[Speaker A]: Thank you for coming today, thank you Eastfield for hosting this fabulous symposium. I came last year and was knocked out by all the speakers they had that had so much great information, so I got brave and signed up this year. So what I hope to do is share some lessons learned, I don't have answers, it's things that we're working on as we develop our climate plan. So a little bit of background on how we got here, some of the primary impacts of climate in Dallas, a little bit of status on where we are on our climate planning effort, and probably the big theme of this presentation is on the role of equity inclusion in our climate planning, and actually across the board on our planning in the city of Dallas right now. So most of you guys already know this, we're one of the fastest growing cities, we're generally mostly white collar, there's some industry but it's only about 8% overall of our business, heavy into technology and financial services right now, we're on all kinds of top ten lists, which we're proud of I guess, we we are a member of the Climate Mayors, we are one of 434 mayors across the United States that have signed onto meeting the goals of the Paris Climate Accord. Our current mayor has re-upped that, Mayor Rawlings signed back in 2017, Mayor Johnson, three days into the office, attended their meeting in Hawaii, presented, he's working with maybe Mayor Turner from Houston on the transportation committee of that group. So we have been coordinating on almost a monthly basis with other mayors across the country that are also doing climate planning. So why are we looking at equity in Dallas? If you go to the first floor lobby in City Hall, there is a giant traveling exhibition on the history of redlining, and particularly the history of redlining in Dallas. We have a current council and city manager focus on both social and environmental justice around in particular that issue. This was in a September article about our exceptional segregation that unfortunately holds true to today. So we need to focus on equity for a multitude of reasons. One of the big ones is this comes out of the National Climate Assessment, the fourth edition that was put out in November 2018. All of the data across the world actually shows that unfortunately, the communities that are most impacted by by climate change are those that have the least wherewithal to deal with it, so communities of color, elders, children, lower income communities and combinations thereof. This is a little bit hard to read but it's a really interesting and I think important slide. So it tracks from root causes, segregation, poverty, income inequality, to social factors, the ability to afford basic necessities, access to green space, access to affordable healthcare, social factors, biological factors, age, chronic acute illnesses, mental and physical disabilities and overall health status. What that leads to an increased sensitivity to climate change, so the more you know the more things here that apply to you, the more sensitivity you're gonna have to climate change. So we have right now a citywide focus on equity, we have what they call a council manager government where we have a city council that forms policy, we have a city manager who is the point person on a day to day basis for getting stuff done, we've got over 30 departments, we have a new office this year, an office of equity and inclusion, they have provided citywide equity training. When they say equity, it's primarily focused on racial equity. To some degree social equity, but the big focus in Dallas, because of the history of redlining, is on racial equity, and we are one of those. We're the – we got combined, four different offices, a year ago. We have a director, I'm actually the assistant director, and four primary service areas, EMS and compliance, we help our other city departments towards EMS is an environmental management system, we are certified under the International Standards Organization, 14001 certification, we have I believe 22 departments that are certified under that which means we do both internal and external audits of our operations to kinda verify that we are being compliant, we are being environmentally friendly. Conservation and out – management and outreach is relatively new, air and soil management and stormwater management, and so you can see that we've got basically all environmental media, we've got the outreach, outreaching on all environmental media, and the EMS and compliance is really kind of an in reach function where we work with other city departments, keep them up to speed on the regulations, keep them up to speed on compliance. So as I said, we mish-mashed a bunch of groups together, the top line are the ones that were legacy in the office of environmental equality that was formed back in 2004, last October we merged the spill response and stormwater groups together, we added sustainability and community engagement to cover those outreach and in reach efforts, we added water conservation from our Dallas water utilities and we added the zero waste program from our sanitation group. So this is just a quick synopsis of what all we did in 2018, we're in the process of pulling similar data together for 2019. During the period of 2018 we added three new services. We, in January, were asked to do a comprehensive environmental and climate – climate action plan, affectionately known as CECAP for short. We were also given a fabulous man and told to start an urban agriculture program, which is great, because food access and actually local food supply is a big deal in this part of the country, and then just two months ago we had an external non-governmental organization, the Texas Trees Foundation came to us and said, you know, y'all have this urban heat island effect, we have some funding to help you pull together an urban forest master plan. Can y'all put some skin in the game and give us some people at the city and the different affected departments to work with? And so we now have an urban forest management program as well. People are still in a bunch of different departments, but so we're kind of excited about that, it makes us a more full service department. So primary focus on this talk is gonna be kind of our equity relative to outreach and engagement. As I said, we added four new services, each one of those services