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From YouTube: Town of Bluffton Strategic Planning Workshop
Description
I. Call to Order
II. Welcome and Introductions
III. Fiscal Year 2022-2023 Strategic Plan Action Agenda Progress Report
IV. Town Council Discussion Regarding Strategic Priorities
V. Working Lunch | Beaufort County Economic Development Corporation Update – John O’Toole
VI. Discussion of Proposed Initiatives and Capital Projects Prioritization
VII. Don Ryan Center for Innovation Update
VIII. Summary of Emerging Strategic Planning Workshop Action Items
IX. Town Council Discussion
X. Adjournment
A
B
A
A
There,
let's
turn
to
the
page,
I'm
glad
y'all
all
came.
This
is
a
full
day,
so
we
have
beverages
if
you
need
to
leave
and
come
back,
hopefully
we'll
have
some
kind
of
a
timing
on
the
screen
soon
about
what
we'll
talk
about
when
this
is
our
2022
strategic
plan
workshop,
I
want
to
welcome
everybody
I'll,
be
quick,
because
I
want
to
keep
us
on
time.
I
think
some
of
us
can
remember
back
in
the
day
where
we
were
at
at
one
table
facing
our
residence.
A
We'd
probably
have
75
people
in
and
out
throughout
the
day
we
would
have
a
those
large
sticky
sheets,
yellow
lined
papers
and
our
town
manager.
At
the
time,
josh
martin
ran
around
like
a
crazy
man
with
a
sharpie
and
at
the
end
of
the
day
we
had
about
400
things
we
were
going
to
do
in
one
year.
Stephen,
so
20
is
not
so
bad
to
speed
forward
to
today,
being
very
professional
about
it,
keeping
us
on
track
and
really
listening
to
our
each
other
and
our
residents
to
see
what
is
important.
A
F
A
And
in
the
back,
I'm
going
to
count
on
you,
joe,
if
you
cannot
hear
anything
I'll,
look
toward
you,
you
raise
your
hand
good.
We
have
former
mayor
mccracken
who's,
very
instrumental
in
everything
we're
doing
today
and
a
lot
of
the
reason
for
it.
So
thank
you
for
here
we
have
mayor
williams
and
then
we
have
selected
people
in
and
out
that
represent
various
groups
and
there's
so
few
few
of
you.
Let's.
K
A
A
D
Sure,
stephen
I'll
just
say
a
couple
things
one
I'm
looking
forward
to
doing
this.
We
had
a
good
time
a
good
work
session
yesterday,
going
through
this,
with
this
being
my
first
time,
going
through
strategic
planning
with
council
with
having
two
new
assistant
town
managers
in
this
role,
and
we
had
quite
a
bunch
of
new
faces
around
the
table
this
year
than
what
we
had
last
year
with
some
of
the
changes.
D
So
it
was
good
to
get
everybody
on
the
same
page,
looking
forward
to
hearing
council's
input
and
moving
forward
with
strategic
planning
for
the
next
two
years
and
felt
everything
went
good
just
want
to
point
out.
You
do
have
a
little
presentation
under
tab,
two,
which
is
just
an
update
on
kind
of
where
we
are
over
the
last
few
years,
just
kind
of
talks
about
the
build
outs
where
we
are
residential
and
commercial
and
total
build
out.
D
D
D
We
did
see
our
median
capital
per
capita
income
go
up
and
our
medium
household
incomes
go
up
both
by
about
over
30
percent
since
2015
to
go
along
with
that.
Our
median
rent
went
up
by
about
30
percent
as
well,
and
our
median
home
value
actually
outpaced
that
went
up
by
about
37
since
2015..
I
think
those
are
trends
we're
all
aware
of,
but
sometimes
it's
good
just
to
see
the
numbers.
D
D
I
did
add
one
thing
in
for
the
very
last
slide
this
year
about
the
average
value
of
what
the
permit
was.
So
just
so,
you
can
see
how
it's
increased
for
a
residential
permit.
Our
average
permit
value.
Now
it's
about
526
000
dollars
per
residential
permit.
So
that's
what
the
permit
value
of
construction
is.
So
you
can
take
that
for
what
the
average
cost
of
home
that
that's
going
for
and
that's
increased
from
303
000
in
2015..
D
I
also
did
the
average
value
of
a
commercial
square
foot
that
we're
permitting
it's
gone
up.
It's
a
little
over
200
dollars
per
square
foot.
