* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting. [00:00:02] ALL RIGHT. [1. Open meeting and roll call.] THE TIME IS 8:38 AM ON SATURDAY, JANUARY 29TH, 2022. AND THIS IS THE WORKSHOP, UM, RETREAT FOR CITY COUNCIL. THE QUORUM IS PRESENT. ALL COUNCIL MEMBERS ARE HERE. SO NOW WE'RE GOING [2. Discuss city governance including, but not limited to, leadership, communication, mission and vision planning, as facilitated with Ron Cox Consulting.] TO DISCUSS CITY GOVERNANCE, INCLUDING, BUT NOT LIMITED TO LEADERSHIP, COMMUNICATION, MISSION AND VISION PLANNING AS FACILITATED WITH RON COX CONSULTING. MR. COX, LAURA'S YOURS. GOOD MORNING. GOOD MORNING. IT'S GOOD TO SEE ALL OF YOU. AND IT'S GOOD TO MEET A COUPLE OF YOU THAT I DIDN'T MEET THREE OF YOU THAT I DIDN'T MEET IN PERSON. SO I APPRECIATE THE OPPORTUNITY TO BE HERE. I WAS ABLE TO EITHER MEET OR TALK TO GOLF, ALL OF THEM. SO THAT'S BEEN, THAT'S BEEN GOOD. IT'S BEEN HELPFUL. IT'S GREAT TO GREAT TO GET TO KNOW EACH, EACH OF YOU. AND, UH, AND I HOPE IT'LL BE FUN AND WORKING TOGETHER TODAY SHOULD BE, BE FUN FOR ME ANYWAY. SO, UH, I WANTED TO, I ALWAYS LIKE TO START, I WON'T HAVE TO GET USED TO THIS CLICKER. IT'S A LITTLE DIFFERENT AND I'M GOING TO HAVE TO LOOK BACK BECAUSE I DON'T HAVE THE COMPUTER IN FRONT OF ME. SO PARDON ME WHEN I GET LOST IN THE, AND HAVE TO LOOK BACK TO KIND OF SEE WHERE I AM, BUT I ALWAYS WANT TO START OFF THANKING YOU ALL FOR YOUR SERVICE. UH, IT'S NOT, IT'S NOT ALWAYS EASY. IT'S NOT ALWAYS SIMPLE. AND, UH, AND YOU DO IT FOR FREE. UH, SO I ALWAYS TRY TO TEACH PEOPLE ABOUT THE BIG BUCKS THAT THEY MAKE WHEN THEY'RE IN CITY COUNCIL. AND WE ALL KNOW YOU DON'T, AND YOU SPEND MORE THAN MORE, MORE MONEY AND TIME THAN PROBABLY WHAT YOU EXPECTED. I, I, I'LL NEVER FORGET TALKING TO CITY COUNCIL CANDIDATES AND THEY'LL COME IN AND THEY SAY, HOW MUCH TIME DO YOU SPEND? OH, WE MAKE ONCE A MONTH, YOU KNOW? AND, UH, AND SO, UH, AND THEN WE LOAD THEM INTO THIS SENSE OF COMPLACENCY UNTIL WE PUT THEM IN THE WORK, YOU KNOW? AND, AND SO, UH, IT IS, IT DOES TAKE A LOT AND I APPRECIATE YOUR EFFORTS. AND AS, AS WE WORK IN, I APPRECIATE YOUR EFFORT AS WE WORKED TOGETHER TONIGHT, APPRECIATE GETTING TO KNOW THE STAFF AND, UH, SOME OF THEM, UM, SOME OF WHOM I'VE JUST MET THIS MORNING FOR THE FIRST TIME FACE TO FACE, BUT I'VE TALKED TO EVERYONE, UH, ON MORE THAN ONE OCCASION. SO APPRECIATE GETTING TO KNOW THEM. AND, UH, AND, AND LOOKING FORWARD TO WORKING THROUGH THIS PROCESS, THESE PROCESSES TOGETHER WITH THEM AS WELL. SO HERE'S OUR, HERE'S OUR SCHEDULE. AND IF YOU WILL SCHEDULE THE EVENTS THAT WE WILL GO THROUGH FROM NOW TO THE, TO THE END, AND YOU SEE A COUPLE OF TBDS ON HERE, UH, TO BE DETERMINED, UH, DATES. BUT, UH, WE DID OUR INTERVIEWS STARTING IN JANUARY 6TH, BUT WE'VE GOT, UH, BUT, BUT THOSE LASTED ALL THE WAY UP UNTIL WHAT JASON EARLIER THIS WEEK. SO WE FINALLY, WE, WE, WE GOT THEM ALL DONE AND, UM, I'M GLAD THAT WE'RE ABLE TO DO THAT. BUT, UH, TODAY OF COURSE IS SESSION ONE. UH, WHEN TALKING WITH A STAFF TO KIND OF WORK THE SCOPE, UH, OF, OF WHAT WE WERE GOING TO BE DOING TOGETHER, UH, IT FELT LIKE THAT, UH, GIVEN THE AMOUNT OF TIME, UH, THAT WE NEEDED TO SPEND MORE OR LESS ON THE BUSINESS, PART OF THAT, IT MIGHT BE GOOD TO DIVIDE OUR SESSION INTO TWO, TWO SESSIONS. OUR SESSION WAS IN THE TWO SESSIONS. AND SO THIS IS THE FIRST TWO SECOND OF WHICH WE'LL BE DRILLING DOWN A LITTLE DEEPER FROM THE VISIONING, HAD AT A FAIRLY HIGH LEVEL TO GOALS AND OBJECTIVES. SO WE'LL GET YOU THERE, UH, OVER A TWO, TWO SESSION PERIOD. THE SECOND SESSION I WOULDN'T EXPECT WOULDN'T LAST ALL DAY, LIKE THIS ONE, BUT IT'LL PROBABLY BE ANOTHER HALF A DAY OR SO. AND WE CAN WORK THROUGH THAT SCHEDULE. THE OBJECTIVE ALSO IS THAT ONCE WE GET ALL OF THAT PUT TOGETHER, I'LL COME BACK IN AND WORK WITH THE STAFF TO DEVELOP. WHAT'S CALLED AN IMPLEMENTATION PLAN. THEY, THEY ARE IMPLEMENTERS. THERE'S NO DOUBT. THAT'S WHAT THEY'RE, THAT'S WHAT THEY'RE FOR, BUT WE'LL JUST KIND OF WORK ON WHAT DO YOU NEED TO DO TO GET THERE? JUST KIND OF SET THAT, UH, PATTERN IN MOTION AND, UH, AND THAT PLACE IN MOTION SO THAT THERE CAN BE ACCOUNTABILITY, UM, THAT YOU ALL CAN SEE WHAT THE PROCESS IS. THEY CAN WORK AGAINST THAT PROCESS IN ORDER TO SHOW, UH, WHAT'S BEEN DONE, WHAT'S BEING DONE, WHAT'S PLANNED TO BE DONE AND TIMELINES AND BUDGETS AND THINGS OF THAT NATURE. SO I'LL WORK WITH THEM ONCE WE GET ALL THAT PUT TOGETHER. IF, IF YOU ALL WANT ME TO COME BACK AND MAKE A SHOW REPORT, THOSE MID MAYOR ARE USUALLY VERY SURE IN, IN JUST PREVIOUS TO A COUNCIL MEETING. FIRST PART OF IT, YOU KNOW, IT'S JUST LIKE, I'LL GET UP AND SAY, HERE IT IS. AND THEN YOU'LL SAY, THANK YOU VERY MUCH AND WE'LL RUN. BUT, UH, BUT I'LL BE GLAD TO DO THAT. UH, EITHER IN PERSON OR YOU, YOU CAN JUST HAVE THE COPY AND, UH, BUT, BUT THE OBJECTIVE IN THE FINAL ANALYSIS IS FOR THE COUNCIL TO APPROVE THE, UM, THE, UH, THE, [00:05:01] THE GOVERNANCE MODEL, THE GOALS OF OBJECTIVES. AND THAT GIVES THE, THAT GIVES THE STAFF TO GO AHEAD AND MOVE FORWARD. SO THAT'S THE WAY I HOPE THAT IT WILL WORK. AND YOU'LL SEE THAT, THAT, UM, THAT IT DOES TAKE A LITTLE BIT OF TIME. SO WE'LL, WE'LL GET THE REST OF THOSE, UH, SCHEDULED OR THAT SECOND SESSION FOR YOU ALL, UH, SCHEDULED FAIRLY QUICKLY. FAIR ENOUGH. FAIR ENOUGH. VERY GOOD. VERY GOOD. UH, SO TODAY, UH, WE'RE GOING TO TALK ABOUT THE GOVERNANCE, THE VISION, AND THEN A PROJECT DISCUSSION THAT, UM, THAT, UH, RICK WANTED TO VISIT WITH YOU ABOUT. AND I'LL HELP RICK KIND OF FACILITATE THAT THROUGH SOME DECISION POINTS. AND WE'LL KIND OF DOCUMENT THAT A LITTLE BIT AS WE GO THROUGH THAT PROCESS, UH, AND MOVE ON. SO, UH, GOVERNANCE. SO I ALWAYS LIKED TO, AND LOOK AT WHY I WANT TO KEEP MOVING THIS A LITTLE BIT UNTIL I CAN. SO IF I, IF I JUST MOVE IT AWAY FROM ME, UH, TELL ME NICOLE, AND IF YOU CAME TO SEE IT, NOW YOU HAVE THE ADVANTAGE OF BEING ABLE TO SEE THIS, AND EVEN THIS CLOSE, YOU WON'T BE ABLE TO READ. SO MY LEFT HAND IS OUT OF CONTROL AND, AND, AND I ALWAYS TELL PEOPLE IF I CAN PUT MY REPORT ON PAPER, UH, FROM PAPER TO COMPUTER WITHIN A COUPLE OF DAYS, I'LL BE ABLE TO READ IT. BUT AFTER THAT, IT'S A WILD GUESS. I'LL JUST HAVE TO DO IT BY MEMORY. AND WE'LL KIND OF SUIT UP. I'LL THINK, WHAT IS THAT WORD I GAVE TO THEM? AND THE DEEPER I GET INTO IT, MAYBE THE MORE TIRED I GET, BUT SOMETIMES THE MORE INTO IT, I GET THE WORST, MY WRITING. YEAH. SO I'LL START OUT PRETTY WELL. AND YOU'LL SAY, WHAT, WHAT IS WELL FOR YOU, BUT, BUT YOU'LL BE ABLE TO SEE THAT. SO THE QUESTION IS, AND, AND, AND, AND THIS IS FOR EVERYBODY TO PARTICIPATE WITH. WHY DID YOU RUN FOR THIS OFFICE? THIS IS A, THIS IS A PARTICIPATION. THIS IS QUESTION AND ANSWER FOR AWHILE. MOVE THROUGH THE PROCESS. WHY DID YOU, YES. MA'AM. I RAN TO BRING TRANSPARENCY. OKAY. I KNOW WE TALKED ABOUT THAT OFFLINE. YES. IMPORTANT TO ME. ALL RIGHT. I WANTED MORE OPPORTUNITY FOR MY KIDS THAN WHAT WAS CURRENTLY OFFERED, BUT IT WAS IMPORTANT, UM, IN THE, IN THE NATION THAT WE LIVE IN WITH ALL THE WAYS THAT PEOPLE COMMUNICATE. I THOUGHT IT WAS IMPORTANT TO, UH, SHOW AN EXAMPLE OF THE PROPER WAY TO CONDUCT YOURSELF IN A, UM, COUNCIL ENVIRONMENT. PERFECT. I DIDN'T KNOW WHAT THAT WORD MEANT BEFORE I RAN, I RAN TO SHOW A DIFFERENT PERSPECTIVE, A DIFFERENT PERSPECTIVE TO MAKE IMPROVEMENTS ON CURRENT AT THE TIME CURRENT STRUCTURE AND IMPLEMENTING NEW POLICIES AND JUST DO THE RIGHT THING. WHEN YOU SAY IMPLEMENT POLICIES THAT ALREADY EXISTED, OR MAKE NEW POLICIES OR ELIMINATE SOME OF THE BAD POLICIES, REGULATIONS, AND SUCH MAKE IT EASIER. OKAY. AND YOU HIT ME ONE OTHER, AND I FORGOT WHAT IT WAS, DO THE RIGHT THING. HOW CAN I FORGET THIS? THE RIGHT THING? LET'S SEE. NOW THAT WORD RIGHT THERE. I CAN READ IT RIGHT NOW, BUT I'M PROBABLY NOTHING TO BE ABLE TO DO LATER. SO LET ME TRY IT AGAIN. OKAY. HERE WE GO. HEY, YOU PROBABLY BRAD. I HAD TO GIVE HIM THAT SAME GIFT. DID HE? YEAH. YEAH. JASON DIDN'T HEAR FROM ME FIXED UP, FIXED UP FINGERS. YEP. SO, UH, YOU KNOW, THAT REMINDS ME OF THE FAMOUS TEXAS SAYING I'M FIXING TO DO SOMETHING. MY MOTHER-IN-LAW WOULD, UH, TALL. AND SHE'D SAY, MY WIFE IS NAMED SUSAN DIANE. THEY CALLED HER DIANE. AND SHE SAID, DIANE, [00:10:01] I'M IN PHOENIX. AND THAT USUALLY MEANS THERE'S SOMETHING REALLY WRONG. IT MAY BE THAT SHE'S FALLEN WHEN SHE WAS OVER MAY MEAN SHE LOST HER TEETH IN THE NIGHT AND I HAD TO GO FIND THEM. YOU KNOW, IT WAS ALL KINDS OF WAYS SHE GOT INTO FIX. BUT, UH, BUT, BUT, BUT FIXING STUFF IS, UH, IS, UH, THINGS TO GOOD THING TOO. WHAT ELSE? PART OF THE SOLUTION. YES. SEE ANYTHING COMMON THERE, SARAH SERVICE, ANY OF YOUR ROTARIANS YOU USED TO BE, WHAT WAS THE, WHAT'S THE, WHAT'S THE MOTTO FOR YOUR ROTARIANS SERVICE ABOVE SELF SERVICE ABOVE SELF SERVICE. THAT'S WHAT, THAT'S WHAT IT'S ABOUT. ISN'T IT? UM, IT'S ABOUT SERVICE. SO WE EACH RUN FOR OUR OWN REASONS. WE HAVE OUR OWN CIRCLE OF INFLUENCE. WE HAVE THE PEOPLE AROUND US WHO ENCOURAGED US TO RUN AND, UH, AND THEY, AND, AND, AND YET WE WANT TO RUN FOR THESE, FOR THESE GREAT REASONS. NO WAY. AND THEN, SO WE RUN AS INDIVIDUALS. WE ARE, WE ARE HERE AS INDIVIDUALS THAT EACH HAVE ATTRIBUTES EACH HAVE THEIR SPECIAL SKILLS, IF YOU WILL. SO FROM YOUR PERSPECTIVE, SO, SO WHAT ARE YOUR AFTER MEANS? I'M GOING TO STEAL YOUR WHAT'S, YOUR PACEMAKER PACEMAKER JUST CAME. MOST OF US HAVE LIKE LEADERSHIP OR A LEADER. YEAH. YES. OKAY. SO WE'RE GOING TO DEFINE LEADERSHIP HERE JUST A LITTLE BIT, BUT LEADERSHIP ABILITIES, ABILITY TO LISTEN TO ALL RESIDENTS, THOUGHTFUL, THOUGHTFUL, WHO SAID THAT STRATEGIC, STRATEGIC, CRITICAL THINKING, CRITICAL THINKING PROBLEM SOLVER. I ALWAYS CONSIDER MYSELF A PROBLEM SOLVER. I'M A CONNECTOR CONNECTOR. CHRIS SHARED PASSION, PASSIONATE. THAT'S FINE. I JUST LIKE AFFIRMING THAT WORD. OH, GOTCHA. SO WE EACH HAVE OUR, OUR BACKGROUNDS TOO. I MEAN, WHERE WE'RE CONNECTORS, WHERE WE'RE PASSIONATE ABOUT WHAT WE DO, BUT WHAT, WHAT, WHAT BACKGROUND DID WE HAVE THAT WE CAN BRING TO THE TABLE AS WELL, THAT, UH, CONTRIBUTES TO THE PROCESS? WHAT WOULD THAT BE? IF EACH OF US HAS OUR OWN DIVERSE VOICE OPINIONS, OPINIONS, MY JOB HAS AFFORDED ME LIKE EXPERIENCE IN THE DEVELOPMENT WORLD. SO WE ALL COME FROM DIFFERENT PLACES. SO THAT'S KIND OF INTERESTING BECAUSE CINDY, LIKE THIS IS HUGE GROWTH SO QUICK. AND I, AND IT WAS THAT WE HAD THE GROWTH IN ONE OF THE CITIES THAT, [00:15:01] WELL, THE CITY THAT I NOW LIVE, I LIVE IN FRINGEWOOD, WOULD'VE BEEN THERE 30 YEARS. PEOPLE COME TO THE HOUSTON AREA THAT COME TO THE AUSTIN AREA FROM SOMEWHERE ELSE. AND THEY LOOK AROUND DON'T. THEY LOOK AROUND WHERE THEY WANT TO LIVE AND THEY MAKE A SELECTION AND THEY SELECT LEANDER BECAUSE OF THE WAY IT IS AND THE WAY IT FEELS AND THE WAY IT DOES. AND THEN ALL OF A SUDDEN, WHEN THEY GET HERE, TWO THINGS, THEY WANT TO DO TWO THINGS. ONE, THEY WANT TO CLOSE THE GATE AND TWO, THEY WANT IT TO BE LIKE, WELL, HERE'S THE WAY WE DID IT AT HOME. AND SO IT'S HARD. SO OFTENTIMES IT'S DIFFERENT PLACES IN DIFFERENT THINGS. AND I WROTE TO COMPARE BECAUSE, BECAUSE YOU NEED TO BRING THE GOOD STUFF WITH YOU, DON'T YOU, YOU NEED TO BRING THE GOOD THINGS ABOUT THE COMMUNITY WITH YOU, NOT HOW WE DID IT AT HOME AND, AND ASSIMILATED SOMEWHERE. THAT'S A HARD THING TO DO, PARTICULARLY IN A CITY LIKE YOURS, THAT'S GROWN EXPONENTIALLY OVER THE LAST FEW, MAYBE SEVERAL BUT FEW YEARS. SO YOU TAKE THOSE THINGS INTO CONSIDERATION FROM WHERE YOU GREW UP, WHAT YOUR BACKGROUND WAS, WHERE YOU LIVED BEFORE, ALL OF THOSE KINDS OF THINGS, AND THEN BEGIN TO APPLY IT. BUT YOU APPLY IT RELATIVE TO THE COMMUNITY THAT YOU LIVE IN. NOW, IF YOU, IF YOU'RE DOING, IF YOU'RE THINKING CRITICALLY ABOUT HOW THOSE THINGS, AND IF YOU'RE THINKING STRATEGICALLY, WHAT ARE YOU LOOKING AT? YOU'RE LOOKING AT THE FUTURE. HOW'S THIS INFORMATION HAS THIS DECISION GOING TO AFFECT THAT AND THAT AND THAT, AND, AND IT TAKES, IT TAKES ENERGY THEN TO DO THAT. IT TAKES ENERGY TO DO THAT. SO WE EACH COME TO THE TABLE TO THIS TABLE, TO THE DIOCESE. HOWEVER YOU WANT TO SAY, AND I JUST HAVE TO COMMENT ONE MORE TIME ABOUT THESE TABLES. THESE I'VE NEVER SEEN A METAL TABLE LIKE THIS. SO I GET, I THINK IT'S A W AND WE WERE TALKING ABOUT IT EARLIER. I THINK IT'S A VINTAGE TYPE. DO YOU THINK IT WOULD'VE BEEN DURABLE? YOU'RE DURABLE. THE METAL TABLES ARE DURABLE. EXACTLY. SO EACH COLUMN, UH, TOGETHER, UH, FROM DIFFERENT BACKGROUNDS WITH DIFFERENT ATTRIBUTES FOR DIFFERENT REASONS, BUT THEN WE COME ON THE CITY COUNCIL AND, AND OUR INDIVIDUALITY. SOMETIMES OUR INDIVIDUALITY IS THERE, BUT IN OUR DECISION MAKING CHANGES, DOESN'T IT, THE WAY WE MAKE DECISIONS IS, IS CAST UPON US, WHETHER WE LIKE IT OR NOT. AND THAT THE WAY WE MAKE DECISIONS AND HOW WE FUNCTION TOGETHER IS WHAT I CALL GOVERNANCE. AND THAT GOVERNANCE IS JUST SIMPLY THE PROCESS OF GOVERNING AND ORGANIZATION, HOW THAT ORGANIZATION FUNCTIONS AND EVERY ORGANIZATION HAS IT EXXON US ARMY, UH, LEANDRA, EVERY ORGANIZATION HAS IT, UH, UH, AND, AND EVEN EVEN THE SMALL CITIES. AND IT'S HOW THAT PROCESS WORKS TOGETHER. THAT THAT IS IMPORTANT. AND WHEN IT'S FUNCTIONING WELL, IT'S CONSISTENT AND PREDICTABLE WHEN IT'S FUNCTIONING WELL, IT'S CONSISTENT AND PREDICTABLE. AND EVERY, AND THIS AND THIS GOVERNANCE PROCESS BOTH APPLIES AT THE COUNCIL LEVEL, THE POLICY LEVEL AND THE ADMINISTRATION LEVEL. AND, AND IT'S NOT ONLY HOW YOU FUNCTION WELL TOGETHER, BUT IT'S HOW STAFF FUNCTIONS WELL TOGETHER. AND IT'S HOW COUNCIL AND STAFF FUNCTION WELL TOGETHER IN THAT IT'S A DYNAMIC PROCESS THAT IS CONSTANTLY MOVING AND CONSTANTLY CHANGING. AND, UH, I DON'T KNOW WHERE IT SHOWS UP, BUT A SINGLE, A SINGLE CHANGE ON THE CITY COUNCIL CAN CREATE A WHOLE NEW DYNAMIC IN THE, IN THE COUNCILS, UH, FUNCTIONING COUNCILS, WORKING TOGETHER. AND SO MY VIEW IS THAT IF YOU HAVE A CONSISTENT AND PREDICTABLE AND, UM, WELL KNOWN LEADERSHIP OR GOVERNANCE MODEL, THEN NEW PEOPLE WHO COME AND GO ARE GOING TO ARE GOING TO MORE LIKELY FALL INTO THAT MODEL RATHER THAN CREATE THEIR OWN MODEL THAT YOU FALL INTO. AND SO IT BECOMES PREDICTABLE AND CONSISTENT. DOES THAT MAKE SENSE? YEP. AND, UM, BY THE WAY, YOU, YOU, SOME OF YOU ARE TAKING COPIOUS NOTES AND SOME OF YOU ARE TAKING PHOTOS AND YOU CAN HAVE A COPY OF THIS. IN FACT, IT'S YOURS. THERE'S ALREADY GOT A COPY OF THE POWERPOINT, SO, AND WE'VE GOT THEM PRINTED. IF SOMEBODY WANTS TO TAKE NOTES ON THE PRINTED COPY, I'M GOING TO OFFER IT UP AT THIS POINT. IF ANYBODY WANTS A PRINTED COPY, YOU ALREADY HAVE THEM READY. YEAH. I WOULD LOVE ONE. SHE KNOWS YOU MUCH [00:20:01] BETTER THAN I, AND, UH, I SAID, NO, THEN WE'LL NEED IT. AND THEY'RE OFFERED IT UP. SO, UH, SO I'M GLAD SHE HAD, SO WHAT WE WANT TO WORK ON TODAY IS DEPICTED IN THIS, IN THIS CARTOON, ON THE LEFT SIDE, YOU'VE GOT THE HORSE IN THE MIDDLE AND YOU'VE GOT TWO COWBOYS LASSO ROPE THAT HORSE ONCE PULL IT HARD AGAINST THE, UH, AND, AND THE HORSE IS STRANGLING AND GETTING NOWHERE AND IS, UH, THIRSTY AND TIRED AND HUNGRY. CAN'T MOVE ANY DIRECTION. AND THEN YOU'VE GOT A THIRD CAT BOY SITTING ON THE SIDELINES WITH HIS FEET, PROPPED UP SAYING, COME ON, BOYS, CAPES, YOU'D GET YOUR TOGETHER. SECOND GUESSING. ISN'T HE? EVERYTHING THAT OTHER TWO ARE DOING AND NOT CONTRIBUTING TO ANYTHING, NOT, NOT A PART OF THE, OF THE PROCESS? WELL, HE IS A PART OF THE PROCESS AT CAPITAL WHERE HE IS, BUT NOT A POSITIVE AND WORKING PART OF THAT PROCESS IS SO WHAT WE WANT TO DO IS TO GET TO THAT SECOND CARTOON ON THE RIGHT. AND THAT IS WHERE THE, WHERE THE HORSE SAYS, YOU KNOW, I DON'T LIKE, I DON'T LIKE TO BE FENCED IN, BUT THIS IS YOU'RE BETTER THAN BEING STRANGLED. THAT'S MY PARAPHRASE, BUT PULLED EVERY WHICH WAY. AND SO THE CORRAL THEN IS WHAT WE WANT TO BUILD TODAY, CONTINUE TO BUILD ON THAT CORRAL SO THAT WE KNOW WHAT, WHAT OUR PARAMETERS ARE, WHAT ARE, WHAT OUR EXPECTATIONS ARE, WHAT OUR VISION IS AND WHAT OUR OVERALL KEY STRATEGIES ARE BUILDING THAT CORRECT. AND WE BUILD IT A POSTED A TIME, A RAIL AT A TIME WE PUT THE FEED BOX ON AND IT NEVER GOES WITHOUT MENDING. NOW, ONCE I GET, UH, EAST OR WEST OF THE TRINITY, IT GETS A LITTLE BIT DIFFERENT BECAUSE IT'S A LITTLE, OR MAYBE RIGHT ON THE COLORADO WEST OF THE COLORADO, IT GETS A LITTLE DRIER AND A LITTLE LESS HUMIDITY. AND, AND THAT CORRAL IS GOING TO LAST A LITTLE BIT LONGER OUT THERE, BUT IN MY PART OF THE COUNTRY IN ABOUT A YEAR, THE WHOLE THING IS ROTTED TO THE GROUND BECAUSE ALL THE HUMIDITY AND THE WATER AND THE FLOODING, BUT SO IT NEEDS CONSTANT, UM, CONSTANT MENDING CONSTANT CARE. AND THAT, THAT MEANS THAT THINGS WILL CHANGE ON YOUR PART, ONE NEW COUNCIL MEMBER, NEW STAFF, UH, UH, A SET OF ACCOMPLISH GOALS THAT NOW NEED TO BE TRANSLATED INTO WHAT DO WE DO NEXT, ALL OF THAT THING, ALL OF THOSE, BUT YOU HAVE TO START WITH THE BUILDING OF THE CORRAL. SO THAT'S WHAT WE'RE GOING TO DO TODAY. AND THEN TALKING ABOUT GOVERNANCE, I DIVIDED INTO THESE FOUR AREAS, AND WE TALKED ABOUT THAT WHEN I TALKED WITH EACH OF THE INDIVIDUALS INDIVIDUALLY, UM, EFFECTIVE LEADERSHIP, MEANINGFUL COMMUNICATION, UNDERSTANDING ROLES, AND FULFILLING EXPECTATIONS, AND THEN VISIONARY PLANNING. AND, UM, MAYOR SAID, UH, EARLIER, BEFORE WE STARTED THE MEETING, THIS IS GOING TO BE A DAY OF, OF THINKING AND OF, OF WORKING IN, AND IT, IT WILL BE, UH, BUT IT'LL ALL COME TOGETHER AT THE END OF THE DAY INTO THAT CORRAL. SO IT'S, UH, IT'S, IT'S ABOUT LEADERSHIP. IT'S ABOUT LEADERSHIP AT BOTH THE COUNCIL AND THE STAFF LEVEL. AND, UH, AND, AND, UH, AS WE THINK ABOUT LEADERSHIP, I'VE GOT A FEW SLIDES HERE JUST TO KIND OF TAKE US THROUGH. UM, MIKE MCALLISTER WAS A, WHAT WAS OUR PREACHING MINISTER? HE WAS A CAMPING CAMPUS MINISTER AT ONE TIME. HE'S NOW RETIRED, BUT HE WAS GIVING A, HE WAS, HE WAS ABOUT TO, UH, GIVE A SERIES OF SERMONS ON THE BIBLICAL CHARACTER NEHEMIAH OUT OF THE OLD TESTAMENT. AND IF YOU'VE NEVER READ THE BOOK OF NEHEMIAH, UH, IT, IT WOULD BE A, IT'S A GREAT LESSON IN LEADERSHIP, AS WELL AS A GREAT LESSON OF FAITH, BUT IT'S ALSO A GREAT LESSON OF LEADERSHIP. AND WHEN I STARTED THINKING ABOUT HIM, IN TERMS OF LEADERSHIP, CHARACTERISTICS AND QUALITIES, IT WAS, IT WAS VERY HELPFUL TO ME. AND AS MIKE BEGAN, HIS, HIS SERIES THAT DAY, HE, UH, HE MADE THESE OBSERVATIONS ABOUT LEADERSHIP LEADERS HAVE GREAT CLARITY, HAVE CLARITY OF PURPOSE. THEY'RE AN INFLUENCE FOR A GREAT WORK, AND THEY'RE NOT DISCOURAGED BY A NEGATIVE INFLUENCES. ANYBODY HAD NEGATIVE INFLUENCES IN THE ROOM. YES. JUST THE, I GUESS THE SMILE IS ONE OR TWO. YEAH. YEAH. UH, AND, AND YOU'RE GOING TO HAVE NEGATIVE INFLUENCES. AREN'T YOU NEHEMIAH HAD A SERIES OF BATTLES TO FACE WITH PEOPLE AFTER HE CAME TO THE CONCLUSION AND WAS LED AND GOT PERMISSION TO GO BACK AND REBUILD THE CITY OF JERUSALEM. [00:25:01] THAT'S WHAT HIS GOAL WAS. THAT'S WHAT THAT GREAT WORK WAS. HE HAD THE END IN MIND, IF YOU GO BACK TO SOME OF THOSE LEADERSHIP BOOKS THAT WE'VE HAD HAD AND LOOKED AT ALL OF THESE YEARS. AND SO HE BEGAN, BEGAN TO GO THROUGH THAT. AND, AND SO NEHEMIAH HAD THAT, BUT THIS APPLIES TO ANY LEADERSHIP, UH, OBSERVATION THAT WE HAVE. THERE ARE ENEMIES OF LEADERSHIP, A LACK OF COMMITMENT, TRUST. IF WE DON'T TRUST EACH OTHER AROUND THE TABLE, WE DON'T TRUST OUR STAFF. WE DON'T TRUST WHAT COUNSEL, WHAT CITIZENS ARE TELLING US. AND THEN HOW CAN WE FUNCTION WELL? AND WE HAVE TO BUILD AND CONTINUE TO BUILD AND CONTINUE TO WORK ON THAT LEVEL, THAT TRUST NO WAY. AND, AND WE, WE HAVE TO BE CREATIVE. WE, AND THAT IS BEING BOTH THOUGHTFUL AND STRATEGIC, GETTING IT, BEING BOTH THOUGHTFUL AND STRATEGIC, IT'S BEING A PROBLEM. IT'S HAVING CRITICAL. IT'S DOING ALL OF THESE THINGS PUT TOGETHER IN ORDER TO BE CREATIVE AND TO GET TO THEM, GET TO THAT LEVEL THAT WE NEED TO GET TO SET THAT PATH. BUT NOT ONLY HAS A TRUST FOR THE PEOPLE, THE DIOCESE, RIGHT. IT'S THAT OUR RESIDENTS TRUST US TOO. I THINK THERE'S A LACK OF TRUST. OKAY. AND THAT DEALS WITH, UH, YOUR, YOUR, UH, YOUR DESIRE BE TRANSPARENT. THAT CREATES. YEAH, IT DOES. AND, AND, UH, AND SO, AND THEN ALSO A LACK OF WISDOM. WE CAN HAVE A LOT OF SMARTS, BUT WE MAY NOT HAVE THE WISDOM TO OPERATE. THAT'S PROBABLY WHERE I SIT MOST OF THE TIME UNTIL MY WIFE TELLS ME HERE'S THE HERE'S WISE THING TO DO. HERE'S THE BETTER THING TO DO AFTER 49 YEARS, I WILL. WELL, 49 YEARS IS THIS FEBRUARY YET? YOU'RE HOME. I'M CLOSED. I'M TRYING TO BE GOOD. I'M TRYING TO BE GOOD. SO ENEMIES OF LEADERSHIP. SO THAT WAS MY SERMON WAS IN THE NINETIES SOMETIME I CAN'T EVEN TELL YOU WHEN THAT WAS, BUT I WROTE THOSE THINGS DOWN AND I KEPT THEM. BUT IN 2017, I WAS AT THE TEXAS CITY MANAGERS CONFERENCE. AND HERE WAS KAREN HUGHES, FORMER COUNSELOR TO GEORGE W AND SHE SAID, GREAT LEADERS HAVE CLARITY, GREAT CLARITY. THEY UNDERSTAND THAT THE POWER OF EXAMPLE IS INCREDIBLE AND THEY EMBRACE AN OPTIMISTIC VIEW, PRETTY SIMILAR. WASN'T IT TO WHAT MIKE SAID IN 95 ABOUT LEADERS AND LEADERSHIP, WASN'T IT. UH, NOW YOU CAN BE A GREAT EXAMPLE. IN FACT, A LOT OF TIMES, AND WE'LL WHEN WE ASK YOU A HALF, WILL YOU LEAD, DON'T WANT TO LEAD BY EXAMPLE, ATTILA. THE HUN WAS A GREAT EXAMPLE, BUT I'M NOT SURE HE WAS THE ONE THAT WE WOULD WANT TO EMULATE. SO WE HAVE TO DEFINE WHAT WE MEAN BY AN EXAMPLE, BUT IT IS POWERFUL WHETHER YOU'RE USING IT FOR GOOD OR FOR EVIL, THE POWER OF EXAMPLE IS, IS INCREDIBLE. AND, AND SO THE SIMILARITIES HERE THOSE 20 YEARS LATER IN TERMS OF THEIR DEFINITIONS OF WHAT GREAT LEADERS DO, THIS IS A LONG SLIDE. AND, AND I HAVE TO EXPLAIN IT. HAVE YOU EVER GOTTEN GOOD INFORMATION FROM FACEBOOK? SOMETIME? SOMETIMES IT WILL POP UP. SARAH NEI IS MY FIRST COUSIN'S DAUGHTER AND WE'RE FACEBOOK FRIENDS AND LOSING THE DALLAS AREA. AND SHE HAS, SHE WORKS IN A FAIRLY LARGE BUSINESS. I DON'T KNOW EXACTLY WHAT SHE DOES, BUT THERE WAS A CHAIN OF COMMENTS THAT WERE, THAT WERE GOING ON THAT I HAPPENED TO SEE BECAUSE WE'RE FACEBOOK FRIENDS, AND THAT'S WHAT SHE WROTE ABOUT LEADERSHIP. NOW, THIS IS FROM A, FROM A LEADERSHIP PERSPECTIVE. THIS IS ALL THE, THIS IS THE HOW TO, UH, HOW TO LEAD LEADERS BE KIND WITH YOUR WORDS, ENCOURAGE, TREAT THEM WITH RESPECT, LISTEN TO THEIR IDEAS, LEARN WHAT MOTIVATES THEM, CORRECT WITH GENTLENESS WHEN NEEDED, TELL THEM YOU APPRECIATE THEM, GIVE THEM PRAISE WHEN DESERVED, SHARE THE COMMON GO SHOW, HOW THEY FIT INTO THAT COMMON, GO SERVE YOUR PEOPLE. YOU WILL NEVER REGRET SERVANT LEADER. SHE HAD PEOPLE LEAVE LEADERS. NOT ALWAYS. I THOUGHT THAT WAS PROFILE. NOW. SHE MAY HAVE GOTTEN THAT OUT OF THE BOOK, OUT OF, OUT OF THE BOOK. I HAVE NO IDEA, BUT IT WAS PROFOUND. THAT'S HOW LEADERS LEAD AND THEY'RE FOLLOWED WHEN THEY LEAD IN THAT, IN THAT WAY. IT DOESN'T SAY DON'T HOLD PEOPLE ACCOUNTABLE. IT SAYS [00:30:01] CORRECT WITH GENTLENESS. UM, LATELY I HAVE, I HAVE HEARD THE TERM IN THE PUBLIC SETTINGS. GRACE. I'VE HEARD THAT TWICE IN THE LAST FEW WEEKS, UH, ONCE IN AN ARTICLE AND I SEE ALIBI CMA AND, UH, ONCE, SOMEWHERE ELSE, UH, I DON'T REMEMBER IT MIGHT'VE BEEN FACEBOOK. UH, BUT, BUT THAT IS KIND OF AN INDICATOR OF GRACE AND FORGIVENESS AND NOT FORGETTING, NOT HOLDING PEOPLE ACCOUNTABLE, NOT, NOT, NOT HOLDING PEOPLE ACCOUNTABLE, BUT GIVING GREG'S FOR, UH, CORRECT WITH GENERALISTS. SO I APPRECIATED THAT. AND I THOUGHT, WHAT A WAY TO SET A TABLE WHEN WE'RE TALKING ABOUT LEADERSHIP, ONE MORE OBSERVATION. SO THIS IS, UM, THIS IS THE CHARACTER OF LEADERSHIP TALKED ABOUT HOW THE LEADERSHIP, THIS IS THE CHARACTER OF LEADERSHIP IN 1995. YEAH. AT ONE TIME THAT SLIDE SAID DECEMBER 60TH, 1995. AND SO THAT MEANT IT JUST ENDURED FOREVER. SO, AND DECEMBER MANUFAC, THE CITY FRIENDS WOULD HAVE BUILT A NEW CITY HALL. I WAS CITY CITY MANAGER AT THE TIME. AND OUR MAYOR, EVELYN NEWMAN ASKED A FELONY WARN WOULD TO GIVE THE DEDICATORY PRAYER. I'LL STAND IN THE BACK OF THE ROOM, PROBABLY NEXT TO THE POLICE CHIEF, BECAUSE THAT WAS THE SAFEST SPOT IN THE ROOM. AND MY BACK WAS TO THE WALL. I COULD SEE THE DOORS THAT'S, THAT'S KIND OF WHAT CITY MANAGERS DO. AND, UH, AND SO, UH, I, I WAS SITTING THERE AND LAUREN STARTED HIS PRAYER. AND ALL OF A SUDDEN HE SAID, THIS PHRASE, MAY THE DECISIONS MADE IN THIS CITY HALL BE BASED IN INTEGRITY, HONESTY, AND TRUTH. I HAD A LITTLE ORGANIZER BY SHARP ABOUT THE SIZE OF OUR CELL PHONES. AND I STARTED, I STARTED TYPING THAT OUT. I DON'T EVEN REMEMBER THE REST OF THIS PRAYER. DON'T REMEMBER THE REST OF MY COUNSELOR SERMON EITHER, BUT I HAD TO WRITE THESE DOWN. THAT TO ME, ART IS THE, IS THE CHARACTER OF LEADERSHIP AND SARAH'S COMMENTS ARE HOW WE LEAVE THE, THE ACTIONS OF LEADERSHIP MAKES SENSE. YEAH. ANY COMMENT, ANY AMENS I'LL PASS THE PLATE IN A MINUTE. WE'LL HAVE A LEVEL OF REFLECTION. SO LEADERSHIP IS, IS NOT, IS NOT EASY. AND, UM, PANICS EASY WHEN THOSE NEGATIVE INFLUENCES ATTACK US. IF YOU WILL, TO DEFINE THOSE AS THOSE OTHER PEOPLE, AS THE ENEMY, AND THIS OBSERVATION HIT HOME TO ME PERSONALLY, A LOT, ONCE WE DEFINED SOMETHING OR SOMEONE AS THE ENEMY WE LOSE, WHAT ABOUT THE ENEMY? HOW DID THEY RESPOND TO THE FACT THAT WE DECIDED THEY'RE THE ENEMY TO THE FACT THAT WE HAVE CUT OURSELVES OFF, THAT WE, THAT WE SAY, YOU KNOW, THERE'S NOTHING THAT IS GOING TO MAKE ME TALK TO THAT PERSON ANYMORE. WHAT HAPPENS TO THAT PERSON? WHICH ONE THOUGH, THE PERSON THAT YOU'VE DEFINED AS THE ENEMY, I CAN TELL YOU WHAT IT HAPPENS THE SAME WAY. THIS IS DESTROYS MONDO, RIGHT? BECAUSE THEY LIVE IN MY HEAD AND THEN I START BEING STRATEGIC. AND I STARTED PLANNING ABOUT THE ENEMY. LIKE I SAID, I DON'T REMEMBER HER NAME IS IN HERE. RIGHT. IT HURTS ME WHEN I MAKE SOME MONEY. THAT'S EXACTLY RIGHT. THEY DON'T KNOW. THEY DON'T CARE. THEY'RE NOT GOING TO CHANGE THEIR BEHAVIOR BECAUSE YOU'VE, YOU'VE, YOU'VE LOST THAT ABILITY. HAVEN'T YOU, YOU YOU'VE TAKEN THAT ABILITY AWAY, BUT IT HURTS THE PROCESS. IT HURTS MY ABILITY. AND I'VE DONE. I'VE SAID, THERE'S NO WALL THAT SAYS I HAVE TO TALK TO AN IDIOT. YOU KNOW, I SAID TO MYSELF, I CERTAINLY DIDN'T SAY THAT. YOU KNOW, BUT I LOST AT THAT POINT, I LOST THE ABILITY TO KNOW WHAT THAT PERSON WAS THINKING WAS SAYING. AND IF THAT PERSON SAYING IT, OTHERS MAY BE AS WELL, PEOPLE WILL LOSE BECAUSE YOU CAN'T COME TO THE TABLE. SO IF THAT PERSON IS YOUR ENEMY AND YOUR MIND, RIGHT. THEY'RE NOT GOING TO BE, YOU CAN'T EVEN SIT AT THE TABLE AND HAVE A PRODUCTIVE CONVERSATION WITH THEM. SO, YOU KNOW, IT'S DEAD. YEAH. CAUSE YOU DON'T TRUST ANYTHING IN THERE. SAY, SO WHEN YOU COME TO THE TABLE WITH YOUR WELL, BUT THAT'S THE THING. IF YOU DON'T TRUST WHAT THEY WERE SAYING, THAT WHEN THEY WERE TALKING, YOU IT'S JUST IN ONE EAR AND OUT THE OTHER, BECAUSE YOU'RE JUST LIKE, I DON'T TRUST WHAT THEY'RE SAYING AND [00:35:01] I'M GOING TO, SO YOU WON'T EVEN COME TO THE TABLE AND TALK TO THEM. RIGHT. RIGHT. SO IT'S, IT'S ABOUT IT'S. AND SO IT'S NOT, IT'S NOT ABOUT ME OR IT'S NOT ABOUT THEM. IT IS ABOUT ME. IT IS ABOUT HOW I RESPOND AND REACT AND WHAT I LIVED. AND IT SAYS WE LIVE, WE LIVE IS WHEN WE THINK OF SOMETHING OR SOMEONE AS AN ENEMY, AND I'VE HAD THIS SLIDE UP FOR AS LONG AS I'VE BEEN DOING THIS. IN FACT, I DID IT, I DID IT. SOME OF THEM, EVEN WHEN I WAS, UH, A CITY MANAGER, UH, IN PIPS, OTHER ENVIRONMENTS. AND SO 16, I DON'T, I DON'T EVEN KNOW WHO MIKE MURRAY IS. I GET CREATIVE. SO IT'S ABOUT, AND THEN, AND THEN IT'S ABOUT US. IT'S ABOUT, WE, IT'S NOT ABOUT ME. IT'S, IT'S JUST THE GREATER GOOD THAT WE'RE WORKING FOR. SO LATER LEADERSHIP, WE'VE TALKED A GOOD BIT HERE ABOUT LEADERSHIP AND, AND WE'VE TALKED, WE'VE KIND OF HINTED AT SOME OF THOSE, UH, CHARACTERISTICS OF HOW WE WILL LEAD, UH, AS WE HAVE BEEN TALKING HERE, BUT I WANT US TO BE A LITTLE BIT MORE SPECIFIC AND DEFINE HOW WILL WE LEAD? AND THIS IS SOMETHING WE CAN LOOK BACK ON AND SAY, ARE WE DOING THAT TO HOLD OURSELVES ACCOUNTABLE TO WHAT WE WANT TO BE DOING? HOW WERE WE LEAD? HOW DO WE LIVE? HOW WILL YOU LIVE WHEN YOU GOT TO START WITH THE INTEGRITY, THE INTEGRITY. AND THE FIRST ONE IS, HOW DOES IT MATTER WHAT YOU DO? YEAH. I GAVE YOU THE ANSWER, INTEGRITY AND TRUTHFULNESS, ATTILA, THE HUN, HE DIDN'T HAVE INTEGRITY, BUT HE HAD LATER TODAY. YEAH. AND HE WAS PROBABLY TRUTHFUL, WHATEVER HE SAID BY MENTORING. BUT THE INTEGRITY IS THE KEY, THE CHARACTER IN IT. YEAH. YEAH. HOW ELSE WOULD WE LEAVE? I LIKE GRACEFUL. CAUSE I WAS GOAL-SETTING THIS YEAR AND I WAS, THEY ASKED US TO DO A WORD FOR THE YEAR AND I SAID BALANCE. AND THEN I READ A BOOK AND IT SAID BALANCE IS SOMETIMES NOT ACHIEVABLE. SO HOW DO YOU LIVE YOUR LIFE WITH GRACE? SO I LIKED, I LIKED THAT COMMENT ABOUT THE GRACE WITH GRIT, I THINK WITH YOUR, WITH, WITH GRACE THERE TO ANOTHER, ANOTHER WORD THAT WOULD GO IN THERE THAT I THINK WE COULD USE IS, IS EVEN COMPASSION FOR SOMEBODY WHERE SOMEBODY ELSE COMES FROM OR THE WAY THAT, THE REASON THAT THEY MAY BE REACTING THE WAY THEY'RE REACTING. SO THOSE JUST KIND OF GO TOGETHER. YEAH, YEAH, YEAH, YEAH. UM, AND, AND THAT, THAT GOES TO THE WORD DECORUM EARLIER. IT'S HOW WE, HOW WILL YOU LEAD AND WHAT WOULD WE SAY? THAT'S PART OF A COMMUNICATION AND WE'LL GET TO THAT IN JUST A LITTLE BIT AS WELL. SELFLESS SELFLESSLY. YEAH. IT'S LIKE JASON SAID, IT'S NOT ABOUT THEM AND IT'S REALLY NOT ABOUT US. IT'S ABOUT WHAT, IN OUR CASE, WHAT IS IT ABOUT THE CITIZENS AND COMMUNITY? YEAH. ACTIVE LISTENING AS WELL, TOO. SO PASSIVE IS JUST LISTENING AND YOU'RE NOT, YOU DON'T REALLY CARE WHAT SOMEBODY IS SAYING. COMPETITIVE LISTENING IS YOU JUST WAITING FOR YOUR TURN TO TALK, BUT ACTIVE LISTENING IS ACTUALLY HEARING SOMEBODY OUT, WAITING AND THEN, UM, BEING PART OF THAT COMMUNITY. YEAH. SO WHAT, AND THIS IS, THIS IS A COMMUNICATION THING AS WELL, BUT ONCE YOU LISTEN, WHAT DO YOU WITH THAT LISTENING AND, AND HOW DO YOU RESPOND THEN? RIGHT THERE, YOU PUT SOME THOUGHT INTO THINGS. OKAY. LET'S FLIP IT OVER HERE. SO YOU'RE DOING MORE THAN JUST, YOU DO MORE THAN JUST THE LIST OF NOTES YOU WRITE, YOU HAVE TO USE THAT THOUGHT YOU SAID ACTIVELY LISTENING. I MEAN, THOUGHTFUL OR BEING, OR PROCESSING, PROCESSING, ACTIVE LISTENING. YEAH. AND I THINK IT MEANS PRACTICE. IT ACTUALLY MEANS RESPONDING TO IN A LOT OF CASES, NOT JUST, I DUNNO, I I'M JUST GONNA, SORRY, HONEY. BUT IF SHE LOVES IT, YOU'RE NOT WATCHING THIS ANYWAYS. BUT LIKE, BUT I CAN GET IN JAIL BECAUSE I CAN LOOK, I CAN LOOK SOMEBODY AND I COULD I BE TALKING TO MY WIFE AND I COULD BE STARING HER DEAD IN THE EYES, BUT SHE MIGHT SAY, HEY, LIKE EVEN NOT EVEN HERE, YOU'RE JUST LIKE, YOU'RE JUST GIVING ME THIS BLANK. STARE. I YOU'RE LISTENING, BUT YOU DON'T EVEN KNOW WHAT I JUST SAID. SO. YEAH, ABSOLUTELY. ABSOLUTELY. AND UNFORTUNATELY I'VE BEEN THERE. I CAN TAKE THAT EXAMPLE. I CAN TAKE ALL THE WAY BACK TO 1970 WHEN I WAS IN COLLEGE AND I WAS, I WAS, UM, WHAT DO YOU CALL IT WHEN YOU JOIN A FRATERNITY, PLEDGE IT. AND THEY WERE, THEY WERE, THEY HAD ME IN A SPOTLIGHT, YOU [00:40:01] KNOW, GRILLING ME ABOUT STUFF. AND PRETTY SOON ONE OF THE GUYS SAID, WHAT DID HE JUST SAY? AND I HAD NO CLUE WHAT HE JUST SAID. HE COULD SEE IT IN MY EYES, MY EYES GLAZED OVER WHEN WE WERE TALKING ABOUT THAT BEFORE THE MEETING, WHEN EVERYBODY'S EYES START GLANCING OVER, THAT MEANS WE NEED TO TAKE A BREAK. BUT, UH, BUT, BUT YEAH, SO ACTIVE LISTENING AND PAYING ATTENTION. AND IF I'VE GOTTEN IN THE HABIT OF SAYING, CAN YOU SAY THAT AGAIN? YEAH. CAUSE I, YOU KNOW, JUST SO I COULD FOCUS AND HEAR IT ONE MORE TIME TO MAKE SURE I DID HEAR CORRECTLY. AND IT WASN'T THAT I WAS TRYING TO ARGUE. IT WAS JUST TO MAKE SURE THAT I, THAT I HEARD IT, ESPECIALLY AT THIS ADVANCED STAGE, UH, THAT, I MEAN, SO LEADERSHIP, WE'VE TALKED ABOUT SOME OF THOSE CHARACTERISTICS, THIS, THIS KIND OF GOES OVER INTO THE, IN THE COMMUNICATION SIDE, BUT THESE ARE LEADERSHIP QUALITIES AND CHARACTERISTICS. WHAT ELSE? BEING HONEST, BEING HONEST, I HAD A MAYOR WHO WOULD SAY, WE NEED THAT. WE NEED TO ALL GET ALONG AND WE NEED TO DO THIS. AND THEN YOU TURN AND SAY, I WANT TO BE BRUTALLY HONEST AND IT WOULD TEAR YOU UP. I MEAN, IT WAS BRUTAL. UM, AND HE DIDN'T ADMIT, HE DIDN'T ATTEND THAT KINDNESS, KINDEST HEARTED, MAN. I STILL SEE HIM A LOT TO THIS DAY, UM, ALL THESE YEARS LATER, BUT HE COULD LAY IT OUT ON THE LINE AND BE BRUTALLY HONEST AND THEN TURN, TURN AROUND AND HUG YOU, YOU KNOW? AND UH, BUT I WANT TO BE HONEST IN WHAT I SAID, WHAT ELSE? GOOD LEADER HUMILITY. YES. SO I WANT TO ASK THE QUESTION, HOW MANY OF YOU ARE HUMBLE AND HUMBLE? VERY HUMBLE. ALL THE TIME. THE ONLY WAY TO DO THAT WOULD BE TO YEAH. SO THE, ONCE YOU SAY WE CAN SAY YES, THIS PERSON. YEAH, EXACTLY. EXACTLY. OH LORD. IT'S HARD TO BE ON WHEN YOU'RE PERFECT. YOU'VE NEVER EVEN HEARD THAT SONG WHEN YOU'RE PERFECT IN EVERY WAY. MAC WAS IT? WHO WAS IT? MATT DAVIS. I THINK IT GOES BACK TO GRACE. RIGHT? BECAUSE YOU'RE ACCEPTING, YOU MAY NOT BE HUMBLE AND YOU NEED TO GO BACK AND HUMBLE YOURSELF. SO GIVING YOURSELF AND OTHERS THAT GRACE TO, WELL, W WHEN I SPEAK YOU MAYLEE, I MEAN, LIKE IF YOU GO INTO A SITUATION, RIGHT, AND YOUR DAD SAID LIKE, YOU'RE, YOU'VE DONE YOUR WORK AND YOUR LIFE. THIS IS THE CORRECT ANSWER. AND YOU GO IN AND SOMEBODY SAYS, OKAY, I HEAR YOU. BUT HERE IS A, B AND C AND YOU GO, YOU KNOW WHAT? I WAS WRONG. YOU'RE RIGHT. AND THEN YOU GO, OKAY. I DON'T LIKE THIS. THIS IS AGAINST EVERYTHING THAT I THINK LIKE, YOU'VE SHOWN ME THAT MY ANSWER WAS THE WRONG EDGE AND THIS TYPE OF LEADERSHIP, UM, OR THIS SETTING. THAT'S WHAT I'M TALKING ABOUT. SO WILLING TO CHANGE EVEN YOUR MIND. YEAH. RIGHT, RIGHT. AND, AND THAT'S, THAT'S HARD. IT'S VERY HARD. ESPECIALLY FOR PEOPLE WHO'VE MADE UP THEIR MIND. I HAD, I WORKED WITH THE COUNCIL ONE TIME WHERE THE, ONE OF THE COUNCIL MEMBERS MADE THE MOTION FOR EVERY SINGLE ACTION ON THE AGENDA. HE HAD DONE HIS HOMEWORK. HE KNEW WHAT THE MOTION AND THE ACTION SHOULD BE. AND SO HE MADE THE MOTION AND HE GOT REALLY, REALLY UPSET WHEN THEY DIDN'T SECOND, THE MOTION. HOW, HOW, HOW THERE, YOU KNOW, HAVE THERE. AND SO WE HAD TO, WE HAD TO TALK ABOUT THE FACT THAT SOMEBODY ELSE MIGHT HAVE ANOTHER IDEA. SOMEBODY ELSE FUNCTIONS DIFFERENTLY. ONE OF YOU SAID, I WANT TO BE THOUGHTFUL ABOUT WHAT I DO. THAT MEANS THAT YOU WANT TO THINK ABOUT ALL OF THOSE THINGS THAT ARE COMING IN. UH, I HAD A FRIEND IN COLLEGE WHO, WHEN HE WOULD GET TO A HARD SPOT IN WHATEVER HE WAS DOING, HE'D SAY, I'M GOING TO GO TO THE LAKE AND THINK ABOUT IT. WELL, THERE ARE ONLY TWO LAKES IN AVALON. SO ONE OF THOSE TWO HE WOULD GO TO AND HE WOULD THINK ABOUT IT. I GAVE US, AND THEN HE WOULD COME BACK AND HE WOULD SAY, WE'D SAY, OKAY, CHARLIE, WHAT'D YOU DO? WHERE ARE YOU GOING TO? WELL, HE SAID, I WON'T DO THIS. I WANT TO DO THAT. YOU KNOW, WHAT WOULD HAPPEN IF I WENT TO THE LAKE TO THINK ABOUT IT, I'D TAKE A NAP. I'D GO TO SLEEP. I'D LAY DOWN ON THE PICNIC TABLE AND TAKE A NAP BECAUSE THAT'S NOT THE WAY I FUNCTION. RIGHT. I HAVE TO, I HAVE TO TALK ABOUT IT. I HAVE TO WORK THROUGH AND HEAR ALL OF THE, ALL OF THAT CONVERSATION BEFORE I'M READY TO MAKE A DECISION. BUT THE GUY IT'S HARD ON THE GUY THAT MAKES THE MOTION FOR ME TO ASK [00:45:01] THE QUESTIONS. AND SOME THEY'RE GOING TO BE SOME OF YOU WHO ARE QUESTION ASKERS AND SAY, I NEED A LITTLE BIT MORE DETAILED. THEY'RE GOING TO BE OTHERS WHO SAY, I GOT THIS IDEA. LET'S GO DO IT. AND THE NEXT GUY IS GOING TO SAY, WELL, THE NEXT COUNCIL MEMBER SAYS, WELL, I JUST GOT A FEW QUESTIONS ABOUT THAT. AND I NEED TO WORK MY WAY THROUGH THAT. THAT'S PROCESS IN IT. AND THAT'S UNDERSTANDING THE WAY PEOPLE FUNCTION, TEMPERAMENT, WHATEVER YOU WANT TO CALL IT AS A LEADER THOUGH, SOMETIMES YOU DON'T HAVE THE LUXURY OF TIME. SO YOU DO NEED TO MAKE QUICK DECISIONS AT TIMES. YEAH. SO WHAT CIRCUMSTANCE DO YOU THINK THAT YOU DON'T HAVE THE LUXURY OF TIME? GIVE ME AN EXAMPLE, BUT WHY? WHY FOR DID YES. JASON PROBABLY HAD ONE OR TWO WAS ON HIS MIND. IT'S NOT ON. OKAY. SO WHAT YOU'RE SAYING, WHAT YOU'RE SAYING IS THAT COUNCIL IS NOT A LIFE OR DEATH SITUATION, SO YOU CAN, CAN YOU THEN TAKE YOUR TIME? YEAH. SO DON'T BE AFRAID TO SAY, I NEED MORE INFORMATION. I NEED MORE TIME. I NEED TO THINK ABOUT THIS A LITTLE BIT. IT SLOWS THE PROCESS THEN THAT, AND IT FRUSTRATES THOSE WHO ARE READY TO MOVE ON. DOESN'T IT. BUT FOR MY, FOR MY VALUE, GOOD DELIBERATION GIVES GOOD DECISIONS, YIELDS GOOD DECISIONS. THAT'S GOING TO BE ON THE SLIDE HERE. WE'LL GET TO SOMETIME TODAY. UH, AND SO, SO IT, IT'S IMPORTANT TO MAKE THOSE DECISIONS. YOU DON'T WANT TO SHY AWAY FROM THE DECISION, BUT YOU WANT TO MAKE IT. AND, AND THAT IS THE MAGIC OF THE MAYOR'S FUNCTION IS KIND OF SEEN AS THE, AS THE CHAIR OF THE GROUP. IF YOU WILL, KIND OF SEEING WHEN THAT DECISION-MAKING PROCESS NEEDS TO BE DONE, DO WE NEED MORE TIME TO TALK ABOUT THIS OR NICOLE, I HAVEN'T HEARD FROM YOU ON THIS MATTER OR WHAT ARE YOU THINKING AND GET EVERYBODY NOT, NOT WHAT ARE YOU THINKING, BUT WHAT ARE YOU THINKING? UH, WE NEED TO GET ALL OF THE INFORMATION OUT ON THE TABLE. IT'S ACTUALLY GOING TO SAY RESPECTING EACH OTHER AND JUST RESPECTING PEOPLE IN GENERAL, YOU KNOW, SEEING THE HUMANITY IN PEOPLE THAT EVERYBODY IS COMING FROM SOMEWHERE AND LEAVING YOUR STUFF THAT HAPPENS ON THE DIET SHOULD STAY ON THE DIET AND OUTSIDE OF HERE. LIKE WE'RE JUST PEOPLE WITH