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[1. Open meeting and confirm a quorum is present.]
GOOD FRIDAY AFTERNOON, EVERYBODY.IT IS FEBRUARY 18TH, 2022, AND THIS IS A STRATEGIC PLANNING SESSION.
WE IN THE CITY COUNCIL, THE TIME IS ONE OR 2:00 PM.
[2. Discuss city governance and strategic focus including, but not limited to, City Council goals and objectives, as facilitated with Ron Cox Consulting.]
WE ARE READY TO MOVE ON TO DISCUSS CITY GOVERNANCE AND STRATEGIC FOCUS, INCLUDING, BUT NOT LIMITED TO CITY COUNCIL GOALS AND OBJECTIVES AS FACILITATED WITH RON COX CONSULTING.I'M GLAD TO BE BACK, UH, APPRECIATE THE, UH, THE OPPORTUNITY TO COME AND SORT OF WORK ON THIS PHASE OF THE PROCESS.
THERE'LL BE ONE MORE PHASE AFTER THAT.
HE IS, UH, WORKING WITH THE STAFF ON IMPLEMENTATION PLAN ON HOW WE GET THESE THINGS IMPLEMENTED THAT YOU ALL TALK ABOUT TODAY, THESE GOALS AND STRATEGIES IMPLEMENTED, AND THEN WE WILL PREPARE A FINAL REPORT, UH, BASED ON THAT FOR YOU ALL ADOPT, TAKE A LOOK AT, AND THAT WAY THEY THEY'VE GOT, UH, COUNCIL AND, AND STAFF KNOWS WHAT THE NEXT STEPS ARE IN THE PROCESS.
AND IT'S IN PLENTY OF TIME FOR ANY BUDGETARY ITEMS TO BE INCLUDED IN AND, AND, UH, TAKEN CARE OF THROUGH THE ANNUAL BUDGETING PROCESS.
SO, UH, AGAIN, ALWAYS APPRECIATE KNOWING AND SEEING ALL OF YOU.
AND, UH, IT'S HARD TO FIGURE OUT WHERE IT SAYS, OH, YOU'VE GOT SCREEN NOTES.
SO, UH, UH, SO I APPRECIATE THAT.
AND ALL THE WORK THAT YOU ALL DO, UH, ON A, ON A DAILY BASIS, I ALSO APPRECIATE THE STAFF AND WE'VE GOT SOME ADDITIONAL STAFF AND OTHERS THAT ARE HERE TODAY TOO.
SO I APPRECIATE SEEING YOU ALL.
AND, UH, AND I, I SEE THIS A PART OF THIS PROCESS AND MOST OF THIS PROCESS AS A PARTICIPATORY PROCESS WHERE THE STAFF AND THE COUNCIL WILL BE WORKING TOGETHER.
AND, UH, AND YOU SEE THAT I'VE GOT SHEETS UP ON THE, UH, UP ON THE WALL.
AND, UH, SO WE'LL DIVIDE INTO GROUPS AND WORK ON THOSE SHEETS AS WE GO AROUND THE ROOM, UH, W UH, IN, IN THOSE GROUPS, AND THEN WE'LL COME BACK TOGETHER AND TAKE A LOOK AT THE WHOLE, UH, BEFORE WE'RE FINISHED.
SO, SO THAT EVEN IF YOU'RE ASSIGNED TO A PARTICULAR, OR YOU SELECT A PLACE TO STAR ASSIGNED TO A PARTICULAR SHEET, TWO SHEETS TO STAR OR STATION, I GUESS MIGHT BE THE BETTER WAY TO PUT IT, EVEN THOUGH YOU'RE ASSIGNED TO THE STATION, WE'RE GOING TO ROTATE STATIONS.
SO DON'T WORRY THAT YOU DIDN'T GET TO THAT.
YOU WON'T GET TO PARTICIPATE IN THE, IN THE DEVELOPMENT OF THE, OF THE, ANY GOALS OR, UH, ITEMS ON THOSE OTHER, AT THOSE OTHER STATIONS, YOU'LL BE, HAVE PLENTY.
WE'LL HAVE PLENTY OF TIME TO DO THAT A WHOLE.
AND SO, UM, I WOULD LIE FOR THE STAFF TO PARTICIPATE IN THAT AS WELL.
YOU REMEMBER LAST TIME WE TALKED ABOUT NOT ONLY BUILDING TEAM AT THIS LEVEL, BUT BUILDING TEAM AT THIS LEVEL WITH THE COUNCIL AND THE STAFF.
SO THIS IS OUR OPPORTUNITY TO DO THAT.
AND THEY HAVE SOME EXPERTISE IN SOME OF THESE THINGS, PARTICULARLY SOME OF THE THINGS THAT WE DIDN'T TALK ABOUT, UH, IN MORE DETAIL, IN MORE DETAIL, AS WE GET TO THAT, THERE ARE SEVEN OF THESE, UH, THERE ARE SEVEN OF YOU ALL, BUT WE'RE GOING TO DIVIDE INTO THREE GROUPS.
SO WE'LL HAVE ONE GROUP OF THREE, AND ONE GROUP WILL START OUT WITH THREE, BUT YOU'LL ALL END UP LOOKING AT, DOES THAT MAKE SENSE PROCESS? AND, UH, WE HAD A LITTLE, UH, YOU HAD A LITTLE BIT OF A LOGISTICAL CONCERN ABOUT YOU ALL MOVING AROUND THE ROOM, BUT WE'LL CERTAINLY COME BACK, EVEN THOUGH THE PUBLIC, WON'T BE ABLE TO HEAR WHAT Y'ALL ARE TALKING ABOUT INDIVIDUALLY IN THOSE GROUPS.
WE'LL CERTAINLY COME BACK AND TRY TO SUMMARIZE ALL OF THAT BEFORE THE TIME'S OVER, IF THAT'S AGREEABLE WITH YOU.
SO, UM, UH, THIS IS THE SECOND, UH, WELL, I SAID, ACTUALLY IT SHOULD BE, IT SHOULDN'T BE A RED CHECK MARK BESIDE COUNSELING, UH, ONE.
SO THIS IS OUR THIRD TIME, UH, MY THIRD TIME TO SEE MOST OF YOU.
AND, UH, AND SO, UH, THAT, THAT GOES TO THE PROCESS THAT WE WERE DOING.
SO WE TALKED ABOUT, UH, GOVERNANCE VISIONING AND S AND SOME SPECIFIC PROJECT DISCUSSIONS, UH, AT OUR, AT OUR LAST, UM, SESSION, PARTICULARLY REGARDING FACILITIES.
UH, SO THIS TIME, I'M NOT SURE THIS IS THE RIGHT, I'M NOT SURE THIS IS THE RIGHT COPY.
NOW THAT WE'RE LOOKING AT THIS, THIS TIME, WE'RE GOING TO TALK ABOUT, BECAUSE IT SHOULD HAVE A DATE ON THERE, UH, THE, THE ISSUES AND CHALLENGES, BUT WE'RE, BUT WHAT WE'RE GOING TO START WITH IS A REVIEW OF THE GOVERNANCE MODEL.
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LET ME MAKE SURE YOU'VE GOT THE UPDATED.SO YEAH, NO, IT'S A LITTLE DIFFERENT, UH, SO WHAT I SENT YOU HAD THIS DATE AND, AND THAT'S WHAT YOU'VE GOT, BUT THAT WENT ON THE HOME SCREEN IS DIFFERENT.
WE'LL GET, IT'S GOING TO BE THE SAME.
IT'S JUST A LITTLE BIT, OH, I THOUGHT WE WERE THERE.
IT SLIPPED BACK TO THE BEGINNING.
SO WHAT WE'RE GOING TO DO TODAY IS REVIEW, ARE YOU GOING TO, WE'RE GOING TO REVIEW THE, UH, THE APP COMES FROM OUR LAST SESSION.
TALK ABOUT THOSE JUST AS QUICKLY AS WE CAN, BUT NOT, NOT SKIPPING THROUGH THINGS.
AND THEN WE'LL GET TO THE PLANNING ASPECT OF IT.
UH, THAT'S THE STATIONS THAT WE'VE DEVELOPED.
AND WENT BACK TO ONE SLIDE CALLED PAUL AND IRELAND OR WHEREVER IT IS YOU GOT IT.
SO WE'LL HAVE YOU REVIEW THOSE, THOSE, THOSE, THE GOVERNANCE, UH, THAT YOU CAME UP WITH AND THE STRATEGIC FOCUS HERE, BECAUSE IT'S THE STRATEGIC FOCUS AREAS IT'S FROM THERE THAT WE'RE GOING TO LAUNCH OFF INTO GOALS AND OBJECTIVES AS WE GO AROUND THE ROOM.
AND SO I WANT TO MAKE SURE WE'RE SET ON THE, UH, SO FOR GOVERNMENTS, WE TALKED ABOUT WHY DID YOU RUN AND WHAT ARE YOUR ATTRIBUTES? AND I I'VE JUST CAPTURED IN THE SLIDES, WHAT YOU ALL TALKED ABOUT, UH, UH, THROUGH THE COURSE OF OUR FIRST SESSION.
AND THESE ARE YOU ANY WORRY TO BRING TRANSPARENCY, TO SHOW EXAMPLES TO OTHERS, TO IMPROVE THE THEN CURRENT GOVERNMENT STRUCTURE THAT WAS IN PLACE, INCLUDING MAKING AN IMPLEMENTING NEW POLICIES, UH, TO BE A PART OF THE SOLUTION TO HELP FIX THINGS, UH, UH, FIXES A PRETTY GOOD, INTERESTING TEXAS TERM.
AND THEN, UH, SO YOU'RE FIXING, YOU'RE FIXING TO, RIGHT.
MY, MY MOTHER-IN-LAW, SO HERE I'M FIXING TO DO SOMETHING I'M GOING TO FIX THAT I'M FIXING TO FIX THAT.
UH, AND, AND MY MOTHER-IN-LAW USED TO SAY I'M IN A FIX, AND THAT'S USUALLY WHERE I ENDED UP, I ENDED UP IN A FIXED SOMEHOW THAT, UH, THAT WAS USUALLY, UH, WHEN SHE WAS IN, UH, I THINK I SAID THIS AT A RECENT SESSION THEN THAT, YEAH, SO I'VE HAD SO MANY OF THESE SESSIONS.
SO BEAR WITH ME, BEAR WITH ME.
SO, UH, SIMPLY TO BE A PART OF THE SOLUTION AND TO SIMPLY SERVE OTHERS IS, UH, UH, WHY, WHY DID YOU, UH, WHAT ATTRIBUTES TO YOU MADE, UH, DID YOU BRING YOUR BRAIN AND THESE ARE INDIVIDUAL, BUT COLLECTIVELY THEY TELL US WHAT WE ARE, AS IT CAN TELL US WHAT WE CAN, CAN EMPHASIZE AND CAN UTILIZE AS A GROUP TO TAKE THOSE ATTRIBUTES AND SPRINGS OF EACH OF YOU INDIVIDUALLY AND WORK THROUGH THEM.
COLLECTIVELY, I WORK WITH THEM COLLECTIVELY TO FIND THE SOLUTIONS TO PROBLEMS, UH, LEADERSHIP ABILITIES, ABILITY TO LISTEN, UH, HAVING A DIVERSE VOICE AND OPINION, UH, BEING THOUGHTFUL, BEING A STRATEGIC THINKER, CRITICAL THINKER, PROBLEM SOLVER, CONNECTOR, CONNECTING PEOPLE TOGETHER, PASSIONATE ABOUT OUR CITY, ABOUT OUR COMMUNITY.
AND YOU COME FROM DIFFERENT PLACES WITH DIFFERENT EXPERTISE AND CAN COMPARE EVENTS AND CONDITIONS, UH, WITH EACH OTHER BASED ON WHAT YOU'VE LEARNED IN PLACES ELSEWHERE, WHEREVER YOU LIVE FOR AFTER BEADS, WHY DID YOU RUN AND WHAT ARE YOUR ATTRIBUTES? UH, ANY, ANY OTHER THOUGHTS ABOUT THAT AS WE DID, KIND OF GET STARTED AND GET WARMED UP AND START THINKING ABOUT THESE THINGS THIS AFTERNOON.
WE'RE FIXING TO GET TO WHERE WE GET SERIOUS IN A MINUTE THAT WE'RE FIXING IT.
SO, UH, WE TALKED ABOUT GOVERNANCE, THE PROCESS
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OF GOVERNING, AND WE ALSO TALKED ABOUT, UH, BUILDING THIS TORAH SO THAT WE CAN, SO THAT WE CAN KNOW AND HAVE PREDICTABILITY ABOUT WHAT WE CAN EXPECT AND WHAT, AND, AND THAT, THAT THERE CAN BE PREDICTABILITY AND CONSISTENCY IN PROCESS, UH, AND IN AFRICA, UH, ACTUALLY, SO THESE, THESE, UM, COMPONENTS OF GOOD GOVERNANCE OF ANY GOVERNANCE QUITE FRANKLY, ARE, UH, EFFECTIVE LEADERSHIP, MEANINGFUL COMMUNICATION, UH, FULFILLING UNDERSTANDING, AND FULFILLING EXPECTATIONS AND, UH, BEING, HAVING PROACTIVE VISION AND PLANNING.AND, AND SO I WANNA, WHAT WE FOCUSED ON WERE KIND OF THE, HOW HIGH LEVEL AREAS EVOLVING AT LEADERSHIP COMMUNICATION EXPECTATIONS, AND THEN THOSE STRATEGIC FOCUS AREAS AT OUR SESSION THE OTHER DAY.
SO WHAT I DID WAS SAY, UH, HOW DID YOU LEAVE? WE TALKED ABOUT THESE THINGS AS, OR HOW WILL YOU LEAD TALKED ABOUT THESE THINGS AS EXAMPLES OF LEADERSHIP TO HAVE A CLARITY OF PURPOSE, TO BE AN INFLUENCE FOR GREAT WORK AND NOT TO BE OVERCOME, UH, OR DISCOURAGED OR DISTRAUGHT ABOUT NEGATIVE INFLUENCES, BUT THERE ARE THOSE NEGATIVE INFLUENCES OUT THERE.
SO DON'T, DON'T, UH, HAVE A LACK OF COMMITMENT.
DON'T LOOK, DON'T LET THAT CREATE A LACK OF COMMITMENT AND TRUST OR A LACK OF CREATIVITY, OR A LACK OF YOUR ABILITY AND DESIRE TO USE THE WISDOM THAT YOU HAVE TO MOVE FORWARD, ALWAYS WITH A DESIRE OF WORKING TOGETHER AND WORKING FORWARD, UH, SET ANOTHER WAY BY CARRYING THE CUES IN 2017, RIGHT.
THEY UNDERSTAND THAT THE POWER OF EXAMPLE IS INCREDIBLE, AND IT IS, IT CAN BE INCREDIBLY POSITIVE, OR IT CAN BE INCREDIBLY NEGATIVE, WHICHEVER WAY YOU DESIRE TO BE.
BUT OBVIOUSLY WHAT WE WANT TO BE IS A GOOD POSITIVE EXAMPLE IN TERMS OF LEADERSHIP.
AND THAT LEADERS EMBRACE AN OPTIMISTIC VIEWPOINT.
UH, SOMETIMES THAT OPTIMISM CAN BE SEEN AS JUST STARRY-EYED, BUT, UH, OR NOT TRY NOT OR AVOIDING REALITY, BUT ALWAYS OPTIMISM SHOULD BE LOOKING TOWARD, UH, THE SOLUTION FINDING SOLUTIONS TO THOSE PROBLEMS. UH, EVEN IN SPITE OF THE OBSTACLES THAT MIGHT BE PUT BEFORE US, UM, LEADERS, THIS IS THE EXAMPLE OF LI UH, UH, GOOD LEADERS ACTIONS.
HERE'S THE WAY GOOD LEADERS ACT.
THEY'RE KIND, THEY ENCOURAGE, THEY TREAT OTHERS WITH RESPECT.
THEY LISTEN, THEY LEARN WHAT MOTIVATES OTHERS, LIKE, CORRECT WITH GENTLENESS.
I TELL THEM THEY APPRECIATE THEM.
THEY GIVE THEM PRAISE WHEN PRAISE IS DESERVED, THEY SHARE THE COMMON GOAL.
AND WHAT ARE WE TALKING ABOUT? THOSE COMMON, CREATING THOSE COMMON GOALS TODAY, SHOW HOW THEY FIT INTO THAT COMMON GOAL.
AND THEN, AND THEN IT'S ABOUT THE LEADERS SERVICE TO OTHERS, SERVANT LEADERSHIP.
THOSE ARE SOME EXAMPLES OF WHAT MY COUSIN'S DAUGHTER-IN-LAW SAID ONE DAY ON FACEBOOK, IF YOU REMEMBER THAT.
AND, UH, SOME, SOME PROFOUND EXAMPLES OF LEADERSHIP.
SO THIS IS WHAT REGULATORS DO.
THIS IS THE CHARACTER OF GREAT LEADERS.
AND IF YOU WERE TO CALL, THIS WAS A PART OF A PRAYER THAT A FELLOW NAMED LAUREN WOOD GAVE DEDICATING THE NEW CITY HALL IN FRIENDSWOOD IN 1995, I'VE MADE, AND FINALLY CORRECTED THAT SLIDE.
I THINK IT'S, MIGHT'VE SAID DECEMBER 60TH, THE LAST TIME I WAS HERE, I'M NOT SURE I HAD A HARD TIME GETTING THAT CORRECTED, BUT, BUT HE, HE BROKE OUT.
THESE MADE THE DECISIONS MADE IN THIS CITY HALL, BE BATHED IN INTEGRITY, HONESTY, AND TRUTH.
HE BROKE THOSE APPS SPECIFICALLY.
AND TO ME, THAT'S THE CHARACTER OF LEADERSHIP.
SO A LEADER, A LEADER, THIS PLACE, A GREAT LEADER DISPLAYS THIS CANDIDATE CHARACTER AND DOES IT THIS WAY, UH, QUITE FRANKLY, AND THAT'S, THAT'S THE CYCLE.
ANY COMMENTS ABOUT THAT? SO, UH, OFTENTIMES THOSE, UH,
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DETRACTORS, THOSE PEOPLE WHO DON'T AGREE WITH ALL OF OUR GOOD IDEAS, UH, SOMETIMES ARE SEEN AS THE ENEMY OR DEFINED AS THE, AND WE TALKED ABOUT, I TALKED ABOUT THIS, THE MOMENT WE THINK OF SOMETHING OR SOMEONE IS THE ENEMY WE LOSE, THEY DON'T CHANGE.THEY DON'T, THEY DON'T, UH, THEIR BEHAVIOR DOESN'T CHANGE THEIR THOUGHT PROCESS.
DON'T CHANGE HOW THEY FEEL ABOUT YOU OR ME.
DOES IT CHANGE? BUT IT DOES AFFECT ME WHEN I, WHEN I SAY, NOPE, THEY'RE THE ENEMY.
I DON'T WANT TO TALK WITH THEM ANYMORE.
I DON'T WANT TO BE THERE ANYMORE.
I DON'T WANT TO, I, I'M JUST GOING TO, UH, I'M JUST NOT GOING TO FUNCTION WITH THOSE PEOPLE.
THEN, THEN WE LOSE IN THAT PROCESS.
AND SO MY ENCOURAGEMENT TO ANY, ANYONE AND I, AND I KNOW HOW THIS, I KNOW HOW THIS FEELS TO BE AVOIDED.
AND I KNOW HOW I FELT WHEN I TURNED INTO TRYING TO AVOID SOMEONE ELSE IN THIS PROCESS, IT WASN'T GOOD FOR ME OR ANYONE.
AND SO I ENCOURAGE ALL OF YOU TO CONTINUE WITH, WITH, WITH RELATIONSHIPS OUTSIDE OF CITY HALL, UH, INSIDE OF CITY HALL, WHEREVER THAT MAY BE TO NOT THINK OF ANYONE IN, IN THE, IN YOUR CIRCLE, AS AN ENEMY, BUT AS SOMEONE THAT WE CAN LEARN FROM THAT WE CAN EXPERIENCE THINGS FROM THAT WE CAN GROW FROM, REGARDLESS OF WHERE WE, WHETHER WE AGREE WITH THEM.
AND THAT'S A LESSON THAT'S BEEN HARD, HARD, HARD FOR ME TO LEARN, UH, PERSONALLY, AND I'M NOT SURE THAT I'VE LEARNED THAT LESSON YET, UH, QUITE FRANKLY, BUT IT'S GOOD TO SAY IT TO BE REMINDED OF IT, AND THEN THE PRACTICES AS BEST WE CAN.
SO I ASKED YOU ALL TO DEFINE YOUR CHARACTERISTICS OF LEADERSHIP WITHIN THE CONFINES OF THE CITY COUNCIL AND OF LATE AND FOR, FOR, AND ON BEHALF OF THE CITIZENS OF LEANDER.