that we added last year had their own independent outreach group and they were so proud of the work they did, and we had to somehow merge the cultures from those other former departments and merge the messages, and so I spoke with the guy that was heading up our outreach group at the time, I said guys, we need an outreach plan. We can't be cross-messaging, we have great messages but we can't cross-message, and we've got some new stuff that we really need some help with. So he said yeah, great, yeah, so he came back about a month later and he's a very – he's now at the zoo in San Antonio, he's very studious, he is very conscientious, and so when I told him I needed an outreach plan, he immediately went and researched outreach plans and engagement plans and how do you best engage, and so we started looking at best practices towards public engagement and it's conversations, debates, that sort of thing. So some of the things he found is that if we're doing our job there's more public trust, confidence, we have better informed and better engaged residents, when we have a meeting, people actually come, and we have I think better and better conversations, better level of effort between the city and the neighborhoods that they serve. So he developed an outreach and engagement guidance tool for us that was fabulous, and the reason I say it's fabulous is we ended up being ahead of our equity office. I love being ahead of the 4th floor. So we started looking at you know, what are the strategic considerations? Why are you talking to these people? Do you – you know, what do we do we know the focus area, do we need to bring in partners to help, what is the level of the – what's the audience, who are we talking to, what is their level of understanding? Are we talking to Ph.D's, are we talking to high school kids, some place in between? So and what questions should we anticipate? What are we trying to achieve? If we're going out to the community and we do all the talking, then we don't really hear what the community has to say. And then the other thing is, how will our decisions affect the community? And so he developed a very fancy spreadsheet to go through for every single one of our engagements as the purpose of this. So in the level of engagement, what are we what are we promising? Inform, are we just letting people know what we're up to, are we consulting, are we asking questions, are we taking good notes, are we trying to figure out if there are some similarities or differences in how the different neighborhoods across the city are responding to the same question? And so that's pretty important. The other is, how are we involving the neighbors in what we do? Are there opportunities for not just telling us what they want, for them to take part in? And then the other is, how do we share in decision making? And this one's maybe a little bit challenging in a city setting mainly because as a staff member, I don't make decisions. I can provide suggestions to both the 4th floor and the 5th floor; at the end of the day, it is council and the mayor that set that policy, and I can provide information to to help them with those decisions. Likewise, I fully understand that my community's gonna be on the 4th and 5th floor too, and so I gain trust if I can convey what they're saying to those folks before they hear it from the neighbors. They'll say yeah, the department mentioned you were concerned about that. The other is, what where all are we going, and then how do we close the engagement loop? After we've spoken with folks, after we've listened with folks, how do we let them know that they've been heard? How do we feed back, we heard XYZ, we're moving on recommendations on X and Y, Z we can't do yet 'cause we don't have funding. So how do we close this loop? And then finally, kinda who's affected and how. So we also developed some I guess matrices on the inform, consult, involve, collaborate and empower. Again, this empower is challenging in a city realm, that's a that's a council function. Do they put it out for a vote? And then we'll implement what you decide, so this is, here's the inputs, here's how we feed back, and this is pretty consistent with national best practices. So one of the things that we look at when we started planning our engagement using an equity lens, and even our city manager's office, I will say, had some differences between equality and equity. Equality is giving everybody the same thing, it's kind of like when you've got siblings fighting, you each give them the same thing, where equity is you give them what they need to to meet the needs that they've got at that particular time and location. I will say our 2017 bond program, we did equivalent little dollars per council district, regardless of need, and I know that there were some council members in our north Dallas that said, I don't need drainage, I need sidewalks, or I need alleys or I need paving, but but they were held to this. So it's kind of interesting that we've come around now to truly looking at equity and what do the different areas really need. So one of the things that we looked at are what are barriers to engagement? And we held two series of six public meetings each for climate plan, we very strategically put them in neighborhoods where we knew there should be a voice into the plan. The first meeting I think had two neighbors and a whole bunch of consultants and city staff, which was very disheartening, and so we went back and refigured, called some of the folks in the neighborhood for the next meeting. But then the other thing we noticed is there was something that I call the ICE effect, which is there are some communities that don't wanna go to government sponsored meetings because they never know who else might be there, even though they may have very strong concerns. So we revamped so that we were doing online meetings that were recorded, so someone can go back and do it at their time, we did meeting in a box where anybody could download the meeting and hold it in a safe place, in their neighborhood, at their church, wherever. The other thing we found out is we do have neighbors that have an elderly population. They physically couldn't get to our public meetings, and so we offer drives. So it's like, call by 5:00 and we'll get you there. I think we had one lady that took us up on that. So and then the