EACH OTHER. UM, AND YOU'RE ALWAYS SAYING NO TO SOMEBODY. AND SO BEING CONSTRUCTIVE IN THAT FEEDBACK, RECOGNIZING THAT, YOU KNOW, THEY DON'T WANT TO JUST HEAR NO, THEY WANT TO HEAR WHY ISN'T NO. YEAH. SO YOU CAN ALWAYS GO OUTSIDE THE DICE AND TALK TO PEOPLE ABOUT WHY THE COUNCIL MADE THIS DECISION, WHY WE MADE THIS DECISION. BUT WHAT YOU DON'T WANT TO DO IS SAY THAT NICOLE, SHE SCREWED THIS WHOLE THING. YOU STILL WANT TO DO THAT. AND SO YOU HAVE TO BE CAREFUL ABOUT LEAVING THOSE KINDS OF THINGS ON THE DICE. AND CERTAINLY NICOLE HAS NOT DONE ANYTHING LIKE THAT. AND NOR HAS ANYBODY ELSE IN THIS ROOM, I'M SURE, BUT THAT'S, THAT'S A GOOD POINT. AND YOU'VE GOT TO RESPECT ALL. AND WHEN YOU'RE RESPECTING ALL, YOU'RE BEING RESPECTFUL, AREN'T YOU? SO WHAT ELSE IN TERMS OF LEADERSHIP, I KNOW I'M NOT SUPPOSED TO SPEAK, BUT I'VE LET A LOT OF PEOPLE PUT YOUR HAND UP. SO I JUST WANT TO BRING THIS ONE THING OUT THAT YOU HAVEN'T TALKED ABOUT, BUT YOU'RE LEADING PEOPLE AND WHATEVER THAT IS, AND YOU HAVE TO BE GENUINE. AND IF YOU'RE NOT GENUINE AND YOU LOSE ANY OF THOSE ON THE TOP, THEN YOU'VE LOST WHO YOU'RE LEADING. AND SO IF YOU'RE NOT ALL DOUBT THIS, BUT YOU'RE NOT GENUINE. MEANING ONE DAY YOU SAID THIS AND THE NEXT DAY, YOU'RE THE OPPOSITE OF THAT YOU'RE TOAST. AND SO YOU GOT TO REMEMBER, YEAH, YOU CAN BE ALL OF THAT, BUT YOU GOT REMEMBER IT, BUT THE END GAME IS YOU'RE MEETING PEOPLE, WHETHER THAT'S A COMMUNITY WHERE PEOPLE HAVE SIX AND YOU'RE GAINING ALL THAT, YOU'RE GAINING YOUR TRUST. YOU'RE GAINING, THEY'RE SHOWING THE INTEGRITY, BUT IT'S THE GENUINE PERSON WITHIN YOU THAT THEY'RE SEEING. AND THEY CAN SEE THAT IN LIKE TWO SETS. EXACTLY RIGHT. AUTHENTIC. THAT'S A GOOD, THAT'S A GOOD AND CONSISTENT. SO YOU'RE THAT WAY. YOU'RE THAT WAY TODAY. AND THAT WAY MORE, I DID THAT WAY AT HOME OR THAT WAY HERE. VERY GOOD, VERY GOOD OTHER LEADERSHIP CHARACTERISTICS. SO HOW WILL WE LEAVE LEADERSHIP, UH, IS A PERSONAL THING AS WELL. AND IT'S HOW YOU PERSONALLY LEAD [00:50:01] IS HOW THE COUNCIL IS GOING TO BE KNOWN AS HOW THE COUNCIL, SO IT BECOMES, AND IT GOES AWAY FROM ANY INDIVIDUAL, UH, PROCESS TO A CORPORATE POP CROSS IT. SO YOU HAVE THE QUORUM, YOU'D HAVE OTHER CANDIDATES, YOU HAVE RULES AND PROCEDURE. YOU HAVE ALL KINDS OF THINGS, BUT IT'S ALL ABOUT HOW YOU ALL INDIVIDUALLY ACT, WORK AND SPEAK. IF YOU WILL, UH, TO BE GENUINE AND SAID, SO LEADERS ENCOURAGE, UH, AN ATMOSPHERE OF UNDERSTANDING, OF RESPECT AND OF TRUST. SO EACH OF YOU HAVE YOUR OWN PERSONALITY. EACH OF YOU HAVE YOUR OWN ATTRIBUTES AND, AND, AND EVERY COUNCIL HAS ITS OWN PERSONALITY AS A GROUP. AND, AND THOSE THINGS EBB AND FLOW, AND THEY CHANGE WITH THE NEW, A NEW MEMBER, ANY NEW MEMBER, ANY CHANGE IN THAT, BUT IT TAKES RESPECT FOR, AND, AND YOU SAID IT MAY, OR IT TAKES BEING RESPECTIVE TO ALL BEING RESPECTFUL, RESPECT FOR COUNCIL MEMBERS IN THEIR INTEREST. SOME OF YOU HAVE DIFFERENT INTERESTS. YOU CAME TO THE TABLE FOR DIFFERENT REASONS, DIDN'T YOU AND YOU LISTED WHAT THOSE ARE, BUT IT'S ALSO A RESPECT FOR STAFF MEMBERS AND THEIR EXPERTISE. AND YOU HIRED THEM TO HAVE THEIR EXPERTISE. AND YOU HAVE YOUR EXPERTISE AS WELL. SOMETIMES EXPERT, EXPERT WISE, YOU MAY DISAGREE, BUT AGAIN, IT'S HOW YOU DISAGREE. IT'S HOW YOU GO ABOUT AND DO THAT FUNCTION. AND THEN TRUST. I'VE DONE THIS WITH BOTH COUNCILS AND STAMPS. I'VE DONE IT SEPARATELY AT, WITH EACH AND, AND, AND THE FILE ANALYSIS, THE OBJECTIVES, UH, AND THE QUALITIES FOR LEADERSHIP, COMMUNICATION AND EXPECTATIONS WERE THE SAME. THEY'RE HERE TO WHY? WHY ARE THEY HERE? YOU SAID YOU GLAZED OVER EITHER STAFF IS HERE TO SERVE, SORRY, SORRY. WE'RE HERE. COUNCIL'S HERE TO SERVE STAFF HERE TO SERVE. AND THE OBJECTIVE AGAIN IS TO NOT ONLY DO THIS FROM A COUNCIL LEVEL, BUT TO DO THIS FROM A STAFF LEVEL. SO ANYTHING ELSE ON LEADERSHIP LEADERSHIP, THIS IS HOW WE LEAVE. WELL, MAYBE NOT FOR COUNCIL, BUT ONE QUALITY OF A LEADER IS PEOPLE WILL FOLLOW YOU BECAUSE YOU COULD BE A GREAT PERSON AND HONEST AND ALL OF THIS. BUT IF YOU'RE, IF YOU DON'T HAVE PEOPLE WHO ARE WILLING TO FOLLOW YOU BECAUSE YOU'RE NOT GENUINE OR WHATEVER THAT IS, YOU KNOW, IT GOES BACK TO, I THINK HIS GENUINE COMMENT. YEAH, IT DOES. AND, AND, AND PEOPLE WILL FOLLOW IF THEY KNOW WHAT YOU'RE DOING. AND THAT'S KIND OF THE HARD PART, ISN'T IT? SO I, I RECOMMENDED WHILE AGO, UH, IF YOU NEED MORE INFORMATION, GET IT, DON'T BE AFRAID TO SLOW THE PROCESS DOWN. SO WE SLOW THE PROCESS DOWN AND PEOPLE SAY, THE CITIZENS SAY GOVERNMENT IS SO SLOW. THEY DON'T GET ANYTHING DONE. SO WE SPEED THE PROCESS UP AND THEY SAY, WHAT ARE THEY HIDING? THEY MUST BE HIDING SOMETHING. THINGS ARE GOING TOO FAST. THEY'RE NOT TALKING ABOUT IT LIKE THEY SHOULD. SO THERE'S, THERE'S THIS, WHERE IS THAT EQUILIBRIUM? ARE YOU SUGGESTING? WE'RE ALWAYS CRITICIZED. UH, UH, BUT HOW COULD I BE CRITICIZED? I'M A NICE GUY AND I'M, AND I'M THOUGHTFUL. AND I MAKE, I MADE UP MY MIND HOW THINGS ARE GOING TO BE, HOW CAN I BE CRITICIZED? WELL, I GUESS THAT'S LIFE. I DON'T KNOW, BUT WE ARE. AND YOU REMEMBER, MIKE MCCALLISTER SAID, DON'T, DON'T BE, DON'T BE OVERCOME BY NEGATIVE INFLUENCES. SO YES, WE'RE GOING TO BE CRITICIZED. WE SURE ARE. UH, AND, AND WE HAVE TO LEAD IN SPITE OF CRITICISM, DON'T WE? SO SOMETIMES WE HAVE TO MAKE HARD DECISIONS AND WE HAVE TO STICK WITH THOSE. UH, AND THAT'S WHY WE TELL PEOPLE WHAT OUR STRATEGIES ARE WHEN WE GET TO THAT, WHEN WE GET TO THAT VISION AND WE TELL PEOPLE WHAT OUR STRATEGIES ARE, THEN WE CAN, AND WE FUNCTION WITHIN THOSE STRATEGIES. THEN WE BEGAN TO MAKE PROGRESS NO WAY, BECAUSE EVERYBODY KNOWS. AND WE'RE TRANSPARENT ABOUT WHERE WE'RE HEADED. AND THEN WHEN YOU SAY, IS THIS CONSISTENT? ARE THESE DECISIONS CONSISTENT WITH OUR VISION, WITH OUR STRATEGIES? AND WE WORK OUR WAY THROUGH THAT AT THAT POINT. VERY, VERY GOOD. YEAH. I HAVE ONE MORE JUST WHILE WE'RE TALKING ABOUT THAT, BUT AS FAR AS CAN'T DO ANYTHING, RIGHT. ALL THE CRITICISMS, I THINK THAT WE, A GOOD LEADER WOULD HAVE TO BE EMOTIONALLY AND MENTALLY, UM, HEALTHY, LET'S SAY, SAY RATHER THAN STRONG OR ANYTHING ELSE. UM, IF WE ARE NOT THAT I BELIEVE THERE'S A LOT OF OPEN DOORS AND, AND WOUNDING THAT COULD, THAT COULD REALLY AFFECT WHEN SOMEBODY GOES [00:55:01] IN AND SAYS SOMETHING NEGATIVE ABOUT US ON AN EMAIL OR IN PERSON IT'S REALLY IMPORTANT TO, TO NOT TAKE THOSE THINGS PERSONAL. RIGHT. AND I THINK IF YOU'RE NOT A HEALTH, THIS GOES INTO WHAT WE JUST LEARNED AT OUR LAST SESSION, WHEN, OH, I FORGOT THE GENTLEMAN'S NAME WHEN WE DID LIKE THE PERSONALITY STUFF. AND WE WERE SAYING, HEY, THAT THE, THE BEST VERSION OF YOURSELF, THE HEALTHIEST VERSION OF YOURSELF, IT'S REALLY IMPORTANT THAT WHATEVER OUR INDIVIDUAL CHARACTERISTICS ARE, THAT WE'RE OPERATING AS THE MOST HEALTHY VERSION OF OURSELF TO BE EFFECTIVE IN THIS LEADERSHIP ROLE FOR THE CITY. YEAH. YEAH. AND, AND IN ALL, IN ALL TRUTHFULNESS, THOSE COMMENTS ARE GONNA HURT AREN'T THEY, RIGHT. THOSE COMMENTS ARE GONNA HURT. AND THAT'S WHEN WE'RE MOST LIKELY TO DEFINE THAT PERSON AS THE ENEMY. SURE. AND EVEN IF THEY DON'T KNOW US, AND THAT'S PROBABLY THE BEST WAY TO ANSWER IT, THEY DON'T KNOW US. AND WE HAVE TO CONTINUE TO FUNCTION. THEY DON'T KNOW WHO I AM. AND PERHAPS YOUR OBJECTIVE IS TO GET TO KNOW THEM A LITTLE BETTER. OKAY. IT GOES INTO EMOTIONAL INTELLIGENCE AND EMOTIONAL MATURITY THAT PEOPLE WERE GOING TO SAY BAD THINGS AND HOW YOU REACT TO THAT SAYS A LOT ABOUT YOU. SO YOU HAVE TO REACT IN A WAY WHERE YOU'RE ABLE TO BE CIVIL AND HAVE THAT CONVERSATION. AND SO CIVIL CIVILITY, NOT EVERYONE HAS EMOTIONAL INTELLIGENCE. THE GOOD NEWS IS YOU CAN BUILD IT SO YOU CAN LEARN TO BE MORE CALM. RIGHT, RIGHT. UH, YOU KNOW, YOU CAN, YOU CAN PULL YOUR GUNS OUT LAZY, OR YOU CAN BE THOUGHTFUL. YOU CAN DO ONE OR THE OTHER, YOU KNOW, ABOUT WHAT YOU DO AND THE WAY YOU REACT AND RESPOND. AND SOMETIMES YOU NEED TO BE FORCEFUL. BUT THE WAY YOU'D BE FORCEFUL SOMETIMES IS, IS, IS KEY TO THE WHOLE CONVERSATION, THE COMMUNICATION. SO, SO LET'S TALK ABOUT COMMUNICATION A LITTLE BIT. THERE'S THAT SLIDE MEANINGFUL DECISIONS, UH, ARE, UH, CAN ONLY BE MADE AFTER MEANINGFUL COMMUNICATION. SO WE SOMETIMES FEEL, AND IT HAS BEEN, I'M GOING TO GO BACK TO THAT THING ABOUT, SOMETIMES WE FEEL LIKE WE'RE LIKE, WE DON'T HAVE TIME, YOU KNOW, GOT TO MAKE A DECISION. AND BEHIND THE DIETS, THAT IS PROBABLY A COMMON THING THAT YOU GET FOLKS OUT HERE, YOU GOT FOLKS ON CAMERA AND YOU'VE GOT, YOU'VE GOT THOSE FOLKS OUT THERE LOOKING AT, YOU'VE GOT AN AGENDA, THAT'S IT. AND IF YOU DON'T, YOU KNOW, IT'S, IT'S A MILE LONG AND IT'S GOING TO BE ALL NIGHT AND ALL MY GUYS, YOU KNOW, AND, UM, I JUST HAD A FIGHT WITH MY WIFE BEFORE I LEFT, YOU KNOW, MY HUSBAND, BEFORE I LEFT, IT'S KINDA LIKE CHURCH, YOU KNOW, YOU HAVE, YOU HAVE A FIGHT WITH YOUR KIDS BEFORE YOU GET TO CHURCH SAYING, YOU WILL GO TO THE SERVICE AND YOU WILL GET SOMETHING OUT OF IT, YOU KNOW, AND THEN YOU, THEN YOU GO TO CHURCH AND EVERYTHING'S HAPPY, BUT YOU FEEL THAT PRESSURE AND IT'S, AND, AND TO HAVE A MEANINGFUL COMMUNICATION UNDER THAT KIND OF PRESSURE IS TOUGH MANAGING. THAT IS THE TOUGH PART FOR THE MAYOR, GETTING YOUR, YOUR COMMENTS AND, AND THE KINDS OF WAYS THAT YOU'RE TALKING ABOUT IT IS THE TOUGH PART FOR Y'ALL AND ASKING THOSE QUESTIONS AND THINKING AND SAYING, AND BEING WILLING TO SAY, WELL, YOU KNOW, I HAVEN'T THOUGHT ABOUT THAT. LET'S EXPLORE THAT A LITTLE BIT MORE. I MAY SAY, LET ME UNDERSTAND THAT A LITTLE BIT MORE COMMUNICATION. SO WE, WE, WE KNOW WHAT, HOW WE SHOULD COMMUNICATE WITH OTHER CITIZENS. AND WE KNOW, AND, AND WE, WE KNOW THAT WHATEVER WE DO HERE, WE HAVE TO DO WITHIN COMPLIANCE WITH THE OPEN MEETINGS ACT, DON'T WAIT. AND THAT MAKES IT A LITTLE BIT TOUGHER, BUT, BUT WITH EACH OTHER, UH, AND THEN WITH STAFF, HOW DO WE COMMUNICATE? HOW DO WE COMMUNICATE WHEN WE WOULDN'T WAIT BY LISTENING, BY BEING THOUGHTFUL? UH, OTHER WAYS PART OF IT, PART OF IT, YOU TALKED ABOUT IT HERE, BUT THERE, THERE ARE OTHER THINGS TO THINK ABOUT. I MEAN, THERE'S, NON-VERBAL YEAH, YEAH. BUT YOU'RE AWARE WHAT YOU'RE PUTTING OFF, I GUESS, OR NON VERBAL. YEAH. SO I GOT INTERVIEWED ON TV. ONE TIME, I GOT THERE FIRST TO THE LITTLE STUDIO AND I SAW TWO CHAIRS. I SAW ONE THAT WAS UP ABOUT THIS HIGH, AND I SAW ONE THAT WAS ABOUT THIS, I GUESS, WHICH ONE I TOOK, I TOOK THIS, I TOOK THIS ONE NONVERBAL COMMUNICATION, AND I SAID, UH, PYRE. AND THEN EVERYBODY, RIGHT. WHEN THERE WAS A SERIOUS MEETING, WHEN THERE WAS A GET TO KNOW EACH OTHER MEETING IN MY OFFICE, I SAID, AT A TABLE AT THE, AT THE END OF, YOU KNOW, AND WENT INTO MY OFFICE WHEN THERE WAS A COME TO THE, YOU KNOW, WHAT MEETING I SAT BEHIND THE DESK AND NONVERBAL COMMUNICATION, I COULD SIT BEHIND THE DYES AND, AND, AND, AND, AND BE FOUL. AND THAT'S GONNA, THAT'S GOING TO SAY, OKAY, HERE'S WHAT [01:00:01] MY MOOD IS. YOU BETTER LEAVE ME ALONE OR, OR, OR WHATEVER. SO IT'S, IT'S IMPORTANT TO, UH, TO KNOW HOW YOUR, HOW PEOPLE SEE THAT AS YOU GO THROUGH THE PROCESS, THERE'S EVEN SOMETHING IN BETWEEN THE HIGH CHAIR AND THE LOW CHAIR. LIKE IF I WAS COMING INTO A SITUATION AND I WANTED TO TAKE AUTHORITY, AND IT WAS LIKE, I'M GOING TO DO THIS. I MIGHT TAKE THAT CHAIR. BUT IF I'M COMING INTO A SITUATION WHERE SOMEBODY ALREADY THINKS THAT ABOUT ME AND I NEED, AND I NEED TO MAKE SURE THAT THAT PRESSURE IS OFF, I MIGHT PURPOSELY TAKE THE LOW CHAIR TO MAKE SURE THAT THEY'RE NOT THREATENED AS FAR AS THE STRATIFICATION. YEAH. SO WHAT WAS HAPPENING? I WON'T GET IN TO THE DETAILS, BUT WHAT WAS HAPPENING IN THAT CASE WAS THE NEWS MEDIA WAS PITTING ME AGAINST OTHERS. GOT IT. SO I HAD TO THAT MAKE SENSE, SHOULD CALCULATED, CALCULATED, CALCULATED, BE AWARE. YEAH. SO THAT, YOU KNOW, KNOWING WHEN TO DISENGAGE, YOU KNOW, WHEN, WHEN A BACK AND FORTH ISN'T PRODUCTIVE ANYMORE, AND YOU CAN JUST SAY, THANK YOU FOR YOUR FEEDBACK. NO, WEDNESDAY, , YOU KNOW, I'M NOT SURE OF IT. I DON'T REMEMBER. I DON'T REMEMBER HEARING THAT BEFORE. AND I DON'T REMEMBER HEARING THAT, BUT THAT IS A KEY TO COMMUNICATION. YOU'VE GOT TO KNOW WHEN TO HOLD. THERE YOU GO. THAT'S EXACTLY RIGHT. YEAH. COMMUNICATION NEEDS TO BE FLEXIBLE. BE FLEXIBLE. EVERYBODY DOESN'T LEARN THE SAME WAY. SO BEING AWARE OF WHO YOU'RE TALKING TO, AND SOME PEOPLE NEED YEAH. BE AWARE OF YOUR AUDIENCE, BE AWARE OF YOUR AUDIENCE. YES. BE FLEXIBLE. BE AWARE OF YOU. AND IF YOU'RE GOING TO BE, WHAT DO YOU HAVE TO BE IF YOU'RE GOING TO BE FLEXIBLE PATIENT. YEAH, YEAH, YEAH, YEAH. AND EMPATHETIC, EVERYBODY DOESN'T LEARN THE SAME PROCESS. SOME PEOPLE NEED IT VERBAL. SOME PEOPLE NEED IT VISUAL. AND, UM, JUST BECAUSE YOU'RE COMFORTABLE DELIVERING A CERTAIN WAY, DOESN'T MEAN PEOPLE CAN HEAR IT RIGHT WAY. RIGHT. SO IT'S LIKE DARREN, KNOWING WE NEEDED A PRINT OUTS. THERE YOU GO. YEAH. BEING ACCESSIBLE, BEING ACCESSIBLE. YEAH. SO YOU GOTTA KNOW WHEN TO BE ACCESSIBLE AND WHAT TO BE ACCESSIBLE FOR NUMBER TWO AS WELL. WHEN WE TALK, START TALKING ABOUT OUR ROLE, THE ROLE OF THE COUNCIL VERSUS THE ROLE OF THE STAFF. SO YOU GET, YOU'VE GOT TO UNDERSTAND THE PROCESS, THE WAY THE SYSTEM WORKS BEST WHEN IT WORKS BEST. IN ORDER TO KNOW WHEN THIS IS APPROPRIATE TO BE ACCESSIBLE, ALWAYS, UH, YOU KNOW, I WOULDN'T EVER, WHEN EVER SAY, DON'T TAKE THE CALL, ALWAYS TAKE THE CALL. IT'S HOW YOU RESPOND TO THE CALL. THEN THAT BECOMES IMPORTANT THAN SO I'M NOT, I DON'T KNOW WHAT WORD TO USE, BUT IN MY CONSULTATIVE SELLING, WHICH IS WHAT I THINK HAS HELPED ME THROUGH JUST ABOUT EVERYTHING IS IT'S A WHOLE PROCESS OF, IT'S NOT ABOUT ME. IT'S NOT ABOUT TRYING TO CONVINCE SOMEBODY OF SOMETHING YOU NEED. IT'S, YOU'VE ALREADY DECIDED YOU NEED THIS. AND IT'S MY RESPONSIBILITY TO MAKE SURE THAT YOU'VE MADE THE RIGHT CHOICE AND THAT IT'S THOROUGH AND COMPLETE. SO IN ORDER TO DO THAT, YOU'D HAVE TO ASK THE PROPER QUESTIONS. AND THAT PERSON DOES NOT ALWAYS KNOW WHAT TO TELL YOU. SO WITH THE COMMUNICATION, YOU HAVE TO DRAW THAT OUT OF THEM. IT'S NOT JUST LISTENING TO, YOU HAVE TO DRAW THAT OUT OF THEM TO GET, TO, TO LISTEN TO THOSE ANSWERS THAT THEY MAY NOT KNOW THAT THEY NEED TO COMMUNICATE. YEAH. SO YOU HAVE TO ASK THE PROPER QUESTIONS, THE RIGHT QUESTIONS. AND SOMETIMES YOU HAVE TO EXPLAIN WHY YOU'RE ASKING THE QUESTION. YEAH. BECAUSE I'VE BEEN, UM, I'VE WORKED WITH A COUNCIL THAT THE MAJORITY OF COUNCIL MEMBERS WERE ATTORNEYS AND IT WAS LIKE, WE WERE IN DEPOSITIONS, EVERY COUNCIL MEETING, OR AT THE MEETING, THEY START GRILLING EACH OTHER AND GRILLING THE STAFF. THEY WERE, WE WERE ALL IN DEPOSITIONS, YOU KNOW, BUT SO IT'S, IT'S, IT'S EXPLAINING WHY YOU'RE ASKING THE QUESTION THAT IS IMPORTANT IN IT AS WELL. YEAH. ASK THE PROPER QUESTION, UH, EXPLAIN WHY, AND THEN LISTEN TO THE ANSWER. YEAH. YEAH. GOOD POINT. I THINK SOMETIMES YOU'RE GOING TO HAVE CRUCIAL CONVERSATIONS WHERE [01:05:01] YOU NEED TO DELIVER NOT SO GREAT NEWS AND YOU NEED TO KNOW HOW TO DO THAT. IT GOES BACK TO PEOPLE'S REACTION AND RESPONSE, EMOTIONAL LEVEL. UM, HOW DO WE SAY THAT? HAVING THE TOUGH CONVERSATION. YEAH. SO HOW DO YOU HAVE THE TOUGH CONVERSATIONS? YEAH. YEAH. SO IF YOU'RE THAT WAY YOU CAN HAVE THESE. UM, AND SO, UH, NICOLE SAID TO BE EMPATHETIC. SO IF YOU'RE, IF YOU'RE USING THESE CHARACTERISTICS, YOU CAN HAVE THOSE TOUGH CONVERSATIONS, BUT BE WILLING TO, UM, BE WILLING TO HAVE THOSE TOUGH CONVERSATIONS IN, IN THE RIGHT WAY, I GUESS, IS, UH, YOU DON'T WANT TO BE ALWAYS LIKE THE MAYOR THAT SAYS, LET ME BE BRUTALLY HONEST. YOU WANT TO HAVE COMPASSION AND EMPATHY FOR WHAT'S GOING ON. AND TRUTHFULLY, HE, HE DID. AND HE DID SEE, EVEN TO THIS DAY, MET WITH WHEN HE WOULD SAY THAT IT WAS ALWAYS A SURPRISE, WHAT I WOULD NOT BE EXPECTING IT. AND HE, EVERY TIME HE SAID, BUT IT HAD HAPPENED BE WILLING TO HAVE THE TOUGH CONVERSATIONS, HAVE THEM IN THE RIGHT WAY. IS THAT, IS THAT, DOES THAT CAPTURE COMMUNICATION? SO, SO THIS IS, UH, NOT EASY, IS IT, IT'S PARTICULARLY NOT EASY WHEN YOU'RE BEHIND THE DIET. THAT IS THE DIETS PHASE. IT'S PARTICULARLY NOT EASY BECAUSE OF THE STRUCTURE THAT YOU'RE GIVEN. UM, BUT IT'S IMPORTANT, UH, TO DO THAT PREFACE PERHAPS A LITTLE, A LITTLE PREFACE WITH YOUR, WITH WHAT YOU'RE BAPTIST SAY. I THINK EVEN IN WITH, I'M JUST READING THROUGH THOSE, UM, CONSISTENCY IS ALSO GOING TO BE IMPORTANT. UM, IF, IF SOMEBODY DOES, IF YOU'RE, IF YOU'RE COMMUNICATING AND EVERY SINGLE TIME THEY COME TO YOU, YOU'RE JUST A DIFFERENT PERSON OR WHATEVER IT IS. I THINK UNDERSTANDING, I JUST THINK IT'S IMPORTANT TO BE CONSISTENT WHEN, WHEN A COMMUNITY AND IT IS HARD AS IT, AND IT HAS TO BE MANAGED AND IT HAS TO BE DONE WITHIN THE, WHEN YOU'RE TOGETHER. IT'S MUCH EASIER AT THIS LEVEL AND THEN THAN IT IS LIKE, SO PICKING THE TIMES AND THE VENUE IS, IS IMPORTANT TO THE LEVEL OF COMMUNICATION. THEN I GET, I GET FRUSTRATED BECAUSE WE'RE TRYING TO HAVE A WORK SESSION BEHIND THE DICE. YOU KNOW, WE'RE TRYING TO FIGURE THIS OUT FOR THE FIRST TIME BEHIND THE DYES. AND, AND IF WE COULD GET AROUND THE TABLE FOR A WORK SESSION ON THAT ISSUE NOW, HOW YOU ALL DO WORK SESSIONS. BUT IF YOU GET, GET AROUND THE TABLE WHERE IT'S A LITTLE MORE INFORMED WHEN YOU'RE NOT EXPECTED TO MAKE A DECISION, BUT GIVE, PERHAPS GIVE DIRECTION GENERAL DIRECTION, THEN THAT HELPS THE PROCESS. AND THAT SORT OF EASES THE PRESSURE THAT YOU WERE TALKING ABOUT IS ME THAT SOMETIMES WE'RE, WE'RE JUST CONSTRAINED BY TIME AND THEY'RE HARD TO PICK THERE'S YOU GOT, YOU ALL HAVE A TREMENDOUS AMOUNT OF WORK THAT HAS TO, AND A TREMENDOUS NUMBER OF DECISIONS THAT HAVE TO BE MADE. THERE'S TWO BOOKS THAT KIND OF TALK ABOUT IT RIGHT THERE. AND, AND, UH, IT'S MORE THAN ANYBODY CAN ABSORB. AND IN ONE, YOU KNOW, TO GET UP AND, AND HAVE A AGENDA ITEM WITH A DECISION MAKING PROCESS, SO BE WILLING TO SLOW THE PROCESS DOWN THE FINE IN THAT PROCESS. WHEN YOU, YOU NEED MORE TIME AND YOU NEED A WORK SESSION APPROACH IS ALWAYS HELPFUL IN GETTING THE MOST MEANINGFUL, UH, DECISION. WHEN YOU'RE READY TO READ A QUESTION THAT YOU, MAYBE YOU'RE GOING TO GO OVER THIS, BUT YOU KNOW, ALL OF THIS IS FANTASTIC. I MEAN, THIS IS A GREAT WAY TO, UM, TO LEAVE, COMMUNICATE AND SO ON. BUT WHEN YOU ARE ENGAGED WITH SOMEONE THAT IS NOT THE SAME, NOT FOLLOWING THE SAME, UH, RULES OF ENGAGEMENT, SO TO SPEAK, JUST ENGAGE ON HOW, HOW TO HANDLE THAT, WHERE YOU CAN'T DISENGAGE. WELL, AT SOME POINT, IF IT'S BACK AND FORTH AND IT GETS TOXIC, YOU KNOW WHAT I MEAN? IF, IF, IF, IF YOU'RE EXPERIENCING SOMETHING THAT IS COMPLETELY DIFFERENT, WE HAVE, WHAT, HOW DO WE, I GUESS, HELP TO INFLUENCE SOMEONE ELSE TO ENGAGE ON THE SAME LEVEL. OKAY. SO HOW DO YOU DO, HOW WOULD YOU ALL SUGGEST WE DO THAT? THERE IS THIS TIME, THERE IS THIS TIME WHEN YOU SOMETIMES WHEN YOU HAVE TO DISENGAGE, [01:10:01] BUT IF YOU'RE AT THE COUNCIL DIES AND SOMEBODY DISENGAGES FROM THE PROCESS PERSONALLY DISENGAGES, THEN, UH, FROM, FROM YOU ALL, THEN THAT'S GOING TO BE, UM, DIFFICULT. YOU NEED THERE. YEAH. YOU'RE TALKING ABOUT FULL NAPS. YEAH. IF WE'RE JUST STICKING TO THIS, THEN I'LL ELIMINATE ALL OF THAT. YEAH. I'M NOT, NO, BUT I, I THINK YOU, I, BUT, BUT YOU'RE NOT, BECAUSE HERE YOU'RE GOING TO GET TO THAT POINT WHERE YOU COULD GET TO THAT POINT WHERE THERE IS THAT LEVEL OF DISAGREEMENT, YOU KNOW, THERE'S THE OLD STORIES THAT YOU HEAR FROM TIME TO TIME OR A FIST FIGHT ENSUED, YOU KNOW, AND YEAH. AND YOU KNOW, SO IT'S, IT'S GOTTEN THAT, THAT BAD ON OCCASION OR YOU HAVE, OR LET'S TALK ABOUT A FOUR-THREE SPLIT AND, AND ONE OF YOU BECOMES THE SWING VOTE. AND THAT BECOMES VERY DIFFICULT. I'VE BEEN IN THAT SITUATION. UH, I HAD A COUNCIL MEMBER WHO WAS ELECTED SUPPOSEDLY TO, TO MOVE THE 43 FROM ONE SIDE TO THE OTHER. AND HE REALIZED IN HIS VERY FIRST MEETING THAT HE WAS THE DECISION MAKER AND IT WAS OVER THE WORDING ON THE PLAQUE, ON THE NEW CITY HALL, BIG STUFF. AND HE REALIZED THAT HE WAS GOING TO HAVE TO MAKE THE DECISION. HE WROTE IT OUT AND HE SAID, HERE'S WHAT I THINK WE OUGHT TO DO. AND THEY WORKED SMITHVILLE A LITTLE BIT AND CAME UP WITH WORDS, VERY SIMILAR TO WHAT LAUREN SMITH SAID IN HIS PRAYER. LONGWOOD SAID HIS PRAYER, BUT THAT THAT'S GOING TO HAPPEN. SO HAVING YOU KEEP THAT ENGAGEMENT GOING, THAT'S THE QUESTION. AND, AND PARTICULARLY IF IT'S INDIVIDUALLY HAPPY TO DO THAT, I THINK SOMETIMES YOU JUST HAVE TO BE EMPATHETIC AND SAY, I HEAR YOU AND THANK YOU FOR YOUR FEEDBACK, BUT I'M SORRY. I DISAGREE. YOU KNOW, THE, THE NUMBER OF TIMES I APOLOGIZE TO PEOPLE BECAUSE I DON'T SEE THINGS THEIR WAY IS JUST, I CAN'T COUNT, YOU KNOW, BUT YOU STILL HAVE TO LISTEN. YOU JUST DON'T HAVE TO AGREE. JUST SHOW THEM RESPECT. YEAH. YES. SO YOU DO THIS RESPECTFULLY AS WELL. HOW ELSE WOULD, WOULD YOU ALL SUGGEST TO RESPOND TO KATHLEEN? THE QUESTION I'M SORRY, CATHERINE. JUST CORRECT ME EVERY TIME. OKAY. I GOT TO STICK WITH THESE DADS. I GOT TO STICK WITH YOU GUYS. YEAH. I GOT TO SAY NO. MY GOOD NOTES THOUGH. WELL, I THINK YOU KIND OF HAVE THE ASSUMPTION THAT PEOPLE HAVE THAT EMOTIONAL INTELLIGENCE, AND SOMETIMES YOU'RE GOING TO GET IN A CONVERSATION WITH SOMEBODY AND THEY'RE NOT PLAYING AT THE SAME LEVEL, SO IT'S NOT GOING TO BE A PRODUCTIVE CONVERSATION. YEAH. I GUESS I JUST NEED FURTHER CLARIFICATION ON WHAT EXACTLY WHAT EXACTLY WE'RE ASKING RIGHT NOW, TOO, FROM WHAT YOU EXPLAINED TO WHAT YOU WERE ASKING, JUST TO BE MORE PRODUCTIVE AS FAR AS FEEDBACK. SO WHAT'S, IS THERE A SPECIFIC SITUATION? WHERE, WHERE WERE YOU? WHERE ARE YOU LOOKING FOR FEEDBACK? EVEN IF IT'S HYPOTHETICAL, RIGHT? YEAH. IF SOMEBODY IS A COMPLETELY DIFFERENT PERSON, YOU KNOW, ONE WAY THAN ANOTHER, AND YOU SEE THAT IT'S LIKE, THEN THERE'S NO, THERE'S NO TRUST. THERE'S NOTHING. THERE'S NOTHING LIKE WE'RE APPLYING ALL OF THE, THE BASICS AND THE, YOU KNOW, PUTTING OURSELVES OUT THERE. BUT THE OTHER SIDE IS NOT, THEN THERE'S NO CONVERSATION. THERE'S NO, UM, THERE THERE'S, YOU CAN'T TRUST ANYTHING ABOUT WHAT THEY SAY. UM, I MEAN, I STARTED A CONVERSATION WITH SOMEONE THAT WANTS TO DO SOMETHING HERE, AND I SAID, DON'T TELL ME SOMETHING DIFFERENT THAN YOU TELL STAFF. DON'T TREAT ME DIFFERENT THAN YOU JUMPED ON. SAY ONE THING TO ME AND THEN SAY SOMETHING DIFFERENT TO STAFF. YOU KNOW, ALWAYS BE TRUTHFUL, ALWAYS BE HONEST. AND, AND WE'LL BE OKAY, BUT DON'T LIE TO ME. DO NOT EVER LIE TO ME, DO NOT EVER LIE TO STAFF. AND THAT'S JUST ONE EXAMPLE. IT'S LIKE, I LIKE TO SET, SET THE GROUND RULES. LIKE, AND THEN IF YOU BREAK THAT RULE, IT'S DONE OVER. UM, BUT THAT CAN, THAT CAN APPLY TO OTHERS. IT'S LIKE, IF YOU'RE PRESENT, YOU'RE PRESENTING YOURSELF. YOU KNOW, WHOEVER YOU'RE GOING TO TALK TO YOU AS THE OTHER PERSON IS ONE WAY. AND THEN YOU DISCOVERED LIKE, WAIT A MINUTE. THAT'S, YOU'RE NOT THE PERSON THAT YOU PRESENTED YOURSELF TO. AND YET YOU STILL HAVE TO WORK WITH THIS PERSON. HOW, YOU KNOW, I MEAN, NOT JUST IN A DISENGAGEMENT COMPLETELY AND, UH, HELPED ME GET THROUGH THAT. SO THAT'S WHERE, YOU KNOW, THIS IS A VERY GOOD EXERCISE. UM, SO THERE ARE THOSE, THOSE UNIQUE SITUATIONS WHERE IT'S LIKE, I CAN STILL BE ALL OF THAT, BUT I CAN'T, I CAN'T COUNT ON THE OTHER PERSON. [01:15:01] RIGHT. SO IT'S NOT ABOUT THE END OF ME. IT'S ABOUT YOU. SO WHERE DO YOU USE STEP? AT WHAT LEVEL DO YOU STUDY IN THOSE CONGRESSES? LET ME KNOW OWN A CONVERSATION IS WHAT I'M SAYING. IT'S LIKE, IT'S, THERE'S, THERE'S NO CONVERSATION BECAUSE IT'S BECAUSE IT'S A ONE-WAY CONVERSATION. YEAH. AND, AND THAT, THAT MAY HAPPEN. AND THERE MAY BE A DISENGAGEMENT THAT YOU, THAT YOU HAVE TO DO IN THAT REGARD, BUT YOU CAN NEVER DROP TO THEIR LEVEL. CAN YOU? NO. YEAH, YEAH, ABSOLUTELY. ABSOLUTELY NOT. UH, AND YOU CAN ASK FOR CLARIFICATION, RIGHT? THAT'S A FAIR QUESTION. WHAT, WHAT DO YOU MEAN TO THAT OTHER PERSON? WHAT DO YOU MEAN BY WHAT YOU'RE SAYING? HELP ME UNDERSTAND, YOU KNOW WHAT YOU'RE SAYING? I DISAGREE. SOMEBODY SAID THAT EARLIER, UH, AND IT'S THE WAY, YEAH. IT'S THE WAY YOU DISAGREE RATHER THAN SO, YOU KNOW, YOU CAN'T CUT THEM OFF, BUT BECAUSE THAT HURTS YOU, BUT YOU STILL HOLD YOURSELF TO THESE, TO THESE GUIDELINES. AND IF EVERYBODY HOLDS THEIR SELF TO THAT LEVEL, THEN COMMUNICATION TAKES PLACE. IF ONE FALLS OFF, I CAN GET YOU ON THE WAGON, BUT I CAN'T KEEP THE ONLY WAY YOU CAN GET ON THE WAGON. BUT IF YOU FALL OFF, THEN THAT'S NOT ME. THAT'S YOU. AND I'VE GOT TO STAY ON THE WAGON OR TO STAY IN THE CROWD OR WHATEVER. OR CAN WE THINK OF A SONG FOR THAT? YEAH, THERE PROBABLY IS PROBABLY JUST MORE WHAT, ANY OTHER THOUGHTS IN THAT REGARD? BECAUSE THERE WILL BE TIMES THAT YOU AND THERE PROBABLY HAVE BEEN TIMES IF YOU WON'T GO AWAY, HOW CAN I MISS YOU? IF YOU WON'T GO AWAY, THAT'S A GOOD ONE. UH, OR, OR THE CURRENT ONE OUT IT, UH, THE GUY THAT'S ALL FISHING AND HE'S, AND HE'S SAYING, WELL, MY WIFE MAY BE PACKING WELL. OKAY. I LOVE TO FISH. YEAH. YEAH, YEAH. RIGHT. SO HOW DO YOU ALL FEEL ABOUT WHAT, UH, YES. MA'AM ONE MORE, TRY TO BE POSITIVE, BE POSITIVE. SOMETIMES YOU CAN SAY TO THAT PERSON, YOU KNOW, I RESPECT WHAT YOU SAY. I RESPECT WHAT YOUR POSITION IS. UH, AND I, AND I, AND I'VE TAKEN SOME, I'VE TAKEN SOME OF THAT, BUT I CAN'T TAKE ALL OF IT. YOU KNOW, I'VE TAKEN SOME OF WHAT YOU TELL ME, AND I CAN APPLY THAT. WHAT FIND WHAT IS TO END THAT CONVERSATION IN A POSITIVE WAY. ONE OF THE COMMON GROUND OR COMMON GROUND FIND COMMON GROUND. IN FACT, THAT THAT COULD BE AN EXPECTATION FINDING COMMON GROUND. OKAY. YOU GUYS, I ALWAYS THINK OF WHAT WE DO AS CUSTOMER SERVICE. AND IF YOU APPROACH IT THAT WAY, IT HELPS TO GUIDE YOUR RESPONSES TO PEOPLE. LIKE, WHAT WOULD YOU EXPECT IF YOU WERE CALLING UP A COMPANY WITH A COMPLAINT WHERE YOU WOULD EXPECT THEM TO LISTEN AND EMPATHIZE, AND LIKE YOU SAID, RIGHT THERE FIND COMMON GROUND AND IT TAKES WORK. IT'S NOT EASY, ESPECIALLY IF YOU'RE SITTING BEHIND THE DICE AND IT'S EASY. IT'S EASIER. IF A CITIZEN COMES IN UP IN THE MIDDLE OF, YOU KNOW, IN THE CUBAN COMMUNITY COMMENTS, BECAUSE YOU'RE RESTRICTED FROM HAVING THOSE CONVERSATIONS, AREN'T YOU BY LAW, YOU'RE RESTRICTED FROM DOING THAT. BUT IF THOSE CONVERSATIONS TAKE PLACE UP THERE AT THE DIET'S AROUND THIS TABLE, THEN IT'S HARD. IT'S HARD WORK TO FIND COMMON GROUND. HOW CAN WE GET TO THE MIDDLE? HOW CAN WE GET TO THE MIDDLE? SOMETIMES THERE'S A, THERE'S THIS THERE'S A DISAGREEMENT. THAT'S WHAT BUMPS. AND WHEN WE SAY IT'S TIME TO VOTE, IT'S TIME TO VOTE, BUT WE TAKE THAT VOTE AND WE MOVE ON. BUT FINDING COMMON GROUND IS HARD. WORK IS HARD WORK. ARE WE ON THIS ONE? I DON'T KNOW. YES. WELL, WE'LL BE THERE IN A MINUTE. OKAY. WE'RE CLUBS, COMMUNICATION, COMMUNICATION. SO IF WE HAVE TO BE, WE HAVE TO BRING OURSELVES, WE HAVE TO KEEP OURSELVES AT THIS LEVEL IN ORDER TO BRING OTHERS UP TO OUR LEVEL WAY. AND WHEN WE FIND IT ALL, WHEN WE FALL, THAT'S, THAT'S WHEN THAT'S WHEN COMMUNICATION, CEASES. AND, UH, AND THIS IS THAT COMMUNICATION. WHAT ARE YOUR COMMUNICATION EXPECTATIONS? THAT'S WHAT WE'RE TALKING ABOUT, UH, THAT THAT'S HOW THIS IS FLOWING. SO WITHIN THAT, YOU HAVE TO DEVELOP, YOU HAVE TO UNDERSTAND YOUR ROLES AND EXPECTATIONS IN ORDER TO, UH, IN ORDER TO MAKE THOSE DECISIONS [01:20:01] AS BEST YOU CAN IN ORDER TO LET THE PROCESS FLOW AS BEST YOU CAN. AND EACH OF YOU, BOTH COUNCIL AND STAFF HAVE ROLES AND EXPECTATIONS. UM, IT'S NOT 10 15 YET, BUT THIS IS A GOOD PLACE TO TAKE A BREAK IF YOU GET. SURE. ALL RIGHT. UH, WHAT ARE WE DOING? DARRA? 15 MINUTES. OKAY. ALL RIGHT. THE TIME IS NOW 9 58 BEAT BACK AT 10 15. WE ARE IN ALL RIGHT. WE ARE BACK IN SESSION AT 10 15. SO I DIDN'T WANT TO, I DO WANT TO BACK UP JUST A LITTLE BIT TO THIS, UM, JUST FOR A LITTLE BIT, AND YOU'LL SEE THAT I'VE PUT CITIZENS AND STAFF HERE UNDER THIS COMMUNICATION. SO WE WERE TALKING MOSTLY CORPORATELY ABOUT EACH OTHER ABOUT HOW DO WE COMMUNICATE WITH EACH OTHER, BUT THERE'S ANOTHER, ANOTHER KIND OF LEVEL LEVEL TO THIS IS HOW DO YOU ALL COMMUNICATE WITH CITIZENS AND STAFF? AND I'VE GOT A LITTLE MORE DISCUSSION ABOUT THIS HERE, BUT CITIZEN, UH, IN JUST A LITTLE BIT, BUT HERE. UM, HOW DO YOU HAVE, DO YOU, AND WHAT DO YOU COMMUNICATE TO THE CITIZENS? AND IF WE TALK ABOUT THE CORPORATE BODY, THEN, THEN WHAT'S THE MESSAGE. AND I WANT US TO THINK ABOUT THAT JUST A LITTLE BIT, UM, BECAUSE YOU CAN GO OUT AND COMMUNICATE WITH THE CITIZENS, BUT IT'S MOSTLY THEM COMMUNICATING TO YOU WHEN YOU GO OUT, WHEN YOU GO OUT SOMEBODY SOMEWHERE IN THE KITCHEN ITB, AND HE'S ALWAYS CATCH MY WIFE AND ATB, AND THEY WOULD SAY, WOULD YOU TELL RON THAT WE'VE GOT A SO-AND-SO AND SUSAN WOULD GET SO FRUSTRATED? AND FINALLY, I SAID, JUST TELL HIM TO CALL ME, YOU KNOW, DON'T BRING THAT, DON'T PUT THAT ON YOUR YOURSELF. AND SO ONE DAY I WAS AT CHURCH ONE MORNING AND WE HAD A GUEST WHO HAD BEEN THE PASTOR FOR THE FIRST BAPTIST CHURCH FOR 50 YEARS. AND HE WAS COMING TO CHURCH WITH US FOR, FOR A COUPLE OF MONTHS, TWO, THREE MONTHS KIND OF MAKING A TRANSITION INTO RETIREMENT. AND, UM, AND I, WE GO TO THE CHURCH OF CHRIST. SO THAT WAS PRETTY BRAVE ON EVERYBODY'S PART, YOU KNOW, FROM TWO DIFFERENT DENOMINATIONS TO MIX. BUT, UH, HE CALLED ME ONE MORNING AND HE SAID, I NEEDED TO TALK TO YOU ABOUT SOMEONE TELLING ME SOMETHING. AND THEN AFTER CHURCH, HE CAME BACK AND HE APOLOGIZED. HE SAID, HE SAID, I SHOULDN'T HAVE DONE THAT TO YOU, RON, YOU HAD THINGS THAT YOU NEEDED TO DO AND WANTED TO DO. AND HE SAID, I REMEMBER WHEN MY MEMBERS WOULD COME TO ME ON SUNDAY MORNING, JUST BEFORE I WAS READY TO GIVE A SERMON AND TELL ME THE COMMODE WAS STOPPED UP, OR WE NEEDED MORE TOILET PAPER AND IT JUST DROVE ME NUTS. SO THE VENUE IS CORRECT, BUT MOST OF THAT IS, IS THE COMMUNICATION FROM THEM TO YOU. HOW DO YOU COMMUNICATE BACK TO THEM? HOW I WANT TO GIVE CREDIT, WHERE CREDIT TO DAN, DAN, I GOT DAN ENGAGED A FEW MINUTES DURING THE BREAK. AND HE, HE REMINDED ME THAT WE NEEDED TO TALK ABOUT. SO, UH, HOW DID, HOW DO WE COMMUNICATE BACK TO THE CITIZENS? WHAT METHOD CAN BE, AND WHAT'S THE MESSAGE, WHAT'S THE METHOD. AND WHAT'S THE MESSAGE WE'RE LISTENING AND WE CARE, AND THAT ACTION IS POTENTIAL, OR IT DOESN'T FOLLOW UNDER OUR PURVIEW, WHICH IS SOMETIMES THE MOST COMMON. THAT'S THE ACKNOWLEDGEMENT. YEAH. AND ACKNOWLEDGED THIS SITUATION IS IMPORTANT. AND THERE ARE GOOD THINGS ABOUT THAT OPINION. LIKE WE SAID EARLIER, UH, FIND THE GOOD IN WHAT THAT, AND WHAT THAT IS, AND, AND ADMIT WHETHER IT'S IN OUR PURVIEW FOR NOT THE VIDEO AND JURISDICTION SPELLED. OKAY. OKAY. SO WE COME OUT OF A, WE COME OUT OF A COUNCIL MEETING THAT HAD US FOR $3. I'M ON THE FREE SIDE OF THE BOAT. WHAT DO I TELL THE CITIZEN? WHEN, WHEN THEY ASKED ME WHAT HAPPENED LAST NIGHT, WHAT WAS WRONG FOR WE'RE ON, CAN WE CAN'T DO THAT? BUT HOW DOES THAT, HOW DOES THAT, WHAT'S THAT MESSAGE. I THINK EVEN [01:25:01] IF YOU WANTED TO COMMUNICATE THAT IT'S THE MESSAGES, UH, THOUGH I MAY NOT HAVE AGREED. THIS IS WHAT COUNCIL DECIDED, AND THIS IS HOW WE'RE MOVING, CONVEY WHAT COUNCIL HE'S BEING A LITTLE BIT. NO, THAT'S IT. YOU'RE BEING A LITTLE SARCASTIC A LITTLE BIT, BUT A LITTLE BIT NOT HERE'S THE DEAL. AND THIS IS WHAT I'VE NOTICED SINCE I'VE BEEN ON COUNCIL, AFTER THE BOAT GONE, IT'S ONTO THE NEXT PROXY WAR. AND SO WHEN WE'RE COMMUNICATING WITH CITIZENS, LIKE WHAT YOU'RE TALKING ABOUT RIGHT HERE, BECAUSE I HAVE CITIZENS FREAKED OUT THAT SOME LIKE ME, SOME MADE ME AND JOHN, WHAT I'LL DO IS I'LL GO IN THE NEIGHBORHOOD, NOT FAIR. ALL THE DADS, LIKE I'LL CARRY THE BULLETS AND I'LL BE LIKE, DON'T LISTEN TO WHAT I'M SAYING. NOW GO DO YOUR DUE DILIGENCE. SO HERE'S THE PROBLEM, OUR COMMUNICATIONS MORE COMMUNITY, THE CITIZENS IS APPROXIMATELY WORTH. SO WHAT I SAY IS WE'LL, AS COUNCIL WILL PUT OUT THINGS, RIGHT? AND SO WE START ALL THESE PRODUCTS YOU'VE WORKED. AND THEN YOU CAN, IF YOU LOOK AT THE VERBIAGE AND YOU GO, GOD, I KNOW EXACTLY WHAT YOU'RE SAYING. AND WE START HAVING A, AND WE DO IT THROUGH MOST OF US OR SOME OF US, SOME OF US ON CHRIS DOES A KRISTA SAYS, THANK YOU FOR RESPONSE. I'M ACTUALLY VERY SHORT AND DELIBERATE AND DIRECT AND ACKNOWLEDGING. AND THEN, UM, IF THERE'S MORE DECISION TO HAPPEN, THEN IT WILL HAPPEN. AND IF SOMETIMES PEOPLE ARE JUST LOOKING FOR AN ACKNOWLEDGEMENT THAT WE ARE LISTENING. SO THAT WILL GAUGE WHETHER WE'RE GOING TO CONTINUE CONVERSATION WITH WHERE YOU'RE DOING. THERE'S TWO TYPES OF COMMUNICATIONS HERE, RIGHT. AND IT SHOULD ALL JUST BE, IT SHOULD BE OKAY, CITIZENS, SIBLING, HANDER. THIS IS WHAT'S. THIS IS, THIS IS THE INFORMATION. THIS IS HOW I FEEL. THIS IS WHAT'S GOING ON. I THINK THIS IS BETTER. BUT I ALWAYS, I ALWAYS LIKE WHEN I GO TO NEIGHBORS AND STUFF, ALWAYS GO DON'T, THIS IS THE TRUTH, AS I SEE IT, RIGHT? SO THIS IS WHAT, THIS IS WHAT THE INFORMATION IS TELLING ME. AND IN THOSE SITUATIONS, I STAY AWAY FROM LIKE, WELL, WHAT DO YOU THINK ABOUT SO-AND-SO? AND I'M LIKE, GO DO YOUR RESEARCH. I WAS LIKE, THAT'S NOT HOW I GOT MY OPINIONS, BUT GO DO YOUR RESEARCH. BUT HERE IS A, B AND C. THE PROBLEM WE HAVE IS THE PROXY WARS. I SAW IT IN THE LAST COUNCIL. THE COUNCIL WAS BEFORE OUR COUNCIL, I SAW IN OUR COUNCIL AND I'M SEEING THEM IN THIS COUNCIL. SO, UM, I'M HAVING A LITTLE TROUBLE UNDERSTANDING WHAT YOU MEAN BY APPROXIMATELY. OKAY. SO YOU GO LIKE ON THE DAYAS, RIGHT. IT'S ALWAYS BEEN MY OPINION THAT THAT'S NOT WHERE BATTLES NEED TO TAKE PLACE. RIGHT. YOU'RE YOU'VE ALREADY STARTED WHEN WE GET ON THE DIETS, WE SHOULD HAVE DONE ALL OUR HOMEWORK, ALL OUR RESERVES AND GOT OUR QUESTIONS ANSWERED BECAUSE WE ARE A BUSINESS BOARD FOR THE CITY. RIGHT. BUT IT SEEMS LIKE SOMEBODY WHO'S PASSIONATE ABOUT AN ISSUE. AND THEN LIKE, IF IT'S A HOT BUTTON ISSUE, THAT'S WHEN WE GET COMMUNICATION COMING THROUGH LIKE WRITTEN LIKE EMAILS AND STUFF. RIGHT. SO IF SOMEBODY WILL SAY SOMETHING AND THEN SOMEBODY WILL SAY SOMETHING AND THEN IT JUST STARTS THIS PROXY. AND IT'S ALMOST LIKE AS COUNCIL, WE'RE TRYING TO USE OUR THING TO FIGHT THE WAR. SO, UM, YOUR, YOUR METHOD IS TO GIVE YOUR OPINION. NO, NO, NO. WHEN I WALK, WHEN I GO SOMEWHERE, LIKE IF I GO TO ANY NEIGHBORHOOD, I'M LIKE, THIS IS THE TRUTH. AS I SEE IT. YES. BECAUSE I WANT TO MAKE SURE EVERYBODY KNOWS THIS IS THE, THIS IS BECAUSE IF I GO INTO THOSE SITUATIONS AND I'M EMOTIONAL THERE, THEY JUST SHUT DOWN. I DON'T GO TO THEM. RIGHT. BUT IF YOU GO IN AND SAY, THIS IS THE TRICK DISASTER YET, THIS IS, THIS IS THE INFORMATION, RIGHT. SO I'LL TAKE WHAT STAN HAS PUT TOGETHER. RIGHT. AND THEN I'M LIKE HERE DON'T AND I'M ALWAYS SAYING, DON'T BELIEVE ME. DON'T I WAS LIKE, I, AND I TELL PEOPLE, THERE'S, THERE'S A RECORDING. I COULD BE WRONG. I COULD BE WRONG. THAT COMMUNICATION IS GOOD. WHEN WE GET IN THIS COMMUNICATION, WHEN I SAY PRODUCT, YOUR WORDS, IT'S LIKE, WE'RE FIGHTING THESE BATTLES THAT NOBODY'S EVER PEOPLE ARE GOING TO MADE. THESE ARE THE FACEBOOK. RIGHT. NOBODY, YOU'RE NOT CHANGING BECAUSE THEY'RE CHALLENGED. SO THAT, SO THAT WOULD BE A PLACE TO DISENGAGE OR SOMETHING ALONG THOSE LINES, IF IT WAS TOO MUCH, IF IT WAS TOO MUCH. SO THAT'S WHAT I WOULD DO. YEAH. I KNOW. ONE OF MY BIG ISSUES IS, IS THESE PROXY AWARDS. I, UM, THE, WHAT WAS THE, THE DUMP TRUCK ANALOGY, RIGHT? LIKE I'LL TAKE, AND I'LL JUST, AND EVENTUALLY THE DUMP TRUCK GETS FULL AND THEN IT'S GOTTA GO SOMEWHERE. RIGHT. AND SO THAT'S WHAT HAPPENS TO ME, THESE PROXY WARS. I JUST SAID, I JUST SAID, PEOPLE, PEOPLE ALL AROUND ME, WHAT ARE YOU GOING TO DO? WHAT ARE YOU GOING TO DO? I SIT THERE. AND THEN THE PROJECT WAS TURNED ON THE ALL OUT BATTLE. AND THEN I'M LIKE, YEAH, I GO BY AND I'M LIKE, CRAP. I WANT TO DO THAT THING. RIGHT? YEAH. I CALL IT [01:30:01] A DUMP TRUCK IS MUCH LARGER IN VOLUME THAN LOOKING. I CALL IT NAMED IN YOUR BUCKET OR THAT PEOPLE WANT TO EMPTY THEIR BUCKET TRUCK GOT DUMP TRUCK. YOU GOT JACKHAMMER, YOU GOT STEAM ROLL. AND YOU CAN'T PUT SO MUCH IN A DUMP TRUCK UNTIL YOU GOT EMPTY AND PUT SOMETHING ELSE IN IT. SO, SO YOUR ADVICE THEN IS DON'T GET INVOLVED IN THE PROXY WARS. DON'T GET UP ON THE PROXY WARS. I DON'T THINK THERE ARE PROXY WARS. AND I SAT ON THIS COUNCIL, THE PAST COUNCIL AND THE ONE BEFORE IT. AND I HAVE NO IDEA. I DON'T SEE IT THAT WAY. AND I CAN SEE WHERE THAT WOULD MAKE SOMEBODY FEEL COMBATIVE IF THEY FELT THAT THERE WAS A PROXY WAR AND THAT, THAT WOULD MAKE IT DIFFICULT TO ENGAGE, BUT I DON'T FEEL THAT WAY WITH THE EMAILS. SO HOW DO YOU FEEL ABOUT THAT? THOSE EXCHANGES, THOSE EMAIL EXCHANGES, PEOPLE ARE PASSIONATE AND THEY'RE NOT ALWAYS GOING TO AGREE WITH US. AND SOMETIMES THEY'RE GOING TO BLAME US FOR ALL THEIR PROBLEMS AND THAT'S PART OF WHAT WE SIGNED UP FOR. SO IT GOES BACK TO KNOWING WHEN TO DISENGAGE AND JUST SETTING YOUR BOUNDARIES AND, YOU KNOW, RECOGNIZING WHEN SOMEBODY IS MESSAGING YOU AND THEY'RE NOT MESSAGING YOU BECAUSE THEY DON'T WANT TO HAVE A CONVERSATION. THEY'RE MESSAGING YOU BECAUSE THEY'RE TOXIC AND THEY WANT TO ENGAGE. UM, AND THEY WANT YOU TO ENGAGE BACK. I MEAN, IT'S JUST LIKE RAISING A KID, RIGHT. IF MY KID IS, YOU KNOW, SCREAMING AND HAVING A FIT, I'M NOT GOING TO ENGAGE WITH THAT AND ENCOURAGE THAT BEHAVIOR AND TEACH THEM THAT THEY CAN SCREAM AND HAVE A FIT AND GET WHAT THEY WANT. RIGHT. AND IT'S THE SAME THING. YOU SET BOUNDARIES TO GO BACK TO THAT EMOTIONAL WELLBEING PART FIVE AND, OR BE THE BEST COUNCIL MEMBER I CAN BE. I'VE