UH, AND YOU SAID WITH INTEGRITY AND TRUTH FOR US GRACEFULLY WITH GRACE, I REALLY LIKED THAT ONE, UH, WITH RIGHTS, UH, SHOWING COMPASSION WITH CIVILITY, BY BEING SELFLESS THROUGH ACTIVE LISTENING, BY BEING HONEST WITH YOU, MELODY, BY BEING GENUINE AND AUTHENTIC, BEING CONSISTENT, WILLING TO CHANGE MY MIND AND RESPECTING, AND BEING RESPECTFUL TO ALL BY BEING EMOTIONALLY MATURE IN THE PROCESS.
AND THIS IDEA OF WILLINGNESS TO CHANGE OUR MIND IS REALLY INTERESTING.
I'VE SEEN, I THINK I GAVE YOU THE EXAMPLE OF THE COUNCIL MEMBER IN ONE OF THE CITIES THAT I WORKED WITH SEVERAL YEARS AGO, WHO CAME TO THE COUNCIL MEETING WITH NOTES ON, ON THE AGENDA, EACH OF THE AGENDA, AND THAT HE HAD ACTUALLY WRITTEN THE LOTION OUT.
AND, AND SO HE MADE THE MOTION AND WAS UPSET WHEN SOMEBODY DIDN'T IMMEDIATELY SECOND THAT MOTION, THEY HAD A PROTOCOL WHERE THEY COULD, THEY CAN HAVE THE DISCUSSION BEFORE THE SECOND.
AND SO THEY DID THAT AND IT WOULD JUST UPSET HIM, BUT BECAUSE HOW DARE ANYBODY NOT AGREE WITH THE MOTION I JUST MADE? I MADE THE MATERIAL, I MADE UP MY MIND AND SAID, GOOD MOTION TO MAKE WITH ONE, ONE COUNCIL MEMBER OR ANOTHER MIGHT SAY, WELL, I HAVE A FEW QUESTIONS ABOUT THAT FIRST.
AND, AND, AND THE DISCUSSION VAN MIGHT OR MIGHT NOT.
I CAN'T TELL YOU HOW MUCH IT DID, BUT I'VE SEEN IT HAPPEN WHERE DISCUSSION, UM, STIMULATES THE CONVERSATION AND STIMULATES THE DECISION.
BUT I THINK TO THE POINT THAT ONE OF US CHANGES OUR MIND TO SAY, WELL, YOU KNOW, I CAN SUPPORT THAT, OR I CAN SUPPORT THAT IF WE DO THIS.
AND THEN WE MOVED TO THAT BETTER DECISION THAT WE NEVER THOUGHT OF SETTING THERE READING OUR AGENDA PACKET AT MIDNIGHT.
UH, I'M SURE YOU DON'T READ IT THAT LATE, BUT, UH, SO, UH, SO, SO, SO YOU'RE ABLE TO, TO, UH, TAKE A LOOK AT THOSE THINGS AND CONSIDER OTHERS' THOUGHTS IN THAT PROCESS.
HOW WELL WERE YOU LEAVING ANY COMMENTS ON THAT? OKAY.
AND SO WE ALSO TALKED ABOUT COMMUNICATION AS CITIZENS WITH EACH OTHER AND WITH STAFF AND YOU SEE AT THE BOTTOM OF THE MEANINGFUL DECISIONS ARE MADE AFTER MEETINGS.
AND, AND THAT'S WHAT I WAS JUST TALKING ABOUT THAT DELIBERATION.
AND WE DO, UH, TO STAY AT THAT HIGHER LEVEL, NOT, NOT WITH, UH, NOT LOOKING FOR FAULT, BUT LOOKING FOR, UH, WHAT I CAN GET POSITIVE OUT OF THAT AND HOW I CAN USE THAT THEN TO GROW BOTH THE PROCESS AND ULTIMATELY GROW THE DECISION.
[00:20:01]
YOU ALL TALKED ABOUT HOW WILL YOU COMMUNICATE, UH, THROUGH ACTIVE LISTENING? WE'VE WE'VE WE SAW THAT JUST A LITTLE BIT AGO AND BEING THOUGHTFUL, BUT ALSO BY BEING CONSISTENT, UH, BE AWARE OF OUR NONVERBAL COMMUNICATION PATTERNS, UH, UH, KNOWING WHEN TO DISENGAGE, UH, THAT'S A, THAT'S A KEY ONE, KNOWING WHEN DID THIS AND AGE AND BY DISAGREEING, ONE-ON-ONE PERHAPS NOT IN PUBLIC, UM, BEING FLEXIBLE PATIENT AND EMPATHETIC EMPATHY, NOT, NOT PATHETIC EMPATHY AND, UH, BEING ACCESSIBLE, ASKING THE PROPER QUESTIONS AND EXPLAINING THE WHY REQUESTED.AND THAT WOULD APPLY NOT ONLY TO YOU ALL, BUT OBVIOUSLY TO STAFF AS WELL.
THEY, THEY ARE GOING TO HAVE QUESTIONS BASED ON WHAT THE DISCUSSION IS AND, AND KNOWING, AND KNOWING AND UNDERSTANDING THE WHY OF THAT QUESTION OR THE WHY OF THE ANSWERS IS ALWAYS VERY GOOD.
I I'VE BEEN IN, UM, IN CONVERSATIONS WHERE IT FELT LIKE, AND I'VE SEEN CONVERSATIONS WHERE IT FELT LIKE I WAS IN, OR THE, THE, THE PERSON THAT WAS BEING ASKED.
THE QUESTION WAS IN DEPOSITIONS, HAVE YOU EVER BEEN IN A DEPOSITION THERE'S SPECIFIC QUESTIONS ASK, AND THE LAWYER IS LEADING, LEADING YOU TOWARDS SOME KIND OF AN ANSWER, BUT YOU DON'T KNOW WHAT THE ANSWERS WERE, WERE THERE HIT.
AND, UH, AND THAT MIGHT BE OKAY IN A LAWSUIT BECAUSE OBVIOUSLY ONE SIDE HAS GOT, GOT A WIN ON THE OTHER, BUT IT'S LESS PRODUCTIVE IN OUR ENVIRONMENT WHERE IF WE SAY, HERE'S WHY I'M ASKING THIS QUESTION, THESE QUESTIONS, THEN, OH, NOW I UNDERSTAND NOW I UNDERSTAND WHAT THE CONTEXT OF THOSE QUESTIONS ARE.
AND THAT IS A, AN EXCELLENT BULLET POINT THAT ONE OF YOU CAME UP, ASKED THE PROPER QUESTIONS, BUT EXPLAIN THE WHY OF THE QUESTION.
SO THEN WE CAN GET TO THE ANSWER, THIS, THIS SUCCEED AND SATISFACTORY, AND CAN END IN CONTEXT RELEVANT, UH, AS WELL, HAVE THE TOUGH CONVERSATIONS IN THE RIGHT WAY.
WE ALWAYS, WE ALWAYS HAD TO HAVE TOUGH CONVERSATIONS, HAVING THEM IN THE RIGHT WAY IS BENT AND THE LAST BULLET BY BEING RESPECTFUL AND POLITE.
SO THOSE THAT'S WHAT YOU SAID ABOUT HOW YOU WILL COMMUNICATE, UH, AS WE GO THROUGH THIS PROCESS EXPANDED TO THAT SOUNDS LIKE BETWEEN COUNCIL AND STAFF, BUT MAYBE THAT SHOULD BE EXTENDED TO HOW WE COMMUNICATE WITH RESIDENTS.
SO, UH, SO LET'S, LET'S MAKE SURE IT IS.
SO THE NEXT SLIDE, SO LISTEN, IF WE DON'T HAVE IT, THEN WE WILL LEAVE THE AIR ADDED, NOT ACKNOWLEDGING THE SITUATION THAT WE ARE LISTENING AND THAT WE CARE FINDING THE GOOD IN THIS SITUATION ADMITTING WHEN THE 70 IS NOT IN OUR PURVIEW OR BELONGS TO SOME OTHER LOCATION, EITHER WITH STAFF OR ANOTHER AGENCY OR THE PRIVATE SECTOR THAT THAT'S OUT OF YOUR CONTROL.
CAN WE REALLY ANONYMOUSLY CONVEYING POLICY DECISIONS? WE CIRCLING YOU PROVIDE YOUR INDIVIDUAL POSITION OPINION, NOT SOMEONE ELSE'S OPINION AND PARTICULARLY CLEARLY, AND HONESTLY CONVEYING THAT POLICY DECISION.
UH, AS WE MOVE THROUGH THAT, DON'T ENGAGE IN TOXIC CONVERSATIONS AND SO HARD TO STAY OUT OF TOXIC CONVERSATION.
AND ESPECIALLY IF IT'S, IF IT'S, UH, IN THE MEDIA AND THERE'S A LOTS OF STUFF FLYING OUT THERE, AND FACEBOOK IS TOUGH.
REMEMBER THE PROCESS IS IN PLACE AND IT'S NOT ABOUT US, BUT WHO WE REPRESENTED, UH, BE FACT-BASED AND NOT EMOTIONAL, BE PROFESSIONAL, CONVEY THE PROCESS.
WHEN THE OPPORTUNITY ARISES, YOU HAVE POSITIVE ACKNOWLEDGEMENT OF THE CITIZENS' CONCERN AND BE RESPECTFUL AND POLITE.
AND THIS DOESN'T COVER EXACTLY WHAT I WAS TALKING ABOUT BECAUSE THIS SAYS THE COUNCIL AND CITIZENS.
WHAT ABOUT STAFF AND CITIZENS AND CITIZENS AND POLICE DEVELOPERS.
SO SHOULD WE EXPAND THAT THEN FROM BEYOND JUST CITIZENS TO, UH, CUSTOMERS, THERE'S GOVERNMENT AND OTHER AND OTHER OTHER ENTITIES AND PARTNERS? SURE, SURE.
AND WE MAY, THERE MAY BE A LITTLE BIT OF THAT IN AN UPCOMING SLIDE ABOUT EXPECTATIONS.
SO LET'S SEE, BUT THIS WILL BE GOOD TO EXPAND THAT TO NOT JUST BE BETWEEN COUNCIL AND CITIZENS, BUT BETWEEN COUNCIL,
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UH, UH, COUNCIL AND, AND, UM, AND STAFF THAT WOULD APPLY TO COUNCIL AND STAFF TO ALL THE COMMUNICATION STYLE THAT YOU PREFER.THEN I WROTE THAT OUT AND GOT THOSE ARROWS IN THERE.
I KNOW THAT'S WHY, THAT'S WHY I ENDED UP ON IT WITH IT, WITH A SLIDE.
OUR COUNCIL AND STAFF COMMUNICATE WITH CITIZENS AND STAKEHOLDERS AND TRUST.
IS THAT A BROADER, A BROADER GOVERNMENTS? ARE THERE OTHER LOCAL GOVERNMENTS, OTHER ENTITIES, COUNCIL AND STAFF WILL COMMAND TODDLERS AND ABSOLUTELY THAT.
HOW, HOW, HOW, HOW WOULD COUNSEL AND STAFF COMMUNICATE WITH STAKEHOLDERS AND PARTNERS, STAKEHOLDERS, AND PARTNERS.
SO, UM, SO IT'S ABOUT LEADERSHIP, COMMUNICATION AND EXPECTATIONS, AND THEN PROACTIVE VISION PLANNING, EXPECTATIONS, UNDERSTANDING OUR ROLE AS A COUNCIL MEMBER, OUR ROLE AS A STAFF MEMBER, AND BASICALLY STAYING IN OUR LANE TO THE EXTENT THAT THAT IS REQUIRED.
AND SO WE TALKED ABOUT, UH, THE ROLE OF THE MAYOR AND THE COUNCIL, THE ROLE OF THE STAFF AND THAT THE CITY MANAGER SITS IN THAT MIDDLE AREA, AS WELL AS YOUR CITY ATTORNEY, UH, TO A LARGE, UH, SITS IN THAT MIDDLE AREA THAT HAS THE FULL FULCRUM, UH, BETWEEN THE TWO.
SO MAYOR AND COUNCIL PRIMARY ROLE AND RESPONSIBILITY, VISION, MISSION POLICIES, PROCEDURE PRIORITIES, UH, STAFF, ADMINISTRATION, MANAGEMENT, RECOMMENDATIONS, IMPLEMENTATION, UH, THEY'RE THE THEY'RE THE WORKER BEES STAFF IS THE WORKER BEES.
YOUR, YOUR WORK IS HARD, BUT IT'S DIFFERENT.
BOTH, BOTH WORK IS HARD, BUT IT'S DIFFERENT AND YOU HAVE DIFFERENT ROLES.
AND THE MANAGER FULFILLS THAT DIRECTIONAL INFORMATION AS FLOW BECOMES THAT FULCRUM.
UH, AND I HAD, UH, UH, WHEN I SHOWED THIS SLIDE TO ANOTHER GROUP AFTER I WAS WITH YOU, UM, THEY POINTED OUT THAT THAT FULCRUM, UH, UNDER, UH, AS AN EXP, THAT THAT FOLK WORKS WHEN THERE IS TRUST.
WHEN THERE'S TRUST THAT FULCRUM IS GOING TO WORK.
AND WE ALSO TALKED ABOUT IMAGINING THOSE VERTICAL LINES, MANY PONTOONS, AND THEY'VE GOT OUTWARD MOTORS ON THE BACK END OF THEM.
WHAT HAPPENS WHEN ONE MOTOR OVERPOWERS, THE OTHER YOU'RE GOING IN CIRCLES.
AND SOMETIMES WE FEEL THAT CIRCLE DON'T WE, WHEN, WHEN WE'RE, WHEN WE'RE NOT IN SYNC, WE'RE NOT IN TUNE.
UH, ANOTHER, ANOTHER TIME WHERE I WAS TALKING ABOUT THIS, UM, YOU KNOW, FLOWN IN SMALL TWIN ENGINE AIRCRAFT, PROPER DRIVEN TWIN ENGINE AIRCRAFT.
AND, YOU KNOW, WHEN THOSE PROPELLERS ARE NOT QUITE IN SYNC, YOU GET THAT, YOU'RE STILL, YOU'RE STILL MOTORING DOWN THE ROAD OR ACROSS THE SKYWAYS, BUT, UH, BUT THEY'RE NOT QUITE INSANE OR THEY, THEY HAVE THAT.
AND THEN YOU, THEN YOU SYNC THOSE PROPS AND IT ALL SMOOTHS OUT.
AND YOU'VE GOT UNIFORMITY AMONG THOSE TWO TWIN ENGINES AND, AND THE STABILITY OF THE AIRPLANE, UH, INCREASES WHEN THAT HAPPENS, THE PREDICTABILITY AND THE STABILITY PREDICTABILITY, AND THE CONSISTENCY OF THE AIRPLANES FLIGHT CHARACTERISTICS IMPROVES AND INCREASES.
SO IT'S THE SAME KIND OF AN ANALOGY, THE PONTOON HUNTING BOAT OR THE, OR THE AIRPLANE, BUT OFTENTIMES IF YOU'RE USING THE AIRPLANE ANALOGY, AND IF YOU'VE GOT ONE ENGINE OVERPOWER, THE OTHER ENGINES DEAD, WHAT CAN HAPPEN IN THAT SITUATION? STALL, STALL, STALL WARNING COMES UP.
SO THAT'S, THAT'S, UH, THAT'S MAYBE A MORE, UH, MORE CRITICAL EXAMPLE THAN THAT.
AT LEAST YOU'RE JUST GOING IN CIRCLES IN THE WATER, UNLESS YOU HIT SOMETHING.
BUT IF YOU STALL AND A TWIN ENGINE AIRCRAFT WITH ONLY ONE AGENT WORKING, YOU'RE IN
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TROUBLE, YOU GOT, YOU GOT ALL KINDS OF ISSUES TO DEAL WITH, AND THAT CAN HAPPEN IN A CITY.IT CAN STALL FOR LACK OF, OF A CONSISTENCY AND A LACK OF BEING ABLE TO WORK TOGETHER.
AND I KNOW WE TALKED ABOUT THIS, UM, UH, BUT, BUT THIS IS IMPORTANT IN THE, IN THE SCHEME OF THINGS AND HOW WE, HOW WE CAN GO.
ANY COMMENTS ABOUT THESE ROLES AND EXPECTATIONS.
THEN WE TALKED ABOUT WHAT ARE OUR EXPECTATIONS OF, OF EACH OTHER, THE STAFF TO FIND COMMON GROUND ON ISSUES TO PROVIDE GOOD CUSTOMER SERVICE, UH, TO BE SOLUTION ORIENTED, UH, TO REPRESENT THE POLICY ONCE IT'S APPROVED AS A BODY.
AND YOU TALKED ABOUT THAT UNDER THE COMMUNICATION AND THE LEADERSHIP SECTION AS WELL, WHILE THE PROCESS DEFINING THE CHARTER OR THE CHAIN OF COMMAND RECOGNIZE THAT WE ARE REFLECTION AND REPRESENTATIVE CINDY AND OF THE CITY OF LEANDER EACH OTHER AS A COUNCIL AND THE STAFF, WE EACH REPRESENT EACH OTHER IN THIS PROCESS.
AND THEN THE RESPECT OF EACH OTHER'S EXPECTATIONS OF EACH OTHER, AND THEN EXPECTATIONS OF STAFF FOLLOW THE PROCESSES, SET OUT BY THE CHARTER, FROM THE CHAIN OF COMMAND THAT WOULD APPLY GOING UP THE LADDER AND APPLIES TO GOING DOWN THE LADDER, FOLLOW THE POLICY, SET UP BY COUNCIL, TREAT WHAT YOU DO FOR LEANDER AS IF IT'S YOUR OWN COMPANY.
CAN'T REMEMBER WHO SAID THAT WAS THAT DUDE.
SO IF YOU'RE A COMPANY OWNER AND YOU MAKE THOSE DECISIONS, YOU'RE LIFE DEPENDS.
YOUR LIVELIHOOD DEPENDS ON THAT.
AND SOME OF US, EVERYBODY ELSE'S SELLING TREATED AS IF IT'S YOUR OWN COMPANY SHARE OUR OPINION.
UH, AND WHEN I SAY OUR IT'S, THE STAFF'S STAFF SHARE THEIR OPINION, I PROBABLY SHOULD HAVE WRITTEN THAT A LITTLE BIT DIFFERENTLY.
STAFF SHARE THEIR OPINION, TELL COUNCIL WHAT YOU THINK, WHAT YOU DO AND WHY WHAT'S THE DOWNSIDE OF THAT.
WELL, I THINK IT GETS BACK TO THE TRUST.
THE VISIT, IF STAFF DOESN'T TRUST HOW WE, AS A COUNCIL WILL HANDLE THAT INTERACTION.
I MEAN, WE'RE ELECTED OFFICIALS, THAT'S THEIR, THAT'S HOW THEY PAY THEIR MORTGAGE.
SO IT JUST, IT CAN HAVE A NEGATIVE IMPACT IF THERE'S NO TRUST.
AND SO IF THERE'S NO TRUST, THEY'RE NOT GOING TO TELL YOU NO.
AND IF THEY DON'T TELL YOU WHAT CAN HAPPEN AS A RESULT OF THAT FESTERS ISSUE, FESTERS, UH, THERE COULD BE FAILURE AND WE CAN MAKE A BAD DECISION.
WE MIGHT MISS A LITTLE INS AND OUTS.
WELL, THERE'S GOT TO BE A MUTUAL TRUST.
AND TWO, I THINK STAFF SHOULD NOT BE AFRAID TO EXPRESS THEIR OPINION BECAUSE THEY ARE THE EXPERTS IN WHAT THEY DO.
AND WE ARE NOT, NONE OF US IS AN EXPERT.
SO WE AS MATURE INDIVIDUALS SHOULD BE ABLE TO TAKE THAT RECOMMENDATION OR OPINION AND DECIDE FOR WHAT WAY THE DIFFERENCE IS AT WHAT'S BEST, THE BEST FOR THE CITIZENS BASED ON WHAT THEY WANT.
SO THAT'S JUST A, THAT'S JUST GROWNUPS BEING IN THE ROOM TOGETHER.
WITH WHAT YOU'RE SAYING, BUT SOMETIMES THERE'S A HESITANCY THAT AREA IN THERE.
IF, IF THE CHAIN OF COMMAND OR IF THE, IF ON, YOU SAID SCOTT SELLERS DIAGRAM, IF THAT'S NOT, IF THAT'S NOT IN SYNC OR I DON'T KNOW WHICH ONE, IT COULD BE ANY OF THEM.
BUT IT WAS ONE PONTINS GOING MORE WHERE SOMEBODY SAID, YOU KNOW, OR, OR SOMEBODY IS COMMUNICATING THE WAY THEY'RE NOT SUPPOSED TO.
