don't have any kind of engagement person for, which Which leaves us in a crunch for when we have outreach needs and engagement needs for the programs that are run out of those spaces. 222 00:29:14.449 --> 00:29:20.164 We also don't have the employee engagement, things like onboarding, employee retention practices. 223 00:29:20.357 --> 00:29:24.144 We've been in conversation with Bureau of Human Resources about what that can look like. 224 00:29:24.289 --> 00:29:35.909 That it was a little bit of a one-two punch that between just staffing reductions and realignment, that a lot of the folks that we had within bureaus that did that work are no longer in positions to be able to do so. 225 00:29:35.959 --> 00:29:36.307 Councilor Smith. 226 00:29:37.702 --> 00:29:42.637 We have no dedicated support staff for City Ops, the admin portfolios, and for several bureaus. 227 00:29:42.829 --> 00:29:45.026 We only have 3 service areas that are covered here. 228 00:29:45.394 --> 00:29:46.644 We do not have all the bureaus. 229 00:29:47.076 --> 00:29:50.040 We are getting tapped by all the bureaus, which is fantastic. 230 00:29:50.184 --> 00:29:58.758 I love it when people come to us, but that means we're having to kind of plan on the fly on how we make sure to take care of everybody in that space. 231 00:29:59.959 --> 00:30:03.788 Engagement staff also hold a significant non-engagement responsibility. 232 00:30:04.445 --> 00:30:07.990 That is what made, I think, engagement realignment so complicated. 233 00:30:08.152 --> 00:30:12.226 I can speak for myself that my previous role was equity and engagement. 234 00:30:12.307 --> 00:30:17.777 And so how do you pull that apart to be able to make a civic life group? 235 00:30:18.162 --> 00:30:41.365 And that has not been without painful points, both for the staff and for bureaus of who takes on that work then if we're pulling someone from engagement and they had maybe equity work or HR work that they were also doing in that So there are very few people in the city that did 100% engagement work when we started to make these moves and continue to look at what the needs are in this space. 236 00:30:42.550 --> 00:30:46.525 We have experienced a lack of flexibility to pivot to special events or citywide needs. 237 00:30:46.877 --> 00:30:53.305 If there is something that we need to mobilize for, we don't have a flex team that can do that. 238 00:30:53.368 --> 00:31:00.436 I would love to see that as maybe an option that we explore together to be able to be responsive and proactive in that space right now. 239 00:31:00.565 --> 00:31:00.788 Councilor Smith. 240 00:31:01.404 --> 00:31:12.125 We've done some of that work living on hopes, dreams, and favors from our colleagues and our staff, which is not a sustainable or resilient way for us to do this and not probably best by community. 241 00:31:12.240 --> 00:31:15.732 So we'd love to have some thought partnership on what that can look like. 242 00:31:17.269 --> 00:31:26.858 As the whole city has experienced funding constraints, that has been exacerbated with realignment of not knowing what budgets we have to use in engagement. 243 00:31:27.593 --> 00:31:33.285 We are a pretty scrappy group and like to do things as inexpensively as possible. 244 00:31:33.670 --> 00:31:41.574 And yet to reach communities, to do right by communities, especially communities that have not been engaged with the city, a lot of it is pay to play. 245 00:31:41.719 --> 00:32:03.987 So going into the new fiscal year where we didn't know if we were going to have access to budget, what that budget was going to be, what IOs to charge, we did have some missed opportunities of long-term partnerships that we could not make commitments but also just a, even in this first quarter of the fiscal year, what do we have to work with and where can we show up where we need to be able to pay for things? 246 00:32:04.163 --> 00:32:09.205 And there was not that certainty when positions moved, but the budgets did not. 247 00:32:10.410 --> 00:32:13.316 That is getting rectified partially in the fall TAO. 248 00:32:13.413 --> 00:32:17.442 So all is not lost, but it is a pinch point in the here and now. 249 00:32:18.198 --> 00:32:20.798 Varying understandings and definitions of engagement and outreach. 250 00:32:20.943 --> 00:32:25.054 I touched on this a little bit before of oftentimes those words are used interchangeably. 251 00:32:25.199 --> 00:32:27.797 We have a lot staff in the city that do outreach. 252 00:32:28.886 --> 00:32:35.443 We have a good amount of staff that do engagement, but where are those lines and who do we bring into realignment? 