GOT TO KNOW WHEN TO DISENGAGE FROM THE PEOPLE THAT JUST WANT TO FIGHT. YEAH. SO THERE'S ANOTHER ASPECT OF THIS. AND I DON'T KNOW WHETHER THIS IS WHAT JASON WAS TALKING ABOUT. WHAT, UH, DOES, WHAT IF YOU FIND A COUNCIL MEMBER AND I'M NOT SAYING THIS HAPPENS, BUT A COUNCIL MEMBER WHO IS ATTEMPTING TO SWAY THE, THE VOTE OF THE REST OF THE GROUP WITH THEIR OPINIONS ON FACEBOOK, IN OTHER WORDS, GAIN MORE, UM, HA HAS IT, I'M NOT GOING TO ASK IT THAT'S OCCURRED, BUT WHAT IF YOU SEE THAT HAPPENING? HOW DO YOU PREVENT, HOW DO YOU, AND HOW DO YOU WORK THROUGH THAT? IF YOU FIND THAT THERE ARE ISSUES OUT THERE THAT YOU'RE, YOU'RE SEEING A COUNCIL MEMBER, OR MORE THAN ONE COUNCIL MEMBER ACTING ACTIVELY ENGAGING IN THEIR POSITION ON THAT MATTER WHEN THE COUNCIL HADN'T VOTED YET, THAT'S PROBABLY A BETTER WAY TO PUT IT. SO I THINK THAT DEPENDS. ARE THEY SAYING, THIS IS HOW I FEEL ABOUT THINGS, AND THIS IS WHY, OR ARE THEY SAYING YOUR COUNCIL IS GONNA VOTE YOU OUT, UH, YOU KNOW, AND, AND VOTE AGAINST YOU BECAUSE THEY DON'T LIKE YOU WHEN THEY DON'T LISTEN. IS IT HEALTHY DISCOURSE OR IS IT TOXIC TURNING PEOPLE AGAINST THE COUNCIL AND IN STAFF ULTIMATELY? YEAH. YEAH. SO WHAT WOULD BE A, I THINK DISCOURSE IS HEALTHY. AND I THINK IF WE CAN GET OUT AND TALK TO PEOPLE ON ANY PLATFORM, IT'S GOOD FOR THE RESIDENTS TO BE ABLE TO ENGAGE WITH US. IT'S ANOTHER METHOD OF BEING ACCESSIBLE, BUT YOU'VE GOT TO BE HEALTHY. YEAH. IT DOESN'T ENGAGE IN TOXIC CONVERSATION. AND THAT TALKS TO A CONVERSATION. SO IF EVERYBODY'S HAVING AN AND YOU JUMP IN AND THEN YOU BECOME AS A COUNCIL MEMBER, YOU BECOME THE SPOKESMAN FOR THE COUNCIL AT THAT POINT, DON'T YOU, RIGHT. WHETHER YOU ARE OR NOT. EVEN IF YOU SAY IT'S MY OPINION, RIGHT? YOU STILL ARE BECOMING THE SPOKESMAN FOR THE COUNCIL AT THAT POINT WHERE THE COUNCIL HAS MADE. AND IF YOU SAY, NOW, WHAT YOU MAY SAY IS THE COUNCIL WILL BE CONSIDERING THIS POLICY MATTER ON SUCH AND SUCH A DATE. BUT IF YOU SAY, AND IT IS MY OPINION THAT THEN, THEN THEY'RE NOT GOING TO SEE IT IS MY OPINION THAT THEY'RE GOING TO SEE THAT THEY'RE GOING TO, THEY'RE GOING TO ASSUME THAT YOU'RE SPEAKING ON BEHALF OF THE COUNCIL. SO IT'S A VERY SLIPPERY IF YOU WILL SLOW AND IT'S, AND, AND YOU GOTTA BE VERY CAREFUL ABOUT YOU. I'VE SEEN, I'VE GOT, I SEE ONE COUNCIL MEMBER AND FRIENDS WHO WOULD ENGAGE IN KIND OF THE FACEBOOK THINGS, BUT HE ALWAYS PUTS THE FACT, WHATEVER THE FACT IS, UH, WE'RE CLOSED ON THIS DAY BECAUSE, OR THIS TRAIL WILL INCLUDE THIS, YOU KNOW, TO GIVE THE, GIVE SOME BALANCE TO THAT, BUT NEVER AN OPINION. OR HE MAY SAY IT'S A, IT'S A DECISION ON ONE KITCHEN AFTER, AND THEN YOU CREATE, I THINK IT'S IMPORTANT THAT WE ALL REMEMBER THE, THE PROCESS AND WHO WOULD REPRESENT THAT IN OUR OPINION IS REALLY IRRELEVANT. UM, BECAUSE NOTHING THAT WE SHOULD, WE DO SHOULD, SHOULD BE ABOUT US. WE WERE ELECTED TO REPRESENT CITIZENS NOW WITH THAT, IT'S ALSO, AND I THINK, I THINK MOST PEOPLE WILL, WILL AGREE WHETHER ELECTED OR ARMED CITIZENS THAT THEY USUALLY DON'T KNOW. THEY DON'T KNOW WHAT WE KNOW. THEY DON'T KNOW WHAT'S GOING ON BECAUSE THEY'RE NOT HEARING THE FIRST [01:35:01] AND THIRD THURSDAY, THEY'RE NOT WATCHING THE NEWS. SOME OF THEM ARE AND ARE VERY ENGAGED AND THAT'S, THAT'S VERY HELPFUL. UM, I MEAN, IT REALLY IS, BUT, BUT WHEN WE ARE, UM, LIKE OUT TALKING OR ANSWERING AN EMAIL, UH, I THINK IT IS IMPORTANT THAT WE REMEMBER THAT WE REPRESENT THEM AND OUR OPINION IS IRRELEVANT. UM, AND IN MOST SITUATIONS, BUT, AND THIS IS WHERE I ASK CITIZENS WOULD BE LIKE, IF I'M TALKING TO A GROUP OR AN INDIVIDUAL, UNDERSTAND THAT THERE'S INFORMATION THAT WE HAVE ACCESS TO MAYBE IN EXECUTIVE SESSION THAT I CAN'T TALK ABOUT, BUT MY OPINION OR MY FEELING ABOUT SOMETHING, OR MY DECISION ON SOMETHING IS BASED ON A LOT OF INFORMATION THAT HAS NOT BEEN THAT THEY HAVE NOT LOOKED AT. AND SO NO ONE WANTS TO SPEND AS MUCH TIME AS WE DO. SO THAT'S WHY WE WERE ELECTED TO DO THIS. SO WE'RE REPRESENTING THOSE CITIZENS. AND THEN, YOU KNOW, TOO, I THINK MAYBE WHAT JASON IS TRYING TO SAY IS WE'VE HAD CIRCUMSTANCES WHERE IN MESSAGES PUSHED OUT THERE BY DOESN'T MATTER WHO OR WHEN, WHETHER IT'S, YOU KNOW, SOMEONE ON COUNCIL OR AN ELECTRIC CAR OR A, A CITIZEN WHERE THEY ARE PUSHING OUT INFORMATION THAT IS REALLY TELLING OTHER PEOPLE WHAT TO THINK. AND IT CAN BE A MISINFORMATION CAMPAIGN AND DISINFORMATION CAMPAIGN WITH ALL EXPERIENCED IT. AND THEN IT BECOMES A WELL, WHAT DO YOU BELIEVE? DOESN'T MATTER. WHAT'S TRUE ANYMORE. ALL THAT MATTERS IS WHAT YOU BELIEVE. AND THAT IS A VERY DANGEROUS PLACE TO BE. AND JASON IS VERY DATA DRIVEN. I THINK WE ALL SHOULD BE BECAUSE FACTS ARE FACTS. YOU CAN'T CHANGE SOME OF THE FACTS. LIKE WE KNOW WHAT OUR BUDGET IS. WE KNOW WHAT WE APPROVED. WE KNOW WHAT WAS SPENT LAST YEAR. THOSE ARE FACTS. YOU CAN'T CHANGE THAT. UM, BUT IF, IF IT'S MY OPINION THAT WE SPEND TOO MUCH ON SOMETHING, IT'S LIKE, WELL, BASED ON WHAT, JUST MY FEELING, THAT'S IRRELEVANT. SO, SO THAT'S WHERE I THINK IF WE'RE GOING TO GIVE INFORMATION, IT NEEDS TO BE, FACT-BASED NOT, EMOTION-BASED EVERY DECISION SHOULD BE BASED ON FACTS, NOT EMOTIONS AND NOT WITH A HIDDEN AGENDA. SO IF WE'RE ALL PRESENTING OURSELVES IN THAT MANNER, I THINK IT JUST, IT HELPS EVERYONE. IT HELPS THE CITY. UM, I MEAN, IF THAT CAN HELP BUILD THAT TRUST. AND IF, IF SOMEONE COMES AT ME AND THEY'VE GOT A QUESTION ABOUT SOMETHING AND THEY'RE EMOTIONAL ABOUT IT, AND THEY'RE ALL LIKE, OKAY, WELL, LET'S TALK ABOUT THIS. WHY DO YOU THINK THAT? WHY, WHERE DID YOU GET THAT? WHAT DOES IT, DO YOU KNOW HOW MUCH THAT COST TO DO? YOU KNOW, THAT WORD THAT CAME FROM? AND THE ANSWER IS NO, THEY DON'T HAVE A CLUE AND THAT'S OKAY. THEN IT'S AN OPPORTUNITY TO EDUCATE THEM ON THE FACTS MAY NOT CHANGE THEIR MIND, BUT AT LEAST MAKE THAT DECISION BASED ON FACTS. NOT THE VERY GOOD, VERY GOOD. HOW LONG HAVE YOU BEEN ON COUNCIL? UM, WHEN ONE TERM I MIGHT , SO YEAH, YOU'LL ALL GET SENT TO DETENTION. YOU'LL ALL FAIRLY NEW ON THE COUNCIL. AND THEN YOU'RE ONE OF THE MOST TENURE. I THINK IT, THAT CHRIS AND I WERE ELECTED THE SAME. OKAY. THE NEW COUNCIL MEMBERS, THE NEW LIST OF OUR COUNCIL MEMBERS DON'T HAVE THAT BASE OF FACTS PROBABLY, UH, FOR A CURRENT SITUATION. DO YOU MA YOU MAY HAVE THAT BASIC OF FACTS. SO DON'T BE AFRAID IF YOU GET HIT WITH SOMETHING LIKE THAT TO SAY, I DON'T LOVE HIM, UH, BECAUSE YOU DON'T KNOW THE HISTORY, YOU DON'T KNOW, YOU JUST DON'T KNOW. SO AGAIN, THE GREAT THING WITH THIS COUNCIL, WHEN THERE'S A COUPLE OF THEM THAT I GO AROUND TOWN SAYING, I'M SUPER IMPRESSED WITH THINKING ABOUT THIS COUNCIL, THE OLD REGIME THAT KIND OF DUG THE HOLE, THEY'RE SLOWLY, ALMOST COMPLETELY GONE. AND SO THAT'S A GOOD THING. RIGHT. AND SO THEY DON'T HAVE SOME OF THE BAGGAGE, THEY DON'T SEE SOMETHING. I MEAN, THEY'VE BEEN TOLD THING, BUT THEY ARE ACTING RESPONSIBLE AND READING AND THEY DON'T, THEY'RE NOT CARRYING THAT BAGGAGE. RIGHT. YEAH. RIGHT. AND THAT'S, YOU KNOW, THAT'S, UH, THAT'S GOOD. THAT'S A GOOD THING. IT'S A GREAT THING. IT'S A GOOD THING. WHEN YOU'RE NOT CARRYING A LOT OF BAGGAGE AROUND BABIES GETS HEAVY, YOU KNOW, UH, BAGGAGE. IT THEY'RE WORKS OFF ALWAYS. RIGHT. NICOLE, YOUR COMMENTS. UM, MY COMMENTS WOULD BE THE, UM, WHEN YOU'RE COMMUNICATING WITH PEOPLE IN THE PUBLIC, THEY DON'T ALWAYS NEED A RESPONSE. SOMETIMES THEY ARE TRULY JUST VENTING. SO I TEND TO GIVE A VERY GENERIC REPLY. UM, WHEN I GET EMAIL COMMUNICATIONS, UNLESS I'M ASKED SPECIFICALLY FOR SOMETHING, AND THEN I ALWAYS TAKE INTO ACCOUNT, WHATEVER I SAY IS BEING RECORDED. IT'S BEING SCREENSHOT, IT'S BEING SENT OUT TO OTHER PEOPLE. SO I'M [01:40:01] AWARE OF THAT IN MY RESPONSE. AND I TRIED TO BE PROFESSIONAL WHEN I RESPOND TO PEOPLE AND TAKE THE EMOTION OUT OF IT, BECAUSE IT'S NOT, IT'S ABOUT ME IN THE SENSE THAT I WAS ELECTED. AND THERE'S SOME DECISIONS I HAVE TO MAKE AN EDUCATED OPINION AND DECISION ABOUT BECAUSE LIKE CATHERINE SAID, THEY DON'T HAVE ALL THE INFORMATION THAT WE'RE PRIVY TO. UM, BUT IN OVERALL IT'S ABOUT THE PUBLIC. SO MAKING SURE THAT I KEEP THE INTEREST OF THE PUBLIC IN MIND WHEN I'M MAKING THOSE DECISIONS. SO, YEAH, I DON'T THINK EVERY SINGLE EMAIL NEEDS A RESPONSE BACK BECAUSE THEY'RE OFTEN VENTING. THEY'RE NOT ASKING YOU NEED TO RESPOND TO ME. THEY'RE JUST STATING HOW THEY SEE THINGS. UM, AND THEY FEEL GOOD KNOWING THAT I GOT IT OUT. I SENT THE EMAIL. UM, AND IF YOU ENGAGE IN A BACK AND FORTH, BECAUSE YOU HAVE A CERTAIN EMOTION ABOUT IT OR FEELING ABOUT IT, OR BECAUSE YOU KNOW, SOMETHING, MAYBE THEY DON'T, AND IT COMES ACROSS IN A NEGATIVE WAY THAT THEY DO MORE HARM THAN HELP PROBABLY DID. AND THAT'S NOT MY GOAL. MY GOAL IS NOT TO HARM PEOPLE WITH MY WORDS VIA EMAIL OR WHAT I SAY IN PERSON TO THEM. SO I TRY TO KEEP THAT AS MY THOUGHT PROCESS WHEN I'M COMMUNICATING WITH PEOPLE. OH, VERY GOOD. VERY GOOD. CHRIS. I FORGOT TO, OH YEAH. YOU PROBABLY HAD YOUR HAND UP FOR WHAT? 30, 40 MINUTES. NO, NO. I JUST HAD IT UP EARLIER BECAUSE IT PRETEND TO SOMETHING THAT YOU WERE TALKING ABOUT AT THAT TIME. AND IT WAS, UM, UH, IT HAD TO DEAL WITH OUR COMMUNICATION OUT THERE. AND YOU HAD ASKED, HAS THERE EVER BEEN A SITUATION, OR HAVE YOU EVER BEEN A PART OF SOMETHING WHERE SOMEBODY WENT OUT THERE AND FACEBOOK OR WHATEVER IT WAS RIGHT. AND SO IF THIS, THIS PERTAINS MORE TO HOW WE WOULD COMMUNICATE WITH ONE ANOTHER, WE HAD HAD SITUATIONS LIKE THAT IN TWO AND A HALF YEARS OR HOWEVER, SO, UH, AND, UM, I BELIEVE AS FAR AS, HOW DO WE ADDRESS THAT? OR HOW DO WE HANDLE ONE ANOTHER? IT'S IT'S NOT LIKE, IT'S NOT A COMMENT BACK ON FACEBOOK. IT'S NOT A, I DON'T THINK IT'S TAKING A SHOT ON THE DIETS. IT'S A ONE-ON-ONE CONVERSATION WITH SOMEBODY, UM, OUT OF RESPECT TO SAY, HEY, DID YOU EVER CONSIDER THAT THIS, THAT THIS MAY HAVE BEEN THE RESULT OR YOUR INTENTIONS WERE HERE, BUT HAVE YOU EVER CONSIDERED THAT, THAT, THAT YOU WERE VOICING THEIR OPINION FOR ALL OF US? AND IT PUTS US IN THIS SITUATION NOW. RIGHT? UM, SO AT THE TIME, THEN WHEN I WAS RAISING AT FIRST AND WE WERE ON THAT TOPIC AND I JUST DIDN'T WANT THAT TO GO AWAY. I MEAN, BIBLICALLY IT'S LIKE, YOU HAVE AN OFFENSE THAT SOMEBODY IS THERE, YOU GO HANDLE IT. ONE-ON-ONE SOMEBODY DOESN'T LISTEN. AND THERE'S SOMETHING THERE YOU TAKE A BROTHER AND SISTER WITH YOU IN THIS CASE, MAYBE ANOTHER COUNCIL MEMBER OR WHATEVER, AND SAY, HEY, THIS IS A CONCERN ABOUT US. YOU KNOW? AND IF SOMETHING STILL DIDN'T GET GOING, AND THEY'RE STILL AN ISSUE, THEN YOU BRING IN THE CONGREGATION OR COUNCIL OR STAFF OR PUBLIC OR WHATEVER IT IS. I JUST BELIEVE THAT'S THE, THAT'S A REALLY GOOD WAY OF HANDLING INFORMATION WITH ONE ANOTHER OUT OF RESPECT AND TRYING TO CALL SOMEBODY INTO THE BEST VERSION OF THEMSELVES. WE'LL CALL IT A COUNCIL MEETING ONE TIME, UH, A PERSON SPEAKING ABOUT WHAT ANOTHER PERSON SAID, SAID THAT WAS DISINGENUOUS. HE IN EFFECT CALLED HIM A LIAR. IT DIDN'T MEAN, AND, AND, AND THE OTHER PERSON WENT, WHOA. YEAH. YOU KNOW, AND ANY D AND, AND PERSON NUMBER ONE, WHO SAID IT DIDN'T MEAN IT THE WAY HE SAID IT, THEY TALKED ABOUT THAT OFFLINE, RIGHT? THE PERSON NUMBER ONE, AGREED THAT HE HAD STEPPED OVER THE LINE AND DIDN'T EVEN REALIZE IT AND APOLOGIZE LATER PUBLICLY FOR WHAT HE SAID. AND NOW THAT WAS LEADERSHIP. AND THAT, THAT WAS COMMUNICATION. AND THAT WAS KNOWING WHEN TO SAY SON LEARNING WHEN NOT TO SAY SOMETHING AND MAYBE WHAT TO SAY. SURE. BUT IT'S, UH, IT'S, IT'S HARD NOT TO SOMETIMES NOT TO BY PROXY OR POLITIC, IF YOU WILL, ON FACEBOOK, BECAUSE IT'S SO EASY TO DO. AND IT'S AN, AND SO YOU GUYS HAVE, HAVE, YOU KNOW, CONVEY THE POLICY, COMPARE YOUR FACE, THE FACTS, BE PROFESSIONAL IN WHAT YOU DO. DON'T GET, DON'T ENGAGE IN TOXIC CONVERSATION AGAIN, KNOW WHEN TO STAY IN AND STAY OUT. UH, THOSE KINDS OF THINGS ARE THE BEST WAY. NOW LATER, YOU WILL, YOU WILL COME OUT WITH A MESSAGE ON WHAT THE STRATEGIES ARE. THAT COULD BE A MESSAGE THAT YOU GIVE CONSISTENTLY. HERE'S, HERE'S WHERE WE'RE GOING WITH THAT. THAT'S PART OF THAT TRANSPARENCY ISSUE. ONCE YOU DECIDE WHAT IT IS, YOU'RE GOING, WHAT DIRECTION, WHAT PATH YOU'RE GOING TO DO, YOU CAN ALWAYS FALL BACK ON THAT, BECAUSE THOSE ARE, THOSE ARE APPROVED POLICY DECISIONS. THE COUNCIL DECIDED THIS, THE COUNCIL HAS DONE THIS. THE COUNTY I'VE BEEN IN THAT SITUATION SO MANY TIMES WHERE THEY DIDN'T TAKE MY RECOMMENDATION. I CAN'T BELIEVE IT COULDN'T BELIEVE IT. IT WAS JUST, YOU KNOW, IT WAS LIKE NEVER, BUT, BUT THEY DIDN'T TAKE MY RADIANCE AND THEY MAY HAVE CHANGED IT. THEY MAY HAVE JUST SAID, NO, WE DON'T WANT TO GO THAT DIRECTION. WE WANT TO GO THIS WAY. WHAT'S MY ROLE. MY ROLE IS TO [01:45:01] SAY, HERE'S WHAT COUNSEL SAID, AND WE'RE GOING TO DO IT AS A CITY MANAGER. YOUR ROLE MIGHT BE THAT I DIDN'T VOTE FOR IT, BUT HERE'S THE WAY IT, AND HERE'S THE WAY IT CAME OUT. AND THEN YOU GOT TO MOVE ON AND THAT'S HARD SOMETIMES TO GIVE UP BECAUSE YOU GUYS ARE THE ONE YOU, YOU FOLKS ARE THE ONES THAT HAVE TO VOTE. YOU KNOW, YOU'RE, YOU'RE INVOLVED IN THE EMOTIONAL, YOU SPENT CAPITAL ON THAT EMOTIONAL CAPITAL ON THAT DECISION. IT'S, IT'S HARD TO DO THIS, BUT, UM, I'M GLAD WE CAME BACK AND TALKED ABOUT THAT JUST A LITTLE BIT, UH, TO BE ABLE TO DO THAT. I WANT TO TALK ABOUT TIM WITH STAFF, UH, LATER. UH, AND I'LL GET TO THAT IN JUST A MINUTE. SO LET'S, UH, ANYONE HAVE ANY MORE COMMENTS ABOUT COMMUNICATION PROBABLY WITH, WITH CITIZENS, UH, WITH EACH OTHER, AND JUST WHAT'S BEEN SUCCESSFUL THOUGH, IS WHAT NICOLE WAS TALKING ABOUT. YOU, IF THERE'S A, A SIMPLE RESPONSE OF ACKNOWLEDGEMENT OF SOMEBODY, AND THEN THAT'S ALL SOMEBODY IS LOOKING FOR, THEN THAT'S ALL IT GOES. SOMEBODY ELSE SAID, WELL, I ACTUALLY ASKED THIS QUESTION, COULD YOU GIVE ME AN ANSWER? OR CAN YOU GIVE ME MORE INFORMATION? WILL GOOD. I NEED TO FOLLOW UP MORE WITH THIS ONE. AND SOMETIMES IT'S SO BACK AND FORTH THAT, YOU KNOW, AND SOMEBODY THAT, I MEAN, I CAN TELL YOU ONE, I'VE HAD TO INFER IN PERSON MEETINGS BECAUSE IT JUST, WE NEED TO LOOK EACH OTHER IN THE EYE AND HAVE A CONVERSATION. SAY, YOU NEED TO KNOW WHO YOU'RE TALKING TO IT. I NEED TO KNOW. AND THERE'S THINGS THAT YOU CAN SAY IN AN EMAIL THAT YOU CAN, THAT YOU, UH, IT COMPANIES, IT COMES ACROSS A DIFFERENT WAY THAN WHEN YOU'RE LOOKING SOMEONE IN THE EYE AND THERE'S TWO HUMAN BEINGS HAVING A CONVERSATION. SO IT JUST, IT ENGAGING, UH, WITH THAT EMAIL OR WITH THAT COMMUNICATION, WHAT TYPE OF RESPONSE IS NECESSARY. AND THEY MAY BE JUST WANTING TO VENT AND YOUR, YOUR REPLY. IT MIGHT BE, THANK YOU SO MUCH. I APPRECIATE YOUR INFORMATION, YOU KNOW, AND, UH, UH, AND THAT'S SOMETIMES A BETTER THAN IGNORING BECAUSE IF YOU DON'T ANSWER IT, THEN THEY'RE GOING TO RUN OFF ON SAY, NICOLE NEVER RESPONDS TO MY EMAIL. SHE NEVER RESPONDED. SO I'M GONNA, I'M GONNA PLAY IT OUT. YOU KNOW? SO IT, I MEAN, YOU CAN'T, YOU CAN'T WIN. THERE'S ALWAYS GOING TO BE SOME FOLKS WHO ARE NEGATIVE AND YOU'RE JUST GONNA HAVE TO DEAL WITH THOSE. BUT THAT WAS VERY GOOD. ANYTHING ELSE YOU WANT TO ADD TO THIS? SO IT'S SOMETHING TO BE AWARE OF CONSISTENTLY AND CONSTANTLY RUN THOSE EXPECTATIONS. UM, AND WE EACH HAVE OUR ROLES AND WE SHOULD, WE SHOULD ALSO TALK ABOUT OUR EXPECTATIONS OF EACH OTHER. SO THE ROLE WAS DEFINED BY THE CHARTER IN IT. THAT'S, THAT'S, THAT'S WHAT PUTS IT. UH, AND, AND WE HAVE TO FOLLOW THAT CHART AND GO THROUGH THAT PROCESS. IT'S CARRIED OUT BY POLICY AND PROCESSES. THE TOWER SAYS, HERE'S WHAT YOUR ROLE IS. YOU PUT POLICY AND PROCESS TOGETHER AND IT'S COMMUNICATED BY YOUR ACTIONS. SO THAT IS PART OF THAT COMMUNICATION. AND IF YOU'RE SAYING THIS IS NOT RIGHT, THIS IS WHAT WE SHOULD HAVE DONE. THEN THOSE POLICIES ARE NOT, UH, ARE, ARE NOT BEING, UH, DELIVERED IN THE APPROPRIATE WAY. UH, SO THERE ARE, THIS IS SORT OF THE TEXTBOOK WAY OF, OF RELATIONSHIP BETWEEN COUNSELING, STAFF, COUNSELING, STAFF ROAD, COUNSEL, TO THEIR RUBS. AND PARTICULARLY CITY MANAGERS IS DEFINED BY CHART AND IS CARRIED OUT. HE CARRIES OUT THOSE POLICIES, BUT IT'S ALSO DELIVERED BY ACTIONS. HE AND THE REST OF THE STAFF HAVE A RESPONSIBILITY TO CARRY THAT OUT IN THE WAY THAT YOU HAVE DECIDED. AND IF THEY ACT LIKE, YOU KNOW, I'VE BEEN IN, I'VE BEEN IN SITUATIONS WHERE I HAD TWO CHOICES, I EITHER CARRY OUT THE POLICY OR I LEAVE. AND IT'S JUST KIND OF THAT KIND OF THAT SIMPLE, BUT I CAN ALSO INFLUENCE THAT POLICY. AND THE CITY MANAGER HAS, AND THE STAFF HAVE THE RESPONSIBILITY TO, TO WORK TOGETHER TO INFLUENCE THAT POLICY OVERALL. BUT THE TEXTBOOK TALKS ABOUT THIS RELATIONSHIP, THAT TO HAVE A DIFF UH, A DEFINED LINE OF DEMARCATION, IF YOU WILL, THAT, THAT, THAT THERE IS POLICY. AND, AND, AND, UH, AND THERE IS MANAGEMENT, THERE IS ADMINISTRATION AND NEVER THE TWO SHALL MEET. I HAD TO KEEP THOSE LINES, UH, SEPARATE. THE REAL RELATIONSHIP IS SOMEWHAT MORE SYMBIOTIC. IF YOU ARE A LITTLE BIT GREATER LITTLE MUSHIER, BECAUSE COUNCIL FIND THINGS SOMETIMES FROM AN ADMINISTRATOR, BUT WHEN THEY SHOULD BE REPAIRED AND, AND STAFF FINANCE THINGS FROM AN ADMINISTRATIVE LEVEL THAT NEED POLICY CHANGES. HOW MANY PA, HOW MANY POLICY ITEMS DO YOU PUT ON THE CITY COUNCIL AGENDA AS ELECTED OFFICIALS? PLENTY, PLENTY. I THINK THEY WERE WE'RE REVIEWING POLICIES OR ORDINANCES. OH, SORRY. NOT, WELL, MAYBE THEY'RE NOT ALLOWED TO EXACTLY. LIKE WE MAY HAVE CONVERSATIONS OR WE NEED TO ESTABLISH THE AGENDA AND IT MAY [01:50:01] NOT BE THAT'S MAYBE SOME OTHER CONVERSATION THAT I HAD, BUT I DON'T HAVE TO PUT ON IT BECAUSE I DON'T CARE AS LONG AS IT GETS DONE THAT SOMEONE ELSE, YOU KNOW, STAFF MEMBER PUTS IT ON THE AGENDA BECAUSE THEY'RE GOING TO DO THE RESEARCH AND BRING US WHAT WE NEED TO. YEAH. AND THAT'S WHAT THAT'S SORT OF WHAT MAKES THIS LINE A LITTLE BIT, A LITTLE BIT GRAY AND A LITTLE BIT FUZZY BECAUSE IT'S, IT'S THAT WORKING RELATIONSHIP, ISN'T IT? THAT, THAT, UH, THAT YOU FIND OUT THAT THINGS NEED TO BE CHANGED. I AGREE THAT THINGS NEED TO BE CHANGED. AND A LOT OF TIMES THEY'RE JUST, UH, POLICIES, JUST NOT WORKING. YOU GET COMPLAINT AFTER COMPLAINT, AFTER COMPLAINT AND THE, AND THE STAFF IS BEATING ITSELF UP AGAINST THE WALL SAYING, I'VE GOT TO, I'VE GOT TO DO IT BECAUSE THAT'S WHAT THE POLICY SAYS, OKAY, LET'S CHANGE THE POLICY, YOU KNOW, OR LET'S CHANGE OUR DIRECTION. LET'S DO WHAT WE, OR LET'S STICK WITH THAT POLICY, BECAUSE THAT'S WHAT WE SAID. AND THAT'S WHERE THE COUNCIL, UH, HAS TO MAKE SOME HARD DECISIONS. BUT I THINK THE POLICY, ARE YOU TALKING ABOUT THE PROCESS OR, OR BOTH IN GENERAL, BOTH POLICY AND PROCESS COULD BE, COULD BE, THIS IS A GOOD THING OUT OF WHACK. IT COULD BE THAT POINT. I THINK THAT GETS BACK TO FINDING SOLUTIONS, RIGHT. YOU KNOW, AND, AND WHETHER IT'S FROM A STOCK LEVEL OR FROM A COUNCIL LEVEL, IT IS, IT'S ABOUT SETTING THE EXPECTATION THAT WE ALL SHOULD ALL BE SOLUTIONS ORIENTED. AND IF IT, WHETHER IT'S SOMETHING FROM STAFF TO COUNCIL OR COUNCIL, TO STAFF, THAT WE'RE FIXING THAT, WHICH IS SHORTER, THE COMMUNICATION, AND WITH THIS LINE AND THE WAY THIS SOUTHERN OUR GOVERNMENT IS SET UP LOCALLY IMPORTANT THAT, YOU KNOW, YOU HAVE A CITY MANAGER AND THAT CITY MANAGER HAS TO MANAGE THE FITTING, THEREFORE, ANY POLICY OR ANY CHANGES NEEDS TO COME AS ONE, BECAUSE WHEN YOU REPORT TO SEVEN DIFFERENT PEOPLE, UM, IT MAKES IT DIFFICULT. AND WHEN COUNCIL GETS INVOLVED WITH STAFF, IT MAKES IT DIFFICULT BECAUSE MESSAGES GET MIXED. YEAH. SO, UH, YEAH, SO THAT BECOMES, THEN THAT THEN, THEN THIS, THIS EVEN GETS MUDDIER. WHEN YOU HAVE MIXED MESSAGES, YOU HAVE DIRECTIVES AND OTHERS THAT ARE COMING FROM EVERY DIRECTION. RIGHT. INSTEAD AS A COUNCIL, I FEEL WHETHER IT'S 23 OR SEVEN ZERO, WE HAVE MOODS, WHATEVER THAT MAJORITY IS, IS WHAT NEEDS TO HAPPEN. AND EVEN IF YOU'RE ON THE THREE SIDE OF IT, YOU'VE GOT TO FIGURE OUT A WAY TO SUPPORT THE MAJORITY OF THE DECISION. AND SO THAT, THERE'S A DEMEANOR THAT IS TRYING TO APPEASE SEVEN DIFFERENT OPINIONS, WHICH JUST CREATES CONFUSION AT THE STAFF LEVEL. YEAH. AND PUT SNAP IN AN AWKWARD POSITION. AND SO YOU KIND OF TOUCHED ON THE CHARTER. WE HAVE A PROCESS. AND I THINK REGARDLESS OF IF WE AGREE WITH THE PROCESS FOR THE POLICY, THAT WE HAVE TO RESPECT IT AND FOLLOW IT, AND WHEN WE DON'T, THEN SOMEONE IS PUT IN AN AWKWARD POSITION. SO IT'S THERE FOR A REASON. YEAH. SO WE FOLLOW THE PROCESS, WHICH IS DEFINED IN THE CHARTER AND IT REALLY TALKS ABOUT THE CHAIN OF COMMAND. DOESN'T IT? YES. YEAH. YEAH. AND NOW ONE OF US SPEAKS FOR COUNSEL, DO WE ALWAYS GET, YEAH. THAT'S PART OF THE FRUSTRATING PART NOW OF THE INDIVIDUAL THAT COMES TO THE CORPORATE TABLE. AND I CAN'T GO OUT AND TELL SOMEBODY WHAT TO DO BECAUSE OF THE PROCESS, THE WAY THE CHARTER IS DEVELOPED, SOME OF YOU PROBABLY HAVE YOUR OWN BUSINESSES AND YOU CAN TURN YOUR BUSINESS EITHER LEFT OR RIGHT. OR BACKWARDS ON A DIME ON A, ON A, YOU CAN WAKE UP THAT MORNING AND SAY, I'M CLOSING, BUT HERE IT'S A CORPORATE DECISION. AND WHETHER YOU AGREE OR DISAGREE, YOU HAVE TO FOLLOW THAT. YOU HAVE TO FOLLOW THAT CORPORATE DECISION, EVEN DOWN TO THE STAFF. AND SO YOU FOLLOW THE PROCESS THAT'S DEFINED IN THE, AS, AS A PART, WHICH IS THE CHAIN OF COMMAND. SO YOU'VE KIND OF, YOU'VE KIND OF TALKED ABOUT IT A LITTLE BIT, UH, AS WELL, BOTH OF YOU HAVE HAD, WHAT IS THAT CHAIN OF COMMAND [01:55:02] CITY MANAGER. YEAH. YEAH. SO YOUR EXPECTATION OF THE CITY MANAGER IS WHAT, IN THAT REGARD, DO EVERYTHING I ASK INDIVIDUALLY. YEAH. FALL FOLLOW THE CHAIN OF COMMAND. AND THE CHAIN OF COMMAND IS CORPORATE MA'AM, IT'S NOT INDIVIDUAL. NOW THERE ARE INDIVIDUAL THINGS THAT HE NEEDS TO KNOW FROM YOU. SO THERE AND THERE, THERE MAY BE NUANCES. THERE MAY BE THINGS THAT YOU MIGHT SAY TO HIM OR PRIVATE MAYOR. THIS POLICY IS NO, WE'RE GOING TO GIVE SO MANY COMPLAINANTS. AND HE MAY SAY, LET ME ON AMENDMENT TO THE POLICY, BUT HE CAN'T CHANGE. THE POLICY CAN, LET'S HAVE A MEETING ABOUT IT PRESENTED TO COUNTY. YEAH. AND YOU MIGHT HAVE THE CALL FROM THE DEVELOPER. AND THE DEVELOPER SAYS, I DON'T LIKE THAT POLICY. YOU GO TO YOU GO TO RICK AND SAY, HE DOESN'T LIKE THAT POLICY. WE NEED TO CHANGE IT. OR WE NEED TO PUT THAT ON THE AGENDA FOR VARIOUS. I'VE SEEN THAT OVER AND OVER AND OVER AGAIN. WE JUST NEED TO GIVE THEM A VERY ENTWINED, WELL, BECAUSE YOU ASKED ME TO, IT'S NOT THIS, IT'S NOT, THE POLICY IS WRONG. IT'S BECAUSE HE ASKED ME TO, BECAUSE I'M GETTING THE PRESSURE TO DO OVER AND OVER AND OVER AGAIN, IF HE'S FOLLOWING THE CHAIN, HE'S ALSO FOLLOWING POLICY. ISN'T HE? AND IF HE'S NOT OFF, HE SETS UP TARGETS, RIGHT. IF YOU'RE NOT, YOU SET UP TARGETS, IT ALL BECOMES. SO IF WE REALIZED THE POLICY'S WRONG, WE CHANGED, IT POPS. RIGHT. AND THE ONLY WAY TO DO THAT TO I ASK FOR FEEDBACK. SO IN THAT SITUATION, RATHER THAN SAYING, HEY, DEVELOPER, ABC TOLD ME THIS, RICK, BUT IT'S CHANGED THIS THING. I'D SAY, HEY, RICK, I JUST GOT THIS CALL. THIS WAS A SITUATION. TELL ME, GET WITH STAFF AND TELL ME WHAT'S GOING ON HERE. LET'S FIGURE OUT WHERE IT IS. RIGHT. AND THEN, AND THEN MAYBE IT IS MAYBE THERE IS A SUGGESTION, HEY, STAFF'S REALLY FRUSTRATED TOO. WE DEFINITELY NEED TO DO SOMETHING IN THIS AREA. OR ABC IS FULL OF BALONEY. HERE'S OUR RECORD. HERE'S ALL THE COMMUNICATIONS. LIKE LET'S, LET'S GET ON THE SAME PAGE. AND I, IN THAT CASE, I WOULD SAY, LET'S ALL GET IN THE SAME ROOM SO WE CAN GET IT WORKED OUT AND THEN MOVE ON. SO YEAH, THE ANSWER TO THE QUESTION SHOULD NOT BE DIFFERENT BASED ON WHO ASKED THE QUESTION, CORRECT. CONSISTENCY POLICY HELPS US BE CONSISTENT WITH THOSE THINGS. YEAH. YES. AND, AND, AND SO ALSO WHEN WE TALK ABOUT PROCESSES, WHERE SHOULD THAT PHONE CALL GO? WELL, FOR ME, IT GOES, IT GOES RIGHT THERE. RIGHT. AND BECAUSE I WOULD SAY, OH, WELL, I'VE KNOWN ROBIN FOR, I DON'T KNOW, 10 YEARS, RIGHT BEFORE I WAS EVER ON COUNCIL, I'LL JUST CALL ROBIN. BUT OUR CHARTER SAYS FOR ME NOT TO DO THAT, MY CHARTER SAYS TO GO THROUGH RICK. SO I MIGHT SAY, HEY, RICK, YOU KNOW, OR COPY BOTH OR YOU AND, OR WHATEVER IT IS, AND MAYBE COPY HER BECAUSE SHE'S GOING TO NEED TO KNOW. BUT I HAVE ALWAYS, IN MY TIME HERE GONE THROUGH WHATEVER THE CHARTER SAID IN THAT SAYS, GO STRAIGHT TO RICK IN THOSE SITUATIONS. RIGHT. AND IF RICK SAYS, HEY, YOU WOULD GO TALK TO ROBIN ABOUT IT. I GOT IT. THAT'S FINE. I, I, I WENT DOWN THE RIGHT ROAD IN HIS DIRECTION. HE SAID, GO SPEAK WITH ROBIN ABOUT IT. AND I WOULD GO ON AND GO THAT WAY. SO I THINK THAT YOU'RE GOING ONTO THAT ALMOST YOUR NEXT SLIDE, WHICH ACTUALLY SHOWS THAT I WAS ANTICIPATING. RIGHT. WELL, IT JUST, IT PERFECTLY ILLUSTRATES THE WAY THAT I'VE BEEN SAYING, THIS IS WHAT BECKY JUST SENT YOU. RIGHT. UM, AND I'VE HEARD YOU SAY ONCE OR TWICE, I WANT IT TO OTHER TIMES AS WELL, TOO, LIKE OUR ROLE, WE'RE A POLICY CENTERS WHERE WE ARE, WE ARE HERE TO, WE WERE LIKE A GOVERNING BOARD. YOU KNOW, WE HIRE A CITY MANAGER WHO IS THE CEO OF A CITY, AND IT IS THAT PERSON'S JOB IN THAT ROLE TO EFFECTIVELY MANAGE ALL OF STAFF. AND SO I'VE TRIED TO VERY, VERY, VERY DELIBERATELY BECAUSE I THINK IT'S JUST, THERE'S SO MUCH PRESSURE. UM, ON CITY COUNCIL MEMBERS, WE'VE BEEN A SMALL CITY. IT'S JUST SO MUCH PRESSURE ON, I ONLY KNOW FOR OUR FOUR LAST MAYORS OR SO, I CAN ONLY IMAGINE HOW MUCH LIKE HOW MUCH STUFF YOU GOT TO TAKE CARE OF. AND, UM, AND, AND, UH, I THINK THAT PART OF WHY I SAID SHOWING EVERYBODY THE PROPER WAY TO, I WAS MY ANSWER TOO WIDE. I RUN ON COUNCIL SHOWING THE PROPER WAY TO DO THIS IS BECAUSE SOME THINGS, SOME THINGS NEEDED TO BE RESET TO TAKE THE PRESSURE OFF, TO GET COMMUNICATION FLOWING THE RIGHT WAY, AND THEN TO COME AROUND WITH EACH OTHER AT ONE ANOTHER, TRUST EACH OTHER AND BE ABLE TO MOVE FORWARD IN A HEALTHY WAY. SO I FEEL LIKE OUR CITY'S PROBABLY BEEN UNHEALTHY FOR A LONG TIME, UM, IN THE WAY THAT, THAT, THAT WE COMMUNICATE THAT WAY. AND, UM, I BELIEVE THAT'S THE WAY IT SHOULD GO. AND IF, YOU KNOW, IF, IF OUR CITY MANAGER SAYS, LOOK, I DON'T LIKE WHEN YOU CALL ME, YOU KNOW, I DON'T LIKE WHEN, BECAUSE I HAVE SO MUCH OTHER STUFF TO DO. I NEED YOU TO CALL THIS PERSON WHEN YOU HAVE A PROBLEM WITH THIS WAS THAT IF THEY SAID THAT, THEN I WOULD FOLLOW THAT. THAT'S, THAT'S AT THE DIRECTION OF THE WAY THAT THE CHARTER SAYS I'M SUPPOSED TO COMMUNICATE. AND SO, UM, I KNOW THAT'S A LOT OF WORDS FOR THOSE THINGS, BUT JUST PROBABLY [02:00:02] MORE SO EXPLAINING THAT FOLLOW UP A COUPLE OF THINGS. ONE IS, IS IT WHEN WE GET, WHEN THE COUNCIL GETS THE CALL, BECAUSE YOU'RE AN ELECTED OFFICIAL AND BECAUSE YOU'RE THE CITIZEN, YOUR, YOUR, YOUR, YOUR ROLE AND GOAL WAS TO BE RESPONSIVE TO THE CITIZEN. YOU ALMOST ARE YOU FEELING INCLINED TO TAKE THAT PROBLEM ON YOURSELF FOR YOURSELF. I GOT TO GET THIS FIXED FOR THIS INDIVIDUAL. AND THAT'S LIKE SUSAN GETTING THE COMPLAINT THAT HEB. AND I FINALLY SAID, HAVE HER CALL ME. SO MY, MY, EH, UH, ENCOURAGEMENT TO YOU IS TO ASK THEM WHEN YOU GET THAT CALL, HAVE YOU TALKED TO THE CITY MANAGER? HAVE YOU TALKED TO THE STAFF, TALK TO THEM FIRST? AND THEN IF YOU DON'T GET A GOOD, IF YOU, IF YOU'RE NOT SATISFIED, IF YOU DON'T GET THEM, IF THEY'RE NOT RESPONSIVE, YOU LET ME KNOW. AND, AND THEN WE'LL TALK TO THEM, GIVE THEM THAT OPPORTUNITY TO BE RESPONSIVE. DOES THAT MAKE SENSE? AND IT HELPS YOU MANAGE YOUR TIME BETTER AND PUTS THE MANAGEMENT IN THEIR SUE'S NOT IN. SO I THINK THAT KIND OF GOES BACK TO COMMUNICATING WITH CITIZENS OR DEVELOPERS OR WHOEVER IT IS. IT'S COMMUNICATING WITH US QUITE OFTEN, THEY DON'T UNDERSTAND OUR ROLE, NOT STAFF, THAT WE DON'T PARTICIPATE IN THE DAILY OPERATIONS. AND IF THEY'RE ASKING US, WHY IS MY PERMIT NOT APPROVED? WELL, BECAUSE ROBIN DOESN'T LIKE, OF COURSE NOT. UM, BUT, BUT I HAVE NO IDEA. DID YOU SUBMIT A PERMIT? I WOULDN'T EVEN KNOW THAT THERE WAS A PERMIT SUBMITTED. UM, SO I DIDN'T HAVE TO REDIRECT THAT. WELL, I CAN CHECK ON THAT FOR YOU, BUT THERE'S NO WAY I CAN KNOW. AND IT STILL GOES BACK THROUGH RICK TO, CAN YOU HAVE SOMEBODY CHECK ON THIS, BASED ON THAT CONVERSATION WHERE I'VE GATHERED MORE INFORMATION. YEAH. YEAH. AND THEN, AND THEN BREAK THE HABIT. YOU DON'T CALL THAT PERSON BACK, ASK RICK TO COME OR ROBIN CALL OR WHATEVER, AND GET THAT CONVERSATION REALIZED. AND THEY'RE GOOD AT THAT AS RESPONDING TO THEM AND THE PERSON THAT, YEAH. IT TAKES THAT LOAD OFF OF YOU AND LETS YOU FOCUS ON THE THINGS YOU'RE SUPPOSED TO FOCUS WITH THEM. YOU'RE NOT SUPPOSED TO FOCUS ON THE MANAGEMENT IF YOU'RE FOCUSING ON THAT TOO MUCH AND YOU ARE TRYING TO GET, AND YOU HAVE IT. SO I'M SUGGESTING MOVE IT. AND THEN IF IT'S NOT RESPONSIVE, HOLD THE MANAGER AND THE STAFF ACCOUNT. WELL, AND I WOULD PROBABLY DO IT EVEN DIFFERENTLY THAN THAT. AND THAT SEEMS TO, CAUSE I'VE GOTTEN A FEW OF THOSE SAME CALLS. IT'S ALL ADVICE. THAT PERSON EMAILING ME, HEY, HAVE YOU CHECKED? THIS IS YOUR PROCESS TO GO. AND IF YOU'RE NOT GETTING A RESPONSE OF HERE'S WHO THE HEAD OF THE DEPARTMENT IS, AND I'LL GIVE THEM A FEW NAMES AND THEN I'LL DO IT. AND IF YOU CAN'T GET IT RESOLVED, REACH BACK OUT. I DON'T, I DON'T FEEL LIKE IT'S MY ROLE TO BE INVOLVED IN THAT NOR DO I THINK IT HAS TO GO THROUGH OUR CITY MANAGER FOR THOSE TYPES OF THINGS. I'LL TRY TO GUIDE IT. THE PROCESS IS NOT WORKING THE PROCESS ISN'T WORKING AND YOU'RE SENDING SEND THEM TO THE STAFF MEMBER OR CAUSE THEY DON'T HAVE TO GO THROUGH THE CITY MANAGER TO TALK TO STAFF. YEAH. SO WE'RE TALKING ABOUT THE CITY MANAGER A LOT. YEAH. WHAT IS IT? HOW'S THE CITY MANAGER WANT THAT FLOW OF INFORMATION? HOW DO YOU I'M DELIBERATELY BEING PROBABLY QUIETER THAN ELBOW EXPERIENCED TOLD TOTALLY THEY NEEDED TO BE QUIET. SO TO MY WIFE, UM, I GUESS TO BECKY'S POINT IS THAT, YOU KNOW, WE'RE NOT A TOWN OF 10,000, WE'RE BUILT DIFFERENTLY. WE'RE MUCH MORE COMPLEX. EVEN THE ORDINANCES THAT ARE IN PLACE TODAY DO NOT REFLECT HOW THINGS WERE 30, 40 YEARS AGO. I MEAN, RIGHT. SORRY, RYAN, YOU KNOW, THEY'VE GOTTEN TO THE, SO THE REQUIREMENTS ARE SUCH THAT WHEN WE DO GET, AND THIS WAS KIND OF A CULTURAL THING I'VE NOTICED JUST, AND IT'S PROBABLY PART AND PARCEL OF THE SUPER HIGH GROWTH RATE IS THAT LET'S EVEN TAKE SOME FAIRLY LARGE DEVELOPERS. THEY DON'T GET SOMETHING BACK FROM A PLAN SET OR A REVIEW SHEET. AND INSTEAD OF MAYBE EVEN CONTACTING THE HEAD OF ENGINEERING OR THE HEAD OF PLANNING OR EVEN ME, THEY JUMP ALL THE WAY UP AND GO STRAIGHT TO AN ELECTED OFFICIAL. AND WHEN I ARRIVED HERE, I NOTICED THAT PROBABLY CULTURALLY, A LOT DIFFERENT THAN LET'S SAY THE GREATER HOUSTON AREA, WHICH IT HAS ITS OWN THINGS, AS YOU KNOW. BUT I THINK THAT THERE WAS A, IT'S AN OLDER, LARGE MAJOR METRO. EVERYBODY HAD TO WEAR A TIE DOWNTOWN. SO I THINK THOSE PROCESSES THERE, DALLAS AND I THINK OUR RAPID GROWTH HAS KIND OF BEEN ALL OF THESE. WHAT WERE LITTLE TOWNS, IT USED TO BE, YOU'D CALL THE GUY WITH A WESTERN JACKET, MAYBE [02:05:01] 60 YEARS AGO THAT MIGHT'VE OWNED A LINCOLN DEALER, THE BANK. AND THAT'S HOW YOU GOT STUFF DONE. AND THAT'S HOW MOST LITTLE SMALL TEXAS TOWNS WERE. AND THERE IS AN ELEMENT OF THAT. I THINK THAT COMES TO PLAY WHERE EVEN SOME, AGAIN, LARGE CORPORATE ENTITIES MIGHT WANT TO START BY GOING UP HERE WHEN THERE ARE SOME INTERIM PROCESSES AS TO BECKY'S POINT THAT JUST ARE GETTING SKIPPED. YEAH. SO, SO JUST BE AWARE OF THE EFFECT THAT YOU HAVE WHEN YOU TAKE THAT ON YOURSELF. AND IT DOES HAVE A NEGATIVE IMPACT ON THE PROCESS AND IT CREATES MORE WORK REALLY FOR THE STAFF. THEN, THEN SIMPLY SAYING, GO TO THE STAFF, LET THE STAFF RESPOND. AND THEN IF YOU DON'T GET IT, IF YOU DON'T GET A RESPONSE, IF IT'S NOT RESPONSIVE, WHAT YOU SAID IS, IS, UH, LET ME KNOW AND THEN WE'LL, THEN WE'LL GO TO THE NEXT LEVEL. BUT I THINK THE OTHER THING TOO, AND WHAT WORK WITH SAYING THIS BECAUSE WE HAVE HAD THE HIGH GROWTH. AND SO SOME THINGS THAT WERE DONE EVEN THREE OR FOUR YEARS AGO, 10 YEARS AGO, DON'T MAKE SENSE ANYMORE BECAUSE OF THE SIZE OF COMMUNITY WE ARE NOW INTO. IT'S A MATTER OF RECOGNIZING THOSE THINGS. AND THEN AS ISSUES COME THROUGH THE PROCESS, RIGHT, AND RUN THROUGH OUR ART STAFF PROCESSES, UM, THAT WE HAVE IN PLACE, IF SOMETHING DOESN'T MAKE SENSE. AND IF OUR STAFF IS FOCUSED ON FINDING SOLUTIONS, RIGHT? I MEAN, I MAY HAVE TO SAY NO TO YOUR REQUEST, BUT I UNDERSTAND THE INTENT OF WHAT YOU'RE TRYING TO DO. SO INSTEAD OF HAVING TO GO THROUGH FOUR LEVELS OF MANAGEMENT AND YELLING BACK AND FORTH ON EMAIL, WHY DON'T WE WORK TOWARDS FINDING THE SOLUTION? WHAT MAKES SENSE NOW THAT WE CAN SOLVE IMMEDIATELY AND NOT HAVE TO GO THROUGH. AND THAT'S WHERE I THINK THERE'S A LOT OF, IT'S JUST, NO, THAT'S NOT, THAT'S NOT THE PROBLEM AND READDRESSING THE PROCESS AND TWEAKING IT AS NEEDED. AND THEN IF THINGS NEED TO BE CHANGED ALONG THE WAY, NOT THAT EVERYTHING IS CIRCUMVENTED, NOT THAT EVERYTHING GETS VERY INSERTING LIKE THAT. I'M JUST SAYING JUST BECAUSE WE DID IT THAT WAY AND WORKED FIVE YEARS AGO, DOESN'T NECESSARILY MEAN IT WORK TODAY. SO LET'S LOOK AT THOSE THINGS AND FIGURE OUT WHAT NEEDS TO BE CHANGED IN. IF EVERYBODY'S LOOKING TO FIGURE OUT THE SOLUTION OR MAKE SOMETHING BETTER, THEN THAT'S WHAT WILL HAPPEN ON THE WAY. YEAH. SO, UM, AND YOU, I THINK YOU BOTH KIND OF INDICATED IF YOU CAN DO THAT, ONE-ON-ONE AS OPPOSED TO AN EMAIL CHAIN THAT GETS WORSE AND WORSE AND WORSE AND WORSE JUST TO GET THEM AND GET THEM TOGETHER. UH, MY, MY, MY HABIT WAS, IF SOMEBODY CAME IN AND COMPLAINED ABOUT A DEVELOPMENT ISSUE, I WOULD SAY, LET'S GO GET THE DEVELOPMENT SERVICES DIRECTOR. YEAH. LET'S GET, LET'S GET THEM IN A ROOM. LET'S HAVE A QUICK CONVERSATION ABOUT THAT. AND SOMETIMES THE STORY CHANGED AND SOMETIMES IT DIDN'T, BUT, BUT THE SOLUTION CAME ONE WAY OR THE OTHER. AND MY, MY, MY FAVORITE QUESTION WAS WHEN THEY, WHEN IT JUST KIND OF GOT TO AN IMPASSE AND THEY WANTED SOMETHING, I COULDN'T GIVE THEM, MY QUESTION WAS, WHAT WOULD YOU HAVE ME? DO THEY KNOW WHAT THE REAL IS? SO WHAT, WHAT IS IT YOU WANT ME TO DO? AND OFTENTIMES IT WAS WHAT YOU WERE KIND OF INDICATING. I JUST WANTED YOU TO HEAR MY STORY AT THIS MORNING. SO THAT, THAT IS SORT OF GOES TO THE, THIS IS A NEW SLIDE AND I DIDN'T DO IT BECAUSE OF Y'ALL, BUT I WANT YOU TO KNOW THAT, BUT IT MADE SO MUCH SENSE TO ME WHEN SCOTT SELLERS GAVE ME THIS EXAMPLE THAT I ASKED HIM IF I COULD USE IT, I BUILT, I BUILT THE SLIDE AND SEND IT TO HIM TO MAKE SURE THAT CONVEY, WHAT DO YOU ALL KNOW IF ANY OF YOU FROM A CITY MANAGER, IT SURE IS. I'LL BE WITH THEM IN A COUPLE OF WEEKS. AND SO THEY WERE, HE WAS TALKING ABOUT WHAT HE WAS GOING TO SAY, AND HE USED THIS AND I SAID, CAN I USE IT? BECAUSE IT MAKES SO MUCH SENSE, UH, WITH REGARD TO THE FLOW OF INFORMATION. AND IN FACT, UM, I'VE REALLY, I'VE ACTUALLY AMENDED THIS LIVE JUST A LITTLE BIT SINCE I SENT THIS BECAUSE IT TO GET IT A LITTLE BIT MORE CLEAR, BUT, BUT YOU CAN SEE THE ROLE OF THE MAYOR AND THE COUNCIL VISION, MISSION VALUES, UH, POLICIES, PROCEDURES, PLANS, PRIORITIES. THAT'S WHERE YOU NEED. THAT'S THE WORLD THAT YOU NEED TO LIVE IN. AND THE COUNCIL, I MEAN, THE STAFF IS IN ADMINISTRATION RECOMMENDATIONS MANAGEMENT AND IN THE MIDDLE IS THE CITY MANAGER. AND EVEN TO A LARGE DEGREE, THE CITY ATTORNEY, THEY LIVE IN THIS MIDDLE GROUND. IF YOU WILL, WHERE IF, IF THINGS ARE WORKING WELL, THINGS GO IN A DIRECTIONAL WAY TO THE MANAGER, FROM THE MAYOR AND COUNCIL IN A [02:10:01] DIRECTIONAL WAY TO THE MANAGER, FROM THE STAFF AND THE, AND THE, AND THE, THE, THE MANAGER BECOMES THE FULCRUM TO THE BALANCE OF, OF HOW THAT WORKS. AND IT'S THE SAME WAY IN THE SCHOOL DISTRICTS. IT'S THE SAME WAY IN A BANK. YOU KNOW, THE PRESIDENT OF THE BANK HAS THIS RESPONSIBILITY TO THE BOARD, UH, FOR POLICY, YOU KNOW, THOSE SORTS OF THINGS. UM, SO WHAT'S NOT SHOWN HERE IS IMAGINE THAT THERE'S A, THAT, THAT BOTH, THAT THIS IS A PONTOON BOAT AND YOU HAVE TWO PONTOONS, ONE ON THE LEFT, ONE ON THE RIGHT. EACH PONTOON HAS AN OUTBOARD MOTOR HANGING ON THE BACK OF IT. IF THE STAFF IS NOT BEING RESPONSIVE AND THEY'RE AN IDOL, WHAT'S GOING TO HAPPEN, IT'S GOING TO TURN IN A CIRCLE AND IT'S GOING TO TIP OVER IN BAD WEATHER. IF THE COUNCIL IS NOT BEING RESPONSIVE TO THEIR ROLE AND RESPONSIBILITIES, AND THE STAFF IS JUST GOING GREAT GUNS, WHAT'S GOING TO HAPPEN, SAME THING IN THE OPPOSITE DIRECTION. AND YOU'RE LOOKING FOR THAT EQUILIBRIUM, AREN'T YOU. AND, AND THAT, THAT PATH IS SET OUT BY VISION ON WHERE THAT PONTOON BOAT WOULD GO. BUT IT, IT RESTS AT THE HELM WITH THE CITY MANAGER. HE KEEPS, HE, HE, HE ADJUST, HE CALLS FOR ADJUSTMENT. HE ASKS FOR ADJUSTMENTS, SHE, WHOEVER, WHOEVER THE CASE MAY BE, BUT, UH, THAT DIRECTIONAL, INFORMATIONAL FLOW GOES BACK AND FORTH. AND IT'S PORTAL FOR COMMUNICATION TO TAKE PLACE FROM THE CITY MANAGER TO THE STAFF. I MEAN, TO THE COUNCIL, AS MUCH AS IT IS FOR INFORMATION FLOW FROM THIS, FROM THE MANAGER TO THE STAFF IN IT, YOU NEED TO KNOW, OR ADJUSTMENTS NEEDED TO BED. WHAT PROCESSES NEED TO BE ADJUSTED, WHERE WE ARE IN A PROJECT, HOW WE GET, WHERE WE'RE GOING. AND RICK, I THINK YOU GIVE NOW YOU'RE GIVEN A REGULAR REPORTS TO THE COUNCIL, AND SOMETIMES IT'S SUBJECTIVE ON HIS PART ON WHAT HE GIVES YOU, BUT THAT INFORMATION FLOW HAS TO GO THROUGH HIM OR HER. AND WHEN IT GETS OUT OF BALANCE IS WHEN THAT PONTOON BOAT RUNS IN CIRCLES. AND I THOUGHT, SCOTT, DAVID, A VERY GOOD, UH, VERY GOOD, UH, ANALOGY THERE. THAT THE OTHER THING IS, IS IT CREATES