AND IF SOMEBODY ELSE HAS COMMUNICATED, THEY'RE NOT SUPPOSED TO, IT CAN GO SO MANY WAYS UNTIL UNLESS WE'RE PROPERLY ALIGNED.
IT'S REALLY HARD TO HAVE COMPLETE TRUST.
THERE MIGHT BE MOSTLY TRUST, BUT THAT STILL MEANS THERE'S A LITTLE BIT IN THERE.
SO HOW DO YOU GET ALIGNMENT? HOW DO YOU GET ALIGNMENT? HOW DO YOU FEEL COMFORTABLE WITH ME WHEN YOU FEEL LIKE YOU'RE PROPERLY ALIGNED? HOW DO YOU GET THERE? CAN YOU GET THERE? THERE HAS TO BE AGREEMENTS WE'RE RUNNING THE SAME PAGE.
THEY'RE MARCHING TOWARDS THAT.
SO, AND THAT'S PART OF WHAT WE'RE GOING TO GET TO THIS AFTERNOON.
IT'LL BE THE GOALS THAT HAVE BEEN SET BACK AND EXPRESSED BY THE ENTIRE COUNCIL ABOUT WHERE DOES, HOW WERE THE STAFF SHOULD BE MARCHING AND THERE SHOULD BE THERE, THERE, THERE WOULD BE ALIGNMENT IN THAT REGARD, THERE WOULD BE ALIGNMENT.
IF THEY BRING, THEY BRING A BUDGET ITEM BACK TO YOU AND SAY, THIS WAS ONE OF YOUR GOALS.
AND HERE'S WHAT IT'S GOING TO COST.
YOU MIGHT, YOU MIGHT SAY, WELL, SEE IF YOU CAN FIND A CHEAPER WAY, BUT, BUT YOU'RE STILL IN ALIGNMENT THAT, WAIT A MINUTE, WHERE'D THAT COME FROM? YOU DON'T GET THAT KIND OF QUESTION.
LIKE WHAT, UH, I DON'T REMEMBER THAT.
WELL, IT WAS ON PAGE THREE OF YOUR GOALS PAGE AND OR WHATEVER IT NEEDS
[00:35:01]
TO BE, BUT SHE DOES.SO LET THOSE CREATE, HELP, CREATE THAT ALIGN GOALS, HELP CREATE THAT ALIGNMENT.
WHAT ELSE CREATES THAT ALIGNMENT, FEELING THAT YOU'RE PART OF THE TEAM REALLY YOU'RE PART OF THE TEAM.
HOW DO YOU BECOME A PARTNER? HOW DO YOU FEEL? HOW DO YOU FEEL THAT YOU'RE BECOMING A PART OF A TEAM? YOU'RE THERE YOU GO.
YOU'RE INCLUDED WHAT ELSE YOU'RE ASKED FOR YOUR OPINION.
YOU'RE ASKING FOR YOUR OPINION, YOUR OPINION'S RESPECTED.
YOU'RE BEING RESPECTED, RIGHT.
AND YOU'RE NOT ONLY BEING RESPECTED, BUT YOU'RE SHOWING RESPECT.
YOU HAVE TO, WHAT YOU TALKED ABOUT, BUT BEING RESPECTED IS DIFFERENT.
ISN'T IT? UH, IT'S ONE THING TO SHOW IT.
SO THAT'S ANOTHER THING IF YOU DON'T FEEL AND I'M SORRY.
AND YOU HAVE TO WORK AT IT EVERY DAY.
DON'T YOU? UH, MY 49TH WEDDING ANNIVERSARY IS NEXT WEEK.
UM, YOU KNOW, SOMEBODY SAYS, HOW HAVE YOU BEEN ABLE TO GO THAT LONG? NUMBER ONE, YOU WORK AT IT EVERY DAY.
YOU GOT TO WORK AT EVERY NUMBER TWO.
AND IT'S A FUNNY HAT EITHER, BUT SHE, AND THEN EMERGENCIES DON'T LAST.
THAT'S THE THING THERE IS, THAT GOES TO YOUR POINT, MARRIAGE IS MUTUAL.
AND WHILE I'M ON IT, INSTEAD OF USING THE ENGINES FOR YOUR AIRPLANE, YOU SHOULD BE TALKING ABOUT WINGS, CONSIDER THAT BOTH WILLIAMS AND THE BOY, ANYTHING ON BOTH SIDES OF THE ONE SIDE, AND YOU ONLY GO HOME WHEN THEY'RE POINTING, YOU'RE NOT GOING TO BLOCK IT.
IT'S NOT GOING TO FLY WITH THAT.
AND THE SAME THING TO MARRIAGE.
IF YOU TRY TO DO THAT IN A MARRIAGE.
YOU ONLY TELL YOU THAT FOR SO LONG, YOU ONLY WIND UP WITH THE GUT.
AND THEN YOU HEARD ME SAY IT WAS A JOKE, BUT IT FITS TO THIS RIGHT.
BUT THE REAL KEY IS WORKING AT IT EVERY DAY.
YOU WORK AT IT EVERYDAY, YOU WORK AT THIS EVERYDAY.
UH, AND, AND, UH, IT TAKES A LEVEL OF, IT TAKES THAT LEVEL OF COMMITMENT.
IT TAKES ON BOTH ON BOTH PARTS ON EVERYBODY'S PART, NOT ONLY TO EVERYBODY AROUND THIS TABLE, BUT EVERYBODY IN THE ROOM, IT TAKES THAT LEVEL OF COMMITMENT TO BE ABLE TO, TO COME BACK AND, AND GIVE THE BAD NEWS EVERY ONCE IN A WHILE.
WE THOUGHT IT WOULD, BUT IT DID.
AND HERE'S THE RECOMMENDATION FOR THE ADJUSTMENT, OR WE THINK WE'LL IT'LL WORK.
IF WE, WE, WE BELIEVE IT WILL WORK IF WE GO THIS DIRECTION.
UH IT'S BUT, BUT YOU'RE RIGHT.
IT'S NOT ONE WAY IT'S, IT'S A COMMUNICATION.
AND I, I LIKE THE WING ANALYSIS.
IT'S ONE THING TO STALL AND YOU CAN COME OUT OF A STALL.
IF YOU DON'T HAVE A WAYNE, YOU'RE DONE.
SO IF YOU'RE GOING TO, IS THIS GOING TO GO BACK TO WHERE YOU STARTED? YEAH.
IF YOU'RE GOING TO HAVE AGREEMENT AND WE'RE GOING TO RESPECT ONE ANOTHER, WE'RE GOING TO BE IN LINE AND WE'RE GOING TO BE LISTENED TO, AND ALL THOSE THINGS TO SOMEBODY HAS TO BE, WE, I GUESS WE ALL HAVE TO BE, BUT SOMEBODY HAS TO BE IN CHARGE OF THOSE THINGS.
AND THERE HAS THE HEAD COACH IN THE CASE, IF WE'RE TALKING ABOUT A TEAM, RIGHT.
THAT'S REALLY IMPORTANT THAT THAT'S, SO YOU DON'T, YOU DON'T WANT TO USE THE WORD ENFORCEMENT, BUT YOU WANT TO USE THE WORD.
UM, UM, I DON'T KNOW WHAT THE BETTER WORD WOULD BE THERE FOR IT.
LIKE YEAH, THAT'S WHAT I'M GOING BACK AND WAS LIKE, IT STARTED WITH LEADERSHIP.
BUT THAT, THAT HAS TO BE, THAT HAS TO BE THERE ON ALL SIDES.
AND IT'S ONLY WITH THAT EFFECTIVE COMMUNICATION, THAT TEAMWORK, THAT DISCUSSION TOGETHER, THAT YOU BEGIN TO HAVE THAT LEVEL OF TRUST AND KNOWLEDGE ABOUT, ABOUT WHAT, WHICH DIRECTION YOU'RE GOING AND WHAT YOU'RE DOING.
AND IT'S AWFUL HARD IN A, IN A SITUATION LIKE Y'ALL WERE IN, WHERE WERE THE GROWTH AND THE NEEDS, OR JUST OUTPACING YOUR ABILITY TO KEEP UP.
IT'S ALMOST LIKE YOU GUYS NEED TO MEET EVERY, EVERY DAY, YOU KNOW, AND YOU JUST CAN'T DO THAT.
AND, AND STAFF IS PULLED FROM THIS PLACE TO THE NEXT AND ONE EMERGENCY TO THE OTHER.
UH, AND YOU JUST, IT'S JUST SO HARD TO SETTLE DOWN AND SETTLE IN.
UH, AND, BUT I SUBMIT THAT, THAT IT'S EASIER TO SETTLE DOWN AND SETTLE IN WHEN THAT MUTUAL TRUST EXISTS AND THAT MUTUAL COMMUNICATION AND THAT YOU HAVE A PATH, UH, THAT'S DEFINED BY THE ENTIRE COUNCIL ON WHERE THEY NEED TO GO, WHICH IS AGAIN, THE LAST PART OF OUR DISCUSSION, UH, STAFF SHARE OPINIONS OR THE OPEN ENVIRONMENT AND HELPING THE ENVIRONMENT, DELIVER THE MESSAGE TO OTHERS RESPECTFULLY TIMELY AND POLITELY BE TRUSTWORTHY, CONSISTENT, UH, TAKE OWNERSHIP OF WHAT IS RIGHT AND WHAT WENT WRONG IN COMMUNICATING, COMMUNICATING THROUGH ANY OTHER COMMENTS
[00:40:01]
ABOUT EXPECTATIONS.SO I ASKED YOU WHAT YOU THOUGHT STAFF'S EXPECTATIONS WOULD BE OF YOU.
AND YOU SAID, STAY OUT OF THE WOOD.
UH, DON'T MICROMANAGE, DO YOUR HOMEWORK COUNSEL, BE RESPECTFUL OF STAFF.
DON'T TRY TO MAKE STAFF CHOOSE SIDES IN A, IN A SPLIT ISSUE.
DON'T PUT STAFF AT A BAD POSITION, KIND OF A SIMILAR, SIMILAR COMMENT.
LET THEM KNOW WHAT TO EXPECT IN ADVANCE OF A COUNCIL MEETING.
STAFF WOULD EXPECT, WOULD PREFER, WOULD EXPECT YOU TO LET THEM KNOW IN ADVANCE OF THE COUNCIL MEETING.
IF THERE'S AN ISSUE, QUESTION, CONCERN, THOSE KINDS OF THINGS, UH, GIVE DIRECTIVE CORPORATELY, NOT INDIVIDUALLY.
EACH OF YOU LOST A CERTAIN SEMBLANCE OF POWER AND CONTROL WHEN YOU BECAME ELECTED OFFICIALS, UH, WHERE YOU MIGHT HAVE HAD UNLIMITED, UH, ACCESS TO THE DEPARTMENT DIRECTOR.
NOW YOU'VE GOT TO GO THROUGH THE CHAIN OF COMMAND.
YOU HAD UNLIMITED ABILITY TO TALK TO EVERYBODY ON THE COUNCIL.
NOW YOU'D HAVE TO ONLY DO IT IN AN OPEN MEETING.
YOU HAD UNLIMITED ABILITY TO GET THINGS DONE.
AND NOW YOU'VE GOT TO HAVE FREE OTHER FOLKS, BUT I MEAN, IT'S, IT'S HARD WORK, UH, TO GO THROUGH THAT PROCESS.
AND SO, UH, FROM A, FROM A STAFF PERSPECTIVE, IF THERE ARE THOSE KINDS OF QUESTIONS THAT THEY CAN HELP EXPEDITE AND THEN PROVIDE THAT INFORMATION TO THE ENTIRE COUNCIL, HOW BENEFICIAL WOULD THAT BE IN CALL THE MEETING, UH, AS YOU, AS YOU WORK THROUGH THE AGENDA ITEMS ON THE MEETING, UH, YOU HAVE DIRECTIVES CORPORATELY, NOT INDIVIDUALLY PROVIDE CLARITY, DIRECTION TOOLS, PEOPLE IN SPACE TO DO THEIR JOB, GIVE THEM LEVEL OF COMFORT THAT THEY ARE PART OF THE TEAM RECOGNIZE THEIR HUMANITY.
THEY ALL HAVE FAMILIES, UH, RECOGNIZE THEIR TIME CONSTRAINTS AND CLEARLY OUTLINE WHAT THE GOAL IS.
OR MAYBE THE GOALS ARE, UH, BEGIN WITH THE END IN MIND, UH, WAS A COMMON THEME, UH, YEARS AGO.
AND WE DON'T SAY THAT MUCH AS MUCH NOW AS WE USED TO, BUT IT'S STILL AN IMPORTANT FACTOR IN KNOWING WHERE WE'RE HEADED.
WHAT'S OUR VISION, WHAT ARE OUR GOALS? AND THE OTHER COMMENTS.
UH, I MEAN, THIS IS WHAT WE THINK WE'RE PUTTING WORDS IN THEIR MOUTH.
CAN WE ASK THEM, CAN YOU WANT ME TO ASK THEM? SO THE OTHER DAY I SAID, THE OTHER DAY, I SAID, NO, LET'S, LET'S, DON'T LET THE STAFF PARTICIPATE.
CAUSE I KNEW I NEEDED THIS TO COME FROM YOU.
SO ARE YOU READY? ARE YOU ALL, ARE YOU ALL WANT TO HEAR FROM THE STAFF WITH REGARD TO WHAT THEIR EXPECTATIONS OF YOU WOULD BE? OKAY.
I DIDN'T KNOW IF THAT WAS PART OF YOUR, I DIDN'T KNOW IF IT WAS LIKE A HOT AT THE END, YOU ALREADY HAD THE ANSWERS.
NO, I DON'T HAVE NO SLACK PASSAGES.
I HAVEN'T MET WITH THEM AS A GROUP.
UH, BUT I MEAN, I THINK, I THINK THAT THAT GOES TO THE TRUST, RIGHT? I THINK THAT GOES TO THE TRUST.
IF, IF WE ARE, IF WE'RE THE ONLY ONES TALKING AND DOING THOSE THINGS, I THINK THAT IT WOULD BE APPROPRIATE FOR US TO FIND OUT WHAT THE ACTUAL EXPECTATIONS WERE AND HOW THEY ALIGN, IF THERE'S ANYTHING DIFFERENT, JUST LIKE THEY WOULD BE IMPORTANT FOR ALL OF US IN OUR THAT'S WHAT I WAS GOING TO SAY.
IT DOESN'T HAVE TO BE IN AND I WOULD DO IT IN THIS SETTING.
CAUSE YOU NEED TO TAKE THEM BEHIND CLOSED DOORS WHERE THEY CAN SAY WHEREVER THEY WANT.
I THINK THAT'S GOING TO, CAUSE IF THERE'S NOT TRUST THERE AND THERE MAY NOT BE TRUST THERE.
I'M BE LIKE, I DON'T KNOW WHAT'S GOING TO HAPPEN IN CHINA.
IS THAT IN JACK? I THINK IT GOES TO POINT NUMBER FOUR, BE RESPECTFUL TO STAFF.
IT'S A LOT EASIER FOR US TO RESPECT OR TO BE RESPECTFUL IF WE KNOW WHAT THAT LOOKS LIKE TO THEM.
SO GETTING THEIR FEET, IT LOOKS LIKE TO THEM.
AGAIN, WE HAVEN'T HAD THAT CONVERSATION.
THEY MAY BE HESITANT TO DO THAT.
RICK, DO YOU BELIEVE THAT THAT THAT WOULD BE BETTER? LIKE WE WANT THE FEEDBACK.
WHAT'S THE BEST WAY TO GET THAT FEEDBACK.
THERE'S PROBABLY A FEW THINGS I CAN SAY ON THEIR BEHALF, BUT BY THE SAME TOKEN, IT MIGHT BE BETTER FOR YOU HEAR IT FROM THEM COLLECTIVELY, BECAUSE YOU CAN SEND, YOU CAN ATTACH THAT MAY BE COMING WITH A LITTLE BIT MORE FILTER FOR ME RIGHT.
BUT I MEAN, JUST GENERALLY I THINK THINGS LIKE WHEN YOU'VE GOT PROFESSIONALS THAT HAVE DONE THIS OR DONE THIS IN DIFFERENT VENUES, YOU DO HAVE THINGS LIKE DEVELOPERS OR ISSUES COME
[00:45:01]
UP.AND I KNOW THIS ASSUMPTION, THERE'S TWO SIDES TO EVERY STORY.
BUT WHEN YOU'VE TOLD PEOPLE IN MATHEMATICAL ISSUES LIKE THREE TIMES AS GENTLY AS I'VE EVER SEEN IT ANYWHERE, THE MATH DOESN'T ADD UP AND THEN STILL HAVING, NOT HAVING THE BENEFIT OF THE DOUBT THAT DOES PUT THE STAFF ON EGGSHELLS.
SO WHAT'S THE BEST WAY TO SAY IT.
SO THEY DON'T HAVE TO, WHAT'S THE BEST WAY TO GET EVERYBODY LIKE A CORE STAFF OR WHOEVER.
HOWEVER, THAT'S GOING TO GET BACK TO US.
IS IT TO TALK ABOUT THAT RIGHT NOW? OR, I MEAN, HAVE TO GO ASK OUT OF LIKE THE EMAIL 360 DISCUSSION IN A WAY, IF THE 360 JUST COMES UP TO ME OR LET'S SAY, I JUST GET THE 360, THAT'S REALLY A ONE EIGHT.
IF WE'RE DOING THE WHOLE ORGANIZATIONAL THING, IT'S GOTTA BE THAT.
AND BELIEVE ME IN TERMS OF DIPLOMACY, THERE'S NO GOOD WAY TO TELL SOMEONE WHAT THEY'VE SUBMITTED.
DOESN'T ADD UP, DOESN'T MEET FEMA.
DOESN'T MEET WHEN CODE DOESN'T MEET FLOODPLAIN.
AND THEN TRYING TO TELL THEM GENTLY, GENTLY BY THE SAME TOKEN, THE EXPECTATION IS THAT WHEN WE ARE HAVING A MONTH'S WORD PROCESS, 350 SINGLE FAMILY, RESIDENTIAL PERMITS IN A MONTH, WE STILL GET THAT DONE.
ALSO, STILL TRYING TO DEAL WITH, LET'S SAY A COMMERCIAL SUBMITTAL WHERE THE OWNER HAS TOLD THEIR ENGINEERS, I'M NOT SPENDING ONE MORE TIME, FIGURING OUT A WAY TO PUSH IT THROUGH.
AND THEN THEY START CALLING COUNSELOR.
AND SO I COULD PROBABLY JUST PULL DOWN DOZENS OF EXAMPLES OF LIKE THAT.
AND SO WHAT'S THE, WHAT WOULD BE THE EXPECTATION UNDERSTANDING, NOT JUST THE END PRODUCT AND THE APPROVAL STAMP, BUT ALL THE PIECES THAT HAVE TO GO BEFORE THAT.
AND THAT GOES BACK, I THINK TO SOME LEVEL OF THE EMPATHY THING, THAT UNDERSTANDING, UNDERSTANDING REALLY WHAT THEY DO, REALLY WHAT THEY DO AND THAT OFTENTIMES THEY'RE TELLING PEOPLE, NO THAT DON'T HAVE ANY INTENTION TO GO BACK AND SAY, DO THE STEPS TO ACTUALLY MAKE IT WORK.
AND THEN THAT'S WHEN THEY ALSO WILL MAKE YOUR CALLS.
AND TO UNDERSTAND THAT THAT'S BEING IN DIFFERENT VENUES.
I WOULD SAY EVERY CITY HAS HALF A DOZEN, WHETHER IT'S A HUNDRED THOUSAND PEOPLE, 10,000 PEOPLE OR A THOUSAND PEOPLE, HE KNOWS EVERY CITY HAS WHAT WE CALL, YOU KNOW, OPERATORS, RICK, I'M SORRY, BUT LET ME, LET ME HELP YOU OUT IN THE MILITARY.
IF MY COMMANDER CAME, MAN, HE PUT ALL THE, PUT THE COMPANY IN A ROOM OF GOOD.
AND WHAT DO YOU FEEL ABOUT THIS POLICY? I'M DURING THE FALL? THE SAMPLE IS BROWN.
NOSER WOULD TELL HIM HOW GREAT HE IS AND EVERYTHING RIGHT.
AND THE MONEY OF THE COMMANDER WOULD LEAVE THE ROOM.
AND THEN EVERYBODY WOULD TELL HOW THEY REALLY FELT, YEAH, THAT'S WHAT NEEDED TO HAPPEN.
DON'T HAVE US AROUND BECAUSE I KNOW NOT EVEN HAVE RICK IN THE ROOM, RIGHT.
TAKE STAFF INTO A BATHROOM, COMPLETELY ANONYMOUS AND LET THEM SAY THAT'S THE ONLY, AND THAT'S THE ONLY WAY THINGS GOT FIXED IN THE UNIT.