Now
for
the
commercial
square,
foot
that
we're
valuing
and
again
that's
for
construction
costs,
that's
not
for
what
the
total
cost
would
be
for
that
for
rent
or
for
sale,
but
that's
increased
from
about
about
120
dollars
per
square
foot
in
2018,
it's
gone
up
about
80
per
square
foot,
so
just
a
couple
statistics
to
show
that
we
are
still
growing
pretty
rapidly.
D
One
of
the
top
concerns
from
our
citizens
was
affordable,
housing
and
availability
and
the
traffic
and
congestion
that
it's
leading
to
so
just
wanted
to
kind
of
go
through
some
of
that
over
the
past
year.
Just
to
kind
of
preface
us
as
we
go
into
there
and
that's
really
all
I
had
to
say
and
then
that's
all
yeah,
just
kind
of
give
us
a
little
bit
of
background
as
we
turn
it
over
to
bill
and
mike.
Unless
mayor
you
have
anything
else,
you
want
to
add.
T
S
My
name
is
bill.
Stiff
I'll,
give
you
my
little
bio
here
in
just
a
minute.
This
is
my
partner
in
crime
mike
lecher.
We
are
back
again,
which
is
a
pleasure
for
us.
We
every
year
that
when
the
opportunity
comes
to
bid
on
this
this
project
mike
and
I
get
very
excited
because
we
have
really
enjoyed
coming
back
year
after
year-
and
we
were
talking
about
how
you
know
mayor.
S
You
took
us
from
the
small
table,
75
people
to
large
table
fewer
folks,
but
even
in
the
short
time
that
we've
been
with
you,
the
change
that
the
town
has
gone
undergone
has
been
really
tremendous
going
forward.
So
a
little
bit
about
us,
and
I
apologize
for
the
folks
that
are
sitting
over
here,
I'm
going
to
do
my
best
not
to
stand
in
front
of
this
tv,
but
we
we
are
now
here
as
the
bridge
group.
S
So
we're
still
able
to
talk
about
our
our
work.
You
know
in
in
general
as
we
go
forward.
I
am
the
elected
of
the
two
of
us,
but
also
have-
and
I
mentioned
this
yesterday
as
I
was
updating.
This
slide
realized
that
I
am
over
35
years
in
local
government
and
mike
is
almost
40
years
in
local
government
and
we
try
not
to
talk
about
our
age
difference,
but
we're
we've
been
around
strategic
planning
and
local
government
work
for
quite
some
time.
S
S
Why
is
our
strategic
planning
process
different?
It's
because
we
focus
less
on
the
dream
and
more
on
the
action
we
can
all
say.
If
money
were
no
object,
we
would
do
x,
but
money
is
always
an
object.
So
why
pretend
that
we're
not
going
that
we're
going
to
be
able
to
do
everything
when
we're
confined
by
a
certain
set
of
reality
and
that
that's
kind
of
the
difference
in
what
we've
brought?
We've
also
brought
the
idea
of
strategic
focus
into
play,
as
opposed
to
let's
go
after
everything
under
under
the
sun.
S
So
when
we
start
talking
about
our
strategic
plan
and
what
we've
encouraged
the
staff
to
do
is
really
start
to
take
a
look
at
this.
This
circle,
the
strategic
plan
itself.
What
other
plans
do
we
have
in
place?
These
things
do
not
operate
independently
of
one
another.
They
need
to
operate
together.
Those
things
then
inform
the
budget,
which
then
inform
the
staff
work
plans,
which
then
should
impact
the
mayor
and
council's
agenda,
which
then
should
be
updated
annually.
S
You
only
have
a
certain
amount
of
staff
time.
You
only
have
a
certain
amount
of
money.
We
have
to
balance
those
things.
We
can't
spend
every
dollar
on
on
only
certain
types
of
projects.
We
can't
spend
every
moment
of
our
time
on
only
certain
types
of
projects,
it's
very
much
a
balancing
act
and
we
hope
that
that
this
planning
process
really
illustrates
and
brings
that
forward
for
the
staff,
which
then
illustrates
to
the
town
council
by
some
action
that
that
you're
seeing
moving
forward
and
again
it
there's
this.
S
We
have
these
two
arrows
pointing
in
in
the
direction
of
one
another,
because
neither
one
of
them
ever
wins
and
that's
the
the
political
action
or
the
the
needs
of
the
community
versus
the
administrative
needs
that
are
that
occur
just
day
in
and
day
out,
the
business
of
running
us,
a
town.