IF YOU GO DIRECTLY TO THE DEPARTMENT HEADS OR EVEN BELOW, UH, BECAUSE YOU KNOW HIM, IT'S HARD NOT TO, IF YOU'VE BEEN AROUND A LONG TIME, I KNOW THESE PEOPLE I'VE BEEN WITH THEM FOR A LONG TIME. THEY DON'T WANT HIM THEIR BOSSES AT THAT POINT. LIKE, WHO AM I SUPPOSED TO BE REPORTING TO? BUT I CALL THE COUNCIL MEMBER BACK, YOU KNOW, I CALLED THEM CINDY MANAGER, BUT BETTER CALL THE CITY MANAGER IN MY OPINION. AND LET THEM KNOW THAT THAT CONVERSATION TOOK PLACE. I'LL SEE SOMEBODY. AND IT'S LIKE IN THAT MOMENT, OH, YES. I'VE BEEN WANTING TO ASK AND FIND OUT, AND THAT'S WHAT TRIGGERS IT, I'D SEE THEM. AND THEN I JUST LIKE, JUST SO YOU KNOW, WE HAD A CONVERSATION ABOUT THIS AND IT'S NOT A, NOT A DIRECTION OR A DECISION. IT'S JUST, I GOT INFORMATION SHANNON. RIGHT. AND THAT MANAGER, THAT, THAT PERSON THAT YOU TALK TO NEEDS TO SEND IT UP THE CHAIN OF COMMAND AS WELL, TO KEEP THAT INFORMATION FLOW, WHEN THAT WOULD HAPPEN, I WOULD CALL THE COUNCIL MEMBER AND SAY, DID YOU GET EVERYTHING YOU NEED IT? AND THAT WAS, YOU KNOW, AN INDICATION THAT I KNEW AS ME. SO HE HAS SEVEN BOSSES. RIGHT. AND SO THEY EACH HAVE FEEDBACK FOR HIM. AND I KNOW CHRIS SAID, SOMETIMES I GO ONE-ON-ONE WITH HIM. AND I KNOW YOU DO YOUR WEEKLY REPORTS. RIGHT. YOU HAVE YOUR WEEKLY REPORTS, BUT I DON'T THINK WE HAVE THAT FULL TRANSPARENCY OF THAT CONVERSATION THAT HAPPENED. MINE'S USUALLY LIKE AN EMAIL, JUST A QUICK, HEY, BECAUSE IF THAT'S WHAT IT SAYS, IT'S MORE, SO HERE, CAN WE GET THIS PERSON TO RESPOND? I DON'T NEED THAT. BUT THEN IT GOES INTO THAT FEEDBACK, RIGHT. BECAUSE I MIGHT NOT SEE ALL THE THINGS I'M JUST USING YOU AS AN EXAMPLE, BUT THE CITY MANAGER IN GENERAL WOULD BE DOING RIGHT. I'M NOT PRIVY TO THAT. SO WE'RE ALL HIS MANAGERS, BUT THEN WE'RE NOT SEEING THE DAY-TO-DAY WHAT'S HAPPENING. YEAH. SO, YEAH. SO IT'S DIFFICULT. SO THERE MAY BE SOME THINGS, MY SUGGESTION, THERE MAY BE SOME THINGS THAT YOU GUYS ARE TALKING ABOUT. ONE ON ONE, AND RICK SAYS, YOU KNOW, I NEED TO LET THE WHOLE COUNCIL OVER THERE AND HE'LL SEND A MESSAGE, OR HE MIGHT, YOU MIGHT SEND HIM AN EMAIL ABOUT A POLICY MATTER OR A SITUATIONAL ISSUE. HE MAY RESPOND TO ALL OR WHAT I DO TYPICALLY SOMETIMES I RESPOND TO ALL SOMETIMES THROUGH DORA, DEPENDING ON THE ISSUE. IT DEPENDS ON USUALLY THE ORIGIN OF IT, HOW GLOBAL IT IS. IF, IF IT STARTED WITH AN EMAIL THAT WENT TO ALL OF COUNCIL, YOUR PERMANENT PROCESSES, TERRIBLE, YOU KNOW, SOMETHING LIKE THAT, THEN THE RESPONSE WILL COME BACK THAT WAY. SO IN THE END, IT'S THE, THE GOAL IS TO SHARE AS MUCH ABOUT PROCESS AND RISK. AND IN THAT RESPONSE AS MUCH INFORMATION AS POSSIBLE TO KEEP YOU ALL IN THE LOOP AND INFORMED IN THE WAY THINGS [02:15:01] OUGHT TO BE. DOES THAT MAKES SENSE? UM, THIS WAS VERY HELPFUL TO ME WHEN, WHEN SCOTT SHOWED THAT IN TERMS OF HOW THAT WORKS AND HAD IT, THAT INFORMATION FLOW SHOULD WORK. I HAD, UH, MY, MY, MY VERY FIRST DAY AS A CITY MANAGER IN 1978, UH, WE WEREN'T EVEN BORN IN 78, BUT IN 1970, THE VERY FIRST DAY I MET WITH THE STAFF AND RUSK CLOSE TO IT THAT VERY FIRST DAY, UH, I MET WITH THE STAFF AND I GOT WITH THE, THEN I WANTED TO RIDE AROUND TOWN. I WANTED THE PUBLIC WORKS DIRECTOR TO TAKE ME AROUND TOWN. THE CHIEF TOOK ME AROUND TOWN LATER. YOU KNOW, THEY'VE GOT DIFFERENT THINGS. THEY WANT TO SHOW YOU PUBLIC WORKS DIRECTOR. AND I WERE DRIVING AROUND TOWN AND THERE, UH, ON ONE OF THE DIRT STREETS, MANY DIRT STREETS WE HAD AT THE TIME WAS THE, WHAT I CALL THE MOTOR GRADER OPERATOR. A MOTOR GRADER IS JUST PASSED A HORSE DRAWN GRADER. OKAY. SO THEY PUT A MOTOR ON IT AND IT BECAME, IT WAS A MAINTAINER, A GREATER, UH, THAT YOU SEE THE TEXT IT ALL THE TIME. AND, AND HE, WE STOPPED CLIMBED DOWN OFF OF THE MOTOR GRADER. AND, UH, WE FACED IT A LITTLE BIT. I REMEMBER HIM TO BE AN OLDER MAN. HE WAS PROBABLY YOUNGER THAN I AM NOW, BUT I WAS 28. AND I REMEMBER HIM TO BE A TALL, OLDER FELLA. AND WE TALKED A LITTLE BIT AND HE, HE, HE KIND OF HEARS THE TAPE JUST A LITTLE BIT. AND THEN HE LOOKED, HE LOOKED AT JD NORTON, THE PUBLIC WORKS DIRECTOR. AND THEN HE LOOKED AT ME AND HE SAID, CAN I TELL YOU SOMETHING? AND I SAID, YES, SIR, YOU CAN. HE SAID, IF YOU WANT ME TO TAKE THIS MOTOR GRADER AND MOVE OVER ONE STREET AND GRADE THAT GRADE, THAT STREET, YOU TELL THAT GUY. AND THEN THAT GUY WILL TELL ME, AND I'LL GO MOVE OVER THERE. AND I SAID, OKAY. AND HE SAID, I'M NOT PICKING ON YOU. HE SAID, I TELL THAT TO COUNCIL MEMBERS. AND I TELL THAT TO CITIZENS. AND, AND BECAUSE I'VE GOT TO HAVE ONE BOSS AND I, AND I GOT MY FIRST AND BEST AND MOST MEMORABLE LESSON IN CHAIN OF COMMAND THAT I COULD EVER GET FROM THE WISE MAN RUNNING THE MOTOR OF OFF THE RIVER. AND THAT APPLIES IN THAT A GREAT ANALOGY. AND THAT APPLIES AT ALL LEVELS OF THE ORGANIZATION. SO HE NEEDED TO KNOW WHO HIS BOSS IS. HE, HE, HE DOESN'T NEED, AT THAT TIME, HE HAD FIVE MEMBERS OF THE COUNCIL AND A SIXTH MAYOR, GENERAL, ALL CITY. HE DOESN'T NEED SIX DIFFERENT PEOPLE TELLING HIM WHERE TO GO WITH THAT MOTOR GRADER. HE'S JUST GONNA GO, HE'S GONNA GO IN CIRCLES. YOU KNOW, IF THAT ENGINE'S RUNNING. AND SO IF YOU CAN, IF YOU CAN THINK OF THAT ANALOGY, WHEN YOU START TO HAVE THOSE CONVERSATIONS, UH, IT WOULD BE VERY HELPFUL TO THE STAFF AS YOU DO IT. IT ALSO MEANS THEY HAVE TO BE RESPONSIVE. YOU CAN'T DO IT AND THEN EXPECT IT NOT TO BE. AND THEN, AND THEN SAY, I WONDER WHAT HAPPENED, RIGHT? SO STAFF HAS TO BE JUST, AND IF NOT MORE RESPONSIVE, BECAUSE IT'S THEIR ROW, NUMBER ONE, AND YOU HAVE A RIGHT TO KNOW WHAT, WHAT THEY DID. DOES THAT MAKE SENSE? AND IF THEY ARE REPORTING BACK TO YOU, THEN YOU'RE SATISFIED THAT THE WORK IS DONE AND WHAT BUILDS, WHAT BILLS AT THAT POINT TRUST. EXACTLY. AND, AND IT, AND IT'S HARD TO BUILD A TRUST. IT'S EASY TO BREAK IT. AND WE WORK ON THAT EVERY DAY. WE DO THAT IN OUR MARRIAGES, YOU KNOW, 49 YEARS TO TWO KEY THINGS ON 49 YEARS. THE FIRST ONE IS I WORK ON IT EVERY DAY. THE SECOND ONE IS I SAID, YES, MA'AM AND EVERYTHING GOES WELL. SO COMMUNICATION WITH CITIZENS AND THEN EXPECTATIONS. I WANT TO SEE IF I, ANYTHING ELSE WITH REGARD TO THIS CHAIN OF COMMAND, DISCUSSION AND ENROLL WITH RESPONSIBILITIES, BECAUSE I STILL WANT TO TALK ABOUT EXPECTATIONS OF MAYOR. YOU HAD ONE YOU WANTED TO TALK ABOUT, UH, AS WELL. SO I, I DON'T WANT TO FORGET THAT EITHER. SO WHAT EXPECTATION WERE YOU THINKING ABOUT WHEN YOU, WHEN YOU'RE NOT TALKING? I DON'T REMEMBER. OKAY. WE HAD TALKED ABOUT THE EXPECTATIONS OF COUNCIL ACTUALLY, WHEN WE WERE ENGAGING WITH THE PUBLIC. AND THAT WAS TRUE. REMEMBER, UM, OUR REFLECTION ON EACH OTHER COUNCIL MEMBERS AND A REFLECTION ON STAFF. I WISH I'D ASKED YOU THAT FIRST. AND I GOT ON A ROAD BECAUSE THAT THAT'S RELEVANT FOR EVERYTHING. WE'VE, WE'VE JUST [02:20:01] DONE IN IT. AND IT HELPS US DEFINE HOW WE, HOW WE REPRESENT OURSELVES. WE ARE A REFLECTION OF EACH OTHER AND OF ABSTAIN. UH, YEAH, I MEAN, ON THAT ONE, I'M JUST LIKE, IF I'M HAVING A BAD DAY AND I RESPOND TO THE CITIZEN, DID THEY DON'T SEE IT AS LIKE, AS ME REACTED BADLY, THEY, THEY SEE IT AS THE CITY OF LEANDER HAS SHUT ME DOWN. SO IT'S, I COULD HAVE MY OWN OPINIONS ALL DAY. I COULD RESPOND TO CITIZENS, BUT IF I DO THAT, THEN IT'S LIKE, BECKY'S RESPONDING. IT'S IT'S IN A CITIZEN'S MIND. IT'S NOT JUST AS WE HAD A BAD DAY. AND SHE RESPONDED TO ME, IT'S A COUNCIL RESPONDED. OKAY. CONVERSELY, IF YOU RESPOND WITH EMPATHY, THEN THEY FEEL LIKE THE CITY OF LEANDER HAS HEARD ME AND NOT ALL OF US HAVE TO RESPOND TO JUST ONE OF US HAS TO. YEAH. WELL, ALL OF YOU CAN RESPOND. CAN YOU, UH IT'S RIGHT, RIGHT. EACH TIME YOU RESPOND. YEAH. AND THAT GETS TO THE POINTS THAT YOU'VE MADE NICOLE ABOUT HOW I RESPOND PROFESSIONALLY EMPATHY. YEAH. YEAH. WE DON'T KNOW. SOMETIMES WHEN SOMEBODY DOES EMAIL ALL OF US, WE DON'T SEE THAT RESPONSE TO A PERSON UNLESS THEY, AGAIN, COPY ALL OF US. RIGHT. SO WE DON'T KNOW IF THEY RESPONDED, BUT I GUESS MY POINT IS, IF I HAVE A BAD DAY AND I'M GOING TO SAY SOMETHING THAT I SHOULDN'T SAY, AND IT SCREENSHOT IT, OR IT'S NOT LIKE PEOPLE COULD BE MAD AT ME AND I'LL, I'LL GO TO BED AT NIGHT, KNOWING THAT PEOPLE DO HATE ME OR WHATEVER THEY LIKE ME, BUT IT REFLECTS ON THE CITY AND THE PERSON'S MIND. IT'S LIKE THE CITY OF LEANDER JUST SENT ME AN EMAIL AND IT SAID THIS, AND NOW YOU'RE HAVING THAT PROXY IN THAT SCREENSHOTTING. AND YEAH. SO YOU ARE, YOU ARE REPRESENTING THE CITY EVERYWHERE YOU BUILD. AND WITH ANYTHING YOU DO, YOU LIVE IN A GLASS HOUSE NOW. AND I HATED THAT MY DAD WAS A PREACHER. UH, I LIVED IN A GLASS HOUSE. EVERYBODY KNEW THAT WAS THE PREACHER'S KID. SO THEY WOULD WOULDN'T INVITE ME PLACES I WANTED TO BE INVITED TO, UH, PROBABLY SHOULDN'T HAVE BEEN THERE IN THE FIRST PLACE, BUT, AND THEY WOULDN'T, THEY WOULDN'T INCLUDE ME IN THINGS I WANTED TO BE INCLUDED IN BECAUSE I WAS A PREACHER'S KID. SO WHAT'D I DO, I BECAME A CITY MANAGER AND I PUT MY KIDS THROUGH THE SAME EXACT GLASS HOUSE SITUATION. YOU KNOW, MY SON ASKED ME ONE TIME AFTER HE GOT IN A BIT OF TROUBLE, HOW DID YOU KNOW, HOW DID YOU FIND OUT? I SAID, PLEASE, STEVE WORKS FOR ME. HOW DO YOU EXPECT ME TO FIND THAT? YOU KNOW, SO, I MEAN, BUT WE LIVE IN THAT GLASS HOUSE, DON'T WE AND EVERYTHING. AND EVERY PLACE WE ARE, WE CAN'T JUST, WE CAN'T BE DIFFERENT. WE GOTTA BE CONSISTENT. NO, I THINK YOU SAID CONSISTENCY CONSISTENT. AND WHEN WE'RE TALKING ABOUT COMMUNICATION, STILL AUTHENTIC, BUT CONSISTENT FOR YOURSELF, BUT THERE SHOULD BE. YES, ABSOLUTELY, ABSOLUTELY. A REFLECTION OF EACH OTHER, A REFLECTION OF EACH OTHER AND STAFF AND LEANDER BECAUSE YOU, YOU CAN BE AT A TMS OR YOU CAN BE WHEREVER. I THINK IT'S IMPORTANT TO REMEMBER TOO, THAT STAFF CAN'T RESPOND TO THINGS. AND SO, UM, YOU KNOW, A LOT OF TIMES, IF I'M SAYING SOMETHING, I TRY AND THINK TO MYSELF, LIKE, IS THIS GOING TO MAKE MY HEAD EXPLODE? UM, THIS, OUR FORMER CIO, UM, AND I'LL RUN THINGS PAST HIM, YOU KNOW, I'M GOING TO DO AN INTERVIEW. THIS IS THE MESSAGING, THAT KIND OF THING. BECAUSE, UM, I KNOW THAT I'M REPRESENTING ALL OF OUR STAFF. AND IF I SAY SOMETHING THAT MAKES ANY DEPARTMENT LOOK BAD, THERE'S NOTHING THEY CAN DO TO COUNTER THAT. AND IT'S DEMORALIZING. RIGHT. EXACTLY. SO JUST TRY TO BE SUPPORTIVE OF THEM IN OUR CORE COMMUNICATIONS. YEAH. YEAH. SO ANYTHING ELSE REGARDING EXPECTATIONS OF EACH OTHER EXPECTATIONS OF COUNCIL FIND THE COMMON GROUND RECOGNIZE THAT EVERYTHING IS RELATED TO CUSTOMER SERVICE BASED SOLUTIONS ORIENTED. UM, CAN YOU RESPECTFUL? WE DON'T HAVE TO AGREE, RIGHT. BUT WE'RE HERE FOR THE BEST INTEREST OF THE CITY AND WE SHOULD RESPECT EACH OTHER. YES. IT'S FUNNY HOW MANY TIMES THAT COMES UP ON THE MINUTES. DIDN'T IT? ANYTHING ELSE ON EXPECTATIONS OF COUNSELING? SO, UH, WE'VE TALKED ABOUT ALL OF THESE ON THE SLIDE YOUR, YOUR, YOUR DIRECT USE OF HAVE TO BE GIVEN CORPORATELY. THEY GO THROUGH TO THE STAFF FROM THE CITY MANAGER, INFORMAL DIRECTORS FROM INDIVIDUAL MEMBERS OF OUR, UH, COMMUNITY, UH, CAN BE HARMFUL. AND, UH, AND, AND I'M TALKING ABOUT THE DIRECTIVES. I'M NOT TALKING ABOUT COMMUNICATION, [02:25:01] AND THAT'S WHAT, THOSE ARE TWO DIFFERENT THINGS. UH, COMMUNICATIONS WITH DEPARTMENT, DEPARTMENT HEADS, WITHOUT KNOWLEDGE AND CONSENT. WE'VE TALKED ABOUT THIS. SO INDIVIDUAL ACTIONS CAN BE DESTRUCTIVE AND COUNTERPRODUCTIVE. WE HAVE TO WORK AS A TEAM TO DO THAT WHEN WE TALK ABOUT THOSE THINGS. AND THEN, AND THEN, UH, WE'RE TALKING ABOUT THE EXPECTATIONS EACH OTHER, AND THEN THE ROLE OF THE STAFF IS DEFINED. IT'S CARRIED OUT BY THAT VISION. SO THE QUESTION IS, WHAT, WHAT DO WE EXPECT OF OUR STAFF? UH, HOW HAS YOUR STAFF FUNCTION AND, AND, UM, AND WHAT ARE OUR EXPECTATIONS OF THEM. AND THAT INCLUDES THE CITY MANAGER, BUT EACH ONE'S EVERYBODY. SO WHAT ARE, SO MY EXPECTATION IS, AND I'VE SHARED THIS IN SOME OF OUR PACKET MEETINGS WITH, WITH WHOEVER WAS ON THE CALL. I DON'T REMEMBER, BUT I THINK THAT WHETHER IT'S A COMPANY OR CITY IT'S STAFF, AND I THINK EVERYONE SHOULD TREAT WHAT THEY DO, LIKE IT'S THEIR COMPANY, LIKE YOU'RE REPRESENTING YOURSELF, AND THIS IS YOUR COMPANY. AND IT COMES BACK TO THE CUSTOMER SERVICE ASPECT OF IT. BUT, UM, YOU KNOW, SOMETIMES STAFF DOESN'T HAVE AN OPINION OR THEY WON'T SHARE DEPENDENTS. AND I THINK THEIR OPINION IS, IS SO VALUABLE BECAUSE IT'S THEIR JOB. AND I DON'T EVER WANT STAFF TO BE AFRAID TO EXPRESS AN OPINION BECAUSE OUR DECISIONS MAY BE BASED ON THAT. WHAT WOULD YOU DO? THIS IS YOUR COMPANY. WHAT WOULD YOU DO IN THIS SITUATION? IT DOESN'T MEAN I'M GOING TO AGREE, BUT I WANT TO KNOW WHAT THEY THINK THEY SHOULD HAVE AN OPINION ABOUT IT AND NOT BE AFRAID TO EXPRESS IT. YEAH. NOW WHAT WOULD YOU DO AND WHY? SO YOU SAID, WHAT WOULD YOU DO THAT'S DIFFERENT THAN WHAT YOU THINK? WHAT WOULD YOU DO, BUT WHAT DO YOU THINK? SO WHAT WOULD YOU DO? WHY, AND AGAIN, I DON'T, I DON'T HAVE TO AGREE, BUT IF THIS WAS THEIR BUSINESS AND THEY DIDN'T HAVE TO MAKE THIS DECISION, WHAT WOULD THEY DO? AND BASED ON WHAT THEY KNOW, THAT'S THE ONLY WAY YOU CAN MAKE A DECISION IS BASED ON WHAT YOU KNOW, NOT WHAT YOU FEEL. EXCELLENT. EXCELLENT POINT. SO THE, SO THE, WHAT YOU, WHAT WOULD YOU DO IS OFTEN COMES OUT IN THE FORM OF A RECOMMENDATION THAT YES. SO THAT'S THE RECOMMENDATION THAT WE'RE MAKING BASED ON OUR PROFESSIONAL JUDGMENT, OUR INFORMATION, THE INFORMATION WE HAVE, AND HERE'S WHY BASED ON THE INFORMATION WE HAVE, HERE'S THE DEBT BEHIND IT. HERE'S, HERE'S THE UNDERSTANDINGS THAT WE HAVE. HERE'S, HERE'S WHAT YOU, HERE'S WHAT WE RECOMMEND. HERE'S OUR PLAN. AND IT'S YOUR JOB TO ANALYZE THAT IN IT, AND THEN ASK QUESTIONS ABOUT IT AND TO, AND TO CRITIQUE IT IN THE WAY THAT YOU JUST SAID, WHAT, UH, HERE'S, HOW WE'RE GONNA FUNCTION. I THINK WITH THAT, I DON'T KNOW, THIS MAY NOT BE THE TIME, BUT I THINK IT'S A VERY IMPORTANT COMPONENT OF THIS IS, UM, IF STAFF HAS, OR IN THE PAST, GIVEN THEIR OPINION, AND MAYBE THERE WASN'T GOOD, MAYBE DIDN'T GO WELL. UM, OR MAYBE THERE'S A TENDENCY TO DO THAT. AND SO WE WOULD JUST SAY GUN SHY OR SOMETHING LIKE WHATEVER TERM YOU WANT TO USE THERE, BUT WHY THEY WOULDN'T MOVE. LIKE, UM, WHAT, UH, WHAT FEAR, OR WHAT RESERVATIONS DO YOU HAVE AND GIVING THOSE THINGS? UM, I WOULD WANT TO HAVE AN OPEN DISCUSSION TO MAKE SURE IF THAT WAS SOMETHING THAT HAPPENED IN THE PAST, THAT WE CAN CLEAR THAT UP. I JUST THINK THAT, I DO THINK THAT THERE'S, THERE COULD BE AN ISSUE WITH THAT, UM, RIGHT NOW. AND I THINK WE WOULD, WE WOULD, WE WOULD ABSOLUTELY BENEFIT AS A COUNCIL, ESPECIALLY A COUNCIL THAT DOESN'T HAVE 50, 15, 30, 40 YEARS OF EXPERIENCE IN THIS ARENA WITH PEOPLE THAT DO THIS PROFESSIONALLY. WE WANT TO HAVE AN OPEN DIALOGUE AND WANT TO MAKE SURE THAT THAT IS THE TONE AND THE ENVIRONMENT THAT WE'RE IN, NOT IN A, YOU TELL US TO DO IT, WE'RE GOING TO DO IT, OR WE'RE JUST LOOKING FOR FEEDBACK HERE. SO WHAT I HAVE THE WAY I'VE HAD TO DO THAT IS ASK A VERY SPECIFIC QUESTION SOMETIMES TO, TO GET THERE. UM, BUT WE WOULD WANT, WE WOULD WANT, I WOULD WANT, I'M JUST GONNA, I'VE JUST KNOWN ROBIN FOR SOCIETY TO PICK ON ROBIN, BUT I'VE KNOWN ROBIN FOR A LONG TIME. SO LIKE, I VALUE HER OPINION. I VALUED HER OPINION BEFORE I EVER THOUGHT ABOUT RUNNING FOR COUNCIL. AND I EVEN DID IT WHEN I WAS LOOKING FOR MY PERSONAL RESIDENCE BEFORE. CAUSE SHE KNEW STUFF I DIDN'T KNOW. AND I WANTED TO KNOW. SO I JUST, UH, I WOULD WANT TO KNOW WHAT, UM, HOW WE COULD KEEP THE, UM, THAT A SAFE PLACE TO HAVE AN OPEN DIALOGUE. YEAH. AND TO THAT END, THAT ROLLS BACK TO US. RIGHT. I MEAN, WE'D HAVE TO ASK THE QUESTIONS THAT WE WANT ANSWERED, BUT I THINK IT'S, IT'S THE CITY MANAGER'S ROLE TO BE ABLE TO CREATE THAT ENVIRONMENT AND DIRECT THAT THROUGH HIS EXECUTIVE DIRECTORS AND HAVE IT FLOW TO THE STAFF BECAUSE I AGREE WITH YOU AND IT'S [02:30:01] ABOUT, UM, AND I THINK I'VE SAID THIS A HUNDRED TIMES ALREADY THIS MORNING, BUT IT'S ABOUT FINDING THE SOLUTIONS AND IT'S ABOUT FIGURING OUT WHAT WHAT'S ACTUALLY THE QUESTION AND WHERE DO WE GET TO IT AND MAKING SURE THAT THE, THE THOUGHTS ARE HEARD AND IF CHANGES NEED TO BE MADE THAT THEY CAN BE MADE, BUT THEN THERE'S THAT ENVIRONMENT IN THE STAFF TO BE ABLE TO DO THAT. SURE. AND IT'S USUALLY HAPPENS, RIGHT? IT'S USUALLY HAPPENED ON LIKE A BRIEFING CALL OR, UH, WITH PERMISSION, BUT IN THE CITY MANAGER TO HAVE A ONE-ON-ONE CONVERSATION, UM, IF WE'RE, IF WE'RE FOLLOWING OUR CHAIN OF COMMAND AND, AND IN COMMUNICATING PROPERLY, BUT IN THOSE TYPES OF ENVIRONMENTS OR I, I CAN ONLY IMAGINE THE STAFF, THE LAST PLACE YOU WANT TO DO THAT IS WHEN WE'RE ON THE DIASEND YOU'RE AT THE PODIUM. RIGHT. THAT'S PROBABLY, SO I THINK SOME OF THOSE DISCUSSIONS TO BE PROACTIVE ABOUT THEM BEFORE WE'RE PUTTING ANYBODY IN THAT POSITION WOULD BE GREAT UNLESS IT'S NECESSARY, YOU KNOW, UNLESS IT'S NECESSARY FOR US ALL, YOU KNOW, IN A SITUATION. SO YES, SOMETIMES, SOMETIMES IT'S THE STAFF PUTS AN ITEM ON THE, PARTICULARLY ON A WORK SESSION AGENDA THAT THEY'RE NOT, THEY'RE NOT SURE WHERE TO GO. THEY NEED SOME DIRECTION ON WHAT THE NEXT STEPS ARE. UM, I HAD HAD A MAYOR AT ONE POINT IN TIME WHO WAS, WHO ASKED ME AS A, AS A PART OF MY DIRECTIVE TO ALWAYS REPEAT WHAT I THOUGHT THE DECISION OR THE DIRECTIVE FROM COUNCIL WAS AT THE END OF THAT DISCUSSION. SOMETIMES IT WAS DIFFERENT. I WOULD SAY, HERE'S WHERE, HERE'S WHERE I THINK IT'S GOING AND I'D LIST. AND THEY'D SAY, NO, LET'S, DON'T DO THAT. LET'S DO THIS. AND THAT WAS VERY HELPFUL. AND, AND, AND IT ALSO FOCUSED THE STAFF ON GOING IN THE DIRECTION THAT YOU ALL WANTED THEM TO GO IN. AND FROM THERE, THEN THEY BEGAN TO BUILD RECOMMENDATIONS IN DETAIL. AND THEN FROM THERE WE WOULD COME BACK WITH HERE'S WHERE WE THINK THE SOLUTION THAT THE RECOMMENDATIONS WERE ALMOST SEAMLESS. IT WAS, IT KIND OF, IT KIND OF FLOWED, BUT IF IT, BUT I DID HAVE, UH, WHAT I'D BEEN TO HAVE A DISTINGUISHED PERTAIN OPINION. WE'RE NOT GOING TO DISTINGUISH BETWEEN OPINIONS AND RECOMMENDATIONS EARLIER. AND I DID, I DID HAVE A COUNCIL THAT JUST WANTED ME TO GIVE THEM A SERIES OF RECOMMENDATIONS, GIVE ME THREE RECOMMENDATIONS. WE'LL PICK ONE. BUT THEN I HAD THEM, THEY KIND OF MORPHED INTO GIVE ME YOUR RECOMMENDATION, WHICH WAS MUCH EASIER AND SIMPLER, YOU KNOW, TO JUST SAY THIS, BUT, BUT, BUT LISTING THOSE ALTERNATIVES ARE GOOD. HERE'S WHY WE CAN GO INTO HERE'S THE PROS AND CONS, AT LEAST THE PROS AND CONS, RIGHT. KIND OF IN THAT VEIN, NOTICING IT COMING IN AND EVEN ALL THROUGH TIL TODAY, LET'S SAY ON THE STAFF CALL. SO WHEN WE HAVE OUR INTERNAL STAFF MEETINGS OR DEPARTMENTAL OR EXECUTIVE TEAM, WE WILL TALK THROUGH THINGS LIKE WE'RE BACK IN A COLLEGE STUDY SESSION ALMOST. WE WILL TALK THROUGH ALL THOSE MOVING PARTS AND THOSE PIECES ON A PARTICULAR PROJECT, FOR EXAMPLE, THAT, OKAY, AGAIN, COMPLEX ENGINEERING, PLANNING, FLOOD, PLAIN, EVERYTHING. WHEN WE GET ON THOSE CALLS. AND I DO THINK THAT'S ALSO WHERE THAT CULTURAL THING IS THERE AND WHERE THAT HISTORIC. OKAY. YOU GET AN EMAIL HERE TO CHECK IN OVER HERE. I DO THINK I'M JUST GOING TO BE HONEST. I THINK OUTSIDE OF THOSE, I GAVE THE SAFE SPACE. WHEN IT COMES, THERE IS KIND OF A GARDEN HESITANCY THAT IF I GIVE THE WRONG ANSWER AND IT'S A, LET'S SAY IT'S BIG DEVELOPER, THIS AND THE QUESTIONS COMING DOES THAT MEAN LATER THAT THIS DEPARTMENT OR THAT DEPARTMENT GETS INTERPRETED IS TOO RIGIDLY INTERPRETING THE CODE, WHICH NOW I HATE TO SAY THIS, YOU GET TO CERTAIN DISCIPLINES. THEY DON'T INTERPRET, THEY DON'T, THEY INTERPRET CODE, THEY INTERPRET MATH OR ENGINEERING. THEY DON'T INTERPRET EMOTIONS NECESSARILY. THAT'S KIND OF WHERE IT GETS OVER TO MY SIDE, MAYBE TO, OR TO SOMEONE WHO'S DIPLOMATIC. LIKE DANNY CAN TRANSLATE ENGINEERING TOO. AND I DO THINK THAT THAT VESTIGE IS STILL THERE. SO THERE'S NO DOUBT WHEN YOU GET INTO THOSE TYPE OF SETTINGS, BECAUSE THEY'RE, THEY'RE SAYING, OKAY, THAT'S MY BOSSES BOSSES. AND THEN YOU ALSO HAVE THE CONTEXT OF HISTORICAL THINGS WHERE THERE WAS ALSO DIRECT COMMUNICATION. AND SO THERE, IT'S ALMOST LIKE I KNOW WHAT THE REAL ANSWER IS BASED ON THE CODE AND MATH, BUT HOW I ANSWER IT IS CRITICAL. AND SO THAT'S, THAT IS A FACTOR. AND SOMETIMES THE ANSWER IS JUST, NO, YOU CAN'T DO IT, BUT IT'S ALL ABOUT HOW YOU DELIVER IT. RIGHT? YEAH. SO IT'S, IT'S DELIVER THE MESSAGE. SO THERE ARE MEASURED AS BASICALLY WHAT I'M SAYING. IT, IT BRINGS OUT THAT MEASURED, [02:35:01] UH, RESPONSE INSTEAD OF JUST, WELL IT'S NO, BECAUSE IT DOESN'T MAKE CODE BECAUSE THEY KNOW IF IT'S TAKEN THAT WAY, THEN IT'S POTENTIALLY SEEN AS NOT TAKING INTO ACCOUNT OTHER THINGS. THE REASON WHY THE CABINET CODE CORRECT. WRITTEN THIS WAY BECAUSE OF X, Y, Z. SO, BUT WE WOULD BE WILLING TO CONSIDER BLAH, BLAH, BLAH. OR IF YOU'D LIKE TO COME BACK. I MEAN, I THINK THERE'S A WAY TO WHICH THEY DO LOOK FOR A SOLUTION TO DO IT IN LIGHT OF A SOLUTION. WHAT'S THE QUESTION BEHIND THE QUESTION, RIGHT? I MEAN, IT WAS AN EXCHANGE THE OTHER DAY THAT WE GOT CARBONED ON, BUT IT WAS LIKE IN THE FIRST COUPLE OF EMAILS BACK FROM WHORE, IT WAS LIKE, IF I LIKE THE ACTUAL QUESTIONS NOT BEING ANSWERED, IT'S NOT THE DUMMY THING IN THESE EMAILS IS WRONG. IT'S JUST, IF WE WENT BACK SIX EMAILS AND JUST ANSWERED THE QUESTION BEHIND THE QUESTION, THEN NONE, WE PROBABLY WOULD HAVE NEVER SEEN THAT. IT WAS, AND THEN IT WASN'T CORRECT. LIKE HE KNEW WHAT THE QUESTION WAS IN THE FIRST EMAIL, BUT THAT, THAT IS SOMETHING, IT SAID, IT'S A TRAINING THING. RIGHT. AND IF THAT'S NOT HOW YOU'VE BEEN USED TO IT TO COMMUNICATING, AND IT'S JUST SOMETHING THAT YOU'VE GOT TO LEARN, AND THAT'S WHAT YOUR MANAGEMENT CHAIN TEACHES YOU, HOW TO DO IS TO BE ABLE TO CRAFT A BETTER WORD. AND IF YOU'RE A DIRECTOR, I EXPECT YOU TO BE ABLE TO DO THAT. OR YOU'RE AN EXECUTIVE DIRECTOR. YOU, YOU MAY BE USED TO, I WAS A DEVELOPER, SO I'M VERY BLACK AND WHITE. SO, BUT AT THAT LEVEL, MY EXPECTATIONS OF YOU AS A DIRECTOR IS THAT YOU'RE ABLE TO CRAFT THAT MESSAGE WHERE YOU ARE BEING RESPECTFUL. AND I'D LIKE TO ADD THAT TO THE LIST BECAUSE IT, I WAS GOING TO SAY TIMELY AND, AND POLITE CORRESPONDENCE. UM, AND THOSE ASSOCIATED BACK ON TIME, BUT ALSO RESPECTFUL BECAUSE STAFF GETS A LOT OF EMAILS FROM CITIZENS. LIKE WE DO THAT ARE JUST NEGATIVE OR UPSET. THEY'RE, THEY'RE UPSET ABOUT SOMETHING. RIGHT. BUT THE HOW BEHAVIORS, HOW DO THEY RESPOND TO THAT? THAT'S MY EXPECTATION. YEAH. YEAH. YES. MA'AM I HAD QUITE A FEW. UM, SO I ALSO HAD TIMELY AND THEN, UM, BE TRUSTWORTHY, CONSISTENT. WE TALKED ABOUT EARLIER, TAKE OWNERSHIP, NOT POINT FINGERS OR HAVE EXCUSES. AND I THINK TALKING ABOUT THE TIMELY RESPONSES, YOU KNOW, RETURNING THE PHONE CALLS OF STAKEHOLDERS IN A TIMELY MANNER. YEAH. SO I'VE GOT, DELIVER THE MESSAGE OR RETURN THE PHONE. YEAH. RETURN WITH RESPECT TO THE TIMELY AND POLITE MANNER. ABSOLUTELY. UM, TAKE OWNERSHIP IS, UH, IT IS IMPORTANT. YOU KNOW, IF WE MAKE A MISTAKE, WE NEED TO SAY SO, RIGHT. AND SAY, YOU KNOW, WE CAN DO, WE CAN DO THAT BETTER. AND WE WANT TO, IT'S ONE THING TO SAY, YOU KNOW WHAT? WE DID IT THIS WAY, BECAUSE THIS IS THE POLICY. AND ANOTHER WAY TO SAY, WELL, WE DID IT LIKE THIS BECAUSE THAT GUY MESSED UP, UP AND DOWN DIRT. WELL, WHEN I HEAR THAT GUY MESSED UP ON THEM DOWN, I THINK, WELL, WHY DIDN'T SOMEBODY TELL HIM THAT THERE WAS A MISTAKE AND HELP HIM THROUGH IT? YEAH. YEAH. SO, ABSOLUTELY. ABSOLUTELY. AND, AND WHAT WE'RE SAYING HERE IS, IS LOGICAL AND, AND, AND PRODUCTIVE. BUT IF THEY STEP OUT, COUNT STAFF STEPS OUT AND DOES THESE THINGS AND THEY ARE WRONG, WHAT'S, WHAT'S THEIR RISK. I THINK IT GOES BACK TO WHAT PEOPLE WERE SAYING. THEY DON'T WANT TO BRING ANOTHER RECOMMENDATION UP BECAUSE NOW THEY'VE BEEN NOT HEARD. SO, SORRY. YEAH. THERE SHOULDN'T BE FROM COUNCIL SHOULD NOT BE, SHOULD NOT BE CORRECT STAFF. WHETHER IT'S A DIRECTOR OR THE GUY THAT WORKS FOR PARKS AND REC HALLS AROUND THE GATOR, THEY SHOULD NOT FEAR A COUNCIL. WE SHOULD FEAR THEIR BOSS, BUT NOT THE COUNCIL, BECAUSE IF THEY FEAR COUNCIL, THEN THE CHAIN OF COMMAND HAS KIND OF BROKEN. AND SO IF THEY GO, FOR INSTANCE, THEY GO TO THE CITY MANAGER AND YOU GET FIRED. THEY'RE NOT THINKING, WELL, HE'S GOING TO BE FIRED MAGNIFIERS THAT ARE NOT GOING TO DO THE SEVENTIES THAT YOU'RE DRAWING AND YOU'RE NOT GIVING THEM THE PROBLEM. IT'S TOO GOOD TO DO THAT. THEY RUIN, I HAD THIS CONVERSATION WITH THE DEVELOPER. ABSOLUTELY. ABSOLUTELY. AND I AGREE THAT THEY SHOULDN'T FEAR COUNCIL, BUT I THINK THAT THEY DO RISK LOSING OUR TRUST. BECAUSE IF YOU DON'T TAKE OWNERSHIP OR YOU, YOU KNOW, JUST WHATEVER, ANYTHING THAT, THAT DIMINISHES HOW WE FEEL ABOUT YOU, WHAT HAPPENS WHEN THAT PERSON BRINGS A RECOMMENDATION IN FRONT OF US, WE MIGHT BE SECOND GUESSING THEM BECAUSE OF PAST EXPERIENCE. YEAH. AND SO HOW DID THEY IN LINE OF, OF [02:40:01] A STAFF THAT MIGHT BE, MIGHT HAVE MADE A MISTAKE IN THAT REGARD? HOW DID THEY CONVEY? HOW, HOW DID THEY KEEP YOUR TRUST IN, IN LIGHT OF THOSE SORTS OF THINGS? WHAT CAN THEY DO TO KEEP YOUR TRUST? EVEN WHEN THERE'S ERROR? I THINK IF IT'S JUST ERROR TIME HEALS THAT, OWNING IT, BEING TRUSTWORTHY AND TAKING OWNERSHIP. THAT'S ONE WAY. YES. WHAT ELSE CAN WE COMMUNICATING? ABSOLUTELY. OFTENTIMES I'LL ASK A QUESTION LIKE THAT AND THEY'LL SAY, WELL, WHAT DO YOU WANT ME TO SAY? WHAT DO YOU WANT MY ANSWER? I USUALLY DON'T HAVE ONE, BUT I DID HAVE ONE LEADER WHO I HEARD THAT A LOT. WHAT ARE YOU ON? YEAH. I'M I KNOW WHAT YOU WANT IF YOU WANT, BUT THAT'S PART OF THE, FROM A STAFF PERSPECTIVE, THAT'S PART OF STEPPING OUT SAYING, HERE'S WHAT WE THINK IS THE RIGHT THING TO DO. WHAT YOU DON'T WANT TO DO IS SOLVE THAT LIMB OFF BEHIND IT. WE'VE HAD THAT HAPPEN BEFORE WE'VE ALL HAD THAT HAPPEN. YOU'VE HAD IT HAPPEN AT SOME POINT IN YOUR LIFE AND IN YOUR ROLE AND IN YOUR WORK. SO STAFF CERTAINLY DOESN'T WANT TO SOLVE THAT OFF, BEHIND SILENT LIMB, OFF BEHIND YOU. WELL, THEY SCREWED THAT UP WHEN THEY MADE THAT POLICY. OR I GO AHEAD, CHRIS. AND LIKE, TO THE, TO WHAT THE MAYOR IS SAYING ABOUT, YOU KNOW, UM, COULD POTENTIALLY LOSE TRUST. IT'S NOT BECAUSE THERE WAS SOMETHING THAT WAS BROUGHT UP. IT MAY BE, UH, THE MANNER IN WHICH THAT THEY'VE CONDUCTED THEMSELVES. AND THIS IS ANYBODY, NOT JUST, NOT JUST STAFF, BUT THE MANNER IN WHICH THEY'VE CONDUCTED THEMSELVES OR, UM, BY NOT BEING CONSISTENT IN THEIR, IN THEIR, IN THEIR COMMUNICATION EFFORTS. SO, UM, IF, IF YOU'RE ASKING, HOW COULD THEY CAPTAIN, WE HAVE A SAFE ENVIRONMENT TO BE ABLE TO DO THOSE THINGS. IT'S, YOU KNOW, UM, BEING CONSISTENT IN YOUR ACTIONS AND, AND DOING SO IN A TIMELY MATTER, IN A, IN A RESPECTFUL MANNER, IF THOSE THINGS ARE ALL THERE, I DON'T KNOW WHAT ELSE WOULD LIKE. WE WOULD LOSE TRUST UNLESS THERE WAS, YOU KNOW, FIVE DECISIONS IN A ROW. AND IT JUST SEEMS LIKE THERE'S NOT A LOT OF WISDOM AND THAT'S A DIFFERENT THING. AND THAT'S THAT'S, BUT, BUT IF YOU'RE TALKING ABOUT LOSING TRUST BECAUSE OF SOMEBODY'S ACTIONS OR SOMETHING THEY'D DONE BEFORE, CAN I TRUST THIS PERSON? I THINK JUST BEING CONSISTENT IN THE COMMUNICATION, BEING TIMELY WITH IT AND IN A RESPECTFUL MANNER, THEN ALL OF THOSE, THEN IT SHOULD BE OPEN FOR THEM. JUST LIKE WHEN WE HAVE IDEAS TOO, THERE SHOULD BE NO DIFFERENCE. YEAH. YEAH. ANYTHING ELSE ON YOUR EXPECTATIONS OF THEM? SO HERE'S WHAT I WANT YOU TO THINK ABOUT. WHAT DO YOU THINK STAFF'S EXPECTATIONS ARE OF YOU STAY ON THE WAY I'VE GOT NOTHING MORE THAN PAPER, DO NOT MICROMANAGE, WHICH IS BASICALLY THE SAME THING AND DO OUR HOMEWORK. DO NOT PUT THEM ON THE SPOT FOR OUR ARGUMENTS. OH, INTERESTING. DO NOT PUT THEM ON THIS. DON'T DON'T TRY. DON'T TRY TO MAKE THEM PICK A SIZE POSITIONS. YEAH. CHRIS AND I ARE ON OPPOSITE SIDES OF THIS ROBIN. YOU TELL US WHO'S RIGHT. MY MOTHER, MY MOTHER IS DOING THAT RIGHT NOW. SHE'S 95. SHE'LL ASK MY DAUGHTER, MY SISTER, DO YOU AGREE WITH ME? YES OR NO. AND MOM, MY SISTER KNOWS. AND WHATEVER SHE SAID IS JUST AS GOING ALONG THE GATE, THE ARGUMENT, YOU KNOW, AND SHE'S BEGINNING TO KIND OF PIT BROTHER AGAINST SISTER. I GOT TWO BROTHERS, I GOT ONE BROTHER AND ONE SISTER. WE HAVE TO ACKNOWLEDGE THAT. AND IT'S BECAUSE OF HER AGE AND PLACE IN LIFE. AND, BUT, BUT WHEN SHE'S GIVEN MY SISTER HAIL, IT MAKES A DIFFERENCE AND THAT'S ON RECORD. AND WE HAVE THE THREE OF US HAVE HAD THAT EXACT CONVERSATION, UH, LAST WEEK ABOUT WHERE SHE IS IN HER LIFE AND HOW WE HAVE NOW BECOME THE PARENTS. YEAH. YEAH. WE ARE NOW BECOMING THE PARENT AND SHE DOESN'T HAVE THE EMOTIONAL MATURITY TO HAVE THAT CONVERSATION. YEAH. WORKSHOP WITH SOMEBODY HERE WILL FACILITATE THAT. I MEAN, JUST NOT PICKING A SIDE, BUT ONE OF THE, MY COMMENT WAS DON'T PUT THEM IN A BAD SPOT. AND SO PART OF THAT WOULD BE BY US. OH, JASON WANTS TO SAY THIS. UM, AND SPECIFICALLY, UM, BY SOMEONE WE JUST TALKED ABOUT WITH FOLLOWING THE CHAIN OF COMMAND FOR COMMUNICATION WITH US, IF WE DON'T APPROACH THEM IN A SITUATION AND PUT A STAFF MEMBER THAT WE'RE NOT SUPPOSED TO BE GOING DIRECTLY TO, IF WE DON'T PUT THEM IN THAT POSITION, I SURE WOULD APPRECIATE THAT IF I WAS THAT STAFF MEMBER. RIGHT. SO RESPECT FOR RESPECTING THE BOUNDARIES OF WE'RE LIKE DIVORCING [02:45:01] PARENTS SOMETIMES UP THERE. RIGHT. AND SO WE STARTED STEP ISN'T IT, YOU'RE NOT OUR CHILDREN, NO ONE EVER EVERYBODY, YOUR CHILDREN, BUT THEY GIVE YOU AN ANALOGY. THAT'S LIKE STASH IS CALLED BETWEEN COUNSEL, RIGHT? SO WE'RE SITTING CAMERA'S ARE ROLLING. YOU KNOW, IT MIGHT BE A HOT BUTTON ISSUE OR MIGHT NOT. I MEAN, IT MIGHT BE SOMETHING WE'RE PASSIONATE ABOUT. AND THEN WE STARTED GOING TO START ASKING THEM QUESTIONS, AND THEN IT JUST STARTED DELVING INTO THIS MASS CONFUSION IS STAFF. I MEAN, JUST TO LOOK AT THEIR FACES, LIKE, WHAT ARE THEY, WHAT ARE THESE IDIOTS TALKING ABOUT? RIGHT. SO, AND IT GOES BACK TO THAT POINT I MADE EARLIER, THAT'S NOT THE TIME TO START DOING HOMEWORK. RIGHT. THAT'S NOT THE TIME FOR YOUR RESEARCH. YEAH. DO YOUR HOMEWORK, DO YOUR HOMEWORK IN ADVANCE. I'D LIKE TO HEAR FROM STAFF. NO, IT'S NOT FAIR BECAUSE, BECAUSE, UH, BECAUSE I WANT YOU TO THINK ABOUT IT. I WANT YOU TO PUT YOURSELF, YOU ALREADY HAVE THE ANSWER I WANT, I WANT YOU TO PUT YOURSELF IN THEIR SHOES. RIGHT. AND I DON'T WANT THIS AS A STAFF EXPECTATION OR A COUNSELOR, BUT I THINK WHAT WE HAVE TO RECOGNIZE AS COUNCIL MEMBERS IS THAT WHEN WE DO GO HAVE, IF THERE IS A CONVERSATION WITH STAFF THAT THEY RECOGNIZE, OH, THIS PERSON'S ON CITY COUNCIL. AND EVEN THOUGH YOU MAY JUST BE ASKING AN OPINION OR GIVING YOUR THOUGHTS, IT MAY BE RECEIVED AS A DIRECTIVE, WHETHER INFORMAL OR NOT, WHICH MAY NOT BE A REFLECTION OF THE ENTIRE COUNCIL. AND SO THAT'S, I GUESS GOES BACK TO THE VERY BEGINNING OF, THAT'S WHY THE COMMUNICATION IS SO IMPORTANT TO GO THROUGH IN OUR CITY MANAGER CAN, UM, DISTRIBUTE THAT INFORMATION. IS HE, OR SHE C SPENT SO AS TO NOT CREATE, CAUSE I MIGHT GO, HEY ROBIN, WHAT ABOUT SUCH AND SUCH OR WEEK, YOU KNOW, WHEN I WAS ON P AND Z DID THIS AND WHY IS THIS? AND IF SHE TAKES THAT, AS BECKY WANTS TO DO SUCH AND SUCH, LET ME GO DIVE INTO THIS, BUT I'VE GOT 8,500 OTHER THINGS ON MY DESK THAT ARE WILLING ONE IMPORTANT. I MEAN, IT'S JUST, IT'S JUST A MATTER OF MAKING SURE IF, IF WE ARE WANTING SOMETHING TO HAPPEN, THAT WE'RE COMMUNICATING THAT AS A COUNCIL, TO OUR CITY MANAGER AND THEN OUR CITY MANAGER MOVES FORWARD WITH THAT. YEAH. AND THAT'S DIFFERENT FROM AN INQUIRY, ISN'T IT? SO, SO FROM A, FROM A STAFF PERSPECTIVE, THEY WOULD EXPECT YOU TO GIVE DIRECTLY THROUGH POLICY WITH ME. YEAH. FOOD POLICY AND SETTING EXPECTATIONS. SO YOU SET THESE EXPECTATIONS IN ADVANCE. THEY KNOW NOW IT'S, IT'S, IT'S, IT'S SAD THAT THAT'S WHAT, THAT'S WHAT YOU'RE SAYING. SO YOU'VE GIVEN THEM PERMISSION TO GIVE YOU RUN IT LIKE IT AS IF IT WERE YOUR COMPANY, GIVE YOU THE WHY'S AND THE WHEREFORES AND THE RECOMMENDATIONS, AND THEN, BUT YOU HAVE TO GIVE THEM THE RESPECT AND, AND NOT, AND MAKE SURE THAT THOSE DIRECTORS ARE THROUGH POLICY OR CORPORATELY IS, IS, IS PROBABLY THE BETTER WAY TO DO THAT INSTEAD OF INDIVIDUALLY, UM, BUILDING ON NOT PUTTING STAFF IN A BAD SPOT. UM, IT'S ALSO, YOU KNOW, LETTING THEM KNOW THINGS TO EXPECT. UM, I KNOW I'VE HAD CONVERSATIONS BEFORE WITH SOME STAFF WHERE, UM, YOU KNOW, WE'RE GETTING A WHOLE BUNCH OF EMAILS FROM RESIDENTS ABOUT SOMETHING THAT'S MISUNDERSTOOD AND I'LL SAY, YOU KNOW, ARE YOU OKAY IF I CALL YOU UP DURING THE MEETING TO SPEAK TO THIS ISSUE? UM, BECAUSE I KNOW THAT THAT CAN BE DIFFICULT, YOU KNOW, OR I'LL GIVE THEM A HEADS UP IF I'M VOTING AGAINST, UM, SOMETHING THAT THEY'RE RECOMMENDING BEFORE WE'RE ON THE DIOCESE. AND THAT WAY THEY KNOW, YOU KNOW, THEY CAN TRUST ME NOT TO, YOU KNOW, CALL THEM UP AND ASK LIKE A SUPER HARD QUESTION. THEY MIGHT NOT HAVE THE ANSWER FOR IF I HAVEN'T TALKED TO THEM FIRST. YEAH. GOTCHA. GANG. YEAH. LET THEM KNOW IN ADVANCE WHAT THE QUESTION IS. I WANT TO BE PREPARED YEAH. I DON'T WANT THEM SITTING ON EDGE IN THE MEETINGS, NOT KNOWING WHAT'S ABOUT TO HAPPEN FOR THEM. THREE WIRE KIND OF HAVE PRE-WIRED DISCUSSION EXPECTATIONS OF WHAT'S GOING TO HAPPEN. ALWAYS X ALWAYS APPRECIATED ANY COUNCIL MEMBERS SAYING, HEY, I GOT A QUESTION ABOUT THIS AGENDA ITEM AND DOING THAT IN ADVANCE RATHER THAN, YOU KNOW, WHATEVER. THEN, UH, SURPRISING ME AT THE, AT THE KNIVES, UH, ON THE, ON THE CONTRARY, ON THE, ON THE OTHER HAND, I ALWAYS, [02:50:01] I THINK THE COUNCIL ALWAYS APPRECIATED ME LETTING THEM, LETTING THE ENTIRE COUNCIL KNOW IF THAT ONE COUNCIL MEMBER ASKED ME A QUESTION, THAT'S GONNA RELATE TO THE POLICY DECISION THAT YOU'RE ABOUT TO MAKE, LET ME, LET ME GIVE THAT TO EVERYBODY AS QUICKLY AS I CAN SO THAT EVERYBODY, EVERYONE WILL KNOW. AND SOMETIMES, YOU KNOW, 20 MINUTES BEFORE THE MEETING, IT'S AWFUL HARD TO DO THAT. BUT I HAD A CPA COUNCIL MEMBER, ONE TIME THAT TALKED ABOUT FULL DISCLOSURE AND, UH, YOU KNOW, HE WANTED FULL DISCLOSURE. AND SO I WANTED TO MAKE SURE THAT I GAVE HIM FULL STOVER AND I WOULD, I WOULD PREFACE SOME STATEMENTS, YOU KNOW, IN, IN THE INTEREST OF FULL DISCLOSURE. HERE'S, HERE'S THE QUESTION I GOT. HERE'S THE ANSWER I GAVE IT TO THAT PERSON. AND THEN WHAT DID YOU HOPE TO SEE THAT? SO IT, IT TAKES TIME. IT TAKES ENERGY TO DO THAT. SO YOU CAN'T EXPECT THE CITY MANAGER TO DO DAY TO DAY STUFF WHEN HE'S DOING THAT KIND OF STUFF, BUT THAT'S THE KIND OF STUFF THE CITY MANAGER NEEDS TO BE DOING. SO THEN YOU HAVE TO GIVE THEM, WHAT DO YOU HAVE TO, WHAT DO YOU HAVE TO GIVE STAFF IN ORDER TO, UH, IN ORDER TO BE ABLE TO, IN ORDER FOR THEM TO BE ABLE TO DO THEIR WORK, WHAT WOULD BE CLARITY, DIRECTION, TOOLS, TOOLS, PEOPLE, SPACE, SPACE, KIND OF SPACE, PHYSICAL SPACE, OR JUST EMOTIONAL SPACE. YEAH, YEAH, YEAH, YEAH. GOOD POINT. I MEAN, IF YOU DON'T GIVE THEM THE TOOLS TO DO WHAT THEY, WHAT YOU EXPECT THEM TO DO, THERE'S NO WAY THEY'RE GOING TO GET IT DONE. YOU CREATED A PRISON. UH, AND I KNOW Y'ALL WRESTLE WITH THAT ALL THE TIME WHEN IT COMES BUDGET AND COMFORT LEVEL TOO. AND THAT'S JUST THE WORD I'M LOOKING FOR EMPATHY, LIKE A TEAM WORK ENVIRONMENT, RATHER THAN THE TWO SIDES ARE TWO DIFFERENT. YEAH. THESE ARE NOT OPPOSITE SIDES. ARE THEY RIGHT? WE'RE, WE'RE ALL, AS I SAID, AT THE VERY BEGINNING, IF YOU LIST, IF I ASKED THE COUNT OF THE STAFF TO LIST THOSE THINGS THAT ARE IMPORTANT TO THEM AS A STAFF MIRRORS, THEY'RE ALMOST IDENTICAL TO THE KINDS OF THINGS THAT ARE IMPORTANT TO YOU RUNNING FOR COUNCIL TO BE OF SERVICE IS THE BOTTOM LINE IS WHERE IT'S ALL ABOUT. AND I THINK TO RECOGNIZE THEIR HUMANITY, THEY'RE HUMAN. THEY'RE GOING TO MAKE MISTAKES. THEY'VE GOT THE SAME THOUSAND STRESSORS RUNNING THROUGH THEIR HEADS THAT WE DO IN THE FAMILY. AND, AND COVID NOW, AND, AND QUARANTINING BECAUSE THEIR KIDS HAVE TO STAY HOME OR WHATEVER, YOU KNOW, UM, AND THINGS WILL HAPPEN. YEAH. YEAH. THEY'VE GOT ALL THOSE STRESSORS AND THEY HAVE TO BE HERE AND SMILE AT US AND THAT'S RIGHT. AND THAT'S THE JOB. AND SO YOU SHOULD SMILE AT THEM TOO. LET'S ALL SMILE AT ONE ANOTHER. WHEN WE'RE HAVING THESE CONVERSATIONS, YOU WRITE IT UP THERE. WE DID IT ON ALL THE OTHER ONES. BE RESPECTFUL, BE RESPECT. I THOUGHT I PUT IT SOMEWHERE, BUT I'LL PUT IT ON THERE AGAIN. IT'S ON EVERY OTHER PAGE. THAT'S WHY I THINK IT'S IMPORTANT. WE WANT EVERYBODY TO BE RESPECTFUL AND WE SHOULD ALSO RESPECT. ABSOLUTELY, ABSOLUTELY. ABSOLUTELY. ANYTHING, ANYTHING MORE IN THIS REGARD, ANY MORE FONTS THAT YOU MIGHT HAVE RECOGNIZE THEIR TIME, RECOGNIZE THEIR TENANT. YEAH. AND NO, ON THURSDAY NIGHT, THEY'RE WAITING TO GO HOME. THEY'VE BEEN HERE. YEAH. YEAH. THEY'RE THERE. THEY'RE GRABBING IT RIGHT NOW. THEY'RE TAKING IT FROM, THIS IS MY BREAKDOWN. SO I KEPT LOOKING AT THE WATCH. I'M THINKING, WELL, WE'RE RUNNING ON SCHEDULE FOR RESPECTFUL. WELL, UM, SO THE NEXT, THE NEXT PHASE IN THIS PROCESS, WE'VE TALKED ABOUT LEADERSHIP, MEANINGFUL COMMUNICATION, UNDERSTANDING ROLES, AND EXPECTATIONS. IS THERE ANYTHING ON YOUR MIND IN THOSE THREE AREAS THAT YOU NEED CLARIFICATION ON THAT, THAT, THAT WAS A QUESTION THAT YOU JUST DIDN'T ASK QUIET. I'VE HAD TO CALL ON YOU ONCE OR TWICE OR READ IT IN THE HOT SEAT. IF SHE'S CLOSEST TO ME, [02:55:01] I GOT STORIES ABOUT THAT OLD TALE, BUT BEING AT THE FRONT OF THE BUILDING AT THE FRONT OF THE CLASSROOM, IT WASN'T A PLEASANT PLACE TO BE WITH THAT PARTICULAR COACH. I GOT, I GOT PUNISHED FOR EVERYTHING SOMEBODY ELSE DID BECAUSE I WAS