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2016_05.14 CC Packet - Budget Workshop KENNEDALE You're Here,Your Home wwur_c i tyoN enn ed a l e.co rn KENNEDALE CITY COUNCIL AGENDA PLANNING WORKSHOP May 14, 2016 8:00 AM KENNEDALE CHAMBER BUILDING 205 West Kennedale Parkway I. CALL TO ORDER II. ROLL CALL III. WORK SESSION A. Discussion on Governance Practices B. Discussion to set priorities for FY 2016-17 Annual Operating Plan IV. ADJOURNMENT In compliance with the Americans with Disabilities Act, the City of Kennedale will provide for reasonable accommodations for persons attending City Council meetings. This building is wheelchair accessible, and parking spaces for disabled citizens are available. Requests for sign interpreter services must be made forty-eight (48) hours prior to the meetings. Please contact the City Secretary at 817.985.2104 or(TDD) 1.800.735.2989 CERTIFICATION I certify that a copy of the May 14, 2016, agenda was posted on the City Hall bulletin board next to the main entrance of the City Hall building, 405 Municipal Drive, of the City of Kennedale, Texas, in a place convenient and readily accessible to the general public at all times and said agenda was posted at least 72 hours preceding the schedule time of said meeting, in accordance with Chapter 551 of the Texas Government Code. Leslie Galloway, City ecretary 405 Municipal Drive, Kennedale, TX 76060 1 Telephone: 817-985-2100 1 Fax: 817-478-7169 KENNEDALE You're Here,Your Home www.cityofkennedale.com Staff Report to the Honorable Mayor and City Council Date: May 14, 2016 Agenda Item No: WORK SESSION -A. I. Subject: Discussion on Governance Practices II. Originated by: III. Summary: Discussion and review of the governance policies. IV. Fiscal Impact Summary: V. Legal Impact: VI. Recommendation: VII.Alternative Actions: VIII.Attachments: 1. Ends and Governance Policies Review 1policy budget workshop.pdf P. ITransforming Local Government IThe Next Big Things v1.0. df 405 Municipal Drive, Kennedale, TX 76060 1 Telephone: 817-985-2100 1 Fax: 817-478-7169 Ends and Governance Policies Review May 14, 2016 On behalf of the residents and business-owners of Kennedale,City Council established the following global ends statement: "Kennedule is a family-oriented community providing a refuge from the hectic pace of the Dallas/Fort Worth Metroplex. Open spaces,green belts,and trails enhance our serenity,quality of life and community. With easy access from major roadways, Kennedale is economically prosperous, business friendly and conveniently located,providing opportunities to shop, work and play." As Council prepares for the annual review of the ends and governance policies, the following issues are raised in order to confirm staffs interpretation of the ends and provide Council the opportunity to set further expectations and define further executive limitations. Staff recognizes that these statements are means-oriented and do not require Council approval. However, they are important factors for building community consensus. 1. Revise Kennedale's Strategic Plan (Imagine Kennedale 2015) with an eye toward 2025 and a goal of building consensus within the community about the city's vision and direction. Completion of this 9-to 12-month process requires engaging a consultant and administering a resident opinion survey this fall (through a partnership with the UTA College of Architecture, Planning, and Public Affairs). 2. Expand the city's long-term water supply by purchasing water from Arlington (in addition to Fort Worth) and creating an additional delivery point. Amortization of the city's water well investment is no longer needed as,within the year, staff expects to present a contract to purchase water from the City of Arlington and a ten-year plan to phase out water wells. However, it is likely that Arlington will desire a quicker phase-out; and a review of the aquifer status by the groundwater district could establish an earlier date by which we would be required to terminate use of the wells. Ownership of the Key Branch water system (Arlington) and the ETJ (item 4) will likely be factors in this discussion. 3. Anticipate possible revisions to utility rates (senior discount and capacity allocation based on meter sizes) while keeping in mind that the newly adopted rates are necessary to protect the financial integrity of the system. 4. Fix and fully contain the city's boundaries, including: a. Pursuit of an ETJ swap with Fort Worth (underway); and b. Annexation of the donut hole and triangle along Kennedale Parkway. Because each of these areas has fewer than 100 residential tracts, the abbreviated annexation process will be used, which takes 160 days and requires conducting a utility inventory and preparing a service plan. (Annexation will be a major topic in the upcoming legislative session.) 5. Formulate a plan for Village Creek clearance with an initial focus on the north bank. Options include amortization, "removal of fill" enforcement, or acquisition for parkland. It is also possible that an MSD might be necessary because of the contamination.We should receive the Army Corps of Engineers report and the UTA water quality report by June. 6. Formulate a plan (in conjunction with Arlington and the county) to redevelop the land on the south end of Kennedale Parkway. The Arlington Council plans to establish a committee to address the redevelopment of the business highway, including the salvage yards. 7. Review and consider the adoption of the Unified Development Code (UDC) this year. In conjunction, Council may wish to explore rezoning properties city-wide to conform to the Master Land Use Plan. 8. Consider incremental steps for a commuter rail line,including communication with `The T' about future sites, membership election, and/or a park and ride site. 9. Pursue development within the rIR7,,which involves a sewer line extension for Texas Raceway, construction of New Hope Road and bridge (through TxDOT), acquisition of Kennedale Speedway,the potential development of the Cowtown, Cecil, Hudson, and/or Lowery properties, and enforcement action against Texas Raceway(if necessary). The Parks and Recreation Board will recommend a Master Plan for the 32-acre park site. 10.Examine the future extension of Little School Road,including an elevated railroad crossing permission from UP Railroad, routing, and financing strategies. 11.Review, as needed,the city's Water and Wastewater Master Plan,the Parrs and Recreation Master Plan, and/or the Asset Management Plan. 12. Protect floodways and create a linear park system by establishing a policy objective to secure ownership of land within the floodplain. Implementation will require input from the Parks and Recreation Board, and the Planning and Zoning Commission. 13.Engage in regional efforts to reconstruct the Interstate 20/ Loop 820/US^87 flyover and be prepared to comment on plan details in relation to access roads, entrance and exit ramps, and construction sequence. 14.Engage TxDOT and NCTCOG in a traffic access study of Kennedale Parrtiway and the installation of a raised median. 15.Establish parameters for the potential Sublett Road and bridge widening, which may include cost participation (by the City of Arlington and/or Tarrant County), design, and KISD property jurisdictional location. 16.Consider the need for a joint ends development with EDC for the development of Oak Crest. Issues include hotel public-private partnership strategy, land acquisition, utility extensions (the city does not currently provide water and sewer to all of Oak Crest), and general development codes. 17.Establish the priority for building rehabilitation (as recommended in the TCC review) for City Hall and the Fire and Police Stations.Additional needs include an expansion of the Library and refurbishment of the Senior Citizen Center. 18.Support youth and families through a"Healthy Community Summit" aimed at fostering a sense of community and family orientation. This project is based on the Search Institute's "40 Developmental Assets" and requires partnering with KISD, the Kennedale Area Chamber of Commerce (KACC), and the County Truancy Office. 19. Create a revitalization plan for the broader TownCenter area, including the establishment of boundaries (across Kennedale Parkway at the intersection of Sublett Road), development codes,and mixed-use development strategies. The necessary mixed-use guidelines should focus on height limits (two or three stories), unit limits (number of bedrooms), site integration (commercial/housing; vertical v, horizontal), open space requirements, architectural style elements, and economic development impact. Some of these elements will be addressed in Article 5 of the UDC (item 7). 20.Establish street lighting policies regarding location (placement and along Kennedale Parkway,Sublett Road, and Little School Road) and type (LED). 21. Consider changing the Council meeting schedule (to the third Thursday of each month),in order to allow Council more time for review, as staff currently struggles with timely packet preparation (especially regarding P&Z items). 22. Consider current budget pressures including salaries, insurance rates and coverage (current utilization rate is 113%), equipment and vehicle replacement, technology security needs, declining franchise fees that negatively affect street replacement funds, and the needed refurbishment of the water tank at Dick Price Road and Linda Road. Council will want to dedicate time for review of governance policies, delegation policies, executive limitations,and ends,These are attached with comments,as necessary. Finally, you will want to review monitoring information that is provided monthly in the Form of a balanced scorecard.The elements and measurements follow: OBJECTIVE INDICATOR UNIT OF MEASURE STAKEHOLDER S1 Achieve a Thriving Community Sales Tax Trends % of Dollars S2 Sustainable and Attractive City %Code Enforcement Complaints Resolved Cases Water cases Gallons S3 Be Family-Oriented Crime rate Priority 1 Crimes INTERNAL 11 Provide Excellent Services Fire/EMS Service Response Time Minutes Police Service Response Time Minutes 12 Enhance Business Climate Building Permit Response Time Days 13 Expect Operational Excellence Training Hours 14 Ensure Public Health and Safety Water Samples Reads Fire Inspections Inspections 15 Enhance Partnerships Partnership Interactions Interactions ENABLERS E1 Build Exceptional Talent Turnover Percentage E2 Foster Pride in Ownership Absenteeism Days E3 Leverage Technology IT Expenses vs. Budget % of Dollars FINANCIAL F1 Balance the Tax Burden Sales Tax(%of General Fund Revenues) % of Dollars F2 Fiscally Responsible Variance from Budget %of Dollars F3 Leverage Resources Partnership Prospects in Rue Projects Ends Statement Kennedale is a family-oriented community (1.0) providing a refuge (2.0) from the hectic pace of the Dallas/Fort Worth Metroplex. Open spaces, green belts, and trails enhance our serenity (3.0), quality of life (4.0) and community (5.0). With easy access ("00 from major roadways, Kennedale is economically prosperous, business friendly and conveniently located, providing opportunities to shop, work and play (7.0). Sub-ends 1.0 Residents are engaged in community, civic activities, & events. 1.1 Kennedale TownCenter is a community gathering point for events and retail services 1.2 Residents proactively receive accurate, timely dissemination of general information and emerging issues 1.3 Services are in place to support families 1.4 Kennedale is promoted locally, regionally, and nationally as desirable for home and work 1.5 Well planned community following sustainable principles 1.5.1 Kennedale has excellent neighborhoods and a wide range of home options 1.5.2 Residents have views of natural landscapes 1.5.3 Residents have access to adequate medical care, healthy foods, and opportunities to incorporate physical activity as part of their daily routines 1.5.4 Residents enjoy community based activities 1.6 Business uses are compatible with residential areas 1.7 Kennedale has excellent educational services 1.7.1 The public library serves the community as a central hub for information. The library connects patrons with their community through innovative programs, gathering spaces and services to enrich lives 1.7.2 KISD is an exemplary school system 1.7.3 Fellowship Academy is a highly regarded private school within a Christian atmosphere 1.7.4 Home-school opportunities and networks are available 2.0 Kennedale entry points are pastoral and serene 2.1 The north entry point is defined by Village Creek as a natural open space 2.2 Kennedale Parkway is physically attractive 2.2.1 Annexation activity 2.3 Sidewalks and landscaping are integral to the community 2.4 Trees and natural spaces are preserved 3.0 Kennedale has an outstanding parks system that includes neighborhood parks, a comprehensive linear park system, and recreational facilities located throughout town. 3.1 Hike and bike trails run throughout Kennedale and are connected to the regional trail system 4.0 Kennedale residents receive excellent municipal services with a staff that is proactive and responsive to residents needs 4.1 The Kennedale municipal government is well governed 4.2 Residents and stakeholders feel safe at home and at work in Kennedale. 4.2.1 Fire and EMS, police, and animal control services are provided promptly and skillfully 4.2.2 Residents enjoy a safe environment free from the threat of natural, technological, or man made threats 4.3 Fiscal Resources are managed productively, responsibly, and ethically. 