I AM, I AM SUGARCOATING IT TO A LARGE DEGREE, BUT I'M ALSO TRYING TO, AT LEAST THE ONE THING I GUESS IN CLOSING OF THAT WOULD BE RON HAVING DONE THIS IN DIFFERENT VENUES AND HAVING WORKED AT DIFFERENT VENUES AND HAVING BEEN MARRIED TWICE AS LONG AS MORE THAN TWICE, AS LONG AS I HAVE, UM, I MUST 23 YEARS.
IT, YOU DO WORK AT IT EVERY DAY, EVEN ON THEIR BAD DAYS, I WOULD SAY THIS AND I WILL VOUCH FOR STAFF ON THIS ON THEIR BAD DAYS.
THERE'S STILL, THIS IS STILL A GREAT STAFF, EVEN ON THEIR WORST DAYS, THEY'RE THAT PROFESSIONAL.
SO, AND THAT INCLUDES EVERYWHERE I'VE BEEN.
I DON'T THINK YOU'LL FIND ANYBODY THAT WORKS HARDER THAN THE SENIOR STAFF, THE MID-LEVEL STAFF, THE RANK AND FILE EVERYBODY DOWN ON THE STREETS AND SAW IT IN THE STORM WAS SAME THING.
THE OTHER STORE, YOU CAN'T ALWAYS CONTROL THE OUTCOMES, BUT I CAN TELL YOU THE EFFORT'S THERE EVERY DAY.
I WANT TO JUMP IN HERE FOR A SECOND AND GO A LITTLE BIT OFF OF WHAT WE'RE DOING.
I APPRECIATE HEARING THAT SO MUCH PUBLICLY FROM YOU.
AND I WOULD LOVE TO HEAR THAT SORT OF THING MORE OFTEN.
I LOVE WHEN WE RECOGNIZE OUR STAFF AND I LOVE WHEN WE DO IT PUBLICLY AND JUST LET THEM KNOW THAT WE KNOW THAT THEY'RE DOING AN EXTRAORDINARY JOB WITH NOT AS MANY RESOURCES AS THEY NEED AND WE APPRECIATE THEM.
SO THANK YOU SO MUCH, RICK, FOR DOING THAT.
SO, UM, WITH THAT, I THINK, I THINK THIS IS PROBABLY NOT THE RIGHT VENUE TO DO THIS, BUT, BUT WHAT I WANT TO, AND WE CAN MOVE TO DO THAT.
IF YOU, IN FACT, WANT TO HEAR WHAT THEY HAVE TO SAY, UH, I WANT TO HEAR WHAT THEY HAD TO SAY FOR THREE YEARS.
I JUST NEED TO HEAR YOU HEAR YOU CONFIRM THAT THE DIRECTION.
[00:50:01]
ALL RIGHT.WE GOOD, EVERYBODY GOOD WITH IT? A LOT OF SECONDS, UH, UH, I, I'VE GOT TO COME BACK AND DO, UH, THE WORK ON THE IMPLEMENTATION PLAN.
I'LL WE'LL SCHEDULE THAT BEFORE WE LEAVE HERE TODAY, UH, OR SHORTLY THEREAFTER AND I'LL DO THAT WORK WHILE I'M HERE.
AND UH, AND THEN WE'LL SEE, WE'LL SEE WHERE WE GO FROM THERE.
AND, UH, IT BASICALLY ADDS ONE SLIDE ESSENTIALLY.
BUT THAT ONE SLIDE MAY ADD A LOT OF WORK.
I THINK IT CAN, OR IT MIGHT NOT.
WE MIGHT BE, YOU HAVE A STARTING POINT HERE, RIGHT? SO IT'S LIKE, HERE'S YOUR STAR, MAN.
WHAT DON'T YOU AGREE WITH ON HERE? OKAY.
LET'S ADD IT AND COPY AND PASTE ANATOMIES.
START WITH THIS AND SEE IF THEY DISAGREE WITH SOMETHING THAT WE'VE SAID.
SO IT'S THE DELTA, IT'S THE DELTA THAT WE FOUND BETWEEN THE TWO SLIDES.
THAT'S GOING TO DICTATE WHERE WE GO FROM, WHERE WE GO NEXT.
AND I APPRECIATE YOUR THOUGHT AND APPRECIATE YOUR, YOUR COMMENTS MAYOR ABOUT WANTING TO HEAR THE GOOD, BECAUSE I GOT HOW MUCH OF THE BAD THAT YOU HEAR EVERY TIME.
ISN'T IT, IT'S SOMETHING SOMEBODY DOESN'T LIKE.
WELL, AND I THINK OUR STAFF NEEDS TO HEAR IT TOO.
THEY NEED TO KNOW THAT WE ALL UP HERE, WHETHER WE WORK FOR THE CITY OR WE VOLUNTEER, WE APPRECIATE THEM.
WELL, ON THE REALITY IS, IS THAT WE DON'T GET THE PHONE CALLS UNLESS SOMETHING'S GONE OFF THE RAILS.
AND I THINK IS COUNSEL, OUR FIRST CONTACT THERE IS TO LISTEN AND SAY, OKAY, I HEAR YOU.
AND THE NEXT COMMUNICATION IS WITH RICK.
OUR JOB IS NOT GOING TO A DIRECTOR OR GOING TO A STAFF PERSON.
OUR JOB IS TO GO, RICK, HEY, I JUST GOT THIS CALL ABOUT SUCH AND SUCH.
WILL YOU PLEASE LET ME KNOW HOW IT TURNS OUT? BECAUSE I DO WANT TO KNOW THAT THINGS GOT HANDLED, BUT IT'S NOT MY JOB TO HANDLE THAT.
THAT'S TO GIVE IT TO THE CITY MANAGER SO THAT HE CAN WORK WITH HIS DIRECTORS AND DISTRIBUTING THE ISSUE AND CLOSE WITH FEEDBACK.
NOT TO SAY THAT HUMAN ERROR THAT THERE CAN'T BE THAT THERE'S NOT SCENARIOS WHERE SOME METALS COME IN AND A SHEET GETS LOST BECAUSE THAT KIND OF STUFF HAPPENS, ESPECIALLY AT THIS VOLUME, BUT WE CAN, WE CAN DEAL WITH IT A LOT EASIER.
IT GIVES THE TEAM TO FIGURE OUT, IS THERE A KINK IN THE PROCESS THAT NEEDS TO BE STRAIGHTENED OUT? IS THIS A TRAINING ISSUE THAT NEEDS TO BE HANDLED, YOU KNOW, OR IS THIS SOME MIGHT NOT DO THEIR JOB, BUT ANY OF THOSE OUTCOMES ARE FIXABLE AND IT CREATES A TIGHTER SYSTEM AND A BETTER UNIT WHEN YOU'RE ABLE TO DO THOSE.
BUT THERE'S ALSO ANOTHER DYNAMIC THERE.
IT'S NOT JUST, IS THIS THE SHEET OF PAPER THAT'S BEEN LOST OR MAYBE LOST.
BUT, BUT THE OTHER SIDE OF THAT MAY BE, THEY DON'T WANT TO FOLLOW THE ROUTE.
SO THEN YOU HAVE TO SAY, IS THE RULE CORRECT? RIGHT.
THAT'S WHERE THE, WELL, IN SOME CASES, YOU ALSO, IN SOME CASES THAT MAY BE JUST, HEY, WE USED TO DO IT THIS WAY, BUT BECAUSE OF THE WAY THE CITY'S GROWN, MAYBE WE NEED TO DO THIS.
OR THIS STUFF IS STUPID NOW OR MODERNIZED.
WELL, ONE EXAMPLE IS WE ARE DOING THE INNER GOV CON CONVERSION BECAUSE TRUTHFULLY CURRENT SYSTEM IS THERE HAS TO BE ADDITIONAL ATTACHMENTS AND THINGS SET BETWEEN DIFFERENT DEPARTMENTS FOR REVIEW.
SO IT'S GOTTEN TO THE POINT THAT IT IS AT ITS MAXIMUM CAPACITY.
CAN'T, CAN'T SUSTAIN THAT LOAD.
SO YES, WE HAVE TO KEEP QUICK FACTS OR IS IT SOMETHING THAT DOES NEED TO BE PRESENTED TO COUNCIL? WE NEED TO, WE NEED TO CHANGE THIS WHOLE POLICY AND HAVE A VOTE ON IT.
THE THING IS HAVING THAT TRANSPARENCY, RIGHT? WE WERE HAVING RESIDENTS TASK.
WHAT IS YOUR RFP PROCESS? JUST, I SAW COMMENTS FROM PEOPLE YESTERDAY.
WHAT IS THE CITY'S RFP PROCESS? MAYBE WE'RE NOT FOLLOWING THINGS CORRECTLY.
MAYBE IT NEEDS TO BE MODERNIZED OR IMPROVED TO AUTOMATED.
WELL, WE, WE, WE DO HAVE ALL THAT ONLINE.
I MEAN, EVEN SOFTWARE AUDITS AND EVERYTHING.
WE'RE WE'RE, THAT IS, THAT IS AN AREA WHERE ACTUALLY THE ANSWER PART OF IT IS HOW DO YOU INFORM PEOPLE FURTHER? OH, THERE'S A, THERE IS A FOCUS AREA THERE CALLED COMMUNICATION, AND YOU WILL HAVE THE OPPORTUNITY TO TALK ABOUT THOSE KINDS OF SOLUTIONS THAT MIGHT NEED TO BE MADE
[00:55:01]
CHANGES THAT IMPROVE THE COMMUNICATION PROCESS WEBSITE.BUT YOU KNOW, WHEN YOU GET THOSE KINDS OF THOSE KIND OF IN THE WEEDS QUESTIONS YOU'VE GOT, IF YOU KNOW THAT IT'S ON THE WEBSITE, THAT'S GREAT.
IF YOU DON'T SAY CONTACT THE CINEMA, SHOOT, SHOOT THAT TO ME AND I CAN PROVIDE YOU ALL.
I DON'T THINK YOU WANT ALL OF THEM.
AS MANY OF Y'ALL NEED TO PUSH IT.
AND MAYBE THAT'S, YOU KNOW, STUCK UP, YOU KNOW, SOMETHING LIKE THAT THAT GOES TO, UM, EASILY PUSH THAT DOWN WHEREVER YOU POSSIBLY CAN, CAN HANDLE ALL THOSE.
SO LET'S FOCUS ON, LET'S FOCUS ON THIS FOR A LITTLE BIT.
AND MR. COX, WHEN YOU HAVE A GOOD PLACE FOR US TO TAKE A FIVE MINUTE BREAK, I LEAVE IT TO YOU.
UM, LET ME GO THROUGH THIS AND THEN WE CAN BREAK BECAUSE THEN WE'LL BE, WE'LL GO TO THE NEXT, THE NEXT DAY.
SO IT'S ABOUT VISION, MISSION VALUES AND CONNECTING ALL OF THOSE THINGS TOGETHER.
UM, I THINK LAST TIME I PUT, UM, I GREW UP HERE, MAN, ONLINE ON THE, UH, SHEET OF PAPER THAT YOU COULD READ.
SO, SO VISION AND THE OBJECTIVE HERE IS THAT THE VISION IS THE BASE OF THAT PYRAMID.
OR SO IMAGINE THAT'S 3D, THAT'S THREE DIMENSIONAL, IT'S A PYRAMID.
THE VISION IS THE BASE WITHOUT A GOOD, STRONG BASE.
THERE'S IT'S NOT GOING TO HOLD UP.
AND SO THE MISSION VISION IS WHAT WE'RE GOING TO LOOK LIKE WHEN WE GROW UP, THE MISSION IS HOW WE'RE GOING TO GET THERE.
AND THEN THOSE CORE VALUES GIVE US THAT DEPTH THAT WE NEED TO BE CONSISTENT.
WE MAY SAY ARE OUR ACTIONS ON THE COMPREHENSIVE PLAN.
AND I KNOW IN A FAST GROWING COMMUNITY, THAT COMPREHENSIVE PLAN IS PROBABLY OUT OF DATE WHEN IT'S SIGNED, BUT AT LEAST IT'S THERE AND IT GIVES YOU THAT.
AND IT GIVES YOU THAT BASE OF PLANNING TO KNOW WHERE YOU NEED TO GO AND WHAT YOU NEED TO DO.
THEN YOU DO THE ANNUAL OR SEMI-ANNUAL, UH, STRATEGIC PLAN ANNUAL FOR Y'ALL Y'ALL FOR YOU, FOR YOU ALL IS BETTER, I THINK, THAN SEMI-ANNUAL BECAUSE THINGS ARE CHANGING SO QUICKLY, BUT DO THAT STRATEGIC PLAN.
AND THAT'S WHERE WE'RE HEADED.
AND THEN THE ANNUAL BUDGET COMES MANY, MANY, MANY CITIES END UP HAVING THEIR PLANNING SESSION AROUND ESTABLISHMENT AND, AND APPROVAL OF THE BUDGET.
AND, UH, THEN ARE YOU SAYING, YES, THAT'S ONE OF THE REASONS I WANTED TO DO THIS BEFORE WE HANDED OUT IN EARNEST.
SO THOSE GOALS CAN LINK TO CLOSING OUT THIS YEAR AND THEN BUDGETING FOR NEXT YEAR.
SO THE TIMING, THE TIMING IS WHAT IT IS FOR A REASON.
AND THAT IS THAT, THAT THESE GOALS, WHEN THERE ARE BUDGETED ITEMS THAT COME INTO THE COUNCIL INTO THE, INTO THE COUNCILS, UH, BRING THEM IN AND BUDGET.
AND IT'S THERE FOR A REASON IT'S, IT'S BASED ON YOUR STUDY PLAN, YOUR PLAN OF ATTACK, YOUR GOALS AND OBJECTIVES.
AND SO THE ANNUAL BUDGET SHOULDN'T BE THE PLANNING TOOL.
IT SHOULD BE THE IMPLEMENTATION TO THAT'S, HOW YOU'RE GOING TO GET IT DONE.
AND IT, AND IT MAY, THERE MAY BE STEPS IN THAT IMPLEMENTATION TO GET TO THAT GOAL.
AND THAT, THAT SHOULD BE YOUR IMPLEMENTATION PLAN.
I'VE I'VE BEEN, I'VE BEEN IN THE COMMUNITIES, I'VE BEEN CITY MANAGER IN COMMUNITIES WHERE THAT, THAT THAT PROCESS WAS BROKEN AND WHAT IS BROKEN.
YOU DON'T HAVE GOOD PROCESS PREDICTABILITY CONSISTENCY.
SO THAT'S WHERE WE'RE HEADING TO THE, THOSE THINGS THAT MATTER MOST, WHAT MATTERS MOST, WE TALKED ABOUT THE VISION.
WE DIDN'T DO A VISION STATEMENT.
I DON'T PROPOSE TO DO THAT, BUT WHAT ARE THE KEY ELEMENTS OF YOUR VISION COLLECTIVE VISION FOR THIS A CITY THAT HAS A SMALL FAMILY, SMALL TOWN FEEL NEIGHBORLY, CONNECTED, FRIENDLY, FEEL THEY BELONG IS FAMILY FRIENDLY.
PEOPLE ARE INVESTED IN THE COMMUNITY, PEOPLE ADVOCATE FOR THE COMMUNITY AND HAS A ROBUST ECONOMY.
UH, EVERYTHING IS HERE THAT WE NEED JOBS, FOOD, ENTERTAINMENT, UH, IT'S SAFE.
IT'S A VIBRANT, ALIVE GROWING, THRIVING, ACTIVE, AND THE COMMUNITY PURPOSEFULLY EMBRACES DIVERSE OF IT.
UH, ALL HAVE A SENSE OF BELONGING WITH A VARIETY OF EVENTS, HOUSING PROMOTING A SENSE OF INCLUSION AND THAT SORT OF UNDER, UNDER UNDERSCORES EVERYTHING THAT'S THAT, THAT
[01:00:01]
IS ON THE LIST.AND SO THESE WERE, THESE WERE, UH, PROVIDED HERE BY YOU ALL.
UH, AND IS THERE ANYTHING IN CONFLICT OR ANY OF THOSE THINGS IN CONFLICT WITH ONE ANOTHER? NO, BUT I THINK WE SHOULD DO A VISION STATEMENT.
I KNOW WE DON'T HAVE TIME TO DO IT NOW, BUT I THINK AS A COLLECTIVE GROUP, WHICH IS, I HAVE TO DO THAT BECAUSE THAT'S THE FOUNDATION OF YOUR PARENTHOOD, RIGHT? YEAH.
BUT THIS, THESE ARE THE ELEMENTS, AT LEAST OF THAT VISION, AS LONG AS WE CAN GO BACK TO WHAT WE, THE DECISIONS THAT WE'VE MADE OR THE DECISIONS THAT WE MAKE IN THE FUTURE AND POINT BACK TO THESE ELEMENTS, AND THEN WE'RE CONSISTENT WITH THAT, THEN WE'RE GOOD.
IF WE'RE NOT, THEN WE'VE GOT TO DO ONE OF TWO THINGS.
WE CHANGE OUR VISION OR WE CHANGE OUR DIRECTION.
WE CHANGED OUR DECISION AND WE NEED TO CONSTANTLY LOOK BACK WITH A VISION STATEMENT IS, IS GOOD.
AND WE'LL, I'LL MAKE THAT NOTE, RON, DIDN'T YOU HAVE A VISION, BUT I DID ON MISSION.
AND Y'ALL YOU GRASP THE MISSION AND ACTUALLY WORDSMITH DID AS WE WERE GOING THROUGH.
SO WHAT WE DID WAS WE COMPARED THE VISION OF THE COMMUNITY VISION AND THE COMP PLAN WITH THE VISION ELEMENTS THAT YOU DESCRIBED.
AND WE SAW CONSISTENCY THERE DIDN'T WE, THERE WAS NO, UH, THERE WAS NOTHING THAT WASN'T CONSISTENT IN THAT PROCESS.
UH, AND SO THEN WE WENT TO MICHIGAN.
SO VISIONS, WHAT WE WANT TO LOOK LIKE MICHIGAN IS HOW WE'RE GOING TO GET THERE.
HOW DO WE GET TO OUR VISION? UH, THESE ARE THE MISSION ELEMENTS THAT YOU CAME UP FOR TO BE FORWARD THINKING THE POLAR AND PROACTIVELY KEEP THE CITY IN GOOD FINANCIAL STATUS, STANDING, ENGAGE AND CONNECT, CONTINUE TO REVISE OR EVALUATE OUR, OUR POLICIES AND PLAN THE COMPREHENSIVE PLAN, UH, UH, WORK TOWARD AND PROVIDE A GOOD TRANSPORTATION, READ ALL OF THOSE TO YOU.
BUT THOSE WERE THE MISSION ELEMENTS.
AND IT'S OUT OF THIS, GREW OUT OF THESE MISSION ELEMENTS THAT WE CAME UP WITH THE SIX, UH, SPECIFIC OR SEVEN SPECIFIC FOCUS AREAS.
AND SO WHAT I PRESENTED TO YOU WAS THE IDEA THAT OUR SOLE MISSION BOIL DOWN TO A STATEMENT IS TO IMPROVE THE QUALITY OF LIFE IN THE COMMUNITY.
AND YOU ALL BEGAN TO WORDSMITH THAT JUST A LITTLE BIT AND CAME UP WITH THIS, THE MISSION OF THE CITY OF BLENDERS TO PROVIDE THE ENVIRONMENT FOR AND ASSIST AGAIN, CONTINUOUSLY IMPROVING THE QUALITY OF LIFE FOR ITS RESIDENTS, PROVIDING THE ENVIRONMENT AND ASSISTANCE AND THOUGHT THAT WAS PRETTY GOOD WORK QUITE FRANKLY, FOR A SHORT PERIOD OF TIME WHERE YOU COULD PROBABLY CHANGE A WORD OR TWO, BUT, UH, UH, BUT, BUT THAT, THAT BECAME BEST BECOME YOUR AT LEAST APPROVED.
HOW'S THAT SOUND? HOW'S THAT LOOK GOOD? I THINK I MIGHT ADD ONE WORD MOVING AND MAINTAINING, IMPROVING TO THAT.
YOU KNOW, SOME PEOPLE ARE HAPPY WHERE THEY ARE, DEPENDING ON WHAT STAGE OF LIFE YOU'RE IN, YOU'RE WHERE YOU WANT TO BE HELPED, WHO CAN IMPROVE ON WHERE THEY ARE, WHERE OTHERS ARE WORKING TOWARD THAT.
SO YOU DON'T WANT TO, YOU DON'T WANT TO DIGRESS, REGRESS, RIGOROUS REGRESS ON SOMEONE'S PHONE, RIGHT? YEAH.
NEVER, NEVER DO YOU WEREN'T RIGOROUS.
UH, IMPROVING AND MAINTAINING THE QUALITY OF LIFE REFRIGERANTS, MAYBE.
TWO ASSISTANT CONTINUOUSLY IMPROVING THE QUALITY OF LIFE.