ON THE FRONT ROW. SO, SO THIS, THIS FOURTH LEG OF THE TABLE IS VISIONING. AND WHY IS THAT IMPORTANT? WELL, IS THAT VISIONING AND STRATEGIC WORK IMPORTANT? KEEP YOU ON THE SAME PAGE. IN FACT, IT DEFINES THE PAGE, DOESN'T IT DEFINES WHAT THAT PAGE LOOKS LIKE. IT GIVES EVERYBODY A WAY TO GO. UH, BOTH COUNSEL AND, AND, AND STAFF HAS TALKED ABOUT, WE NEED TO UNDERSTAND WHAT THE VISION IS NOW. I'M GETTING THIS HEAD SHAKING FROM NICOLE OVER HERE. I'M ABOUT TO GET AN A, SO I'M GONNA, I'M GONNA PUT, I'M GONNA PUT MY FAMOUS TRIANGLE, UH, THAT WILL PROBABLY TRY TO BE ABLE TO READ. SO, SO HERE IS THE BASE OF THAT PYRAMID RATHER THAN A TRIANGLE. I CAN'T DRAW FOR A D HERE'S THE BASE OF THAT PYRAMID. WHAT'S THE BASE OF THE PYRAMID FOUNDATION TRUST. OKAY. LET'S TALK ABOUT IT. YES. YES WE ARE. WE ARE. AND I'M SORRY, BUT YOU'RE ABSOLUTELY RIGHT. IF WE WERE TALKING ABOUT THE FIVE KEY FOUR OR FIVE KEY LEADERSHIP THINGS, TRUST IS GOING TO SIT AT THE BOATS. THERE'S NO DOUBT ABOUT THAT, BUT LET'S, LET'S TALK ABOUT THE BUILDING BLOCKS OF A GOOD OF THE GOOD ORGANIZATION YOU WANT. YOU WANT TO BE ABLE TO DEFINE WHAT THAT VISION IS BECAUSE IT SETS THAT IT SITS AT BASE. THEN THE NEXT ONE OUGHT TO BE THE MISSION. THAT'S THAT'S. THIS IS WHAT WE WANT TO LOOK LIKE WHEN WE GROW UP, THIS IS HOW WE'RE GONNA FUNCTION. THIS IS HOW WE'RE GOING TO GET THERE. THAT'S OUR MISSION. AND I'M GOING TO GIVE YOU, I'M GOING TO GIVE YOU A REAL SIMPLE MISSION STATEMENT WHEN IT COMES RIGHT DOWN TO IT, BUT THERE ARE ELEMENTS TO THAT MISSION THAT THAT'S ALWAYS DIFFERENT VALUES. WHAT ARE YOUR VALUES? HOW, HOW DO YOU GO ABOUT, AND THAT'S WHAT WE'VE BEEN TALKING ABOUT WITH REGARD TO LEADERSHIP AND COMMUNICATION. THOSE ARE THE THINGS THAT WE'RE GOING TO LOOK BACK ON THE BANK IS APART OF OUR COMMUNITY. WHAT ARE THE VALUES OF OUR COMMUNITY? AND WE'RE GOING TO LOOK BACK ON TO, TO MEASURE AGAINST, AS WE MOVE FORWARD. UH, WE GET FROM THERE, UH, TO THE COMPREHENSIVE PLAN, YOU'VE GOT A FAIRLY NEW COMPREHENSIVE PLAN. IT'S GOT, IT HAS A VISION IN IT. THE UNIT IS ANYBODY SAYING IT LATELY? YOU HAVE, YEAH, YOU ALL HAVE. SO WE'RE GOING TO LOOK AT IT AGAIN. UH, BUT WE'RE GOING TO LOOK AT IT AFTER WE TALK ABOUT VISION ELEMENTS, BECAUSE I WANT MAKE SURE YOU'RE BUSY AND ELEMENTS ARE CONSISTENT WITH WHAT THE COUNTY COMP PLAN SAYS IS NOT. THEN WE, THEN WE'RE A LITTLE OUT OF SYNC. SO WE DO COMP PLAN. THEN WE DO A STRATEGIC PLAN AND I WANT TO CALL IT. I WANT TO SAY, I WANT TO PUT STRATEGIC FOCUS AREAS HERE. THOSE ARE THE KEY AREAS THAT YOU'RE GOING TO EMPHASIZE. AND THEN YOU DO A PLAN, A STRATEGIC PLAN BASED ON, BASED ON THESE FOCUS AREAS THAT IS CONSISTENT, THAT THEY'RE BUILDING THERE, WE'RE BUILDING TOWARD, THIS IS A LARGE TRIANGLE. IT ALWAYS ENDS UP THIS WAY, BUT AT THE TOP OF THE TRIANGLE, YOU DEAL WITH A BUDGET. SO IT LOOKS LIKE THAT'S A MAJOR PART, BUT IT'S REALLY NOT. IT REALLY SHOULD BE A MINOR PART OF WHAT YOU ALL DO. IF ALL OF THESE ARE SET IN PLACE, THE STAFF WILL KNOW WHAT YOUR PRIORITIES ARE AND, AND FORMULATE THAT BUDGET AROUND, AROUND THOSE PRIORITIES AND PLANS. THAT MAKE SENSE. AND SO WE'RE GOING TO GET TO THIS POINT TODAY AND THEN WE'LL GET, WE'LL GET TO THIS POINT, UH, AT THE NEXT TIME WE MEET AND THEN THEY STAFF WILL BE ABLE TO BUILD YOU THAT AND YOU MONITOR AND GAUGE AND PART OF THE REPORTING THAT COMES THROUGH HOW WHAT'S THAT ACCOUNTABILITY. WE'RE GOING TO TALK ABOUT, I'LL TALK WITH COUNSELING STAFF ABOUT HOW, HOW WOULD YOU SHOW WHAT WHAT'S THE ACCOUNTABILITY METHOD? WHAT ARE YOU GOING TO DO TO SHOW ACCOUNTABILITY ON THE ACCOMPLISHMENTS ON THE STRATEGIC PLAN? SOME OF THOSE THINGS MAY, YOU MAY, YOU MAY END UP SAYING, YOU KNOW, THAT WAS A GREAT GOAL, BUT WE CAN'T GET THERE. NOT YET ANY WAY, OR MAYBE NOT. WE'VE JUST GOT TO CHANGE YOUR MIND. SO I'VE BEEN IN BUDGET WORK SESSIONS ON A SINGLE BUDGET FOR 40 HOURS, 40 HOURS. AND IT GOT SO DIVIDED. [03:00:01] IT WAS SO DIVIDED THAT WE HAD TO HAVE A MOTION AND A SECOND ON EACH END, BEFORE THEY WOULD MOVE ON TO THE NEXT THAT WAS WORK. IT WAS HARD WORK. IT WAS BECAUSE WE WEREN'T THE COUNCIL, REALLY, EVEN THOUGH THEY SAID THEY WERE IN LINE, THEY REALLY WEREN'T. AND THIS BECAME THE PLANNING TOOL. THIS BECAME THE PLANNING TOOL, THIS, YOU KNOW, SO THE STAFF SUBMITS THEIR BUDGET AND THE COUNCIL SAYS, WELL, WAIT A MINUTE, W WE DIDN'T HAVE ANY OF THOSE PROJECTS IN MIND. HERE'S SOME PROJECTS I HAVE IN MIND AND THEN HAVE YOU REDO THE BUDGET AND IT, AND IT JUST STARTS OVER. AND, AND YOU GET INTO THAT IN THE CIRCLE. SO WHAT WE WANT TO HAVE, AND WE SAID IT IN ONE OF THE EARLY SLIDES IS PREDICTABILITY AND CONSISTENCY. SO THAT THIS GIVES US OUR FOUNDATION. THIS GIVES US OUR ROADMAP, THIS PLANNING AREA. AND THIS GIVES US OUR FUNDING PROP, THIS PRIORITIZES, THAT ROADMAP THROUGH OUR FUNDING SOURCES. IT MAKES SENSE. AND, UH, AND SO, UH, WE'RE GOING TO TALK ABOUT, WE'RE GOING TO TALK ABOUT THESE THINGS AFTER LUNCH. THAT'S A LOT TO TALK ABOUT, BUT, UH, I PROMISE TO GIVE RICK ABOUT 30 MINUTES. OKAY. UH, YEAH. AND IT'S, UH, IT'S 1155. SO LET'S BREAK LUNCH AND COSTER BACK TOGETHER. WHAT TIME SOUNDS GOOD. YEP. NOT JUST TODAY, BUT SHORTER. I WANT TO BRING US BACK TOGETHER TO DO THIS TWO OR THREE. DID YOU SAY TO SOME GOALS I'LL DO I'LL DO EIGHT. WELL, THAT'S A GOOD QUESTION. I SAID THAT DAVE HADN'T BEEN SET. SO WE NEED TO, MY, MY VIEW ON THAT IS WE NEED TO, CHRIS ASKED ME WHEN THAT WILL BE, MY ANSWER IS SOONER THAN LATER. ABSOLUTELY. BY TOMORROW. YEAH. YEAH. AND THIS IS TOO MUCH TO TRY AND DO TODAY. IT SOUNDS LIKE YOU'RE SPENDING THE NIGHT. WE USUALLY DO TWO DAYS. ANYWAY, WE HAVE THIS IT'S A SMALLER ONE. OKAY. ALL RIGHT. WE'RE IN RECESS AT 1156 BE BACK AT 1230. OKAY. THANKS. GREAT LUNCH FOR LUNCH BREAK. AND I APPRECIATE YOU APPRECIATE Y'ALL'S CONVERSATION. IT'S JUST GOOD VISIT TALK AND, UH, GET OUT FROM BEHIND THE DICE. SO, ONE DAY I HAD, I WENT BACK TO FRIENDS TO CELEBRATE THE RETIREMENT OF ANOTHER PERSON, AND I GOT UP BEHIND THE PODIUM AND I SAID, I HADN'T BEEN AWAY FROM THE CITY VERY LONG. AND I SAID, ALIVE IS GREAT BEHIND, UH, OUT FROM BEHIND THE DIVE. AND, UH, A LITTLE, A YOUNG REPORTER QUOTED ME AND SPELLED DYESS, D I C E YOU KNOW, BEHIND THE DICE. AND I THOUGHT, YOU KNOW, THERE'S PROBABLY A LOT OF TRUTH TO THAT IN TERMS OF WHAT WE DO AND STAND BEHIND THE DAY. YES. AND I'VE TRIED TO SAY, DADDY IS, UH, FROM THEN ON, INSTEAD OF THE EAST, TEXAS DIES, YOU KNOW, THAT'S. YEAH. SO WE SORT OF SET THE STAGE FOR THIS NEXT SERIES OF DISCUSSIONS. AND, AND SO WHAT WE, WHAT I WANT TO ACCOMPLISH, UH, THE REST OF THE DAY IS THIS, THIS TO THE EXTENT THAT WE CAN AND THIS, SO YOU HAVE A COMP PLAN. SO THERE'S NO NAME. WE CAME, WE CAN'T REDO THAT. WE HAVE WHAT WE HAVE, AND IT FITS, IT SHOULD FIT IN WITH, WITH EVERYTHING. BUT WE WANT TO START WITH VISION. UH, AND, AND, AND THIS, THIS IS AN IMPORTANT QUOTE, THINGS THAT MATTER MOST, SHOULD NEVER BE HELD, BE AT THE MERCY OF THINGS THAT MATTER LEAST. AND IT'S EASY FOR COUNCILMAN. IT'S EASY FOR STAFF TO DEAL WITH THE TO-DO LIST. YOU KNOW, THIS IS THINGS WE GOT TO GET DONE. WE GOT TO GET DONE. OR LET ME WORRY ABOUT THIS. LET ME WORRY ABOUT THAT. BUT THE HARD WORK IS SETTING THE VISION, SETTING THAT PATH, AND THEN MAKING SURE THAT WE'RE CONSISTENT WITH THAT PATH AND EVERYTHING THAT WE DO. AND SO THE QUESTION IS WHAT MATTERS MOST AND WHAT MATTERS MOST IN OUR COMMUNITY, UH, LEANDRA, WHAT DO WE WANT LOOK LIKE WHEN IT GROWS UP? [03:05:02] SO I THINK I ASKED YOU TO DO, OH, I, WASN'T GOING TO SHOW YOU THE KEY ELEMENTS, THE KEY ELEMENTS, THEN FROM YOUR PERSPECTIVE OF WHAT LEANDER IS GOING TO LOOK LIKE, WHAT ARE THE KEY ELEMENTS OF YOUR VISION? REMEMBER, THIS'LL BE A COMBINED VISION FOR YOU ALL TO TAKE A LOOK AT ONCE YOU GET, GET IT IN THE RIGHT SPOT. SO WHAT IS THAT? SO I'M NOT GOING TO TAKE THAT SO LITERAL AND IN THE VISION ITSELF, BECAUSE THAT'S VISUAL, BUT MORE OF HEALTH LEANDER FEELS TO ME, UM, A, A CITY THAT IS STILL HAS A SMALL TOWN FEEL TO IT WHERE YOU'RE ABOUT EACH OTHER, BUT LARGE ENOUGH THAT WE DON'T NEED TO GO TO AUSTIN. WE HAVE EVERYTHING WE NEED HERE. SO THE ONLY REASON TO GO TO AUSTIN OR ANY OTHER CITIES, BECAUSE YOU MIGHT CHOOSE TO NOT BECAUSE EVERYTHING IS TWO YEARS AND WE WANT TO STAY HERE BECAUSE WE LIKE IT. OKAY. I HAD WRITTEN THREE, I JUST HAD WRITTEN THREE WORDS DOWN BEFORE WE WENT TO THE BREAK AND IT WAS A SAFETY. AND YOU MIGHT WANT TO WRITE SOMETHING DIFFERENT, THIS BUT SAFETY, BUDGET, AND QUALITY OF LIFE. AND SO IT WAS, IT WAS GOING TO BE RESPONSE. WE WERE RESPONSIBLE FOR MAKING SURE THAT WE ARE, OUR CITIZENS ARE SAFE. I THINK WE'RE RESPONSIBLE TO MAKE SURE THAT OUR CITY IN THE FUTURE IS IN GOOD FINANCIAL STANDING AND GOING INTO WHAT YOU WERE JUST SAYING THERE TOO. WE DON'T HAVE TO GO ANYWHERE ELSE. GOOD QUALITY OF LIFE FOR BRENT. I GUESS WE CAN PUT FINANCIALLY SOUND AS A VISION. THAT'S MORE OF A MISSION, CHRIS, IN TERMS OF MY, WHAT I WAS THINKING. THAT'S WHY I FLIPPED IT OVER, UH, THE CITY THAT FINANCIAL FINANCIALLY SOUND, HOW WE GET THERE. THAT'S HOW YOU'RE GOING TO GET THERE. YOU KNOW, MAKE SURE THAT ON YOUR WAY TO WHEREVER YOU'RE GOING, THAT YOU MAINTAIN FISCAL RESPONSIBILITY THAT YOU'RE FINANCIALLY, FINANCIALLY SAYING. THAT MAKES SENSE. YEP. SO I'M GOING TO SKIP BACK AND FORTH. SO HERE'S SOMETHING I THINK IS COMMISSION. THAT IS, HOW DID WE GET THERE VERSUS VISION? I'LL TRY TO FLIP BACK AND FORTH. AND I'VE GIVEN MYSELF AN EXTRA PAGE THINKING YOU'VE DONE THIS STRATEGIC. I HAVE THREE, I HAVE THREE. SO FAMILY FRIENDLY. FAMILY-FRIENDLY, THAT'S THE SMALL TOWN FEEL SURE. SO FAMILY FRIENDLY OR FAMILY ORIENTED HIM EITHER WAY. WE HAVE A LOT OF KIDS HERE, UM, AND CHARMING BECAUSE IT SHOULDN'T JUST BE A COOKIE CUTTER SUBURB. RIGHT. WE SHOULD HAVE SOMETHING THAT MAKES PEOPLE WANT TO BE HERE. SO CHARM, AND THEN, UM, A PLACE WHERE PEOPLE FEEL CONNECTED AND LIKE THEY BELONG. SO THEY'RE INVESTED. YEAH. BUT NO, LIKE HOW MANY PLACES DO YOU LIVE IN YOUR LIFE, WHERE YOU'RE JUST THERE FOR A LITTLE BIT, AND YOU'RE NOT INVESTED, YOU KNOW? AND I DON'T WANT US TO BE THAT. I WANT US TO BE THE PLACE THAT WHEN YOU LIVE HERE, YOU'RE PROUD TO LIVE HERE. AND YOU'RE, UM, YOU'RE AN ADVOCATE FOR THE CITY AND YOU'VE GOT TO BE SPECIAL TO INSPIRE PEOPLE TO. YEAH. SO THEN THAT GOES TO THE CALL AND THEY BLOCKED THAT'S. YEAH. MORE SO THAN THE SMALL TOWN FIELD. AND MAYBE YOU COULD SAY SMALL TOWN FEEL FALLS UNDER QUALITY OF LIFE, ACTUALLY, IF YOU WANTED TO KIND OF START OUTLINING IT, BUT WE'LL TRY TO DO THAT. YEAH. BUT, UH, BUT YEAH. AND, AND WELL, WHEN THE TOWN IS RUNNING ABOUT A THOUSAND MILES AN HOUR, IT'S HARD TO MAINTAIN THAT SMALL TOWN FEEL, UNLESS YOU SAY, UNLESS YOU SAY, OKAY, HERE'S THE QUALITY OF THE TYPES OF COMMERCIAL DEVELOPMENT WE NEED. HERE'S, HERE'S WHAT WE ARE ALL ARE, IS WHAT'S COMING CONSISTENT WITH WHAT WE WANTED TO BE. I THINK THE COLLEGE I CAN HELP THEM. I LOOK AT EVERY NEIGHBORHOOD IS, THERE'S YOUR, THERE'S YOUR SMALL TOWN RIGHT THERE IN YOUR NEIGHBORHOOD, HELP GET CONNECTED TO ANOTHER NEIGHBORHOOD. AND ALL THE NEIGHBORHOODS ARE CONNECTED AS A CITY. THEN YOU STILL HAVE THAT SMALL TOWN FEEL IT'S WHATEVER YOU PUT INTO IT. SO [03:10:01] THAT'S WHERE I WAS. I WOULD LIKE TO SEE ENCOURAGEMENT. AND I DON'T KNOW HOW WE DO THAT, BUT THAT FEELING IS REALLY HARD, BUT THEN THAT'S NOT THE WORD. YEAH. SO IT'S ALMOST LIKE CONNECTIVE. YEAH. SO YEAH. SO FERTILIZING, IT IS KIND OF, THE MISSION IS HOW ARE WE GOING TO MAKE SURE WE GET THERE AND FERTILIZING. AND THEN ONE OF THE, ONE OF THE THINGS I DISLIKE ABOUT THE NEIGHBORHOODS IS THAT THEY ALL EVERYBODY'S IDENTITY IDENTITY GOES TO THE NEIGHBORHOOD. SO, UM, YOU KNOW, WHEN YOU'RE TALKING INSIDE OF LEANDRA, DID THEY SAY, I LIVE IN SUCH AND SUCH A NEIGHBORHOOD, SAME JOAQUIN, WHATEVER THE NAME OF THAT NEIGHBORHOOD MIGHT BE. AND HOW DO YOU, HOW DO YOU CONNECT NEIGHBORHOODS IS KIND OF, UH, BECOMES KIND OF A CHALLENGE AT THAT POINT. UH, AND I ALWAYS SAID, WELL, WAIT A MINUTE. I DON'T LIVE IN SOUTHERN METAL. I LIVE IN FRIENDSWOOD, YOU KNOW, UH, OR A GATED COMMUNITIES, EVEN MORE ISOLATED FROM A SOCIOLOGICAL PERSPECTIVE. I THINK THAT COMMUNITIES ARE IN THE STATE. THAT'S, THAT'S NEITHER HERE NOR THERE. THAT'S JUST MY PHILOSOPHY. IT JUST TALK TO PEOPLE IN THAT THEY FEEL SAFER, PROBABLY NOT SAFER, BUT THEY'RE ALSO ISOLATED, BUT I'VE HEARD A VIBRANT, WHAT DO WE MEAN BY VIBRANT, ALIVE, GROWING AND THRIVING. OKAY. I'D LIKE A CITY THAT WAS PURPOSEFUL ABOUT EMBRACING DIVERSITY AND A SENSE OF BELONGING. I WAS THINKING UNDER VIBRANT AND ACTUALLY DIVERSE PEOPLE AND DIVERSITY EVENTS. SO WHEN I, WHEN YOU, WE SAY EVERYTHING IS HERE THAT WE NEED, WHAT ARE WE, WHAT ARE WE THINKING ABOUT? LIKE YOU SAID THERE, BUT WHAT ARE WE THINKING ABOUT WHEN WE'RE SAYING EVERYTHING THAT WE NEED? JOBS, FOOD, ENTERTAINMENT, TIRED, TIRED OF HEARING ABOUT IT. YEAH. I'VE SEEN SO MANY VISION STATEMENTS, A GREAT PLACE TO LIVE, WORK, PLAY, OR EDUCATED. AND THAT'S WHY I'VE KIND OF QUIT WRITING VISION STATEMENTS. EVEN THOUGH I'VE GOT A SLIDE FOR THAT UP HERE, YOU KNOW, LET'S, LET'S DEFINE WHAT THAT MEANS BY THESE, THESE, THESE ARE VISION ELEMENTS, SO THAT'S KIND OF ABANDONED. WHAT ABOUT PUBLIC SAFETY? WHAT AUTOMATIC, AUTOMATIC, AUTOMATIC, 40 FIVES, AUTOMATIC 45. YOU CAN ACTUALLY PUT THE LASER. IT'S FUNNY. YOU SAID THAT THE WHOLE TIME. I'M LIKE, THAT'S THE TOP OF THE KEY FOR SAVING PEOPLE MONEY. IF YOU DON'T HAVE TO SAY ANY KIND OF LIKE SAFETY CULTIVATES, EVERYTHING, IT'S LIKE THE STARTING POINT. IS IT SAFE? AND, AND, AND OFTENTIMES THEY'LL LOOK, STATISTICALLY, THEY'LL LOOK AT THE EDUCATION SYSTEM IN THE SECOND COMMUNITY BEFORE. AND I THINK OUR POLICE DEPARTMENT DOES THE BEST JOB IN THE CITY AT HELPING PEOPLE FEEL CONNECTED. LIKE THEY BELONG. AND LIKE IT'S A SMALL TOWN BECAUSE THEY'RE SO ACCESSIBLE AND THEY DO SO MANY PUBLIC FACING EVENTS. SO, RIGHT. LIKE EVERYTHING IS PREDICATED ON PUBLIC SAFETY. IS THAT MISSION. THAT MISSION IS THE, THE PD ENGAGEMENT. WELL, AND WE SHOULD TRY TO BE MORE LIKE THEM AND LIKE THE GOLD STANDARD, [03:15:10] NOT JUST PD, BUT PDS. SO THAT'S A MISSION. THAT'S ENGAGE AND CONNECT. BUT AS FAR AS THE VISION IS, IT IS CONNECTED. THE COMMUNITY IS CONNECTED. AND I WAS GOING TO PUT THAT SOMEWHERE, SOMEBODY AND I, THEN I LAUNCHED OFF ON THE NEIGHBORHOOD RABBIT TRAILS THAT SMALL TOWN FEEL OR CROSS CONNECTED, CONNECTED. YEAH. THE NEIGHBORHOODS, SMALL TOWN, BUT CONNECTED TO OTHER NEIGHBORHOODS. VERY GOOD. YOU MIGHT WANT TO HAVE GOOD PUBLIC SCHOOLS. CAUSE THAT'S WHAT PEOPLE LOOK AT. WHETHER PEOPLE WANT HERE AND DISAGREE OR NOT, BUT AND A LOT OF TIMES THAT'S LEFT OFF OF A VISION. SIMPLY GOES, THE CITY DOESN'T HAVE ANY DIRECT RESPONSIBILITY, BUT IT, EVERYBODY, EVERYTHING REVOLVES AROUND A GOOD PUBLIC SCHOOL. AND SO SOMETIMES I'VE BEEN IN CITIES WHERE THEY'VE COUNSELED IS RECOGNIZED THAT THE SCHOOL DISTRICT'S NOT UP TO PAR AND THE CITY IS SUFFERING BECAUSE OF THAT. AND SO THEY STRUCK OUT WITH SOME SPECIFIC STRATEGIES ON NOT CONTROLLING, BUT AT LEAST TRYING TO INFLUENCE THAT IN SOME WAY, ASSISTING IN SOME WAY, WORKING WITH THE SCHOOL IN A COMPETITIVE REAL ESTATE MARKET, YOU TYPICALLY WILL HAVE PEOPLE BUYING IN ONE AREA VERSUS ANOTHER ONE BECAUSE OF THE SCHOOL ZONING. YEAH. WITHIN THE SCHOOL DISTRICT, RIGHT? YEAH. YEAH. YEAH. WE COULD EXPAND THAT TO JUST BE SCHOOLS IN GENERAL. THERE'S SO MANY OPTIONS. THERE'S A SCHOOL CONTROL ANYWAY, BUT YOU JUST WANT OPTIONS. ABSOLUTELY. AND THERE ARE ALL KINDS OF SCHOOL OPPORTUNITIES. SO YOU WANT ALL OF THOSE TO THE EXCELLENT. NO, I DIDN'T SAY, OH, SORRY, GO AHEAD. NO, GO AHEAD. ROBUST ECONOMIC DRIVEN. AH, SO YOU WANT A ROBUST ECONOMY. THAT'S PART OF THAT. EVERYTHING IS HERE THAT WE NEED. SO LET'S, LET'S SAY A ROBUST ECONOMY. THAT'S LIKE THE BIG ONE AND EVERYTHING ELSE UNDER THAT. AND THEN UNDER THAT IS EVERYTHING IS HERE THAT WE NEED JOBS, FOOD, ENTERTAINMENT, A ROBUST ECONOMY. UM, THAT PROBABLY SO THAT TURNS YEAH, BECAUSE THE ECONOMY CREATES THE YUP. WELL, IT CREATES A NEED FOR SOME OF THESE THINGS, BUT IT ALSO IS THE ENGINE THAT PROVIDES THE REVENUES TO DO THAT SORT OF THING. A STRONG ECONOMY, FRIENDLY, FRIENDLY. YEAH. SO THAT SORT OF, YEAH, THERE WAS A FAMILY FRIENDLY FAMILY, FRIENDLY FAMILY FRIENDLY LIKE, LIKE HAVING ACTIVITIES FOR KIDS, BUT I MEAN LIKE FRIENDLY, FRIENDLY, AND I THINK THAT'S IMPORTANT FOR WHAT WE, WHEN WE GO ON TO MISSION AND LIKE BUILDING FROM THIS, I THINK FRIENDLY SHOULD BE A FOUNDATION THAT GUIDES US REALLY THE SAME. I DON'T THINK SO. NEIGHBORLY IS THE PEOPLE TAKING CARE OF THE PEOPLE AROUND YOU, BUT FRIENDLY PEOPLE ACROSS TO SAY WELCOME TO THAT'S GOOD. NEWCOMER. YEAH. AND THERE ARE NATURAL GAPS IN MANY CITIZENS, NATURAL DIVIDES AND MANY SAY OUR CITY WAS CLEAR CREEK, WHICH WAS THE COUNTY LINE BETWEEN GALVESTON AND HARRIS COUNTY. WE HAD PEOPLE ON BOTH SIDES OF THAT CREEK AND THEY WERE DIVIDED. IT WAS THE OTHER SIDE OF THE CREEK, NOT THE OTHER SIDE OF THE OTHER HOUR. YEAH. BUT THERE ARE THOSE RAILROAD TRACKS, WHATEVER THE CASE MAY BE. UM, AND YOU'VE GOT BOTH PERCEIVED OR REAL. YEAH. I THINK THERE NEEDS TO BE HOUSING FOR ALL. AND THE REASON I'M SAYING THAT IS BECAUSE YOU CAN HAVE A ROBUST ECONOMY ALL DAY AND YOU COULD HAVE JOBS HERE. WE'RE GOOD. IF YOU START A CHICK-FILET, YOU'RE GOING TO NEED WORKERS. IF THEY CAN'T AFFORD TO LIVE HERE, THEN YOU HAVE NO WORKERS. SO IT GOES TO JOBS AND HOUSING, DIVERSE HOUSING OPPORTUNITIES. [03:20:01] AND PEOPLE CAN'T FIND JOBS HERE BECAUSE THEY CAN'T AFFORD TO LIVE HERE. DIVERSITY, DIVERSITY OF, OF PURPOSE, DIVERSITY OF BELONGING, DIVERSITY OF PEOPLE AND ADVANCED DIVERSITY OF HOUSING. SO THAT, THAT TAKES A DELIBERATE DECISION TO SAY YES TO ENTRY LEVEL HOUSING, FOR EXAMPLE, UH, AND OTHER KINDS OF THINGS THAT A LOT OF COMMUNITIES REJECT, OH, WE DON'T WANT SMALL LOANS. WE WANT LARGE LOT SUBDIVISIONS. WELL, WHEN YOU SAY LARGE LOT, I MEAN, THAT MEANS A LOT TO A LOT OF PEOPLE IN MY TOWN AND 90 FOOT LONG. I DON'T KNOW WHAT A LARGE LOT IS HERE, BUT THE MARKET'S CALLING FOR WHAT FIFTIES AND FORTIES, SOMETIMES FORTIES AND FIFTIES IS WHERE IT'S HEADED. AND THAT DOESN'T NECESSARILY PROVIDE FOR AN ENTRY LEVEL HOME EITHER. YOU'RE GOING TO HAVE A, YOU KNOW, HALF A MILLION DOLLAR HOME ON NOW. IT DOESN'T REALLY MATTER WHAT IT LOOKS LIKE. UNFORTUNATELY, BECAUSE 300 THE, OF WHITE LINEN 300 BECOME THE MIDDLE, RIGHT. WHAT YOU HAVE WITH, WITH THE DIVERSE HOUSING. IT'S GREAT, GREAT ON PAPER. BUT WHEN YOU TRY TO IMPLEMENT IT, EVERYBODY'S LIKE THIS SIDE SCREEN WITH THAT SIDE SCRAPING AND THE LAND PRICES DON'T THEY ARE DRIVING. YEAH. SO YOU END UP WITH MORE DENSITY, BUT MORE DENSE, YOU KNOW, IN ORDER TO BE ABLE TO DO THAT. BUT MORE DENSITY MAY WORK AGAINST, UH, SOME OF THESE OTHER THINGS. SO YOU'VE GOT A BALANCED, YOU GOTTA BE LASER FOCUSED ABOUT THE FUTURE BECAUSE WE JUST KEEP BAGGING THE HOUSES. RIGHT. YOU PACK THEM IN AND YOU GO K 300 THAT'S ENTRY LEVEL, WHICH WE ALL KNOW THAT'S NOT NATURAL. IT BUILD OUT. WELL, THEN WHEN IT COMES WITH TRANSIENT TOWELS, IT STARTS BREAKING DOWN. WELL, YEAH, YOU'RE GOING TO HAVE A HORRIBLE HOUSING. NOBODY'S GOING TO STAY HERE. RIGHT. SO YOU HAVE TO BE THAT SOMEBODY FIGURED THAT ONE OUT, BUT I MEAN, CAUSE THAT'S WHAT I HEAR. WE WANT, WE WANT AFFORDABLE HOUSING, AFFORDABLE HOUSING. SO YOU GO TO THE LAND OWNERS AND GET HIGH. WELL, YOU GOT TO CHOP YOUR PRICES DOWN FROM THINKING OF $18, A SQUARE FOOT TO $3 WORTH. YOU'RE NOT GOING TO DO IT. WE'RE NOT GOING TO DO IT. YEAH. SO YOU GOTTA FIGURE OUT WHAT W WHAT PRODUCT CAN MAKE THAT MARKET. AND IT'S HARD. IT'S HARD TO DO WELL. AND I'M GOING TO GO BEYOND THAT AND ANY COMMUNITY RIGHT NOW WITH, WITH THE PRICE OF HOUSING, GENTLEMEN, IT'S JUST HARD TO DO, BUT IF YOU DON'T SAY IT, YOU'RE NOT EVER GOING TO GET ATTENTION TO LARGE EMPLOYERS, RIGHT. THEY HAD, THEIR CEO MIGHT WANT TO LIVE HERE, BUT THEY'RE ALSO FOR FRONTLINE WORKER MAY WANT TO LIVE HERE. SO THEY'RE NOT GOING TO LOOK AT WHEN HE UNDER, THEY'RE NOT GOING TO COME HERE BECAUSE THEY DON'T HAVE THEIR, THEY WANT THE QUALITY OF LIFE FOR THEIR EMPLOYEES. IF THEY'RE A GOOD CEO AND THE QUALITY OF LIFE IS TOO, I DON'T WANT TO TRAVEL MORE THAN 30 MINUTES TO GET TO WORK. SO I DON'T THINK IT'S OUR JOB TO TELL THESE DEVELOPERS. YEAH, WE'LL HAVE TO DO IT. BUT AS A VISION FOR OUR CITY, HOW DO WE MAKE SURE EVERYONE CAN STAY HERE AND PLAY? AND, AND YOU DON'T SUMMARILY TURN IT DOWN WHEN IT SHOWS UP, YOU KNOW, YOU TRY TO FIGURE OUT, I MEAN, BECAUSE IT MIGHT SHOW UP, SOMEBODY MIGHT COME IN WITH A PRODUCT THAT MIGHT MEET THAT, BUT IT WILL, IT DOESN'T QUITE FIT. UH, BUT HOW DO YOU MAKE IT FIT? STAFF CAN HELP MAKE THAT FIT. IF, IF THEY, IF THEY BELIEVE THAT YOU WANT A DIVERSITY OF HOUSING, UH, IT'S, IT'S A LITTLE HARDER IN TODAY'S ENVIRONMENT. NO DOUBT, REALLY HARD BECAUSE OF IT, YOU THINK ABOUT, LET'S SAY THERE WAS A PROJECT THAT FIT EXACTLY THAT NEED, AND THEN YOU APPROVE ONE OF THOSE THINGS AND EVERYBODY ELSE SEES IT. AND THEN NOW THE NEXT 10 SUBMITTALS ARE ALL FOR THE SAME THING. THAT'S THE IT'S. SO HOW DO YOU BALANCE IT? THAT'S I THINK WE'RE REALLY WE'RE WE'RE LEGITIMATELY HAVING, YEAH. THAT'S, THAT'S WHAT, THAT'S OUR AGREEMENT NOW IS JUST STICK TO THE COMP PLAN. THIS COMP PLAN IS CALLED. YEAH. SO THAT'S PART OF THE MISSION, ISN'T IT? PART OF THE MISSION IS, UH, UH, NOT ENGAGED, BUT, UM, WHAT DO YOU WANT TO CALL THAT MEASURE AGAINST STICK, TO COMPLAIN, MEASURE AGAINST THEM? I READ SOME CALORIE ABOUT CONTINUOUS REEVALUATION, RIGHT? AND RON, THE ONLY EXAMPLE THAT, WHERE IT IS HARD TO BENCHMARK THAT NIGHT, I HATE TO SAY THAT MAYBE EVEN JASON'S LOW, BUT LITERALLY TWO AND A HALF TO TWO AND A HALF YEARS AGO, SOME OF THOSE PRODUCTS THAT WERE PREVIOUSLY APPROVED THAT WOULD FALL IN THE 40 FOOT WET AND HARDY PLANK, ALL OF THOSE THINGS THAT WERE PROBABLY LIKE TWO AND A QUARTER OR NOW LIKE FOUR AND A HALF. SO, SO I MEAN, WHEN, AND THOSE PRODUCTS, EVEN IN OTHER MARKETS WOULD HAVE BEEN 180, RIGHT. SO WHAT BECOMES YOUR NEW MEDIA? AND I THINK OUR MEDIAN SALES PRICES AROUND FIVE NOW, [03:25:01] SO THERE ARE THE LARGER MARKET FORCES WE HAVE TO RECOGNIZE AT THE SAME TIME THAT ARE, I GUESS WHEN COUNCIL APPROVES SOMETHING, DOES, IS IT GOING TO OPEN A GATE OR IS IT HAS AN INTENDED IMPACT, BUT THEN THEY SELL IT AS LET'S SAY, RELATIVELY AFFORDABLE HOUSING IN REALITY, BY THE TIME IT HITS MARKET, IT'S NOTHING. AND BY THE TIME THAT, YEAH, BY THE, BY THE TIME THAT WE, LIKE, LET'S SAY WE ALLOWED LIKE THE HARDY PROFILE OR SOMETHING LIKE THAT, AND THE AMOUNT OF MONEY THEY SAVED ON SOMETHING LIKE THAT, BUT THEY SELL THEM FOR FIVE 50 IN REALITY, THEY ACTUALLY HIT MARKET. YEAH. YEP. I AGREE. YEAH. AND EVERY CITY'S KIND OF FACING THAT ISSUE IN THE GROWTH QUARTERS, UH, KIND OF FACING THAT ISSUE, UH, FIRST, UH, W W BUILDING PRICES GOING UP, LOT PRICE IS GOING UP. IT'S JUST, IT JUST GOT SO EASY TO JUST GIVE YOU BRAIN AND TALK ABOUT AFFORDABLE HOUSING. YOU KNOW, WHEN YOU HAVE THIS CONCEPT OF PEOPLE LIVING SOMEWHERE ELSE AND COMING HERE TO WORK, BUT THEN AT THE SAME TIME, AUSTIN SO MUCH MORE EXPENSIVE TO LIVE THERE COMING HERE. SO WE ALREADY AFFORDABLE HOUSING FOR THE AUSTIN AREA. SO WHICH ONE IS IT LIVING WITH YOUR MOM AND DAD? IT'S OKAY. IT'S A GOOD PLACE TO BE EARLY. I MEAN, REALLY THAT'S, WHAT'S HAPPENED THOUGH, LIKE YOU'RE HAVING FAMILIES OR GENERATIONS OF FAMILIES. NOW, THE NEW THING IS, AND THEY'RE ALL LIVING TOGETHER. THAT'S THE WAY THAT PEOPLE ARE AFFORDING TO LIVE RIGHT NOW AND, UH, IS THEY'RE DOING IT TOGETHER. AND SO I CAN, AND AGAIN, IN OUR, IN OUR INDUSTRY, THEY'LL CALL YOU, I DON'T WANT TO USE ANYBODY ELSE'S TERMS, BUT, UM, ONE OF THE BUILDERS SAYS NEXT GEN, ANOTHER ONE WOULD SAY GEN FLEX AND OTHER ONE WILL SAY SOMETHING ELSE. AND IT ALL MEANS THEY CAN'T AFFORD TO LIVE ON THEIR OWN IT'S IN, AND YOU PROBABLY, YOU MAY NOT BE ABLE TO. SO WE'RE TRYING TO MAKE IT AVAILABLE FOR YOU ALL TO BE TOGETHER. UM, AND NOT IN A SITUATION WHERE YOU HAVE TO HAVE TWO INDIVIDUAL DWELLING UNITS ON ONE PROPERTY, WHICH IS VERY HARD TO COME BY RIGHT NOW. AND WHAT I SAW GROWING UP IN CALIFORNIA, UM, DURING THE.COM BOOM, UM, I SAW TWO THINGS. I SAW HOUSES WHERE, UM, EITHER MULTIPLE FAMILIES OR A WHOLE BUNCH OF SINGLE OR PAIRED UP WORKERS WOULD LIVE. AND SO YOU WOULD HAVE, YOU KNOW, EIGHT CARS THAT GO TO ONE HOUSE, UM, OF ALL PEOPLE THAT LIVED THERE, OR YOU HAD PEOPLE THAT COMMUTED IN TO WORK, EVEN FOR JOBS, THAT WEREN'T GREAT, BUT THEY WOULD COMMUTE OVER AN HOUR AND THEY'RE ADDING ALL OF THAT TRAFFIC INTO ALL OF YOUR ROADS AND YOUR HIGHWAYS AND JUST ADDING TO THE GRIDLOCK. UM, AND I DON'T KNOW HOW YOU BALANCE THAT. YEAH, IT IT'S, IT'S GONNA BE TOUGH, BUT THE COMP PLAN WILL HELP DO THAT IF IT'S, IF IT'S, UM, AND LIKE YOU SAID, YOU GOT TO CONSTANTLY REEVALUATE THEM, REEVALUATE THAT, AND WON'T LET IT GET OLD AND STALE. YOU DON'T WANT TO BE WORKING IN TODAY'S ENVIRONMENT WITH A 20 YEAR OLD COMP PLAN THAT'S FOR SURE. UM, BUT, BUT THAT THE GRIDLOCK, THE TRANSPORTATION CORRIDORS, THOSE KINDS OF THINGS, AND FORCING THE DEVELOPER AND THE DEVELOPMENT, LIKE HELP COVER THOSE COSTS. UM, IF IT'S WELL-PLANNED, IT SHOULD, IT SHOULD WORK, YOU KNOW, TO KEEP THAT GRIDLOCK. YEAH. KEEP THAT ROOT LOCK FROM HAPPENING. IT'S WHEN IT GROWS, IT'S WHEN IT GROWS FASTER THAN YOUR INFRASTRUCTURE, WHICH IS WHAT YOU ALL HAVE NOW, DANE, DANE HERE. THAT'S WHEN YOU'RE IN THAT'S WHEN YOU'RE BEHIND THE CURVE, YOU'RE IN TROUBLE. YES. MA'AM WHERE DOES TRANSIT FALL UNDER? YEAH. SO, UM, OR IS IT PART OF THE MISSION, A GOOD TRANSPORTATION SYSTEM TO BE ABLE TO GET, YEAH. OKAY, SIR. HOPE WATER. YEAH. SO THAT CAN BE WATER AND THAT CAN BE TRANSPORTATION WE DON'T CONTROL IT. YEAH. YEAH. SO YOU, YOU, THESE ARE, DO THESE BECOME DOABLE, DO ITEMS AS OPPOSED TO THE VISION, BUT, BUT IT ALL, IT ALL FITS. YOU'VE GOT TO HAVE THIS IN PLACE TO BE ABLE TO DO THIS, THE, HOW WE DO THESE KINDS OF THINGS. AND THE STRATEGIES IS NEXT THAT MAKE SENSE WHAT WE WORK ON, WE GET TO ACCOMPLISH [03:30:01] THIS. WELL, YES. SO WE MAY COME BACK WITH TRANSPORTATION FACILITIES, ECONOMIC DEVELOPMENT, AS A STRATEGIC FOCUS, KNOWING THAT THOUGH, THAT WE'VE GOT TO DO THOSE THINGS IN ORDER TO GET TO OUR VISION AND THROUGH, THROUGH OUR MISSION. SO THOSE SPECIFIC STRATEGY UNDERNEATH THOSE FOCUS. YEAH. YEAH. SO YOU CAN SEE THE OUTLINE IT'S IN MY HEAD. ANYTHING ELSE IN, IN REGARD TO, SO WE'VE GOT SMALL TOWN FEEL, ROBUST ECONOMY HAVE STRONG PUBLIC SAFETY PRESENCE, UH, A CHARMING INVESTMENT QUALITY OF LIFE, UH, THAT, UH, AND, AND PEOPLE WHO ADVOCATE SMALL TOWN FEEL ALL OF THESE SUB VIBRANT, ALIVE, GROWING, THRIVING, ACTIVE, UH, THAT EMBRACES DIVERSITY THROUGH PURPOSEFUL DIVERSITY SENSE OF BELONGING BACK TO THE, BACK TO THE, TO THE FIELD AGAIN, UH, DIVERSE PEOPLE AND EVENTS AND HOUSING. OTHER, OTHER THINGS THAT I'M GONNA MISS ANYTHING ON DIVERSITY AS A DESCRIPTOR. WELL, I THINK INCLUSION, I MEAN, SO, SO HAVING A BARBECUE EVENT, MAYBE GREAT FOR SOME CITIES, BUT WE HAVE TO ACCOUNT THAT. NOT A LOT OF PEOPLE EAT MEAT, SO INCLUDING EVERYONE, IT'S NOT DIVERSITY. IT'S HOW ARE WE? YEAH. AND SO, YEAH, I LOVE BARBECUE ALL DAY, BUT YEAH, BARBECUE IS BASICALLY MY DEBT, BUT IT WASN'T, IT WASN'T A DIVERSE THING. IT WAS JUST TO BRING THE COMMUNITY TOGETHER. LIKE THAT'S ALL THAT, YOU KNOW, IT COULD BE A VEGETABLE, BARBECUE. I DON'T CARE. WELL, THAT'S WHAT I'M SAYING. WHEN WE HAVE A BAD, BAD PEOPLE COME OUT, I'M TRYING TO BE INCLUSIVE WHEN WE'RE THINKING, YOU KNOW, CAUSE HOW ABOUT SALAD OPTION? SO IN THAT MAY, THAT MAY BE INCLUDED BEING INCLUSIVE IN BOARDS AND COMMISSIONS, FOR EXAMPLE, AS WELL, VOLUNTEER APPOINTMENTS, COMMITTEES, THOSE KINDS OF THINGS, TO MAKE SURE THAT YOU MAKE THOSE, THOSE KINDS OF NEEDS FOR ALL THE VOICES ARE BEING HEARD. YEAH. I THINK IT ALSO MEANS DOING MORE OUTREACH TO FIND PEOPLE THAT DON'T REALIZE THAT THEY CAN COME AND VOLUNTEER HERE. IF YOU HAVE AN ABANDONED BARBECUE, I'LL BE THERE. YEAH. NO JUST SAID IT'S A DIFFERENCE. I MEAN, LIKE I DIDN'T GO THROUGH THIS INCLUSIVE OF LIKE, HOW DO WE GET THE COMMUNITY? PEOPLE THAT BARBECUE GENERATE PEOPLE. I DON'T FEEL LEFT OUT. WHAT ELSE? IN TERMS OF VISION. AND THEN, AND THEN MISSION. I DON'T KNOW IF THIS IS GOOD TO OUTREACH TO THE COMMUNITY, BUT LIKE BEFORE I RAN FOR CITY COUNCIL, I DIDN'T MEET HER AT THE CITY COUNCIL. I DIDN'T CARE. I KNEW SAY THE CITY WAS SAFE. AND THAT WAS, THAT'S SORT OF THE PIE THAT THE MESSAGE GIVEN, GIVEN THE COMMUNITY, YOU MAKE A CONCERTED EFFORT TO GIVE THE MESSAGE TO THE COMMUNITY ABOUT WHO YOU, WHO YOU ARE, WHAT YOUR VISIONS ARE, 90% OF THE LAND. THEY DON'T WANT TO GET INVOLVED IN THE POLITICS OF THE CITY WHERE THEY LIVE. THEY WANT YOU TO SAY THEY WANT TO BE NEIGHBORLY. THAT'S, THAT'S JUST WHAT THE DATA IS. RIGHT. AND SO YOU'RE HOW DID YOU, HOW DO YOU EDUCATE THOSE PEOPLE ABOUT SAYING, WELL, YOU GOT TO COME SERVE ON BOARDS, RIGHT? WHERE YOU'VE GOT A VOLUNTEER POSITION, YOU'VE GOT TO BE PATIENT, YOU GOTTA EDUCATE THEM. SO WHEN IT COMES UP TO THE, ON A BOND OR WHATEVER, THEY HAVE THE FACTS AND NOT FACEBOOK. YEAH. SO THAT BECOMES STRATEGIES. WHAT STRATEGIES AND GOALS DO YOU NEED TO DEVELOP TO GET THAT MESSAGE OUT? BUT AT THIS LEVEL WE'RE SAYING WE WANT, WE WANT TO HAVE OUTREACH. THAT'S PART OF OUR MISSION, BUT HOW WE DO THAT IS GOING TO BE WHAT YOU DO NOW. [03:35:01] SO LET ME GO. I THINK I'D GO BACK THROUGH ONE. THERE WE GO. SO THIS WAS A, THIS IS ONE STRONG, DIVERSE ECONOMY, PEACEFUL, CENTERED PLACES AND SPACES, A DEEP SENSE OF COMMUNITY PRIDE AND HERITAGE, DESTINATION EXPERIENCES, AND AMENDED MANATEES, THE DYNAMIC AND ATTRACTIVE BUSINESS CLIMATE THAT SORT OF, THAT SORT OF LIKE SUB-BULLET TO THE DIVERSE ECONOMY. AND SEEMS TO ME THAT THIS BUSINESS IS, SO IS THERE ANYTHING IN THAT STATEMENT THAT WE'VE LEFT OUT OR IS INCONSISTENT WITH WHAT YOU'VE TALKED ABOUT? THE SAFETY PUBLIC SAFETY IS LEFT OUT. YEAH. GREAT SCHOOLS, GREAT SCHOOLS. WE'VE BEEN SO SPOILED. I FEEL LIKE THAT ALMOST COMES WITH A GIVEN WITH OUR SAFETY HERE. THAT'S WHY IT WASN'T IN THE COMP PLAN. BUT I JUST THINK IN THIS, IN THIS COMMUNITY IN PARTICULAR, IT WAS JUST READ DOWN ON THE LIST, COME IN BECAUSE YOU MAKE THE ASSUMPTION THAT WE ARE THAT NOW , IT STAYS THAT WAY. YEP. EXACTLY. SO YOU MAY HAVE TO APPLY, CORRECT. I THINK IF IT WERE A PROBLEM, PEOPLE WOULD PUT IT AT THE TOP OF THE LIST BECAUSE IT ISN'T, IT'S ALREADY THERE. SO WHY ARE WE TRYING TO CREATE A SAFE ENVIRONMENT? GOOD. ALREADY. I THINK THAT I KNOW MANY OF THE OTHER CITIES YOU'VE PROBABLY GIVEN PRESENTATIONS TO, I THINK THE PIECE IS WHEN YOU'RE NEW OR YOU'RE SAFER TYPICALLY WHEN YOU'RE, WHEN YOU BUILD OUT AND EVERYTHING STARTS AGING, IF YOU DON'T HAVE THAT DIVERSE ECONOMIC BASE AND RE-INVESTMENT RIGHT, THEN YOU USUALLY HAVE A PROBLEM. I MEAN, MOST OF THE COMMUNITIES THAT DO IT'S BECAUSE THERE'S NOT EVEN REINVESTMENT IN THOSE HOMES AND YOU DON'T HAVE JOBS THERE. SO THEN THEY BECOME A LAG BETWEEN LACKING SENSE OF PLACE. THEN THEY LACKED A LOCAL ECONOMY. SO IT BECOMES A VICIOUS CYCLE IF THOSE FIRST AND LAST BULLET AREN'T THERE. RIGHT? YEAH. IT GIVES THAT YOUR EXECUTIVE AND THE POLICE ALONE CAN'T CHASE. I MEAN, MOST WILL PROBABLY TELL YOU IF THE BASE CONDITIONS ARE BETTER THAN THEY'RE JUST RUNNING CALLS. IF IT GETS TO THAT. AND MOST PLACES THEY'RE JUST RUNNING CALLS, YOU'RE MISSING THOSE OTHER PIECES. YEAH. YEAH. SO THERE ARE SOME, SOME THINGS HERE THAT, UH, YOU'RE TALKING ABOUT PUBLIC SAFETY, THERE IS QUALITY OF LIFE, UH, PRIDE, PRIDE, AND HERITAGE. UM, I THINK, I THINK WE CAN TAKE THIS AND THAT AND PROBABLY REARRANGE SOME THINGS, UH, AND HAVE SOME HEADINGS OR TWO AND, UH, PROBABLY COME UP WITH SOME KEY, UH, VISION POINTS THAT WILL BE CONSISTENT WITH THE COMP PLAN AND THEN CONSISTENT AS WELL. SO WE ARE, WE, IF, IF, IF WE'RE, IF WE'RE SATISFIED WITH THAT, ARE WE ALSO SATISFIED THAT OUR VISION MEETS THE COMPREHENSIVE PLAN? AND I KNOW THAT'S A LOT, THAT'S A LOT, BUT I KNOW YOU'VE ALSO BEEN THROUGH IT FAIRLY RECENTLY. SO I FEEL LIKE WHAT WE HAVE HERE IS A LOT MORE DESCRIPTIVE AND HELPING PEOPLE BUY IN TO WHAT THE VISION IS, THEN WHAT'S UP THERE AS A WHOLE. YEAH. THERE ARE SOME DESCRIPTIVE WORDS UP THERE, BUT THIS, TO ME, MORE CLEARLY OUTLINES WHERE WE'RE GOING AS A CITY AND WHAT THE GOAL IS AND WOULD BETTER HELP PEOPLE IN THE PUBLIC UNDERSTAND THAT IN SPITE OF MY HAND, SCRATCHING YOU, CAN YOU SIT? THIS IS OKAY. I DIDN'T HEAR AN EXERCISE. SOMEBODY ELSE CAME TO ME, THERE WAS LIKE THIS THAT GOT TO THAT. I'M SURE THAT'S NOT NECESSARILY THE SAME WORDS THAT WE'RE USING, BUT THROUGH A COMMUNITY EFFORT, I THINK THAT'S HOW THAT RIGHT. AND SOMEBODY MADE YOUR PLANNER, WHOEVER THAT WAS FOR THE COMP PLAN, MADE THAT DECISION TO PUT THOSE THINGS. IT WAS ALL OF THE DIFFERENT MEMBERS OF THE COMMUNITY. RIGHT? AND SO ON A LITTLE LARGER SCALE, PROBABLY WITH [03:40:01] A COMMUNITY VISION, IF YOUR COMMUNITY CITIZENS THAT WERE PARTICIPANTS IN THAT COMMITTEE AND THEN WORKING ON THAT. SO IN, IN THEORY, THE, THIS IS A STATEMENT OF THE COMMUNITY'S VISION, WHICH WE SEE, THIS IS THE COUNCIL'S VISION. THEY'RE CONSISTENT IN THAT NATE, BECAUSE I'VE BEEN IN A CITY I'VE BEEN IN CITIES WHERE THEY'RE NOT CONSISTENT, AND THEN WE'VE GOT TO HAVE SOME MORE DISCUSSION. AND IN FACT, THEY READ, THEY READ, REDEFINING THE VISION FOR THAT COMMUNITY, THAT GROUP OF SIX COMPLETELY. AND THEY DIDN'T HAVE AS A RECENT COMPLAINT, THEY DIDN'T HAVE A COMPLAINT SO THAT, WELL, THEY PROBABLY DID, BUT IT'S PROBABLY OLD, BUT WE WANT TO MAKE SURE THAT'S IN ALIGNMENT. SO, SO WHEN YOU GET TO, IN FACT, THIS, THE TRIANGLE THAT WE DID, WE MAY EVEN WANT TO ADD MORE. WELL, WE MAY WANT TO TALK ABOUT, THERE IT IS. AND SO ON THIS PAGE, SO THIS VISION IS, IS NOT ONLY COUNCIL. THIS IS COMMUNITY. THEN WE'VE TALKED A LITTLE BIT ABOUT MISSION. WE'RE GOING TO DO THAT SOME MORE. SO VISION WE'LL, UH, WE'LL WORK ON THE I'LL WORK ON THAT. YOU'LL BE ABLE TO READ IT. ANYTHING ELSE ON VISION, IT'S GOING TO SET THE BASE FOR WHAT WE DID. I'D LIKE TO KNOW IF ANYONE DISAGREES WITH ANY OF THAT. YEAH. YEAH. GOOD QUESTION. WE'RE NOT REGIONAL REGIONAL THOUGHTS BECAUSE WE HAVE A LOT OF REGIONAL THINGS, WHATEVER YOU WANT WITH OTHER CITIES, REGIONAL CONCEPTS. YEAH. SO I WOULD PUT THAT IN THE MISSION. SO I'M GONNA CALL IT REGIONALISM, BUT, UM, YOU KNOW, WE FIND THAT, YOU KNOW, CINDY'S GO TOGETHER WATER OR WASTEWATER OR EVEN TRANSPORTATION AND OTHER KINDS OF THINGS. AND SO IF YOU'RE GOING TO BE A PART, YOU HAVE A SUPPORT REASONABLY, YOU NEED SOMEBODY ELSE TO HELP SUPPORT YOU AS WELL, IN SOME CASES. SO THE OPPORTUNITIES SUPPORTING OPPORTUNITIES FOR REGIONALLY. WELL, LET'S, LET'S TALK A LITTLE BIT MORE ABOUT MISSION THEN. UH, SO I'VE JUST CAPTURED THESE, UH, B AND B IN STAY IN GOOD FINANCIAL STANDING AND ENGAGE AND CONNECT AT ALL LEVELS OF THE COMMUNITY. THAT'S IN THE COMMUNITY AND, AND IN THE REGION. SO WE CAN ADD THAT, UH, IN THE REGION, UM, MAJOR DEVELOPMENT, IT GETS THE COMPLAINANT, UH, HAVE A GOOD OR PROVIDE A GOOD TRANSPORTATION SYSTEM, UH, GOOD INFRASTRUCTURE SYSTEM, WATER, UTILITIES, ROADS, AND POWER OUTREACH TO THE COMMUNITY, UH, VOLUNTEERISM, INCLUSION, EDUCATING ON GOVERNMENT. AND THEN THAT SUPPORTING REGIONALISM. WHAT ELSE IN TERMS OF THE MISSION, WHAT ELSE SHOULD WE BE THINKING AND FOCUSING ON IN TERMS OF OUR MISSION, HAVING A COMMUNITY THAT COMPANIES WANT TO COME TO. OKAY. UH, THAT COMES UNDER THAT THAT WOULD COME, WOULD THAT COME UNDER VISION? YEAH. YEAH. ATTRACTIVE TO LOCAL BUSINESSES. HOW DO WE DO THAT? YEAH. YEAH. SO HOW DO WE GET OUR COMMUNITY, SIR? MA'AM INFRASTRUCTURE. YES. YEAH. IF WE HAVE THIS, THEN IT'S GOING TO GROW INTO HAVING THAT ATTRACTIVE COMMUNITY FOR THAT ECONOMIC DEVELOPMENT. WE WANT TO BE A GOOD EMPLOYER, A GOOD EMPLOYER. THERE WE GO. I HAD A THOUGHT OF THAT EARLIER, AND I'M GLAD THAT THAT CAME UP. UM, AND THAT HAS A LOT OF THAT [03:45:01] THAT SAYS A LOT ABOUT WHO YOU ARE AS AN ORGANIZATION, TO BE ABLE TO GET OTHER PEOPLE OF QUALITY TO COME IN, THEN YOU DON'T WANT TO BE THE EMPLOYER OF LAST RESORT. YOU WANT TO BE THE EMPLOYER OF FIRST RESORT, IF YOU WILL. SO WHAT ARE THOSE EXAMPLES OF BEING A GOOD EMPLOYER? GOOD PAIN INCENTIVES AND INCENTIVES. FLEXIBILITY. GOOD LEADERSHIP. WE'RE NOT TALKING ABOUT CITY AS AN EMPLOYER. WE'RE TALKING ABOUT EMPLOYERS. I WAS THINKING ABOUT THE CITY MAYOR. WHAT WERE YOU TALKING ABOUT? SO IT WASN'T ABOUT THE CITY, BUT IT APPLIES, I THINK FOR EMPLOYERS IN GENERAL, RIGHT? YEAH. RIGHT. KIND OF GOES TO THE SPORTSWEAR, BUT NOT SAID ABOUT LEADERS. THAT'S EVERYBODY. THAT INCLUDES EVERYBODY. WHAT WAS THE LAST ONE? GOOD. WHAT GOOD AS LEADERS LEADER. SCOTT. YEAH. MAYBE WOULD PUT THE S H I P MAYBE I CAN COMPLETE A SHUTTER SWITCH. WE HAVE GOOD BENEFITS AND BENEFITS. COMPENSATION, APPRECIATION. APPRECIATION. WHAT ABOUT BEING TIMELY? BECAUSE THE TURNAROUND FOR DEVELOPERS MAYBE. OKAY. THAT'S ANOTHER, THAT'S A THAT'S UH, YEAH. SO, UM, AND TIMELY AND RESPONSIVE TO CUSTOMERS. THAT KIND OF WHAT YOU WERE THINKING ABOUT STAKEHOLDERS. SORRY. I KEEP SAYING, SERVE YOUR VOICE. SAY IT AGAIN. STAKEHOLDERS AND CUSTOMERS IS OUR MISSION TO COMMUNICATE OUR VISION. SO IS OUR, IS OUR MISSION TO COMMUNICATE. YOU'RE TALKING ABOUT EDUCATING THE PUBLIC IS OUR