It's
it's
a
challenge.
S
You
know
the
rules
of
government.
I
like
to
tell
people
at
home
that
you
know
when
I
ran
you
could
the
old
adage
of
you
can't
fight
city
hall
and
that's
very
true,
and
then
I
got
elected,
and
I
realized
that,
even
though
I'm
elected
and
now
I
am
city
hall,
I
still
can't
fight
it.
There's
just
some
processes
and
things
that
get
in
the
way
of
us
trying
to
be
as
what
we
think
as
nimble
as
possible.
S
There's
just
government
has
rules
that
we
need,
you
need
to
work
between,
it
doesn't
mean
there
should
be
obstacles.
We
should
try
to
bend
them
and
flex
them
as
best
we
can.
But
there's
always
this
this
tension,
if
you
will,
between
the
the
administrative
needs,
the
the
get
done
day-to-day
and
really
the
the
political
or
what
is
the
community
calling
for,
and
it
doesn't
happen
quickly-
and
I
think
that's
frustrating
for
us
as
elected
folks.
So
we
try
to
we
try
to
bridge
that
a
little
bit
with
this
with
this
process.
S
S
S
S
We
now
as-
and
I
say
we
as
the
town
of
bluffton-
are
really
functioning
at
a
level
four
or
level
five.
Some
of
the
projects
that
we
pulled
off
the
list
yesterday
were
strategic
a
couple
of
years
ago
are
now
just
plain
operational
today
and
that's
a
sign
that
the
organization
is
really
moving
forward,
which
then
allows
the
town
council
to
worry
less
about
those
things
and
more
about
the
stuff.
S
S
She
said,
oh
god,
that's
great.
They
really
need
it
and
I
went
oh.
What
do
you
mean?
They
really
need
it,
and
she
said
it
is
such
a
great
place
to
live,
and
I
hope
that
we
keep
it
that
way
and
we
move
forward.
She
was
very
positive
about
it
and
her
her
excitement
and
her
really
needed
piece
was
I
she
said.
S
I
was
hoping-
and
I
was
glad
that
she
didn't
have
anything
negative
to
say,
because
I
didn't
want
to
have
to
come
and
report
that,
but
it
was
a
very
interesting
conversation
with
somebody
who
had
no
idea
what
I
was
coming
to
do
to
hear
her
talk
very
positively
about
being
a
town
resident.
I
thought
that
was
really
great
so,
and
I
think
that's
a
tribute
to
what
to
the
the
town
council's
commitment
to
doing
this
year
in
and
year
out,
bringing
us
in
every
couple
of
years.
S
The
staff's
commitment
really
has
moved
the
organization
forward
in
a
very,
very
positive
way,
and
we
kind
of
end
with
the
idea
that
remember
strategic
planning
is
not
about
operational
stuff.
It's
not
about
how
many
police
officers
are
on
the
street
and
what
they're
doing
every
single
day
it's.
What
are
they
doing
about
the
future?
It's!
What
are
we
doing
about
all
of
these
various
projects,
understanding
that
some
of
these
things
take
time
and
that's
just
the
pain
and
suffering
if
you
will
of
of
local
government,
but
that's
really
what
we're!
S
So
I
talked
a
little
bit
before
about
strategic
focus
and
it's
really
that
concept
of-
let's
not
be
distracted
by
this
new
thing
today
and
that
new
thing
tomorrow,
let's
think
more
long-term.
Let's,
let's
move
a
little
bit
forward,
so
we
talk
about
preventing
distractions,
the
organizational
priorities.
S
If
you
are
pushing
and
pulling
and
dragging
in
different
array
in
different
directions.
How
can
this
count
or
how
can
this
staff
possibly
know
which
direction
to
go?
I
start
I've
started
using
the
analogy
of
town
manager
is
the
is
the
bus
driver
and
then
all
the
folks
that
work
for
our
work,
for
him
are
that
collective
and,
if
you're,
all
passengers
on
that
bus-
and
one
of
you
is
yelling
turn
right.
One
of
you
is
yelling
turn
left
and
the
other
one
says
go
faster
and
the
other
one
says
go
slower.
S
A
S
But
once
you
given
that
direction,
then
you
got
to
stop
giving
direction
and
let
them
do
it
and
that
that's
that
those
two
arrows
that
come
back
together
against
one
another.
