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City Manager's 2005 Budget Memo Page 3 of 27 about this issue?" Maybe you have an initial impression about an is- sue. Maybe your position about that issue is one you have held for many years. Regardless, I think that asking what information would change our mind is a good check to see if we are "persuadable" on an issue or whether we have closed our mind. Of course, I suggest all of us — certainly including me and all city staff — must remain persuadable to another viewpoint on almost all of these issues. After all, these are largely practical issues dealing with city operations; they are not matters of religion or faith. If there is no information that could make us to change our mind, all the presenta- tions and discussion in the world aren't going to be very valuable. In fact, they're an annoying waste of time. In the course of our discussions about a city issue if we were to iden- tify what information is important to us because it might make a dif- ference or change our mind that is extremely valuable information for everyone to hear: your colleagues on the Council, staff, and the community at large. As part of a rational, productive, democratic discussion we would then know where to focus our information and presentation efforts. Maybe we come to realize such information re- quires special efforts to gather. Maybe we appreciate that such in- formation is available but complex and difficult to present. Or maybe we realize such information simply doesn't exist so someone's posi- tion on that issue just isn't going to change. Fine. At least we know that, which makes our conversations more efficient and productive. II. Fundamental First Issues Here are important general policy issues submitted for the Council's direction. Your response to these general policy questions shapes the more specific decisions that follow.