4.4 Kennedale has a quality water, sewer, stormwater drainage, and solid waste utility system 4.5 Residents and visitors receive fair treatment through the municipal court system 4.6 Buildings are constructed and maintained in compliance with national codes 4.7 Kennedale city government is financially responsible and sustainable 4.8 City staff maintains cooperative and collaborative working relationships based on an Integrative work culture consistent with the core values of integrity, accountability, teamwork, innovation, and commitment 4.8.2 Intergovernmental relationships 5.0 Kennedale is a well planned community based on principles of a connected city, economic prosperity, and a thriving community 6.0 Kennedale is a connected city with a multi-modal transportation system designed and maintained to reduce auto congestion, increase accessibility, and accommodate pedestrians and cyclists safely and comfortably. 7.0 Kennedale is economically prosperous with an excellent business climate to support light industrial, employment centers, and distribution facilities which are compatible with the Kennedale vision. SECTION I: EXECUTIVE LIMITATIONS (I-A) GLOBAL EXECUTIVE CONSTRAINT The City Manager shall not cause or allow any organizational practice, activity, decision, or circumstance that is either unlawful, imprudent, or in violation of commonly accepted business and professional ethics. (I-B) TREATMENT OF CUSTOMERS OF CITY SERVICES With respect to interactions with customers, the City Manager shall not cause or allow conditions, procedures, or decisions that are unsafe, untimely, undignified, or unnecessarily intrusive. The City Manager will not 1. Elicit information for which there is no clear necessity. 2. Use methods of collecting, reviewing, transmitting, or storing customer information that fail to protect against improper access to the material. 3. Operate facilities without appropriate accessibility and privacy. 4. Operate without establishing with customers a clear understanding of what may be expected and what may not be expected from the service offered. 5. Operate without informing customers of this policy or providing a way to be heard for persons who believe that they have not been accorded a reasonable interpretation of their rights under this policy. (I-C) TREATMENT OF STAFF With respect to the treatment of paid and volunteer staff, the City Manager shall not cause or allow conditions that are unfair, undignified, disorganized, or unclear. The City Manager will not 1. Operate without written personnel rules that (a) clarify rules for staff, (b) provide for effective handling of grievances, and(c)protect against wrongful conditions, such as nepotism and grossly preferential treatment for personal reasons. 2. Retaliate against any staff member for nondisruptive expression of dissent. 3. Allow staff to be unaware of City Manager's interpretations of their protections under this policy. 4. Allow staff to be unprepared to deal with emergency situations. City of Kennedale: Governance Policies Page 1 of 16 SECTION I: EXECUTIVE LIMITATIONS (I-D) FINANCIAL PLANNING/BUDGETING The City Manager shall not cause or allow financial planning for any fiscal year or the remaining part of any fiscal year that deviates materially from Council Ends priorities, risks financial jeopardy, or is not derived from a multiyear plan. The City Manager will not allow budgeting which: 1. Risks incurring those situations or conditions described as unacceptable in the Executive Limitations policy entitled"Financial Condition and Activities." 2. Omit credible projection of revenues and expenses, separation of capital and operational items, cash flow analysis,and disclosure of planning assumptions. 3. Provide less than the 'amount determined annually by the Council for the Council's direct use during the year. (I-E) FINANCIAL CONDITION AND ACTIVITIES With respect to the actual, ongoing financial condition and activities, the City Manager may not cause or allow the development of fiscal jeopardy or a material deviation of actual expenditures from Council priorities established in Ends policies. The City Manager will not 1. Expend more funds than have been received in the fiscal year to date unless the Council's debt guideline is met. 2. Incur debt in an amount greater than can be repaid by certain and otherwise unencumbered revenue with 60 days. 3. Use any long-term reserves. 4. Conduct inter-fund shifting in amounts greater than can be restored to a condition of discrete fund balance within 30 days. 5. Allow payables or receivables not to be settled within a reasonable time frame. 6. Allow tax payments or other government-ordered payments or filings to be overdue or inaccurately filed. 7. Make a single purchase or commitment of greater than $50,000. Splitting orders to avoid this limit is not acceptable. 8. Acquire,encumber or dispose of real estate. 9. Issue expense checks to himself or herself without the signature of a Council-approved signatory who has been provided with appropriate documentation and receipts. City of Kennedale: Governance Policies Page 2 of 16 f SECTION I: EXECUTIVE LIMITATIONS (I-F) ASSET PROTECTION The City Manager may not allow the City's assets to be unprotected, inadequately maintained, or unnecessarily risked. The City Manager will not 1. Insure the organization's assets for less than one hundred percent of replacement value against theft, fire and casualty losses or insure against liability losses to Council members, staff, volunteers and the organization itself for less than the average for comparable organizations. 2. Allow personnel access to material amounts of funds. 3. Subject facilities and equipment to improper wear and tear or insufficient maintenance. 4. Unnecessarily expose the organization, its Council,or staff to claims of liability. 5. Receive, process or disburse funds under controls that are insufficient to meet the Council- appointed auditor's standards. 6. Make any purchase: (a) wherein normally prudent protection has not been given against conflict of interest; (b) of more than $3,000 without having obtained comparative process and quality; (c) of more than$10,000 without a stringent method of assuring the balance of long-term quality and cost. Orders shall not be split to avoid these criteria. 7. Allow property, information and files to be unprotected from loss or significant damage. 8. Invest or hold operating capital in insecure instruments, including uninsured checking accounts and bonds of less than an acceptable rating, or in non-interest bearing accounts except where necessary to facilitate ease in operational transactions. (I-G) EMERGENCY CITY MANAGER SUCCESSION In order to protect the Council from sudden loss of the City Manager Services, the City Manager shall not permit there to be less than one other person familiar enough with Council and City Manager issues and procedures to be able to maintain organization services. City of Kennedale: Governance Policies Page 3 of 16 SECTION I: EXECUTIVE LIMITATIONS (I-H) COMPENSATION AND BENEFITS With respect to employment, compensation, and benefits to employees, consultants, contract workers and volunteers, the City Manager shall not cause or allow jeopardy to fiscal integrity or public image. The City Manager will not 1. Change the City Manager's own compensation and benefits, except as those benefits are consistent with a package for all other employees. 2. Promise or imply permanent or guaranteed employment. 3. Establish current compensation and benefits that deviate materially from the geographic or professional market for the skills employed. 4. Create obligations over a longer term than revenues can be safely projected. 5. Establish or change pension benefits so as to cause unpredictable or inequitable situations, including those that: a) Incur unfunded liabilities, b) Provides less than some basic level of benefits to all full-time employees, though differential benefits to encourage longevity are not prohibited, c) Allow any employee to lose benefits already accrued from any foregoing plan, and d) Treat the City Manager differently from other key employees. (1-I) COMMUNICATION AND SUPPORT TO THE CITY COUNCIL The City Manager shall not cause or allow the city council to be uniformed or unsupported in its work. The City Manager will not 1. Neglect to submit monitoring data required by the Council according to its policy "Monitoring CM Performance" in a timely, accurate, and understandable fashion, directly addressing provisions of Council policies being monitored, and including City Manager interpretations consistent with the"Delegations to the City Manager"policy, as well as relevant data. 2. Let the Council be unaware of any significant incidental information it requires including anticipated adverse media coverage, threatened or pending lawsuits, and material internal and external changes. City of Kennedale: Governance Policies Page 4 of 16 SECTION I: EXECUTIVE LIMITATIONS 3. Allow the Council to be unaware that, in the City Manager's opinion, the Council is not in compliance with its own policies on Governance Process and Council-Management Delegation, particularly in the case of Council behavior which is detrimental to the work relationship between the Council and the City Manager. 4. Allow the Council to be without decision information required periodically by the council or let the council be unaware of relevant trends. 5. Present information in unnecessarily complex or lengthy form or in a form that fails to differentiate among information of three types: monitoring,decision preparation,and other. 6. Allow the Council to be without a workable mechanism for Council, officer, or committee communications. 7. Deal with the Council in a way that favors or privileges certain Council members over others, except when (a) fulfilling individual requests for information or (b) responding to officers or committees duly charged by the board. 8. Allow the Council to be unaware of any actual or anticipated noncompliance with any Ends or Executive Limitations policy of the Council regardless of the Council's monitoring schedule. 9. Endanger the city's public image,credibility, or its ability to accomplish Ends. City of Kennedale: Governance Policies Page 5 of 16 SEC`T'ION II: rrHE GOVERNANCE PROCESS (H-A) GLOBAL GOVERNANCE PROCESS The purpose of the City Council, on behalf of the residents of Kennedale, is to see to it that the City of Kennedale (a) achieves appropriate results for appropriate persons at an appropriate cost (as specified in council Ends policies), and (b) avoids unacceptable actions and situations as prohibited in Council Executive Limitations policies. (II-B) GOVERNING STYLE The City Council will govern lawfully, observing the principles of the Policy Governance model, with an emphasis on (a) outward vision rather than an internal preoccupation, (b) encouragement of diversity in viewpoints, (c) strategic leadership more than administrative detail, (d) clear distinction of Council and city manager roles, (e) collective rather than individual decisions, (fl future rather than past or present, and(g)proactivity rather than reactivity. Accordingly, 1. The Council will cultivate a sense of group responsibility. The council, not the staff, will be responsible for excellence in governing. The Council will normally be the initiator of policy, rather than reacting to staff's proposals. The Council will not use the expertise of individual members to substitute for the judgment of the Council, although the expertise of individual members may be used to enhance the understanding of the Council as a body. 2. The Council will direct, control, and inspire the organization through the careful establishment of broadly written policies reflecting the Council's values and perspectives. The Council's major policy focus will be on the intended long-term external impacts of the organization. 3. The Council will enforce upon itself whatever discipline is needed to govern with excellence. Discipline will apply to matters such as attendance, preparation for meetings, policy-making principles, respect of roles, and ensuring the continuance of governance capability. Although the council can change its governance process policies at any time, it will scrupulously observe those currently in force. 4. Continual Council development will include orientation of new members in the Council's governance process and periodic Council discussion of process improvement. The Council will provide mechanisms for educating others about their governance process. 5. The Council will monitor and discuss the Council's strategic (rather than administrative) process and performance at each meeting. Self-monitoring will include comparison of Council activity and discipline to policies in the Governance Process and Council-Management Delegation categories. 6. The Council will allow no officer, individual or committee of the Council to hinder or be an excuse for not fulfilling group obligations. City of Kennedale: Governance Policies Page 6 of 16 SECTION II: THE GOVERNANCE PROCESS (II-C) COUNCIL JOB DESCRIPTION Specific job outputs of the City Council, as an informed agent of the ownership, are those that ensure appropriate organizational performance. Accordingly,the Council will provide 1. The linkage between the ownership and the operational organization. 2. Written governing policies that realistically address the broadest levels of organizational decisions and situations. a. Ends: Organizational impacts, benefits, outcomes, recipients, beneficiaries, impacted groups,and their relative cost or priority. b. Executive Limitations: Constraints on executive authority that establish the prudence and ethical boundaries within which all executive activity and decisions must take place. C. Governance Process: Specification of how the Council conceives, carries out, and monitors its own tasks. d. Council-Management Delegation: How power is delegated and its proper use monitored;the City Manager's role,authority,and accountability. 3. Assurance of successful organizational performance on Ends and Executive Limitations. (11-D) COUNCIL MEMBERS' CODE OF CONDUCT The Council commits itself and its members to ethical,businesslike and lawful conduct, including proper use of authority and appropriate decorum when acting as Council members. 