So
that's
really
how
strategic
focus
should
really
kind
of
bring
things
into
play.
These
are
your
current
strategic
focus
areas.
S
S
You've
got
your
fiscal
sustainability,
the
infrastructure,
affordable
housing,
the
may
river,
the
town
organization,
organizational
growth
and
quality
of
life.
You
could
just
say:
quality
of
life
is
the
only
thing
we're
going
to
focus
on,
but
then
there's
a
million
other
things
that
get
it
get
in
its
way.
S
So,
through
the
course
of
the
survey
that
you
took
and
mike
is
going
to
go
through,
those
survey
results
with
you.
In
a
minute
staff
took
the
identical
survey,
got
the
feedback
and
and
moving
through.
We
identified
a
couple
of
changes
that
yesterday
the
staff
wants
to
recommend
to
you
to
consider
making
on
on
this.
This
is
the
quality
of
life.
S
S
So
I
can
read
this
and
I
have
to
walk
farther
away,
because
I'm
too
close
town
of
bluffton
will
update,
support
and
provide
policies,
programs,
gathering
places
and
events
that
sustain
our
vibrant,
unique
and
authentic
community.
Our
community
can
come
together
to
celebrate
and
preserve
its
culture
and
history,
while
enhancing
the
quality
of
life.
S
Sustainable
relationships
with
the
community
are
cultivated
through
citizen
engagement,
outstanding
customer
service,
clear
and
accessible
communication.
That
is
the
focus
area.
Those
focus
areas
are
the
things
that
we
will
never
lose
sight
of.
That
is
that's
where
we're
at
the
new
guiding
principle
in
guiding
principle,
one
came
out
of
the
survey
which
is
and
a
guiding
principle
for
those
that
I've
got
my
back
to
are
those
things
that
we
will
always
do.
S
We
will
always
do
this
preserve
and
enhance
the
historic
and
cultural
identity
and
resources
that
reflect
the
values
and
traditions
of
our
community.
We
support
and
promote
cultural
activities
that
reflect
our
historic
legacy.
The
historical
preservation
was
very
important
that
came
out
of
the
surveys.
We
heard
that
loud
and
clear.
We
talked
with
the
staff
yesterday
kevin.
Do
you
have
that
definition
of
what
resources
is
okay,
so
we
we
were
talking
about.
What
does
you
know?
S
S
So
I
had
the
pressure
yesterday,
so
if
you,
if
you
all
remix
I'll,
kill
some
time
kevin,
my
wife
used
to
join
us
on
these
trips.
There
was
a
table
of
three
when
we
first
did
that
larry
said:
oh,
your!
Your
wife
works
for
you.
This
ought
to
be
fun
to
watch
and
I
think
that's
almost
a
direct
quote
so.
T
S
S
I
probably
should
have,
and
I
you
know
I
was
somewhat
caught
off
guard,
but
she
was
fairly
young.
She
works
at
insurance
with
her
mother.
I
didn't
ask
her
her
business
was
here
in
town
or
not,
but
she
lives
here
and
just
they
were
coming
back
from
a
conference.
So
I
was,
I
was
surprised
how
chatty
she
was
considering
her
physical
condition.
If
that
makes
any
sense.
S
S
We
are
bombarded
with
sometimes
so
much
negativity
about
just
things
in
general
that
we
forget
that
there
are
residents
who
truly
appreciate
things
that
we've,
that
we've
done,
and
sometimes
we
are
our
own
best
kept
secret
and-
and
we
don't
get
it,
we
don't
get
that
positive
feedback
until
we
get
our
survey
until
we
do
our
customer
surveys
and
we
find
out
how
our
residents
are
feeling
about
that,
because
all
we're
going
to
hear
about
no
one's
going
to
come
up
to
you
and
say:
hey,
that's
a
great
great
job.
You
guys
have
done.
S
S
J
So
there
were,
there
were
two
definitions
that
were
recently
adopted.
The
first
one
was
the
contributing
resource,
but
the
second
one
was
the
historic
resource.
So
the
historic
resource
is
any
building
structure,
site,
object,
feature
or
open
space.
That
is
a
contributing
resource,
or
is
that
or
that
is
listed
or
eligible
for
listing
on
the
national
register
of
historic
places
because
of
its
significance
to
the
architecture,
archaeology,
engineering
or
culture
to
the
united
states,
south
carolina
beaufort
county
or
the
town
of
bluffton.