253 00:32:35.523 --> 00:32:36.566 Who's part of civic life? 254 00:32:36.886 --> 00:32:51.507 And with the overlap in those spaces, how can we continue to support our outreach staff where there is that shared expertise and knowledge that we can have and be able to make a system that supports all the staff that do engagement and outreach? 255 00:32:52.855 --> 00:32:57.717 And then just to call it out, Civic Life reputation, both internally and externally. 256 00:32:58.230 --> 00:33:13.763 We heard loud and clear from staff that were anxious about being part of the engagement realignment because of the reputation that Civic Life has, both in the city with staff of like, ooh, y'all are moving over to Civic Life, but even from community of, are you sure you want to do this? 257 00:33:13.941 --> 00:33:18.803 This is where people go to get laid off or for things to get cut. 258 00:33:18.851 --> 00:33:18.898 Yeah. 259 00:33:19.252 --> 00:33:35.740 So I'm just being blunt here that there was a lot of reputational damage here, and how do we start to rebuild that trust internally and externally with our staff in our cities and take care of our staff and not have it be a perceived punishment to come over to Civic Life? 260 00:33:38.500 --> 00:33:39.440 So we have recommendations. 261 00:33:39.489 --> 00:33:40.996 We're not here just to be doomsday. 262 00:33:41.125 --> 00:33:42.357 We'll turn it around a little bit. 263 00:33:42.423 --> 00:33:44.433 We have some ideas on where we can get to a better place. 264 00:33:45.756 --> 00:33:59.868 Establish a 5-year stability plan in collaboration with the bureaus, with service area leadership, with you all, with the city administrator, that we can start to change that trajectory where we've had about 5 years of decline, that we can get to a place where we're better off. 265 00:34:00.190 --> 00:34:12.648 I think keeping in mind of what the fiscal state of the city is right now, we're not looking to wave a wand and have everything be better in a year, but I do think we can come up with a intentional plan of what the future looks like. 266 00:34:13.516 --> 00:34:25.376 We would love to have recommended staffing and funding adjustments for next fiscal year to make sure that we do have the resources that we need to do the work to come by community and also get what you all need for your decision-making. 267 00:34:26.195 --> 00:34:47.617 And develop a structure and funding model that provides that flexibility that I talked about earlier, that when we do have one-off projects that maybe don't necessitate a bureau having an engagement team, but they do have something that comes up, that we're able to pivot to that demand, or if we have just something big in the city that happens to need our attention, that we have the flexibility and ability to be able to do that. 268 00:34:50.036 --> 00:34:54.079 And with that, I'm going to pass it over to my colleague Adam to speak more about the neighborhood program. 269 00:34:54.724 --> 00:34:55.335 Thank you, Harmony. 270 00:34:55.914 --> 00:34:57.751 Yeah, for the record, my name is Adam Lyons. 271 00:34:58.025 --> 00:35:01.855 I use he/him pronouns, and I'm the city's interim district and neighborhood liaison. 272 00:35:02.998 --> 00:35:06.264 In a previous role, I was also the director of Northeast Coalition of Neighborhoods. 273 00:35:06.313 --> 00:35:09.851 So I've also— I've had the experience of being in the community side as well. 274 00:35:11.112 --> 00:35:16.737 The Neighborhood Program is Portland's longest-standing public involvement infrastructure connecting Portlanders with their city. 275 00:35:17.498 --> 00:35:22.726 Today I want to give you a clear picture of how that system works, where it's had challenges, and what we're doing to stabilize it. 276 00:35:23.842 --> 00:35:27.842 We also have recommendations on how it can evolve under Portland's new form of government. 277 00:35:29.239 --> 00:35:29.672 Next slide. 278 00:35:31.552 --> 00:35:34.501 I want to thank Laura for her walkthrough of the program's history. 279 00:35:34.922 --> 00:35:36.934 Even over the past few years, there's been a lot of change. 280 00:35:36.983 --> 00:35:37.793 We've combined 7 districts into 4. 281 00:35:37.842 --> 00:35:47.099 We've At its core, the neighborhood program is about partnership. 282 00:35:47.849 --> 00:35:54.920 Portland has 94 recognized neighborhood associations supported through 4 district coalition offices aligned with the city's new boundaries. 283 00:35:55.329 --> 00:36:04.849 Those associations are open to anyone in the community and utilize hundreds, if not thousands, of volunteers to run meetings, events, social media, and other activities. 284 00:36:05.929 --> 00:36:10.050 District coalitions are all now nonprofits with paid staff to support neighborhoods and lead district-wide programming. 