SO YOU THINK SO IF SOMEBODY HAD THOUGHT THAT THEY MADE IT WHERE THEY STOPPED IMPROVING AT SOME POINT, YES.
ACTUALLY, IF YOU LOOK AT RETIRED PEOPLE THAT ARE SELLING DROUGHT, DOWNSIZING, AND DESPAIR, MAYBE IMPROVING THEIR QUALITY OF LIFE, BODY LIMITING THEIR RESPONSIBILITIES OR WHAT I JUST SAID, IMPROVING BY ELIMINATING.
SO IT'S A, IT'S A IT'S, WE'RE NOT CONTINUOUSLY IMPROVING.
SO WE'RE JUST, WE'RE PROVIDING THE ENVIRONMENT.
BUT THE, THE ONE THING IS FROM THE CITY, FROM THE STAFF PERSPECTIVE.
SO YOU HAVE AN ESTABLISHED NEIGHBORHOOD IT'S BEEN THERE, THEIR PIECE OF HEAVEN.
THEY DON'T WANT IT TO GET WORSE.
THEY DON'T EVEN WANT IT TO CHANGE.
[01:05:01]
HOWEVER, FROM THE CITY PERSPECTIVE, WE'VE GOT TO BE CONCERNED ABOUT THAT WATERLINE, THAT SEWER LINE THAT MIGHT COLLAPSE BECAUSE IT'S 40 YEARS OLD, THAT PAVEMENT CONDITION.SO EVEN IN THE SITUATION WHERE WE ARE TRYING TO MAINTAIN FOR PORTIONS OF THE COMMUNITY, YOU KNOW, IT'S NOT GOING TO GET WORSE.
WE'RE STILL LOOKING AT MAKING IT BETTER, EVEN IF IT'S KIND OF BELOW THE VENEER THAT MOST PEOPLE DON'T NOTICE UNTIL SOMETHING DOESN'T TURN ON.
SO FROM OUR PERSPECTIVE, WE'RE ALWAYS TRYING TO MAKE IT BETTER, BUT WE DON'T, WE, WE'RE NOT TRYING TO SUPERIMPOSE ONTO ANYONE, RIGHT.
YOUR LIFE CHANGE THE LIFESTYLE, ANY OF THAT THAT'S, THAT IS THEIR, THEIR PIECE.
WE'RE JUST TRYING TO PROVIDE THE OPPORTUNITY.
THAT ALL IS GOOD ALL THE TIME.
MY 10% DISCOUNT THAT IT WAS TO KEEP IT SIMPLE.
SO, SO, SO TO MAINTAIN MEANS TO HOLD STATUS QUO, TO IMPROVE MEANS TO MOVE BEYOND THAT.
SO, UM, I THINK MAN, I THINK IMPROVING, MAINTAINING, AND MAINTAINING ENCOMPASSES IMPROVEMENT, IT SEEMS TO ME, BUT, BUT ENHANCING, EVEN MAINTAINING AND ENHANCING, YOU GOT SOMETHING THAT'S GREAT.
YOU CAN ALWAYS BE A LITTLE BIT BETTER, WHICH LEADS BACK TO IMPROVING.
I'M TRYING TO THINK ABOUT CLEANING UP SOME FLOOR SIMPLER THAN THAT.
SO SIMPLER THAN THAT IS TO IMPROVE YOUR QUALITY OF LIFE.
SO THIS IS ALL RIGHT NOW, BUT THIS IS SUCH A REBEL, BUT THE TERM QUALITY OF LIFE.
ALL THE IMPROVING, MAINTAINING THAT'S ALREADY IN THERE.
THAT'S WHAT QUALITY OF LIFE MEANS.
YOU'RE BOXING QUALITY OF LIFE AND OKAY.
MY QUALITY OF LIFE OR YOUR QUALITY OF LIFE.
NO, THAT'S WHAT QUALITY OF LIFE, MEANING IT MEANS SOMETHING DIFFERENT TO EVERYBODY, RIGHT? SOME PEOPLE IT'S IMPROVING SOME PEOPLE WITH MAINTAINING IT.
SO WHY NOT CHANGE IT TO THE MISSION OF THE CITY OF LEANDER IS TO PROVIDE THE HIGHEST QUALITY OF LIFE FOR ITS RESIDENTS THAT COULD BE MAINTAINING, THAT COULD BE IMPROVING.
IT'S ALL SORT OF ENCOMPASSED IN HIGHEST.
OR SOMEBODY JUST SAID, TAKE EVERYTHING OUT AND JUST PUT, ENHANCE THE QUALITY OF LIFE, WHATEVER THAT MEANS FOR YOU, THE BETTER YEAH.
PROVIDED THE ENVIRONMENT OR JUST THE MISSION OF THE CITY OF LEANDER IS TO ENHANCE THE QUALITY OF LIFE AS RESONANCE, WHATEVER ENHANCED MEANS FOR YOU.
SO NOW WE'RE, NOW WE'VE SIMPLIFIED IT TO JUST SAY, TO ENHANCE SEVEN INKS, BASICALLY, ALWAYS TRYING TO MAKE IT BETTER.
IF YOU HAVE TO SAY THINKING ABOUT HARD, EVERYTHING ELSE IS, ARE WE YEAH.
SO WHEN WE START WORDSMITH AND IT JUST TYPE OF THING, JUST KIND OF GOES CRAZY.
I TRIED IT ONE TIME FOR 30 THAT'S THE LAST TIME I TRIED TO DO IT WAS JUST LIKE, WHAT WAS I THINKING ON? YES.
MA'AM WHAT HAVE YOU SEEN FOR OTHER CITIES AS EFFICIENT, MORE VERBOSE THAN A VISION? YEAH.
MOST OF, NO, THE VISION SHOULD BE LESS.
IT SHOULD BE NOCTURNAL WHEN I'M THINKING SIMPLE.
I THINK THAT THIS, I THINK IT SHOULD BE, I THINK IT SHOULD BE, THIS IS THE HOW, YEAH, SO USUALLY IT'S A LITTLE BIT LONGER.
AND, AND, BUT WHAT I'M, WHAT, WHAT, WHY I CAME TO THIS WAS, IF YOU RECALL, I HAD THIS DISCUSSION.
I HAD A DISCUSSION WITH A FORMER CITY COUNCIL MEMBER OF DALLAS AND, UH, AND, AND, AND HE CAME TO THAT.
HE CAME TO, HE BROUGHT THIS TO ME, UH, IN THE COURSE OF OUR CONVERSATION THAT IT DOESN'T MATTER WHAT SIZE THE CITY IS.
IT DOESN'T MATTER WHAT YOUR WORK IS WITHIN THE CITY.
YOU STILL HAVE THE GOAL OF IMPROVING.
YOU'RE STILL HAVE THE MISSION OF IMPROVING QUALITY OF LIFE OR ENHANCING.
ISN'T A COUPLE SAID ENHANCING QUALITY OF LIFE.
IT'S JUST, IT'S, IT'S, UH, THAT'S A GOOD SIP OF WORK.
SO I'VE MOSTLY SEEN MISSION STATEMENTS THAT JUST GOT SO LONG, YOU GOT LOST IN THEM.
YOU KNOW, YOU'D MAKE A SENTENCE OUT OF, UH, OUT OF THIS, YOU KNOW, AND TRY TO INCLUDE EVERYTHING.
I LIKED THIS BECAUSE IT WAS SIMPLE AND IT WAS DREAD AND IT REALLY GOES TO WHAT THE COMMUNITY, UH, TO, TO BEING ABOUT THE COMMUNITY, THE QUALITY OF LIFE.
IF YOU DID WANT TO EXPAND ON IT, YOU COULD EXPAND ON IT, BUT NOT BY JUST ADDING RANDOM WORDS.
NICOLE SAID IT WAS JUST THE PANTS.
AND, AND KEEP IN MIND, WHATEVER THE FINALIZED VERSION, IT MAY BE THAT THE ENHANCED FINAL
[01:10:01]
VERSION OF THAT IS SOMETHING WE PUT ON A, NOT A MOTIVATIONAL POSTER, BUT IT MIGHT EVEN BE SOMETHING THAT LOOKS KIND OF HILL, COUNTRY AND CURSE OR SOMETHING.AND IT'S ON A WALL THAT EVERYBODY SEES WHEN THEY COME THROUGH THE DOOR EVERYDAY ENVISION ONCE, ONCE YOU GET TO A VISION STATEMENT, THAT I'LL BE RIGHT BESIDE IT, LIKE WHAT A FOOTBALL TEAM WOULD TAP AS THEY'RE GOING THROUGH THE TUNNEL HOME OF THE DALLAS COUNTY, WHATEVER, PLAY WITH THE CHAMPIONS ON MISSION.
WOULD YOU JUST SAY, I WANT TO BE MINDFUL OF THE MAYOR'S COMMENT TO TAKE A BREAK.
AND WE KIND OF GOT LOST IN THAT THAT WAS 20 MINUTES AGO, LEADERSHIP VALUES, UH, KIND BUT FIRM TRUTHFUL AND HONEST, RESPECTFUL, AND CONSISTENT TAKE RESPONSIBILITY, OWNERSHIP, BE ACCOUNTABLE, BE HELPFUL, BE FOCUSED AND DO YOUR BEST.
UH, AND I, I REALLY, I REALLY LIKED THOSE.
IT'S ONE THING TO SAY, THIS ONE, THE VALUES OF CHARACTER, HONESTY, INTEGRITY, AND PROVE ARE, ARE IN THAT.
THESE ARE HOW YOU GO ABOUT DISPLAYING YOUR VALUES.
ANY OTHER COMMENTS ABOUT THIS? AND, UH, THEN LET'S, LET'S TAKE A BREAK.
I DID HAVE ONE COMMENT ABOUT THE LAST LINE, THE GUIDING VALUES.
ARE WE GOING TO IS YOUR VISION THAT WE'RE GOING TO DO SOMETHING WITH THIS WHERE IT'S PUBLISHED SOMEWHERE WHERE WE'RE REMINDED OF IT CONSISTENTLY.
SO ONCE, ONCE YOU ADOPT ALL OF THIS, I'VE ALREADY STARTED, I'VE ALREADY GIVEN RICK A DRAFT OF WHAT YOU, ALL OF THIS, THIS PART, I'LL ADD TO THAT WHAT WE'VE DONE TODAY.
AND THEN THAT WILL BE A DOCUMENT THAT YOU DO WITH WHAT YOU WANT.
UM, SO YEAH, SO LET'S TAKE A BREAK AND THEN WE'LL, WE'LL GET INTO THE STRATEGIC FOCUS AREAS, DISCUSSIONS, AND THEN WE'LL, WE'LL GO WORK.
UH, THANK YOU SO MUCH, COUNSEL, DO YOU WANT JUST A QUICK FIVE MINUTES OR YOU NEED 10 MINUTES TO STRETCH AND ALL THAT? 10, SEVEN AND SEVEN AND A HALF.
NOW LET'S BE BACK IN OUR SEATS AT 2 21, IF POSSIBLE.
THE TIME IS 2 26 AND WE ARE BACK MR. COX, THE FLOOR IS YOURS.
PEOPLE CALL ME SO YOU CAN CALL ME .
SO, SO WE'VE TALKED ABOUT THIS GOVERNANCE AND THAT'S HOW WE ACT AND HOW WE TREAT EACH OTHER ADMIN.
SO WE MOVED FROM A, FROM AN INTERNAL PERSPECTIVE.
AND, AND LET ME, LET ME ALSO SAY ABOUT THAT, THAT SETS THE BASE FOR YOU'VE NOW SET A, SHE SAID, THIS IS WHAT YOU'RE GOING TO DO.
AND, AND SO, UH, WORKING ON THERE IS LIKE THAT FAMILY, THAT LIKE THAT MARRIAGE ANALOGY IS SOMETHING THAT YOU GOT TO DO EVERY DAY.
AND YOU'VE GOT TO THINK ABOUT THAT WHEN YOU BEGIN TO REACT, THINK ABOUT THAT CHAIN OF COMMAND.
WHEN YOU, WHEN YOU, WHEN YOU SEE THAT DEPARTMENT DIRECTOR OUT THERE AND SAID, OH, I'VE GOT THIS, OR I'VE GOT THIS ISSUE THAT I WANT YOU TO WORK ON.
AND THE ISSUE IS WORKING ON THAT ISSUE.
AND SO YOU GOTTA BE, YOU GOTTA BE RESPECTED.
IF I MAY, YOU GUYS HAVE GOT TO SAY, HEY, HAVE YOU TALKED TO RICK ABOUT THAT AND PUSH IT BACK THE OTHER WAY, OR WE'RE NEVER GOING TO BREAK THE HABIT.
OR IF THAT, IF THAT, IF THAT, IF THAT'S AN ISSUE, IF THAT'S A PROBLEM WE'RE NOT EVER GONNA, WE'RE NOT EVER GOING TO BREAK THAT HABIT.
SO, AND WE, WE, IF YOU REMEMBER MY ANALOGY ABOUT THE MOTOR GRADER OPERATOR, THE GUY THAT CALLED DOWN OFF OF THE MAINTAINER AND SAID, I'LL BE GLAD TO DO ANYTHING YOU'D WANT TO, AS LONG AS YOU TELL MY BOSS, RIGHT? AND WHEN MY BOSS TELLS ME TO MOVE TO THE NEXT STREET, THAT'S WHAT I'M GOING TO DO.
YOU DON'T WANT TO LEARN TO GREGORY THE MAINTAINER.
OH, IT'S A MOTOR GRADER INSTEAD OF A HORSE DRIVEN OR DRAWN A GRADER.
SO, SO IT GOES BOTH WAYS AND THERE'S RESPONSIBILITY ON BOTH SIDES.
SO IF THEY WERE TO SAY TO YOU, WAIT A MINUTE, HAVE YOU TALKED TO, TO, TO RICK, TO THE CITY MANAGER, WHAT'S GOING TO BE YOUR RESPONSE.
I NEED TO LET'S GET HIM TOGETHER.
OR SHE MIGHT SAY HE, OR SHE MAY SAY, LET ME CALL REGULATES ALL THREE, MEET TOGETHER.
HOWEVER, THE RESPONSE IS YOU GOTTA BE PREPARED FOR THEM BECAUSE THAT'S WHAT YOU SAID YOU WANTED TO DO,
[01:15:01]
BUT WE GOTTA ASK THEM.SO YOU'VE GOT TO ASK THEM TO THE DEPARTMENT DIRECTOR, OR YOU GOT TO ASK, OH, YES, YES.
AND WE'LL TALK ABOUT, SO WE'VE MOVED FROM THIS.
HOW ARE WE GOING TO ACT AND FREEDOM EACH OTHER, UH, AND UH, AMONG OUR GROUP, AMONG THE TEAM, AMONG THE CITIZENS TO WHAT ARE WE GOING TO DO? WHERE ARE WE HEADED? HOW ARE WE GOING TO GET THERE? WHAT ARE OUR, WHAT ARE OUR GOALS AND OBJECTIVES? AND THAT'S WHERE THIS DISCUSSION ABOUT STRATEGIC FOCUS AREAS CAME UP.
SO YOU ALL CAME UP WITH SEVEN FOCUS AREAS.
AND UNDERNEATH THOSE FOCUS AREAS WERE BULLET POINTS THAT I'VE PULLED FROM THE MISSION STATEMENT THAT I PULLED FROM OTHER, OTHER, UM, UM, OTHER NOTES THAT I HAD MADE.
THERE'S NOTHING THAT I NOTHING OUT THERE THAT YOU ALL DIDN'T TALK ABOUT, BUT MOST OF THOSE I'D DIVIDE YOUR MISSION ELEMENTS INTO THESE STRATEGIC FOCUS AREAS THAT YOU ALL IDENTIFIED.
SO FOR COMMUNICATION, FOCUS ON COMMUNICATION TO THE STAKEHOLDERS AND THE CITIZENS OUTWARDLY BE CONSISTENT WITH THE CITY'S MESSAGE BOTH INTERNALLY AND EXTERNALLY PROVIDE CLEAR EXPECTATIONS TO THE CUSTOMER EARLY IN THE PROCESS, UH, INFRASTRUCTURE PROVIDE FOR AND SUPPORT THE INFRASTRUCTURE NECESSARY TO SUPPORT THE QUALITY OF LINE WATER, WASTEWATER ROADS, TRAINS FACILITIES, THAT IS A LIFE UNTO ITSELF.
AND WE KNOW THAT LAND USE AND ZONING UTILIZE THE COMP PLAN TO GUIDE PROPER LAND USE.
I HAD A US ENGINEER, A CITY ENGINEER THAT EVERY TIME HE CAME TO THE DEVELOPMENT REVIEW COMMITTEE, HE BROUGHT THE COMP PLAN.
AND HE WOULD, WHEN THE DEVELOPER STARTED TALKING ABOUT A PROJECT, HE OPENS UP THE COMP PLAN SAYS, HERE'S WHAT THE COMP PLAN SAYS.
HERE'S WHAT THE LAND USE MAP SAYS.
HERE'S, HERE'S THE WAY WE NEED TO BE FUNCTIONING.
AND, AND, AND THEY MOVED ON FROM THERE.
NOW, IF, IF THE LAND IS THERE, WE'RE POINTING TO SOMEBODY OVER HERE.
BUT, BUT IF THE LAND USE MAP, SO, SO IF THERE'S SO MANY THINGS THAT, THAT THE DEVELOPER WANTS, THAT'S NOT CONSISTENT WITH THAT LAND USE PLAN.
MAYBE THE LAND USE MAP NEEDS TO BE UPDATED, OR MAYBE THE MARKET IS SUCH THAT THEY'RE GOING TO KEEP TRYING.
SO LET ME GIVE YOU AN EXAMPLE.
MULTI-FAMILY SO, NO, DON'T GIVE ME AN EXAMPLE.
I GOT TO MOVE ON, BUT I GET YOUR POINT, BUT I GET YOUR POINT, RICK.
IT BOUNCES, IT BOUNCES BOTH WOODS PRETTY WELL.
THE MARKET MAY CHANGE THE NEED, UH, THAT YOU HAVE IN THE COMMUNITY.
AND THE LAND USE MAP MIGHT NOT REFLECT THAT.
UM, AND YOU MAY OR MAY NOT WANT TO ACCEPT WHAT THE MARKET IS SAYING.
YOU MAY NOT WANT TO SAY YES TO WHAT HE'S SAYING.
THE MARKET IS, YOU MAY WANT TO SAY, NO, WE'RE STILL CONSISTENT BECAUSE WE'VE GOT A VISION.
I GOT, I GOT TO GO DOWN THIS RABBIT TRAIL LAST SATURDAY AND SUNDAY, I WAS IN THE CITY OF FRISCO AND I WAS IN THE CITY OF FRISCO TO FACILITATE A PLANNING SESSION BY THE CITY OF COD.
ONE OF YOUR NIGHTS ON THE SOUTH SIDE, HOW HAS MADE OVER THE LAST THREE YEARS HAS MADE IT AN EFFORT TO GO TO DIFFERENT CITIES, TO SEE WHAT THEIR BEST PRACTICES ALL.
AND I MEAN, I COULDN'T HAVE PICKED A BETTER CITY TO FIND OUT WHAT BEST PRACTICES ARE, BUT THEY WERE IN THE RIGHT PLACE AT THE RIGHT TIME.
OBVIOUSLY THEY WERE LIKE, THEY HAVE A LOT OF CONSISTENCIES LIKE YOU DO.
THEY'RE LIKE THEY BIFURCATED A TOLL ROAD OR ON EITHER SIDE OF THE TOLL ROAD, THEY'VE GOT ALL OF THESE THINGS.
THEY WERE JUST NORTH OF THE PLAINTIFF.
SO WENT PLAIN OLD, FILLED UP HERE.
THEY CAME DOLLAR JUST NORTH OF AUSTIN SECRET PARK.
AND SO HERE THEY COME, I MEAN, THE LIKENESSES ARE A LOT, BUT THEY HAD A, THEY WERE STRATEGIC.
THEY THOUGHT FORWARD ABOUT WHAT THEY NEEDED TO DO.
AND THEY'D GONE FROM A CITY OF 6,000 TO THE CITY OF 250,000.
AND, AND, AND YOU ALL WHO HAVE BEEN THERE, KNOW WHAT IT, WHAT IT LOOKS LIKE AND HAD FIELDS AND, AND, AND WHAT IT DOES.
THEY ALSO EMBRACED PUBLIC PRIVATE PARTNERSHIPS.
NOW THEY JUST HAPPENED TO EMBRACE THOSE PARTNERSHIPS WITH THE PROFESSIONAL GOLF ASSOCIATION, WITH, UH, FOOTBALL, DALLAS AND THE DALLAS COWBOYS, BUT THEY EMBRACED THOSE PRIVATE PUBLIC PARTNERSHIPS.