other thing is, we got, on the first round, some 3,200 plus responses, that was my summer read, and that is another concern. Some people think that the city is going through an exercise to check the box, they did it, and are you really going to use what the community tells you towards the ultimate solution? And the answer is yes, because we did not go in with a preconceived plan, we still don't have a plan, we're pulling it together from a combination of the two public outreach efforts we did, actually we made our consultant look at some 20 plans and 400 actions that we're already doing towards climate change, and we're benchmarking a little bit against other cities. Doesn't mean we're copying somebody's plan, 'cause there's some that we looked at and were like no, we're not gonna do that, that's not gonna fly in Dallas, for political or other reasons. So we are doing that. The other thing that we have done is we did more online engagement, there is a fabulous tool to use for meetings, which unfortunately I didn't incorporate it, it's Poll EV and it is software that you can download and then you can access a poll by phone and you can get real time feedback. In several of the meetings we did, we did that at the beginning of the meeting to figure out where people were hearing about the meetings. 90% was from online, and that was echoed with the survey response too that showed the same thing. So we beefed up our online presence, we did translate all of our material, we had it done professionally. I will tell you that we have since had some feedback from a guy from Peru that it wasn't proper Spanish, and a guy from west Dallas that also told us it wasn't proper Spanish, but for two different concerns. So it's one of those go figure –
[Speaker A]: Poll, P O L L, and then EV, like everywhere. Yeah, it's very very fun. When somebody goes oh, we're gonna do a poll, I'm like oh boy, get out my phone, and we know that we're not reaching the same audience on the same channels, and that's pretty much by design. We know that most of our younger respondents are doing the online, they're doing it on their phone, they did – that's primarily that. In some of our neighborhoods, some of the churches we went to, they wanted paper 'cause they just couldn't deal with the computer thing, and that's okay. We input it for them and I think it was pretty helpful. So then we get into equity and the climate planning process. As you know, in in Dallas we've had a couple recent examples of why we're worried about climate in this part of the country. We are getting more virulent swings between drought and flood, we we do have air quality challenges. I just put solar on my house, so I don't have increased energy costs, but not everyone can do that, and so those that are not are seeing higher bills, and so if we look at an area that is in energy poverty, increasing those bills even more so is problematic. We also have potential for disaster displacement. One of the other things that we got a real good lesson on on that October tornado is, we have a very well developed all hazards plan that was done in accordance with the Emergency Management Institute and FEMA and blah blah blah and it stretches in three ring binders across the bottom of a wall about like that. So the closest community center for shelter was Walnut Hill, that literally got blown out. So then they needed – the the next one is Bachman rec center, which is really lovely, but it's in a flood plain and has two walls of glass and there were more tornadoes coming. Unfortunately that was the closest one, and even then, the week before, our parks director had retired and they couldn't find the manager of that facility so they ended up waking him up at like 2:00 in the morning to go get it open. So so we learned that we have some opportunities for resiliency or enhancing resiliency in our own disaster planning. So here's one place that we get a lot of feedback from a lot of places that we need to make an economic argument for climate change, it's not just about trees, and so we used some of the data that my friends at the Weather Service provide. Dallas, this is for 1980 through 2018, at that point Dallas was leading – or not Dallas, but Texas was leading in the country in 94 different billion dollar plus incidents. We lead in every single one of the categories that NOAA counts, including freeze because we have our ice events. Additionally, they've done some trending. So you can see that back in 1980, yeah, we had some storms, not too many, not too horrible. Here's where we are now, in particular the last three years, we've had between $300 and $400 billion in weather related disasters. The preliminary estimates on the Dallas tornadoes are $2 billion plus, so it's another one, and I suspect between our June system and – which was straight line winds – and our October storm, and we did have a few floods in between, that it's gonna be another pretty pretty significant year on this chart. So we're spending – I originally had done a very simple average of $2.5 billion a year for the country, it's not that. Right now it's between $300 and $400 billion a year, and since we're leading the country, a big chunk of that's gonna be right here. So that's where we're saying we need to be spending some money towards prevention and towards basically future proofing our community a little bit. So as I said, Mayor Johnson came on board, he gave this to us two weeks ago, he said I want to send this everywhere, put it on your website, he has since written C40 which is an international organization of cities that do climate planning together and have access to funding to help with it and he's trying to get us into that organization which I wholeheartedly support 'cause I think it would be helpful. You will notice, he's pushing common sense, data driven solutions, so the plan that we're doing is not gonna – and everybody, including our council committee, has said, don't give us a pretty plan that sits on the shelf, give us a plan with metrics and give us a way for us to be able to see how you're doing towards meeting those metrics. So back in January we had a climate change resolution, there again, effective and equitable plan. They also at the time supported a federal solution which is a carbon cap in trade – or cap fee – carbon fee dividend, fee and dividend, there we go. And