1. Members must have loyalty to the resident's ownership, un-conflicted by loyalties to staff, other organizations,and any personal interest as a consumer. 2. Members must avoid appearance of impropriety conflict of interest with respect to their fiduciary responsibility. a. There must be no self-dealing or business by a member with the organization. Members will annually disclose their involvements with other organizations, with vendors, or any associations that might be or might reasonably be seen as being a conflict. b. When the Council is to decide upon an issue about which Council member has an unavoidable conflict of interest, that member shall withdraw without comment not only from the vote,but also from the deliberation. c. Council members will not use their positions to obtain employment in the organization for themselves, family members or close associates. A Council member who applies for employment must wait two years following their service on the Council. City of Kennedale: Governance Policies Page 7 of 16 SECTION II: THE GOVERNANCE PROCESS 3. Council members may not attempt to exercise individual authority over the organization. a. Members' interaction with the City Manager or with staff must recognize the lack of authority vested in individuals except when explicitly Council authorized. b. Members' interaction with public, press or other entities must recognize the same limitation and the inability of any Council member to speak for the Council except explicitly stated Council decisions. c. Except for participation in Council deliberation about whether the City Manager has achieved any reasonable interpretation of Council policy, members will not express individual judgments of performance of employees of the City Manager. 4. Members will respect the confidentiality appropriate to issues of a sensitive nature. 5. Members will be properly prepared for Council deliberation. 6. Members will support the legitimacy and authority of the final determination of the Council on any matter, irrespective of the members' personal position on the issue. (II-E) CITY COUNCIL ENGAGEMENT Based upon the necessity of regional, statewide and national involvement the council shall engage/participate in external organizations and activities which promote the ends of the City. Accordingly, 1. The Mayor shall at minimum,participate in the following activities:Mayor's Council, SETTP 2. The Mayor Pro-Tem shall at a minimum,participate in the following activities: a. Mayor's Council and SETTP in place of Mayor when not available, NLC policy committee or council,TRTC 3. Councilmember's based upon availability shall participate in regional and national activities such as NLC, TML Regional meetings, TRTC, TML legislative policies, State legislative activities, NCTCOG, City Chamber Luncheon,Fort Worth Builders Association,North Texas Commission, Vision North Texas,Tex 21. City of Kennedale: Governance Policies Page 8 of 16 SECTION 11: THE GOVERNANCE PROCESS (n-F) ANNUAL PLANNING To accomplish its job with a governance style consistent with Council policies, the Council will follow an annual agenda that (a) Completes a re-exploration of Ends policies annually (b) Continually improves Council performance through Council education and enriched input and deliberation. 1. The cycle will conclude each year no later than the last day of May so that administrative planning and budgeting can be based on accomplishing a one-year segment of the most recent statement of long-term Ends. 2. The cycle will start with the Council's development of its agenda for the next full year. a. Consultations with selected groups in the ownership or other methods of gaining ownership input will be determined and arranged in the first quarter,to be held during the balance of the year. b. Governance education and education related to Ends determination (e.g. presentations by industry experts, advocacy groups, staff and so on) will be arranged in the third quarter,to be held during the balance of the year. c. Upon the request of two Council members, a request for an item for Council discussion may be submitted to the Mayor no later than ten days before the council meeting. 3. Throughout the year,the Council will attend to consent agenda items as expeditiously as possible. 4. City Manager compensation and evaluation will be decided during the month of March after a review of monitoring reports received in the previous year. 5. City Manager monitoring will be on the agenda based upon reports received since the previous meeting, or if plans must be made for direct inspection monitoring, or if arrangements for third- party monitoring must be prepared. (11-G) MAYOR'S ROLE The Mayor, a specially empowered member of the City Council, assures the integrity of the Council's process and, secondarily, represents the Council to outside parties. 1. The assigned result of the Mayor's job is that the Council behaves consistently with its own rules and those legitimately imposed upon it from outside the organization. a. Meeting discussion content will be only those issues which,according to board policy, clearly belong to the Council to decide or to monitor. b. Deliberation will be fair, open, and thorough, but also timely, orderly, and kept to the point. City of Kennedale: Governance Policies Page 9 of 16 SECTION II; THE GOVERNANCE PROCESS c. Information that is for neither monitoring performance nor Council decisions will be avoided or minimized and always noted as such. 2. The authority of the Mayor consists of making decisions that fall within the topics covered by Council policies on Governance Process and Council-Management Delegation with the exception of (a) Employment or termination of the City Manager and (b)Where the Council specifically delegates portions of this authority to others. The Mayor is authorized to use any reasonable interpretation of the provisions in these policies. a. The Mayor is empowered to chair Council meetings with all the commonly accepted power of that position(e.g.ruling,recognizing). 3. The Mayor has no authority to make decisions about policies created by the Council within Ends and Executive Limitations policy areas. Therefore, the Mayor has no authority to supervise or unilaterally direct the City Manager. a. The Mayor may represent the Council to outside parties in announcing Council-stated positions and in stating Mayoral decisions and interpretations within the areas delegated to him or her. It is expected that this latter authority would be exercised sparingly and only in such times as the Council cannot timely deliberate the issue and is subject ultimately to Council review. b. The Mayor may delegate this authority but will remain accountable for its use. (11-M COUNCIL COMWTTEE PRINCIPLES Council committees, when used, will be assigned to help the Council do its job, to reinforce the wholeness of the Council's job and so as never to interfere with delegation from Council to City Manager. 1. Council committees are to help the Council do its job,not to help or advise the staff. Committees ordinarily will assist the Council by preparing policy alternatives and implications for Council deliberation. In keeping with the Council's broader focus, Council committees will normally not have direct dealings with current staff operations. 2. Council committees may not speak or act for the Council except when formally given such authority for specific and time-limited purposes. Expectations and authority will be carefully stated in order not to conflict with authority delegated to the City Manager. 3. Council committees cannot exercise authority over staff. The City Manager works for the full Council, and will therefore not be required to obtain approval of a Council committee before an executive action. 4. Committees will be used sparingly and ordinarily in an ad-hoc capacity. City of Kennedale: Governance Policies Page 10 of 16 SECTION II. THE GOVERNANCE PROCESS 5. This policy applies to any group that is formed by Council action whether or not it is called a committee and regardless of whether the group includes Council members. It does not apply to committees formed under the authority of the City Manager. (II-I) COST OF GOVERNANCE The Council will invest in its governance capacity. 1. Council skills,methods,and supports will be sufficient to ensure governing with excellence. a. Training and retraining will be used liberally to orient new Council members and candidates for Council membership, as well as to maintain and increase existing Council member skills and understandings. b. Outside monitoring assistance will be arranged so that the Council can exercise confident control over organizational performance.This includes,but is not limited to,financial audit. C. Outreach mechanisms will be used as needed to ensure the Council's ability to listen to owner viewpoints and values. 2. Costs will be prudently incurred, though not at the expense of endangering the development and maintenance of superior capability. 3. The Council will establish its cost of governance budget for the next fiscal year during the month of August. City of Kennedale: Governance Policies Page 11 of 16 SECTION III: COUNCIL-MANAGEMENT DELEGATI©N (III-A) GLOBAL BOARD-MANAGEMENT DELEGATION The Council's sole official connection to the operational organization, its achievements, and conduct will be through a chief executive officer, titled the City Manager. (III-B) UNITY OF CONTROL Only officially passed motions of the Council are binding on the City Manager. 1. Decisions or instructions of individual Council members, officers, or committees are not binding on the City Manager except in rare instances when the Council has specifically authorized such exercise of authority. 2. In the case of Council members or committees requesting information or assistance without Council authorization, the City Manager can refuse such requests that require, in the City Manager's opinion,a material amount of staff time or funds,or are disruptive. (III-C) ACCOUNTABILITY OF THE CITY MANAGER The City Manager is the Council's only link to operational achievements and conduct, so that all authority and accountability of staff, as far as the Council is concerned, is considered the authority and accountability of the City Manager. 1. The board will never give instructions to persons who report directly or indirectly to the City Manager. 2. The Council will not evaluate, either formally or informally, any staff other than the City Manager or other direct Council Appointees. 3. The Council will view City Manager performance as identical to organizational performance, so that organizational accomplishment of Council-stated Ends and avoidance of Council-proscribed means will be viewed as successful City Manager performance. (III-D) DELEGATION TO THE CITY MANAGER The Council will instruct the City Manager through written policies that prescribe the organizational Ends to be achieved, and describe organizational situations and actions to be avoided, allowing the City Manager to use any reasonable interpretation of these policies. 1. The Council will develop policies instructing the City Manager to achieve specified results, for specified recipients, at a specified cost. These policies will be developed systematically from the broadest, most general level to more defined levels, and will be called Ends policies. All issues that are not ends issues as defined here are means issues. City of Kennedale: Governance Policies Page 12 of 16 SECTION III: COUNCIL-MANAGEMENT DELEGATION 2. The Council will develop policies that limit the latitude the City Manager may exercise in choosing the organizational means. These limiting policies will describe those practices, activities,decisions, and circumstances that would be unacceptable to the board even if they were to be effective. Policies will be developed systematically from the broadest,most general level to more defined levels, and they will be called Executive Limitations policies. The Council will never prescribe organizational means delegated to the City Manager. 3. As long as the City Manager uses any reasonable interpretation of the Council's Ends and Executive Limitations policies, the City Manager is authorized to establish all further policies, make all decisions, take all actions, establish all practices, and develop all activities. Such decisions of the City Manager shall have full force and authority as if decided by the Council. 4. The Council may change its Ends and Executive Limitations policies, thereby shifting the boundary between Council and City Manager domains. By doing so, the Council changes the latitude of choice given to the City Manager. But so long as any particular delegation policy is in place,the Council and its members will respect and support the City Manager's choices. (M-E) MONITORING EXECUTIVE PERFORMANCE Systematic and rigorous monitoring of City Manager job performance will be solely against the only expected City Manager job products: organizational accomplishment of Council policies on Ends and organizational operation within the boundaries established in Council policies on Executive Limitations. 1. Monitoring is simply to determine the degree to which Council policies are being met. Information that does not do this will not be considered to be monitoring data. 2. The Council will acquire monitoring information by one or more of three methods: a. By INTERNAL REPORT: in which the City Manager discloses interpretations and compliance information to the Council. b. By EXTERNAL REPORT: in which an external, disinterested third party selected by the Council assesses compliance with Council policies. C. By DIRECT COUNCIL INSPECTION: in which a designated Council member or members of the Council assess compliance with the City Manager's interpretation of the appropriate policy criteria. 