[01:20:01]
THING OVER 20, 20 TWENTY-FIVE YEARS AGO WITH A TAX INCREMENT REINVESTMENT ZONE THAT HAS JUST THAT KICK-STARTED EVERYTHING FOR THAT, EVERYTHING FOR THAT COMMUNITY, THAT THAT'S NUMBER THREE, THEY EMBRACED PUBLIC PRIVATE PARTNERSHIPS, STRATEGIC THINKERS, PUBLIC PRIVATE PARTNERSHIPS.AND, AND THERE WERE, THERE ARE A COUPLE MORE IN MY MIND.
UM, BUT, BUT THEY ALSO HAD CONSISTENCY IN THEIR STAFF AND IN THEIR OPERATIONS, THEIR CITY MANAGER HAS ANNOUNCED HIS RETIREMENT AFTER 33 YEARS.
HE'S, HE'S AN ANOMALY IN THE LIFE OF CITY MANAGEMENT, YOU KNOW, BUT HE GAVE THE HISTORY AND THE CONTEXT TO SO MUCH STUFF THAT HAD GONE ON IN THAT COMMUNITY, RIGHT.
AND IN FACT, WHEN HE VISITED WITH THE COUNCIL, UH, W WITH THE, WITH THE COW POSE, HE GAVE AN EXAMPLE OF A PROJECT THAT HE CONSIDERED A FAILURE.
THAT IF YOU DRIVE OUT THERE, IT LOOKS LIKE IT'S A WINNER.
AND HE SAID, I CONSIDER THAT A FAILURE.
AND I'M NOT SURE WHY THEY DIDN'T FIRE THE CITY MANAGER OVER THERE, BUT, BUT HE'S, HE'S SO HUMBLE.
HE CAME TO FRISCO WHEN IT WAS 6,000, HE'S LEAVING FRISCO WHEN IT'S 250.
AND SO HE HAD CONSISTENCY, FORESIGHT THOUGHT, AND HE WAS ABLE TO BRING THE COUNCILS, UH, KEEP THE COUNCILS THINKING STRATEGICALLY THE VISION STRATEGICALLY, WHAT IS IT YOU WANT TO DO? AND I DON'T KNOW THAT THEY WENT INTO IT SAYING, WE'RE GOING TO BE PUBLIC PRIVATE PARTNERS.
UM, BUT THEY, WHEN THEY SAW IT, THEY UTILIZED IT, WHAT IT MAY BE FOR YOU.
BUT WHEN YOU SEE IT YOU'LL KNOW IT, IF IT'S GOING TO BE CONSISTENT WITH YOUR VISION AND IT WILL HELP YOU BUILD THAT LEGACY THAT YOU'RE WANTING TO BUILD.
DOES THAT MAKES SENSE? I'M SORRY.
I DON'T WANT TO HAVE THIS RETRO, BUT I WAS SO EXCITED ABOUT WHAT ARE ALARMED BY BEING ABLE TO TAG ALONG WITH THEM ALMOST TO DO THAT IN THEIR WORK.
THERE WERE SOME, SO WHAT WE TALKED ABOUT WITH THEM, WHAT I TALKED ABOUT, ONE OF THE FIRST THINGS I'VE TALKED ABOUT WAS ONE OF YOUR TAKEAWAYS.
AND THEY, WHAT THEY, WHAT THEY SAID WAS JUST EXACTLY WHAT I'VE REPEATED TO YOU.
THREE OR FOUR KEY THINGS THAT THEY DID, BUT EXCUSE ME, THEY HAD THEIR FOCUS AREAS.
WELL, I'M SORRY FOR THE, FOR THE RABBIT TRAIL, BUT I'M TALKING FAST.
I'M TRYING TO, TRYING TO KEEP IT GOING LAND USE AND ZONING, UH, RING YOU BACK AND REVISE, UH, CONSTANTLY, UH, IMPROVE, UH, ECONOMIC DEVELOPMENT AND IMPROVE ECONOMIC OPPORTUNITIES THAT ENSURES STABILITY AND SUPPORTS THE QUALITY OF LIFE.
THAT DOESN'T MEAN APPROVE EVERYTHING, DOES IT? NO, IT DOES NOT.
IT SUPPORTS THE QUALITY OF LIFE.
AND YOU HAVE TO SOMETIMES BE WILLING TO SAY, NO, DON'T YOU.
THAT'S HARD TO DO WHEN THEY'RE KNOCKING ON YOUR DOOR, BUT YOU CAN DEFINE WHAT THAT IS.
THAT DIVERSITY IS PURPOSEFUL AND PROMOTING AND PROVIDING ACCESSIBILITY, ALL PURPOSEFUL AND DESCRIBING LEANDRA THAT THE HISTORY OF LAND OR COMPLETELY DESCRIBES ITS KNOWLEDGE AND ACKNOWLEDGES ITS DIVERSITY, SAFETY, MAINTAINING, AND BUILDING A SAFE AND SECURE COMMUNITY SENSE OF PLACE, CREATE AND MAINTAIN STRONG COMMUNITY IDENTITY, ESTABLISH A BRAND THAT PREPARES FOR PRAISE, LEANNA, AND THEN DEVELOP A COHESIVE SENSE OF COMMUNITY THEN RECOGNIZING ITS DIVERSE HISTORY.
SO THOSE SEVEN ITEMS WHERE YOUR KEY FOCUSES THAT YOU IDENTIFY WITH, THEN I'VE MOVED YOUR MISSION ELEMENTS WITHIN THOSE SEVEN ITEMS. YES, MA'AM, UH, I LOVE THIS, BUT I JUST WANTED TO QUIBBLE A LITTLE BIT WHEN WE WERE HERE BEFORE I THOUGHT IT WAS COMPELLING, HOW WE ALL COALESCED AROUND THIS IDEA OF SAFETY BEING THE NUMBER ONE FOUNDATION FOR EVERYTHING.
AND SO WHEN IT'S JUST ONE SENTENCE AND IT'S THE NEXT TO LAST BULLET POINT, I FEEL LIKE IT'S MISREPRESENTED.
UM, IF EVERYBODY ELSE IS ON BOARD, I WOULD LOVE TO SEE SAFETY MOVED UP TO NUMBER ONE, BECAUSE THAT WOULD REFLECT THE WAY COUNCIL FELT ABOUT IT.
SO WHILE WE'RE MOVING IT, CAN WE CHANGE TO MAINTAIN, TO MAINTAIN AND BUILD YEAH.
THE OTHER NEEDS TO BE MAINTAINING AND BUILDING OR MAINTAIN A BUILD.
I WOULD EVEN SUPPORT A MORE ROBUST STATEMENT THERE TOO, IF WE WANTED TO, BECAUSE IT STOOD OUT SO MUCH AS THE CORE.
SO WHERE ARE THE OTHER, WHAT OTHER THINGS ARE YOU, ARE YOU THINKING THAT WOULD BE CONSISTENT WITH THAT AS DESCRIPTORS MAINTAIN? IT BUILDS THE I'LL I'LL CHANGE THAT.
WE'LL PUT THAT AS NUMBER ONE, PRIORITIZE NO UNDER SAFETY.
I MEAN, WE GOT ONE SENTENCE, BUT IT WAS THE MOST IMPORTANT
[01:25:07]
TRAFFIC WHERE THERE'S OF PEOPLE DON'T WANT TO KEEP CRIME LOW, FOR LACK OF BETTER TRANSPORTATION THAT GOES BACK TO THE INFRASTRUCTURE.SO IT GOES BACK TO THE MAINTAIN, BUILD, BUILD, AND MAINTAIN, I THINK AS WELL, BECAUSE WE HAVE IT.
WE ALREADY HAVE IT, BUT WE NEED TO MAINTAIN IT, BUT BUILD AND MAINTAIN.
I JUST DON'T WANT IT TO SOUND LIKE WE'RE ALLUDING TO THE, IT ISN'T SAFE, BUT WHERE THE ASSUMPTION IS USUALLY WITH A GREENFIELD, JUST, UH, YOU'VE GOT A BLANK SLATE TEMPLATE.
YOU'RE USUALLY SAY FOR YOUR ALSO USUALLY SAY FOR ANY TOWN AND ITS INFANT CITY, IT'S WHEN YOU GO TO A HUNDRED THOUSAND PLUS PEOPLE, YOU'VE GOT CONNECTIVITY TO ALL YOUR OTHER ADJACENT CITIES AND IT MAY BE THAT YOU'RE DOING EVERYTHING RIGHT.
SO PART OF THE CHALLENGE IS ALSO IF OTHERS AREN'T AND HOW DO YOU DRESS THAT ON YOUR OWN? SO IT'S ALL THOSE THINGS.
AND WE'RE WHERE, YOU KNOW, EVERYTHING'S BUILDING OUT ACROSS THE NORTHWEST CORRIDOR, THIS ONE, SO CONTINUE TO BITCH ABOUT IT.
CONTINUE TO MAINTAIN THE SAFE AND SECURE AND COMMUNITY IMPLIES THAT IT IS SAFE AND SECURE, WHICH IT IS NOW.
SO THE MAINTAINING MEANS CONTINUE.
WE DON'T NEED TO BUILD BECAUSE THE BUILD IS ONLY HALF BUILT OUT.
I'M NOT TALKING ABOUT THAT, BUT THE SAFETY CONTROL THE CALL.
WELL, AND I THINK THERE'S PARTS OF OUR PUBLIC SAFETY INFRASTRUCTURE THAT AREN'T BUILT YET.
SO WE WILL BE BUILDING, YOU NEED TO GO FOR A HUNDRED THOUSAND.
BUT THAT GOES TOWARDS YOUR OWN.
THAT GOES TOWARDS MAINTAINING THE COMMUNITY SAFETY AND BY CONTINUING AND IT'S JUST SEMANTICS.
AND MY POINT WAS JUST, THAT SHOULD BE WHEN PEOPLE LOOK AT OUR STRATEGIC FOCUS AREAS, IF IT'S A REFLECTION OF WHAT THIS COUNCIL FELT, THAT NEEDS TO BE NUMBER ONE, EYE-CATCHING WHEN THEY LOOK AT IT.
SO WHATEVER WORDING THAT NEEDS TO BE TO CONVEY THAT.
OKAY, SO DON'T, LET ME FORGET THIS.
WHEN WE GET THROUGH AND WE HAVE GOALS AND INITIATIVES PUT ON ALL THESE SHEETS, LET'S LET'S LET ME DO ONE MORE THING.
YOU TELL ME THE PRIORITIES FOR THOSE, FOR THOSE FOCUSES.
I REALLY, I REALLY HESITATE TO DO THAT, UH, IN ONE, IN ONE SENSE, BUT IN ANOTHER, MAYBE THERE IS A NEED TO PRIORITIZE THAT BECAUSE THEY'RE, TO ME, THEY'RE THERE.
IF THESE ARE YOUR FOCUS AREAS, THEY HAVE EQUAL WAY.
IT'S YOUR, IT'S YOUR GOALS AND YOUR PRIORITIES UNDERNEATH ON THAT BEGAN TO BEGIN TO FIGURE IT OUT, FIGURE IT OUT.
BUT IF YOU WANT TO PRIORITIZE THESE AS YOUR SIX, WHAT ARE YOURS? WHAT IS YOUR MOST IMPORTANT? THEN WE CAN DO THAT AND YOU CAN, IT SHOULD BE AN EMISSION.
SO I THINK WE HAVE TO GO AND READDRESS THAT MISSION.
I THINK THIS IS FOR US, RIGHT? THIS IS FOR THE COUNCIL.
THIS IS NOT, I MEAN, EVERYTHING OUT, OBVIOUSLY AS CITIZEN BASED, BUT THIS IS A TOOL FOR THE COUNCIL TO USE FOR STRATEGIC AREAS.
I THINK WE'RE GETTING TO WHERE WE'RE LIKE, WHAT WOULD THE CITIZENS THINK? AND IT WAS KIND OF THERE TOO A MINUTE AGO, BUT NOW I'M LIKE, THIS IS, YEAH, I GET WHAT YOU'RE SAYING.
THE CITIZENS THERE TOO, BECAUSE WHEN THEY WANT TO KNOW WHAT WE DO AND WHAT OUR THOUGHT PROCESS IS, THIS IS SOMETHING WE CAN POINT TO AND SAY, THESE ARE, SO THESE ARE, THESE ARE OUR VALUES.
THESE ARE OUR STRATEGIC FOCUS AREAS.
THIS IS WHERE WE'RE SPENDING OUR MONEY.
WHY DO YOU NOT CARE ABOUT THIS LITTLE ISSUE? WELL, IT DOESN'T FIT HERE AND READ THAT INFORMATION.
THEY'RE GOING TO DIG INTO THAT ANYWAY, THEY'RE GOING TO FIND IT.
AND I WOULD RATHER HAVE SAFETY AT THE TOP TOO.
I MEAN, IF YOU ASKED ME, I LIKE SAFETY, ECONOMIC DEVELOPMENT, EVERYTHING ELSE FEEDS OFF OF THOSE STUDENTS, BUT EVERY ONE OF OUR GOALS AND STRATEGIC AREAS, THEY FEED OFF OF THOSE.
SO, BUT I THINK WE'RE JUST, YEAH, ABSOLUTELY.
[01:30:01]
I HEARD THE OTHER DAY THAT SOMEBODY DECLARED THAT HOUSTON WAS THE MURDER CAPITAL OF THE WORLD, UH, OF THE UNITED STATES, AT LEAST.AND IF YOU LOOK AT THEIR STATISTICS, IF YOU LOOK AT THEIR STATISTICS, THIS YEAR IS FAST.
I HATE TO SAY THAT HAVING BEEN BORN THERE, RAISED THERE, THAT'S KIND OF WHERE, WHAT YOU BUILD DOES MATTER.
AND THAT'S WHAT CONNECTS TO WHAT YOU BUILD MATTERS, HOW YOU MAINTAIN IT.
IF YOU, IT ALSO GOES BACK TO EVEN YOUR OTHER INFRASTRUCTURE, IT'S KIND OF THAT BROKEN WINDOW THEORY.
IF YOU GO I'M IN RHONDA, IS THIS THERE'S PARTS OF HOUSTON THAT JUST GENERAL MAINTENANCE OF ROAD INFRASTRUCTURE.
WHEN YOU FEEL LIKE YOU'RE DRIVING IN BEIRUT, BECAUSE EVERY ROAD IS BUCKLED, THAT HAS AN EFFECT ON OTHER RE-INVESTMENT AND CONTINUED MAINTENANCE AND ABSOLUTE.
AND THEN I'VE GOT, I'VE GOT STORIES ABOUT THAT FROM JUST SAY, SENATOR OF TEXAS AS WELL.
SO THESE ARE OUR, THESE ARE OUR SEVEN, SEVEN FOCUS AREAS THAT YOU ALL DESCRIBED.
THE STATEMENTS CAME FROM THE MISSION ELEMENTS IN ORDER TO FILL IN THE BLANK.
SO THAT, THAT GIVES YOU CONSISTENCY WITH THE LOOPS AND A FAN.
SO NOW WHAT DO WE DO WITH THEM? UH, I WANT TO MOVE ON TO THE STRATEGIES TO GO.
I WANT TO UTILIZE THESE FOCUS AREAS AND YOU ALL HAVE THEM ON YOUR, ON YOUR SLIDE.
SO, SO I WANT TO UTILIZE THOSE TO ESTABLISH THOSE GOALS AND OBJECTIVES USING, UH, WENT TOO FAR USING THE DESCRIPTIONS AS PART OF THAT AS THE BASE, IF WE WANT TO COMMUNICATE OUT ONE LIVING SYSTEM, CITIZENS, WHAT ARE, WHAT, WHAT ARE OUR GOALS TO BE ABLE TO DO THAT? WHAT INITIATIVES DO NOW? I DON'T WANT US TO GET TOO FAR IN THE WEEDS, BUT IF YOU GET, IF YOU SAY, UH, IF YOU DO THE OBJECTIVE, YOU KNOW, WE WANNA, WE WANT TO REDO, WE WANT TO REDO THE WEBSITE FOR THIS COMING FISCAL YEAR.
THAT THAT MAY NOT THAT'S OKAY.
AND IT MAY NOT ACTUALLY BE A GOAL.
A GOAL IS SOMETHING BROADER THAN THAT.
COMMUNICATE WITH THE CITIZENS.
AND THIS IS HOW WE'RE ONE OF THE WAYS WE'RE GOING TO DO IT.
AND THE IMPLEMENTATION PLAN WE'LL FIX THAT.
AND WE'LL PUT THOSE LANDS WHERE THEY BELONG IN THE PROCESS IN THE, IN THE SCHEME OF THINGS, UH, INITIATIVES, UH, GOALS AND OBJECTIVES, TIMELINES, A BUDGET AMOUNT, WHO'S RESPONSIBLE.
THOSE ARE THE KINDS OF THINGS THAT COME OUT IN THE IMPLEMENTATION PLAN, BUT WE'LL DO THAT AT THE STAFF LEVEL AND Y'ALL, DON'T HAVE TO DO IT, BUT DON'T WORRY ABOUT HOW IN THE WEEDS YOU ARE OR HOW HIGH YOU ARE, WE'LL FIX THAT.
BUT I WANT, I WANT TO BREAK INTO THREE GROUPS, THREE GROUPS WITH, UH, EGYPT, WITH THE TWO OF YOU ON EACH OF THOSE GROUPS.
AND ONE OF YOU WILL BE ON A, A REDUNDANT ROUTE, BUT WE'VE GOT THREE GROUPS.
AND, AND SO WE'LL JUST START WITH GROUP ONE HERE, MOVED TO HERE AND GROUP THREE OVER THERE, BUT BEAR MAY HAVE WHAT WE SAID.
OKAY, WE'LL MOVE BACK AND FORWARD.
NOW, SOME OF YOU ALL HAVE, HAVE HAD SPECIFIC JOB AREAS THAT THESE MIGHT BE, UH, OBVIOUSLY PUBLIC SAY, UNIFORM GUYS IN THE ROOM ARE GOING TO GRAVITATE TOWARD THAT.
AND THAT'S WHEN THEY TALK ABOUT, UH, ECONOMIC ZONE.
SO I WOULD ASSUME THAT THOSE OF YOU WHERE THAT FITS LOGICALLY FOR THOSE, FOR THOSE OF YOU AND THE STAFF GRAVITATE TOWARD THOSE GROUPS OR THOSE, THOSE AREAS.
BUT NO, IT'S GOING TO END UP, UH, MOVING AROUND.
ALL OF THEM ARE GOING TO MOVE AROUND AS WELL.
UH, AND SO, UH, THAT, THAT WAY, AT LEAST THE FIRST ITERATION OF THIS HAS SOME, SOME OF THE HIGHER ENDS, IF YOU WILL, AND THE PROFESSIONALS IN THAT SECTION.
AND SO AMONG YOURSELVES, THEN WRITE DOWN BULLET IN BULLET FASHION, WHAT IT IS YOU WANT TO DO TO ENHANCE COMMUNICATION, WHAT IT IS YOU'D NEED TO DO TO IMPROVE THE INFRASTRUCTURE.
WHAT, WHAT IN YOUR MIND IS FIRST? WHERE DO WE START? BECAUSE YOU KNOW WHAT THAT IS.
YOU'VE GOT THOSE PLANS AND, AND YOU'VE GOT YOUR PUBLIC WORKS FOLKS.
AND THE CITY ENGINEER HERE WHO CAN HELP YOU MAKE, MAKE THOSE, UH, SUGGESTIONS AND, AND, UH, AND GO, DOES THAT MAKE SENSE? ABSOLUTELY.
BUT WE'RE GOING TO LET YOU FOCUS FOR A GOOD LONG WHILE ON THESE
[01:35:01]
FIRST CATEGORIES, WHEREVER YOU FIRST GO, MOST SPENT LET YOU SPEND A GOOD BIT OF TIME, BUT EACH GROUP WILL BE ABLE TO ROTATE INTO THAT, ADD TO THAT, BUILD ON WHAT YOU WERE JUST ADDING ONTO WHATEVER.SO THAT'S WHY WE'RE TAKING LONGER THAN THE FIRST ONE.
AND THEN YOU'VE GIVEN US MARKERS TO WRITE UP THERE.
SO YOU'RE GOING TO USE THIS BLACK MARKER.
THERE'S A RED MARKER OVER THERE, AND THERE'S A BLUE MARKER BACK THERE AND TAKE YOUR MARKER WITH YOU.
AND THAT WAY I KNOW WHICH GROUP HAS ADDED, WE KNOW WHICH GROUP IS AT.
IT IS MEETING WITH YOU, YOUR NUMBER, Y THE NUMBER, NUMBER TWO AND YOUR NUMBER.
HALF THE TIME I GET A FOUR, BUT I'LL GET TO KNOW 1, 2, 3, 1, 2, 3, 1, 2, 3.
WE WANT TO KNOW YOUR WHY YOUR ONE, CHRISTINE, YOU'RE ONE.
THERE'S MORE THAN THREE, WHATEVER NUMBER YOU ARE.