285 00:36:10.050 --> 00:36:10.090 Thank you. 286 00:36:10.090 --> 00:36:28.199 We've also expanded the number of Next slide, Laura. 287 00:36:28.199 --> 00:36:29.760 Thank you. 288 00:36:29.760 --> 00:36:32.900 This slide represents how the responsibilities are currently divided. 289 00:36:33.079 --> 00:36:37.440 On the city side, Civic Life funds and manages the coalition grants and scopes of work. 290 00:36:37.440 --> 00:36:40.880 We provide bureau-specific notices and communications to neighborhoods. 291 00:36:41.628 --> 00:36:46.045 We maintain a community contact database and oversee and support the whole system. 292 00:36:47.250 --> 00:36:58.268 Our district coalition partners then translate that infrastructure into direct support for neighborhoods, including insurance, fiscal sponsorship, small grants, communication support, and other types of technical assistance. 293 00:36:59.619 --> 00:37:03.458 District coalitions' work extends beyond just neighborhoods. 294 00:37:03.570 --> 00:37:09.108 Combined, their offices support hundreds of other small community-based nonprofits. 295 00:37:09.820 --> 00:37:13.637 So the value of this model is that the city doesn't have to build every connection itself. 296 00:37:13.847 --> 00:37:17.471 We invest in infrastructure that already exists in the community. 297 00:37:19.150 --> 00:37:21.476 I want to also note that I meet with the districts every Monday. 298 00:37:21.704 --> 00:37:24.878 I've been to board meetings and met with neighborhood leaders over the last few months. 299 00:37:25.730 --> 00:37:34.916 I've been really heartened to hear a strong desire to reengage the city and resume information flow between bureaus and our hyper-local volunteers and district staff. 300 00:37:36.389 --> 00:37:36.923 Current state—. 301 00:37:37.264 --> 00:37:38.413 Next slide, please, Laura. 302 00:37:40.338 --> 00:37:43.260 I also want to be transparent about where the neighborhood program stands today. 303 00:37:44.048 --> 00:37:49.989 Until this fiscal year, there were 5 staff for this office, and now it's down to a single funded coordinator position. 304 00:37:51.275 --> 00:38:00.005 While we are still doing a staffing analysis, I can tell you my personal experience in the last 3 months— one staff is going to struggle to meet the needs of the community and the city. 305 00:38:00.054 --> 00:38:00.215 Thank you. 306 00:38:03.056 --> 00:38:11.277 Over the last several years, city leadership turnover, limited administrative capacity, and inconsistent contracting have created instability within the neighborhood system. 307 00:38:12.110 --> 00:38:20.490 That instability has had real operational consequences for our partners, including delays in contracting, reimbursements, and communication. 308 00:38:21.148 --> 00:38:25.458 And when these processes have become inconsistent, the relationships are affected too. 309 00:38:26.195 --> 00:38:33.875 We've heard a lot of frustration from coalition and neighborhood leaders, and rebuilding trust is going to be a big part of the, the work moving forward. 310 00:38:34.788 --> 00:38:37.032 But I want to emphasize something equally important. 311 00:38:37.273 --> 00:38:38.427 We know what our problems are. 312 00:38:39.019 --> 00:38:43.092 Our focus is moving from identifying the problems to systematically addressing them. 313 00:38:43.925 --> 00:38:49.775 We are working to stabilize backend structures, improve external communication, and rebuild community relationships. 314 00:38:51.043 --> 00:38:58.067 And on a positive note, despite all these challenges, there's still significant interest and goodwill in partnering with the city and Civic Life on this. 315 00:38:58.858 --> 00:39:05.375 Our goal isn't to just return the program to where it was, it's to build the structure necessary to operate at a high level going forward. 316 00:39:06.672 --> 00:39:06.960 Next slide. 317 00:39:09.387 --> 00:39:14.514 With a little shorter priorities and action plan, um, our immediate work is centered around 3 priorities. 318 00:39:14.690 --> 00:39:16.929 First is contract and reimbursement stability. 319 00:39:17.835 --> 00:39:21.617 Our partners need predictable contracts, clear expectations, and timely payment. 320 00:39:22.054 --> 00:39:27.284 We are looking at how long-term contracting could provide greater stability and reduce reduce administrative disruption. 321 00:39:28.056 --> 00:39:29.693 Second, information flow. 322 00:39:29.791 --> 00:39:36.681 We need clearer and more consistent communication between civic life, city bureaus, and our coalition and neighborhood partners. 323 00:39:37.981 --> 00:39:44.471 The third is rebuilding community trust, and that requires responsiveness, transparency, and regular friendly engagement. 