3. In every case, the Council will judge (a) the reasonableness of the City Manager's interpretation and(b)whether data demonstrate accomplishment of the interpretation. 4. The standard for compliance shall be any reasonable City Manager interpretation of the Council policy being monitored. The Council is final arbiter of reasonableness,but will always judge with a "reasonable person"test rather than with interpretations favored by Council members or by the Council as a whole. SECTION III: COUNCIL-MANAGEMENT DELEGATION City of Kennedale: Governance Policies Page 13 of 16 5. All policies that instruct the City Manager will be monitored at a frequency and by a method chosen by the Council. The Council can monitor any policy at any time by any method, but will ordinarily depend on a routine schedule as follows: Policy Method Frequency Month Global Executive Constraint Internal Annually March Emergency City Manager Internal Annually March Succession Treatment of Customers Internal Annually May Treatment of Staff Internal Annually May Internal Ends Balanced Scorecard Quarterly&Annually May reporting Communication and Support Direct Annually June Inspection Financial Planning/Budgeting Internal Quarterly June -August Compensation and Benefits Internal Annually June August External Asset Protection Internal Annually August Financial Condition and Internal(Budget) Annually August Activities External(Audit) Annually March ATTACHMENT (A): CATEGORIZED BOARD POLICIES City ofKennedale: Governance Policies Page 14 of 16 i N N N N .� N N L O bn 4-J Co U S 5a1� o O LL �J c C C C C- ❑ U-1 ❑Ln Lq p -❑ U p aj LLI u w d U O i 4-J 4 D p � °� © �_ o +; °_ ® U ,� U ❑ fC3 in C ca t � D i ci ) E J a © © 0 0 v' V aloo ` Bvaxd-M N O }, N � N u� O i a) N -6 M o co > v w " � w O O N O N ATTACHMENT (B). 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X i jdi !pgd f t f !u3f oet !n jh i dcf ! d f riof yLlcjh !d johMjo !zpvs!dpn n vojuz@ D# btf !Di bohf Over the next twenty years, climate change will be the most important resource issue facing local governments. Do bLf ! di bohf !bgj dd!pvs!pdf bot-!gsf ti x bLf s-!bsbcrh!r1noe!boe!gDpeltpvsdf t-!boe!bojn brh'! 0pu1porn!bsf !drjm bLf . di bohf !f d out !rjhf !sbjotr.psn t-!i vssjdbof t!boe!r.p sob epf t! hspx joh!n psf !jorf otf -!d f Uptu!pg!d fjs!ebn bhf t!jt !jodsf btjoh!pd s!tjn f ; Figure 1. Economic Consequences of Global Increase in Occurrence of Severe Weather Events N 711 4bbMLn bff Om cfs1pdpiiisdodt1pd 511 cv )VlHcjMe obwtr4tbtrfA 611 461 0 411 511 361 0 ° 411 311 311 261 ° 211 211 �11 111 I 61 z 1 1 ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti Tpdsf;!!Uf!Jxfscbypi)hgtbttfs[8xbcbtf-!FN.E JebLbcbtf Djtjf t!boe Upvot f t!bsf !sf t qpoejoh/!N J.J1!Brhyboef s!BzrhLddpoevdLf e!b! hrpcbrmvsx4z!pjdjtjfti!sftgpotft!Lp!drjm bLf !di bohf !boe!g:)voe!d b LID bob ejbo! n vojdjgbiAf t!bsf !joLf sobypobrhfibef st-x f b\yoh!drjm bLf . di bohf !gr1not!joLp! pd f s!rpdbrhpvl son f oUef gbsun f oUgrbot-!rpoh.sbohf !grbot-!boeRvt t.bjobcrh! of d rpgn f ou1grbot/!H rpcbnz0rhd rh!pdjoLf hsbt poMbsz!cz!dpvousz!boe!sf hjpo/!Ui f ! 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Where Cities Have Made Measurable Emissions Reductions: Global Results LPq!HpcbNBot x f st 211& 91& 71& 51& 31& 1& Tdbm rpJDm landfill jodsf btfel sf e✓dfe! gfjhid Td)M rpdxh sftjefajbrh xbtif! sftjdajbrbdpnnfsJjbdbsfevdjpo! pufs 1p,6snfou hp,6snfau hbt gdcrjal! vtf!pd boel cvtjoftt joedtrs fdshzi sfevdjpo hsffo! hsffo! prjvgtufbnI Qijrcjaht voijdifi dbgrvsf ubdjd ggviafUbe.-!tijgcyoh vtf cvjrgahl cvjrgahl fnjttjpot! fleet vtf usidltJpsl cpr)4ft!psI cprj4ft!g)d uspvhi! npipshdit qq lint cvtjdtt! cVsf btjohl boe" cpg4ft joe✓tuz Tp✓s1f;!!Bf�b fdBafu+Kp!Ott!boe!DbTiohft!jo!Of!Us;bo!"sbodf!pdGjribd!Dbohf Ui f !gDrgox j o h !jt t of t !bI Urpt f m!r)cDI f e!Lp!dgn bLf !di bohf 4 cvLdn bz!jn qbdu!dpn n vojLf t !bUVbsjpvt !rh\Af rh!pgjoLf of jLe;! C?ppe!,btf dvsjuz As the planet gets hotter, droughts will drag on longer and with greater intensity. This will lead to decreases in food production, and increases in food prices. Gps!f ybn grin-!d f !VojLf e!TLbLf t!jt U f !rhbe!gspevdf s!pddpso!boe!tpzb!cf botAX p! pdd f !n ptLljn gpsLboLlgsjn bsz!dspgt!jo!d f b( psre/!.b!3123!d f 1V/T/!Ef gbsun f our pdBhsjdvrwsf !ef drbsf e!p\Af s!i brjpdbrddpvoijf t!iejtbtLf s!bsf btflevf !Lp!espvhi LP Bt!dpso!boekpz!dspgt bC jrd e!jo!d f !i f bu!gDpe!gsjdf t!jodsf btf e/!Ui jt!rfne!i vohsz! boe!ef tqf sbLf !qf pgrfn!jo!39!dpvoLsjf t!Lp!sjpLAMol t!cf uc f f o!drn bLf !di bohf -!gape! jotf dvsjLz!boe!gprAdbrljotLbcjrjm!i b\Af !cf f oh bef !jo!Tzsjb 4!Opsd !Lpsf b-Ubo! boe!Tpn br)bP!Boe!bt!gDpe!r#f !dpso!jt!cfjoh!ejvef sLf e!Lp!f of shz!gspevdypo-!gDpe! qsjdf t!n bz!cf dpn f !n psf !votLbcrh/!L.p!pgjf dd f tf !gpttjcrfn!gDpe!gsjdf !ti pol t!boe! 31Njd bfriNvtI brnfiBt!espvhi uxjefot-!61/4&!pdV/T/!dpvoyft!efdtisfe!ejtbtrfs!bsfbt-n!Wt!Bohfrht!Ujn ft-!Bvhvtu2-!3123! 41DprjD!Q!Lfrrfiz-rFi bi s{be!NphLbej-7J!brhfi Drjn brf!di bohf!jo!u fGfsyrfi!Dsftdfouboe!Jn grjdbg pot!pdu f!sfdforfizsjbo!Espvhi un!Qspdffejoht!pdu f! ObypobrtBdbefn z!pJidjfodit-!N bsdi 13-131Z511 51K4)i boob!Ofttfu !Uvuffi!boe!LsjtyoD(feejoh-fiXjrriGppe!Qsjdit!Esjv4!,btrbcjrpefi!Hrpcbrtq)sfcbtu[3123-!DfoLfs!g)srFsbLfhjd!boe!JoLtsobypobrffuiejft! 24 jotrbcj*-!d f !H31!jt!gDshjoh!bhsffn foLt!po!tn ppd fsjn gp sub oeIygpsdqsbdodit! )cboojoh!gspLf dopojt n *jo!bo!f gpsULp!I f f q!gDpe!gsjdf t!sf rino\Af mt Lbcrhx psrox jef/! .b!beejopo-!d f !gl\Abrf If dr.psjt jodsf btjohrn!cfjoh!dbrifne!po!r.p!pgJ s!tvggpsdks!gD pe! tf dvlLv-!boe!bhsjdvrwsb*\&f tun f ouibspvoe!d f x psm/! X bd s7i psLbhf t F !Bddf t Figure 3. Change in Precipitation by End of 21st Century, Inches of Liquid Water Per year 56 so 6 0 6 r 4 I 3 - 2 • � J ' -to 0 -45 BT. -FE!(L IM!a2 The steady march of climate change is forging ahead and is having a huge impact on water availability. Droughts like the one we are facing now will become more common in the future, and likely even more severe, especially later in the century. It is climate change that is making drought the new normal, and we need to adjust our personal thinking, and our statewide and national water management accordingly. !Kbz!(33n jhrji uj-!Tf ojps!X b(.f s!Tdjf o(jt u!OBTB!Kf r1Ospgvrhjpo!Nbcpsb(.psjf t 25 By 2025, two-thirds of the world's population will be living in water-stressed conditions.!cz!31414 br#pdd f x psreA!gpgvrba po! x j rW !jo fi i j h i x b Lf slt&t t Mb sf b t/!Ui f !gD njnx jo h!n b q t!t i p x U f !di b o h f t!gip n ! 3121 !r.p!3161 !jcjx f !ep!opd joh!boe!boodjgbd e!gpgvrInOpo!boe!f dpopn jd!hspx d ! gspdf f et!bt!f yqf drf e6; Figure 4. Water Stress as a Percent of Total Renewable Water Withdrawn, 2010 _ CP!mLb 41!.!51 c 1 Y ■ 51!.!61 �' �c ■ ?61 F�f} / F JI � a V Figure 5. Water Stress by 2050 Under Business As Usual, Medium Growth Scenario �i 1 _ a�� Cp!Ebib ■ =!31 311.141 ■ 41!.!51 ig ■ 51!.!61 6 , e\ o Q 6riTvtrbjojoh!hspxd klbb(bfs!gspevdjviLi !314103161kdobsjptnMl prjbDC bLfsboe!,bJsobypobriGppe!C4DWSftfbsd!.btywd/!i uq;Uhspxjohcrmf/ dpn Ox q.dpodoLO/grpbet0612Z016WGQSJ4PNUB-TUVEZ-317d'ged!BddFttfell'uof!41-!3126 26 Fof shz!Hsje!Ejtsvgypo!)V/T)` The United States' energy grid is the most complicated machine ever built by man. X f !sf rn!po!julf vef sz!ebz!Lp!di bshf !pvsltn bsulgi pof t-!qpx f s!pvs!sf gsjhf sbLpst-!pqf sbLf ! pvs!rjhii Lt-!boe!i f bdboe!dpprIpvs!i pn f t/!Cvuld f !hsjeit!usbotTsn f st!boe!tvctLbypot! x f sf !opLIef tjhof e!Lp!cf !gspLf dLf e!gpn !qi ztjdbrbLbdl /!N boz!pdd f n ltjLIjerzi!jo!sysbrh bsf bt-!gspLf dLf e!cz!*ufn!n psf U bo!b!di bjo. rjml !gf odf t!boe!hvbsef e!cz!b!dbn f sb/! 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V/T/-!d f !f of sh z!jo e v t Lsz!sf g= st!Lp!o b u/sb ran b t!b t!b fi c sje h f !g/f rrild b r.lx j rrh f rq!n b I f ! d f !usbotjgpo!gpn !dpbrSop!sf of x bcrh!f of shz/!C3bdl joh!jt!dsf bgoh!lpct!jo!d f !f of shz! tf dips-!boe!jt!brhp!cfjoh!tu/ejf e!gos!jLt jn gbdLt!pox bLf s!boe!bjs!tbgi Lz/ Bt!d f x psrait!jdf !sf df of t!boe!d f !tf b!gpps!cf dpn f t!bddf ttjcrh-!ef f q!tf b!n jojoh! x j*odpwf s!bo!f tqn bLf e!21 !cjrOpo!Lpot!pdgprnn f LbrOd!opevrht-x i jdi !bsf lvtf e! jo!f d szd joh!gpn !f rhdupojdt!Lpx joe!u/scjof t!boe!i zcsje!dbst/!Bt x jd !g3bdl joh-! f ovyspon f oLbrldpodf sot!jodrmejoh!d f !rptt!pdi bcjLbu!bsf !f yqf dLf e/ 7!Sfcfddbrinju-riBttbyrdpo!Dbric jb!Opxfsrirbypo!Sbjtft!Brbsn!po!OpdogbrlWs!Ufsspsjtn-hD:brrfi•isffdKpv sob rdGfcsvbsz!6-!31 TD-! i u.q;COK x x/x tkdpn QosgdfitOTC21 1 1 25 35 1 6381 341 5 9 6221 568 46:252 52732889 81Njdi bfApehf-ri Effgrifb!Njojoh,!Ui f!Ofx!Sftpvsdf!Cspoyfs`n!3126/!Pvuppl!pold f!HrpcbrtBhfoeb/D:psre!Fdpopn jd!Gpsvn/ 27 Ui f WOP SD#Ti jg,.a A hotter planet will negatively affect some communities while "positively" impacting others. Ui f ! OP SDr+!ps!Opsd f so!Sjn !dpvoLsjf t-!rbz!opsLi !pjd f 156d !gbsbrrfnrboe!x jrrimf cf of gdjbsjf t!p jdrjm but !di bohf/!Ui f !OP SD!sf hjpot !jodrmef !Dbobeb-!Ef on bsl -! gorboe-!.ttf r!aoe-!Opsx bz-!n ptu!pg!Svttjb-!Tx f of o!boe!d f U jsLf f o!V/T/!tr.bLf t!d buy bsf Upoyhvpvt!x jd !Dbobeb;!BrbtI b-D( bti johr.po�kbbi p4Npor.bob4.Opsd !Ebl pr.b4 Njoof tprb4.Njdi jhbodP i jp4Qf ootzrAbojb4.Of x !Zpsl -AN sn poul.0f x !I bn qt jsf dboe! N bjof/!Ui f !OP SD!sf hjpot!x jrrYiygf sjf odf !rpohf s!hspx joh!tf bt pot!boe!gspevdf !n psf gDpe/!Boe!d f zx jnibrhp!i bd !rhtt!jdf-!x i jdi x jrrlfiobcrh!f btjf slti jggjoh!spvrf t!boe! bdditt !r.p!g✓f rboe!opog✓f rlsf tpvsdit/9"Ui fz!n bz!brhp!cf U f !sf djgjf out!pjn bttj\Af !jo. n jhsbypo!g3pn !pd f s-!i puf s!boe!esjf s!gbsut !pjd f x psrs/ FIGURE 6. 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Lp !t jhojddboum!jn gspwF !u f !r1avF t !pgcjr*Dot !pg g f p q rfn!b sp v o e !u f !x p sre AX j u Fj e f x b rin4x f ! x boULpltvgf sdi bshf !f yjt yoh !f gsd !jolbsf b ! tvdi !bt !i pvt johaf of shz4ubotgpsLbypo !boe ! h pd so n f o d Lp !t p mf !sf b rip sp c rfn n t !u b Ud j uz . ex f rrhst !gD df !f 4 sz !ebzh Ui f !g✓wsf !sf bez!dpn n vojuz!sf dphoj{f t !u f t !usf oet ; EjhjLbrDjy{f of In the next 20 years, Millennials and the iGeneration (b. 2002-2022 est) will define what it means to be a digital Citizen. b!u fjs!cppI !Ejhjr.briDjy{f oti jq-!bvd pst!Lbsf o!Npttcf shf s-!D bsprjof !lpruf sd boe!Sbn pob!NdOf brief gof !ejhjr.bridjq{f ot!bt!#ti ptf bC i plvtf U f lbd sof Usf hvrbsrzi! boe!f gj dq\Af rn#!L.p!r vbrjW!bt!b!ejhjLbridjq{f o-!b!qf stpo!hf of sbrm!n vtdi bd !f yd otj\4 ! t I jnhr!I opx rhehf -!boe!bddf tt!Lp!d f !.bd sof Ud spvhi !dpn qvLf st-!n pcjrh!qi pof t-!boe! x f c. sf bez!ef vydf t!Lp!joLf sbdrbc jd !gsj\AbLf !boe!gvcrjd!pshboj{bgpot/ In a Fast Company Magazine interview, President Obama, father to two Millennials, commented on his hopes for digital citizenship: 'iCvL!ju"t !op!tf dsf L!u bUn boz!gf pgrh!g=f rbrjfi obJ e!b oe!ejt Lb odwn ! hpwfson foLABoe!Jd joI U f !pggpsuiojgft !gDs!vt !Lp!d joI !bcpvdi px Vdi !dbo! fn qpx f s!djq{f ot !boe!n b I f U fn !g`fripx of st i jq!gDs!d fjs!hpwfson fodjt ! sf brm!jn gpsiborl Tpn f !pdjLljt !bt !tjn qrh!bt !hjAoh!gfpgrh!rvjdI -!fbtz!bdditt !Lp!jogDsn bgpo! bcpvdi p !Lb ygbzf s!n p o f z!jt k q f ouaps!jn gspAoh!Lsbotgbsf odz-!ps!cfjoh! 2: b c rh!r.p!o b wj h b Lf !b!t j Lf !f b t j re/!Cv rlf wf o w b rrn-x i b L!x f !t i p v rs!b rhp!c f !d jo I jo h! bcpvudjt 4 px !dbo!rf di oprphz!f of bodf U f !f yqf If odf !pdef n pdsbdz@ px dbo!x f !n bl f !jdf btjf s!r.p!wprf @ px !dbo!x f !n bl f !jUf btjf s!gDs!rjii f . n joef e! djy{f ot !rp!gf yypo!d fjs!hpwf son f o0jo!b!x bz!d bUjt !n f bojohg✓r@ Jrppl !bUn z!ebvhi rf st-x i p!bsf�bt !f wf sz!rf f obhf !I je!jt !r.pebz-!dpn grhrf re! gvif oUjo!rf di oprphz!boe!t pdjbrh f ejb/!U f z!n jhi t.lopulhp!r.p!b!r.px o!i brrh n f f yoh!gi ztjdbrrm-!d f x bz!d fjs!hsboen pd f s!n jhi di bwf-!boe!tjL1d spvhi b!Lx p. i pvs!efcbrf/!Cfdbvtf Ufzisf !