PUBLIC KNOW WHAT'S IN THE COMP PLAN. NO, THEY DON'T. CHRIS POINTED OUT THAT COMES UP FOR OUTREACH, BUT THERE WOULD BE A FUNCTION OF, THEY MAY NOT CARE ABOUT THE SPECIFICS, BUT THEY MAY EDUCATING THEM AT THE THAT'S. WHAT I'M TALKING ABOUT. LIKE JUST THE GENERAL CITY, WHAT THE CITY, THE CITY UNTIL THEN AFFECTS THEM AND THEIR PASSION. SO FINANCIAL STANDING, ENGAGING CONNECT, UM, MEASURED DEVELOPMENT AND GETS COMP PLAN, GOOD TRANSPORTATION INFRASTRUCTURE SYSTEMS, A GOOD EMPLOYER, UM, OUTREACH IN THE COMMUNITY, SUPPORTING REGIONALISM, UH, BEING TIMELY AND RESPONSIVE TO CUSTOMERS AND STAKEHOLDERS. ANYTHING ELSE? WE'RE MISSING OBVIOUS THINGS. AND I KNOW I, UM, I DON'T KNOW EITHER. I DON'T WANT TO, BUT THEY WOULD BE OKAY. IT'S NOT OBVIOUS, RIGHT? YEAH. I DON'T HAVE ANYTHING. I DON'T, I DON'T HAVE AN ANSWER. OKAY. THAT'S GOOD. BECAUSE YOU'VE COVERED THAT, YOU KNOW, SO YOU'VE COVERED FINANCIAL RESPONSIBILITY. YOU'VE COVERED, UH, DEVELOPMENT ISSUES. TWO OF THEM. NOW YOU'VE COVERED INFRASTRUCTURE. YOU'VE RE YOU'VE COVERED COMMUNICATION AND OUTREACH. YOU'VE COVERED EMPLOYMENT. THAT'S REALLY ALL THE POWER WE HAVE. YEAH. WE COULD BE PROACTIVE INSTEAD OF REACTIVE. I WAS THINKING IT'S MORE OF, UM, LIKE ON INFRASTRUCTURE MINDSET OR THE INFRASTRUCTURE AND WHAT WE WERE TALKING ABOUT, POLICE, ALL OF THOSE THINGS WE NEED TO BE FORWARD-THINKING. YEAH. SO I HAD A COUNCIL MEMBER THE OTHER DAY THEY'RE DISTINGUISH BETWEEN FORWARD THINKING AND THINKING FOLD. [03:50:02] WHAT'S THE DIFFERENCE? I DON'T KNOW. I NEVER DID QUITE FIGURE IT OUT, BUT HE SAID THERE IS A DIFFERENCE. IT SOUNDS LIKE THAT LAWYER GROUP YOU'RE TALKING ABOUT, WELL, HE WAS BRILLIANT. HE IS A BRIDGE ENGINEER WHO KNOWS IN THE MIDST OF ALL THOSE LAWYERS WOULD BE THE TYPE OF PERSON YOU ARE, WHO YOU ARE, BUT THINKING FORWARD IS ACTIVELY DOING STRATEGIC ENVISIONING. YEAH. YEAH. I THINK THAT'S A, THAT SOUNDS . THAT'S PROACTIVE. OKAY. ALL RIGHT. SO WE'VE, WE'VE TALKED ABOUT VISION AND WE'VE TALKED ABOUT MISSION. UH, I THINK I'M PROBABLY GOING TO MISS PRETTY CLEAR WHAT IT WAS, THAT'S IT THAT'S IT. THAT'S WHAT I TOLD YOU. I WAS GOING TO GIVE YOU, WE'RE GOING, GONNA MAKE A MISSION. THIS IS, THIS FOR ME IS THE MISSION OF EVERY CITY. I WISH I'D COME UP WITH IT MYSELF. BUT A FEW MONTHS AGO, I HAD A CONVERSATION WITH A RETIRED PERSON WHO LIVES IN EAST, TEXAS NOW WHO WAS A DALLAS CITY COUNCIL MEMBER. AND HE HAS THIS VISION OF HOW CITY GOVERNMENT SHOULD PLAY IN, IN STRUCTURED. SO THAT WAS PRETTY PREDOMINANT THAT HE WAS ABLE TO SELL. IT WAS PRETTY PREDOMINANT IN THE NINETIES AND EARLY TWO THOUSANDS WHEN HE WAS ON COUNCIL AND HE MADE THIS COMMENT. THE ONLY MISSION OF THE CITY IS TO IMPROVE THE QUALITY OF LIFE. IT'S JUST THAT SIMPLE NOW EVER. AND IF YOU BUY IT, IF YOU BUY INTO THAT, EVERYTHING WE'VE DONE HERE DOES THAT, DOESN'T IT. AND NOW EVERYTHING THAT A DEPARTMENT WILL DO, A PUBLIC SAFETY OFFICE WILL DO A FIRE STATION OF WHATEVER WILL BE AIMED AT IMPROVING THE QUALITY OF LIFE. SO WHEN WE SAY, AND, UH, THE VISION THAT WE WANT A GOOD QUALITY OF LIFE, THAT'S, THAT'S, UH, THAT, THAT BECOMES A, MAYBE A GOAL, BUT THIS IS THE MISSION. AND IT, AND I'VE BEEN PREACHING THIS SERMON FOR ABOUT FOUR MONTHS NOW WITH DIFFERENT CITIES TO TRY TO, TO, TO, TO EXPLAIN WHAT I MEAN ABOUT THAT, BUT ISN'T THAT A GREAT SUN. AND IF YOU WERE TO, IF YOU WERE TO SAY THAT, YOU KNOW, IF SOMEBODY WAS ASKING YOU, WHAT'S YOUR VISION OR YOUR MISSION TO IMPROVE THE QUALITY OF LIFE FOR OUR RESIDENTS, THAT'S EASY TO SAY WORK. THE WORK IS UNDER IT, BUT IT'S EASY TO SAY. AND IT REALLY DOES PUT A MASK ON THE SEE OR WHAT CITIES, FEDERAL GOVERNMENT CAN SAY THAT I DON'T KNOW. ANYBODY ELSE CAN SAY THAT EXCEPT CITIES WHEN WE'RE TALKING ABOUT QUALITY. SO YOU'RE WELCOME TO ADOPT THAT, BUT IT'S NOT, BUT IT IS, MY IDEA IS NOT HERE. SO THAT IS, I LOVE THAT. IT'S VERY SIMPLE. IT'S TO THE POINT. AND, AND JUST IF I WERE TO TRY AND FIND SOMETHING WRONG WITH IT, WHICH I THINK IS KIND OF WHAT WE'RE HERE TO IMPROVE UPON IT, OR PUT OUR INPUT OR GIVE OUR INPUT ON IT. SO I THINK THE MISSION OF THE CITY OF LEANDER IS TO, LIKE, WE'VE TALKED ABOUT, AND THE OTHERS PROVIDE AN ENVIRONMENT WHERE PEOPLE DON'T IMPROVE THEIR, THEIR LIFE ON THEIR OWN. IT'S LIKE, WHY SHOULD WE IMPOSE OUR IMPROVEMENT ON SOMEONE ELSE? MAYBE THEY LIKED THEIR LIFE THE WAY IT IS. IF WE'RE GOING TO, I'M GOING TO IMPROVE THE QUALITY OF YOUR LIFE, JUST BECAUSE YOU LIVE HERE. AND, YOU KNOW, SO IT'S, IT'S, IT'S NOT, UH, THAT'S SO MINOR, BUT IT'S CREATING THE ENVIRONMENT FOR HIGH QUALITY OF LIFE FOR RESIDENTS AND MAINTAIN QUALITY OF LIFE. IF THEY SO CHOOSE. I AGREE, KATHERINE, I THINK IT'S TALKING TO THE COMMUNITY, RIGHT? BECAUSE THEY MAY BE FINE THE WAY THINGS ARE. AND WHEN YOU, WHEN YOU'RE TELLING HIM I'M HERE TO IMPROVE THINGS, THEY'RE JUST LIKE, I'M GOOD. IT'S PRETTY GOOD. YEAH. BUT BY DOING ALL THE OTHER THINGS, WE WILL MAKE SURE THAT THEY CAN MAINTAIN A QUALITY, GOOD QUALITY OF LIFE THAT THEY WANT FOR THEMSELVES. AND THAT'S ALL PERSPECTIVE. SURE. I MEAN, IT'S HELPFUL. IT'S HELPFUL. I WOULD BE [03:55:01] INTERESTED TO SEE WHAT SOMEONE SAID TO ME THEN WHEN THEY JUST HAD A BABY, SHE SAYS, YOU NEED TO HAVE ONE OF THESE AND IT'LL CHANGE YOUR LIFE. IS IT PRETTY MUCH LIKE MY LIFE, THE WAY IT IS, MY PERCEPTION OF CHANGING HER LIFE, CHANGING A LIFE WAS TO HAVE A BABY LIKE, OH, I'M OKAY. REALLY? YEAH. SO PROVIDING THE ENVIRONMENT, PROVIDING PROVIDE THE ENVIRONMENT FOR IMPROVING THE QUALITY OF LIFE. BUT THERE ARE SOME THINGS THAT YOU CAN, THAT THE CITY CAN DO. THE THINGS WE'VE DONE, THE INFRASTRUCTURE, HEALTH, SAFETY, WHERE WELFARE, IF WE GIVE YOU THAT, THEN YOU HAVE AN ENVIRONMENT OR IMPROVING YOUR QUALITY OF LIFE, RIGHT. ANYONE AGREE OR DISAGREE OR ADD TO 'CAUSE. I'M JUST VERY CAREFUL WITH YOUR WORDS. THAT'S ALL. I FEEL LIKE YOU ALSO, THAT THAT JUST NEEDS TO LIKE EXTENDING AND EXTENDING AND EXTENDING AND EXTENDING IT WHEN I AGREE WITH YOU TOO. BUT FOR THE, FOR THE PURPOSE OF THIS, OF HAVING SOMETHING THAT'S SIMPLE, JUST TO TOUCH, TO BE ABLE TO DO A QUICK ELEVATOR, HERE YOU GO. THAT'S WHAT, THAT'S WHAT IT IS. THAT'S OUR MAIN, THAT'S OUR OVERALL MISSION. AND THEN PEOPLE COULD CHOOSE TO, UM, AGREE WITH THAT OR DISAGREE WITH. YEAH. SO, SO WHETHER YOU PROVIDE THE ENVIRONMENT OR YOU ARE PROVIDING SERVICES THAT ARE QUALITY OF LIFE RELATED, UM, YOU'RE STILL CONSISTENT WITH ALL OF THESE, RIGHT? THIS IS HOW YOU, THIS IS THE HOW TO YEAH. UH, AND, AND THEN YOU, YOU, YOU LOOK ONE STEP DEEPER, HIGHER, AND REALLY HIGHER. AND YOU LOOK AT THAT VISION. SO WE HAD THE VISION AND THE MISSION, AND THEN AN ITERATION OF EVEN A MISSION STATEMENT. AND THEN WE TALK ABOUT, AND IF IT'S AN ACTION ORIENTED, INSANE TO CONTINUOUSLY IMPROVE. SO THAT WAY YOU LOVE YOUR LIFE, THE WAY IT IS, YOU CAN BE BETTER AS, AS WE HAVE. THAT'S SOMETHING I AGREE LIKE WITH EVEN HAVING THE WORD CONTINUOUS CONTINUOUSLY, YOU CAN JUST HAVE TO HELP IMPROVE SO THAT THE ONUS IS NOT ONLY ON THE CITY. UM, THAT'S, THAT'S I THINK, I THINK ADDING THE WORD, PROVIDING THE ENVIRONMENT KIND OF FIXES THAT, UH, IT DOES. I'M JUST SAYING THAT'S A LONGER STATEMENT TO MAKING THIS, NOT AS SIMPLE WHEN YOU'RE TALKING TO PEOPLE TO SAY NOT TO TRIP UP ON, EVEN THOUGH THAT'S THE PURPOSE, THAT'S AN INTENSE, YEAH. THAT'S WHAT I'M LOOKING FOR A SHORTER WAY TO SAY THAT HERE'S A MILLION DOLLARS . YEAH. IF YOU WANT TO JUST WHERE IT'S NOT SO STRICT THAT WE HAVE TO IMPROVE, WE CAN HELP IMPROVE. YOU KNOW, I DUNNO IF YOU PUT CONTINUOUSLY IMPROVE, I DON'T KNOW. SEEMS EASY. I GUESS THE CONTINUOUS IS LIKE, IF THIS IS A LONG-TERM MISSION, IT'S LIKE EACH YEAR WE ARE, WE ARE IMPROVING ON WHAT WE'VE DONE AND HELP ENABLE OUR COUNT. NOT QUITE SYNONYMOUS, BUT OTHERS EVEN TO HELP, TO YEAH. TO HELP PEOPLE, HELP THEM SETTLE. OKAY. SO MISSION ELEMENTS AND THEN LEADERSHIP VALUE. SO WE'VE TALKED ABOUT LEADERSHIP AND SORT OF A GENERAL TERM, BUT WHAT WOULD BE THE KEY VALUE THAT YOU WOULD WANT EVERYBODY TO FALL KEY VALUES FOR THE TIG IN WARM FOR LEADERSHIP COUNCIL TIME? YEAH. OPPOSITE, RESPECTFUL, RESPECTFUL. [04:00:12] OKAY. KINDNESS DOESN'T MEAN YOU'RE WEAK. IT JUST MEANS YOU'RE NICE. LAST FEET TALKING. SO NOTICE THAT EVERYTHING'S GOING UP HILL NOW. I DON'T KNOW WHAT CAUSES THAT. AT LEAST IT'S NOT GOING DOWN. WHAT ELSE? KATIE BADDIES. IN FACT, WHEN THIS COMES BACK TO YOU AND SAYS, THIS IS WHAT WE'RE GOING TO DO. AND, AND, AND RICK SAYS, THIS IS WHAT I'M GOING TO GIVE TO THE STAFF. AND THIS IS GOING TO BE FOR BAD USE THAT THEY FOLLOW, OR WHAT ARE THEY, WHAT IS IMPORTANT OUT OF ALL OF THIS, WE'VE TALKED ABOUT WHAT'S GOING ON AND DOWN RESPONSIBILITY, OWNERSHIP, TAKE RESPONSIBILITY AND OWNERSHIP. WITHOUT FEAR OF RUNNING OUT OF INK. I GOT TWO MORE. NOW WE'VE GOT A LONG WAY TO GO. I GOT IT. I GET IT. TAKE RESPONSIBILITY, OWNERSHIP AND HAVE ACCOUNTABILITY. BE ACCOUNTABLE. YEAH. BE KIND, BE HELPFUL. SOLUTION ORIENTED SOLUTION ORIENTED. I HAD A COUNCIL MEMBER ONE TIME. I MIGHT NOT HEAR IT. I'VE HEARD THIS OVER, BUT FIRST TIME I HEARD IT WAS A FEW YEARS AGO. HOW DID WE GET TO YES. HOW DO WE GET TO USE, UH, I HAD STRAIGHT SUPERINTENDENT ONE TIME AND JUST SAID, DON'T GO THAT WAY ANYMORE. AND I WENT, WELL, TOMMY, YOU CAN'T QUITE SAY THAT. YOU KNOW, BUT IF THE STRAIGHT FROM, YOU KNOW, IF SOMEBODY'S COMPLAINING ABOUT AUTO ON THE STREET, HE'S JUST SAID, WELL, JUST DON'T GO THAT WAY. WELL, THAT'S NOT, THAT'S NOT SOLUTION ORIENTED. WHAT ELSE? IF THAT IS A QUICK FIX, THAT'S A QUICK FIX. HE PRETTY WELL WAS SATISFIED WITH THAT. SO WITH TRUTHFUL, YOU CAN TALK ABOUT HONESTY AND INTEGRITY, CAN'T YOU TIME, BUT FROM TRUTHFUL HONESTY AND INTEGRITY, CONSISTENT AND RESPECTFUL, TAKE RESPONSIBILITY OWNERSHIP, AND BE ACCOUNTABLE AND BE HELPFUL AND SOLUTION ORIENTED. THIS APPLIES TO HIM, COUNCIL AND STAFF. SO WE'RE TALKING ABOUT YUP. TO NOT JUST MINIMUM. YEAH. PEOPLE FOCUSED PEOPLE FOCUSED. OKAY. SOLUTION ORIENTED. THE PEOPLE FOCUSED. WELL, WE TALKED ABOUT REMEMBERING THE HUMANITY OF PEOPLE. SO REMEMBER WHEN YOU'RE TALKING TO STAFF OR DOES SOMEBODY REACH OUT TO YOU THAT THEY'RE A PERSON AND THEY HAVE, THEY HAVE THEIR OWN STUFF. AND SO BE CONSTRUCTIVE WHEN YOU HAVE CRITICISM AND BE KIND AND ALL OF THAT. SO JUST OF, KIND OF THINK ABOUT THAT BECAUSE I WANT TO, I WANT TO MOVE ON TO THE NEXT KIND OF DISCUSSION. IF YOU DON'T MIND BRILLIANT VALUE. THAT'S PROBABLY A LEADERSHIP THAT'S UNEXPECTED. THAT'S AN EXPECTATION THOUGH. I THINK A VALUE WOULD BE TO DO YOUR BEST, RIGHT. AND DO YOUR BEST. I CAN JUST, I CAN GO ON FOR HOURS NOW. THAT'S, [04:05:01] THAT'S REALLY, YOU KNOW, THAT THAT'S, UH, I WANT TO LIVE THAT TOO. CAUSE THAT'S DIFFERENT FROM HOW YOU, HOW YOU RESOLVE. DID SHE SEES LIKE GIVING GOOD EFFORT? THIS IS SIMPLISTIC, SIMPLE, BUT REAL, OKAY. VISION, MISSION VALUES AND FOCUS OUR STRATEGIC AREAS. SO OUT OF, OUT OF ALL OF THE THINGS THAT WE'RE TALKED ABOUT, WHAT ARE THOSE KEY STRATEGIC AREAS THAT NEED TO BE AT THE TOP, NOT PRIORITIZED, BUT AT THE TOP OF THE PRIORITY SCALE. SO THEY'RE ALL NUMBER ONES. WHAT ARE THOSE KEY THINGS, FOCUS AREAS, TG. NOW THIS COULD BE, COULD IT STILL BE ABROAD MY COMMUNICATION BECAUSE THERE'S RIGHT NOW WE CAN BREAK THAT DOWN INTO COMMUNICATING ON THIS CHANNEL, COMMUNICATE THIS CHANNEL, THIS CHANNEL. AND THAT'S ALL EXTERNAL TO, ARE WE, ARE WE AT ALL FOCUSING IN ON BETWEEN STAFF AND COUNCIL? AS FAR AS THAT, I JUST, I MEAN, THAT COMMUNICATION COULD GO IF THAT SHOULD BE WHERE IT STARTS. AND THEN THE MESSAGING TO THE, TO THE THREE CITIZENS, STAKEHOLDERS AND CUSTOMERS SHOULD BE CONSISTENT BECAUSE THIS COMMUNICATION IS CONSISTENT. UM, I THINK WE NEED TO HAVE CLEAR AND TRANSPARENT, UM, EXPECTATIONS WHEN WE DEAL WITH THE PUBLIC. LIKE WE, LIKE FOR AN EXAMPLE WITH DEVELOPMENT, WE HEAR ALL THE TIME FROM SOMEBODY WHO GETS, YOU KNOW, DOWN THE LINE AND DEVELOPMENT AND, UM, FINDS OUT SOME REGULATION AND IT, YOU KNOW, IT WAS GONNA COST THEM A WHOLE BUNCH OF MONEY AND THAT'S SOMETHING WE GET A LOT OF CONTACT ABOUT. AND IF WE WERE BETTER AT COMMUNICATING TO THEM UPFRONT, WHAT THEY'RE IN FOR, WE COULD REDUCE THAT FRICTION AND IT WOULD BE BETTER COMMUNICATION, SORRY, DEVELOPMENT SERVICES. I DON'T WANT THERE TO BE AN ASSUMPTION THERE THAT THAT'S NOT HAPPENING BECAUSE I JUST THINK IT NEEDS TO BE SAID, WELL, INFORMATION THAT DIDN'T SPEAK TO US UNTIL WE NEED IT. AND I'M NOT SAYING THAT'S WRONG. I'M JUST SAYING IN THAT STATEMENT, I DON'T WANT SOMEONE TO THINK THAT IT'S NOT HAPPENING BECAUSE IT COULD BE CLEARLY, CLEARLY COMMUNICATED, BUT NOT PROPERLY RECEIVED. CAN'T CONTROL IT. WHAT WE CAN THOUGH, BECAUSE IF IT'S SOMETHING THAT WE'RE CONSISTENTLY GETTING THIS FEEDBACK ON, THEN WE'RE NOT, WE'RE DOING SOMETHING WRONG IN THE COMMUNICATION THAT IT'S NOT BEING RECEIVED. AND SO MAYBE WE NEED TO LOOK AT HOW WE'RE COMMUNICATING THAT AND HOW WE CAN ADJUST THAT SO THAT IT IS BETTER RECEIVED. RIGHT. AND, AND, AND, UM, YOU KNOW, I HAVEN'T TALKED TO THIS TO THE STAFF ABOUT IT, BUT THERE'S, THERE ARE WAYS TO IMPROVE THIS PROCESS. CONTINUOUS IMPROVEMENT IS, YOU KNOW, THERE MIGHT BE THINGS THAT THEY HAVE ALREADY, THERE MAY BE THINGS THEY DON'T HAVE PUT TOGETHER THAT THEY CAN PROCESSES AND PAPERS, IF YOU WILL, THAT, THAT THEY CAN DO DO Y'ALL HAVE A DEVELOPMENT REVIEW COMMITTEE FOR THE PANEL. YEAH. PRE DEVELOPMENT MEETINGS. YEAH. AND THAT'S KIND OF WHERE IT STARTS. YEAH. UH, AND SOMETIMES GETTING THEM TO A FREE DEVELOPMENT CONFERENCES IS THE HARD PART. THEY'RE ALSO IN THE PROCESS OF CONVERTING TO A NEW PERMITTING SOFTWARE RIGHT NOW. AND I THINK THAT I'M NOT GOING TO SPEAK FOR ROBIN AND DAN SHOP IN THAT PROCESS. BUT THAT WAS ONE OF THE REASONS I THINK, IN TERMS OF THE COMPLEXITY OF EVERYTHING NOW AND ALL OF THE DIFFERENT CHANNELS AS THOSE PERMITS GET REVIEWED FROM THE DIFFERENT DEPARTMENTS. AND THAT SHOULD, IT SHOULD HELP. YEAH. YEAH. SO, SO COMMUNICATION IS THE ISSUE. IT'S ALL THAT STUFF. AND IT'S, AND YEAH. AND THERE ARE A LOT OF SUB ISSUES THERE. WHAT'S ANOTHER STRATEGIC FOCUS AREAS. THEY'VE ONE ON OUR, WELL, ON OUR MISSION WAS, ARE OUR OVERALL INFRASTRUCTURE. [04:10:01] OKAY. OKAY. YOU KNOW, ONE THING WE HAVEN'T TALKED ABOUT IN TERMS OF INFRASTRUCTURE, WE SAID, WE SAID, WATER UTILITIES, POWER STREETS, STREETS, WHAT ELSE IS ON THAT LIST? YOU'RE GOING TO TALK ABOUT THIS AFTERWARDS. ABSOLUTELY. SO THERE'S A SEPARATE TOPIC. YEAH, IT IS. BUT IT'S ALL UNDER THIS CON THIS GENERAL, UH, IMPROVEMENT IMPROVEMENT TO INFRASTRUCTURE. SO THIS, THIS IS, UH, A KEY, THIS IS A KEY FOCUS HERE. WHAT ELSE? UM, WELL COMING FROM OUR COMP PLAN AND THIS, IT WOULD BE, UM, WHAT DID WE CALL IT? THE ECONOMIC. YEAH. SO STRATEGIES, IT'S REALLY YOUR ABILITY OR WHATEVER WE, YOUR LAND NEW STRATEGIES AND, AND OKAY. AND, AND COMBINED WITH THAT OFTENTIMES IS CODE ENFORCEMENT. UH, BUT THAT'S A LITTLE DIFFERENT THAN WHAT YOU WERE, I WAS STARTING SOMEWHERE ELSE, BUT I UNDERSTAND HOW THAT CAN GO WITH IT TOO. I'M SAYING AS A PART AND PARCEL OF REALLY YOUR LONG-TERM BUDGET, ECONOMIC HEALTH, ALL OF THOSE THINGS, YOUR, THAT YOUR LAND USE STRATEGY, HOW YOU'RE GOING TO BE BUILT WHEN YOU DO GROW UP, I HEAR YOU. AND THEN WHAT YOUR STRENGTHS ARE, YOU'RE SAYING THE SUB CATEGORY OF THE X, THE ECONOMIC DEVELOPMENT, BIGGER PIECE. AND HOW DO YOU GET TO MAKE SURE THAT WE RESERVE AS MUCH OPPORTUNITY TO GROW IN THOSE AREAS BY WATCHING WHAT I WAS GOING TO USE? IS THAT CORRECT OR NOT? WE WILL, WHEN WE GO THROUGH THE EFFORT, THE FACILITY STUFF, OKAY. THERE'S ALREADY SOME THINGS THAT ARE KIND OF LEADING INDICATORS ON SOME THINGS THAT, OKAY. YEAH. SO I'M GOING TO SUGGEST THAT'S TWO DIFFERENT THINGS FOR THE SAKE OF THIS FOCUS HERE IS IT'S PROBABLY TWO DIFFERENT AREAS, ECONOMIC DEVELOPMENT YOU'VE TALKED ABOUT IN THE VISION AND THE MISSION. RIGHT? SO IT SEEMS TO BE A SEPARATE THING TO FOCUS ON COMMUNICATION, INFRASTRUCTURE, LAND USE, AND ZONING, ECONOMIC IMPAIRMENT, KIND OF LIKE DEVELOPMENT. WHAT ELSE? SO MUCH OF WHAT I WAS REVIEWING OUR NOTES. AND SO MUCH OF OUR STUFF WENT UNDER THAT COMMUNICATION. YEAH, IT DID. I'M SORRY. SAFETY. IT STARTS WITH A D YOU SAID IT. YEAH. IS THAT NOT A FOCUS? SHOULD THAT BE A FOCUS HERE? I DON'T KNOW THAT IT'S BEEN ON PURPOSEFUL FOCUS BEFORE. OKAY. BUT SHOULD IT BE PURPOSEFUL FOCUS? DO YOU ALL AGREE? AND THAT TAKES A LOT OF FORMS AND THAT IT'S HARD TO DEFINE WHAT THAT SHOULD BE. RIGHT. IF YOU, IF YOU WANT TO EMPHASIZE THAT, THEN, THEN YOU PUT IT ON THE LIST. SO I'LL DO IT. YES. YES. 2, 3, 4, 5, 6. WHAT ELSE SHOULD WE LOOK BACK AT OUR VISION AND SEE WHAT MAPS BACK TO THAT I WAS TRYING TO PUT OUT MY WALLET. I DON'T THINK THESE ARE STICKY. I WAS, I WAS THINKING ABOUT PUTTING THAT ON THE WALL FOR YOU TO LOOK AT THAT. YOU CAN'T READ IT ANYWAYS. SO LET ME BACK UP TO THE, UH, VISION BULLETS OF THE COMP PLAN, JUST TO MAKE SURE WE'VE GOT THEM ALL. SO WHAT HAVE WE, WHAT HAVE WE MISSED IN TERMS OF OUR SIX, OUR SIX KEY FOCUS AREAS. SO IN ORDER TO MAKE THIS VISION, THE MOST IMPORTANT THINGS THAT WE NEED TO BE DOING RIGHT NOW ARE, DO WE HAVE ANYTHING ABOUT QUALITY OF LIFE OR HOW DO WE GET QUALITY OF LIFE? I MEAN, BESIDES INFRASTRUCTURE, I GUESS, ECONOMIC WHAT'D YOU [04:15:01] PUT UNDER QUALITY OF LIFE, WHAT KIND OF THING ARE YOU THINKING ABOUT REGARDING PARKS AND RECREATION, ENTERTAINMENT AND THINGS LIKE, SO AS LONG AS YOU KNOW WHAT YOU MEAN BY QUALITY OF LIFE, I MEAN, WE WE'VE DEFINED ALL OF THIS, BUT WE HAVE NOT DEFINED QUALITY OF LIFE. I DON'T THINK, UH, BEFORE NOW I THINK BEAUTIFUL SPACES, EVENTS THAT BRINGS PEOPLE TOGETHER. OKAY. SO LET'S TALK ABOUT THIS ON YOUR, YOU WROTE, OKAY. IT'S A BEAUTIFUL SPACES AND EVENTS THAT BRING PEOPLE TOGETHER. WHAT ELSE? WE HAVE NOTHING CONSTRUCTIVE, GOOD BARBECUE OUTREACH, UPPER CORNER OF THE GRILL. I JUST THINK IT'S BEAUTIFUL SPACES IS THAT BEAUTIFICATION ALL THROUGHOUT THE CITY. DOESN'T TOO RIGHT. LIKE PANTY ON MY ELECTRICAL BOX. AND, UM, IF THERE'S LIKE A NEIGHBORHOOD THAT'S BLINDED, YOU CAN LIKE, I JUST THINK ACCESS TO ENTERTAINMENT, REASONABLE ACCESS TO, OKAY. THAT SORT OF, THAT WAY, IF SOMEBODY ASKS, WHAT DO YOU MEAN BY THAT? YOU'VE, YOU'VE DEFINED THAT, UM, UH, WE DON'T HAVE SPECIFIC LADY PARKS AND PLAYGROUNDS, BUT, UH, WHAT WOULD THE MAYOR SAID? THAT WAS BEAUTIFUL. YEAH. OKAY. SO IF WE HAVE IT THERE, THEN HOW DOES IT FIT? YOU? NOT SAYING IT DOESN'T, I'M JUST SAYING, IS IT A SEPARATE CATEGORY? DOES IT FALL UNDER ONE OF THESE OTHER? IT'S LIKE, IT'S A, IT'S A OF, IT'S OUR MISSION STATEMENT OVERALL. AND I FEEL LIKE THESE THINGS ARE ALL FALLING DOWN. ARE YOU OKAY WITH THAT AS ME? AND WE SAID, THE MISSION STATEMENT WAS THAT BRIEF ONE, WHICH I DON'T FEEL COVERS. I MEAN, QUALITY OF LIFE IS IMPROVING YOUR LIFE. SO I GUESS THAT'S YEAH, MAYBE, MAYBE THE, I DON'T KNOW HOW YOU, WHERE WE'RE USING THE QUALITY OF LIFE FROM TWO DIFFERENT WAYS WE USE IT. IT, UH, SO THE QUESTION IS, HOW DO WE, HOW DO WE DESCRIBE IT DIFFERENTLY THAN HERE? THESE ARE PARKS AND OPEN SPACES, PARKS, AND, UM, PARKS AND RECREATION AND RECOMMENDATION HELPED ME OUT GATHERING LEISURE SPACE, HOPE, OPEN PLACES LIKE THE DEANS ARE THE SAFETY, THEN ESTABLISH THE ONCE ARE THESE THINGS. SO IF HE'S GOT A GOOD PROGRAM, MAYBE THEY DON'T RISE TO THE LEVEL OF BEING A FOCUS AREA AT THIS POINT THAT YOU NEED TO, YOU NEED TO REALLY FOCUS ON, BUT THEY'RE THERE AND YOU CAN'T FORGET THEM. AND THE HIGHLAND IS STILL PART OF YOUR MISSION. YOU WON'T KEEP ABLE TO BRING THESE THINGS TO US, RIGHT? AS OPPOSED TO US BEING FOCUSED. CAUSE IF WE GET ALL THE, I FEEL LIKE OUR ROLE IS TO CREATE THAT SAFETY NET. OUR ROLE IS MAKING SURE THAT THE WATER IS RUNNING. THE STREETS ARE PAVED. THERE'S THE POLICE ARE FUNDED. THE FIRE DEPARTMENTS FUNDED. THAT'S OUR ROLE SO THAT THESE OTHER THINGS CAN [04:20:01] LAYER ON TOP OF IT. THROUGH THE DEVELOPERS, COME IN TOWN, THROUGH PEOPLE, OPENING UP FOOD TRUCKS THROUGH WHATEVER MEANS THEY WANT TO DO. IF THEY FEEL LIKE THEY'VE GOT THE BASE LEVEL TO DO IT AND CLEAR, CUT COMMUNICATION WITH OUR CITY GOVERNMENT, TO BE ABLE TO MAKE THEIR THINGS HAPPEN, THEN ALL THIS OTHER STUFF COMES. YEAH. SOMETIMES BY THE PRIVATE SECTOR, UH, SOMETIMES JUST BY THE PUBLIC SECTOR BECAUSE IT'S, WE'RE READY FOR IT. RIGHT? QUALITY OF LIFE MEANS DIFFERENT THINGS TO DIFFERENT. THAT'S WHY I WANTED TO HELP KIND OF DEFINE IT FOR YOU, ALL YOU, ALL YOU ALL THE TIME, WHAT IT MEANS TO YOU IS ANYTHING QUALITY OF LIFE. TO ME MEANS I CAN GET WHERE I WANT TO GO QUICKLY, EASILY AND GET OUT AND ENGAGE WITH PEOPLE, CONNECT WITH PEOPLE. SOMEBODY ELSE MIGHT BE PERFECTLY FINE, STAYING AT HOME AND DOING NOTHING AND NOT HAVING TO TALK TO EVERYBODY AND ORDERING EVERYTHING AND HAVING THIS COME HOME. SO, I MEAN LIKE YOU TALK ABOUT HAVING THIS GATHERING, THAT MIGHT BE THE TORTURE TO SOMEBODY. YOU MEAN YOU WANT ME TO GO OUT AND TALK TO OTHER PEOPLE THAT'S TORTURE, YOU KNOW? SO IT'S, IT'S GONNA MEAN DIFFERENT THINGS TO DIFFERENT PEOPLE. SO YES. ENABLING PEOPLE TO DO WHAT QUALITY OF LIFE MEANS FOR THEM. YEAH. RON, WOULD IT JUST BE LIKE REALLY INTEGRATING INTO EVEN GIVEN THE MISSION STATEMENT, QUALITY OF LIFE OR EVERYTHING ELSE, IT'S REALLY THE OPPORTUNITIES PROVIDING YACHTING OPPORTUNITIES. EXACTLY. YEAH. THAT'S WHAT I WAS GOING TO SAY, TAKING QUALITY OF LIFE OUT. CAUSE THAT'S THE OVERALL THING AND SAYING, PROVIDING OPPORTUNITIES FOR THOSE THINGS AND CREATE, YOU'RE HELPING CREATE THE BASE CONDITIONS THAT ALLOW ALL THOSE THINGS TO GROW AND BLOSSOM AND COME THROUGH IT. THE REALITY SHOULD BE EVERY CITY'S MISSION STATEMENT SHOULD NOT BE ANY DIFFERENT THAN ANYBODY ELSE. WELL, THAT'S WHAT HE'S TRYING TO DO. HE'S TRYING TO REBRAND THE WHOLE STATE OF TEXAS SO, OKAY. SO WE'VE, WE'VE IDENTIFIED COMMUNICATION, INFRASTRUCTURE, LAND USE, AND ZONING, ECONOMIC DEVELOPMENT, SAFETY, DIVERSITY INCLUSION THAT IS ON, HOW ARE WE DOING? WE DECIDED THAT THE RIGHT NOW QUALITY OF LIFE. I THINK WHAT I HEARD IS THAT QUALITY OF LIFE IS IMPORTANT, BUT IT'S NOT A STRATEGIC KEY FOCUS AREA FOR US RIGHT NOW. WELL, I THINK, I THINK THAT'S A LITTLE WHEN WE, WHEN WE'RE TALKING ABOUT ECONOMIC DEVELOPMENT, BUT WE'RE ALSO SAYING KEEPS US CHARMING SMALL TOWN. SO IF THAT'S NOT ON HERE, HOW DO YOU DO THAT? YEAH. AND WHAT I'M SAYING IS THE QUALITY OF LIFE ENCOMPASSES ALL OF THOSE THINGS AND ALL OF THESE THINGS ADD TO THE QUALITY OF LIFE, CREATE THAT OPPORTUNITY FOR THOSE KINDS OF THINGS. YEAH. SO THAT THE OPPORTUNITY AND YOU DON'T PRECLUDE ANYTHING FROM HAPPENING. NO, NO. SO IT DOESN'T, IT DOESN'T SAY YOU'RE NOT GOING TO FIND YOUR PARKS MASTER PLAN, BUT IT DOES SAY THESE ARE WHAT YOU WANT FOCUSED ON. I THINK IN A TIME OF RAPID GROWTH, A FOCUS ON QUALITY OF LIFE IS ESSENTIAL BECAUSE OTHERWISE WE'RE GOING TO BE SOME FACELESS COOKIE CUTTER, A HUNDRED THOUSAND PERSON CITY WITH NO IDENTITY, YOU KNOW? YEAH. IF YOU'RE, IF YOUR FOCUS IS ECONOMIC DEVELOPMENT, THEN THAT GOES AGAINST THE CHARMING LIFE, CHARMING SMALL TOWN. SO NOT NECESSARILY, I MEAN, THEY'RE NOT MUTUALLY EXCLUSIVE. IT'S GOTTA BE MINDFUL THAT YOU KEEP THOSE THINGS IN MIND, AS YOU'RE WORKING ON THE LAND USE PLAN, AS YOU'RE BUILDING THOSE ZONING THINGS THAT YOU HAVE TO KEEP THINGS WHAT YOU WANT AGAIN, HOW DO YOU WANT PEOPLE TO MOVE AROUND? AND THAT'S WHY I'M SAYING, I AGREE WITH THAT. I'M JUST SAYING IT DOESN'T NEED TO BE A FOCUS AREA OR YOU'RE SAYING, I THINK, I THINK IT SHOULD BE A CONFERENCE. THE QUESTION IS HOW, HOW TO WORD IT ON, INSTEAD OF SAYING QUALITY OF LIFE BECAUSE OF QUALITY, QUALITY OF LIFE IS IN THE MISSION STATEMENT, IT'S SHOWING UP DIFFERENT AS A STRATEGIC FOCUS AREA. SO HOW DO WE SAY QUALITY OF LIFE THAT ENCOMPASSES ALL THESE THINGS? UM, SO IF WE DON'T IMPROVE QUALITY OF LIFE THERE, SINCE YOU'RE RIGHT, ALL OF THIS FEEDS INTO THAT, THEN MAYBE WE CAN INCLUDE SOMETHING LIKE PLACEMAKING, WHICH, YOU KNOW, ENCOMPASSES LIKE THE BEAUTIFUL YEAH, YEAH. THAT WOULD ENCOMPASS LIKE ARTS AND PARKS AND JUST BEAUTIFICATION IN GENERAL, MAYBE THE CENTRAL PLACE IN INDIVIDUALITY, [04:25:01] I GUESS IT GOES WITH THE ECONOMIC DEVELOPMENT PIECE OF IT FOR ME AND NICOLE. AND I'VE ACTUALLY HAD CONVERSATIONS AROUND THIS, IT'S AROUND THE BRANDING OF THE CITY, YOU KNOW, WHAT, WHAT ARE WE? AND AS WE'RE GOING TO IN OUR ECONOMIC DEVELOPMENT TEAM IS GOING OUT TO CONVENTIONS AND TALKING TO DEVELOPERS AND TRYING TO BRING THINGS TO THE CITY. WHAT, WHAT, WHAT'S OUR BRAND, BECAUSE I THINK RIGHT NOW WE'RE SUBPOENAED. SO WHAT DO WE WANT IT TO DO? YEAH. YEAH, YEAH. AND WHAT DO WE WANT TO EMPHASIZE PART OF? YEAH. SO WHERE, YOU KNOW, IF I LIKED, I LIKED THIS MAIN MAINTAIN THE SENSE OF IDENTITY, BECAUSE THAT DOES SPEAK TO THE SMALL TOWN FEEL, BEING NEIGHBORLY, WHATEVER IT MIGHT HELP YOU DEFINE YOUR BRANDING, BUT NONE OF THIS REALLY HELPS. NONE OF, NONE OF THIS SPEAKS TO BRANDON, THAT'S A WHOLE DIFFERENT, RIGHT. MAINTAINING THE SENSE OF IDENTITY, IDENTITY, OR SENSE OF PLACE IS, UH, WE'LL HELP YOU DO THAT. SO THAT'S WHAT, AND I WAS STRUGGLING BECAUSE I DIDN'T WANT TO USE QUALITY OF LIFE IN THE QUALITY OF LIFE. YOU KNOW, IT'S LIKE, WHAT IS MY DEFINITION? YEAH. AND IT HAS DIFFERENT, A DIFFERENT DEFINITION WHEREVER YOU USE IT. SO YOUR SENSE OF PLACE OR IDENTITY, THAT'D BE COMMUNITY. I'M JUST WONDERING WHEN YOU EXPLAIN IT TO PEOPLE. YEAH. THAT'S A GOOD COMMUNITY. CAUSE THEY MIGHT NOT UNDERSTAND WHAT IDENTITY ARE YOU TALKING ABOUT, RIGHT. YEAH. SO IS IT, SO IS THE, IS THE WORD MAINTAIN? I KNOW WE'RE KIND OF WORDSMITHING HERE, BUT IT'S THE WORD MAINTAIN THE RIGHT WORD OR YOU'RE EVEN KIND OF DOING, YOU'RE KIND OF DOING BOTH, RIGHT. BECAUSE YOU'RE, YOU'RE, YOU'RE LOOKING AT OLD TOWN AND HOW THAT COULD EVEN CONTINUE TO IMPROVE AND THEN YOU'RE LOOKING AT NORTHLINE AND THEN THE TWO WORKING TOGETHER. SO YOU'RE, YOU'RE LOOKING AT YOUR PAST AND YOUR FUTURE AT THE SAME TIME. NO, BUT I'M JUST SAYING, WELL, WE ARE IN OUR GROWTH AS IT SOUNDS LIKE WE DON'T HAVE IT, OR IS IT REALLY MAINTAINING OR IS IT DEVELOPED FOR DEVELOPMENT OR WHATEVER FOSTER AND YOU SAY, SORRY, I WAS PROBABLY PROCESSING IT IN MY HEAD TOO. DEVELOP, DEVELOP, OR CREATE A COHESIVE SENSE OF COMMUNITY IDENTITY. WHAT, UH, ON THE COACH. HOW DOES THAT SOUND? OKAY. NOW WE'RE NOW WE'RE, UH, KIND OF GETTING TO THE, TO THAT SMALL TOWN FEEL ALL OF THOSE KINDS OF DISCUSSIONS IN THE VISION, YOUR, YOUR, YOUR VISION AND YOUR MISSION TALKED ABOUT COMMUNICATION ON THE MORE THAN ONE OCCASION INFRASTRUCTURE WHERE YOU, WE DANCED ALL AROUND, UH, THE BURSTS AND STRONG ECONOMY AND BUSINESS CLIMATE THAT ALL DEALS WITH ECONOMIC DEVELOPMENT, UH, SAFETY IS, IS, UH, INCLUDES ALL OF THOSE ASPECTS OF PUBLIC SAFETY, UH, SAFETY COMMUNITY, PUBLIC, UH, POLICE, FIRE, EMS, UH, DIVERSITY AND INCLUSION, ENSURING A, UH, AN ENVIRONMENT OF DIVERSITY AND INCLUSION. IS THAT, WOULD THAT BE, I'M THINKING ALSO ABOUT THE THINGS WE PROVIDE TO THE COMMUNITY, LIKE AN ARTS PROGRAM AND, UM, THE DIFFERENT SPORTS ACTIVITIES THAT WE HAVE. THOSE ARE DIFFERENT. UM, SECTIONS OF KIDS ARE INVOLVED IN DIFFERENT THINGS, MAKING SURE THE EVENTS THAT WE HAVE ARE, YOU KNOW, ADA COMPLIANT OR THEY FOCUS ON OUR HELP TO INCLUDE OTHER PEOPLE LIKE, UM, DISABLED PEOPLE CAN COME OUT BECAUSE WE HAVE RAMPS FOR THEM, OR WE HAVE WIDE ENOUGH DOORS FOR WHATEVER WE'RE DOING SENSORY FRIENDLY. YEAH. SO JUST LIKE, YEAH. YEAH. SO, YEAH. SO THERE'S A WHOLE LIST OF STRATEGIES THAT WOULD COME UNDER THAT GOALS AND STRATEGIES, GOALS, AND TREAD. SO THAT, AND THAT'S NICK. SO YOU TAKE THIS THEN AND YOU BUILD ON THAT. BUT WHAT I WANT TO DO WHEN WE, WHEN WE DO THAT, WHAT I WANT TO DO IS TO HAVE THE STAFF AND YOU ALL WORKING TOGETHER TO BUILD THOSE GOALS AND OBJECTIVES THAT FAIR WITH Y'ALL YES. THE COMMUNITY PRIDE AND HERITAGE NEEDS TO BE INCLUDED IN HERE. SOME IN SOME WAY, BECAUSE THERE, THERE ARE A LOT OF WHY IS THAT NOT PART OF IDENTITY, IT COULD [04:30:01] AND YOU CAN'T FORCE THAT HAS TO COME. YOU'RE JUST NOT GONNA, YOU'RE NOT GONNA FORCE THAT. YOU'RE NOT GONNA FORCE PEOPLE TO DO THAT. YOU GOT A BIG HERITAGE, THEN THERE IS NO FORCING. THAT'S A BUILDING. THAT'S NOT SAYING I DON'T MOVE INTO HERITAGE. THAT'S NOT HOW IT WORKS. THE HERITAGE IS A CHALLENGING WORD FOR ME BECAUSE, WELL, WHOSE HERITAGE ARE WE TALKING ABOUT? THE HISTORY OF THE BRAND OR, YEAH, WE HAVE STUFF PRINTED THAT DOESN'T INCLUDE ALL THE HISTORY OF LEANDER. SO THEN THAT'S A STRATEGIC WHOSE HERITAGE OVER TIME. YEAH. SO RATHER THAN HERITAGE, I WOULD SAY HISTORY, BUT THEN LET'S BE, LET'S BE, MAKE SURE WE'RE INCLUSIVE IN THE DISCUSSION OF THE HISTORY, RIGHT? YEAH. BECAUSE THAT'S A COMMITTED IS INCLUSIVE BY NATURE BECAUSE IT'S THE HISTORY OF LEANDRA. UH, I DON'T KNOW THAT THAT'S WHAT INCLUSIVE MEANS IN THIS SENSE THAT WE'RE TALKING ABOUT. WE'RE ACTUALLY TALKING ABOUT BEING ACCURATE ABOUT ALL THE CULTURES THAT WERE HERE. THE HISTORY OF LEANDER WOULD BE INCLUSIVE BY NATURE BECAUSE IT IS THE HISTORY. IT'S ONLY INCLUSIVE BY NATURE. IF YOU'RE HONEST AND ACCURATE HISTORY, WHETHER WE KNOW IT OR NOT FIND OUT WHAT IT IS, WHICH IS WHAT SOME PEOPLE ARE DOING, TRYING TO FIND THAT HISTORY AND MAKE SURE THAT PEOPLE ARE AWARE OF IT. SO, YOU KNOW THAT, I MEAN, WE'RE TRYING TO BRING THAT ABOUT, BECAUSE THAT IS PART OF THE IDENTITY OF LEANDER, WHICH NOT VERY MANY PEOPLE KNOW. I THINK IT'S RECOGNITION OF THE ACTUAL HISTORY. THE HISTORY DOES NOT CHANGE BASICALLY BASED ON WHAT IS REPORTED OR WHAT WE'RE AWARE OF THE HISTORY IS THE HISTORY. AND WHEN WE FIND OUT MORE ABOUT IT, THEN YOU REALIZE THAT, YOU KNOW, THERE'S, THERE'S A LOT MORE INVOLVED THAN THE AVERAGE PERSON NOW. AND SOME PEOPLE MAY NOT CARE LIKE YOU'RE SAYING, RIGHT. THAT MIGHT NOT BE WHAT WAS THE POPULATION? 10 YEARS AGO, 25, 30, 30 TIMES 2010 CENTERS, 26,026. IT'S A LOT OF REASONS THERE. ARE YOU TRYING TO SIMPLIFY? OH YEAH. I THINK WE, I THINK WE REALLY HAVE, IN TERMS OF CREATING AND MAINTAINING A SENSE OF PLACE WOULD INCLUDE RECOGNIZING OUR HISTORY. THAT'S SORT OF A SUB BULLET POINT. SO WE'VE, WE'VE GOT SEVEN OR EIGHT. LET'S SEE WHAT WE GOT. 1, 2, 3, 4, 5, 6, 7 DIFFERENT FOCUS AREAS. BE ABOUT 15 OF THESE. AND THEN WE GOT TO PRIORITIZE. THEN YOU, THEN YOU DON'T FOCUS. UH, SO SAY, YEAH, IF YOU HAD, IF WE HAD 15 OF THOSE, WE'D HAVE TO REFOCUS, WE'D HAVE TO FOCUS TO AND PROPERLY. SO, SO YEAH. SO IN THE, IN THE BUILDING HERE ON OUR FOCUS HERE AND THEY BECOME THE BASIS FOR DECISION-MAKING ON AGENDA AND THEY BECOME THE BASIS FOR FUTURE GOALS AND OBJECTIVES. THIS PROBABLY FLIPPED, PROBABLY SHOULDN'T BE FLIPPED, BECOMES THE BASIS FOR GOALS AND OBJECTIVES, STRATEGIES, GOALS, AND OBJECTIVES. AND THEN THOSE STRATEGIES, GOALS, AND OBJECTIVES BECOME THE BASIS FOR A FUTURE AGENDA ITEMS, THEN THEY SHOULD COME BACK TO YOU WITH IDENTIFYING WHAT, WHAT THOSE ARE. AND A LOT OF CITIES WILL, A LOT OF, LOT OF STAFF WILL SAY THIS RELATES TO, UH, YOUR DATA. AND THAT WAY IT KEEPS EVERYTHING FOCUSED ON THAT IN SOME WAY, OR YOUR FOCUS OR STAFF REPORTS, YOUR STAFF REPORTS AS THEY COME, WHERE IT MEETS THE, NOT JUST THE COMP PLAN, BUT THE GOALS FROM THE STRATEGIC PLANNING SESSION. YEAH. SO IT'S GOING TO BE RICK AND STAFF'S JOB TO PUSH THIS OUT, POSTED THIS OUT AND MAKE THIS A PART OF THE CULTURE OF THE ORGANIZATION. AND IT'S UP TO Y'ALL TO STICK WITH IT, QUITE FRANKLY, BECAUSE IF YOU SAY, OKAY, THIS IS WHAT WE'RE GOING TO DO TODAY. AND THEN YOU'VE DON'T THEN WE'RE DONE THERE. THERE'S NO CONSISTENCY, NO PREDICTABILITY, BUT IT GIVES YOU, THIS GIVES YOU A PATTERN. OH NO. THE STAFF ABILITY TO PUSH BACK TO SOMETIMES WHEN SOMETHING COMES FROM LEFT FIELD. SURE. WE NEED TO FOCUS ON IT'S LIKE, HOW DOES THAT THE CHANGE IN PRIORITY? AND YOU KNOW, IF YOU WANT TO, HIGHER LEVEL, YOU HAVE TO BE SURE ABOUT WHAT YOU'RE DOING HERE AND HOW THAT FITS IN ORDER [04:35:01] IN ORDER TO BE CONSISTENT AND PREDICTABLE. SO, UH, WE'RE BUILDING THE CORRECT AND WE'VE COME A LONG WAY IN MY OPINION, LEADERSHIP. YES, SIR. CRAZY. WHERE'S THE THIRD KEY. WHERE'S THE THIRD COWBOY IN THE SECOND PICTURE. I FEEL LIKE THAT'S THE APPROPRIATE, I DIDN'T WANT TO MESS YOU UP IF THERE WAS, IF THERE WAS A REASON YOU SEE, WELL, I THINK THAT THIS CARTOON IS, IS IT'S FROM THE HORSE'S PERSPECTIVE, RIGHT? WHICH I THINK DOESN'T REALLY FIT WITH OUR CITY. CAUSE WE HAVE, WE HAVE OUR COUNCIL AND STAFF PERSPECTIVE, BUT WE ALSO HAVE THIS COMMUNITY. SO THE PEOPLE ARE LOOKING AT OUR GOVERNANCE MODEL AND, AND IF THE PEOPLE CAN GET IT, THE PEOPLE CAN SEE THE, UH, THINKING, THE STRATEGIC THINKING THAT YOU'VE DONE. THAT'S THAT'S THE CORRAL AND THAT'S CONSISTENTLY, AND IT SHOULDN'T BE LAXED IN TO MARSTON, BUT YOU'RE RIGHT. IT'S A LITTLE BIT, IT'S A LITTLE BIT DIFFERENT. I'VE USED IT FOR 26 YEARS. IT ACTUALLY CAME FROM A GUY NAMED MIKE CONDOM WHO WAS THE CITY MANAGER IN TOP BRIAN AND THEN DIDN'T AND DOES THIS KIND OF WORK AS WELL. AND UH, SO I GIVE HIM CREDIT FOR THAT. HE DID A FACILITATION FOR OUR CITY BUILDING THAT CORRAL. SO WE'VE TALKED TODAY ABOUT LEADERSHIP, COMMUNICATION, UNDERSTANDING ROLES AND FULFILLING EXPECTATIONS PLANNING, AND, AND WE'LL GET DEEP FOR THE NEXT TIME THAT WE BE, UH, AND IT'S A 2 0 5 AND NOT TWO 15 FOR THE NEXT BREAK, BUT WE'RE RUNNING AND LEARNING TO RIDE ON SCALE. AND, UH, SO, UH, UH, FROM MY PART OF IT, I WANNA, I WANNA ASK YOU HOW YOU ALL FEEL ABOUT WHAT WE HAVE DONE TODAY. SO HOW DO YOU FEEL ABOUT WHAT WE'VE DONE TODAY? UH, AND I'M GOING TO START WITH JASON. SO I POINTED IT IN THE COVID SIMILAR TO GO AND HAVE THAT CORRAL MILL. IT'S NEVER TOO LATE TO GET STARTED ON. IT'S FUNNY, A LOT OF THINGS THAT, THAT YOU SAID TODAY, I DO DOWN HERE, GOD SAID, THIS IS YOU GOTTA TAKE A COUNCIL OUT OF IT AVAILABLE. AND THESE COUNCIL, EVEN WHEN YOU HAVE A FIGHT, EVERYBODY KNOW YOUR FRAMEWORK. CORRECT. BUT EVERYBODY WILL KNOW. YEAH. THEY'LL KNOW WHAT YOU THINK, ISN'T IT? I THINK IT'S GOOD THAT WE'VE COME TO THE TABLE AND INVESTED TIME AND INVESTED EACH OF OUR OPINIONS ON THIS. SO I THINK IT'S, I THINK IT'S VALUABLE TODAY. SO THANK YOU. THANK YOU. SAME AMOUNT OF . YOU'VE GOT TO HAVE A PLAN AND THAT'S WHERE I THINK WE'VE BEEN ALL OVER THE PLACE AS A COMMUNITY. AND SO SORT OF PUTTING IT IN A BULLET FORMAT AND PUTTING IT IN WORDS HELPS EVERYBODY MOVE IN THE RIGHT DIRECTION TOGETHER. VERY GOOD. UH, LET'S SAY YOUR NAME IS CATHERINE. NO, I THINK IT'S VERY TIMELY AND NECESSARY. I'M DELIGHTED THAT WE'RE DOING THIS, GET US ALL ON THE SAME PAGE AND PART OF THE PLANS GOING FORWARD. SO I FEEL VERY GOOD ABOUT THIS. SO I'M GLAD THAT WE GOT AS A GROUP TO REDEFINE WHAT OUR VISION IS AND OUR MISSION IS AND WHAT THE FOCUS NEEDS TO BE, BECAUSE I REALLY DOES DIRECT EVERYTHING ELSE. WE HAVE TO MAKE DECISIONS ON. IF YOU DON'T HAVE THAT CLEAR PLAN, LIKE BECKY SAYS, YOU'RE JUST MAKING DECISIONS ON THE EMOTION OF WHATEVER YOU FEEL TODAY. UM, OR BASED ON WHAT SOMEBODY OUT THERE MAY HAVE SAID OR NOT SAID TO YOU. SO IT'S REALLY GOOD TO HAVE A CLEAR FOCUS OF WHAT WE'RE DOING. UM, YEAH. AND, AND, UM, ONCE I'VE PUT THIS IN WRITING, GIVE IT TO YOU ALL FOR REVIEWED. UH, THERE'S NO PRIDE IN AUTHORSHIP. IF WE NEED TO ADD SOMETHING, IF WE NEED TO REWARD SOMETHING THAT YOU WELCOME TO SEE CHRIS. YEAH. I MEAN, I, I LOVE A PLAN. I LOVE A CHECKLIST AS WELL. AND SO, UM, THIS IS A GREAT, AND, AND I THINK THE ENVIRONMENT [04:40:01] IN WHICH WE'RE HAVING IT AND, UM, UH, BEING ABLE TO DO IT LIKE THIS AND EVERYBODY HAVING TO SAY, EVERYBODY'S SPOKE UP TODAY, THERE'LL BE A CHANCE TO, LIKE YOU SAID, TO REVISE SOMETHING, WE'VE GOT TO REVISE SOMETHING. I LIKE COMING TO A CONSENSUS AND, AND EVEN DISCUSSING THINGS THAT WOULD PROBABLY NEVER COME UP, UH, BECAUSE WE CAN'T ALL, ALL SEVEN OF US CAN'T EVEN TALK TOGETHER. UM, WHETHER IT BE WHETHER WE AGREE OR WHETHER WE DON'T SO APPRECIATE IT. VERY GOOD. I THINK THIS HAS BEEN GOOD. UM, I THINK GETTING SOMETHING TOGETHER THAT'S COHESIVE WILL BE GREAT. AND, UM, I'VE SEEN IN OTHER CITIES WHERE THEY'VE DONE SIMILAR ACTIVITIES AND THEY'VE GOT THEIR STRATEGIC GOALS LISTED OUT AND ON THEIR AGENDA, THEY TIE THEIR AGENDA ITEMS TO WHAT STRATEGIC GOAL FITS INTO. AND I THINK IT'S A GREAT WAY TO KEEP PEOPLE FOCUSED. SO I LOOK FORWARD TO LANDER JOINING THAT CLUB OF COUNCILS THAT DOES THAT. SO THANK YOU VERY MUCH FOR CORRALLING US AND OUR DISCUSSION TODAY. YOU'RE WELCOME. YOU'RE WELCOME. UH, I'M SORRY. I INTENDED TO CALL ON RICK BEFORE I CALLED ON YOU, BUT I WANTED YOU TO BE ABLE TO GET FIRST WORD AND NOT THE LAST, UH, AND THEN, AND THEN WE'LL TAKE OUR BREAK AND THEN WE CAN REGROUP. BUT RICK, FROM YOUR PERSPECTIVE, OUR WORK TODAY, OBVIOUSLY I BELIEVE THIS IS THE FIRST TIME THERE'S BEEN ANY TRUE STRATEGIC PLANNING APPROACH TAKEN. I DON'T KNOW, HISTORICALLY IF THERE WAS ANY PRECEDENT Y'ALL BEEN ABLE TO FIND, BUT IF YOU ALSO, BY THE SAME TOKEN, IF YOU LOOK AGAIN AT 2010 CENSUS, 26,000 PEOPLE, EVERYTHING'S BEEN DRINKING FROM THE FIRE HOSE FOR BOTH OUR PREDECESSORS AND EVERYONE HERE NOW. SO, UM, THE LAST COUNCIL'S CURRENT COUNCILS, UH, LIKE RON MENTIONED, UM, AND EVEN TRUTHFULLY, PROBABLY WHEN I GOT HERE, THERE WAS KIND OF A LIST OF, OF ITEMS TO ADDRESS THEM. AND LET'S, YOU KNOW, COMING FROM TRANSPORTATION FOR ME, FIRST THING I SAW WAS ON THE TRANSPORTATION SIDE, BUT THEN WE HAD COVID AND I THINK WE'RE AT DECISION POINTS NOW, AND WE'LL SEE SOME THINGS WE FINISHED THE COMP PLAN. SO THAT'S A CRITICAL