then this is the C40 piece that we're working on right now. So the the basis for everything we're doing in this climate plan is that equity piece. It doesn't do any good to add a bunch of trees in an area that's maybe doesn't need them. So one of the other things that we're looking at is disproportionate impacts. The darker red, the higher percent of poverty, and Jacqueline Patterson, who's with the NAACP environmental climate justice program, changes all or affects all, but not all people are affected equally. And that's consistent with the information from the National Climate Assessment. So this is – my X got a little screwy here, but this is also really interesting. This is development patterns in Dallas by race, and there's a pretty clear X, and so that first article about our segregation is pretty holds pretty true. The other thing we're looking at is the first one, this is that poverty map. This one is commute and this is a commute of less than 30 minutes to your job, and so we've got obviously the transportation sector in our climate plan has some significant places where we can and should be looking to provide an equitable solution, and then last but not least – and this echoes that last map – we've got a fairly well consolidated African American community. I I like the previous map better because it also shows the the other areas of Dallas where we've got basically disaggregated racial impact potentially. So building relationships, building trust is the key. If you can't get people to come tell you what they really think, what they really really think, you're not gonna get very far. I love this photo, this is at a park that the Trust for Public Land is planning near South Oak Cliff high school. In working with the Trust for Public Land, I kept saying Molly, how are you getting 200 people at your events? She goes oh, well I go to PTA, I go to church, I go for Oak Cliff and stay there, and so when she holds an event, 200 or 300 people show up, it's fabulous. We're working towards that, we have shifted our outreach hours so that they are working Saturdays for that very purpose, so that we can start attending the local meetings, get to know folks. For our CCAP, what we did is we had some folks from Joppee, we had some folks with the Dallas Sierra Club, the Environmental Justice Network, that were calling us pretty regularly, and so we said okay, who all would you say needs to be on our stakeholder list? And then we spoke with – even though they're in Arlington, we spoke with UTA, we actually spoke with Georgeann Moss and Laurie De La Cruz here at the community college as well and said, who all do you think we need to have on our committee? And then we spoke with EarthX because Trammell Crow is, while he's a very green person, he's also very well tied in politically with our business community, and we took those three lists and as I said, we've been talking with the other cities around Texas to kind of find out how they're doing, what do they do right, what do they do wrong, what would they do differently? And San Antonio just recently put their climate plan out, they had seven different committees in seven different focus areas in English and Spanish. So three guesses what advice they gave us. Don't do too many meetings, and the other thing is, make sure that you have everybody in the room at the same time. The other advice we got from Austin was, when we had 250 people on our stakeholders committee, our meetings were all day long and awful. Don't have too many people. And so we had to kinda hone it down from the 250 to 300 people that would be fabulous to have at the table, down to a smaller subset, and we talked to them and said hey, can you just make sure that your people that you coordinate with are informed and know what's going on with the plan? And they were like yeah, we can do that, and we said we won't meeting you to death, we've got – if you can give us four or five good meetings, we're good. And so that's what we did, our stakeholder committee has folks – I don't know if we have the slide on that or not, no we don't – we've got environmental advocates, we have social and racial justice advocates, we have folks from both the hospital districts and academia, we've got business. Yes, we have people from airlines, yes, we have people from an oil company that is in downtown Dallas on our committee. They are a stakeholder in what we do, they also have the full ability to blow us out of the water if they're not at that table, and so I'm I'm saying this because we've gotten some flack by having business people, and it's like no, they need to hear what you're saying. So, so we've got a pretty good group. Our approach has been – and that's why we had the two different – so our approach has been to go from understanding the challenges and current actions, that was kind of our first round, defining the vision for the future came out of the feedback, those 3,300 some odd comments. That's how we got the vision, we coalesced and said okay, what common things are people telling us? We're in the process right now, we have a survey that ended yesterday, on defining community based solutions. That's why I tell you – I will tell you, we don't have a plan. We're waiting to see what the community tells us. We did get some feedback that we needed to hold it open another week, we did that, but we also have to get it to council before April, so. So we did that, and then once we have the community based solutions, then we'll be working to develop a pathway towards implementation, and you will see that we've got – this should probably be extended clear over here – we do have – and I'm very excited by it – Mayor Johnson took three months to do his committees, but he's given us our own committee. So we have our own committee, they will be in the lead on here. In my opinion, it's a great committee, they've got someone from west Dallas, they've got representation of south Dallas, they've got representation of the what I would call the fiscally contingent group that don't like us spending tax dollars on anything other than police and fire. So it – and we've had some good conversations with them thus far, so I feel confident that it will be a balanced approach, that they're not gonna let us get too crazy either way. The other thing that is really good is that we meet with them once a month – yeah.