{vtr.lvtfe!r.p!djoht !n pAoh!cjDtrfs/!Cvd x f !dbo!jn bhjof !dsfbrjoh!b!dpsprrbsz!gspditt !gDs!d fn U bujt !dpotjtrfoUx jd i px !d f z!jorf sbdUhf of sbrm/x f !dbo!d joI !pdbggt !d bUgspn pLf !f o h b h f n f o boe!d f !qpx f s!pdgf pgrh/!U f jslf y q f drb0pot !bI !ejgj sf oU!boe!i px !d f z!cvjrs! dpn n vojrjf t !bsf !ejgj I or1!U f z!n jhi Ucf !rhtt !hf phsbgi jdbrm!cbtf ern Ui f I !jt!f opsn pvt!gprf orjbrkNs!rpdbrlhp\Af son f out!r.p!rhwf sbhf V di oprphz!boe! cf dpn f !n psf !sf rhviboL1Lp!djrj{f of/!Bt!Nbef rhjof !Brnsjhi LISP df oim!oprf e; "Citizens are talking to their governments using twenty first century technology. Governments are responding on twentieth century technology, giving 21st century answers.' !!!!o!N b e f rhjof !B reIhi u Ti bsjoh !Fdpopn z It's been called the sharing economy, the collaborative economy, collective consumption, or peer-to-peer (P2P) networks.x i bLf vef s! zpv!dbrr u. Uhf of sbrm!n f b o t I rjm jobrjoh!d f !n jeerhn bo!r.plti b !sf tpvsdf t-!gspevdrt -! boe!tf suydf t!ejsf duzi!cf Lx f f o!vtf st-!vtvbrmkv'b!rf di oprphz/ o! Vcf s!dsf btu eV di oprphz!d bdrjoI f e!b!tvsgrmt!tvgqrxi!)eI d St x jd dbst*x jd !von f def n boe!)Lsbd rhst x i p!of f e!sjef t*/ o! BjsCoC!gDvoe!bltjn jrbs!n bsl f ulpggpsu✓ojuz;!qf pgrhx i p!i be!f yusb! sppn t!ps!i p f t!)tvggrex f I !n budi f ex jd !qf pgrhx i p!of f of e!b! grbdf !r.p!trbz!)ef n boe*/ o! Dspx eg✓oejoh!n budi f t!f y d f tt!dbgjrbrIAvgqm*!x jd !d p t f x i p! of f e!dobodjoh!)ef n boe*/ 31 Ui f !ti bsjoh!f dpopn z!jt!if sf !boe!hspx joh!bt!n psf !porjef !dpotvn f st!bsf x jnjoh!Lp! gbsgdjgbcf !jot i bsjoh!dpn n vojgf t!bt!Cjhvsf !8ki px t/ Local governments must figure out how or if to tax these services and how to manage user safety, equity, and keeping a level playing field for existing businesses, especially in light of growing fiscal uncertainty (Trend 44) Figure 1. The Rise of the Sharing Economy* Xj r!jrDh!rplt i bsf!px o!bt t f d! Xi njoh!rplt i bsf!gpn W f st 78% 81% 70% 73% 68% 71% 68% 66% 52% 54% 43% 44% Asia-Pacific Nbgo!Bn f Idb Nj erh!!Fbt L BOpsLid!b Fvspgf HrpcbrtBNf sbhf Bgjdb+!cbt f e!po!bo!poO!t vsIz!bn pch!41-111!cW vn f st!jo!71!cp✓a4 f t!cooevclf e!jo!F4!3124 Tp✓sif;!!Qfrtfo!boe!TibtA Lt Fevdbypo!Sf gDsn Any discussion about the future of society must include a question about the future of education. .b!d f N/TngDs!f ybn grhA Lief od bdi jf 4 n f ocli bt!cf f ok jggjoh!gDs!p\Af s!b!ef dbef !dpn gbsf e!cp!pd f s!dpvocsjf t/!Bu! d f !ryadbrlfi\4 NO f sf !jt!hspx joh!f vyef odf U bu!Bn f sjdb�!gvcO!tdi pprl!voef s t svef ! Bgsjdbo. Bn f sjdbo!boe!Nbgop!tcuef oct-x i p!bsf !hspx joh!jo!ovn c st/!.b!Nbejtpo-! X jtdpotjoo!b!djc¢!d bu"t!cf f o!obn f e!bf(Cf tllQrbdf !Lp!Njwf Mn boz!gn f t!o!Dbvdbtjbo! tLvef oct!i bwf !bo!91&!rjhf ranppe!pdhsbevbgoh!g3pn !i jhi kdi pprf.Bgsjdbo!Bn f sjdbo! cpzt!i b\Af !b!51& !di bodf/!Boe!brd pvhi !TUFN !)Tdjf odf -!Uf di oprpihz-!Fohjof f sjoh!boe! 32 Nbd *!f evdbgpo!i bt!cf f o!bo!joLf sob gpobrtfievdbgpobUdvtltjodf U f !2: : 1t-!n ptu1 dpvoLsjf t!i bd !rjmxfn!Lp!ti px !Ts!jLPBddpsejoh!Lp!d f !vT!Ef gbsun f odpdFevdbgpo-!po& tjyLf f o!qf sdf odpdi jhi ltdi pprSlif ojpst!bsf !gspddjf oudjo!n bd f n bydt!boe!joLf sf tLf e!jo! b!TUFN Ubsf f S?2 Of x !n pef rki!pdLf bdi joh!boe!r(nbsojoh!x j*sbotTsn T evdbgpo-!boe!Lf di oprphz! x jrrlfi obc rfi!ju!f/h/!!N P P Dt!)N bt tjwf !P of o!P orjmf !Dpvstf t*!dbo!cf !dvt Lpn j{f e!boe! of stpobrjof e!Lp!tu✓ef oLt!bdspttU f !rhbsojohUpogovvn d5vsbrlboe!joof s!djuz!tdi ppMI ! xjnihbjo!bdditt!Lp!dpvstft!boe!sftpvsdit!qsf\ypvtre!vob\Abjrbcrh!jodrviejoh!d ptf ! g3pn !vojdstjgft-!n vtfvn t!boe!d fx psre�!hsfbulrj¢sbsjftdboe!gjggfe!drbttsppn t-! jox i jdi !tu✓ef oLt!ep!porjmf !dpvstfx psl !bdi pn f !boe!dpn f !Lp!tdi ppus! dpnincpsbgpo!boe!ejtdvttjpo-x jrrlrif !vtf e!Lp!LsbotTsn U f !f evdbypo!f yqf sjf odf A! But technology is not the cure. Educator and innovator Jordan Shapiro says: X f !of f e!b!dvrwsbrmi jgljo!i px x f U jol !bcpvdx i bdjdn f bot!Lp!rhbso! cf dbvtf x f(sf !t i jgjoh x i bdzpv!of f e!Lp!rfibso/!Pvslt pdjf u?jt !di bohjoh!jo! dsb{z-!f opsn pvt x bzt !opx !boe!jo!x bzt x f !epo(LIWnm!voef st oboe/U jt! jt!pof !pdd f U johtU bdesjwft !n f !dsb{z!bcpvdd f !x i prh!fe!dpowfstbgpo;! .btLfbe!pdvt !i bAoh!b!dpowfstbgpo!bcpvdx i bdljoe!pdtpdjfu?!epx f ! x bodLpltf f !Ts!d f !of ydhf of sbgpo!boe!i px !epx f !f evdbLf !I jet !Ts!d bd pvLdpn f-x f(sf !bttvn joh!d bdx f !brrlbhsf f !pox i bdd f z!of f e!Lp!rhbso!boe! d f o!doejoh!d f tf !vg*sjbolt prvigpot!Lp!Lsz!Lp!f yf dvLf U bLF3 P of o!,bop\Abypo In October 2006, Reed Hastings of Netflix announced a $1M (USD) prize for anyone or any team that could develop an algorithm to improve the accuracy of movie predictions for its customers. Ui f !(Of u_*!()sj{f fix pvre!hp!r.p!d f !dstdd bn U bLIdpvre!jn gspwf ! qsf ejdypot!cz!bu1rfnbtu1Lf o!qf sdf ou'!..Ux bt!b!d sf f .zf bs!dpn of ggpo!bn poh!ebLb! hf f I t-!n bd f n bgdjbot-!tLbytgdjbot !boe!tpgx bsf !f ohjof f st/!..Ubu.sbdLf eh psf ! d bo!51-111 V bn t!gspn 297!dpvoLsjf t/!.1.lx bt!b!sprdpdd f !ejdf !Ms!I btgoht-x i pie! c f f o x sf t ujm h!M s!z f b st!Lp!e f\Af rpi q!b!c f of s!b rlm p sj d n / 22ridjfodf-!Ufdi oprphz-!Fohjoffsjoh!boe!N bu;!Fevdbgpo!Ts!HrpcbrMbefsti jq-!i ux1;®c x x/fe/hpV&Jn 23D<ftJsv1m1FsjcY13123/6bJsvgfx Nju Mpseborii bgjsp/!i Ui f!Oawsf!pdFevdbgpo;!Usvu t-!M]ft-!boeD(jti cyrtUi joljoh/n!Obgpobr!Q)s/crjd!Sbejp/ 33 .b!d f !foe 4 btgoht!hp0i jt!brhpsjd n /!Cvllb!cjhhf s!rhttpo!x bt!vogDrejohdu f !x joojoh! Lf bn !ejeoiLtlbsllbt!b!Lf bn Ai f z!lpjof e!gDsdf t!n jex bz!d spvhi U f !dpn of ggpo! x if o!d f z!sf b ro f e!d b Lld f js!b rh p I d n t!bo e!Lf bn t x f sf !t Lsp o h f s!Lp h f d f s(!,b!CjD d LF! d f !dstLlgn f !bnid f !Lf bn !n f n cf st!n f Llx bt!bLld f !bx bset!df sf n poz/!Bt!Lf bn ! n bobhf s!Di It Wrjml tz!f ygrbjof e-fiZpv!of f e!Lp!d jol !pvltjef U f !cpy-!boe!d f !pore! x bz!Lp!ep!d bdljt!doe!tpn f pof !f rhf A!cpy/n Apple, Toshiba, Texas Instruments, Philips, BASF, GlaxoSmithKline, Procter & Gamble, GE, the BBC, US AID, and Nokia have embraced open innovation, realizing the benefits of harnessing inventiveness from outside their corporate walls. Local governments are beginning to catch the wave.24 Bnjbodf !Cpbse!Nf n cf s!Lf vyo!Ef tpv{b!boe!dp. bvd ps!BI ti bz!Ci bhx blx bs! tvsvd zf e!49!dpn n vojgf t!boe!ef Lf sn jof e!gDvshf di oprphz.f obcrhe!gbsgdjqblpsz! grbLgDsn trrtd b0f ohbhf U f !gvc0!jo!tpr0oh!dpn n vojle!jttvf t25; o! Djq{f o. df oLId-!djq{f o.tpvsdf e!eblb/!Djq{f ot!pg s!eblb!bcpvll d f n tf rvit-!boe!pd f s!djq{f ot!bobm{f !d f !eblb!boe!pgj s!jotjhi Lt/ o! Djq{f o. df olsjd-!hp\Af son f odpgf o!eblb/!.b!d jt!n pef N i f !hp\Af son f od gspvyef t!eblb-!f/h/!dsjn f !ef Lbjrtr!boe!d f !gvcrjd!jt jo\yLf e!Lp!bobre{f !boe! bttf tt!d f !eblb-!boe!ti bsf !jotjhi Lt!x jd U f !dpn n vojuz!boeops!d f !djuz/ o! H pvl son f ou df oLsjd-!djq{f o.t pvsdf e!ebrb/!BLIjrt!cspbef t LF!d f hpd son foLljt!btljoh!gDs!jefbt!gpn !djq{fot/ o! Hp\Af son f ou df oLId!boe!djq{f o. of W rpgf e!tprmgpot/!Ui f !hpd son f od q sp vy e f t!e b Lb!boe!t p rjdj Lt!djq{f o t!gD s!t p rm g p o f!p s!i f ran g✓rh g q 0 b q p o f/ Of x Zpsl !boe!Tbo!Csbodjtdp!i bd !vtf e!dpoLf W!Lp!ef W rpq!bggt!gpn !pqf o!ebLb/ Cf i b\ypsbrbbt jhi Lt "The great majority of people in your local area pay their tax on time. Most people with a debt like yours have paid it bg now." 24 ri Pqf o!Jo o pvo po riv ddf t t riLpsj f t-n!Je f b!Dpo of dy po-1i uq;Ok x x/j of bdpoo f dy po/dpn Cpg f o.j o o pv"po tv ddf t t 0 251Eftpv{b-!Lfvgo1D/1boe1BI ti bz!Ci bhx brfs/13125/ri Ufdi oprphz.Fobcfie!CbsydjgbLpsz!C2bLysn t!Ts!Djvgd!Fohbhfn foL!Ui f!Dbtf!pgV/T/!Djgft/n!Kpvs. obrtpgVscbo!Ufdi oprphz-!3Z5-!36.61-!EPJ21/2191C21 741 843/31 25/:659:9/ 34 Ui f tf !roc pkf oaf odf t!x sju.f o!po!Lby!rfiu.f st!jo!CsjLbjo!dbvtf e!b!26& !jodsf btf !jo! poyn f !qbzn f opt/!Ui f !sf btpo-!bddpsejoh!Lp!CsjLbjoit!Cf i bvypsbAbtjhi Lt!Uf bn -!jt! d bLIx f isf x jsf e!Lp!cf i b4 !bt!pd f step/!P d f s!cf i bvypsb*tjhi Lt!ti px U bind joht! rjhf !i px !hp\Af son f odMsn t!bsf !ef tjhof e!jn gbddpvudpn f t-!f/h/!Ebo!Bsjf rzA bt! ti px o!d bdx i f o!pshbo!epobypo!jt!d f !ef gbvr¢dpgypo-!pshbo!epobypo!jodsf btf t/26 .b!d f !of ydLx f ouz!zf bst-!cf i b\ypsb*tjhi Lt-!dpvgrfiex jd !cjh!ebLb-x jrrh b\nf !b! i vhf !jn gbdLIpo!rpdbrhpwf son f opt/!Crppn cf sh!Q jrbod spqjf t!jt kqf bsi f bejoh! d f x i b{.dX psl t!Djyf t!jojybywf !Lp!bggm!cf i b\ypsbrfidpopn jdt!Lp!i f rq!211 !n jetj{f ! V/T/!djyf t!ef Of s!cf Ld sltf svydf t!boe!cf dpn f !n psf !usbotgbsf ou'!Tf bLufi-!CptLpo-! tvpvjt\ynfn!boe!Tbo!C3bodjtdp!bsf !brsf bez!gvuaoh!Crpipn cf shit!cf i b\ypsbrljotjhi Lf !Lp! d f V t dboe!sf bqjoh!sf x bset/ Von boojoh X f have entered the age of robots, artificial intelligence ("Al") and "smart cities". Bdi pn f -!Sppn cbNAbdvvn t!zpvs!gapst/!Tjsj!ps!Hpphrn!V\6jdf !sf tgpoet!LpMpjdf ! dpn n boet/!Bn b{po!jt!bhhsf ttjvef m!gvstvjoh!bvd psjuz!Lp!ef #f s!gbdl bhf t!cz!espof/ BLIx psl -!spcpLt!ep!gsf djtjpo!n bovgbdLvsjoh!boe!n f ejdbrffivshf sjf ULCNIM bLtpo! dbo!sf be!bnid f !n f ejdbrttpvsobM!f 4 s!gsjoLf e!jo!d f !yn f !jdLbl f t!zpv!Lp!esjol !zpvs! dstu!dvq!pddpgjf /271Bu!rrodi -!b![ jptl !LbcrfiuftjLt!po!zpvs!Lbcrn-!fobcrjmh!dvtLpn fst! 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They also eliminate the need for human workers. Oxford researchers estimate that by 2035, nearly half of all occupations in America could be automated.29 Uijt!i bt!tfwfsbrlgpttjcrfn!jn gbdLt/ o! Bt!spcpLt!boe!B.1LbI f !puvf s!Ipct U bdi vn bot!pod f !eje-!d f sf x jnbf ! gpttjcrh!rpoh. Lf sn -!tLsvdu✓sbrlvof n grpzn f oLY o! BvLpopn pvt W i jdrhtox i jdi !n pt uif yqf at!bhsf f x jrdaf !po!pvs!spbex bzt! x jd jo!b!ef dbef o bsf !rhtt!bddjef odgspof !boe!n psf !svrh. dpn grjboul d bold f js!i vn bo. esjv\f o!dpvoLf sgbsLt/!Ui jt!dpvre!jn gbdUsf wf ovf !rpdbrh hpuvf son f oLf!dpnfndulgspn Ubs. sf rbLf e!gf f t!boeNyprbypot/ o! Spcpydt-!BJboe!tn bsLILfdi oprphz!dpv rat vggrboulps!usbotgDsn !n boz!Ipct ! dvssf oum!dpoevdLf e!cz!rpdbrhpwf son f ouff n grpzf f t/JC f !brsf bezltf f ! n bdi jof t!sf grbdjoh!hbscbhf !i boerhst!boeltf dvsjuz!dbn f sbt!sf grbdjoh! gbusprlgf stpoof rNtjoh!gh!EbLb-!djyf t!boe!dpvoyf t!dpvre!gsf ejdulrjrhf nom! Lby!f vebef st/!Qspgf suz!dpvre!cf !bttf ttf elvtjoh!n psf !joejdbLpst-!sf tvn joh! jo!n psf !gbjs!bttf ttn fort/!Boe!spvyof !sf rvftLf!Ts!drjmht!boe!Tsn t!dpvre! cf !i boerhe!pojof !psNyb!I jpt I t!bdn vojdjgbrlavjrejoht/ Ef df ousbrof e!Nbovgbdw joh !' 4. E!C oyoh Do you shop on the internet and have things delivered to your home? Or do you still shop "the old fashioned way," by going to the store? ,h bhjof !cfjoh!bcrh!Lp!gsjoL1bL1i pn f x i bulzpv!x boLILp!cvz/!Zpv!dpvre!gsjoulb!of x ! eppsl opc!ps!b!gbsdgDs!bo!bgq*odf AX bl f !Gpsf tLICbgytLINf ejdbrSDf oaf sVbtyu✓Lf !gas! Sf hf of sbyvvf !Nf ejdjof !jt!dpnbcpsbyohx jd !pd f st!Lp!4. E!gsjodcpof to Ijo-!n vtdrh!yttvf -! dbsyrinhf -!boe!ljeofzt/2 !Ui f !bjsrof !joevtusz!i bt!33-111 !gbsLt!gmjoh!d spvhi U f ltljft-! gsjoLf e!po!4. E!gsjoLf st/!BLlb!dpn n f sdjbn'tidbrh-14. E!gsjoyoh!f obcrht!n bovgbdu✓sf st!Lp! r vjdl r-n!gspLpuzgf !of x !ef tjhot!boe!cvjre!f y& n f rzi!bhjrh!gspevdypo!gbdjrAf t/ I px x jnW. E!gsjoyoh!boe!ef df ousbnjl{if e!n bovgbdu✓sjoh!jn gbddzpvs!dpn n vojuzit!tbrht! Lbyf t-!joevtLsjbrlgbsl t-!boe!f n grpzn f ou@ 29!Bvgvb11 pqf!Svujo-riSfgpsuTvhhftit!Ofbsrm!I brgpJV/T/1Kpct1bsf.Wrofsbcfi4p1DpngvJsj{bgpofi!NJU!Ufdioprphz1Sfvgfx-rifgJ!23-!3124/ 2!Fri(bcfu!SpzLf4X i bLIMft!Bi fbe!Ts!4.E!Qsjogoh@rin j tpojbo/!N bz!3124/11 36 HrpcbrOEjhjLbriDvssf odz You've heard of bitcoin, right? Cjudpjo!jt!b!hrpcbrOejhjLbridvssf odz!d bdi btkf 4 sbtjhi rzr!ef tjsbcfi!g= bu✓sf t;! p! An pd t!gspn !tf oef s!Lp!sf df jvef s!jot rbouz p! Ujt!i bse!Lp!evgf U f !tztLf n !evf !Lp!jLt!dszqLphsbgi z!boe!pqf o-!gvcrjd! rhehf s!)dbnfne!d f !icrpol di bjorrt p! Ujt!di f bqf s!d bo!usbejypobrigbzn f ourtztLf n t!cf dbvtf !jLljt!f ydi bohf e! 0 f !pdb!df ousbrbvd psjuz!)r#f !b!df ousbri¢bol*!ps!n jeerhn f o X i f d f s!cjudpjoltvs\y\d t!bt U f x psreit!dstulejhjLbrhlvssf odz!ps!opu!d f !crpol di bjo! b o e!sf rIn d eV di o p rp h z!i b t U f !q p Lf o y b rbp!usb o t M sn !i p x !b t t f Lt!b sf !usb o t g ssf e! boe!g f t!bsf !dprrfndLf e/!Ui f !t LbLf !pdW sn poLOMs!f ybn grh-!jt.voef srbl joh!b!t u✓ez!Lp! of J sn jof !jdcrpol di bjojoh!dpvre!cf !vtf e!gDs!jLf !hf of sbrirfiehf s31/!Cbol joh32!boe!d f ! n vtjd!joevtLsz33!bsf !brhp!tu✓ezjoh!bggrjdbypot!pdd f !crpol di bjo/ Dbsrhtt !Dpn n vojyf t Helsinki, Finland conducted research and found that the next generation "no longer considers cars as a distinctive social marker or object of emancipation."!! 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Lbyj-!cjdzdrh!boe!dbs. ti bsjoh*x jd jo!I f rhjol j!jo!pof !dr)dl AX i jfi!I f rhjol jit!n pef rim bz! opdx psl !Ms!brddjyf t-!d f !Lsf oe!Lpx bset!g=x f s!of yu hf of st!cvzjoh!dbst!jt!hrpcbrsh boe!WLvsf . sf bez!djyf t x jnbf !qsf gbsf e!Lp!n pcjrj{if !djy{f of x jd pvulgsj\bLf !dbst/ ,bgsb t uw d w sF !P vif si b v m Every four years, the American Society for Civil Engineers grades America's infrastructure, b!d f !3124!Sf gpsLIDbse-!d f z!rppI f e!bd 27!jogsbtLsvdu✓sf !dbLf hpsjf t!)tf f !jn bhf*!boe!hbv&f !bo!p\Af sbrdhsbef !pdE,/!Bn f sjdbit! jogsbtLsvdu✓sf !jt!dDj*h/ 31!Csjbo!Dpi fo-fi Wsn pou#Dpotjefsjoh!Crpll di bjo!Ufd !g)srirbJ!Sfdpset-fin bsdDporsbdri-n!DpjoUfrfihsbgi-!Bvhvtu93-!3126;1i uq,OD*joLfrfhsbgi/dpn 0 of tO2261750Afsn poudpotjefsjoh.crpd di bjo.Jdi.g)s.trbrf.sfdpset.tn bsudporsbdrt-!bddittfe!Bvhvtrf41-!31Zo 329 fbd !Ufssz-!Szbo!Obti!boe!VbI frijfx fsuri Ui N&Lvsf!pdgobodf-h!H pre n boribdi t!gpedbtu!Kvof!4-!31T3;!i uq;®c xx/hpren botbli t/dpn Cpvs.d joI I. johOapec btrtffgjtpeftO8.41.31M.Jssz.obti/i rn rdbddittfe!Bvhvtu#41-!31Z5 33!Hjefpo!Hpucyjfoe4I px!df!Crpoldibjo!dpvre!ejtsvquIdNNvtjd!,bevtrszfi!Cjrropbse!Nbhb{jof-!Bvhvtrf6-!31Z5; 37 Figure 8. INFRASTRUCTURE GRADES . . .... . . INLAND A I w HAZARDOLISWASTE! DRINKING WATER! B!FYMQJ: M!!!!G!I-PPEnn!Q!NFE.PD6F!nnE;!CPPSnn!Q!(EUZI-I Pod!dxfhs�xbt!fvbvbfe!po!uf!cbtjt!pjcbgb4LY!cyoejo!r!cyasf!offe-!pgPdxjpo!boe! n bjoLfobodf-!gvcio t bgLE-!sftjnj5odf-!boe!joopsbypo Tp✓slf;!Bn f4Cbo!Tp4fLz!Vgvgr"offA-!3124 f f !dptLt!pg!voefsjowftu1 fodjo!jog3btLsvdLvsf !bsf !n b t t j wf/!E sjwf st !j o!d f ! 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Ef od sUi jhi kqf f e!sbjrjodrvief ejod t Lpst!g3pn !Tgbjo!boe!Di job!boe!EbNat!0i ursbjrh tztJ n !jt!px of e!czMgbof tf jowf tLpst/! Ui jt!voef stdpsf t!pd f s!sf rbJ e!Lsf oet!boe!jn grjdbypot; o! Hrpcb*vvf tin f odop!rpohf s!gpx t!gsjn bsjrm!g3Dn U f !opsd !)ef\Af rpgf e! dpvoLsjf t*!Lp!d f !tpvd /fiTpvd . Tpvd fljo\Af tin f ourjt!cf d p n joh!d f !of x ! opsn -!f/h/!.bejb!jo\Af t uv!jo!Bgsjdb/35 o! Nboz!n vojdjgbrj jft!boekLbJt!bIUsojoh!LpMC t!boe!pd fs!dpn grfiy! g/oejoh!n f d i bojtn t!Lp!cvjre!gvcrjd!jog3b tLsvdu✓sf/!!vogDsLvobtfrz�-! d f tf !ef brfi-!x i jrfi!bggf bsjoh!Lp!b\Apje!Lby!jodsf btf t-!pg-f off oe!vq! dpt yoh!d f !qvc o!n psf !cz!hvbsboLf f joh!jowf t Lps!gspdLf !gbs!f ydf f ejoh! d f !dpt urpdLsbej#obrloby. f yf n qurdobodjoh/!!H p\d son f od !pg.f o!rbdl ! d f !f yqf sytf !Lp!vtf U f tf !of x !dobodjbrlgbsuDf sti jqt x jtf ra✓ o! 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E PJ,21/21 91 0247:229Y/3125/:9:989/ 39 N jdsphlet Microgrids are self-contained energy grids that ensure a community has a reliable electric supply when access to their normal supply is disrupted, x i jdi !dpvralcf !dbvtf e!cz!f ytsf n f ! x f bd f s!f vi ott-!qi ztjdbMboe0ps!dzcf s!bubdl t/!Njdsphsjet!f otvsf !d bub! dpn n voft.e!i btMV x !cvjrejoht U bUx jrd8f n bjo!pgf sbtjpobrbp!n bof six i budti jt! hjvef t!sf tjef od!d f !pggpsLvojLv-!Lp!dpn f !jo!gDs!b!x bsn !ti px f s-!bx bsn !n f br4boex jrdn bnjax !d f n !Lp!di bshf !d fjs!gi pof t!boe!dpn gvtf st/X f x jrdhf f !n psf !n jdsphsjet!jo! pvs!dpn n vojt f t!cf dbvtf !pj4gDvs!cjDdLpst;! 