DOCUMENT. AND WE'RE GOING TO SEE WHERE WE'RE ALL, WE ARE JUST ON A FEW FACILITIES. AND I THINK THAT HAVING THAT FOCUS BECAUSE YOU NOW HAVE SO MANY COMPETING WATER, SEWER, ECONOMIC DEVELOPMENT HOUSING, ALL AT ONE TIME, THAT'S, THAT'S YOUR TEMPLATE AND ROADMAP. AND, YOU KNOW, RON'S THANK YOU FOR COMING IN AND FACILITATING THIS. CAUSE I THINK IT TAKES, UH, SOMEONE WHO'S NOT IN IT TO COME IN AND ADVISE FROM THE GLOBAL PERSPECTIVE. THANK YOU. AND SO, UM, AND I APPRECIATE IT. I APPRECIATE THE OPPORTUNITY AND AS THEY MAKE THEIR PRESENTATION, RICK AND I TALKED ABOUT THIS EARLIER, I MIGHT HELP FOCUS, UH, FOR SOME DECISION POINTS OR ONCE THOSE DECISION POINTS COME UP. IF I NEED TO, I CAN HELP THE DIRECTION MAY BE CLEAR. I MAY TAKE A FEW NOTES FROM THERE, BUT THESE GUYS WILL ALL BE TAKING NOTES AS WELL. SO I APPRECIATE THE OPPORTUNITY. WHAT WE NEED TO DO IS I'LL GET YOU TO STAY UP AND SET OUT SOME DATES AND GET, GET US BACK SOONER THAN LATER. AND, UH, GO TO GO TO THAT NEXT STEP. SO THIS HAS BEEN GREAT. I APPRECIATE YOUR TIME TODAY ON THIS BEAUTIFUL SATURDAY THAT WE'RE SITTING IN HERE IN THE, WITH THE WINDOWS WINDOW BLINDS CLOSED. SO IT'S REALLY NICE TO HAVE A, I GUESS IT IS POP IT'S POSSIBLE FOR ME TO SET THAT, UH, UH, IT'S TWO 12. WE CAN GET, IF WE CAN DO IT AND COME ON FRIEND TO BE OFF SCHEDULED THERE, THIS WILL BE OKAY. WE CAN DO IT AND WE CAN DO IT NOW. AND WE CAN DO IT BEFORE WE LEAVE. I'M AFRAID IF WE BUMP UP, IF WE BUMP UP TO HAVING TO LEAVE OR YOU'VE GOT, YOU NEED TO LEAVE YOU LEAVE. SO LET'S TALK ABOUT THE SCHEDULE, RIGHT? FOR ME. ARE YOU THINKING ANOTHER SATURDAY OR IS THIS CAN BE WHATEVER YOU WANT IT TO BE? IT'S A, PROBABLY ABOUT A HALF A DAY, A THREE HOURS OR SO, BUT I BLOCKED OUT A HALF A DAY OR, UH, STARTING IN THE EARLY EVENING AND INTO THE EVENING. IF YOU CAN'T MEET IN THE DAYTIME OR A SATURDAY, SATURDAY MORNING, NOT GOING TO MAKE IT THROUGH FACILITIES TODAY. SO DO YOU WANT TO SCHEDULE ANOTHER SATURDAY? WELL, WE'RE GOING TO GO THROUGH HIGH LEVEL ON A WEEK. WE ONLY NEED PROBABLY AN HOUR AND A HALF TO KIND OF TALK THROUGH WHERE WE'RE AT. OKAY. I'M THINKING IF Y'ALL, WE COULD EITHER DO A SATURDAY MORNING OR I DON'T KNOW IF Y'ALL COULD DO LIKE A FRIDAY AFTERNOON. I WOULD DO SOMETHING LIKE THAT. I WOULD PREFER THE FRIDAY AFTERNOON BETWEEN IF POSSIBLE. I MEAN, , YOU'RE NOT COMING IN MY POWER ACCORDINGLY. SO CAN TELL US A WEEK. UH, I CAN'T DO IT ON THE FOURTH OR THE 11TH. I CAN DO IT ON THE 17TH. [04:45:01] WHAT AM I DOING? LIKE 18 OR 25. I MEAN THE 18TH AND I, I WAS LOOKING TO SEE IF I CAN DO IT ON THE 18TH, 17TH, 18TH WORKS FOR ME. WHAT ABOUT FOR ME STAFF WISE? I THINK THAT'S FINE. AND THERE'LL BE A LATE NIGHT COMING IN. IF YOU DO IT ON A FRIDAY AFTERNOON, I CAN COME UP ON FRIDAY MORNING AND THAT WAY I DON'T HAVE TO. CAUSE I'VE GOT A THURSDAY NIGHT MEETING ALREADY SCHEDULED THE 17TH, 18TH. OKAY. WOW. I CAN MAKE YOU WORK. I DON'T HAVE, I JUST GOT A NEW PHONE YESTERDAY, SO ALL MY ACCOUNT, I JUST WROTE MY CALENDAR. DIDN'T COVER IT OVER. SO I CAN'T SEE THERE. I HAVE SOMETHING ON THE 18TH, BUT I DON'T. OKAY. THAT'S WHAT I'M MISSING. SO BREAKFAST. AND THEN I HAVE SOMETHING AT NIGHT IS SIX. SO THIS WOULD LAST AND START LIKE AT ONE DAY. YEAH, THE BEGINNING OF DAY OR AFTER END OF DAY, LET'S DO AN AFTERNOON. IT'S ON FRIDAY. THAT GIVES ME AN OPPORTUNITY TO DRIVE UP THAT MORNING AND FOLK OUT. OKAY. YOU DON'T HAVE TO PAY FOR MY HOTEL BILL AND IT'S TWO O'CLOCK UH, NO, I WANT TO BE ONE WEEKLY. THAT'S IT? ONE TO FOUR ISH IS WHAT WE'RE BLOCKING. OKAY. YOU GUYS, EVERYBODY. OKAY. WITH SH REALLY COME FROM YOUR PERSPECTIVE. THREE HOURS. WHEN WE HAVE A MEETING THE NIGHT BEFORE, ANYWAY, THAT'S, THAT'LL GIVE YOU THE TIME TO RECOVER FROM. SO I WANT A GOOD RAPPORT. WHEN I COME BACK ON FRIDAY, I WANT A GOOD REPORT ABOUT HOW WELL THE MEETING WENT ON THURSDAY. ALRIGHT, MR. GREENSBORO, I SEE YOU STANDING. CAN YOU COME MY PLACE? I'M VOLUNTARILY FALLING TELLING YOU COME HERE FOR A SECOND BECAUSE YOU WERE STANDING. YOU WANT TO GUESS WHY I'VE CALLED YOU UP HERE EVERY TIME I CALL YOU UP. IT'S THE SAME THING. IT'S SOMEONE'S BIRTHDAY AGAIN. AND NOW HE'S LIKE OUR OFFICIAL BIRTHDAY GREETER NOW. SO, AND IT WAS JUST PERFECT. CAUSE YOU WERE STANDING THERE. SO, UM, I WAS HOPING THAT YOU WOULD HELP ME, UH, AND COUNCIL WISH PROTON ROSS, A HAPPY BIRTHDAY TO HER THERE'S CUPCAKES IN THE BACK. AND THANK YOU TO DARRA FOR ARRANGING ALL OF THIS. WE WON'T EMBARRASS YOU WITH A SONG CUPCAKES. UH, THERE ARE TWO THAT ARE GLUTEN-FREE. ARE THOSE STILL IN THE SAME BOX AND START DRINKING BUT THAT WAS PERFECT. THANK YOU, DAN. ALL RIGHT. WE ARE IN RECESS. IT'S TWO 16 BE BACK AT TWO 30. OKAY. WHAT IS THIS? TERRIBLE. ALRIGHT. WE ARE BACK IN SESSION AT 2:30 PM. WHO'S LEADING US HERE. I'M DOING, I'M GOING TO LEAD THIS. AND SINCE [3. Discuss city facilities including, but not limited to, current and future needs.] RON IS BOTH LEFT-HANDED AND HAS THE GIFT OF, UH, OF, UH, PRESENTATION, I THINK WE'RE GOING TO HAVE SOME THINGS. SO FACILITIES IS A VERY BIG, I MEAN, WE TALKED ABOUT INFRASTRUCTURE NEEDS PRIORITIZATION. SO SOME OF THE THINGS YOU ALL TOUCHED ON EARLIER, STAFFING, UH, VOLUME, HOW DO YOU ADDRESS WHAT DEVELOPERS SUBMIT WHEN YOU'RE, WHEN YOU LOOK AT OUR VOLUMES? SO SOME OF THOSE THINGS ARE GOING TO BE MORE LONGTERM. SOME OF THEM I'M GOING TO LOOK AT IN HERE TO KIND OF PROMPT YOU ALL ON SOME INPUT, BECAUSE THIS IS NOT MEANT TO PROVIDE A, ALL THE SOLUTIONS RIGHT NOW WE HAVE SOME ITEMS THAT WERE PUT ON HOLD. I KNOW BEFORE I ARRIVED. SO I GOT HERE IN DECEMBER 19, SOME THINGS ARE GONE OR APPROVED BY THE VOTERS. SOME THINGS HAVE BEEN BEEN REBID. AND THEN WE HAVE SOME OTHER THINGS THAT IF WE DON'T BEGIN TO ADDRESS THEM, AT LEAST IN CONCEPT AND START DRILLING DOWN ON COSTS, OUR PRESSURES ON LIKE TODAY ARE GOING TO BECOME MUCH MORE SIGNIFICANT IN TERMS OF MEETING THOSE STAFFING REQUIREMENTS OR AGAIN, WHILE STILL, PROBABLY ONE OF THE FASTEST GROWING COMMUNITIES IN THE 29 STATES OVER 50,000. SO NOW WE REALIZE, I ASSUME THAT'S OKAY. DO I POINT IT? I GUESS I JUST POINTED. OKAY. SO THIS IS A SHORT LIST OF ITEMS AND THE GRAND SCHEME OF THINGS. I KNOW WHEN [04:50:01] I, WHEN, WHEN YOU TALKED TO SOMEONE LIKE ROBERT, IT'S LIKE, OH, THAT'S A BIG WEST, ACTUALLY IT'S, IT'S, IT'S EXPENSIVE. BUT IN ORDER REALLY FOR US TO START TAKING DOWN THE REALLY BIG ITEMS THAT WE NEED TO START PLANNING FOR, WE'D LIKE TO START PROMPTING SOME DECISIONS ON NEXT STEPS, YOU KNOW, WOULD YOU LIKE US TO LOOK AT CERTAIN THINGS IN GREATER DEPTH? ARE THERE SOME ITEMS THAT WE, YOU WOULD LIKE THROUGH THAT TO MAYBE REEVALUATE? SO, AND THEN LET'S JUST TAKE THE FIRST ONE OLD TOWN PARK. THERE ARE, WHEN WE GET FURTHER OUT THERE, IT'S GOING TO BE A LITTLE BIT OF A CITY HALL DISCUSSION. THERE ARE SOME SCENARIOS THAT, YOU KNOW, EVEN P EVEN BRW AND THEY'RE IN THAT GREAT BIG PLAN KIND OF LOOKED AT. SO THE REASON TO GO THROUGH THIS, YOU KNOW, SENIOR CENTER, SAN GABRIEL PARK REC CENTER, THAT'S SITTING ON THE TABLE, WHAT DO WE DO WITH IT? AND THEN THE NEXT ONES THAT I, THAT I DO WANT TO TOUCH ON THIS KIND OF UPFRONT IS YOU START TALKING ABOUT CITY HALL AND THEN YOU START TALKING ABOUT POLICE STATION, BUT ONE OF THOSE DOMINOES FALLS, THEN YOU'RE ALLOWED TO DROP ANOTHER ONE. SO IF WE DO CITY HALL UNDER SOME SCENARIOS, THEN EVEN IF YOU DO OLD TOWN PARK HERE, YOU ALSO GET AN OPPORTUNITY FOR POTENTIALLY, LET'S SAY PARKS. YOU MIGHT EVEN HAVE AN OPPORTUNITY TO ADDRESS REC CENTER AS AN EXAMPLE, EVEN ON THIS SAME BLOCK WITH THINGS THAT MIGHT BE ABLE TO WORK TOGETHER. SO, AND THIS IS WHERE I PROBABLY WOULD. LET'S JUST KIND OF GO DOWN. THAT LIST IS SO OLD TOWN PARK. HEY RICK, WHILE YOU'RE GOING THROUGH THIS THOUGH, TOO, DO WE AGREE THAT THE DECISION ON WHATEVER'S GOING TO HAPPEN WITH, UM, EITHER THIS OR A FUTURE DIFFERENT SITE FOR CITY HALL COULD ALSO AFFECT SOME OF THESE THINGS? WAS THAT AROUND HERE THEY COULD. SO LET'S SAY Y'ALL TELL HIM PARK. THAT'S WHAT I WAS GOING TO BRING UP ABOVE THE FIRST THAT ONE, IT WAS BED. IT CAME IN. YEAH. IN SEPTEMBER OVER 700,000 OVER BUDGET. OBVIOUSLY THE ENVIRONMENT RIGHT NOW IS PRETTY TOUGH ON, ON PROJECTS IN TERMS OF SUPPLY LINE, SUPPLY CHAIN, UH, LABOR. SO IN TERMS OF PARKS, THEIR PLAN IS TO REBUILD THAT IN FEBRUARY. THEY'D BRING THAT BACK IN MARCH. NOW THEY'VE GOT, THEY'VE LAID OUT A SCHEDULE, YOU KNOW, IF YOU STARTED IN JUNE AND TRY TO MOVE VERY FAST, BUT THEN THERE'S THAT LARGER QUESTION. SO THIS PART'S IN UPDATE. WE'RE GOING BACK OUT. WE'RE GOING TO GET SOME ADDITIONAL COSTS, BUT AS YOU ALL KNOW, THINGS DON'T SEEM TO BE GETTING CHEAPER. THEN YOU JUMPED DOWN TO SENIOR CENTER ON THIS ITEM. THIS IS ONE THAT VOTERS VOTED ON IT. UM, IT'S APPROXIMATELY 1.8 MILLION OVER THE PLAN RIGHT NOW FOR PARKS IS TO RE-ENGAGE WITH THE DESIGN TEAM AND LOOK AT REBIDDING. SO WE'VE ALSO HAD A COUPLE OTHER ITEMS IN THAT PROCESS. WE MIGHT WANT TO LOOK AT THAT. AT LEAST IT'S BEEN THOUGHT THOUGHT OF. SO THE CHILDREN'S ADVOCACY CENTER HAS ALSO PROVIDED A, THEY'VE ALSO HAVE A REQUEST FOR THEIR LARGER NEW FACILITY IN GEORGETOWN BELABOR ON-RAMP AND WE'VE ALSO, WE'VE ALSO INCLUDED WITHIN THAT DESIGN INTERVIEW SPACE IN THE ORIGINAL DESIGN. SO IT MAY BE THAT WE WOULD LOOK AT THOSE OPTIONS TO GET YOUR INPUT BASED ON YOUR INPUT. AND THAT WOULD YOU WANT TO LOOK AT FUNDING? BOTH. WOULD YOU LOOK AT FUNDING ONE? I REALIZE THEY DON'T NECESSARILY HAVE TO BE MUTUALLY EXCLUSIVE, BUT THERE'S SCENARIOS. YOU MIGHT GET SOME SPACE, UM, SPACE BENEFIT OR COST SAVINGS LOOKING AT RELOCATING THE ENTIRE FACILITY. NO, IF THEY'RE BUILDING AN ADDITIONAL FACILITY, THEY'RE BUILDING, THEY'RE DOING AN EXPANSION IN GEORGETOWN AND THEY APPROACHED THE CITY ABOUT, AND THE OTHER CITIES ABOUT PARTICIPATION IN THAT, UH, SPECIFICALLY ON THE ARPA FUNDS, HOWEVER, OUR DESIGN, IT DOESN'T INCLUDE INTERVIEW SPACE FOR THEM AS WELL. SO I GUESS QUESTION, YOU KNOW, ONE OF THE QUESTIONS ON THE DECISION TREE IS, WOULD Y'ALL CONSIDER BOTH, UM, YOU KNOW, DO YOU DO YEAH. FACILITY IN GEORGETOWN? YEAH. SO THOSE ARE THE SORRY. UM, I REMEMBER WHEN THEY MET WITH US, THEY WANTED TO DO AN ANNUAL COST. HAVE THERE BEEN DISCUSSIONS ABOUT IF WE HAD A FACILITY FOR THEM REDUCING THE ANNUAL WELL THEY'RE LAST THAT HERE'S THE INTERESTING THING WAS SO WHEN THEY APPROACHED US FROM WHAT I REMEMBER, IT'S BEEN YOU SEVERAL MONTHS BACK WHEN THEY APPROACHED US, THAT WAS UNDER SOME PREMISE THAT, HEY, WE'RE ASKING [04:55:01] FOR THIS AMOUNT. I THINK IT WAS HALF A MILLION ROUGHLY FOR THE, AT THAT TIME FOR THE NEW CENTER IN GEORGETOWN, THEY WERE UNDER SOME ASSUMPTION THAT THE CITY WASN'T GOING TO MOVE FORWARD WITH THE FACILITY HERE. SO I WOULD SAY IN THEIR MIND IT WAS ONE OR THE OTHER. HOWEVER, I THINK THEY WERE ALSO LOOKING AT A HIGHER, UM, ANNUAL CONTRIBUTION. I THINK IT WAS GOING FROM 35 TO, I THINK, THE REQUESTING 60 AND THAT, AND SO THOSE ARE THE TYPE OF THINGS THAT AS WE LOOK, LOOK GREATER DETAIL, AND LET'S SAY WE, WE CAN SHAVE THE COSTS DOWN TO 1.5 AND THEN, OKAY, WELL, WHAT IF WE GET DOWN TO A MILLION NOW, DO I THINK, AND DOES THOSE PARKS THINK THAT WE'LL GET A MASSIVE SAVINGS EXCLUDING THE INTERVIEW ROOMS AND TAKING OUT SOME OF THOSE PARKS, BASICALLY THOSE WALLS, UH, PROBABLY NOT HUGE. YOU MIGHT GET SOME ADDITIONAL SPACE SAVINGS NOW TO GO BACK TO THE BRW STUDY. IF YOU LOOK LONG-TERM NOW, OF COURSE THEIR STUDY, THE RANGE FOR ALL THE FACILITIES THEY LOOKED AT IS SOMEWHERE THE LOW ENDS, ABOUT THREE 10. THE HIGH END IS UP CLOSER TO THAT THREE OR 40 MILLION ACROSS EVERYTHING THEY DID SAY, OKAY, THE POSSIBILITY YOU MAY NEED TO SENIOR CENTERS LONG-TERM. SO I THINK RIGHT NOW WE HAVE A SITE, WE DO HAVE A COST THAT'S OVER THE ORIGINAL VOTER APPROVED AMOUNT, BUT I DO THINK WE NEED TO LOOK AT POSSIBLY MOVING THIS FORWARD. ROBERT, I'VE TALKED ABOUT HOW COULD YOU PAY FOR THAT DELTA? I THINK WE DO NEED TO TRY TO GET THAT DELTA DOWN AS MUCH AS POSSIBLE IN ORDER TO MOVE THE PROJECT FORWARD. UM, I KNOW THERE'S BEEN SOME OTHER DISCUSSION ABOUT, I GUESS, THE SITE NEXT TO THE LIBRARY AS WELL. I THINK THAT WOULD POTENTIALLY WHAT WOULD ADD SOME ADDITIONAL DESIGN COSTS IN TERMS OF WHERE YOU TIE INTO UTILITIES AND EVERYTHING ELSE THAT THAT HAS NOT YET OCCURRED? SO WHAT WE WOULD LIKE TO DO ON THE SENIOR CENTER IS THIS ONE MOVE FORWARD WITH THE DESIGN TEAM. NOW SPEND A LITTLE MONEY, SEE IF WE CAN'T MOVE THIS CLOSER TO A, A DECISION POINT FOR Y'ALL WITH OR WITHOUT THE CHILDREN'S ADVOCACY CENTER PIECE TO IT VERSUS THEIR CURRENT REQUEST FOR THE NEW FACILITY. AND THEN ALSO WE WOULD THEN MOVE FORWARD TO REBUILD IT WITH THE UNDERSTANDING. IT COULD VERY WELL COME BACK AND BE, YOU KNOW, STILL AT LEAST A MILLION MORE. UH, ROBERT, I DON'T KNOW IF YOU WANT TO SPEAK TO THE, THE CAPABILITY OF ISSUING CEO'S OR THE OTHER, OTHER POSSIBILITY WOULD BE, YOU KNOW, A GENERAL FUND DELTA TOWARDS THE END OF YEAR, THE A YEAR OR A MID YEAR, AND JUST PAY FOR IT OUT OF GENERAL FUND. I GUESS THE POINT OR THE BEGINNING WAS IF, DEPENDING ON WHAT WAS DECIDED ON THE BIG, ON THE BIG ROCK, WHICH IS BY THE VOTERS, I'M SAYING THEY GROK BEING CITY HALL AND MADE THE BIGGEST PROJECT THAT WOULD HAVE TO GO ON AT SOME POINT TOO, IF IT WAS DECIDED THAT, UH, WE WERE GOING TO GO TO A NEW SITE WITH CITY HALL AND VACATE BUILDINGS OR PROPERTIES OR WHATEVER IT ARE. DO WE HAVE ANY OTHER FACILITIES THAT ARE, THAT ARE CURRENTLY FUNCTIONING AS CITY OFFICES OR CITY OWNED, UM, RESOURCES THAT WOULD ACTUALLY ALREADY BE BUILT THAT THE SENIOR CENTER COULD GO INTO? OKAY. I GUESS THE BEST WAY TO ANSWER THAT WOULD BE, WE WOULD POTENTIALLY, MAYBE EVEN ON THIS CAMPUS RIGHT HERE, HOWEVER, HOWEVER, PIECES, I THINK WE'RE LOOKING AT AT LEAST PROBABLY, YOU KNOW, THREE-YEAR TIMELINE TO GET A CITY HALL, YOU KNOW, AT LEAST SUBSTANTIALLY UNDERWAY BECAUSE YOU'VE GOT YOUR DESIGN PROCESS, YOUR BID PROCESS, THE FINANCING PIECE, AND THEN NOW YOUR CONSTRUCTION, ARE WE OUT OF THE TIMEFRAME? UH, NO, I DON'T. I DON'T BELIEVE WE ARE THE QUESTION. ROBERT WAS THE TIMEFRAME FOR EXPENDITURE OF THE APPROVED BONDS FOR THE SENIOR CENTER 10 YEARS. BUT I KNOW THAT THE TIME THE TIMELINE RELATES TO WHEN YOU ISSUE THE DEBT, SO THE SENIOR BONDS WILL STAY THERE UNTIL THEY'RE, THEY'RE SPENT, OKAY. IT'S THE REC CENTER WHERE THEY'RE AN ISSUED BONDS AND ALSO SOME PART OF BONDS THAT IF THOSE DON'T GET ISSUED WITHIN THE TENURE, WHICH WOULD BE 20, 26, THEN THOSE PLANS THAT WAS, WAS CITY FUNDS AND NOT BOND MONEY. SO WE HAVE NOT ACTUALLY DONE [05:00:01] SOLD THE BOND FOR THAT, FOR WHICH ONE? FOR THE, FOR THE, UH, SENIOR CENTER? UH, NO, WE WE'VE TAKEN ALL OF THAT DOWN. WE'VE SOLD THE BONDS FOR THE SENIOR CENTER. OKAY. SO THAT'S SOMETHING THAT 10 YEARS DOES APPLY. OKAY. IT'S, IT'S ONLY IF THE VOTERS APPROVE THE AUTHORITY TO ISSUE THE BONDS AND YOU WAIT 10 YEARS TO ACTUALLY BORROW THE MONEY AND SELL THE BONDS, THEN THAT AUTHORITY EXPIRES FROM THE VOTERS. SO WE'RE GOOD. YES. OKAY. UM, ON THE SENIOR CENTER, I KNOW THERE WAS A TEXAS PARKS AND WILDLIFE GRANT THAT WE GAVE BACK THAT WERE TOLD TO REAPPLY FOR THIS YEAR. AND THEN THERE WAS ANOTHER ONE COMING UP, I THINK, IN THE FALL FOR INDOOR FACILITIES THAT MARK WAS GOING TO APPLY FOR. DO WE KNOW HOW MUCH THOSE SHOULD OFFSET THE COST? IF THEY'RE, AND I REMEMBER THE EVALUATE AND ROBERT, I CAN'T REMEMBER THE DOLLAR AMOUNTS ON THOSE. I DO BELIEVE THAT THERE WAS ONE THAT THEY WEREN'T WAS THAT UP. WAS IT THE NEIGHBORHOOD AS WELL, COUPLE HUNDRED THOUSAND FOR SO THAT WOULD BE, UM, IT'S NOT INCLUDED ON THE REVENUE SIDE YET. I DON'T BELIEVE, I THINK THE, THE STATION WAS TO FIGURE OUT WHAT THAT IS GOING TO MEAN. IF THERE'S ANY OTHER BOND MONEY OR NOT BOND AVAILABLE THAT WOULD HELP OFF SET THAT THAT WAS SUPPOSED TO BE PART OF THIS NEXT CONVERSATION. WELL, THE, I THINK THAT THE LOOK GOING BACK AND LOOKING AT THAT DESIGN IS ALSO GOING TO FACTOR INTO THE TOTAL COST. YEAH. THAT NEXT STEP. YEAH. AND THEN I THINK IT'S PART OF IT IS IT'S A BALANCING ACT. I MEAN, IF THE CHILD ADVOCACY CENTER DOESN'T MEAN THAT, THEN I DON'T SEE A POINT OF BUILDING IT FOR THEM. HOWEVER, AS WE'RE LOOKING AT THESE THINGS, I THINK IT'S IMPORTANT TO LOOK AT THE DESIGN FOR THE CITY THAT WE'RE GOING TO BE IN, NOT THE CITY THAT WE ARE, BUT BECAUSE, UM, IT'S, IT'LL BE EVEN MORE EXPENSIVE TO COME TRY TO RETROFIT SOMETHING IN THE FETAL HERE. BY THE TIME IT'S BUILT, WE'VE ALREADY OUTGROWN IT SO MEAN IT'S A BALANCING ACT, BUT I WANT TO NOT CUT THEM INTO QUARTERS FOR SOMETHING THAT'S NOT GOING TO BE VIABLE IN A FEW YEARS. UM, SO THIS IS A TWO-PART ONE JUST TO ELIMINATE THIS ROLE. I THOUGHT, IF ARE, ARE WE, ARE WE LOOKING AT STILL THE SAME LOCATION WE WERE NOT THERE. THAT WOULD BE SOME, THERE'D BE SOME ADDITIONAL COSTS ON ADDITIONAL ANALYSIS FOR THE OTHER LOCATION, BECAUSE YOU HAVEN'T LOOKED YET. YOU HAVEN'T, YOU DON'T HAVE A FINAL DESIGN THERE, SO YOU'D HAVE TO THE LIBRARY LOCATION. SO THERE'S, THERE'D BE SOME ADDITIONAL DESIGN COSTS. WE'RE TALKING ABOUT THE ORIGINAL. OKAY. SO, AND AGAIN, THIS, THIS IS THE PART WHERE JUST REALLY UNDERSTANDING THE LOGISTICS OF EVERYTHING. HOW HAS IT BEEN DISCUSSED OR CONSIDERED, UM, IN COMBINATION. AND THIS IS JUST FOR EXPENSE, THE SENIOR CENTER REC CENTER, BUT SEPARATED INSIDE WHERE IT'S NOT THE SAME, BUT IT'S ONE FACILITY I'VE ASKED THAT QUESTION BECAUSE, WELL, I WAS GOING TO SAY, THIS IS WHERE IT MAY MAKE SENSE, YOU KNOW, AFTER WE, IT MAY MAKE SENSE TO JUMP AHEAD AND TALK ABOUT CITY HALL A LITTLE BIT, BECAUSE IT'S A CHICKEN AND EGG THING TO BE ABLE TO DO THAT AND THE TIMEFRAME. OKAY. OKAY. SO IT'S NOT UNREASONABLE TO THINK THAT, BUT IT'S NOT, WE'RE NOT READY TO TALK TO ABOUT, BUT WE HAVE TO HAVE ANOTHER BID. WELL, WE WOULD HAVE TO, WE WOULD HAVE TO THEN GET INTO, YEAH. WE WERE TALKING ABOUT REDESIGNING, EVERYTHING POTENTIALS. SO THERE, YES. OKAY. SO THE CHILDREN'S ADVOCACY CENTER. SO ARE YOU SAYING, THINKING OF LIVING THAT OUT, BECAUSE IF I THINK THAT'S A GOOD THING, TWO PARTS TO THAT, UM, THE HOPE ALLIANCE TO HELP ALLIANCE. SO DON'T, THEY HAVE AN INTERVIEW ROOM AND IN THAT THEIR FACILITY, THEIR NEW FACILITY, UM, THAT NEWS FOR INTRODUCED, COULD THEY NOT, COULD THAT NOT BE SOMETHING THAT WE COULD USE OR WE HAVE A LIBRARY? COULD WE NOT MAKE A ROOM DESIGNATED FOR THAT AND STILL GIVE THEM WHAT THEY NEED, BUT REDUCE THE COST OF THE SENIOR CENTER BECAUSE OF THAT ROOM IS THAT I DIDN'T WANT TO DO THAT BECAUSE THEY LIKE TO KEEP THEIR LOCATION PRIVATE. YEAH. I, FROM WHAT I REMEMBER, I THINK YOU'RE RIGHT, BUT NO, IT'S NOT PRIVATE. WE ALL KNOW WHERE IT IS. AND SO WE CAN FLUSH OUT THOSE DISCUSSIONS, INCLUDING IN TALKING WITH PGAL, [05:05:01] IF YOU HAVE THE SAME FOOTPRINT AND TAKE THAT SPACE OUT, WHAT THE NET SAVINGS WOULD BE OR NOT, BECAUSE AS LONG AS IT'S NOT STRUCTURAL, AND THEN THE OTHER ISSUE IS I WOULD WANT TO COORDINATE WITH CHILDREN'S ADVOCACY CENTER YES. AND HAVE THEIR INPUT ON, WOULD YOU PREFER IF IT'S AN OR SITUATION THIS OR THAT. RIGHT. AND I THINK THAT THAT WOULD BE, THAT WOULD GIVE YOU ALL AN ABILITY TO MAKE A DECISION. THEY MAY SAY, WELL, WE'D RATHER LIKE BOTH. AND, BUT WHEN THEY CAME IN, THAT WAS NOT, NOT THE PREMISE. WELL, AND I THINK THAT THAT, THAT COMES DOWN TO SERVING OUR CITIZENS. WELL, IF WE'RE GOING TO SEND PEOPLE TO GEORGETOWN, WHEN WE COULD TAKE CARE OF THAT HERE, IF THERE'S A SIMPLE WAY TO DO THAT AND EFFECTIVE, WHETHER, AGAIN, IT'S A ROOM AT THE LIBRARY OR SOMETHING THAT WE CAN OFFER. I DON'T KNOW WHAT THAT ANSWER IS. I WOULD LIKE TO SEE US WORK WITH THEM. THEY ASK FOR IT FOR A REASON YEARS AGO WHEN THERE WAS A LOT MORE PEOPLE HERE NOW. CORRECT. AND I'LL SHOW YOU THAT IN JUST A MINUTE. YEAH. WHICH IS, WHICH IS ALSO THE PRESSURE'S ON, ON ALL OF THESE. SO THE ONLY REASON I'M BRINGING, BRINGING UP, TRYING TO FIGURE OUT A WAY TO CLEAR THE TABLE ON A FEW FACILITIES OF POSSIBLE IS THE PRESSURES WHEN, WHEN I SHOW YOU THE YEARS AND THE COMP PLAN AND WHERE WE THOUGHT WE WERE GOING TO BE IN WHERE WE REALLY ARE, THEN YES, WE WOULD. BUT BY THE SAME TOKEN, THERE'S A LOT OF COMPETING NEEDS. NONE OF IT'S CHEAP. AND IT ALSO WOULDN'T PRECLUDE US. I DON'T BELIEVE WE COULD. ROBERT, WE COULD UTILIZE THOSE, UH, PRE ALREADY APPROVED FUNDS. LET'S SAY SENIOR CENTER IN REC CENTER, LET'S SAY ON THIS SITE, CORRECT. THE BOND FUNDS ON RECONSTRUCTION, NOT SIDE SPECIFIC. YOU'RE NOT SUGGESTING THAT ON THAT, ON THAT ACTUAL SITE THOUGH. I'M THINKING HERE. OH, HERE. OKAY. I'M THINKING IF YOU WERE TO, IF YOU WERE GOING TO DO AN ECONOMIES OF SCALE THING AND YOU WERE LOOKING AT SHIFTING ALL YOUR FACILITIES AROUND, I THINK THAT THIS BLOCK IS YOU GOT TO REMEMBER, WE ONLY OWN SO MUCH PROPERTY AND I'LL GET INTO WHERE WE MIGHT BE ABLE TO MOVE. OR IF WE WERE TO STAY HERE WITH THESE TYPE OF USES, WE'RE GOING TO HAVE CIRCLING UP. IF WE DID IT HERE, THAT WOULD DELAY THINGS BECAUSE THIS IS ALL PUZZLE PIECES, RIGHT. WE GOTTA MOVE CITY HALL TO MOVE OTHER THINGS HERE. OKAY. THE ONLY TWO THAT YOU HAVE RIGHT NOW THAT ARE, UM, I GUESS, MORE FULLY DEVELOPED IN TERMS OF THE BID PROCESS AND DESIGN WOULD BE ALL TOWN PARK AND SENIOR CENTER. THE NEXT ONE IN ORDER WOULD REALLY BE SAN GABRIEL PARK, WHICH WILL BE COMING. I HAVE A QUESTION. CAN YOU CLARIFY THE REC CENTER PART? ARE WE TALKING ABOUT A TRUE REC CENTER IN THE SENSE OF SIMILAR TO THE YMCA OR WITH THE CEDAR PARK REC CENTER? IT LOOKS LIKE BECAUSE BEFORE I THOUGHT IT WAS MENTIONED REC CENTER AND THEY WERE TALKING ABOUT BASEBALL FIELDS AND SOFTBALL FIELDS THAT WE'LL BE SAYING, RIGHT, BUT WE'RE TALKING ABOUT A SEPARATE FACILITY FOR RESIDENTS. CORRECT. AND THE OTHER ONE IS, IF YOU WERE GOING TO COMBINE, YOU KNOW, YOU'VE GOT, YOU'VE GOT PARKING FLOODPLAIN, YOU KNOW, COULD YOU PLAY SOMETHING LIKE A REC CENTER AT ST. GABRIEL PARK? NOW I HAVE SEEN CITIES DO BOTH WHERE THEY, BECAUSE THERE WAS, THEY HAVE THE LARGER INDOOR FACILITY AND THE FIELDS IN THE SAME PLACE. BUT AGAIN, THAT'S A SITE DISCUSSION THAT WE WOULD, SO WHAT WE'RE GOING TO HAVE TO DO IS PROBABLY WE WON'T DO IT ALL AT THIS MEETING, BUT COME BACK TO Y'ALL WITH THE COST PROPOSALS ON, YOU KNOW, DO WE GO INTO DEEPER CONCEPT PLAN ON A COUPLE OF DIFFERENT SITES AND START DRILLING DOWN AND SAYING, OKAY, NOW, BECAUSE OUR FRIENDS WITH BRW WHEN THEY DID THAT, THEY SAID, LOOK UNTIL YOU DRILL FURTHER DOWN IN YOUR COSTING, THEN YOU REALLY WON'T KNOW. AND THAT'S OF COURSE A PROGRESSIVE TO GET IT. I HAD WHERE I THOUGHT WE WEREN'T GOING TO BE TODAY, BUT IS FIGURING OUT TO CHRIS'S. I THINK WE GO PUT THE BIG ROCKS IN FIRST. RIGHT. AND WE'VE GOT TO FIGURE OUT NOW, I THINK SOME OF THESE THINGS SPECIFICALLY TO SENIOR CENTER, UM, BECAUSE IT HAS BEEN ON THE AGENDA FOR SO MANY YEARS THAT, YOU KNOW, IN AN IDEAL SITUATION, WE'D BE SORT OF PUTTING ALL THE PIECES IN PLACE WITH THE CITY HALL POLICE FIRE ALL FIRST. BUT I THINK WE KIND OF GET A, GET AN IDEA OF WHAT THAT LOOKS LIKE, BUT THEN WE NEED TO MOVE THE SENIOR CENTER FOR NOW, UM, TO MEET THIS NEED IN THIS PROMISE THAT BETWEEN YEARS AGO, UM, YOU KNOW, AND THEN JUST TO SORT OF GET ALL MY THOUGHTS OUT IN THE AIR [05:10:01] ON THE OLD TOWN PARK, MARK, I MEAN, I'M GREAT WITH HAVING AN OLD TOWN PARK, BUT I WANT TO MAKE SURE THAT AS WE'RE GOING OUT REBUILDING AND THAT THE DESIGN THAT HAS BEEN DONE, IF THAT'S WHAT WE'RE GOING WITH, TAKES INTO CONSIDERATION. SO MANY OTHER THINGS THAT NEED TO BE DONE HOLISTICALLY AND TAKES INTO PLAY ALL THE STREETS THAT NEED TO BE WOUND DONE. CAUSE THAT'S GOING TO BE REALLY FRUSTRATING IF WE BUILD THIS POCKET PARK, WHICH IS ESSENTIALLY WHAT IT IS, AND THEN HAVE TO COME BACK AND DIG UP HALF OF IT, BECAUSE WE'VE GOT TO GO BACK AND I FEEL LIKE IT'S MY TURN. I DON'T WANT TO GO BACK AND WASTE THE MONEY THAT'S ALREADY BEEN SPENT ON IT. BUT AT THE SAME TIME, I THINK WE PUT THE CART BEFORE THE HORSE AND WE SHOULD HAVE DONE THE MAST, THE MASTER PLAN. IT SHOULD HAVE HAPPENED BEFORE. AND THEN THE PARK WAS DESIGNED. SO HOW DO WE MARRY THOSE TWO THINGS SO THAT WE'RE NOT THROWING MONEY OFF THAT WE'VE ALREADY GOT LIKE TO KNOW HOW MUCH WE'VE SPENT ON THAT OLD TOWN PARK? BECAUSE IN MY MIND IT DOESN'T MAKE SENSE WITH THE NEW FACILITIES PLAN. LIKE WE WERE SAYING, IT'S GOING TO BE REVAMPING THIS YEAR. IT DOESN'T MAKE SENSE. YOU'VE GOT THE CITY HALL HERE, YOU'VE GOT THE, YOU'VE GOT THE OLD TOWN PARK MASTER PLAN UNDERWAY. SO I GUESS HOW MUCH ON DESIGN? YEAH, WELL, IT HAS TO BE REBID. IT HAS TO BE REBUILT. IT SOLD. SO THEN THOSE BUSINESSES, THERE'S NOT A, ARE FIVE OF THEM. AND I DO, I DO THINK BETWEEN THE OLD TOWN PARK MASTER PLAN, THAT'S BEEN IT. UM, SO I THINK THAT IT WAS OUR INTENTION WAS JUST AS MUCH AS OUR, OF THAT ROBIN, NOT OFF THE TOP OF YOUR HEAD AT THE TIMELINE. SO PEOPLE HAVE TALKED ABOUT LITTLE TOWN TEAMS A LITTLE BIT FOREVER. WE DID THE RFP AND WE'VE GOT, UM, ONE RESPONSE AND, UM, WE'RE GOING TO REVISE OUR SCOPE AND DO ANOTHER ONE. WHAT DO YOU THINK THE HOLD UP WAS? UM, I, I THINK THAT MAYBE THE SCOPE WASN'T CLEAR BECAUSE THE RESPONSE WE GOT, UM, WAS A MUCH BIGGER PROPOSAL THAN WHAT WE ANTICIPATED. IT WAS SIMILAR TO THE BELL BOULEVARD, REVITALIZATION PROGRAM. AND SO I THINK MAYBE WE NEED TO SPEAK CLEARER WITH THE SCOPE, BUT MAYBE DO AN RFQ THIS TIME INSTEAD OF AN RFP. YEAH. SO I WOULD, I WOULD RECOMMEND THAT WE DO THAT FIRST AND SEE WHAT COMES BACK AS WE'RE LOOKED, AS WE'RE LOOKING BACK AT FULL TIME AND WE'VE SPENT THE FEW AND ANALYSIS HAVE ALREADY BEEN SPENT ON THIS ONLINE. I'M JUST SAYING IF I COULD GO BACK AND TELL THEM, WELL, LET, LET ME, LET ME SUGGEST SOMETHING THAT YOU MIGHT BE ABLE TO BID THEM AT THE SAME TIME AFTER THE OLD TOWN MASTER PLAN WOULD BE DEVELOPED. SO THEN YOU WOULD GET POTENTIALLY BETTER COSTS FROM LET'S WHAT'S YOUR THOUGHT ON IF YOU'RE WORKING IN THE SAME PROJECT AREA, RIGHT? CORRECT. AND SO THAT THOSE TWO MIGHT BE ABLE TO BE MARRIED, I THINK, FAIRLY EASILY, WHICH TO THE OLD TOWN PARK AND THEN THE OLD TOWN, A MASTER PLAN, WHICH INCLUDES STREETS AND EVERYTHING. UM, I'M WONDERING IF MAYBE YOU DO THE OLD TOWN PLAN FIRST AND THEN THE PARK. CORRECT. OKAY. IF I SAID TOGETHER, WELL, I'M TALKING ABOUT BIDDING THAT COULD, SO WOULDN'T YOU WANT TO HAVE THE PLAN FINISHED BEFORE YOU START THE PARK IN CASE THE PLANS? YES. NO. I'M TALKING ABOUT GOING THROUGH THE PLANNING PHASE ALL THE WAY TO GET IT READY TO FOR CONSTRUCTION. YEAH, EXACTLY. AND IS THAT INTENDED TO BE A PART OF THE MASTER PLAN OF OUR LIST? IF YOU'RE ASKING US, I'D SAY, YEAH, WE MADE IT. WE, PEOPLE HAVE BEEN TALKING ABOUT OLD TOWN FOR THIS IS SO JUST FOR ANYBODY WHO WASN'T HERE, THE REASON THAT IT WAS, IT WAS PUT THERE AS THERE WAS THERE. EVERYBODY'S TALKED ABOUT OLD TOWN AND OLD TOWN IN OLD TOWN IN HO HOW DO WE GET PEOPLE HERE? SO IT WAS AN INTENTIONAL EFFORT FOR THE CITY TO PUT FORTH SOMETHING, UH, THERE THAT LIKE AN INVESTMENT IN THAT AREA. AND AFTERWARDS WHAT HAPPENED WAS 3, 4, 5 DIFFERENT LITTLE BUSINESSES JUST GOT SOLD. AND NOW ALL THESE PEOPLE ARE SAYING, HEY, WE ARE HERE. THIS WAS HEAVILY VETTED BY LIKE THE CHAMBER OF COMMERCE. YOU SAID SOMETHING LIKE THIS, THIS, THAT, THAT WAS ACTUALLY A GOOD MOVE. AND ONE THING WE WERE ALSO VERY, VERY, VERY CLEAR ON WAS THAT WE DID NOT WANT TO GO OVER A CERTAIN BUDGET. WE DID NOT WANT THAT TO BE SOMETHING THAT, THAT'S WHY THAT IS. THAT'S, THERE'S NO WAY THAT THE, AND I'M JUST, I'M SPEAKING FOR PEOPLE THAT AREN'T HERE. THERE'S NO WAY THEY WOULD'VE VOTED ON THAT AT $1.8 MILLION OR WHATEVER IT WAS ANYWAYS, TOO. SO THIS WAS, IT WAS SUPPOSED TO BE THIS, THIS SMELL. THAT'S WHAT WE'RE PAYING. AND IT WAS AN INTENTIONAL EFFORT TO, TO DO SOMETHING, UM, TO START BEAUTIFYING THAT AREA SPECIFIC. I THINK IT'S MORE ABOUT BEAUTIFICATION BOB AND GROUSE, RIGHT? AS AN INTERIM, WHILE THE MASTER'S WAS NOT NECESSARILY A PARK THAT'S BEING BUILT, IT'S JUST SOME SORT OF VACATION PROCESS COST A WHOLE LOT LESS WHY ALL THE MASTER PLAN WE HAD DONE, BECAUSE THE OTHER HUGE THING IN THE MASTER PLAN IS RIGHT. AND HOW DOES THAT PLATE? AND I KNOW WHAT ENDS UP HAPPENING TO THESE [05:15:01] BUILDINGS PLAYS A PART IN THE BIGGER THING. AND I GUESS THAT'S SORT OF WHERE I AM. I THINK WE'RE KIND OF, I FEEL LIKE WE'RE GOING IN THE SAME CIRCLES AS OPPOSED TO FOCUSING ON THE LARGE THINGS AND THEN, BUT KNOWING THE BIT REALLY, AND THEN THIS LAST, UM, YOU KNOW, THIS, THE SENIOR CENTER IS THE ONE THAT STICKS OUT, RIGHT? IT'S THE ONE THAT WE'VE, WE'VE GOT TO GET MOVING ON. UM, AND THEN THE OTHER THINGS, I MEAN, I'D LIKE, I MEAN, YOU WANT IT ALL TO HAPPEN, RIGHT. BUT HOW DOES THE MONEY PLAY OUT TO BE ABLE TO DO THOSE THINGS? AND I THINK THERE'S SOME OTHER DECISIONS AND THERE'S SOME, THERE'S SOME INTERIM THINGS TOO, THAT WE THERE'S, THERE ARE FOR BOTH SENIOR CENTER AND REC CENTER. LIKE RIGHT NOW, WE DIDN'T HAVE IT TODAY. WE DON'T WANT TO POTENTIALLY THROW OFF IN ANY NEGOTIATIONS, BUT WE MAY BE COMING BACK TO YOU VERY SOON WITH A POTENTIAL LEASE SCENARIO OF A BUILDING THAT MIGHT BE ABLE TO HOST SOME OF THOSE ACTIVITIES AS THINGS ARE BEING, AND WE'VE GOT TO PURSUE ALL OF THAT. OR IF WE ENDED UP BUILDING THE BUILDINGS THAT, BUT WE BUILD IT WITH THE INTENT THAT IN FIVE YEARS IT MIGHT BE SOMETHING DIFFERENT, BUT THERE'S SOMETHING ELSE THAT'S GOING TO BE FINISHED. AND WE MAY HAVE TO SHUFFLE A LITTLE BIT, BUT WE'RE GETTING THOSE THINGS BUILT. I MEAN, TO KATHERINE'S POINT EARLIER, AND THIS WAS, THIS IS PART OF THE BRAINSTORMING THING WAS LIKE, YOU KNOW WHAT? WE'VE GOT OUR PUBLIC WORKS ON A PIECE OF PROM SORT OF PROPERTY, RIGHT. AND THEY DON'T NECESSARILY NEED THEM AND THEY NEED MORE SPACE TOO. SO DOESN'T IT MAKE SENSE TO PULL SOME OF THESE PROJECTS TOGETHER AND MAYBE HAVE THE REC CENTER AND THE SENIOR CENTER AND HECK EVEN THE LIBRARY, RIGHT? YOU CAN HAVE THAT AS ONE BIG FACILITY AND THEN YOU MIGHT HAVE PARKS AND REC AND PUBLIC WORKS ON A PIECE OF PROPERTY THAT SHARES THIS GREAT GRANITE, YOU KNOW, CRUSHED YOUR GRANITE PARKING LOT. I JUST THINK THAT THERE'S THINGS THAT CAN BE TUCKED AROUND AND DONE TO BE ABLE TO MAKE THIS BIGGER PLAN. AND THEN WE START CHIPPING AWAY AT THOSE PIECES. CAUSE IT IS, IT'S A LONG PLAN. WELL, THAT'S WHAT I WAS GOING TO ASK YOU. RIGHT? SO YOU ARE SAYING Y'ALL HAVE CONSIDERED LEASING A SPACE UNTIL WE CAN GET THAT WOULD BE OKAY. SO THAT WOULD BE ONE WORK AROUND ON, YOU KNOW, ON SENIOR CENTER AND REC CENTER. AND SO WHAT WE, IN THAT CONTEXT, IF WE, IF WE WERE TO TAKE THAT APPROACH, WE CAN BRING THE LACE AND THEN FAIRLY RAPIDLY WOULD PROBABLY NEED TO GET A ORDER OF COST MAGNITUDE FROM SOME DESIGNERS. DAN, WOULD YOU SAY, UM, TIMEFRAME, I GUESS WE'D HAVE TO DO GO THROUGH AN RFQ PROCESS OR DESIGN SERVICES TO, TO FURTHER COST DOWN, UM, A COUPLE OF DIFFERENT SCENARIOS ON CAPITAL FACILITIES. HE ASKED IF LIKE I HEARD, I FELT THE FIRST CITY HALL, THE BIG ROCK, THAT'S THE BIT THAT'S IN THIS DISCUSSION OF WHEN YOU WOULD TRY TO GET SOME REAL COSTS AND YOU KNOW, WELL, LET ME, LET ME DO SOMETHING IN THIS. THIS MAY HELP CLEAR UP THIS AS WELL IN LIGHT OF AN INTERIM SOLUTION FOR A SENIOR CENTER AND A REC CENTER TO AN EXTENT. SO WE'VE GOT THE SAME ISSUES AS AN INTERIM SOLUTION WISE. AND WE WOULD ALSO COME BACK TO Y'ALL ON THESE, BUT JUST IN TERMS OF OVERALL LOAD WITHIN THESE BUILDINGS, WE'RE ALREADY LOOKING AT, DO WE MOVE WALLS, CUBICLES YOU'VE ALREADY SEEN, WE'VE HAD PEOPLE, UH, WHAT WERE OFFICES OF ONE PERSON NOW HAVE TWO OR THREE? AND WE ARE LOOKING AT THAT. HOWEVER, AS WE STAND TODAY, WE ARE PROBABLY PRETTY WELL UP CLOSE TO CAPACITY AND THE PARKING. SO WE'RE ALSO GOING TO LOOK AT LEAST SPACE OPTIONS FOR CERTAIN DEPARTMENTS WHERE IT WOULD MAKE SENSE. UM, NOW WE'RE GOING TO LOOK AT REMOTE. YOU KNOW, WHAT, IF YOU DID KIND OF, KIND OF WHAT WE HAD TO DO DURING COVID PART OF THE TIME IS KIND OF A ROTATION IN CERTAIN DEPARTMENTS OF PEOPLE IN A, THERE ARE CITIES AND OTHER ENTITIES THAT DO THAT, BUT IT'S KIND OF HARD WHEN YOU NEED PEOPLE TO WORK TOGETHER, BUT IT'S, IT'S NOT OUT OF THE QUESTION. WE ALSO HAVE LIMITED LEASE SPACE OPTIONS. AND IN LEANDER, AS YOU KNOW, WE DON'T HAVE A LOT OF, UH, TRADITIONAL OFFICE SPACE. SO WE MAY HAVE TO LOOK AT BASICALLY SOME OF THE FLEX SPACE. UM, WE'RE PREFER NOT TO LOOK AT ANYTHING THAT'S A FULL, BUILD-OUT BE NICE IF SOMETHING'S ALREADY BUILT OUT, BUT OVER THE NEXT, PROBABLY 36 MONTHS, THAT'S GOING TO BE A REALITY. NOW HERE'S THE SENSE OF URGENCY. UM, AND ACTUAL, LET ME, LET ME GO PASS THIS. LET [05:20:01] ME START HERE. I THOUGHT THESE WERE IN DIFFERENT ORDER, BUT MIKE CAN ONLY PREDICT WHAT I'M THINKING SO MUCH. SO IF YOU LOOK AT THE COMP PLAN, WHERE ARE WE, IF YOU LOOK IN THE 2015 COMP PLAN. SO I KNOW WHEN I ARRIVED IN DECEMBER, 2019, UM, WE WERE AT 66,020 22. UH, YOU WOULD ASSUME WE'D BE SOMEWHERE, YOU KNOW, I DON'T KNOW, 65,000, SOMETHING LIKE THAT RIGHT NOW. UH, HOWEVER WE'RE AT ROUGHLY 86, 86, SO 86,600, WHICH WOULD PUT US APPROXIMATELY 20, 27. SO THE NICE WAY OF SAYING IT IS POPULATION GROWTH WISE, WE'RE AT LEAST FIVE YEARS OUT. AND IF YOU LOOK AT, I THINK THE 20, 20 COMP PLAN AS WELL, AND THIS IS WHERE THE PRESSURE'S REALLY COMING ON THE, ON ALL FRONTS. IF YOU WERE TO LOOK AT THAT MEDIUM GROWTH SCENARIO, FOLLOWING THE MEDIUM GROWTH SCENARIO, AGAIN, WE'RE BASICALLY IN 2027, RIGHT? SO WE'RE FIVE YEARS, NOT INTENTIONALLY, BUT WE'RE FIVE YEARS BEHIND THE CURVE PROBABLY ON, WE MAY BE WORSE THAN THAT. IF YOU WERE TO LOOK AT IT FROM THE OTHER PERSPECTIVE, BUT WE'RE JUST FIVE YEARS AHEAD ON JAPAN POPULATION. AND RON, RON HAS SEEN THIS IN A COUPLE OF CITIES AS WELL. MAYBE NOT TO THIS EXTENT, HE MAY HAVE SOME OTHER IDEAS. SO I KNOW WE'VE HAD A LOT OF DISCUSSIONS ABOUT WATER, ABOUT INFRASTRUCTURE, ABOUT ROADS, UM, YOU KNOW, COMPLETION OF THE TRANSPORTATION MASTER PLAN ON PAPER. THE 10 YEAR GAP OF, UH, NEW ROADWAY FACILITIES IS ABOUT 325 MILLION, WHAT THAT CAME BACK WITH. SO THE FIRST PIECE IS, AND IT'S IN THE BRW STUDY AS WELL. WHAT IS THE ASSUMPTION ON BUILD-OUT? SO IS EVERYONE COMFORTABLE WITH, YOU KNOW, MOVING FORWARD ON ALL FACILITIES? TO THE EXTENT WE CAN, THAT WE'RE GOING TO BE BUILT OUT AT 225,000. UM, THEY DID INCLUDE SOME OTHER SCENARIOS. I THINK IT WAS ABOUT 165 L OR SOMEWHERE IN BETWEEN, AS WE ARE ENGAGING DESIGNERS TO LOOK AT THIS IN GREATER DETAIL, THOSE ASSUMPTIONS WILL BE HELPFUL, UM, ON THE WATER SIDE, YOU KNOW, AND ON THE OVERALL POPULATION SIDE AND INFRASTRUCTURE, THAT'S THE LARGER QUESTION. AND I THINK GETTING EVERYBODY'S INPUT IS 225,000 REASONABLE QUALITY OF LIFE-WISE INFRASTRUCTURE COST WISE, OR IS THAT ASSUMPTION MAYBE A LITTLE TOO AGGRESSIVE, SHOULD IT BE 180 TO 200,000? UH, WE'VE GOT A BENCHMARK KIND OF WHERE WE'RE GOING TO JUSTIFY WHAT WE'RE SPENDING. AND AS YOU KNOW, JUST OFF THE TOP OF MY HEAD IS OVER HALF A BILLION RIGHT THERE. SO BETWEEN JUST YOUR ROADWAY PLAN AND YOUR FACILITIES PLAN, NOT INCLUDING WATER AND THAT'S OVER YOUR NEXT 10 YEARS, YOU INCLUDE WATER. THAT'S THREE QUARTERS OF A BILLION DOLLAR. SO ALL THINGS CONSIDERED, WELL, I ASSUME THAT 225,000 CAME FROM A COMP PLAN. AT SOME POINT IT DID. IT DID. AND THEN THAT'S, THAT'S YOUR, THAT'S YOUR 2040. THAT WAS YOUR 2015. GO AHEAD. I THINK IT'S 20 10, 20 10 DID A 10 MILE RADIUS AROUND THE CITY. SO IT WASN'T A VERY FIRM NUMBER. SO IT WAS 250,000 IN 2014, BUT THAT INCLUDED 10 MILES OUTSIDE OF, ARE YOU THINKING ABOUT WATER RIGHTS THAT DETERMINES? YEAH, I THINK THERE WAS DETERMINATION THAT SOME OF THE ASSUMPTIONS CAME FROM THE TEXAS WATER DEVELOPMENT BOARD, LIKE ABSOLUTE MAXIMUM YOU COULD BUILD OUT TO BASED ON CAPACITY AND LAKE TRAVIS. WHY IS THAT THE NUMBER BASED ON OUR LAND USE MAPS? IT, IT CURRENTLY THE LANDING, UM, IT DOESN'T SAY THIS AREA IS ONLY FOR BLACK BOX. RIGHT? SEE THEY HAVE THE WHOLE AREA THAT'S NEIGHBORHOOD RESIDENTIAL. THAT COULD BE 35. IT COULD BE TOWNHOUSES, IT COULD BE DUPLEXES. SO YOU CAN'T PREDICT IT. AND THEN IN THE CENTERS AND, UM, SOME OF THE, UH, THE TOD AREA, YOU'VE GOT A MIXTURE, SO YOU CAN'T REALLY PINPOINT IT AND CLEAR WAY, HAVE WE CHECKED THE LIMB USE MAPS THOUGH AGAINST THIS PROJECTION TO SEE IF IT'S, IF IT LOOKS LIKE IT MIGHT EVEN BE CLOSED? LIKE I GET, THERE'S A LOT OF VARIABLES, BUT I MEAN, [05:25:01] WHAT IF OUR LAND USE SHOWS THAT WE'RE GOING TO BE CLOSER TO 300 AND THEN ALL OF OUR WATER PROJECTIONS ARE OFF WELL, AND, AND NOT JUST THAT, I WOULD SAY YOU'RE, SO YOU'RE RUNNING OUT ON YOUR POPULATION. YOU'RE AT LEAST FIVE YEARS AHEAD ON YOUR POPULATION. WE'RE TRYING TO WORK. IT'S KIND OF HARD TO WORK BACKWARDS ON. THIS IS EASILY. HOW FAR OUT AHEAD IS YOUR RESIDENTIAL THAN YOUR COMMERCIAL? SO IT'S WHEN YOU FLATTEN OUT THAT THAT COMMERCIAL PIECE IS GOING TO BE ESSENTIAL TO PAYING THE BILLS AND BECAUSE YOUR REVENUES AREN'T COMING IN ON DEVELOPMENT FEES. SO I THINK THAT THE PRUDENT THING FOR ALL OF US, IF WE'RE NOT LOOKING OUT SAYING, OKAY, IF THERE'S, IF THERE'S SOME HUGE GAPS AND THINGS DON'T ALIGN IN THE RIGHT YEAR, AS WE TALKED ABOUT WITH WATER, WE NEED TO ANALYZE AND REANALYZE THEM. BECAUSE IF WE'RE LOOKING AT BOND DEBT AND YOU'RE LOOKING AT IT IN DIFFERENT POTS, AND THEN YOU HAVE, YOU HIT A, A POINT AND SAY, WELL, WE WENT TO 250,000, BUT WE DIDN'T INCLUDE ENOUGH COMMERCIAL PROPERTY THEN, AND THEN WE MAY HAVE AN ISSUE. UM, NONE OF US HAVE WORKED IN CRYSTAL BALLS, RIGHT? SO IT'S A MATTER