324 00:39:45.371 --> 00:39:48.518 These priorities may sound operational, but they are really foundational. 325 00:39:48.679 --> 00:39:54.317 Before we can redesign or expand, we need to make sure we have the basic systems in place to be successful. 326 00:39:56.425 --> 00:39:56.876 Next slide. 327 00:39:58.536 --> 00:40:07.018 Our first recommendation is to modernize the neighborhood program so that it operates as part of a broader, more coordinated engagement ecosystem. 328 00:40:07.934 --> 00:40:13.965 Neighborhood associations remain an important pathway for civic participation, but they're not the only way we do engagement. 329 00:40:14.916 --> 00:40:19.820 Portland needs— also engages residents through cultural and community-based organizations. 330 00:40:20.079 --> 00:40:23.304 There's bureau-specific engagement programs and many other networks. 331 00:40:24.451 --> 00:40:28.382 The opportunity and our goal is not to have those systems compete with one another. 332 00:40:28.753 --> 00:40:29.853 It's to connect them better. 333 00:40:30.860 --> 00:40:42.778 That means ensuring we have appropriate staffing and financial stability for trainings and resources that help broaden and deepen diversity and participation, and also coordinating neighborhood engagement with Civic Life's whole body of work. 334 00:40:45.000 --> 00:40:48.172 Modernizing isn't just— isn't abandoning the neighborhood system. 335 00:40:48.251 --> 00:40:51.958 It's about making it stronger, more connected, and integrated with our new form of government. 336 00:40:53.201 --> 00:40:53.650 Next slide. 337 00:40:55.771 --> 00:40:56.639 The ONI standards. 338 00:40:57.492 --> 00:41:00.577 Our recommendation is an update to the ONI standards. 339 00:41:01.980 --> 00:41:04.438 Stabilizing today's operation is only one part of the work. 340 00:41:04.599 --> 00:41:07.510 We also have to modernize the framework governing the system. 341 00:41:08.896 --> 00:41:12.846 As Laura indicated earlier, the ONI standards were adopted in 2005. 342 00:41:12.976 --> 00:41:17.378 Our government, our communities, and engagement landscape has changed significantly since then. 343 00:41:17.943 --> 00:41:22.485 A recommendation is to restart this work through a community-driven process in 2027. 344 00:41:23.320 --> 00:41:27.768 The city's responsibility would be to establish clear goals and guardrails for the process. 345 00:41:28.538 --> 00:41:32.440 Community then would help shape the desired outcomes and how they can be achieved. 346 00:41:33.418 --> 00:41:37.255 Ultimately, a proposal would return to the city for public testimony and consideration. 347 00:41:38.331 --> 00:41:52.940 The objective of this process is to create clear contemporary expectations around accountability, transparency, and As I said before, this program is at a similar inflection point. 348 00:41:52.940 --> 00:41:59.710 We've been candid about the challenges because rebuilding trust requires transparency, but we also see tremendous opportunity. 349 00:42:00.019 --> 00:42:01.679 There is renewed interest from our partners. 350 00:42:02.619 --> 00:42:05.349 There's a new district-based government structure. 351 00:42:05.659 --> 00:42:10.780 There's an opportunity to clarify how neighborhoods, coalitions, civic life, and council offices work together. 352 00:42:10.780 --> 00:42:18.307 And there's an opportunity to build a new relationship with the city's Our immediate responsibility is to stabilize the system, strengthen administration, and rebuild trust. 353 00:42:18.483 --> 00:42:23.141 Our longer-term responsibility is to create a clear vision for what this program can become. 354 00:42:23.590 --> 00:42:25.211 We don't need to recreate it from scratch. 355 00:42:25.612 --> 00:42:31.248 We need to take what's endured, address what hasn't worked, and build the infrastructure for the next chapter. 356 00:42:31.954 --> 00:42:35.664 We look forward to doing that work with our community partners and with our City Council. 357 00:42:35.711 --> 00:42:35.905 Thank you. 358 00:42:36.289 --> 00:42:36.514 Thank you. 359 00:42:36.675 --> 00:42:39.630 Thank you, Adam and Harmony. 360 00:42:40.128 --> 00:42:45.458 Now we will turn to the 3 policy questions that we laid out for discussion today. 361 00:42:45.860 --> 00:42:52.715 I'll give a quick preview of those, and then I believe we'll move into any clarifying or factual questions. 362 00:42:53.550 --> 00:42:55.219 First, big picture. 363 00:42:55.621 --> 00:43:08.177 We're really interested in knowing from all of you what principles you believe should guide the rebuild and integration of our engagement system for the city to ensure that it is responsive, coordinated, and inclusive. 