2 ! TLbtf !jodfoOdt31 3 ! Di f bq!f rhdLNdjuz t t.psbhf 4 ! Ui f !jo d sf b t f e!rjh f rjh p p e!p g!t v q f slt Lp sn t!)t f f !d b y sf !c f Ipx 5 ! Ui f !jodsf btf e!rjhf 0 ppe!pdb!dzcf s!bubdl / FIGURE 9. TIMELINE OF NATURAL DISASTERS AND STATE MICROGRID INITIATION CFX!ZP-cL °/d 1!Njnjpo!gj{f! CPGCFDJDAJ n pof z!g)d n jdsphq e! dpn gfggpo N j dsphge!q rpd Y Qsphsbn!jojgbtfe!cz! Qicrjd!Bdd23.259 a m bA tFYBf NBTTB7 VTTFLUF Ivbxt!I C!2942!' 1551: ! °/E1!Njnjpo!Nvojdjgbrh o t v qq ps!Fof shzM dv j u?! Sf t j 0 odf!C�hsbn t 6 boe!DI Q!jo!dggdbrtHpw! bgbt tsi dtv sf 5 CFX!!FS1FZ bboovodit!OI� 4 UhotjtHge! °o boe!I pc pifo! 3 n jdsphje!gsplf du 2 Tpvsif;! I vsjdbof!J f! ! I vsjdbof!Jsf of! I vsldbof 9boez Ef df n cf s!Jtf!Ttpsi Fof Eh7YjSf 371DprrjDrFvrrjvbo-rfOZ!Bx bset!941Hsbort4p1Dsfbrf1Dpn n vojrz!Njdsphsjetfi!FofshzXjsf-!Kvra!:-!3126 3: Pcg Hsjeejoh Local communities will generate more of their energy from renewable sources like wind and solar, or natural gas fuel cells. NPdbridpn n vojyf t x j nib rhpltLpsf !n psf !pg!u f js!px off rhdLsjdjuz/!.bltpn f !rpdbypotAi f sf ! x jnimp!rpohf s!cf !blti bsf e!f rhdLsjd!hsje/!..u!jt!boydjgbd e!u bu!Ts!sysbrirpdb#ot-!jinx jrrh cf !di f bqf s!Ms!u f !vy*E!Lp!jot Lbniejt LsjcvLf e!hf of sb#o!)EH*x ju !b!tLpsbhf !ef\ydf ! Li bo!LpUpoyovf !Lp!n bjorbjo!rpoh!ejtLsjcvr po!rjmf t/!NDdbrim vojdjgbrjAf t!x jrrlmf f e!Lp! bee sf tt!i px !Lp!f otvsf U burpx .jodpn f !gpgvrhgpot!dpoyovf !Lp!i b\Af !vojd stbrlbddf tt! Lp!f rhdLsjdjuz!6 U jt!n bz!jo\AprW U f !n vojdjgbr.Mf t ltvctjej{joh!u f !jot rbnrbypo!pdEH!boe! tLpsbhf !jo!rpx .jodpn f !i pvtf i pret/ FrfidLOdNM i jdrht In the near term, we will see more electric vehicles (EVs) in urban areas. b!u f !rpoh!Lf sn -!u f !f oysf !usbotgpsrbypo!gf1f urn bzltx judi !LP! f rfndLsjd/!,Ujt!bogdjgbLf e!u bLIsf tjef opt x jnidi bshf U f js!FV1f!bdi pn f !buojhi u'!C)vcrjd! tLbypot x jniaf !vtf e!porzrNtf e!Lphpq!pg Md f !cbu.f sz!evsjoh!u f !ebz/!Cvtjof ttf t bz! jotrbnrldi bshjoh!tLbypot!tp!u bdf n qrpzf f t!dbo!di bshf !Ts!O f !evsjoh!u f !ebz/ .b!beejypo-!FV1i!x jrrlaf !vtf e!bt!f of shz!tLpsbhf -x i jdi !dbo!cf !dbrdne!vgpo!Lp!bttjtd u f !f rhdLsjdjuz!hsje!x i f oh psf ltvggrzr!jt!of f of e/!lp!gvulu jt!jo!gf stqf dq\Af -!bo!96!1 X i ! Uf trb!cbu.f sz!dbo!tr.psf U f !f r vj\Abrhodpdbm ptdd sf f !ebzt!pdgpx f s!gDs!u f !bd sbhf ! V/T/!i pvtf i pro/311 role of community-owned or public utilities may significantly diminish.And when cost-effective • •- is available, eff 4 . . . . utility companies will try to buy or block cost-effective storage or .. of . . . .Lbj. . 381Qf J s!L f rra!E f uc j fis ri Ui f I&w sf!Qspn j t f!bo e!Di b rrfio hf!pdBq q raj o h Nt f e!F WCb of sj f t!bt!b!Hsj e riLpsb hf!Sf t pv sdf-h!Gpscf t-rif q J!37-!3125/ 41 X W s!Sf dzd#h Due to higher temperatures and water insecurity, in 20-50 years we won't be using drinking water to flush our toilets. X f irRbf !sf dzdrjoh!pvs!hsbzx bLf s!Tslvtf !jo!pvs!hbsef ot!boe!LpjrfnLt-!boe! grort i joh!porzIf x bhf !Lp!d f !rpdbrim bt J x bLf s!Lsf bun f odgrboLPU jt x jrdBf r vjsf !b! di bohf !jo!n boz tlblf !boe!rpdbrlgrYin cjoh!rinx t39-!di brdnohf !jogbtLsvdu✓sf !sf Lspdu! qsjdjoh!ezobn jdt-In gbdurpo!sf 4 ovf t-!di bohf t!Lpx bLf s!ul bun f ourgspLpdprn-! boe!sf .vtfOejtgptbrlpdtrYiehf !bt!b!sf tpvsdf M Ef t b#j{ bypo As states and countries look for fresh water, many look to the oceans where 96 percent of our water lies. Dvssf ouz0bcpvr.l261!dpvoLsjf t!sf rzi!pofief tbrjoj{bgpoMLp!n f f uru f js!O ti x bLf s! sf rvjsf n f opt/3 !vogrisf df ouz�!d f !Njeerh!FbtLlboe!f tqf djbnmfTbvej!Bsbcjbx f sf !u f ! x psreA !rhbejoh!J di oprphjtLt!)boe!vtf st*-!cvurtppo!Di jobx jndhvsgbtt!d f !Njeerh! FbtLljo!d f Mprvin f !pdgf ti !esjol johx bLf s!hf of sbLf e!cz!ef tbrOj{bgpo/!DbrjgDsojbV of !Dbsr @-cbe!Eftbr)oj{bgpo!QboLljt!dpn joh!porj!of !jo!3127!boe!jt!hbjojoh!b!rpLlpd buf ogpo/!Ui jt!bu.f ogpo-!dpvgrhe!x ju !u f !ef n boe!gDs!gsf ti x brf s-!x jnrbu.sbdLlof x ! jo\Af tLpst!boejov&f oLpst x i jdi x jnM\Af ou✓brm!esjvtf !epx o!d f !dptu' Obopif di oprphz Nanotechnology is a broad term that covers many areas of science, research and technology. b!jLt!n pturcbtjd!gDsn -!jur n f bot!x psljoh!x ju !u joht!d burbsf !tn br*sf brmltn brFC joht!tp!goz!d bard fz! dbo(urcf !tf f ox ju !b!tLboebse!n jdsptdpgf / #Fwf szu joh-x i f oh jojbuisj{f e!Lp!d f ltvc.211 . obopn f Lf sltdbrfna i bt !of x !gspgfsgft-!sfhbserfntt !pdx i bLljLljt-*bzt!Di be!Njsljo-! gspdttps!pddifnjtr.sz!bLIOpsdx ftLfso!vojwfstju?/!Ujt !jt !x i bLln blft! obopgbsgdrht !u f !n bLf sjbrh!pdd f !g✓u✓sf/!U f z!i bwf !t usbohf !di f n jdbrh boe!qi ztjdbrigspgf sqf t !dpn gbsf e!Lp!d fjs!rbshf s. gbsgdrh!I jo/!LI f ! U joh!u bUn buf st !bcpvLlobopgbsgdrht !jt !d fjs!tdbrfn/41 391HsjuMjgfsuIBDIN bsyo!boe!Ebvgerivn n fstri gstuHsbzx bJs!Sfdpv4szriztJn!Bggspv4e!jo!d f!Djrz!pdWt!Bohfrfitfi!HWN BD/ 3:!CfijtbrCK brpri Ui fkywsf!pJeftb#bypo!sftfbsdi!jo!u f!Njeerfi!Fbtun!Obu✓sf!Njeefi!Fbtu!OpW!37-!3125 41!Sf cf dd)!CpzrWf 8!B n b{j o h D:bzt!Obo pJ di o prpg!j t!Di bo hj o h!d f D:psre-n!Qpgv rbsridj f o df-!O pv4 n c f sO-!3123 42 ObopJ di !jt!vtf e!jo!f vef szd joh!gspn !tvotdsf f o!Lp!dbsgf uitLbjo!sf tjt Lpst!Lp!n f ejdjof/! Tdjf oyt Lt x psl joh!jo!d f !df re!f ton bLf U bdjddpvre!i bv\f !b!usbotTsn byv&f !f gj du-! opdporzi!po!x i budjt!ef\Af rpigf e!d spvhi !obopLf di oprpihz6 U f !of x !usbotMsn bypobrh gspevdLtocvdi px x f !n bovgbdu✓sf U joht/!BLpn jdbrm!gsf djtf !n bovgbdu✓sjoh-!ps! TBON-Mdpvre!sf grbdf !f opsn pvt-!f yi bvtu cf rdi joh!gbdLpsjf t x jd !dr(nbof s-!t n brrtfns!boe! n psf !bhjrfn!tvggrzi!di bjot/!Ui jol !pdjdbt!i jhi rn!gsf djtf 14. E!gsjoyoh!jo!b!cpy/ if di . Fobcrhe!I f brd !Dbsf Health care is undergoing a transformation. In the future ... r Obyf oLt!n bz!opdi b\Af !LpNgtjdd fjs!epdLps!Ms!spvyof !n f ejdbrh fybn t4x f bsbcrf)!i f brui !n pojLpst!dbo!ti bsf !gbyf odebLb!ejsf dum! x jd U f js!i f brO !dbsf V bn -!boe!Lf rfnn f ejdjof !ef ref sf e!cz!gi pof !ps! vyef p!di bddpvrs!sf grbdf !gbyf odf ybn !sppn t/ I gh!ebLb-!psficjpjogDsn bydtMbt U f z(sf !dbrefne!jo!i f brui !dbsf -x jnbf ! + + vtf e!Lp!ejtdpvtf s!n psf !bcpvdejtf btf t!boe!f gj dod !Lsf bun f oLf/ r Obyf odi f brO !sf dpset!dbo!cf !ti bsf e!cf uK f f o!i ptgjLbrhi!boe! ® f n f shf odz!sf tgpotf V b t-!tp!d b{.lx i f o!d f !FNUt!hf dLp!d f ! gbOf od)x i ph bz!cf !v od pot djpv t*-!d f !FN U H opx !brdd f !esvht U f ! gbyf oudjt!Lb l joh-!d fjs!i f brui !i jt Lp sz-!b rdnshjf t-!f ud/ Boe!bt!b!dpvoLf sdvssf ou!epdLpst.jo. usbjojoh!bsf !cf joh!sf r vjsf e!Lp! rfnbso!cf of s!cf etjef !n boof s/!Uf di oprphz!dbo!ep!b!rpdLp!jn gsp4 ! gbyf odpvudpn f t-!cvulsf tf bsdi !bruplti px t U bddbsjoh!gf stpoof rh jn gsp\Af !pvudpn f t/42 31 John M.Kelley,Gordon Kraft-Todd,Lidia Schapira,Toe Kossowsky,Helen Riess,"The Influence of the Patient-Clinician Relationship on Healthcare PvLdpn ft,!BrFztrfn bgd!Sfvjfx!boe!N fib.Bobrntjt!pdSboepn j{fe1DpoLsprrfie 1Usjbrt0CAPT/1Bggrb-!3125 43 qpn jn jdsz "I think the biggest innovations of the 21st century will be at the intersection of biology and technologg. A new era is beginning." o!TJ wf !Kp c t! X i bLIdbo!b!gjrh!pdLf sn jJ t V bdi !vt!bcpvdl f f gjoh!pvs!hp\Af son f odcvjrejoht! dpprlevsjoh!d f kvn n f s@-k sot!pvr,!b!rpLA 1/\BD!tztLf n t!cbtf e!po!Lf sn jLf ! n pvoet!bsf !pof !fybn grh!pdcjpn jn jdsz-!d f kLvez!pdobLvsf !Lp!tprd !i vn bo! gsperfnn t/!Ui f !FbtLhbLf !Cvjrejoh!jo!I bsbsf -![ jn cbcx f x bt!jotqjsf e!cz!d f ! obLvsbrlef tjho!pdLf sn jJ !n pvoet/!Ui f !cvjrejoh!i bt!op!dpo\Af or pobrbjs! dpoejypojoh-!zf urtLbzt!sf hvrlaLf e!zf bs spvoe-!vtjoh!rhtt!d bo!21& !pdd f T of shz! pdb!dpowf oypobrI3vjrsjoh!jLt!tj{f/!Npdbrhpvef son f od !bsf !brhp!cf of dyoh!Wn ! d f !Mrm!.n of rdns-x i jdi !djsdvrlaLf t!n vojdjgbrSx b s!LboI t bC jd !n jojn b of shz!Lp! qsf d oLit rbhobypo/Ut!ef tjho!jt!cbtf e!po!d f !hf p f Lsjf t!sf of bLf em!Tvoe!jo! obLvsf -x i jdi !bsf !I opx o!Lp!sf evdf !g3jdypo!boe!esbh/! 44 UI F!OFYU!CJH!UI JOH T Demographic Trends CzMn jf !W scsvhhf -!DjLz!N bob hf s-!Crppn johLpo-!NO! Rapid demographic changes are occurring in our communities. The words "rapid" and "demographic change" do not typically occur t0 ether."Ef n phsbqi J dt!bsf !p9-f o!bt r@ x fies J . esjq. eIgr1pddi bohf -!bljo!Lp!d f ltLpsz!pdd f !g3ph!jo!d f !If Lufi;!d f x bLf s!hf Lt!I pLLf s! boe!i pLrf s!boe!cz!d f !Ljn f U f !g3ph!sf brj{rf t!ju"t!dppljoh-!ju"t!Lpp!rbif !Lp!Ivn q!pvL.rrp! jLljt x jd !dpn n vojLz!ef n phsbqi jdt;!d f !di bohf tltf f n !tp!hsbevbrlboe!d f o!brdpdb! tveef ox f !rppl !bspvoe!boeltbz-!X i f sf !eje!brrloi f tf !qf pgrh!dpn f !g3pn g! J be!d f !hsf bdgDsLvof !Lpx psl !jo!b!dpn n vojLz!d bUx bt!gDsdf e!o!zf t-!gDsdf e!o!Lp! dpog3polld f tf !jttvf t!i f be!po/!!N ptLlgf pgrNepoilld jot !pdNjoof tpLb!bt voef shpjoh! LsbotgDsn bljpo-!cvLlCsppl rm!Cbsl 4Njoof tpLb!f yqf If odf eltpn f !pdd f !n ptdsbgje! of n phsbqi jd!di bohf !jo!d f !dpvoLsz!evsjoh!d f !La p.of dbef !qf Ipe!pd2: : 1 .3121/!! L.pebz-!Csppl rro!Cbsl !jt!b!n blpsjLz!opo.x i jLf !dpn n vojLzx jd !n psf !Li bo!31&!pdjLt! sf tjef od!cfjoh!cpsojo!b!dpvoLsz!pvltjef !Li f IVojLf eITLbLft/!! U f x poef sg✓rloi joh!bcpvLlCsppl rro!Cbsl A!ejwf stjLz!jt!jLt!ejwf stjLzdb!dvrrusbrh gbopgrz!!n psf !Li bo!crindl !boex i jLf/!,Ujt!joWtf ex jd !Li f !Idi of tt!pdd f !jn n jhsbod f yqf If odf !g3pn X f tUBNdb-!Tpvd f btUBtjb!boe!Df oLsbrEn f Idb/!!CvLld bd Idi of tt x btoUsf dphoj{f e-!boe!df sLbjorz!!oplli bsvd tLf e-lvoorh f !n bef !bo! joLf oOpob1gpsL1Lp!epltpdb!dpn n jLn f oLlLp!bofijoLf oef e!wLvsf Mcbtf e!po!dpsf ! \Abrvrf t!d bllbdl opx rhehf elf d sz!joej\yevbrrVf r vbrhoe!joLNotjdMbrvrf/ Csjps!Lp!n bl joh!d bLldpn n jLn f oLOdpn n vojLz!rhbef st!o!f rhdLf e!boe!bggpjoLf e! ox f sf !pg..f o!cf Weerhe!x i f oficf tLlgsbdodf tMejeoiLdtf f n !Lp!i bd !rIntOoh!jn qb&O jdboz!jn gbdLlbUbrdHX i z @Npsf !pg.f o!d bo!opLOx f x f sf !epjoh!d joht!Lpflgf pgrW boe!opLf x jd f1d f n /!! Adjusting to new demographic realities involves relationships, collaboration, and consultation. Boe!jo!n z! f yqf If odf -!rpdbrlhpwf son f oddibef st(li jhi f tLlgvsgptf !jt!Lpltf swf !bt U f !gbdjrjobLps! boe!dpoof dLps-!Lp!cIohfiej\4 stf Mqf pgrh!Lphf d f s-!Lp!doe!d f !dpn n po!dpsf/!!J1jt!d bd jn of sb0\4 !Li blldpn of rlid f !of yLigh!u joht/ X i bLljt !u f !djuz !cvLIU f !qf pgrfi@ . X jnjbn !Ti b f t of bsf -!Dpsjprbovt Ui f sf !b sf !Lx ph bttj\Af !ef n phsbgi jd!i f b e x joet ! jn gbdyoh !pvs!dpn n vojgf t ;!pvs!bhjoh !gpgvrbqpo!boe !pvs! ejwf st jg?joh !gpgvrbqpo/!Usf oet !sf rbaLf e !Lp!d f tf !jodryief ; Ljcbr)tn !' Uaf oyuz!Opr)Ndt "Identity politics" are political arguments that focus on the interests and perspectives of specific groups.! Ui f tf !h sp v g t!d b o!Lu so!j o Lp!n p\Af n f o d !p s!t asp o h Mpg o h!c rpi d t/ .bf oguz!gprjodt!dbo!ef f grzi!x pvoe!b!dpn n vojuzit ltf otf !pg'tpdjb rid pi f tjpo4 U f z!dbo!dsf bLf !bo!vt.4 stvt. u f n !n f oLbrjm!d burn bl If t!dpn n vojgf t!rhtt! sf tjrjb ou'!P o!d f !pu f s!i boe-x i f o!djq{f of!g f rd bdu f z!cf rpoh-!bsf !i f bse-!boe! sf qsf tf oaf e!x ju jo!d f js!dpn n vojgf t-!u f zisf !n psf !*f rz!Lp!bddjo!b!x bz!d bul \Ab rrf t!d f !dpn n pot/ Bt!dpn n vojgft!cfdpn f !n psf !ejv&fstf -!u f js!sf t jrjfi o d f !n bz!cfVtJe!vorhtt! rpdbrhp\Af son f opt x psl !i bse!Lp!n bl f !bnidjq{f ot!gf f *dMef e!boe!sf qsf tf oaf e/ Tusv d u✓sb ri Zp v u *.Vof n q rpaz n f o u Due in part to the global talent pool (Trend 35) and the deep investments made worldwide to automate our factory floors and our lives (See Trend 12, "Unmanning") we could be facing a 20-year period of structural unemployment. Mssz!Tvn n f st!x sjLf t!jo!d f 2126!HrpcbrFdpopn jd!PvLrppI ; '(Jjx f !rppI !bLlu f !ebLb!pox pslfst !bhfe!36. 656u f !hspvgx f !u joI !pObt !u f ! c b d I c p o f !pdd f !x psl Tsdf o u f !qf sdf oLbhf !pdd p t f !x i p!bsf !opUx psl joh!i b ! sjtf o!cz!b!gbdLps!pdn psf !u bold sf f !qn f t !pwf s!d f !dpvstf !pg!n z!rjl qn f M .:jdvssf odLsf oet !dpogovf !jLldpvrex f rd3f !d bLlb!hf of sbgpo!gspn !opx Mr vbsLf s!pd U f !n jeerh. bhf e!ef n phsbqi jdx jrrlaf !pvLlpg!x psl !bLlboz!hjwf oh pn f ouh 46 Dj\yri$jhi L# Fgsjoh The Arab Spring. The Black Spring. Obvftbtpo-!Fdpopn jdt!FejLps!Ts!lIi f !Hvbsejbo-!bshvf t!u bLIbLIU f !i f bsulpjd f ! tpdjbrlgspLftLt!bspvoe!d f x psre!jtfid f !hsbevbLf x ju pvLIb!g✓u✓sfflUi jt!Of t !Lp! lbF oe!38;!TLsvdLvsbrffpvd !Fn grpizn f or,!boe!hf Lf burtpn f u joh!ef f of S/ .b!Bsbc!Tgsjoh!Esf bn t-!bvd pst!Obttf s!X f eebez!boe!Tpi sbc!Bi n bsj!hj\Af ! \Apjdf !Lp!d f !of yLIhf of sbypo-!d f !hspvq!d bLltgbsl f e!d f !Bsbc!Tgsjoh/!Brti pvhi ! U f !bod prphz!jodmef t!n boz!ejgj sf odvyf x gpjoLt-!d f !cppl it!n b!ps!d f n f !jt! On f rfntt!boe!yf t!x f Ap!Bn f sjdbit!Crbdl !Tgsjoh;!b!zpvoh!hf of sbypo!bdi joh! Ts!b!cf of s!g/Lvsf -!b!g/Lvsf x i f sf !djvyrlsjhi Lt-b( pn f oit!sjhi Lt-!sf r#jpvt!0 f epn ! boe!cbtjd!i vn bo!ejhojLz!bsf lvgi f re!cz!d fjs!hpwf son f opt-x i p!svrh!x jtf rzr!boe! d p o r.sp riq p rjd f !n j rjob sj{b y p o/ Until that "better future" comes into view, expect youth-led revolts and uprisings like Occupy Wall Street or student protests like those in Quebec. Fr 'I Unmet social = a potent expectations + media mobilizing force. 47 N bt t !N jhsbypo Whether due to conflict, climate change, natural disasters, or the desire to earn more, migration will continue to create dynamic population shifts for many communities.!ui jt!r.sf oe! n bz!jn gbdulgspqf sLv-!ps!jodpn f !Lbyf t-!boe!d f !dptr.t!pjgspvyejoh!tf svydf t/!Nbtt! n jhsbgpo!dbo!i bW !b!eftr.bcjrj{ijoh!gDsdf !po!cpd !d f !dpn n vojr¢!d bu"t!rptjoh!djy{f ot! boe!d f !pof !hbjojoh!djo{f of/!I boerhe!x f rngo. n jhsbgpo!dbo!brhp!t tsf ohd f oboe! sf vyr.brj¢f !dpn n vojr f t/!B!dpn n vojr.eft!bggspbdi !jt!dsjr dbrh .b!d f !Vofrf e!Trbrf t!cz!3171 !ju"t!f t rjn br.f e!d bL129&!pg!d f !gpgvrbrjpo!x jrrief !gDsfjho. cpso!bt U f !di bsr.tt i px t/! Figure 10. Foreign-Born Share of U.S. Population o!&!pdd f!gpgvrbrjpo!d bdjt!g3sfjho!cpso 25% ....................................................................................................................................... 