OF, I THINK, TRACKING ALL THE DATA POINTS TO MAKE SURE THAT YES WE ARE MAKING IS THE BEST ONE THAT WE CAN MAKE AT THIS POINT IN TIME. UM, SO WHETHER THAT'S 2 25 OR TWO 50 OR 300, BUT IT'S WHAT IS THE BEST GAS AND THEN MARKING THAT LINE IN THE SAND AND THEN TRYING TO CREATE THE PLANS AROUND IT. AND I DON'T THINK ANY OF US THINK THAT IT'S NOT GOING TO GET BIG, RIGHT? IT'S GOING TO GET BIG, FAST, RIGHT? SO WE NEED THAT WHEN YOU START WORKING ON IT. AND I FEEL LIKE, AND YOU KNOW, FOR ME, I'M AN AFFAIR, FACILITIES, PLANNING WAS DONE IN NOVEMBER. SO LET'S START OUTLINING SOME THINGS BECAUSE IT'S A LONG TAIL ON A LOT OF THESE THINGS TO WHERE, WHERE ARE WE GOING WITH IT? AND THEN IT'S LIKE COUNCIL, AND, AND BASED ON RECOMMENDATIONS FROM THE STAFF, WHAT ARE WE DOING FIRST? DO WE NEED TO PLAN ACQUISITION? DO WE NEED TO START GETTING DESIGNED, BUILT? I MEAN, WE NEED TO GET A PLAN IN PLACE AND START WORKING ON, YEAH, WE HAVE A GLOBE, WE HAVE THIS BIG PICTURE PLAN THAT DOESN'T REALLY GIVE YOU DIRECTION. SO, SO I SENT YOU THIS UNDERSTANDING OF WHAT POPULATION CAN WE SERVE. AND IT'S LIKE, OKAY, WELL, WE'RE A 150,000 AND WE CAN'T ACCEPT ANY MORE RESIDENTIAL UNTIL WE GET TO THIS LEVEL OF COMMERCIAL BECAUSE WE JUST CAN'T SUPPLY THE NEEDS FOR, YOU KNOW, WHAT IS THAT? I DON'T WANT TO CALL IT A MAGIC NUMBER, BUT IN THEORY, IT IS THE MANAGEABLE, THE, THE OTHER NUMBER I'D LIKE TO PROVIDE YOU ALL. AND WE'VE GOT TO DRILL BACKWARDS WITH IT IS WHERE ARE WE RELATIVE TO, LET'S SAY THE 2015 COMP PLAN AND THE 2020 ON THE COMMERCIAL SIDE. SO IF WE HAVEN'T REACHED THOSE LEVELS THAT WERE ANTICIPATED, DO WE HAVE A CHASM? AND I SUSPECT WE MET, WE MAY, IF WE'RE FIVE YEARS AHEAD ON RESIDENTIAL, WE COULD BE, YOU KNOW, THREE OR FIVE YEARS BEHIND. SO IF THERE'S A, IF THERE'S A TEN-YEAR DELTA, BASICALLY IN WHERE THEY ARE IN THEIR DEVELOPMENT CYCLES, THEN THAT'S SOMETHING I THINK WE NEED TO FACTOR IN BECAUSE AGAIN, ONE HAS TO HELP PAY FOR THE OTHER, NOT ENTIRELY, BUT SINGLE FAMILY, RESIDENTIAL, EVEN DOESN'T PAY FOR IT. USUALLY UNTIL YOU GET TO A VERY HIGH PRICE POINT, IT DOESN'T PAY FOR ITSELF AS RON KNOWS ALL TOO WELL, BECAUSE FRIENDS WOULD, WAS A PRETTY AFFLUENT COMMUNITY AND WAS BUILDING OUT, UH, WELL, I GUESS IT WAS, WHAT ABOUT HALF BUILT WHEN YOU GOT THERE? YEAH, THAT WAS IT. SO I DESCRIBED IT AS A COMMUNITY OF WEALTHY PEOPLE THAT WAS NOT WELFARE. THE COMMUNITY WAS NOT WORTH LIVING. THE CITY WAS NOT WEALTHY, BUT, UH, AND SO AT THE TIME, IT, I THINK NOW THE NUMBERS UP CLOSE TO A HALF, A MILLION DOLLARS FOR A HOUSE TO BREAK, EVEN SO THAT THE PROPERTY TAX INCOME BREAKS, EVEN IF THE COST OF SERVICE IN THE HOUSE, IT'S PROBABLY SOMETHING SIMILAR TO THAT. HERE IS PROBABLY THE SAME EVERYWHERE ELSE. BUT THAT'S A GUESS YOUR, YOUR GUYS COULD FIGURE THAT OUT. SO YOU GOT SEVERAL, UH, KIND OF DECISION POINTS, BOUNCE, FENCING AROUND. IT SEEMS TO ME, THE ONE THING YOU HAVEN'T TALKED ABOUT MUCH IS THE, [05:30:01] IS THE LOCATION. AND IT SEEMS TO ME THAT AS, AS CHRIS SAID, THIS KIND OF LISTENING TO YOU, ALL THAT DECIDING WHERE THAT FACILITY'S GOING TO BE HELPS FREE UP OTHER DECISION-MAKING ABOUT THIS LOCATION, THAT WHAT TO DO WITH THE EXISTING BUILDING, THOSE KINDS OF THINGS. IT'S PROBABLY THE BIGGEST DOMINO OTHER THAN THE POLICE STATION. YEAH. SO LET'S, LET'S TALK ABOUT THAT. WHERE IF YOU GOT THESE CHOICES ON THE, ON THE BOARD, WHERE DO YOU WANT IT TO GO? RIGHT. AND I CAN, SO RIGHT NOW THE POTENTIAL ONES THAT THE LOGICAL ONES. OKAY. AND YOU'VE GOT YOUR, WHERE YOU'RE AT, YOU OWN IT, SPEND IT, AND THEN THERE'S OTHER, THERE'S OBVIOUSLY OTHER PIECES TO IT BECAUSE YOU ADD MORE IMPERVIOUS COVER. WE'RE ALREADY, UH, INSUFFICIENT PARKING, ALL THE ABOVE DRAINAGE. AND THE OLD TOWN PLAN IS GOING TO BE PART OF THAT. THEN WE HAVE THE PARTNERSHIP WITH NORTH LINE AND POTENTIAL TO MOVE ON TO ONE OF THOSE BLOCK FACES WITH THAT THERE IN THIS LAST LEGISLATIVE SESSION, WE WERE SUCCESSFUL IN THE HOTEL MOTEL LEGISLATION. SO IT MIGHT BE AN OPPORTUNITY TO HAVE A NEW CITY HALL, MAYBE IN PROXIMITY TO A NEW HOTEL CONVENTION CENTER. SO THAT'S YET ANOTHER THING, UM, YOU DO ALSO HAVE, AND THERE'S BEEN SOME THOUGHT ABOUT IT. COULD YOU ADD DENSITY AT LEANDER STATION, NOT GETTING INTO, UM, EVEN IN PARTNERSHIP WITH CAP METRO. AND SO KEEP IN MIND, THAT'S A BIG FACILITY, STRUCTURED PARKING IS ANOTHER OPPORTUNITY, UH, GREENFIELD OR CAMPUS APPROACH. THAT WAS, I THINK THE MOST EXPENSIVE THING, BUT NOT NECESSARILY THE WORST THING IN TERMS OF COST EFFECTIVENESS. THERE ARE SOME OF THE HYBRID MODELS IN THE, IN THE PLAN THAT CAN GET PRETTY EXPENSIVE, BUT AGAIN, UNTIL YOU DRILL DOWN AND, AND TO MORE SUBSTANTIAL COST FACTORS, UH, LET'S SAY IF WE WERE COMPARING NORTHLINE OLD TOWN AND DEVELOP THEM UP TO A WHAT PERCENT COSTS WOULD YOU SAY, DAN, IF WE WERE LOOKING AT THOSE TWO, IF YOU WERE LOOKING AT, LET'S SAY RECONSTRUCTING HERE VERSUS MOVING INTO NORTH LINE, AT WHAT PERCENT WOULD YOU REALLY BE A COST, UH, DEVELOPMENT? WOULD YOU BE ABLE TO HAVE ENOUGH CERTITUDE THAT, YOU KNOW, YOU'VE WENT FAR ENOUGH TO REALLY COMPARE APPLES TO APPLES? I GUESS I'M STILL TRYING TO FIGURE OUT THE QUESTION LIKE WE WANT TO MOVE CITY HALL. YEAH. WHAT I'M SAYING IS IF YOU'RE COMPARING THIS SITE VERSUS NORTH AND ON PURELY COST PRINCIPLES, WHAT PERCENTAGE OF PROJECT DEVELOPMENT COSTS WOULD YOU, I MEAN, PROJECT DEVELOPMENT DESIGN. SO RETROFIT USE THE PARK BY SPALDING ON AGREED SPOT AND DESIGNING A BUILDING EXACTLY WHAT YOU WANT ON. BUT RETROFIT GENERALLY IS GOING TO COST YOU MORE, MORE, BUT YOU DO OWN THE LAND. HOWEVER, SO LET'S, LET'S DONATING THE PROPERTY TO SET IT UP, THAT THE CONCERN WILL BE, THERE WILL BE SOME STRUCTURED THE SMART CODE. AND THERE'S ALSO GOING TO BE, IT'S GOING TO BE MORE EXPENSIVE TO BUILD THERE THAN IT WOULD BE MAYBE TO BUILD A I'M ASSUMING IN THAT AREA THAN IT WOULD BE TO BUILD SOMEWHERE ELSE. IF YOU HAD, UH, I DON'T KNOW, 30 ACRES OF A SQUARE PROPERTY THAT WAS FLAP IT, THAT THERE WAS DIFFERENT THAT, THAT WE CAN BUILD A HOUSE FOR. WE WANT TO DO IT RATHER THAN CONFORMING TO THAT. WE HAVE TO CONFORM TO IT BECAUSE IT WAS AFRAID OF BEFORE WE MADE IT OPTIONAL. WELL, WE WOULD HAVE TO JUST BECAUSE THAT'S WHAT HE WOULD PROBABLY BE IN AGREEMENT. YES. I WAS JUST GOING TO SAY HE, HE MIGHT HAVE A SMALL, I DON'T KNOW HOW BIG HE HAS ALLOCATED THERE FOR NORTH LINE FOR US TO HAVE CITY ALL THERE. OH, SH I'LL SHOW I'LL SHOW YOU ONLY JUST A SECOND. YEAH. AND I GUESS WHAT I'M TRYING TO SAY IS I HOPE IT'S ABLE TO DO THE 225,000. OKAY, GREAT. IT'S GOING TO BE BIGGER THAN THIS. YEAH. WE'LL HAVE TO GO VERTICAL IN BOTH CASES. RIGHT. SO REALLY, SO HERE, THE REASON I WAS TALKING ABOUT POPULATION AND HOW MUCH YOU CAN SUSTAIN, WHERE THAT WOULD BE A FACTOR. SO IN THE BRW STUDY, YOU KNOW, RIGHT NOW CALLING CITY HALL, 10,000 SQUARE FEET, UM, THAT'S THAT OTHER BUILDING AND THEN THIS BUILDING, UM, 15 FIVE. SO BETWEEN THE TWO AND I'LL CALL IT 25,000 SQUARE FEET. UH, IF YOU LOOK AT, LET'S SAY YOU'RE BUILDING 250,000, YOU'D BE PUTTING, UH, BETWEEN THE TWO, ALMOST A HUNDRED THOUSAND SQUARE FEET RIGHT THERE. RIGHT. ACTUALLY JUST A LITTLE OVER. SO, AND THAT WOULD BE ON THIS SIDE AND THEN YOU WOULD NEED TO ACCOMMODATE PARKING AS WELL. ONE OF THE MODELS THAT THEY SHOWED, I DON'T THINK MIKE HAS THE NEXT POINT. WE JUST CLIP THIS ONE, BASICALLY [05:35:01] SHOWS THE WHOLE BLOCK. THERE'S THERE'S VARIOUS WAYS TO CUT THIS, OBVIOUSLY. WHAT IS OUR, DO WE HAVE OUR HEIGHT MAXIMUM AT WHERE WE SIT TODAY? OKAY. THAT'S THE ANSWER? THAT'S THE ANSWER TO THE DEVELOPERS AND I GET ALL THE TIME, THE MICROPHONE, SORRY, BUT EXCEPTION SECTION WHERE YOU CAN MAKE IT TALLER. SO IN THIS IS, IF THIS IS OLD TOWN, IT ISN'T THE TOD. SO WE WOULD HAVE THE ABILITY TO GO UP TO 90 FEET. SO I THINK IT'S POSSIBLE. HOW MANY STORIES IS THAT? 90 FEET. YEAH. YEAH. OKAY. IF WE GO ABOVE FIVE OR YES, WITH, WITH ELEVATORS STEAL EVERYTHING. AND THE OTHER THING YOU'LL HAVE TO, I GUESS THE QUESTION IS THIS, IF ALL TOWN IS KIND OF TO REMAIN OLD TOWN, THE CHARACTER ISSUE AND THE SCALABILITY, AND THEN THE VERTICAL ELEMENTS. SO THAT, THAT IS A PIECE. AND SO I'VE KIND OF TRIED TO APPROACH THIS. THAT'S ONE REASON IT'S KIND OF TO TALK THROUGH THIS KIND OF ENOUGH FREE FORM. IS, IS THAT WHAT Y'ALL WOULD WANT SOMETHING OF THAT SCALE? CAUSE IT WOULD PROBABLY TAKE IT OVER HERE. AND THE OTHER QUESTION IS IF YOU'RE BUILDING THAT HERE, WHERE DOES EVERYTHING GO IN THE INTERIM, SINCE WE DON'T HAVE IN OUR FOOTPRINT, A SUBSTANTIAL OFFICE PRESENCE THAT WE COULD JUST MOVE INTO LEASE SPACE. I KNOW WHEN THEY, AFTER HURRICANE IKE, THEY MOVED, UH, THIS IS ALSO WHEN YOU HAD A DIP IN THE AEROSPACE INDUSTRY, THEY MOVED ALL OF LEEK CITY EMPLOYEES TO, UH, ONE OF THE OFFICE BUILDINGS AT THE MARINA. WE DON'T HAVE THAT OPTION OF, UH, SOMETHING TO MOVE INTO DICKINSON INTO AN OFFICE. WE DON'T HAVE THAT RIGHT NOW. MY OPINION IS THE DATA ON THIS STUFF A COUPLE OF YEARS AGO WAS EVEN SHOWING. THERE'S NO WAY WE'RE GOING TO BE ABLE TO STAY HERE AND MAKE THAT WORK. SO THAT'S ONE OF THE REASONS WHY I WAS OKAY. AND ACTUALLY WAS ONE OF THE ONES THAT VOTED FOR THAT PARK RIGHT THERE, BECAUSE I KNEW THAT WE WEREN'T GOING TO BE ABLE TO STAY HERE. AND SO BUILDING A PARKING STRUCTURE FOR US AND DOING ALL THOSE THINGS WESTERN IS THAT WAS A VERY UNLIKELY, UM, THAT THAT WAS GOING TO HAPPEN. THEN THAT WAS PART OF THAT VOTE. SO I'M JUST ANSWERING WITH THE QUESTION YOU JUST ASKED, WHICH DO WE THINK THAT IT WOULD BE VIABLE HERE? I DO NOT BELIEVE SO. HOW DO I DO THAT OR DO THIS THING? SO WHAT'S THE BILL NOW THAT HAVE LINE, IF WE WERE TO HAVE OPPOSITE, HOW LONG, WHAT, WHAT TIMEFRAME ARE YOU DOING? OKAY, SO THE INFRASTRUCTURE ROADS IS NOT THERE YET. OKAY. SO BLOCK P, WHICH IS KIND OF BETWEEN THE TOLL WAY. AND I MEAN, IT'S NOT ON THE PLAZA, RIGHT? HOWEVER, AN ARTIST'S GOT, HOPEFULLY ALEX IS WATCHING. I DID, WHEN I TALK ABOUT THIS, THIS SITE MAYBE WHERE THE HOTEL CONVENTION CENTER WOULD GO. SO IF WE WERE HERE AND HOTEL CONVENTION CENTER, THERE WE'VE EVEN TALKED ABOUT IT. WHAT COULD YOU DO FOR A NEXUS BETWEEN THOSE TWO SITES SHARED MEETING SPACE OR SOMETHING LIKE THAT? UH, OUR SPACE THAT COULD BE FLEXIBLE, BUT THIS WOULD BE A VERY VERTICAL BUILDING. LET'S SEE IF WE HAVE THE BUILDING PLAN IN HERE AS WELL. I DON'T THINK THERE WAS EVEN TALKED ABOUT, WHICH WAS, SINCE IT'S GOING VERTICAL, WE CAN, WE HAVE ROOM TO GROW WITH IT. UH, AND, AND IT COULD EVEN LEASE OUT PLACE, UH, TOP FLOORS, I GUESS, UNTIL WE NEEDED THEM. RIGHT. THAT'S WHAT I'VE BEEN TALKING ABOUT. THE CITY I GREW UP IN, THAT'S WHAT THEY DID. THEY BUILT A TOWER AND THEN THEY LEASED OUT THE UNUSED FLOORS. AND THEN AS THEY GREW, THEY JUST DIDN'T READ THE LEASES AND THEY OFFSET THEIR YEAH. ROAD, BOUGHT AN OLD BANK BUILDING 6,000 BANK BUILDING 20 YEARS AGO. AND IT'S DONE THE EXACT SAME THING OVER A PERIOD OF TIME THEY UP. RIGHT. SO, I MEAN, DOES THE OTHER OPTION WOULD BE, AND IF WE WERE GOING TO BUILD THE TWO 50 AND ROBERT AND FRENCH, BUT IF WE WERE TO BUILD THE TWO 50 ON THAT SITE, SINCE IT'S VERTICAL, COULD WE BASICALLY OVERBUILD AND THEN LEASE OUT A FLOOR TO THE MAYOR WAS JUST, SORRY. I WAS, WE HAD, WE HAD TALKED ABOUT THAT. YOU KNOW, OBVIOUSLY YOU'VE GOT MORE UPFRONT COSTS, BUT YOU LONG-TERM, YOU'RE NOT. SO IS THAT ON NORTH LONDON? THAT'S ON NORTH LINE. SO I DO BELIEVE THAT ALEX AND NORTHLINE THERE'S THE OTHER BENEFIT OBVIOUSLY IS THE, CITY'S ALREADY INVESTED IN NORTHLINE THE BLOCK FACES AROUND HERE. YEAH. THE BLOCK FEST IS AROUND, UM, THIS BLOCK BLOCK P HAVE NOT YET BEEN [05:40:01] FUNDED. UH, THEORETICALLY THAT COULD BE SOMETHING FROM THE CAP. METRO ILA WOULD FALL WITHIN THE CAPTURE AREA OF THE RAIL STATION IF WE USE FDA GUIDELINES. SO, BUT FROM A KICK-STARTING REALLY KICKSTARTING SOMETHING OTHER THAN RESIDENTIAL WITH THE NORTH LINE. OBVIOUSLY IF THOSE TWO SITES WERE DEVELOPED AT THE SAME TIME OR NEAR THE SAME TIME, UH, WHO KNOWS WHAT ELSE MIGHT BE ABLE TO TURN NORTH LINE IN TERMS OF DENSITIES AND, AND ROBIN, HE DOES HAVE THE CAPABILITY TO NORTHLAND DOES HAVE THE CAPABILITY TO CONVERT SOME OF THE RESIDENTIAL TO COMMERCIAL. SO THE DOMAIN TYPE ASPECT OF IT, THIS COULD HELP KICKSTART THAT AND CREATE MORE. I HATE TO USE THE TERM SYNERGY, BUT CREATE THAT, ESPECIALLY BETWEEN THOSE TWO USES IN A VERTICAL ELEMENT. SO, UM, WE WERE TALKING ABOUT OLD TOWN AND THEN SUDDENLY WENT TO NORTHLAND AND THAT'S OKAY, LET'S GO BACK. I MEAN, THE NORTH, THE OLD TOWN, UH, I WAS HEARING FOLKS SAY NO TO OLD TOWN, BUT I THINK WE NEED TO, WE NEED TO GET THAT HEAR FROM EVERYBODY ON THAT. SO IT'S JUST NOT, YEAH, I'M GETTING THE GPA FOR LOCATION CITY HALL. I WOULD LOVE FOR IT TO STAY HERE. UM, IF EVERYBODY'S IN AGREEMENT. SO WE'RE SO THANK YOU SO MUCH. WE HAVE NOT BEEN ABLE TO DO THAT. WELL, THAT'S WHY WE STARTED THIS REALLY IMPORTANT. YEAH. SO THAT DOES HELP. SO, SO THEN THE NEXT QUESTION IS NORTH LINE GREEN CAMPUS OR CARE CARE CAP, METRO IN THE GREEN CAMPUS MEANS JUST START, START SCRATCH WITH AN EMPTY PIECE OF PROPERTY. AND CAN YOU ALL KNOW HOW MUCH DIRT IS RIGHT NOW? SO WELL ON NORTH LINE, A COUPLE OF MY THOUGHTS ON THAT IS, UH, ALEX HAS TOLD ME, I'M SURE HE'S TOLD YOU THE SAME THING THAT WE NEED TO BUILD A GARAGE IF WE'RE GOING TO BUILD THERE. CORRECT. UM, AND I KNOW ROUND ROCK BUILT A GARAGE IN THEIR OLD TOWN USING, UM, USING FTA FUNDS. AND ALL I HAD TO DO WAS LIKE PROVIDE PARKING FOR BUSES OR SOMETHING. SO I WAS THINKING WE COULD PROBABLY DO SOME KIND OF PARTNERSHIP. WELL, GOODMAN ACTUALLY WORKED ON THAT. PERFECT. UH, THEY, THEY DID WORK ON THAT. UM, PROBABLY THERE'S SOME SORT OF, AND I'M ALWAYS KIND OF TURNED HERE, SO THIS IS 10, THIS IS 10 OR 15 YEARS AGO. BUT BECAUSE OF THE, WITH THE FTA FUNDS, IT HAS SOMETHING TO DO WITH THE AMOUNT OF PARKING IN THE CITY. AND BECAUSE OF THAT GIANT PARKING LOT THAT WE HAVE FOR THE LEANDER STATION, IT THROWS OUR NUMBERS OFF SOMEHOW NOW, WELL, LET, LET ME, LET ME, LET ME, LET ME, LET ME CLARIFY THAT. SO IT SOUNDS LIKE IF YOU WERE GOING THROUGH, IF YOU WERE GOING THROUGH IN THE TRADITIONAL SENSE, IF YOU WERE GOING THROUGH SITE SELECTION FOR A MIXED USE PARKING GARAGE FUNDED BY THE FEDERAL TRANSIT ADMINISTRATION, IT WOULD BE PROBABLY HARD TO JUSTIFY A PARTIALLY USED CAP METRO SITE ON ONE HAND, AND THEN A GARAGE IN THE MIDDLE OF NORTH LINE FUNDED BY FTA UNDER A SCENARIO. I DON'T WANT TO GET IN THE IN AND OUT THING, BUT UNDER CERTAIN SCENARIOS, UM, IF THAT WAS THE ONLY FTA, UH, OPERATED ASSET, THEN THAT WOULD BE A DIFFERENT SCENARIO. IF THE CAP METRO SITE WAS REPURPOSED AND BASICALLY WERE THE, IF THAT SITE BECAME THE CENTRAL NODE, BUT OF COURSE, YOU'RE LOOKING AT A LOCATION NEXT TO RAIL AND PARKING. SO THOSE ARE OTHER LITTLE DOMINOES THAT WOULD HAVE TO ALSO FALL. I THINK IF YOU WERE LOOKING AT IT REALLY AS A STANDALONE, THAT, AND YOU COULD STILL JUSTIFY THE SURROUNDING STREETS UNDER FTA, BUT NOT PAY FOR THE GARAGE THERE THEN. SO YOU COULD GET SOME FTA OR CAP METRO REBATE FUNDS THROUGH THE ILA. UM, YOU KNOW, YOU COULD ALWAYS PURSUE A LETTER WHAT'S CALLED LET HER KNOW PREJUDICE, WHICH IS PRE AWARD AUTHORITY. AND SEE IF FTA REGION MIGHT BE ABLE TO CONSIDER IT AS A LONG-TERM ASSET, WHAT THAT DOES, IT ALLOWS YOU TO SPEND THE MONEY AND THEN LATER PURSUE REIMBURSEMENT. SO THAT WOULD BE MAYBE YOU'RE REALLY YOUR FEASIBILITY TO SEE IF THERE'S A SCENARIO WHERE IT COULD BE JUSTIFIED, BUT I WOULD NOT ASSUME IT WITH THAT. OTHER LARGE, BASICALLY HOW MANY SPACES ARE THERE RIGHT NOW TODAY? IS IT 800 IT'S 800 OR SOMETHING LIKE THAT. OKAY. MY ONLY OTHER CONCERN WITH NORTHLINE IS, UH, INGRESS EGRESS AND WHAT WE'RE PUTTING EMPLOYEES AND, YOU KNOW, CUSTOMERS THAT WANT TO PAY THEIR [05:45:01] WATER BILL THROUGH TO GET IN AND OUT. SO I THINK THIS LOCATION IS PROBABLY GOOD DEPENDING ON HOW WE AND DESIGN IT. CORRECT. AND I WOULD AGREE THIS IS, THIS IS ALSO WHY THE POLICE STATION AT THAT, THE CONCEPT OF PUTTING AN ALL THINGS TO ALL PEOPLE FACILITY, YOU'VE GOT A SALLY PORT, YOU'VE GOT DIFFERENT TYPE OF CUSTOMER SERVICE. AND SO IT, IT DOESN'T NECESSARILY FIT. IT CAN'T FIT IN THE URBAN ENVIRONMENT. UH, I'M NOT SURE IF MIKE WAS ABLE TO PULL PAUL JUMPED AGAIN. I GOT TO TRY TO KEEP UP WITH THE WAY, SO MIKE'S GOING TO FLASH UP THE COST SHEET FROM BRW FOR THAT SITE BEFORE YOU DO THAT. I MEAN, IS THAT RELEVANT TO THE SITE LOCATION DISCUSSION FOR, OKAY. OKAY. BRW DID DO SOME NUMBERS AND I THINK WE, UH, GOT FLUSH THAT NUMBER ONE DAY. THE GARAGE. IT WAS A LEGEND. OKAY. ANALYSIS VERSUS SOMETHING. OKAY. HERE'S THE GREEN, THE APPETITE FROM THE COUNCIL FOR ANY GREEN CAMPUS OR CAP METRO FOR PD. I THINK ALL OPTIONS SHOULD BE ON THE TABLE. I MEAN, IT'S DEFINITELY A CONSIDERATION ON MAY 8TH. WHAT I WOULD LIKE TO SEE IS SORT OF A SIDE-BY-SIDE COMPARISON OF, YOU KNOW, PROS AND CONS AND POSSIBILITIES FOR EACH OPTION. SO IF WE WERE TO GO TO NORTH LINE, HOW MUCH COULD WE ACCOMMODATE AT NORTHLINE AND AT WHAT COST? AND IF WE WERE TO GO TO A GREEN CAMPUS, WELL, ARE THERE PARCELS OF LAND THAT WOULD FACILITATE THAT? HOW MANY OFFICES COULD WE PUT THERE AND WHAT DO WE ESTIMATE THE COST FOR THAT TO BE THAT KIND OF THING. OKAY. BETWEEN THE TWO WE CAN, WE CAN, WE CAN BRING THAT BACK. WE HAVE SOME OF THE DETAIL. AND I THINK THE OTHER THING WE WOULD WANT TO LOOK AT SINCE THINGS HAVE ALSO CHANGED AND THE JUST EVERY MONTH IS THE COST PER FOOT. NOW, WHAT, WHAT PROPERTIES APPEAR TO BE FLAT ENOUGH WITHIN INSIDE THE CITY LIMITS THAT ARE AVAILABLE? SO THIS IS NORTH LINES, UH, THIS IS THE NORTH LINE ALL. OKAY. SO YOU'RE LOOKING AT, JUST CALL IT, CALL IT 50 MILLION. UH, IF YOU'RE JUST LOOKING AT JUST WHAT YOU GET AND THE TOP LINE, IT SAYS CITY HALL ON NORTH WIND. SO WE'RE LOOKING AT ROUGHLY 50 MILLION IN THE BR STUDIES, AND THOSE ARE ALL THE THINGS THAT WOULD BE INCLUDED IN THE BUILDING. NO, THESE ARE THERE. THIS IS A LARGER SCENARIO OF WHERE YOU MIGHT PUT DIFFERENT FACILITIES. SO THAT'S JUST, THAT'S JUST THAT FIRST LINE ITEM. SO IT'S OVER, YOU KNOW, YOU'RE TALKING ABOUT BUILDING CLASS, A OFFICE SPACE, UH, I THINK OUR CLASS B VERY GOOD CLASS B. SO IT'S, YOU KNOW, YOU'RE TALKING ABOUT OVER, IT'S GOING TO BE WELL OVER 500, BY THE TIME YOU BID IT, I'M SURE IT'S PROBABLY TO 700 PER SQUARE FOOT. UM, THIS SCENARIO BLANKED OUT, BUT IF WE THEN AT LEAST DECISION FOR YOU TO STAND ON TO GREENFIELD AND NORTHLINE CITY HALL POLICE STATION, I KNOW WE WON'T KNOW TILL MAY, WE CAN ALSO LOOK AT OTHER GREEN FIELDS, BUT THAT IS PROBABLY GOING TO NEED TO BE A GREENFIELD OF SOME TYPE, THE CAP, METRO 30 ACRES, UH, THE SURPLUS PROPERTY WOULD BE ONE POTENTIAL Y SO WE HAD, WE HAD TWO SCENARIOS WITH DONATED LAND OR LONG-TERM LEASES THAT WOULD DEFINITELY HELP US. SO WE WILL LOOK AT THAT AS WELL AND BRING THAT BACK TO YOU. WHAT WAS THE SECOND ? UM, SO THIS IS GREENFIELD AND JUST, WE'RE GOING TO HAVE TO LOCATE ANOTHER NEW LOCATION, NEW LOCATION. AND WITH THAT, THAT WOULD ALSO INCLUDE THE FIRE TRAINING FACILITY. WHAT ABOUT FIRE ADMIN? THEY WOULD TAKE OVER UNDER THE BRW PLAN. THEY WOULD TAKE OVER THE PD SITE, THEN THAT WHOLE BUILDING NEEDS TO BE, I THINK THEY'D [05:50:01] LOVE TO USE IT FOR A TRAINING EXERCISE, BUT I DON'T WANT TO GET THOSE TWO DEPARTMENTS AT, I GUESS WHAT I'M SAYING THOUGH, YOU'RE GOING TO HAVE FAITH TOOK OVER THAT BUILDING. WHEN YOU START OUT THE COST OF HAVING TO RENOVATE THAT ALMOST BE MORE, IT WOULD PROBABLY BE A TEAR DOWN AND START OVER. WELL, I WONDER IF, IF WE'RE PUTTING UP A NEW PD, I WONDER IF IT WOULD MAKE SENSE TO COMBINE FIRE ADMIN INTO IT SO THAT THE EOC AND CALL CENTER WOULD ALL BE IN THE SAME LOCATION. AND WE CAN START TAKING FIRE CALLS AND NOT JUST PD. I THINK THE REASON THEY BROKE IT OUT IS, WAS NOW THEY DO HAVE A SCENARIO WHERE THEY BOTH GO INTO THE SAME. I DON'T KNOW IF IT'S ON THIS ONE. LET'S SEE. YEAH. THIS SCENARIO SHOWS FIRE ADMINISTRATION. THAT'S THAT 16, 17 MILLION TAKING OVER THE EXISTING POLICE STATION SITE. THAT'S WHAT THIS ONE IS WITH A SEPARATE ONE. WE CAN, WE CAN DO THAT TOO. AS ONE OF THE SCENARIOS HAVE THEM HAVE THE NEXT TO EACH OTHER. WE'LL OBVIOUSLY HAVE TO LOOK AT A LARGER, A LARGER FOOTPRINT. I MEAN, HOW MANY ACRES? I THINK THAT WE WERE LOOKING AT AT CLOSE TO 30 ACRES, IF WE HAD PD WITH THE FIRE TRAINING FACILITY IN THE FIRST PLACE. SO THAT'S WHERE THE CAP METRO SITE STARTED LOOKING A LITTLE BIT OF TRACK. WE HAVE LOOKED TO SEE IF THERE'S ANY OTHER, EVEN IF WE, THE CASH TO GO BUY IT, IF THERE'S ANY OF THE 30 ACRE SITES THAT WOULD BE SUITABLE, W W WE HAVEN'T EXTENSIVELY. UM, YOU KNOW, WE HAVE, WE HAVE BEEN WORKING ECONOMIC DEVELOPMENT HAS BEEN LOOKING ACTUALLY, THEY'VE BEEN ASSISTING THE LAST SEVERAL MONTHS, UH, FIRE ON ANOTHER, JUST A STATION LOCATION. SO, UM, RIGHT NOW FINDING GOOD FLAT LAND WITH THE RIGHT ZONING INSIDE THE CITY LIMITS HAS BEEN THE CHALLENGE. I MEAN, I GUESS THAT'S THE WHOLE POINT OF ME ASKING THAT QUESTION IS THAT IF THAT'S NOT A VIABLE OPTION, THEN IT JUST DOESN'T EVEN NEED TO BE ON WHICH GREEN SPACE ARE YOU TALKING ABOUT FIRE? WELL, ON FOR LARGE CAMPUS, WE'RE TALKING ABOUT IF THE 30 ACRES OR IF WE KNEW WE NEEDED TO BUY SOMETHING GREEN, IF WE WANTED TO JUST START FROM SCRATCH, WHAT ARE THE OPTIONS? YOU KNOW, LIKE WE TALKED EARLIER ABOUT, WELL, WE CAN DO THE SCRAPING CAMPUS BESIDES THERE'S BEING EXPENSIVE IS, ARE ACTUALLY A PLACE, EVEN IF WE COULD SWING AT THE 200, RIGHT. BECAUSE WHY WOULD WE SIT HERE TODAY AND COME UP WITH ALL THOSE OPTIONS? IF THERE'S NOT LAND AVAILABLE FOR US TO DO IT, IT'S JUST A WASTE OF EVERYBODY'S TIME. YES. YEAH. AND SO WE NEED TO FOCUS ON WHAT, YOU KNOW, WE'VE GOT TO GET THESE THINGS PUT INTO PLACE AND IF, AND IF IT'S SNORED BLOND OR SOMEPLACE ELSE, AND WE DECIDED THAT CITY HALL IS THE FIRST THING THAT WE NEED TO DO, THEN LET'S GET, LET'S GET THAT DONE. AND WE'RE GOING TO HAVE TO COME WHAT WE HAVE TO FIGURE IT OFF, EVEN THOUGH IT'S SORT OF OUT OF TERM. SO WE GOT TO FIGURE OUT THE SENIOR CENTER. SO THAT'S WHY IT WAS ON THE LIST. AND SO THEN WHERE DO WE PUT CEDAR CITY HALL? HOW LONG IS THAT GOING TO HAVE TOM TO GET THAT PLAN? BUT IF, AND IF IT ISN'T NORPLANT PLAN, IF THAT IS THE PLAN, WELL, THEN WE NEED TO GET WITH ALEX AND START FIGURING OUT HOW TO GET THIS PLANS ROLLING AND WHAT NEEDS TO HAPPEN AS FAR AS HAVING THOSE ROLES FINISHED AND ALL THAT STUFF SO THAT WE CAN GO VERTICAL FOR THAT AND GET CITY HALL MOVED IN THERE SO THAT THIS FIELD CAN BE RETROFIT. BECAUSE IF IT'S NOT CITY HALL, IT'S STILL BUILDINGS THAT COULD BE FIXED TO HOUSE SOMETHING ELSE. IT DOESN'T HAVE TO BE NECESSARILY THE PARKING REQUIREMENTS AND HAVING A WHOLE LOT OF PEOPLE AT ONE TIME, LIKE CITY HALL DOES, IT'S SOMETHING THAT NEEDS TO BE MORE TRANSIENT. IS THERE SOMETHING ON THE NORTH LINE MAP THAT IS CLOSER TO BEING DONE? I MEAN, IS THAT LOCATION THE MOST? I MEAN, THAT'S WHY HE, I KNOW, BUT I THINK IT'S FINE. I MEAN, I JUST MEANT THE LENGTH OF TIME FOR BILL NOW. IS THERE SOMETHING THAT IS CLOSER TO SAY SPEED? THAT'S I THINK PHASE TWO, BECAUSE IT'S NOT. SO HE'S WORKING ON THE, I UNDERSTAND WHAT HE'S TRYING TO DO IS GET THE RESIDENTIAL PIECES FIRST. SO THIS WOULD REALLY, AND OF COURSE, IT'S GOT THE HUB, WHICH WOULD BE UP ON THE, [05:55:01] THE, UP IN HERE. THIS WOULD ACTUALLY HELP ACTIVATE, ESPECIALLY, AND THIS WOULD BE A WHOLE OTHER POTENTIAL RFI JOINT PER CITY, BETWEEN, I GUESS, US LINCOLN AND NORTH LINE, TRYING TO GET A HOTEL CONVENTION CENTER IN HERE AT THE SAME TIME WE'RE PURSUING THIS NICOLE, TO YOUR POINT. IT'S PART OF THE REASON WHY THAT'S NOT BEING DONE IS BECAUSE THE CITY WON'T COMMIT. GOTCHA. SO WE NEED TO EITHER SAY WE'RE IN OR OUT. GOTCHA. LET'S GET THE PLANS GOT AND LET'S GET GOING. GOTCHA. THEN ALEX HAS GOT A BACKUP PLAN. HE JUST NEEDS US TO SAY WE'RE OUT AND HE'S BEEN PLAYING GAME. WE JUST NEED TO MAKE A CHOICE ON SOMETHING. WHAT I'VE HEARD IN THAT REGARD THOUGH, IS THAT WE'RE NOT READY TO MAKE THE IN OR OUT DECISION BECAUSE YOU WANT A SIDE BY SIDE COMPARISON OF ALL OF, ALL OF THESE ALTERNATIVES, UH, NORTHLAND, GREEN, GREEN CAMPUS, AND CABINETS. WE NEED TO KNOW WHAT'S POSSIBLE FOR WHERE YOU CAN SAY WE'RE IN THE RAFT. AM I RIGHT? YES. I THINK WE DON'T HAVE ALL THE INFORMATION WE NEED TODAY. UM, GOING BACK TO CAP METRO, WHAT DEPARTMENTS ARE NOT CHEMISTRY TO NORTHLINE WHAT DEPARTMENTS WOULD NOT FIT IN THERE UNDER YOUR VISION? WELL, OBVIOUSLY PUBLIC WORKS FIELD, UH, PUBLIC WORKS CREWS. NOW WE WOULDN'T BE BRINGING THE YOU'VE NOT BEEN BRINGING US PARSE NECESSARILY. MAYBE PARTS OF ME, ACTUALLY, YOU HAVE IT ON THIS ONE. SO THIS, SO THIS HAS, OKAY. I CAN, I CAN ACTUALLY JUST PUT MY TUTORS ON THE TOE. SO YOU'D HAVE MUNICIPAL COURT, UTILITY BILLING, GENERAL SERVICES, HR, IT FINANCE. SO YOU MANAGERS, RESEARCHERS, OFFICE PR PLANNING, PERMITS, AND BUILDING ENGINEERING, ECONOMIC DEVELOPMENT. AND THIS WOULD ASSUME YOU FILLED THAT PER CITY ATTORNEY'S OFFICE AS WELL. WHAT EXACTLY IS MISSING FROM THAT LIST? I'M TRYING TO FIND OUT WHAT WE WOULD STILL NEED TO PLAN FOR. SO IF YOU GO BACK TO POLICE UNTIL THEY SAID, NO, THAT WAS FINE. I MEAN, LIKE MAKING THE WATER FLOW WORKS, IF YOU MEAN BILLING. NO, BUT I'M ADMITTING THE WATER FLOW AND PICKING IT UP. THIS HAS, HE'S GOING TO OPEN UP THAT LAST ONE THAT HAS THE ITEM. THAT ACTUALLY WAS THE NORTH LINE ONE. THAT'S WHAT THEY WERE SAYING. PARKS AND REC. WELL, I'M JUST NOT THAT YET. THAT'D BE EASY TO DO IN TERMS OF IF YOU WANTED TO HAVE THEIR OFFICE. WELL, AND FROM A CUSTOMER STANDPOINT, HAVING A CENTRALIZED LOCATION THAT PEOPLE JUST KNOW THEY CAN GO TO FOR ANYTHING, WHETHER IT'S THEIR WATER BILL OR A COMPLAINT TO THE GOVERNMENT, OR PICKING UP A LITTLE LEAGUE UNIFORM, LIKE Y'ALL KNOW. SO, AND THIS UNDER THIS SCENARIO THAT VR BRIAN, AND LIKE YOU HAD A SEPARATE POLICE STATION, SEPARATE FIRE STATION, TOTAL EXISTING PD. YOU HAVE, IF YOU DO THAT ON THE EXISTING SITE, THAT'S EXACTLY HOW THIS AND THIS AND THIS SCENARIO, WHAT THEY HAD SUGGESTED, RELOCATE THEM TO PREP UP, PAT BRYSON. SO TO THIS BUILDING UNDER THIS SCENARIO, THERE'S MILLIONS OF WAYS YOU CAN CUT THIS AND THEN YOUR PUBLIC LIBRARY AND YOUR SENIOR CENTER. SO THERE'S ONE, CAN WE CONSIDER PUTTING THE LIBRARY AND OR SENIOR CENTER IN THE NEW BUILDING? FRISCO HAS THEIR LIBRARY FIRST LIBRARY ON THE FIRST FLOOR. SO THOSE ARE SCENARIOS AGAINST THE SENIOR CENTER IDEA, KIND OF GOT FLOATED ON AS FAR AS OTHER LOCATION. CAUSE IF THIS REALLY HAPPENED, NOW YOU'D HAVE THAT LIBRARY. THAT'S SITTING RIGHT THERE RIGHT NEXT TO THE VETERANS PARK AND EVERYTHING TOO. AND THAT ALSO COULD HAVE BEEN A POTENTIAL FOR A SENIOR CENTER AS WELL, TOO. SO THAT WAS ALSO SOMETHING THAT, AND IT'S, AND I THINK PART OF, I THINK THERE COULD BE SOME MORE EXPLORATION ON THAT, BUT AT THE SAME TIME, IT'S LIKE IF THE CANS BEEN KICKED TOO FAR DOWN, SO I THINK WE NEED TO FIGURE OUT OUR HIGH LEVEL WHERE THINGS ARE GOING TO BE CITY HALL, ALL OF THAT. THEN WHAT HAPPENS TO ALL OF THE BUILDINGS THAT WE ALREADY HAVE? ARE WE REPURPOSING THEM? ARE WE RENTING THEM OUT LIKE THE DAVIS HOUSE OR ARE WE SELLING THEM TO OFFSET OUR COSTS? AND I THINK THOSE ARE THE DECISIONS. AND THIS IS BEGINNING OF THOSE DISCUSSIONS BECAUSE WHAT WE WANTED TO DO WAS GET SOME INITIAL INPUT BEFORE WE COME BACK WITH ANY, I GUESS, MORE DETAILED SITE SELECTION [06:00:01] AND THEN SPENDING MONEY. BECAUSE JUST GOING THROUGH THAT PROCESS WILL BE, WELL, YOU JUST GOT DONE WITH ONE IN COLONY, RIGHT? IT'S DONE. I HAVE A QUESTION. IS THERE A REASON THAT THERE'S NOT A SENIOR CENTER AND OR REC CENTER INCLUDED IN THE BUILDING FOR NORTHLAND? IS IT THAT WE'RE LIMITED TO THE AMOUNT OF SPACE THAT WE COULD HAVE THERE? OR IS THERE SOME OTHER STRUCTURAL REASON THAT YOU COULDN'T ALSO PUT THOSE FACILITIES? I DON'T KNOW. IT HASN'T BEEN DESIGNED IN THIS CASE, WHAT THEY DID WAS DOESN'T WORK ON THERE, BUT IN THIS CASE, WHAT THEY DID, THEY WERE ASSUMING THE SENIOR CENTER WAS AT THE PROPOSAL SIDE. RIGHT. SO I'M JUST ASKING, IS IT AN OPTION? YES, IT WOULD BE, WELL, THAT'S WHY I WAS ASKING, YOU KNOW, HOW MUCH SPACE ALEX AND NORTHLINE HAVE GIVEN US. IT IS ACREAGE WISE. UH, I THOUGHT IT WAS FOUR AND A HALF ACRES. THERE'S THERE IS ONE ISSUE ON THAT SIDE THAT WE MIGHT WANT TO DISCUSS FURTHER. I MIND IT'S NOT REALLY AN ISSUE. YEAH. CAUSE I, WE WOULD HAVE TO REDESIGN EVERYTHING THAT WE PAID FOR. WE'D HAVE TO ARCHITECTURE, YOU'RE GOING, WE HAVE NOT YET DESIGNED OR ANY BUILDING IN NORTH LINE. SO WE WOULD THROW YOU MEAN SPECIFICALLY FOR THE SENIOR CENTER SINCE IT'S ALREADY A DESIGN. YEAH. I'M SORRY. GO AHEAD. WELL, I WAS GOING TO SAY, I DON'T THINK MORE THAN IS A GOOD PLACE FOR THE SENIOR CENTER PERSONALLY, A FROM, I THINK YOUR PARKING CLOSE TO THE BUILDING, IT JUST NEEDS TO BE ABLE TO BE, I DON'T KNOW, MORE VISIBLE GET IN AND OUT BETTER. AND, UM, AND THERE WAS ONE OTHER POINT TO THAT AND I CAN'T REMEMBER WHAT IT WAS. THANK YOU FOR MAKING IT EASIER FOR SENIORS TO ACCESS. I WAS GOING TO ASK THE ONLY THING I WAS GOING TO ASK YOU'RE DRUNK. DO YOU THINK A LESS URBAN SITE WOULD BE EASIER ON SENIORS COMING AND GOING? I THINK THE SAME TO THE REC CENTER. YOU GOT, YOU GOT A WHOLE CLIENT. IF YOU'RE GOING TO MOVE A TRUE REC CENTER, YOU'RE GOING TO HAVE KIDS AND ADULTS, TEENS, AND ADULTS COMING AND GOING ALL DAY LONG. AND TO BE GOING INTO THAT URBAN URBAN ENVIRONMENT, I THINK FROM A PLANNING PERSPECTIVE, YOU'D PROBABLY OVERLOAD OVERLOAD. THE THING LIBRARY COULD GO EITHER WAY. IT EVEN BE ELABORATE CAN GO EITHER WAY INTERIM OPTIONS. OR IS THAT JUST GOING TO COME BACK TO US? WE'RE GOING TO BRING IT. IT'S KIND OF LIKE THE SAME REASON. WE DIDN'T REALLY TALK SPECIFICALLY BY ANY OTHER LAND YET ON PD OR ANYTHING BECAUSE INVARIABLY, WHEN YOU DO SOME OF THAT GET INTO SPECIFIC SITES THEN SO WE'RE GOING TO WE'LL BRING THAT TO Y'ALL SOON. OR IS IT IF THE INTERIM IT'LL BE THE, NOT THIS, BUT THE FOLLOWING COUNCIL MEETING FOR THIS WEEK. CAN WE STILL ADD, WE CAN PUT IT UP ON MONDAY AS AN ADDENDUM. WE CAN GO AHEAD AND BRING IT AND WE'LL CHECK WITH PAGE. CAN WE GO TO EXECUTIVE SESSION ON THAT? YOU HAVE THREE OTHERS SPACE CONTRACTS. I THINK COUNCIL, THEY WOULD HELP US TO GET TO WHAT YOU'RE TRYING TO DO, WHICH IS WE GOT TO GET SOMEBODY TO MOVE IN THERE. IF WE KNEW WE HAD A EXTREMELY VIABLE, IF WE HAVE ONE THAT'S LEGIT, LET'S FIND OUT WHAT IT IS THEN, THEN THAT LETS US BREATHE. AND ALSO ACCOMMODATES WHO WE'RE TRYING TO ACCOMMODATE, WHICH IS OUR CITIZENS THAT ARE ASKING FOR THAT AND LETS US MAKE A GOOD DECISION OVERALL. ALL WE JUST HAVEN'T HAD AN INTERIM YET. SO THAT MAKES A BIG DIFFERENCE. OKAY. YES. MA'AM NO, THIS WOULDN'T BE BROUGHT. THIS WOULD BE ACTUALLY A RELEASE. OKAY. OKAY. THAT HELPS. OKAY. SO I WANT TO MAKE SURE THAT MY USUAL WAY OF TAKING NOTES, YOU CAN READ, UM, OLD TOWN PARK. SO I WOULD BASICALLY FOLLOW THE PLAN THAT'S IN PLACE WITH TWO ADDITIONAL ITEMS. ONE IS TO KIND OF PLAN THE TIMING OF THE PARK IMPROVEMENTS TO THE OLD TOWN INFRASTRUCTURE. YES. AND THEN SECONDLY, IN THE INTERIM TO PERHAPS DO SOME BEAUTIFICATION TO KIND OF FEED THE DEMAND, IF THAT MAKES SENSE. OKAY. SO THEN FOR THE SENIOR CENTER, UH, RE-ENGAGE THE DESIGN TEAM AND REBID, UH, TALK ABOUT THE FACILITY IN GEORGETOWN WITH THE CHILD ADVOCACY FOLKS AND THE REVIEW GRANTS. THAT'S BASICALLY FOLLOWING A PLAN IN PLACE. UH, THAT, THAT WAS ATLANTA. IS THAT RIGHT? OKAY. SAN GABRIEL, UH, SAYING FOLLOW THE PLAN IN PLACE THAT'S FOR THE NEW RFQ REC CENTER. UH, THIS WAS, THIS [06:05:01] WAS A LITTLE BIT MUSHY, BUT IT LOOKED LIKE A COUPLE OF THINGS I MADE NOTES ON ONE IS TO KIND OF TAKE A LOOK AT A COMBINED REC CENTER SENIOR CENTER. THAT WAS ONE THING THAT Y'ALL MENTIONED ANOTHER WAS TO PERHAPS RELOCATE, MAYBE NOT RELOAD, LOCATED TO THE ST. GABRIEL PARK. UH, IF IT'S A STANDALONE, KIND OF SEE WHERE THAT THING I WOULD HAVE SAID, THAT'S MY NOTES. WHAT DO Y'ALL THINK? I DON'T LOVE THAT IDEA BECAUSE SAN GABRIEL PARK IS SO ON THE OUTSKIRTS OF TOWN, I FEEL LIKE A REC CENTER SHOULD BE MORE CENTRALLY LOCATED WHERE PEOPLE COULD EVEN WALK TO IT FROM SOME NEIGHBORHOODS AND WE DON'T HAVE ANY NEIGHBORHOODS THAT COULD WALK TO WITHOUT THERE. I THINK THAT'S A GREAT PLACE FOR LIKE BALL FIELDS AND A PARK WHERE YOU'RE GOING TO GO AND DO PARK THINGS. BUT I THINK A REC CENTER IS MORE OF A NEIGHBORHOOD THING. I THINK IT IS ON THE OUTSKIRTS, BUT CENTRAL BETWEEN EACH SIDE. SO ALL THOSE FOLKS HAD LIVED DOWN PALMER AND THEN ALL THOSE FOLKS ON THIS SIDE, IT IS KIND OF IN THE MIDDLE. IT'S JUST CLOSER TOWARDS THE LIBERTY HILLS SIDE OF THAT TRACK. BUT LIBERTY HILL. NO. GOT IT. GOTCHA. IS THIS ONE OF THE ONES THAT YOU SAID WE HAVE, WE MIGHT HAVE SOMETHING ELSE TO TALK ABOUT OR NO, NOT THE REC CENTER PORTION. UM, YOU WERE TALKING ABOUT, WELL THE LEAST WE HAVE SOME INTERIM INTERIM THINGS, PROGRAMMING TYPE THING. THERE ARE, IF THERE WAS ANYTHING OUT OF ALL THOSE THINGS THAT HAVE THE OPPORTUNITY TO PARTNER WITH SOMEBODY LIKE THAT. I KNOW WE'VE TALKED ABOUT IN THE PAST TOO, AND I'VE, I'VE BEEN PRIVY TO ONE OR TWO OF THOSE CONVERSATIONS. THERE IS A WAY TO HELP TO PARTNER WITH, TO PARTNER WITH SOMEBODY TO GET SOMETHING LIKE THAT DONE AND, UM, AND GET A GREAT DEAL FOR THE CITIZENS OF LANDER. SO THEY CAN PARTICIPATE IN USE THAT SPACE, UM, FOR REASONABLE REASONABLE AMOUNT OF MONEY, LIKE, OR THAT COULD BE PART OF AN INTERIM SOLUTION, RIGHT? EVEN IF LET'S SAY, UM, I SAID HOMETOWN HEROES PARK AND LAKE CITY, WHERE THEY DID AT THE REC CENTER AND THE BALL FIELDS OFF OF 96. SO, UH, THERE IS AT LEAST ONE OR TWO FACILITIES THAT JUST LIKE THE OTHER LITTLE POTENTIAL LEASE COULD ALSO BE USED FOR ADDITIONAL, UH, PROGRAMMING FOR PARKS AND RECREATION FOR INDOOR SPORTS HERE. BUT I THINK THE REC CENTER, SINCE WE DON'T HAVE THE LAND, WE HAVEN'T STARTED THE WORK IN MY MIND. IT'S LOWER, BUT I STILL THINK, I THINK IT'S AN OPPORTUNITY FOR A DEVELOPER TO COME IN AND SAY, HEY, I'M GOING TO DONATE LAND FOR YOU GUYS TO GO DO THIS. I DON'T, I DON'T FEEL IN MY MIND THAT SENIOR CENTERS UP, WE HAVE THE LAND, WE HAVE THE PLAN, WE SHOULD MOVE FORWARD ON THAT. BUT IN MY MIND, THE REC CENTER IS A NEGOTIATING ONE FOR A DEVELOPER. WELL, AND ALSO WITH THE SAME, SIR, WE ALREADY ISSUED THE BONDS, WHICH WE DIDN'T YET FOR THE RIGHT TO START AND JUST TYPE IT. UM, AND ALSO THE, THE VOTE, WHEN, WHEN THOSE WENT OUT TO THE VOTERS, IT WAS VERY CLEAR THAT THE REC CENTER WAS ONLY GOING TO HAPPEN IF WE GOT LAND. AND SO THE SENIOR CENTER, IT WASN'T, IT WAS ALWAYS, WE HAVE LAND WE'RE READY, WE'LL BUILD A SENIOR CENTER. AND SO I THINK THAT THEY, THERE IS A VERY BIG DIFFERENCE YEAH. TO PUT A KIND OF LOWER ON THE PRIORITY AND UH, BUT LOOK FOR THE TURNER, THESE PUBLIC PRIVATE PARTNERSHIP, ONE OF THOSE, IF WE FIND A PLACE TO PUT IT OR WE FIND A WAY TO DO IT GREAT, BUT NOT ANYTHING THAT I WOULD PUT IN, EVEN THE CITY'S TOP 10 PRIORITIES AND THEN ON A CITY HALL, NEAR TERM LEASE SPACE OPTIONS, WHICH YOU ALL ARE GOING TO TALK ABOUT AN EXECUTIVE SESSION AND THEN BRINGS US BACK TO CITY HALL. LONG-TERM SIDE-BY-SIDE COMPARISON, PROS AND CONS FOR THE PROPERTY, FOR THE LOCATIONS, WITH THE EXCEPTION OF OLD TOWN IS NO. SO FOR THE REMAINING THREE SIDES, UM, I CAME BACK WITH POSSIBILITIES OF LEASED FACILITIES, WHICH Y'ALL ARE TALKING ABOUT, UH, AN IDEA TO COMBINE PUBLIC WORKS AND PNR ON A COMPLETELY DIFFERENT PARKS AND REC ON A COMPLETELY DIFFERENT LOCATION WAS SOMETHING THAT WAS KICKED AROUND FROM UP POPULATION PROTECTIONS FROM UP COMMERCIAL DEVELOPMENT PROJECTIONS. AND THEN ON PD, UH, STUDY THE COM UH, COMBINATION FACILITY. YOU LOOK AT OPTIONS ON LOCATIONS. HOW MUCH LAND DO WE ACTUALLY HAVE THAT WE OWN RIGHT NOW? THAT'S NOT OCCUPIED. I KNOW WE HAVE BUILDINGS ACREAGE. YEAH, GOSH, I'D HAVE TO, I'D HAVE TO GO BACK BECAUSE IT WAS, OF COURSE, IT'S THIS SITE, IT'S POLICE STATION AND FIRE CENTRAL PARK GABRIEL, THAT'S IT. THAT'S THE PRIMARY ONE AND SEEN AS, UM, I WOULD LIKE, SO IF I THINK, I BELIEVE WE'VE GOT AGREEMENT ON THE PLAN AS STAFF, RICK, YOU HAVE ENOUGH INFORMATION TO GO TO THE NEXT DAY. THEY COME BACK WITH SOME SPECIFIC THINGS IN THESE ECOSYSTEMS, EQUALIZERS. OKAY. I JUST HAVE ONE QUESTION. WHAT ARE YOU DOING MONDAY? WE HAVE EXECUTIVE SESSIONS THAT FOUR, SIX O'CLOCK IS EVERYBODY GOOD WITH ME ADDING THIS AT FIVE 30 [06:10:01] AS PART OF THAT, EXCEPT IT'S A, SO COMING IN AT FIVE 30 INSTEAD OF SIX, I'LL MAKE IT WORK. I BELIEVE. LET ME JUST DOUBLE CHECK IF EVERYBODY'S GOOD WITH THAT SHIRT. THANK YOU. SO IF YOU WERE TO GO BACK TO MY, UH, TO MY SLIDES, THERE WOULD BE BIG RED CHECK MARKS BESIDE EVERYTHING WE'VE DONE. WELL, I'M NOT ASKING YOU TO GO BACK LATER, BUT ARE WE READY TO PUT THE BIG RED CHECK MARKS ON EVERYTHING? THINGS LIKE THIS? CAN WE MAKE THEM GREEN? WELL, THEY WERE ON THE SLIDE, SO YEAH, BUT GREEN, IT SHOWS ME I HAD BLUE. IT DIDN'T HAVE ANY GREEN MANAGER. SO IT'S LIKE, RED'S ALWAYS, YOU KNOW, WELL, ROBERT MIGHT PUT RED ON HIM WHEN WE STARTED COSTING THIS IS SUFFICIENT INPUT FOR US TO DEVELOP A TRAILER. COME BACK. YEAH. THANK YOU SO MUCH, EVERYBODY. THAT WAS VERY PRODUCTIVE. I APPRECIATE YOUR TIME. HAPPY BIRTHDAY. THANKS TO ALL THE STAFF THAT STUCK WITH US ALL DAY LONG. WE APPRECIATE Y'ALL. THANK YOU. AND EVERYBODY HAVE A GREAT WEEKEND. WE ARE DONE RECENTLY BEFORE. * This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.