[Speaker C]: Are these stakeholders, or the representative from each group, are they self selected or –
[Speaker A]: No, they were nominated, they were nominated by – again, the lady from UTA that we worked with formerly did sustainability in our department at the city, and so we knew that she knew our kind of how we did that and she was also – she's very well tied in academically with other folks that are working in sustainability and and so they were nominated and we we took kind of a group of people and we we met with those three people, we met with also Rita Beving, who's active in Public Citizen, nominated a bunch – in fact she was pretty active on nominating folks in the worlds of housing, advocacy, both environmental and social, some some of that world. So it was kind of a by committee, and then some of them really didn't want to do it and that's okay.
[Speaker D]: So I'm wondering, you talked about folks who don't want to spend on anything but police and fire. How do you pull them in –
[Speaker A]: Well it gets it gets into the – well I actually have another slide that's really scary that I didn't show you, because it's Ph.D level economics. The Federal Reserve Bank just put out a study, a white paper, on impacts of climate change on the gross domestic product, and they're estimating best case, everybody gets on board with Paris, about a 2% drop in GDP by 2100. Under worst case, it's 14.5% drop, so there are potential economic – and and I am not a Ph.D economist, I mean it had all the sigmas and the partial differentials, they did it right. So I have that too, so we give them that, we give them what we're spending right now. Every time we get a storm like we just had, we're like, what do you know, that climate change thing, what do you know. So we make that argument. The other thing that we make is – I forgot where I was going with this – basically there is an economic argument in and of itself. The other thing is, and it gets into the equity and inclusion and engagement elements, current community philosophy is, the more time a city spends in a neighborhood making people happy so they're not annoyed 'cause they can't get to their job and they're not annoyed 'cause they can't get reasonable food and they're not worried because their kid has asthma and they can't get them to a clinic, the more that we can take care of those minor annoyances, the less time and less I guess the less people that are in that situation, are totally irritated with the government for putting them in that situation, and so to some degree it's community policing. Kind of a novel thought, take care of the community, maybe you don't need as many police. So so that's that's kind of the argument, and I think if you would talk to the police and fire chiefs they would probably agree. We now have some some groups within police and fire that are led by psychologists and it's because they want – when it is a call where it's apparent that there are mental health challenges or issues and it's beyond straight crime, they they try to address that root cause, and so cities more and more are focusing on equity and inclusion and engagement because of that. We can't – we spend 60% of our budget on police and fire right now and they do a fabulous job, I'm not gonna say anything bad about them, but that's a lot of money, and if we could divert that to do other things, it'd be great, so. This is kind of an overview of what we did. We did the two sets of community meetings, we had six in each. I will tell you that we did about 100 additional meetings just at community request, so we went everywhere from council district 3's leadership meeting, Saturday mornings to 4 Oak Cliff, to the North Texas Eco-Socialists, to the Unitarians, to the Real Estate Council, you name it, we've been there simply talking to people, getting what they're worried about, what they are comfortable with us doing or not doing, and one of the things that I'll share – and I was talking about this a little bit with Flora that was earlier – after that first meeting, when we had two people show up, we had some tough love from a group of our stakeholders that pulled in the folks that were doing social engagement for EarthX. They're professionals, and they basically told us very gently that our online presence sucked and that our social media program sucked and that we needed to up our game, and – and this is actually something we heard from some of the neighborhood too – climate action in and of itself doesn't necessarily resonate with everyone, and and we had a lady at Juanita Craft tell us this. They're like, well when they told me it was climate, I didn't wanna come 'cause I don't care about that. I care about food and – and she goes, you're talking about all the stuff I care about, and so we revamped some of our social media to kinda fit that, and so we've got – if you recognize it, that is in south Dallas – so we we kinda were trying to play more on – and this is these are kinda dark, you're not gonna be able to see them very well – and I will tell you that we didn't have a professional graphics artist do this. We have a climate coordinator who went to a historically black college for undergraduate, went to Scripps, basically for climate for her master's. This is my director's children, and she pulled together – she got the themes and pulled it together. I think that's one of her coworkers at Oddfellows. So we we were trying to make our social media message be closer to things that people are worried about rather than climate action, it it's the because piece, and it was I think probably much more effective. Our planning approach, this is – most cities are doing straight climate