20 ....................................................................................................................................... 15 ........................................................................................................................................ 10 ................................................ .............................. ................................................... 5 0 1850 1900 1910 2015 2060 Uxf;!!(CWjho.cps !bEf!dpt f!cp8D!pMjef!df!\4rfe!Trtxft!boe.MT/!rfsgoft Tp✓sf;!!\//T/!Cfdvt!Q/sfb✓-WjtgAd3 otvt!Trbrjtyd!po!df!C Wjho.Cpeo!Cj�rbjpo!pjdf!\/grfe!Trbrft;!2961.3111#! boe!3125!gpgvrbypo!gVf drjpot Tp/sdf;!CIx!Sftfbsi!Cfods 48 N jeer WDrbit t !N b The global map of the middle class will continue to change in the next 20 years, affecting local governments in direct and indirect ways. Pv1f sbnr4Opsd !Bn f sjdb!boe!Fvspgf itki bsf !pdd f !n jeerfi!drbtt!x jnrlaf dsf btf !Lp!8& !cz! 3141-x i jrfi!Btjb. Obdjdditki bsf b( jruiasbtgdbnm!jodsf btf !g3pn !39& !jo!311: !Lp!77& !jo!3141/! D bSJ21!Tj{f !pgu f lNjea lDiht !cz!SF hjpo )n jn)pot!pdgf pgrh!boe!hrpcbrtti bsf* ! 311: ! ! ! 3131! ! ! 3141 qsi !Bn f Idb! 449! ! 29&! 444! ! 21&! 433! ! 8& FVW! 775! ! 47&! 814! ! 33&! 791! ! 25&! Df oLdAIDoe!Tpvd !Eh f sj db! 292! ! 21&! 362! ! 9&! 424! ! 7&! Asia Pacific! 636! ! 39&! 2-851! ! 65&! 4339! ! T7&! Tvc.Tbi bsbo!EIA db! 43! ! 3&! 68! ! 3&! 218! ! 3& Df oLdx*oe!Tpvd !En f Idb! 216! ! 7&! 276! ! 6&! 345! ! 6&! 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The majority of its residents are expatriates from other countries. Dubai is working hard to become the kind of place that the world's smartest and most creative people want to live and work. Di job ® !38& .bejb !34& Void e!Trbrft — ! ! 19& Csb{jm 0 —!6& ,bepoftjb —!6& Svttjbo!gefsbrjpo M Tbvej!Bsbcjb ® —4& Ibgbo • �4& Nfyjdp !3& BEhf oyob —3& Udfz 0 �!3& . Vojrfe!Ljohepn !!!!!!3& \ Lpsf b W !!!!!3& Hfsi boz 11113& Cbbodf !!!2& Dbobeb !!2& � fi- Cprboe !!2& By t LEbrjb ® M!2& Tqbjo = M!2& ,lbm 11 M!2& Pd f3 ® !!!!!!!!!!p!!!!!!!!!!!p!7& Tp✓ad;!PFCE Bt!d f !hrpcbrlob rho Llgpprlaf dpn f t!n pst !f evdbLf e!boe!Ipct!cf dpn f !n pst ! ejhjLbrftpn f !dpn n vojgft!boe!dpvoLsjft!bst !bhhstttjdrz!!gptjgpojoh! d f n tf W t!Lp!busbd LIU jt!i jhi rz!!tlj*e-!opn bejd!x psl gDsdf/ This "attract talent, not companies" strategy will require communities to rethink ideas like "citizenship" and "economic development". 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I dzdoh-!Li f zisf !cf of ggoh!gpn !rpdbrhpud son f odd bLiX psl t/ But behind the scenes, a lot will change. Gp slt Lb sLf st-!gf e f sb rlb o e!t Lb Lf !c v e h f Lt!d p o qo v f !Lp!c f !d v u'!Ui jt!n f b o t!Li b Lit f s\yd f t!Li b Li x f sf !podf !gspvyef e!f rd i f sf x jn*rkp!rpdbrhp\4 son f od!Lpltpsupvu'!DjLe!n bobhf st!boe! f rhdLf e!pgjdjbrhx jrrlaf f e!Lp!ef raf sbLf ;x i bdjt In gpsLboLigDs!pvs!dpn n vojL¢@C i bLfti pvre! rpdbrlhpuef son f odep@C i ph vWx f !gbswf six jU @ px !epx f !gbz!Ts!d f !tf s\ydf t!gspvyef e@ And we will have to innovate to be successful. Evsjoh!d f !sf df ttjpo-x f ltbx !rpdbrhpvef son f oLipvLtpvsdf If svydf t!boe!sf . f ohjof f s! pLi f st/!.b!Li f !of yLiLx f oLe!zf bst-lx f irrlhf f !rpdbrhpvef son f oLt!vtf !n psf !boe!n psf ! joopvebgwf !bggspbdi f t!Lp!beesf tt!U fjs!dpn n vojgf t M i brrfnohf t/!Ui f zirrlR psl !n psf ! dprrlacpsbgwf rz!!x jU !pU f s!djgf t!boe!dpvoof t-!Lp!g✓sd f s!rfnwf sbhf !f d p o p n jf t!pg!tdbrfn/! Zpvirrlhf f !n psf !gbsuDf sti jgt!cf Lx f f o!hpwf son f ou!opogspgLt-!boe!d f !gsj\AbLf If dLps(! Cf dbvtf !bt!pvs!di bnfnohf t!hf Lin psf !dpn grfny-x f !off e!n psf !ovbodf e!sf tgpotf t-! cf zpoe!d f !Lsbejgpobrlapvoebsjf t!pgrpdbrhpvef son f oLY L) !n f f Lill f !di brrfnohf t-!rpdbrhpd son f oLt x jnibu-sbdLib!of x !hf of sbgpo!pg!x psl f St x i p! b !n pquebLf e!Lp!LbI f !b!g3f ti -!cpre!rppI !b di px !rpdbrhpd son f oLt!svo/D< f !of f e!d f js! I joe!pOU joI joh-!boex f !of f e!Lp!n b f !sppn !gDs!d f n /!CvLIU f !gb dLijt-!Li f !of ydhf of sbgpo! x poMcf !bu-sbdLf e!cz!jogfiyjcrh!pshboj{bgpot!boe!sjhjeILsvdLvIt/!Ui f sf !It!opIvdi !Li joh! bt!IpcIf dvsjLz!jo!rpdbrhpwf son f od1hi do px -!boe!gbz!boe!cf of glt!i bwf !cf f o!dvLips! gp{f o!jo!n boz!dpn n vojgf t/!Tpx f irFbf f e!Lp!bu-sbdLiboe!f ohbhf !Li f !of yLihf of sbgpo! cz!f n qi btj{joh!pvs!psjhjobrldi bsLf s;!Lp!ep!n f bojohWrh psl !Li bdf of bodf t!d f !Of t!pq djq{f of/!Boe!jdx f !dbo!brlp!bsn !Li f n x jU !hsf bLilf di oprphz-!dvLloh.f ehf !jojgbgwf t!boe! Lsbjojoh-!boe!gspgf ttjpobrlaf d rpgn f ou!bnid f !cf LLf s( .kf r#\nf !hppe!hpwf son f odjt!jn gpsLboLY!Boe!.kf rjfid !Li bLill f !of yLila f ouzzf bst x jniaf ! b!qf sjpe!gDs!rpdbrhpwf son f oLiLplti jof/!Ui f !gvcrjd!jt x jU !vtAsvtLijo!rpdbrhp\Af son f od jt!bdof bsrz!!sf dpse!i jhi t/!.:jx f !dbo!n bjoLbjo!d f !gvc0!LsvtLIU spvhi !f Li jdbrlaf i buyps-! Lsbotqbsf odz-!f ohbhf n f oL,0gf sTsn bodf -!boe!bddpvoLbcjrjmx i jrfn!brt-px psl johx jd ! of x !gbsuDf st!po!of x !jojgbqu&f t-x f irrlaf !bcrfn!Lp!rppl !cbdl !gpn !3147!boeltbz-fiX f !Lbdl rfie! u f !ofyLgh!U joht/n Ef d#joh!Cl of sbriM p\Af son f oulFqg dq\Af of t t ! "The main political challenge of the next decade will be fixing government." b!Kpi o!Njdl fix bjLlboe!Besjbo!X ppresjehf aLI f !Gpvsd !Sf wpm po! Ui f firbzf s!dbl f flpghpwf son f old burn pturdvssf ourdjLz!boe!dpvoLz! ben jojt LsbLpst!hsf x !vq!joox i f sf U f !y of sbrlhpv&f son f ouri bt U f !n pof z-! tLbLf t!i bwf U f !qpx f s-!boe!djgf t!i bv&f U f !gsperhn t6 bt!cf f o!dvurjoLp!gjf df t/! .b!d f !ef4 rlagf ex psre-!obgpobrlhpv&f son f oLf!i b4 !rhtt!n pofz!ps!bsf !hpjoh! cspl f -!n boz t lblf t!boe!gspvyodf t!i bwf !cf dpn f !jef prpihjdbrlabLufihspvoet-!boe! djgf tax f rddjgf t!t grrin b\4 !q sp c fin t/!)Cv L!d f !rpid b rlrfiwf rb rhp!i p ret U f !h sf b Lf t rl qspn jtf -!Tf f Usf oe!49;!Llsvt Lljo!H pwf son f ort/ I bwf !g` of sbrlhp4 son f oLf !boesd f js!joLf sobgpobrlbnjbodf t!pwf ssvo!d f js! f gj dgwf of tt-1/f/x jrdd f !FV!i pre!Lphf d f s4ep!pshboj{bgpot!rpf U f H31!n buf s-! x jnid f !gbsgtboti jq!d burl bt!X bti johLpo-!E/D/!jo!hsjerladl !sf n bjoa@ X i jrh!obgpobrlhpwf son f oLt!dpogovf !Lpx psl !n jhi Or-n!Lpltprd U f x psre"it! n pt urgsf ttjoh!gsperhn t-!d f js!sf rhvebodf !dpogovf t!Lp!ef dsf btf/!Obgpobrh hpwf son f oLf !bsf fidDjrjrmhfljo!d f !f zf t!pod f js!djq{f of-x i pltf f U f n !bt!sf n pof ! boe!sf n pwf e/!P s!bt!pof !dju?!n bobhf s!f ygrlajof e-! r "Nations don't have residents. Cities do." Bopd f s!joejdbLps!d burg= of sbrlhpwf son f oLt!bsf !rpitjoh!sf fivAbodf !dpn gbsf e! Lp!d f js!rladbrhlpvotf sgbsLt;!jotf sobgpobrlhspx d !dpn gbojf t!bsf !bcboepojoh! dpvoLsz!tLsbLf hjf t!boe!jn gfin f ogoh!dju?!tLsbLf hjf t!jotLf be/! 58 l.6vt ujo!H p\Af son f ou Trust in the national government is at an all-time low in the United States. QvcO!lIsvtLIjo!Hpdson foL!2: 69.3125-!Qfx !Sftfbsdi !Dfoafs! Qhvsf !M!W djo!V/T/!"an f ou 2 1 m o 61 1 ® ® do® ® NN • • 2: 71 2: 81 2: 91 2:: 1 3111 3121 Tp✓ad;!CIx!SPtfbsi!CFoifs 59 How did we get here? Nfttbhft !Wn U f !Fyf dvywf !csbodi !n bz!i frq!fygibjo!jLj "Government cannot solve our problems, it cannot set our goals, it cannot define our vision. Government cannot eliminate poverty or provide a bountiful economy or reduce inflation or save our cities or cure illiteracy or provide energy. And government cannot mandate goodness." . !! Kin n z!DbsLf s-!Tlblf !pdd f Vojpo!Beesf tt-!2: 89 "Government is not the solution to our problem; government is the problem." !! Spobre!Sfbhboa.bbvhvsbriBeesftt-!2: 92 "The era of big government is over." !! q rrlD rjm Lp o-!Ttb J !p dd f !Voj p o! Bee sftt-l2: : 6 "I trust people, I don't trust the federal government." !! H f p sh f DX /!Cv t i a ! OsftjefoybdefcbJ !w/!BNp143111 "Change doesn't come from Washington. Change comes to Washington." . !! CbsbdI !P c b n b-!EODI of f di 43 119 Qhvsf !271!L§A d j o!Ti bLf lboe!IAdh son f ou 0 Mpdbm ghvsft!bsf!gfsdfoLbhft!xjd !b!hsfbLJefbVjsIbn pvoLJpjLEvtLJjo!d f!rfiNfrtpghpvdson fou TLbtf 91 81 7 79 81 7: 82 74 71 74 79 78 3 61 62 51 41 31 2:84!!!!!!2:88!!!!!!2:92!!!!!!2:96!!!!!!2:9: !!!!!!2: :4!!!!!!2: : 8!!!!!!3112!!!!!!3116!!!!!!311: !!!!!!3124 Tp✓s1f;!HxW Trust in local government creates a competitive advantage for those local governments with the vision and ambition to reinvent and become more relevant to citizens. sf tf bsdi ! ti px t bLlt.svtLlcf Lx f f o!djl{f ot!boe!d fjs!hpu&f son f odljt!bo!jn gpabollboe! joef of oef odgsf ejdLps!pg!tvggpsdgDs!hpvd son f oLlgprjdjf ton psf !jn gpabodd bo! gbsltboti jq!ps!jef prphz!brpofP1 Uph bjoLbjo!d f !gvcrjdULsvtLF!giLNsf . I bez!dpn n vojoft!n vtLlgbz!drptf ! bL!Lf olpo!Lp!gprAdbrlmvtLlboe!tpdjbrlosvtL-x i jdi !pqf sbLf !Lphf d f s!boe!tf f n !Lp! c !n vLvbrm!sfjogDsdjoh; Political trust Social trust Lsbotdf oet !gbsyt b o t i jgId sf gf st !Lp!djy{f oti!dpogef odf !jo!f bdi ! 'ii bggf of x i f o!djy{f ot!bggsbjtf ! pd f s/!Dpn n vojyf t!x jd !h sf bLf s! df !hpdson foAoe!jLt!jot ylr✓Ljpot-! tpdjbrimvtu!i bd !n psf !dpi f tjpo!boe! gprjdz. n b joh!jo!hf of sbriboeOps!d f ! bsf !n psf !sf t j 0 oLA joej vgevbrigprAdbrifibefst !bt!qspn jtf . I f f gjoh-I gjdjf oL-!gbjs!boe!i pof t LV621 )Tf f Usf oet !37-!39-!3: -!boe!42!Ms!I f z! CprAdbrlmvt u!ef of oet!po!rhhjyn bLf ! Lsf oet !sf r!aLf e!Lpl pdjbriasvt Lf! gprjdz. n b joh/ 1 51 Uf sj!L/!Crjo a-ri Cvj rej o h!Usv t Lij o!Hpv4 so n f o rdj o!d Mx foie.q st rdDf o w sz-!qsf tf o rf e!j o Mjf oo b!Bv t rsj b-!3118' 5ZJcj e/ 61 DjLz. Lp. DjLz!Dprbcpsbgpo In the absence of leadership at the national or state levels, local governments are taking matters into their own hands,! f/h/!d f !N bzps!pd poepo!boopvodf e!d f !fWoepo-!Fohrboe!VytbMgsphsbn -x i jdi ! x pvre!f obcrfn!d f !Djuz!Lp!bvd psj{f !Wt bt!Ms!d f !csjhi Lf tulboe!cf tu-!gbsL1pdb!Lbrhou1 tusbLf hz!d brix psl t!bspvoe!Nf n cf st!pdCbsrjkon f odboe!d f !obgpobrhp\d son f ou'! Djuz!rfnbef st !bsf !brhp!jodsf btjohm!Tsn joh!d fjs!px o!hrpcb rip s!sf hjpobMpbrApot! Lp!beesfttU fjs!n ptL1gsfttjoh!jttvft-!f/h/!d f !D51 !jodrreft!gpaz!pdd f x psre�! rbshf tuldjgf t!dpn n ju.f e!Lp!n jghbgoh!drjm bLf !di bohf /!Ui f z!LbdI rh!Ipjodsf t bsdi ! gspIf dLf-!ti bsf !cf tulgsbdgdf t-!boe!i bv&f !dpn n ju.f e!Lp!f bdi !pd f s!Lp!sf evdf ! dbscpo!f n jttjpot/ Ui f tf !uzgf t!pdjttvf . cbtf e-!djuz. Lp. djuz!dpnincpsbgwf !of uK psl t!bsf !brsf bez! sf bgjoh!sf x bset!gDs!n f n cf st!boe!n bz!tvggrbodusbejgpobrlqspgf ttjpobtLbLf !ps! obgpobrbttpdjbgpot/! "I talk more with the mayor's office in Barcelona than I do with my own state and national representatives." ! o!Ign !Lf f of -!Dju?!N bobhf s!pdCbrp!Brrp-!Db*sojb/ WVDB!Nif bef st i jq A common term used when training military leaders is "VUCA," an acronym for Volatile, Uncertain, Chaotic and Ambiguous.!Ui jt!jt!qsf djtf rn!d f !f owjspon f odd bu!rpdbrhpvef son f odrhbef st! bsf !joi f sjgoh!bt!Lby!sf d ovf t !gbrrA Lbgjsf qsf !ps!rhbwf !f bsr-!djq{f otOf yqf dLbgpot! jodsf btf -!boe!n psf !pdd f figsperhn trgjo!tpdjf uz!gbninp!rpdbrhpwf son f out!Lp!tprWA Ui jt!VWDB!f o\yspon f oudjt !opulrjhf rn!r.p!ejn jojti !t ppo-!boe!rpdbrkfibef st!dbo!fjd f s! cvsz!d f js!i f bet!boe!Lsz!Lp!dpogovf !Lp!n bl f !d joht x psl -!ps!d f z!dbo!f n csbdf ! d jt!pggpsu✓ojuz!Lp!sf jod oLIrpdbrhpv&f son f od Nathan Bennett and G. James Lemoine suggest that each of the four conditions in VUCA require their own, appropriate response. 62 Ui f !gDnllx joh!di bsLAbrd pvhi !ef tjhof e!gDs!dpsgpsbOpot-!pgj st!tpn f !jotjhi Ubcpvul i px !rhbef st!jo!boz!epn bjo!dbo!bqqspbdi !dpn grhyjlz-MPrlaO*E-!bn cjhvjlz!boe! vodf slbjoLZ-!cbtf e!po!i px !n vdi !jt!! opx o!bcpvL1b!tjLvbOpo!boe!i px x f nkpv!dbo! qsf ejdLId f !sf tvni!pgfzpvs!bdOpot55; Figure 11. How Leaders In Any Domain Can Approach Complexity, Volatility, Ambiguity And Uncertainty complexity volatility W Di bsbdLf sjt ydt;!Ui f!tjwbtjpo!i bt! Di bsbdLf sjt ydt AUi f!di brrhohf!jt! Z n bozjotf sdpoofdtfe!gbstt!boeMbsbcrht/!! vofygfdt(e!ps!vottbcrh!boe!n bz!cf!pd O Tpn f jog)sn btjpojt!bwbjnccrh!psldbo!cf! vol opx o!evsbtjpo-!cvttju(!opttof df ttbsjm! I.- qsf ejdtf e4cvttti f Mpmn f!pslobwsf!pdjtt i bse!Lp!voef st tboeA opx rhehf!bcpvttjttjt! V dbo!cf!pvvf sx i f m joh!Lp!gspdf tt/ pgf o!bwbjnccrh/ a oc Fybn gfi;Zpv!bsf!epjoh!cvtjof tt jo! Fybn grh',!QAdf t!gmdwbtf!bgf s!b!obwsbrh nboz!dpvousjft4brrkjLi !vojrvf!sfg/rhlpsz! ejtbttfs!tbIft!b!tvggrjfs!pg;rjmf/ O fvw ysponfott4tbsjgj4boe!dvnvsbr!abmft/ >- Bggspbdi ;!Cvjrejo!t rbdl!boe!ef Aptf! LL B q q sp bdl ;LSfttsvdwsf4c oh! o! s! st vsdit!tP! sf q bsfeoftto! rottbodf4 p of vvf rpq!tgf djbrjtLt-!boe!cvjre!vq!sf tpvsdf t! tlpol gjrhjovvf olpsz!ps!pvi scvz!tbrhoW F bef r vbtf!Lp!beesf tt!ti f!dpn grhyjuz/ Ui f tf!t tf gt!bsf!Lvgjdbrm!P yqf otjvf 4.,Ipvs! jovvf t to f ottt i pv re!n b Ld i !u f Nt I/ 7 N W W H ambiguity uncertainty W Di bsbdLf sjt ydt;!Dbtvbrtsf rbypot i jqt! Di bsbdd sjt Ljdt;!Ef t gjtf!b!rhdl!pdpti f s! oC bsf!dpn grhtf m!vodrhbs(!Op!gsf df of ott! jogpsn bypo4ti f!f of o4!cbtjd!dbvtf!boe! CL. f yjttt-d.,Ipv!gbdf g,Vol opx o!vol opx ot/# f ggf dttbsf!vol opx o/!Di bohf!jt!gpttjcrh! 7 cvdopttb!hjvd o O Fybn gtfi;zpv!ef djef!Lp!n px4 jolp! jn n bwsf!pslf n f shjoh!n bsl f tt!ps!Lp! Fybn grft;!B!dpn of yLps(t!gf oejoh! Z rhvodi !gspevdtt!pvttjef zpvs!dpsf! gspevdttrbvodi !n veejft!ti f!Wwsf!pdti f! a d p n of tf odjf t cvtjof tt!boe!ti f!n bsl f W V Bggspbdi ;!Fygf sjf n f oWNoef st tboejoh! Bqqspbdi ;Lbwf t ttjo!jogpsn bypo!.! W dbvtf!boe!f gJ dttsf r vjsf t!hf of sbyoh! dpnfn&t jotf sgsf udboet i bsf!jW!Ui jt! 3 izgptiftjt!boe!tftyoh!tifn /!Eftjhozpvs! xpslt!cftttjo!dpolvod#ohcjtitLmdwsbrh 3 fygfsn fodtp!ti bttrhtt pot!rhbsofe!dbo! di bohft�tvdi !bt!beejoh!joTsn bypo! cf!cspbem!bggrjf e/ bobmtjt!of Lx psl t4d bttdbolst evdf! = pohpjoh!vodf stbjotP/ r !!!!!!!!!!!!!!!!!!!!!!!I P X !N VD I !EP!Z P V!L OP X !B C P V U!U 1 F!T JU V B U JP 5510bubo1Cfoofudboe1H/1 tbnft!N4npjof-riXibL[VWDB!Sfbrrm!Nfbot1g)s1Zpvfi11 bsAbse!Cvtj oft t!Sfvgfx4tovbsz.Gfcsvbsz!3125/ 63 Ui f !Ef r¢li j!qbof rid bdbe\ytf eU f !OfyLghU joht x bt!f ydf f ejohrzih joeWrlpdd jt! WVDB!f o\yspon f odboe!jef oldf eltf W sbrlbsf bt x i f sf !hsf bLf s!fibef sti jq!gspn !rpdbrh hpd son f oLldpvre!n bl f !b!rbshf -!rpoh. Lf sn !ejgj sf odf !jo!d f !