THERE'S ONE GROUP, TWO GROUPS, GROUP.
ONE GOES HERE, COMMUNICATION GROUP ONE, NUMBER ONE WILL GO HERE.
[03:01:36]
OKAY.[03:01:38]
LET'S[03:01:40]
ALL[03:01:40]
KIND[03:01:40]
OF[03:01:40]
COME[03:01:41]
BACK[03:01:41]
TOGETHER.[03:01:41]
I[03:01:41]
NEED[03:01:42]
TO[03:01:42]
GET[03:01:42]
THE[03:01:42]
COUNCIL[03:01:42]
BACK.[03:01:46]
[03:03:20]
AND I'VE GOT A MICROPHONE HERE SO THAT AS I WANDER AROUND THE HURDLE, THE SPRING, THIS LAST, OH, GREAT.SO, SO CAN ALSO FOLLOW INSTRUCTIONS.
AND THE STAFF FOLLOWED INSTRUCTIONS TOO.
I SAID, EVERYBODY MOVED TOWARD THE FRONT AND THEY WENT ALL WENT BACK TO THEIR SEATS.
MICHAEL'S GOING TO PUT THAT ON COMMUNICATION.
SO, UH, WHAT'D Y'ALL THINK ABOUT THIS PROCESS.
DO WHAT? I'M GLAD I DIDN'T HEAR IT.
SO YOU'VE SET THE BASE WITH YOUR GOVERNANCE PHILOSOPHY.
NOW YOU'VE BEEN ABLE TO TALK ABOUT THINGS OUTSIDE, WHAT NEEDS TO BE DONE TO IMPROVE THE QUALITY OF LIFE.
HOW DO YOU, HOW DO YOU PROMOTE THAT? AND NOW WE'VE BEGAN TO GET A LITTLE BIT OF ORGANIZATION TO THAT AS WELL.
EACH OF US HAS OUR OWN IDEAS AND EACH OF THE GROUPS HAS CONTRIBUTED.
SO WHEN I LOOK UP HERE, I SEE, I SEE RED AND BLACK AND BLUE, KNOWING THAT EACH OF THE GROUPS MADE SOME CONTRIBUTION TO IT.
I'D LOVE TO GO THROUGH THIS, BUT IT'S, IT'S REALLY HARD TO DO THAT.
[03:05:01]
BUT, UM, COMMUNICATION RELATIONSHIP BUILDING.WHAT WAS THE WORD, NICOLE? YOU PUT BACK HERE.
SO THERE'S CONSISTENCY ACROSS THE BOARD, UH, CITIZEN EDUCATION.
THIS IS COMMUNICATION, CITIZEN EDUCATION PROGRAM, WEBSITE DESIGN, UH, MAILERS NEWSLETTERS PROGRAMS, 360 REVIEW HR OUTREACH TO THE HIGH SCHOOLS, UH, RECRUITMENT FOR JOBS, THINGS OF THAT NATURE, EVEN THE HR GOT INVOLVED.
UH, SO, UH, THOSE KINDS OF THINGS ARE IMPORTANT, UH, TO MAKE SURE THAT AND GET, AND IT GIVES EVERYBODY A LEVEL OF NOT ONLY PARTICIPATION BUT RESPONSIBILITY.
SO IT GIVES EVERYBODY A LEVEL OF RESPONSIBILITY IN ACCOMPLISHING THESE GOALS.
NOT ONLY DID YOU, SO FOR INFRASTRUCTURE, I'M SURPRISED THIS DIDN'T GO TO ANOTHER PAGE FOR YOU ALL, BUT, UH, SIR, WHAT I SAID, WHAT YOU'RE TRYING TO SAY, WELL, IT'S JUST THAT YOU'VE GOT SUCH, SUCH HUGE INFRASTRUCTURE NEEDS, BUT IT'S THAT WE HAVE SUCH GREAT STAFF.
THAT'S ALREADY STARTED US ON A PATH TO TACKLING.
SO, UH, WE'VE GOT INFRASTRUCTURE LOOKING FOR PARTNERSHIPS IS, UH, UH, UH, A REALLY GOOD ONE, UH, LEADING TOWARDS MINDSET.
YOU'RE TALKING SOME OF THIS, YOU'RE TALKING ABOUT SHIFTING, SHIFTING THE MINDSET.
THE DIVERSITY DISCUSSION IS ABOUT SHIFTING THAT MINDSET A LITTLE BIT.
AND HERE WE ARE HERE, WE SEE IT AGAIN, CREATING FUNDING, SOURCES, BUDGETING, DEVELOPING THESE PLANS, IMPLEMENTING THESE PLANS.
UH, AND SO A LOT OF THIS PLAN FOR THE FUTURE EXPANSIONS OF THE USE OF THE COMP PLANS IS, IS SORT OF CHANGING THE PHILOSOPHY.
THEY'RE NOT, THEY'RE, THEY'RE, IT'S A CULTURE ISSUE, ISN'T IT? IT'S NOT, UM, IT'S NOT, WE NEED TO BUILD A WASTEWATER TREATMENT PLANT, BUT THESE MAKE US DO, ARE SOME OF THESE MAKE US DO OUR WORK BETTER, UH, LAND USE AND ZONING.
SO THAT THE DISCUSSION THAT I HEARD A LOT OF DISCUSSION ABOUT WITH THIS IDEA OF EXPANDING YOUR, YOUR, UH, PLANNING IN YOUR THINKING OUT INTO THE ETJ, NOT JUST BE FOCUSED ON THE CITY LIMITS BECAUSE, AND, AND DON'T WORRY ABOUT WHAT HAPPENS OUT THERE BECAUSE, BUT RECOGNIZING THAT WHAT HAPPENS OUT THERE NOW IS GONNA AFFECT YOUR LIVELIHOOD, THE LIVELIHOOD OF THE COMMUNITY IN THE FUTURE.
AND HOW DO YOU MANAGE THAT? YOU CAN MANAGE IT THROUGH, THROUGH THE MUDS THAT WANT TO COME IN THE PIDS THAT WANT TO COME IN AND THE OTHER SPECIAL DISTRICTS BY SIM, BECAUSE, BECAUSE COUNCIL HAS TO APPROVE THOSE.
DON'T THEY, IF THEY'RE IN ATJ, UH, YEAH, THEY DO.
SO, SO, BUT THE IDEA IS TO TAKE ADVANTAGE OF WHATEVER'S HAPPENING OUT THERE TO TRY TO INSERT YOURSELF, TO BE ABLE TO INFLUENCE, INFLUENCE THE WAY YOU WANT IT TO BE.
UM, MEN, SOMEBODY SAID MINIMIZING RESIDENTIAL ROOFTOPS IN ORDER TO MANAGE WATER INFRASTRUCTURE.
SO THESE THINGS DON'T HAVE TO BE FAIR IT OUT A LITTLE BIT AND HOW THEY'RE, HOW YOU APPROACH THOSE.
YOU MAY ULTIMATELY DECIDE YOU DON'T, YOU CAN'T MINIMIZE THOSE ROOFTOPS OR YOU DON'T WANT TO, BUT YOU GOTTA, YOU'VE GOT TO DISCUSS THEM.
IT'S OKAY TO DISCUSS THEM WHETHER OR NOT IT'S SOMETHING YOU DECIDE TO DO IS SOMETHING YOU NEED TO HAVE A DISCUSSION ABOUT.
YOU NEED TO DECIDE AND GIVE, GIVE THAT DIRECTION TO THE COUNCIL, UH, OR TO THE COMMUNITY AND TO THE STAFF.
UM, ANYTHING ON COMMUNICATION, INFRASTRUCTURE, OR LAND USE ZONING THAT STRUCK YOU ALL FROM, UH, JUST AS YOU WORKED YOUR WAY THROUGH THAT PROCESS, ANYBODY, EVERYTHING UP THERE AND BLUE, WE WORKED WITH THE QUEEN OF LAND USE AND ZONING ROBYN.
SO YOU HAD AN INSIDER, YOU HAD AN INSIDER TRACK.
WE HAD A REALLY GOOD, YOU KNOW, IT'S ALWAYS, THERE'S ALWAYS ONE TEAM THAT SAYS WE WERE THE BEST.
SO WE'VE GOT ECONOMIC DEVELOPMENT.
THIS ONE ALMOST WENT TO A SECOND PAGE.
IT'S, IT'S, UH, VERY COLORFUL AS WELL.
A LOT OF INPUT IN TERMS OF ECONOMIC, UH, PRESERVE THE COMMERCIAL PROPERTIES AVAILABLE HAS A STAR BESIDE IT, UNDERLINED AND STARRED STRATEGIC PUBLIC, PRIVATE PARTNERSHIPS.
ANOTHER ONE OF THOSE, UM, LOOK AT NICHE USES, UH, TARGETED INCENTIVES, INCENTIVES, TARGETING UPSCALE, RESTAURANTS, RETAIL, AND ENTERTAINMENT.
THOSE KINDS OF THINGS, UH, PROVIDE DIRECTION TO, UH, TO THE STAFF
[03:10:01]
FOR ECONOMIC DEVELOPMENT.AND THOSE ARE GOING TO END UP BEING CATEGORIZED.
WELL, I'LL TALK ABOUT THAT IN A MINUTE, STAFF, UH, SAFETY, UH, BRING BUSINESSES THAT DON'T BRING CRIME, THAT LOOKED LIKE A D AND I STARTED TO SAY DRUNKS, BUT MAYBE NOT AS FUN THAT, UH, PROPER LIGHTING AND PUBLIC AREAS, MANNY'S GROWTH OF APARTMENTS BECAUSE THEY DRAIN ON RESOURCES AND STAFF TO ALLOW INCREASES IN COMMUNITY OUTREACH.
SO THAT'S, YOU KNOW, THAT'S A RECOGNITION THAT AS I THINK THE MAYOR SAID IT EARLIER, THAT WE'VE GOT A LIMITED AMOUNT OF EMPLOYEES, A LIMITED RESOURCE THERE, AND WE GOT TO FACE THE FACT THAT THERE ARE, THAT, THAT STAFF, YOU GOT TO DEVELOP STAFF.
SO THE KEY IS PUTTING THEM WHERE YOU STRATEGICALLY WANT THEM, UH, WITH THOSE LIMITED RESOURCES IN HERE'S A SUGGESTION FOR THAT SHARING PROPER STAFFING.
HERE WE GO, RESOURCES, RECRUITMENT, PRIORITIZE PROPER PAY BENEFITS, CONTINUE TO RALLY THE COMMUNITY AND SUPPORT A FIRST RESPONDERS.
THAT'S PART OF THE COMMUNICATION PROCESS.
THAT'S A COMMUNICATION, A PART PATROLS AND COMMUNITY OUTREACH, UH, OUTREACH TO H C H S AND BUSINESSES.
WHAT IS THAT? ARE WE OH, HOS I'M SORRY.
AND THERE WAS ANOTHER ONE ABOUT HOS COMMUNICATE WITH ALL HOS WITH ANY TRAFFIC CHANGES AND OTHER OTHER STUFF.
SO THEY CAN COMMUNICATE THAT ONTO THE MEMBERSHIP TO THE, TO THE HOMEOWNERS SAFETY ECONOMIC DEVELOPMENT.
UH, SO HERE'S TWO ARROWS THAT SAYS EVERYTHING THAT WAS SAID OVER HERE.
SO MAYBE WE OUGHT TO START WITH SENSE OF PLACE, UH, PRIORITIZE OPPORTUNITIES FOR INTERACTION WITH PEOPLE.
I'M ASSUMING WITH THE CITIZENS TO, UH, ENCOURAGE, ENCOURAGE THEM TO BE A PART OF THE COMMUNITY.
AND IS THAT WHAT, UM, IS THAT WHAT I THINK YOU MENTIONED WITH AND BETWEEN? SO IT'S OUR ENGAGEMENT WITH THEM AND IT'S SETTING UP PLACES FOR THEM TO ENGAGE WITH AN IN-BETWEEN ALL RIGHT.
PRIORITIZE OPPORTUNITIES FOR AN INTERACTION, IDENTIFY AND PROMOTE THIRD PLACES AND UNIQUE ADVANCE, UH, USE COOL WORDS, WELCOMING HISTORY, CULTURAL, SAFE, CONNECTING CONNECTIVITY, UH, THOSE KINDS OF THINGS TO, UH, TO ATTRACT ATTENTION TO WHAT YOU WANT THEM TO WHAT YOU MEAN BY WHAT YOU SAY, PERHAPS PRESERVING THE HISTORY WHILE KEEPING AN EYE ON THE FUTURE, ENGAGING RESIDENTS AND FEEDBACK, CLOSE, CLOSE TO BIG CITY AMENITIES WITHOUT BIG CITY PROBLEMS. IDENTIFY.
NOW THAT'S A LITTLE DIFFERENT THAN, UH, HAVING A PLACE TO LIVE, WORK AND PLAY FOR ALL.
SO IT'S, IT'S UNDERSTANDING WHAT YOUR LIMITATIONS ARE IN IT AND WHAT YOU MIGHT NOT WANT TO HAVE.
UH, BUT, BUT IT MAY, BUT IT ALSO MAY, MAY SPUR YOU TO SAY, WELL, WHY CAN'T WE HAVE THOSE? SO IT, IT LEAVES YOU ROOM TO, UH, DREAM IDENTIFY AND ENGAGE NEW PARTNERS IN GROWTH, ENGAGED WITH REALTORS AND EDGE AND EDGE AND EDUCATE THEM AS A PART OF THE PARTNERSHIPS.
BRANDING, UH, WAS ONE OF THE KEY THINGS IN THE, IN THE, UH, FOCUS OUT OUTCOMES, UH, THAT THE COUNCIL TALKED ABOUT.
SO INVEST IN LEANDRA TO KEEP LEANDER HERE, DOLLARS HERE, BUSINESS INCUBATOR, UM, MUSEUM, SOMEBODY HAD AS MUCH TROUBLE SPELLING AS ME, UH, SURVEY RESIDENTS FOR WHAT THEY WANT.
SO THERE'S A COMMUNITY SURVEY.
LET'S FIND OUT HOW FROM THE COMMUNITY, WHAT THEIR NEEDS ARE THEN DIVERSITY, UH, ENSURE WE'RE INCLUDING AND WELCOMING OF ALL GROUPS, RACIAL AGE ABILITY BACKGROUNDS, SOCIO, OKAY.
I'M S I'M GLAD YOU PUT AGE IN THERE FOR MY SAKE, UH, BE INTENTIONAL AND BE RELATIONAL.
SO THAT'S, THOSE ARE TWO DIFFERENT THINGS, BUT STILL VERY IMPORTANT.
AND I LIKED THE BE INTENTIONAL.
IF YOU'RE, IF YOU'RE DILIP BEING DELIBERATE AND BEING INTENTIONAL, THEN THINGS DON'T HAPPEN BY ACCIDENT, DO THAT.
AND OR YOU AVOID THE ACCIDENT IN A LOT OF RESPECTS, BUT BE RELATIONAL.
SO WITH REGARD TO DIVERSITY AND SENSE OF PLACE RE INTERACTION, UH, CONNECTIVITY, ALL OF THESE WORDS ARE LIKE RELATIONAL, AREN'T THEY? UH, SO VERY GOOD MEET PEOPLE WHERE THEY ARE CITIZEN DRIVEN EVENTS, ENCOURAGE THOSE C UM, ECONOMIC DEVELOPMENT AND SAFETY ON THE OPPOSITE WALL, ENCOURAGE DIVERSE FOLKS TO PARTICIPATE IN COMMISSIONING AND BOARDS, PARTNER WITH SCHOOLS TO ENGAGE
[03:15:01]
THE COMMUNITY, INCLUSIVE EVENTS, ARTISTS, MUSIC, FOOD, ET CETERA.AT EVENT, ADD EVENTS, ENHANCE, MODIFY ART MUSIC SELECTION AT EVENTS, SURVEY RESIDENTS ABOUT DIVERSE NEEDS DESIRE.
OH, HERE, WE GOT TWO SURVEYS GOING ON.
NOW WE GOT ONE SURVEY WITH DIFFERENT QUESTIONS.
DON'T WE? SO, UH, SO WE'VE GOT A LOT HERE TO KIND OF, KIND OF WORK OUR WAY THROUGH.
SO I GUESS, I GUESS THE BEST, THE BEST THING TO THINK OF IS, IS, IS WHAT'S WHAT'S NEXT? WHAT DO WE DO NEXT WITH WHAT WE HAVE? WELL, THE STAFF, UH, WE'VE, WE'VE BRAGGED ABOUT HOW WONDERFUL AND RESPONSIBLE STAFF IS.
WE'RE FIXING TO GIVE THEM SOME WORK.
I NEED TO TAKE THIS AND DIGEST IT A LITTLE BIT.
SEE IF I CAN ORGANIZE IT A LITTLE BIT AND, UM, UH, CREATE A DRAFT IMPLEMENTATION PLAN THAT YOU GUYS CAN GET YOUR ARMS AROUND.
SO GIVE ME A LITTLE BIT OF TIME TO DO THAT, BUT BRICK AND I HAVE SET A TENTATIVE DATE FOR ME TO COME BACK, WHICH WAS THE 11TH, 11TH OF MARCH ON FRIDAY.
AND WE'D PROBABLY START IN THE MORNING.
SO, UM, SO THAT WILL GIVE US THAT THAT'S WHEN I'LL, UH, TALK A LITTLE BIT ABOUT, UH, STAFF'S EXPECTATIONS AND RELATIONSHIP.
THIS IS ONE OF THE STAFF, THIS IS STAFF ONLY.
AND WE TRIED TO EVEN DO FEBRUARY, MARCH, BUT YEAH, YEAH, YEAH.
SO I'LL JUST, I'LL TAKE THEIR DAY TO WORK ON THE DETAILS.
WE'LL TALK ABOUT ALL OF THESE KINDS OF THINGS TOGETHER.
AND ONCE I GET THE DRAFT IMPLEMENTATION PLAN, SORT OF FARED IT OUT, I'LL SEND IT TO, UH, DARA AND RICK, AND THEN THEY CAN, UH, SEND IT ON TO YOU.
THERE IS NO PRIDE IN AUTHORSHIP, SO WHATEVER EVER WE EVER, ANYTHING THAT NEEDS TO BE CHANGED, NEEDS TO BE CHANGED.
UH, FROM MY PERSPECTIVE, I I'M JUST THE FACILITATOR, I DON'T KNOW, ON THERE THAT RELATED TO OTHER ONES.
SO TIE IT BACK TO THIS ONE SPECIFICALLY.
BUT THERE ARE SOME COMMUNICATION THINGS WITHIN EACH OF THOSE THAT, YEAH.
WE WILL TRY TO FIGURE OUT HOW TO TILE.
UM, SO, UM, THE, THE LAST THING THAT I KIND OF WANTED TO TALK ABOUT WITH YOU WAS THREATS.
SO WHAT KEEPS US FROM DOING WHAT WE NEED TO BE DOING, AND FROM GETTING THESE THINGS ACCOMPLISHED, WHAT KEEPS US FROM GETTING THEM ACCOMPLISHED, UH, FEAR, LACK OF STAFF TIME, WHAT DOES HERE DESIRE, LACK OF DESIRE, PERSONAL CONFLICT, PERSONAL CONFLICTS, WHAT ELSE? LACK OF KNOW-HOW.
SO SOMETIMES YOU HAVE TO ADMIT, I DON'T KNOW HOW WELL WE NEED SOME HELP.
USUALLY THE FIRST THING PEOPLE PUT UP THERE AS MONEY, THAT'S A THREAT.
IT IS A THREAT, BUT YOU NEVER HAVE ENOUGH MONEY, NO MATTER WHERE YOU ARE.
EXCEPT I MADE THIS COMMENT TO THE EXCEPT ONE CITY THAT I KNOW OF IN SOUTH AND IN THE HOUSTON AREA, THEY'VE GOT PLENTY OF MONEY AND THEY GOT PLENTY OF RESOURCES, MONT BELLEVUE.
MY BELLEVUE IS IN THE EAST SIDE OF CHAMBERS CAN EAST SIDE OF CHAMBERS COUNTY SITS ON THE RICHEST PETROLEUM STORAGE DOME IN THE UNITED STATES AND ALL OF THAT'S INSIDE THE CITY LIMITS.
THEY GET PROPERTY TAX OFF OF THAT STORED, UH, PETROCHEMICAL STEP, BAM.
I SAID, THEY'RE WINNING, THEY'RE WINNING.
AND, AND THAT'S WHERE BARBARA'S HILL COMES FROM.
THAT WAS THE HILL THAT THEY DISCOVERED THE SALT DOME UNDERNEATH IT.
THEY COULDN'T NAME THE CITY BARBERS HILL BECAUSE SOMEBODY ELSE HAD IT.
