If you care to reflect, you might or might not be surprised to find how deeply our nature corresponds with Mother Nature.

Our repetitive proclivity, for example, is as bankable as the days, or the months or the seasons, and it is reflected for better or worse in almost all of our endeavors, big and small.

Take our constant efforts to reinvent our downtown, for example. Before the CitySquare downtown redevelopment effort, we had the Salem Square project of the 1960s, which begat Seven Hills Plaza and the YWCA and the Regency Hotel, formerly the Holiday Inn.

Then there was the Worcester Center Renewal project, which gave us among other things, the Worcester Galleria, which in turn was reinvented as the Worcester Common Fashion Outlets Mall, and which has now been reinvented again as part of the Mercantile Center.

The consensus now is that we are as close to getting it right as we have ever been, and who is to disagree in the moment? Give us a decade or less and then ask again.

Our repetitious behavior is probably most acutely seen in our social service programs and practices.

This week, for example, City Manager Ed Augustus announced that he is forming a task force to tackle chronic homelessness in the city, with a goal to develop a permanent, long-term solution.

“There is great new energy to reinstate a plan to reverse the trend of adult chronic homelessness,” he said in a T&G article earlier this week.

“I look forward to your support in reinvigorating our efforts to sustain a level of ‘functional zero’ among our adult chronic homeless population in Worcester and continue to serve all homeless constituencies across our community.”

Of course, Mr. Augustus' predecessor, Mike O’Brien, who early in his tenure once spoke of eliminating homelessness within five years, was also eager and optimistic about corralling homelessness in the city.

He, too, developed a task force, tapping 21 community members, including Mr. Augustus, then a state senator.

"I will be asking the task force to develop a list of short-term action items and a step-by-step long-term action plan that coordinates existing and identifies necessary resources to address the needs of the homeless or those at risk of becoming homeless,” Mr. O’Brien said at the time.

Under Mr. O’Brien’s watch, the city, in collaboration with the South Middlesex Opportunity Council, created the Greater Worcester Housing Connection Triage and Assessment Center at 25 Queen St.

The center, which absorbed the former People In Peril shelter, was tasked with assessing homeless individuals for a few days until permanent housing or treatment programs could be found for them.

"When you do this kind of paradigm shift, you have to make sure the culture is ready, because if folks don't believe in it, it is not going to happen," James Cuddy, executive director of SMOC, said at the time.

Another part of Mr. O’Brien's plan sought to give bus fares to non-Worcester homeless individuals who were willing to go back to the cities or towns from which they came. We don’t know how many took him up on that offer, but for a while the overall plan worked, with the numbers of the chronically homeless dropping from 50 in 2009 to 5 in 2011.

But then life struck. The economy tanked, unemployment and foreclosures rose and the triage center was overrun.

According to Mr. Augustus, there are more than 60 chronically homeless adults living on the streets or in a shelter. He believes the numbers are growing, noting that chronic homelessness increased from 46 percent from 2016 to 2017, while unsheltered homelessness (people sleeping on park benches, for example) has increased by 97 percent.

So, it is time to begin again.

“We know what we need to do because we have done it before,” he told reporter Nick Kotsopoulos.

“The difference this time is the emphasis on sustainability and projecting the resources required over time to continue our success.”

The only thing we can say for sure is that this plan will last until the next one is hatched. That is just our nature.