#f t!pddjo{f ot/ These include: /off Ef tjho!b!61 .zf bs!grbo!Ts!d f !dpn n vojL¢/!ggz.zf bs!Ljn f !i psj{pot!bsf ! J I LJ II� bggspgsjbLf !Ms!tpn f !pdd f !hsf bLf tLIdi bnfnohf t !Lp!pvs!dpn n vojyf t/! Ui f z!b rhp!b rgax N t!Lp!b n p sy{f !d p t Lt!p\Af s!b!rp o h f s!y o f !gab o f -!b o e! ti jg.Id f Upodstbopo!gspn fil px x jnid jt!jn gbdLIn f(TLpfil px !x jrdd jt! jn gbdLIn z!hsboedi jresf obiUn bz!brhp!n johbd f(O.N UP M)OpLIjo!n z! Lf sn !jo!pgjdf*!d jol joh!bn pohT rfidd et/ fi�J� v Fn csbdjoh!joopv Abypo!boe!jotyromh!bo!joop\Abypo!n joe. tf LIbn poh! tLbgg-!d f sf cz!sf On joh!d f !dvru/sf !pdhpwf son f oLdgspn !b!dvruvsf ! pddpn grjbodf !Lp!b!dvruusf !pdjoop\Ab0po/ bLf oopobrm!n joejohfid f !hbgMcf La f f o!d f !gprjojdbrh jfts! di bohf !boe!n vojdjgbrhpd son f oUA!bcjrjoe!Lp!ben jojtLf s!jLr56 561Kpi o!Dbroboejbo!buu frVoj\dstjLz!pdLbotbt!i btxsjufo7yJotjAfra!bcpvdujt,!i ugt;®cfcbggt/jdr b/psh0.lpogsfodFI boepvJO boepvit31250 0broboejbo.QpNdbr&31 BtwJoftt/qeg 571N bsl!E/!BecvszIboeIKIFex bse!Lfrrpvhi-ri Sfgsftforbyvd!Cvsfbvdsbdz-n!KpvsobrfpdQecrjd!Ben jojtrsbypo!boe!Sftfbsd-!Opvfn cfs!311& 64 Djy{f o!Fohbhf n f ou How do you engage citizens in rich discussions that have long-term importance to the community? Pvvf s!d f !of ydLx f ouz!zf bst-!of yu hf of sbypoUjq{f of x jrdaf dpn f U f !n b!psjuz! pdpvs!djq{f ot/!Ui f z!epoi ti px !vgfILp!grbdf . cbtf e!f d od!jo!usbejgpobrh x bzt/!Djq{f oT ohbhf n f oL6i px !ju"t!grboof e-!f yf dvLf e-!jodpsgpsbLf e!boe! n f btvsf e6 x jrrhf !I f z/ .bop\Abgpot!bsf !cf joWd t e!jo!rpidbMpuvf son f oLt!bspvoe!d f x psre!boe! djgft!bsf !ti bsjohU fjs!cftLIgsbdgditxjefrz V!&Lvsf . sfbez!dpn n vojgftxjrdn f y q f sjn f oLix jd Mc !pddjq{f off o h b h f n f oLIJ di ojr of t/ Ejsf dLIEf n pdsbdz .b!d f !bhf !pg!tpdjbrin f ejb!boe!sf brlojn f !ejhjLb rid pn n vojdbgpoApn f !sf tjef opt! bsf Ubrrjrnh!gDs!n psf !ejsf ddef n pdsbdz/!.b!d f !V/T/-!d f !vtf !p dcbrrpuIjojgbgd t!jt!b! usbejgpobri�psn !pdejsf ddef n pdsbdz-!cvuld f !ef uvf rlagn f odpdof x V di oprlahjf t! i bt!f ygboef e!d f !q pttjcjrAf t/!!Fygf sjn f opt x jd !gbsgdjgbLpsz!cvehf goh-!gas! f y b n grh4 b\Af !crlattpn f e!g3p n !djgf t!jo!Csb{jrAp!d pv o Lsjf t!bspvoe!d f x psre/!!! .b!d f N/T/-!d jt!i bt!jodrmef e!Di jdbhp-!Of x Zpsl -!CptLpo-!Tbo!C3bodjtdp-!TLA pvjt-! boe!V,brdn!p!boe!fvpoh!Cf bdi -!DB cvehf . .. 65 DpsgpsbLf !boerrgf djbrkbd sf t Libgmf odf "There are two things that are important in politics. The first thing is money, and I can't remember what the second one is." ! o!Nbsl !I boob-2: d !DfoLvsz!.bevtLsbrjtUboe!VT!TfobLps .b!14bovbsz!3121 U f !Tvgsf n f !DpvsUjttvf e!Djq{f of !Vojtf a-x i jdi !bnlnx t! dpn gbojft!boe!vojpot!Lp!n bI If !vorjm jtf e!dpom jcvgpot!Lp!gbz!g:)s!gprjnjdbrhet! boe!pd f s!f rIhdgpo!LpprlY!Tjodf U f o-!dpodf sot!bcpvUd f !sv!johA!jn gbdLIpo! gvcrjd!gprjdz!cf hbo!Lp!ftdbrb f/!Npsf !n pofz!jt!opx !gax joh!joLp!f rhdgpot!bt! d f !gD ripx jo h!d i b suit i px t/ Figure 18. All Money Flowing Into Elections °/8-21 1 N °/891 N — %771 N 0 F °/d 51 N 0 %331 N %1 2: : 1!!!!!2: 3!!!!!2: :5!!!!!2::7!!!!!2: :9!!!!!3111!!!!!3113!!!!!3115!!!!!3117!!!!!3119!!!!!3121!!!!!!3123!!!!!!3125 befgfoefodFygfoejLusft Dpn nvojdbypo!DptLt!!!!!!!!! !!1!Frfidypoffjoh!Dpn nvojdbypot Tp✓sf;!U f!Tvooi dWoebgpo 66 And there is at least a corollary connection between corporate political donation and payoffs. The Sunlight Foundation reports: TBgfs!fybn jojoh!25!n jnj po!sfdpset-!jodrviejoh!ebLb!po!dbn qbjho! dpoLsjcvgpot-!rpcczjoh!fygfoejLvsft-!g ofsbrlavehfLlbrrpdbgpot ! boekgf oejoh-x f !Tvoe!d bu!po!bwf sbhf 4Ts!f wf sz!eprrbskgf odpo! jogmfodjoh!gprAdt-!d f !obgpoA !n pt LlgprAdbrm!bdgwf !dpsgpsbqpot ! sf d f j wf e!1/871 !gap n U f !h p wf son f o JU f !°/6/5!Lsj rrjp o!Lp Lb risf q sf t f opt! Lx p. d jset !pod f !°/a/6!Lsjrrjpo!d bLljoejwjevbr1abygbzf st !gbje!joLp!d f ! g"of sbdusf btvsz/ T Od f !311 !dpsgpsbgpot x f !f y b n jof e-x f !dpvrekvn U f !do bodjbrh sf x b se t !gD s!28: /!P Od p t f 424 9!sf d f j wf e!n p sf !gsp n U f !o`o f sb rh hpwf son fold bold fzkgfoL1po!gprAdt-!213!pgd fn !sf dfjwfe!n psf ! d bo!21 !gn ftx i bLld fz!tgfoUpo!gprAdt-!boe!3: !sf d f jwf e!2-111 ! qn ft !ps!n psf !g3pn U f !gfef sbrhpwf son fould bold fz!jowftLfe!jo! rpcczjtLt !ps!dpoLsjcvLfe!Lp!gprAdbridpn n jufft !wjbU fjs!fn grpzfft4 d fjs!dD n jrn!n fn cfst !boeU fjs!GBDth The results aren't limited to the federal level. Pod f 211 !rbshf tLIdpsgpsbLf !epopst-kLbLf !boe!rpdbrhp\Af son f oLt!bx bsef e! t v c t jejf t!Lp!285!)9 8&*!p Od fn -!bddpsejoh!Lp!Hppe!Kpct!gstL!bo!pshboj{bgpo!d bul LsbdI t!f d p o p n jd!ef wf rpgn f oL1gsphsbn t/! Boe!d f sfA!bopd f s!n jghbgoh!gb dLps;!sf ejtLsjdgoh/!Nboz!bshvf U bulsf ejtLsjdgoh! brrpx t!jodvn c oLt!Lp!di p p t f U fjsNApLf st-!g/sd f sT oLsf o d i joh!gprjgdbrloLf sf tit -! boe!d f !dpsgpsbLf !boekgf djb*Lf sf t Lf U f z!sf qsf t o Is your community ready to handle more corporate contributions in a way that maintains the public trust (Trend 38)? 67 Cat dbrWodf sLbjoLe As nations and states transfer more responsibilities to local governments, we have the challenge of "too little money chasing too many needs." Ui f !v/T/!Hpwf son f odBddpvoLbcj*E!Pgjdf !)HBP*!qsf ejdLt!d bWbddvssf our sbLf t!LpLbrloby!sf\Af ovf t!Ts!d f !)tLbLf !boe!rpdbMpv&f son f od`!tf dLpsx pvre!opLI sf Lvso!Lp!d f !3118!i jtLpsjdbtjhi !votjrk3169/rMa Figure 19. Simulated State and Local Operating Balance, as a Percentage of GDP Qf Klf otbhf!p0HEQ 7 QspIff dypo!cf hjot 5 3 1 Qptj yNf!Cbrbodf Of hbyNf!Cbrbodf 5 %•--------- .7 3116!!!!!3121!!!!!3126!!!!!3131!!!!!3136!!!!!3141!!!!!3146!!!!!3151!!!!!3156!!!!!3161!!!!!3166!!!!!!3123!!!!!!3171 71 ZFBS .6----- Pqf Ebyoh!Cbrbodf Source:Government Accountability Office 47State and Local Governments'Fiscal Outlook,2014 Update,GovernmentAccountability Office. 68 Some local governments in the United States are Overwhelmed by debt.gof !djyf t-!Lpx ot!boe!dpvoyf t!)jo!sf e!po!d f !n bq! cf rpx I b\d !drhe!gDs!Di bqLf s!: !cboI svqLdz!tjodf !Ibovbsz!3121/!Ui f !djyf t jo!crhdI ! joejdbLf !vo*z!bvd psjyf t!ps!pd f s!n vojdjgb!Af t/ Figure 20. Municipal Bankruptcies Map 49 United States of America Tpdsif;!Nj!f!NI4b4-!H-WOoh!NbhUjof The two primary drivers of local governments expenses are pensions and health Care COStS.!TLbLf !boe!rpdbftf ejdbje!f yqf oejLvsf t! boe!d f !dptu!pdi f brO !dbsf !dpn of otbypo!Ts!tLbLf !boe!rpdbrhpv&f son f od f n grpzf f t!boe!sf ysf f t!hf of sbrm!hspx !bu!b!sbLf !d bu!f ydf f et!HEQ-x i jdi !svot! rpdbrl¢vehf Lf!ef f of s!boe!ef f of s!joLp!Lspvcrn/!N boz!djyf t!boe!dpvoyf t rzi! po!d fjs!tLbLf !hp\Af son f oLt!Lp!!hsbou!d f n !bvd psjLz!Lp!beesf tt!d fjs!rpdbrfgtdbrh vodf sLbjoLz/!TLbLf t!n vtu!d f sf Tsf !cf !sf tgpotjv\f !Lp!d f js!dpn n vojyf t 0of f et!boe! bvepje!b!pof . tj{f . dLt. bftp!viypo/ 69 The GAO estimates that: 'i/JJdrptjoh!d f !dtdbdhbq!x pvre!sf rvjsf !bdypo!Lp!cf !Lbl f o!Lpebz!boe! n bjoLbjof e!gDO bdi !zf bs!f r vjwbrhoULp!bo29!gf sdf ousf evdypo!jo!d f !t LbLf b o e!rp d b rife p wf son f o Lit f d Lp sit!d v ssf o Lif y g f o e j Lv sf t/!D rp t j o h!d f !d t d b dh b q! d spvhi !sf wf ovf !jodsf btf t x pvre!sf r vjsf !bdypo!pg!tjn jrbs!n bhojLvef !d spvhi jodsf btf t jo!tLbd !boe!rpdbrioby!sf wf ovf t/!Npsf !r#f re-!drptjoh!d f !dtdbrifebq! x pvre!jowprwf !t pn f !dpn cjobypo!pdcpd !f yqf oejLvsf !sf evdypot! boe!sf wf ovf !jodsf bt f t m • ■ III . FOUR FUTURE SCENARIOS .b!ta f !qsf vypvt!tf dypo-x f !ti bsf e!Tsuz. Tvs!t.sf oet!u bu!dpvre!jn gbdu!zpvs! dpn n vojuz/!Czltpstjoh!d f n !cbtf e!po!ta fjs!df sLbjouz!boe!jn gbdu!jo!ui f !gh!Tpsu! bdtjvyuz!)Tf f !Tf dtjpo!W-!zpvkf f x i f sf !zpvs!dpn n vojuzit!vwrnf sbcjrAf t!bsf -!boe! x i f sf !zpv!n jhi u!of f e!Lp!Tdvt/ Cv Ltx i b tax j nt f !g✓ u✓sf !sf b rm!c f !gp s! zpvs!dpn n vojLz c L)svd !jt-!d f sf !jt !opu!pof-!tjohrh!g/u/sf !Ts!zpvs!dpn n vojuz/ Zpvs!dpn n vojuzx jryhf !jn gbdtf e!cz!n vi74grh!f yd sobrlfiwf od U bu!bsf !cf zpoe! zpvs!dpousprli r#f !b!i vssjdbof !ps!b!ef djtjpo!cz!b!n b!ps!f n grpizf s!Lp!csjoh! d pvtboet !pg!ofx !Ipct!Lp!zpvs!dpn n vojuz/!X f !dbnb ftf ripvLtjef .jofIfwf oLt-! cf dbvtf U f zkLbsu!pvt.tjef !zpvs!dpousprlboe!jn gbdu!zpvs!dpn n vojuz/! Zpvs!dpn n vojuz!x jrrbrinp!cf !jn gbduf e ! jot jef . pvurn cz!u f !ef djt jpot lboe lbdypot !zpvs!dpn n vojuz!ubl f t -!ps! epf t of LbI f -!u bux jr4n gbdUjut !g,/u✓sf /! Cps!f ybn qrh-!Lbl f U f !jttvf !pg!dbst/!X jrrIK f !dp000vf !t.p!esjwf !pvs!px o!dbst-!ps!i bwf ! esjwf srhtt!dbst@P< jnipvs!dbst!cf !tf rg px of e-!pski bsf e!bttf ut(aui jt !n bq!gpjout! Lp!Tvs!gpttjcrh!g/u/sf t/!Boz!pg!t.i f n -!ps!b!dpn cjob#o-!dpvre!f yjt d!jo!u f !Wu/sf/! C)vcrjd!gprjdz!dbo!ovehf !u f tf !Wu/sf t !)pvt.tjef .jo*!cvu!i vn bo!di pjdf !)jotjef . pvLt! ti pvre!brhp!cf !dpotjef sf e; N 7 (3)Owned Autonomy o (4) Shared Autonomy ! �! I jhi!pfd-!joejvjevbrm!pgftxfe p �! I jhi!pfd-!joej*vbridpgfExfe �!!Utr!-!Npcjrfi�-!E3 jn rfdG!26 Q �! Jtrb-!NpcjrFizf-!E3 n rfdG26 Bttf LIP of e Bttf LFFi bsf e (1)Today (2) Shared Economy ! -1!211!zfbElpre!npefm ! -1!N4x!LfcIi!ti bsfe!bttfu �!!PFNt-!TvggoA-!SfoLbrb p` ! �!!vcfs!KAg+!Cbs3F4p!fud CE = Source: Morgan Stanley(2015)with minor modifications x x x/ej\d qft t.cgad/cjM 72 I fsf-lx f!tvn n bsj{f!Tvs!grbvtjcrfi!tdfobsjpt!Ts!dpn n vojgft!u spvhi !3146/!Ui sff!pgLi fkdfobsjpt!i ba! bddpn gbozjoh!bojn bg pot depx orpbe!psMjfx ki fn ;! TD FOB SJP !P OF;! THE OFFICIAL FUTURE JJbttvn f t U bu!rpadbrh h p\Af so n f o u-!d f ! f rfn d t_p sb t_f -!f rfn d J e t !b o e! usf oet !x jrrldpoyovf !po! d f js!d v ssf o u!usb If d Lp If t o Ui f ! rbshf tu! jn gbdd ! dpn f ! gspn ! jodsf btf e!gpgvrbgpo!)jo. n jhsbgpo! g3pn ! d f ! Tpvd ! x i f sf ! x btf s! jt! tdbsdf*-!4E!gsjogoh! boe!spc pgdt-! 0 x i jdi ! cpd ! ti sjol ! d f ! usbejgpobrh x psl Tsdf -! cvd brhp! dbvtf ! of x ! • dpu.bhf ! joevtLsjft ! Lp! tgsjoh! vq-! boe! d f ! f d ou✓brhef bd ! pq Cbcz! Cppn f st-! x i jdi ! esjwF t ! epx o! d f ! gpgvrbgpo-!cvu!brhp!esjvwf t!vq!djuz! sf 4 ovf t-! cf dbvtf ! u f ! djuz! op! rpiohf s!i bt!Lp!gbz!sf gsf f !Cppn f s! of otjpot !ps!i f brui !dbsf/ F461 73 WNW— V GLM TD FOBSJP !U ' NOMENTUM Opn f own !jt U f !t tpsz!pgNbvsf rfDpvouz-!x i jdi !x po!d f ! 3127!bx bse !gps! N pt Ubop\Aby\Af !Dpn n vojuzn evf ! Lp! jLf ! gsphsf ttj\nf ! hpvvf son f ou! Dpvouz!Tvgf s\ytps/!Bt !d f js!f n grpzf st! f n csbdf ! pq J di oprphz-! boe! i jhi ! epx otj{f !boe!r vb*z!pgr# !ejn jojti f t! djg{f o!f ohbhf n f ou'! Bg_f s!jLt! bx bse-! cz! 3137-! b! hspvq! pq 'Cppn f sbohM fvbvsf rhDpvouz! bu-sbdLI ! rpLI ! pq zpvoh! sf tjef out! )Mrht!x i p! n pvvf e! bx bz! Lp! gb n jot! boe! of x ! dpn qbojf t/! gojti !dprdnhf -!cvu!sf u✓sof e!jo!d f !x bd VoTsu✓obJ m-! Nbvsf rh dpogovft ! Lp! p0jo. n jhsboLf !bgf s!d f !3127!bx bse*! Lpvu!jLt!Tcf tdgrbdf !Lp!rW Hdsf of ogbrh! cboe!Lphf d f s!boe!tLbsu!Lp!sbjtf !i f rdh rpoh! bgf s! jLV Tjoopvebgwf rg sf gvLbgpo! sv o t!e sz/!fvb v sf rlr�j rh!Lp!t f f !d f !t j h o t! Ui f t�psz!F oet jo!3147�C i f o!d f !dpvouz! d buy hrpcbrhdpn of ggpo!jt!jn gbdgoh! tvqf svvjtps!gbdf t!b!svo!pgjf rhdgpo!x jd ! jLf ! n b!ps! f n grpzf st-! boe! x jd esbx t! pof ! pq d f ! Cppn f sbohf st-! b! zpvoh! n b!ps! J di oprphz! jod tin f opt! bgf s! x pn bo!x i p!jt !tvggpsLf e!cz!n boz!pg pof ! gbjrhe! jn grhn f oLbgpo! buf n qd d f ! d p n n vojuzit! n pt u! gsphsf ttjvvf ! gas! b! dpsf ! t z t J n /! y jilt ! c of s! Lp! c ! djg{f ot-!boe!gspn jtf t!d bdrvbvsf rWbo! tbg` !d b o!t p ssz H jt !d f !n bousb!p0d f ! sf . f bso!jLtfijoopvvbgvvf rfisf gvLbgpo/ 74 TD FOBSJP! UI SFF; VVE ' RE NOT GONNA TAKE IT • • Ui jtltdf obsjp !cvjret ! Nome po!d f !jodpn f !boe !drbtt ! ejtgbsjyf t !bgj dyohltp! n boz!pgpvs!dpn n vojyf t/! /J boe! d fo! b! obu✓sbrh ejtbtrfs! i jut-! A A bcj,4 dyoh! d f ! 'ii burl rrl boe! 'ii bd ! opuM q b sut! p 0 cp x o! d sz! ejcjgf sf o uz✓! Ui f ! - ejtbtufs! i j h i i*i ut! d f ! jofrvjrft! x jd jo! d f ! d p n n vojuz! boe! sf tvrut!jo! • b!rbx tvjulcspvhi u!bhbjotu!Li f !djuz!cz! ejtf ogbodi jtf e! djy{f of/! Ui f ! rbx tvjd jt!tf uxfie!jo!d f !sf tjef outi!gbveps!boe!bt! gbsLIpgd f !tfL fin fou-!d f !Djuz!n vtd bhsf f !Lp!n psf !jodrvitjd !gspdf t t f t!boe! n psf !f rvjLbcrh!tf svydf t/!BuId f !t b n f ! - r n f -!b!of x !Djuz!N b o b h f s!jt !i jsf e-!x i p! hsf x !vq!jo!d f !djuz!boe!jt !dpn n jurf e!Lp! - n bljoh!di bohft/!I f !cblft !n blps!tJgt! Lp!f otvsf !d f !djuz!jt!f rvjrbcrh!g:)s!bA f fisf !Opu!Hpoob!lbI f !JAti px t!i px ! - d f !of yUhf of sbopo!n bz!i f rq!sf tprvvf pvs!dpn n vojyf ti!n pt u!ejwjtjd !jttvf t/ 75 TD FOBSJP! GP VS; O c Q DC . . . V O 0 � Ui jt !jt U f !n pt LIJ di . f old f e !g✓umsf /! A Lf rM d f ! tLpsz! pd bvLpopn pvt! \4 i jdrht-! dpgz! d jt n p e f M. Cvd f v\f ou✓bml of djtjpo! 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B rrlaj h i d:!sf t f swf e/ Ui jt!gvc#bypo!ps!boz!gpsypo! d f sf pdn bz!opdcf !sf gspevdf e!ps! vtf e!jo!boz!n boof sbc i bd pf wf s! x jd pvdd f !f ygsf tt!x sjuf o! of sn jttjpo!pdd f !gvcoi f s!f ydf qd g3s!d f lvtf !pdcsjf dr vpLbypot!jo!b! gvcddbypot!sf vyf x / 4k BIG T H I N G S ALLIANCE FOR INNOVATION 522!0!Df ouEbrVBwf 4TvjLf 1511 • pf ojy4B[ !96115 • pof;!999/5: 7/1:55 uEbotTsn hpvdpsh KENNEDALE You're Here,Your Home www.cityofkennedale.com Staff Report to the Honorable Mayor and City Council Date: May 14, 2016 Agenda Item No: WORK SESSION - B. I. Subject: Discussion to set priorities for FY 2016-17 Annual Operating Plan II. Originated by: III. Summary: Council to set priorities for FY 2016-17. IV. Fiscal Impact Summary: V. Legal Impact: VI. Recommendation: VII.Alternative Actions: VIII.Attachments: 405 Municipal Drive, Kennedale, TX 76060 1 Telephone: 817-985-2100 1 Fax: 817-478-7169