[03:20:01]
SO THAT'S ON, YOU WANT ME TO ADD THAT TO THE PRIORITIES FOR ANYTHING ELSE IN TERMS OF THREATS, MOSTLY, JUST TO RECOGNIZE THAT THAT SOMETIMES WE CAN GET IN OUR OWN WAY, IF WE'RE NOT CAREFUL, WE GET, WE GET PARALYZED BY, UH, THE, THE, THE MAGNITUDE OF THE VOLUME.I MEAN, BECAUSE THE MAGNITUDE AND THE ENORMITY IS THERE, BUT IT CAN, A SMALL CITY CAN GET PARALYZED.
THEY MAY NEED SOME THINGS THAT, THAT THEY GOT TO DO AND, AND, AND, UM, PROPORTIONALLY MUCH LESS MONEY, BUT IT'S STILL A LOT OF MONEY FOR THEM.
SO YOU CAN GET PARALYZED, YOU GET PARALYZED BY JUST THE ENORMITY OF IT BY A POLITICAL STRIFE BY CONFLICT, BY JUST, WE JUST DON'T KNOW.
WE JUST CAN'T MAKE OUR MIND MINDSET.
I THINK THAT WOULD BE A GREAT THREAT IS OVERWHELMED.
YOU GO AROUND THE ROOM AND LOOK AT ALL OF THESE DIFFERENT THINGS AND HOW, WHERE DO WE START, YOU KNOW, PARALYSIS ANALYSIS.
ISN'T THAT THE WHOLE POINT OF THIS ENTIRE EXERCISE IS TO MAKE IT EASIER AND STREAMLINE IT.
SO I HATE TO SAY THAT WE'RE, I MEAN, YES, IT'S A WORK INVOLVED IN PUTTING ALL THIS TOGETHER, BUT ONCE IT'S DONE THERE'S DIRECTION AND RIGHT NOW, YOU KNOW, IT'S, WE'RE JUST TRYING TO KEEP UP WITH EVERYTHING.
AND SO BY GOING THROUGH THIS EXERCISE, WE'RE SORT OF GOING, YEAH, THIS IS DRY.
NOW THIS IS REALLY THE DIRECTION WE'RE GOING ON AND EVERYBODY GETS ON, ON BOARD.
AND SO, SO MUCH OF THIS IS, IS REDUNDANT.
I MEAN, WE'RE SAYING THE SECOND THING, SO IT'S REALLY NOT, IT LOOKS LIKE A LOT, BUT IT REALLY ISN'T.
ONCE YOU PUT IT ALL TOGETHER, IT'S THE SAME CATEGORY.
LIKE SOMETHING'S LISTENED TO THERE YOU'RE REALLY IT'S OVER HERE TWO OR MAYBE THREE DIFFERENT TIMES, AND THEN THERE'S THE WHAT TO DO OR HOW TO DO IT.
YOU KNOW, WHAT THIS TELLS ME IS THAT WE'RE REALLY ALL ON THE SAME PAGE OF WHAT NEEDS TO BE DONE.
WE MAY NOT AGREE ON HOW TO GET IT DONE, BUT THAT'S NOT REALLY UP TO US.
WELL, AND I THINK THAT LEADS INTO SOMETHING ELSE THAT I WAS FIRST THINKING ABOUT WITH THREATS IS I ALMOST SAID, LACK OF SUPPORT, BUT LIKE LOOKING AROUND AT EXACTLY WHAT YOU JUST SAID, CATHERINE, ABOUT HOW MANY TIMES WE'RE PUTTING DOWN THE SAME THINGS ON DIFFERENT LISTS.
SOME THINGS THAT I HAD IN MY HEAD THAT I DIDN'T THINK YOU ALL WOULD SUPPORT, I'M SEEING IN OTHER COLORS ON THESE LISTS.
SO I THINK THIS HAS BEEN WONDERFUL.
SO YEAH, YOU CAN'T ASSUME WHAT SOMEONE WILL OR WON'T SUPPORT CANYON.
YOU GOT TO PUT IT ON THE PAPER AND YOU GOT TO TALK ABOUT IT AND THEN YOU FIND THEN, AND THEN YOU MAY SHIFT OR SOMEBODY ELSE MIGHT SHOOT IT.
AND THEN YOU WORK YOUR WAY THROUGH THE PROCESS.
IT'S A PROCESS AND, AND IT'S NOT FAST.
SO THE SAY THAT THE COUNCIL CAN ACCOMPLISH ALL OF THESE IN THE NECK, OR THE STAFF CAN ACCOMPLISH ALL THIS IN THE NEXT THREE MONTHS.
JUST CAN'T, IT JUST CAN'T HAPPEN.
BUT TIMELINES, WHERE THEY PROPOSE, WHAT THAT, WHAT THAT TIMELINE MIGHT BE IS IT IS IMPORTANT TO DO, TO GIVE YOU AN EXPECTATION.
THAT'S THE LAST PART OF ALL OF THIS HAVE HAD THE, YOU HOLD THEM ACCOUNTABLE, THEY REPORT, THEY TELL YOU HOW, HOW SUCCESSFUL THEY ARE OR HAVE BEEN.
AND THEY TELL YOU, IT'S NOT AS WE'VE, WE'VE NOT MET THIS GUIDELINE BEING CAUGHT OR THIS DEADLINE, BECAUSE, AND SO YOU WORK YOUR WAY THROUGH THAT AS WELL.
AND WE'LL HAVE AN ACCOUNTABILITY SECTION, UH, EVENTUALLY ON THE WHOLE REPORT.
UH, ANYTHING ELSE? I THINK THAT, I THINK THAT CLOSES ME OUT.
AND LOOK AT THOSE RED CHECK MARKS, CHECK, CHECK, CHECK, CHECK, CHECK.
SO COME A LONG WAY IN TWO SESSIONS, HAVEN'T WENT AND, UH, WE'VE, WE'VE SORT OF, WE'VE IRONED IT.
WE'VE AT LEAST SAID WHAT OUR EXPECTATIONS ARE OF EACH OTHER, FROM A LEADERSHIP COMMUNICATION AND EXPECTATION.
AND YOU'VE DEFINED WHAT YOUR VISION IS.
IT MAY NEED A LITTLE, UM, A LITTLE MORE WORK.
IT'S PROBABLY A LITTLE ROUGH AROUND THE EDGES AND MAY LEAD TO DIFFERENT AND MORE QUESTIONS, BUT AT LEAST YOU'RE BEGINNING TO SHAPE WHAT THAT IS.
AND, UH, AND FROM THAT, THEN THESE PROGRAMS AND, AND PROCESSES WILL HAVE TO BE WAY SOME OF THESE MAY OR MAY NOT BE EXACTLY CONSISTENT WITH WHAT YOU'VE SAID IN TERMS OF YOUR VISION.
AND THAT'S GOING TO HAVE TO BE DISCUSSED SOME, WE NEED MORE INFORMATION.
WE NEED A MORE UNDERSTANDING ABOUT WHAT THAT MEANS.
I DON'T KNOW THAT THEY DO, THEY DON'T, I'M JUST SUGGESTING THAT THEY MIGHT.
AND, UH, AND SO THAT WILL KIND OF GET WORKED OUT FROM THE STAFF PERSPECTIVE AND THEY MAY, THEY MAY COME BACK AND SAY, WE NEED A WORK SESSION WITH YOU ON THE PLAN.
[03:25:01]
TO TALK ABOUT SOME SPECIFIC THINGS TO GET SOME DIRECTION WHERE WE NEED TO GO.IN FACT, THAT MAY BE STEP NUMBER ONE, ON SOME OF THESE IDEAS IS W WE NEED A WORK SECTION TO DETERMINE WHAT, WHERE YOU, WHAT DO YOU MEAN BY WHAT YOU SAY? AND SO, UM, SO THAT, THAT, THAT, THAT'S A REASON THAT IT'LL TAKE TIME TO GET THROUGH IT.
PLUS ONCE YOU GET IT ALL PLANNED, YOU'VE GOT TO GET THE FUNDING, BUT Y'ALL HAVE DONE A GREAT JOB.
AND THEN THE OTHER PIECE THAT I THINK WE WILL COME BACK WITH IS, AS YOU'VE PROBABLY SEEN WAS THE TRANSPORTATION MASTER PLAN, THE INFRASTRUCTURE, UH, I MEAN THE FACILITIES, PLANNING, OTHERS, WATER, STUDY MODELING, THINGS LIKE THAT.
THERE ARE CERTAIN THINGS THAT WE CAN TAKE TO A POINT.
AND THEN THERE'S A STEPPING OFF POINT WHERE WE MAY HAVE TO ENGAGE THIRD PARTIES.
FOR SOME OF THESE LARGER THINGS ARE REALLY THEY'RE REALLY ARE, YOU CAN'T ANTICIPATE THAT IN THE IMPLEMENTATION PLAN.
AND THEN TELL HIM, TELL HIM THAT YOU'RE GOING TO HAVE TO DO A THIRD PARTY.
AND IT SHOWS UP IN THE BUDGET, YOU KNOW, FOR WHAT YOU NEED TO DO.
SO, UH, I GUESS THE LAST THING I WOULD LIKE TO DO IS SAY, NUMBER ONE, THANK YOU FOR ALLOWING ME TO PARTICIPATE WITH YOU.
BUT ALSO I'D LIKE FOR YOU ALL TO TELL ME HOW YOU FEEL ABOUT WHAT WE'VE BEEN DOING, AND WE'LL BE WHAT YOU'RE GOING TO BE, THE LAST RISKS GOING TO BE NEXT TO LAST.
SO WE'LL PUT A TIMER ON RED AND THEN I LOVE IT.
I DON'T KNOW WHETHER EVERYBODY ELSE DOES IT, BUT I'M GOING TO TELL YOU, I DON'T KNOW WHERE THEY ARE, BUT WHEN I GET HOME, I GET THE SAME THING.
SO, UM, I, I WANNA, I WANT TO HEAR FROM YOU ALL, HOW YOU FEEL ABOUT WHAT YOU'VE DONE, THESE TWO SESSIONS, AND THEY'VE BEEN PRETTY INTENSE AND WE'VE DONE A LOT OF STUFF, BUT HOW DO YOU FEEL ABOUT IT, JASON? GOOD FOR STAFF, BECAUSE I KNOW THEY GET A LOT OF MIXED MESSAGES.
ALL I WAS THINKING ABOUT, AND AS THEY CAN, THEY CAN LOOK AROUND AND THEY CAN READ THROUGH THIS AND THEY CAN SEE WHAT, WHAT OUR OBJECTIVE IS.
AND SO ALL THE NONSENSE THAT WE DO THINKING GO, OKAY, THAT'S, THAT'S THEIR POLITICS, RIGHT.
AND THEN, BUT THEY'VE GOT A FOUNDATION AND A PLAN THAT THEY CAN GO OUT AND EXECUTE NOW.
WE'VE TAKEN MY TIME TO DO THIS OVER THE LAST TWO SESSIONS.
AND I THINK ONCE WE HAVE A COMPLETE DOCUMENT, IT WILL HELP GUIDE US BETTER AND GUIDE THE PUBLIC SO THAT THEY HAVE A CLEAR UNDERSTANDING, AT LEAST ABOUT THIS COUNCIL.
WHAT, WHAT OUR OBJECTIVES THAT'S CORRECT.
AND, AND WE'RE NOT DONE AND THIS WILL NEVER BE DONE.
I WOULD AGREE WITH, WITH BOTH OTHER COUNCIL MEMBERS.
AND, UM, I LIKE HAVING A PLAN.
I LIKE HAVING A PLAYBOOK AND I THINK IT DOES THAT FOR EVERYBODY.
UM, AND IN DOING THAT AND SPENDING THE TIME AND LOOKING AT HOW CLOSE AND HOW CLOSE WE ARE AND HOW WE WORK TOGETHER, I'M EXTREMELY HOPEFUL TOO.
SO I'LL END WITH THE HOPEFUL PART.
WELL, I KIND OF SAID IT, THAT WAS A GOOD OBSERVATION.
THE WHOLE EXERCISE HAS BEEN VERY HELPFUL.
UM, I THINK WHAT I LIKED MOST ABOUT EVERYTHING WAS WHAT WE DID TODAY AND THAT WAS THE OPPORTUNITY TO WORK WITH STAFF AND HEAR FROM THEM BECAUSE WE DO HAVE AN EXCELLENT STAFF AND THEY DO KNOW WHAT THEY'RE DOING.
AND FOR, FOR THAT MUTUAL RESPECT AND TRUST THAT WE CAN KIND OF GATHER TOGETHER, UM, AND SHARE THESE IDEAS.
AND, AND IT'S NOT, IT'S NOT JUDGED.
I MEAN, IT'S JUST, THAT'S, IT'S COMING FROM A PLACE OF WANTING TO DO BETTER.
WHAT DON'T, YOU HAVE TO MAKE IMPROVEMENTS AND WANTING TO SERVE, WHETHER IT'S PAID STAFF OR VOLUNTEER, YOU KNOW, ELECTED OFFICIALS, WE'RE ALL WORKING TOWARDS SOMETHING.
AND THE OPPORTUNITIES FOR THAT KIND OF CONNECTIVITY ARE PRETTY RARE, VERY RARE.
MOST OF THE TIME Y'ALL WERE UP THERE AND STAFF DOWN HERE, YOU'RE TRYING TO FIGURE OUT HOW TO BONE INSTEAD OF VISION, INSTEAD OF DRAWING.
SO THANK YOU FOR COORDINATING.
I DO AGREE WORKING WITH STAFF HAS BEEN GOOD AND I WANT TO HEAR MORE FROM THEM AND THEY DON'T GET TO INTERACT WITH US THAT MUCH.
SO, CAUSE YOU'RE, YOU'RE RIGHT.
WE'RE THERE, WE SEE THEM TWICE A MONTH.
SO I THINK THIS WAS A GOOD SESSION AND I THINK IT'S GOOD THAT WE'RE GOING TO HAVE OUR MARCHING ORDERS OR WE'RE MARCHING TOWARDS THIS GOAL.
UM, I'M NOT SURE THERE'S A WHOLE LOT MORE I CAN ADD, BUT I FEEL LIKE IT'S, UM, ONE OF THE PLACE WHERE WE'RE ACTUALLY STARTING DIRECTION, CAUSE EVERYBODY'S BEEN MOVING AND EVERYBODY'S BEEN WORKING LIKE CRAZY, BUT IT'S GOOD TO ACTUALLY GET TO THE PLAN SO THAT WE KNOW THAT WE ARE PADDLING IN THE SAME DIRECTION.
UM, YOU KNOW, AND AS WE GO THROUGH THE NEXT TWO MONTHS FOR THE COUNCIL SPECIFICALLY, AND WE HAVE, UM, EITHER CONTINUING TO COUNCIL
[03:30:01]
MEMBERS OR NEW ONES THAT JOIN, UM, THAT WE ARE, THAT THEY KNEW THE VISION TOO.AND SO THAT WE CAN ALL AS WE WORK THROUGH ISSUES AND WE WORK, BUT WE'RE ALL STILL PADDLING IN SOONER.
SO WHAT'D YOU, WHAT YOU'VE SAID IS, IS IMPORTANT IN THE SENSE, IN RESPECT TO THE NEW COUNCIL MEMBERS OF IT'S A CONTINUITY THAT NEEDS TO HAPPEN, RIGHT? AND WE CAN'T SWITCH YOURS AND NOW YOU'VE GOT SOMETHING YOU CAN SHOW THEM.
HERE'S WHAT OUR EXPECTATION IS FOR EACH OTHER, FROM A LEADERSHIP GOVERNANCE PERSPECTIVE.
AND THIS IS WHAT WE EXPECT OF YOU.
AND OTHERWISE, IF THERE'S A, IF THERE'S A VACANCY THERE, IF THERE'S A GAP THERE SOMEBODY IS GOING TO CREATE IS GOING TO FILL THAT GAP AND THEN THEY FILL IT IN A WAY THAT THAT'S DIFFERENT FROM WHAT YOU ALL EXPECT.
SO IT'S IMPORTANT TO BE ONE OF THE SESSIONS THAT I'M GOING TO HAVE VERY, VERY SOON WITH ANOTHER COUNCIL IS, UH, IS I'M GOING TO, I'M GOING TO MAKE THE GOVERNANCE PRESENTATION TO THE CANDIDATES, UH, WHILE THEY'RE HAVING THEIR PLATE WHILE THE COUNCIL IS HAVING A PLANNING SESSION AND THE CANDIDATES HAVE BEEN INVITED, WE'RE GONNA, WE'RE GONNA ROLL THEM INTO A DIFFERENT SPOT AND GIVE HIM THE GOVERNANCE DISCUSSION.
I THOUGHT THAT, YOU KNOW, ONCE WE GOT PASSED OVER, THIS WOULD BE GREAT TOO, OUR CLOSER PAST IT, BUT WE NEEDED TO DO THIS.
AND I THINK GETTING, GETTING IT ALL OUT THERE ON PAPER AND FINDING THE THINGS THAT EVERYONE CAN AGREE ON AND THEN MARCHING ORDERS AND ALL SAME PAGE, THAT THAT IS THERE'S TOO MUCH GOING ON AND THERE'S TOO MANY COMPETING PRIORITIES.
AND SO IT'S A MATTER OF SETTING THOSE.
I, I DID, WE DID NOT GO BACK AND PRIORITIZE THOSE STRATEGIC FOCUS IN ROOMS. I WOULD REALLY RATHER NOT I'LL, I'LL REARRANGE THEM, UH, BUT RATHER NOT, UH, UH, PRIORITIZE THOSE, THOSE, THOSE HAVE IMPORTANT.
NOW WHAT YOU MAY DO IS PRIORITIZE UNDERNEATH THAT THOSE, THESE GOALS PRIORITIZE.
THOSE WOULD PROBABLY BE GOOD AND THE STAFF CAN PROBABLY GIVE YOU SOME ADVICE OR NOT ADVICE RECOMMENDATION ON WHAT YOU THINK THEY MIGHT BE.
SO I'M THE MAYOR, RIGHT? IN THEORY, I AM THE LEADER OF EVERYBODY IN THIS ROOM.
AND, UM, HOW DO YOU FACILITATE, UM, WHERE WE'RE GOING WHEN YOU HAVE SO MANY RESTRICTIONS ON HOW MUCH YOU CAN TALK? SO BECAUSE OF THE LEGAL RESTRICTIONS WITH OPEN MEETINGS AND, UM, THE RESTRICTIONS WITH BEING ABLE TO TALK OPENLY TO ANY STAFF MEMBER, THERE ARE ALL THESE BARRIERS.
AND SO I FEEL LIKE THIS HAS BEEN GREAT TO BE ABLE TO KNOW WHAT'S IN EVERYBODY'S HEARTS AND MINDS, WHERE THEY'RE COMING FROM, WHAT DOES STAFF THINK OF THE IDEAS WE'RE SPOUTING OUT WHEN WE'RE AT THESE BOARDS AND WHAT DO MY FELLOW COUNCIL MEMBERS THINK? WHAT ARE WHAT'S IMPORTANT TO THEM? AND I THINK THAT THIS GIVES US A GREAT DIRECTION WHERE WE CAN WORK COLLABORATIVELY TOGETHER, ALL ON THE SAME PAGE.
LIKE IT WAS STATED, UM, WITHOUT HAVING TO GUESS, YOU KNOW, WHAT DOES ASTHMA THINK ABOUT ECONOMIC DEVELOPMENT, YOU KNOW, AND, AND THAT SORT OF THING.
SO I THINK THIS'LL BE GREAT FOR ALL OF US.
SO, UH, ANY OTHER COMMENTS FOR THE GOOD OF THE ORDER SOMEWHERE, MAYBE ANNIVERSARY IN A WEEK.
OH, YOU ALREADY GOT THE GIFT, RIGHT? UH, I HAVE THE GIFT.
UH, HE'S NOT, HE'S NOT GOING TO DO ANY CONSULTATION FOR AT LEAST THREE DAYS.
WE'RE GOING OFF ON A LITTLE TRIP, SHORT ONE ON THIS ONE.
SO MS. MAYOR, YOU HAVE ONE MORE DUTY EXCEPT THE DATE THAT WE'RE GOING TO MEET NEXT TIME WHILE WE'RE ALL HERE.
LIKE WE DID ROOKIES MEETING WITH STAFF.
I GOT TO MEET WITH STAFF FIRST.
LET ME, LET ME, LET ME MEET WITH STAFF FIRST, BECAUSE I DON'T KNOW HOW LONG IT'S GOING TO TAKE US TO GET DONE.
IT'S GOING TO TAKE MORE THAN ONE DAY.
UM, I MEAN, NOT MORE THAN ONE DAY FOR US TO BE TOGETHER, BUT THEN THEY'VE GOT TO DO SOME WORK AS WELL.
SO LET US LET US WORK TOWARD THAT, BUT WE WON'T LET MUCH TIME GET FIRED.
WE APPRECIATE YOUR TIME AND HAVE A GREAT WEEKEND.