action, they're focusing on that. Their development plan is another plan altogether and their environmental planners are – who knows what happens with that, they don't really focus. One of the things we found is when I was first on the job, the first week on the job, I got a call from our comptroller, and she was panicked 'cause Moody's, who is who writes our bond writing, this is another one of the financials, wanted to know not if we were doing anything but what we were doing to address climate – to address the risk associated with climate change, and Mindy's nodding her head, she's had a similar phone call. So and it wasn't that they were trying to sell green bonds, they were really wanting to know what we were doing to assess risk and the risk of their investment in the city due to climate. So because of that, I did about 10, 20 phone calls to departments I thought might be doing stuff, that's how we rounded up the 20 plans, because everybody was kinda doing the right thing on their own for probably business reasons. They were trying to make better use of our tax dollars, in particular the water plant put cogeneration on their sludge digester, and so about 50% of the power for – and it's a 298 million gallon per day plant, it's huge, it's a regional plant – half the power for it comes off its sludge. And so they were doing these things independently that together are like, oh wow, we're doing a lot of good stuff, but that's another thing is that our – and it's not just Moody's, the private lenders are also doing that, the venture capital folks are also looking at it. So there there's a financial thing there too. But in pulling all those plans together, we realized that it would be really helpful to have everything under one roof, even though say for instance, the transportation department's gonna be working on the transportation piece, we kinda want it in under one roof. So we're using a combination of mitigation, which is things to reduce emissions, adaptation, that's my beefing up Bachman and not sending people to a glass building in a tornado, flood protection, the city has $1.7 billion in unmet needs for drainage, that bond program I talked about, they gave each council district $2.5 million regardless of need, and one district in particular has a bulk of that $1.6. Guess where, it's right next to the river, it's right where – hmm, what do you know, we've got a high minority population. So there's there's stuff like that that we need to do so that when we get these big storms, it's not as bad. The other thing is, is we've got an urban forest, both within the city and south and east of the city. We need to protect those resources, those resources sequester carbon, they help with urban heat island, they help mitigate our hydrologic response, that's one of the reasons we're looking at an urban forest plan. We need to preserve and protect our water source and provide the storage so that we can go between drought and major flood easily without significant impacts. I will say that Dallas Water Utilities does do a pretty good job of looking forward. They've been including climate statistics in their projections as part of their planning for several years now. The other thing that we have started looking at pretty carefully is local food production and food access. We have documented food deserts, guess where. Actually I live in one, so – but there's some other things that have come up that make this a little more critical. In 2015, Arne Winguth with UTA did a study of infrastructure and came to note – and he looked at airports, rail and roads under a future climate scenario, under best case, worst case – and he wrote about 100 page paper on it for COG, he's an academic, but basically at the end of the day, all the lines were red. We're looking at catastrophic transportation infrastructure. So most of our food does not come from a 250 mile radius of Dallas, it comes from the valley, comes from South America, comes from California, comes from all over. About a month into the job we had a big thing at council because the farmer's market was upset because we were trying to allow another farmer's market within a mile and they really didn't want the competition. So in trying to figure it out outside of the council chambers, we were asking a bunch of questions about, well why? What came out of it is we found out that the farmer's markets around Dallas all get their food from the same relatively local sources and they really didn't want the competition to raise their prices, and so what that tells us is that we have some opportunities to look at food supply, fairly large scale food supply, locally, and it's it's import – and this goes beyond community gardens. Community gardens are great, they're good for building community, the places where we need them you have people working two or three jobs or they're elderly or they're children. Those people aren't gonna be growing their own food and they're not gonna be growing enough to feed a whole neighborhood or a whole city, and so the other thing is, if you look at the expected temperature increase, with 40 to 60 more 100 degree plus days in 2100, it's down the road but that's the worst part of summer. Nothing's gonna be growing, unless it's like indoor in a temperature controlled facility. So we we're looking at that pretty heavily, we do have a food innovation challenge right now if you Google that in Dallas, our Office of Innovation is looking for ideas and it's a collective. I was I will tell you, this effort is a collective effort of about 15 to 20 different departments internal to the city, and we have non-profits outside the city that we're working with as well.