364 00:43:09.605 --> 00:43:14.402 Second, we're hoping to talk about decision-making input that comes to you. 365 00:43:15.043 --> 00:43:23.291 How should community input inform council decision-making, and how can we design an engagement system that reliably meets those expectations? 366 00:43:24.364 --> 00:43:34.800 And third, focusing more specifically on the neighborhood program, let's take the moment after this 18, 20 months we've had in our new form of government to talk about. 367 00:43:35.268 --> 00:43:42.842 How can we make the most of the transition to district-based council seats, fostering connections between neighborhoods and elected leaders? 368 00:43:43.938 --> 00:43:48.873 I'll leave it there, and I believe Councilor Koyama Lane will facilitate, uh, the next section. 369 00:43:51.036 --> 00:43:51.987 Thank you very much. 370 00:43:52.824 --> 00:44:05.688 So at this point, do any colleagues have clarifying questions before we take a short break and then come back to discuss each of Councilor Kanal. 371 00:44:07.648 --> 00:44:08.003 Thanks. 372 00:44:08.699 --> 00:44:10.077 Thanks, everybody, for the presentation. 373 00:44:10.190 --> 00:44:10.871 A lot of thoughts. 374 00:44:10.918 --> 00:44:12.134 I'll get to those when we get to this part. 375 00:44:12.199 --> 00:44:13.947 But I wanted to clarify 2 things. 376 00:44:14.809 --> 00:44:21.985 One, Adam, you said our goal isn't to just return the program to where it was, it's to build the structure necessary to operate at a high level going forward. 377 00:44:23.030 --> 00:44:27.894 And the word just there implies that it is also in part to return the program to where it was. 378 00:44:28.393 --> 00:44:29.668 And my question is, where it was when? 379 00:44:31.469 --> 00:44:35.134 How far back in time are we trying to, to use as a metric point? 380 00:44:35.615 --> 00:44:54.327 I think the, the metric point would be probably before charter reform and after, and how— I mean, I really see in this process of discovering and looking at this system again after having been gone that, that, that is a significant advance in the way that we do participatory government. 381 00:44:55.487 --> 00:45:06.152 And figuring out how to marry the neighborhood program with that new form of government, I think, is a really interesting and compelling question, but it's going to take a lot of work. 382 00:45:06.327 --> 00:45:12.742 So that's the— I think that's the demarcation that I see when I look at this evolution, if that makes sense. 383 00:45:13.543 --> 00:45:14.025 Yeah, thanks. 384 00:45:14.746 --> 00:45:21.065 The other question, Harmony, you said that public safety only had 2 people and that it covered PSR and PBAM. 385 00:45:21.706 --> 00:45:28.027 My question is, what is the situation with BOEC Fire, community safety programs, and police? 386 00:45:29.181 --> 00:45:29.951 That's a good question. 387 00:45:30.063 --> 00:45:44.306 I'm going to tell you all what I have told the staff, that with all of us being new as of the end of May, these moves in the allocation of where people were coming from and who was part of engagement realignment came before our time. 388 00:45:44.965 --> 00:45:49.199 And we have gone on as much of a hunt as we could for the whys. 389 00:45:49.856 --> 00:45:51.603 And don't have most of them. 390 00:45:51.811 --> 00:46:01.186 So I don't have an answer as to like why those decisions were made or who was moved and what thought and dialogue went into that. 391 00:46:01.266 --> 00:46:05.641 So I don't know, but it is a gap. 392 00:46:05.737 --> 00:46:17.083 Like clearly there are some large bureaus and buckets of work in the city that don't have representation and that I will work with Public Safety to see what needs to happen. 393 00:46:17.197 --> 00:46:23.389 But we do welcome their staff that do engagement work into Being at our monthly meetings, participating with us. 394 00:46:23.518 --> 00:46:35.532 Like, we do want to have that there, but I— we unfortunately just have to kind of make peace with there are some things that we will not have known because the people who made those decisions are no longer in the roles that put that into action. 395 00:46:36.641 --> 00:46:37.733 Okay, that makes sense. 396 00:46:37.829 --> 00:46:43.724 I think it would be helpful to get an idea of what that means for the future. 397 00:46:43.788 --> 00:46:46.068 Is the intent to keep it in the bureaus forever? 398 00:46:46.871 --> 00:46:49.572 Or is the intent that that's just a second phase of the work? 399 00:46:50.590 --> 00:46:53.534 And I understand you won't be able to answer that on the spot. 400 00:46:53.599 --> 00:46:53.695 Yeah. 401 00:46:53.907 --> 00:47:00.811