[Speaker E]: Have y'all looked into like Detroit
[unintelligible] in terms of urban agriculture?
[Speaker A]: No, right now our poster child for that is Atlanta with their AgLanta program, but –
[Speaker E]: They have more urban agriculture in Detroit than any city.
[Speaker A]: Really? Cool, I wonder if that's how they're using their old factories for that, probably. And we – that's something we're looking at, we're looking at strip malls, we're looking at some of the places where they formerly had manufacturing because that kind of a facility really – it's not as temperature controlled as we would like, but space wise it works. Here's our timeline, overall we're kind of in here where we just closed, the second series has kinda moved up a little bit and we're looking at meeting with our stakeholders, internal and external, first part of December. We are going to have to report and kinda what I'm anticipating is that our January and February meetings with our council committee will be deep dives where we invite the affected departments. For instance, if we're looking at the transportation sector, we get DART and we get our transportation department sitting there with us so that we don't come up with really cheerful ideas and we get an oh, no no no no, from them. So that's gonna be an interesting meeting, all eight of the areas that we're looking at will have a similar deep dive by the council committee. What we're hoping to do is towards probably the first part of February, have that draft ready for public review and input so that we can get comments in March and take it to council in April and reveal – reveal the plan. It shouldn't be any surprises if we've done our outreach and engagement right in April. So these are the goals that we got from our first round, one of the things we did on our second round is we had a series of meetings, the very first meeting somebody said, what about air? So that got – and and it's kinda interesting 'cause all of the the energy stuff, the transportation, everything that we're doing here helps improve air. What we're looking at is both working with TCQ for additional regulatory monitors and working in specific areas with non-regulatory air quality monitoring to kinda help provide the metric on these others. So that's – so we're looking at types of actions in the plan, mandates or ordinances, you have to do this. Our friends in the business community aren't real excited about that, they are excited more to – removing barriers to participation, which is rebates and incentives, and in the equity world that's what we're looking at, particularly as we look at some of our substandard housing stock. How do we help those folks get their get their facilities so that they're comfortable to live in and so that people aren't paying a huge piece of their salary just to stay warm or cold. And then one of the things that came out of the first batch, and actually to some degree what we're seeing on the second batch, is a need for more robust education. People say, we would do it if we just knew where to go, how do it, and so that's one of the things that we're looking at, beefing up that piece just to help get information, and certainly if we're doing rebates or incentives we would need information on how to get to those, so we're looking at that. This is the website where we've got pretty much everything we've done to date. The folks that are on the stakeholder committees are on that website, we've got recordings of the meetings, we've got the meeting notes and presentations, just about everything we can think of, some of the background information. If you really want to work on your insomnia, that white paper from the Dallas Fed is there and you can read it. It is extremely interesting in considering that they looked at all 10 formal business sectors and saw losses across all sectors, not just housing, not just transportation, was a little scary actually. So lessons learned, data's data's vital. We're learning that the more we communicate earlier in the process, the better. Our stakeholders, actually we haven't had too much trouble, but we are trying to get them more engaged. Realistically having a daytime meeting of 4 hours long is hard for some stakeholders, they have to take off work, and so we're not trying to do it too often and we're trying to make the best use of their time when we do that, and then this was one that we learned internally, equity versus equality. So we learned the ICE factor, we know that Jim Crow laws, we know that redlining, we know that that's been going on for years and years. We are not gonna probably do a very good job of that overnight, but it doesn't mean that we shouldn't at least try. So so we're having those conversations, we're trying to fix 50 to 100 years of bad policy without making more bad policy, and at the end of the day we're trying to make Dallas a better place to work. Thanks.