S
S
I
know,
but
I'm
not
from
here,
so
I
have
a
hard
time
saying
that
yeah
now
I
had
friends
from
oklahoma
and
that
was
all
y'all
all
y'all.
So
if
that
that
seems
like
we've
gotten
close,
pretty
close
to
the
target,
you
can
wordsmith
it.
If,
if
later
on
down
the
line
you
go,
you
know
we
missed
that.
One
thing
you
can.
We
can
update
that
with
the
staff,
so
that
was
the
guiding
principle
that
came
out
of
that
then
the
second
one
is
in
guiding
principle:
five.
S
We
thought
that
was
important
to
update
that
principle
and
we
actually
combined
a
couple
of
them
to
get
this
to
really
talk
about
those
community
events
and
the
things
that
we
want
to
do
that
aren't
necessarily
related
to
historic
and
cultural.
But
the
growing
need
for
those
I'm
going
to
call
them
cool
community
events
and
fourth
of
july
parade.
For
example.
S
I
guess
is
coming
up
as
a
as
a
new
event
in
the
in
the
it
town,
the
fourth
of
july
right
christmas
is
the
big
one,
fourth
of
july
yeah,
so
chief-
and
I
were
talking
about
that
yesterday-
so
just
kind
of
updating
that
just
a
little
bit
under
the
community
quality
of
life,
very
small
change.
But
it
was
impactful
for
the
staff
to
make
the
recommendation
to
you.
S
We
started
the
conversation
about
adding
an
entire
component
of
resiliency
and
then
we
said
well,
that's
really
about
the
may
river
and
we
almost
were
going
to
completely
change
this
whole
component
and
then
got
our
senses
came
back
to
us
and
we
said
no,
you
know
what
we
just
need
to
just
add
a
new
guiding
principle,
because
the
the
focus
area
of
the
may
river
and
the
surrounding
watersheds
are
remain
extremely
important.
So
we
don't
want
to
make
the
change
there.
S
So
we
left
that
in
place
and
added
the
new
guiding
principle,
which
was
supporting
active
planning
and
management
for
resilience
of
natural
resources
and
our
response
to
weather
events,
future
disasters
and
changing
environmental
conditions.
This
is
a
product
of
the
state's
change
on
the
resiliency.
Is
that
an
act?
T
I
S
So,
in
response
to
that,
and
all
of
the
other
ongoing
challenges
that
changing
weather
conditions
are,
or
environmental
conditions
are
having
on
the
may
river
and
the
watersheds
staff
felt
it
was
important
to
add
the
resiliency
piece
here,
not
that
it's
only
fo
so
here
was.
The
here
was
the
discussion
that
we
had
and
I'm
going
to
point
back
at
the
chief
again.
What
about
emergency
management
just
because
it's
under
may
river
doesn't
mean
that
it
doesn't
include
the
emergency
management
piece
as
you
recover
from
the
hurricanes,
etc.
S
S
U
S
Me
so
I
know
I
know
so
those
of
you
who
are
watching
from
home
so
anyway
that
that's
that
was
kind
of
what
we
came
out
of
part
of
what
came
out
of
the
workshop
yesterday.
Where
were
these
changes
and
then
just
real,
quick,
the
sustrain,
the
sustainable
strategic
plan?
Again
we've
and
we've
kind
of
addressed
these
already.
We
talk
about
resources,
which
is
that
balance
of
staff
and
money,
the
identifying
projects
which
you
rely
on
staff
to
do
who
then
bring
you
they?
S
S
Stephen
will
walk
you
through
that
later
in
the
budgeting
process.
Would
you
start
really
talking
about
capital,
improvement
projects
and
and
things
moving
forward
and
then?
Finally,
all
of
that
then
creates
the
work
plan
for
these
fine
folks
to
go
and
execute
it
as
the
year
goes
on,
it's
kind
of
putting
this
this
all
into
a
nutshell,
and
with
that
that
ends
my
portion,
I
spoke
a
lot
yesterday.
I
get
to
speak
little
today
any
questions
about
where
we've
been.
How
does
the
plan
work.
T
N
The
we've
had
some
discussions.
You
know
I
was
looking
at
the
the
point
about
the
may
river
and
the
rivers
and
the
water
quality,
and
you
know
responding
to
natural
disasters
and
such
forth.
There's
been
some
discussion
about
embracing
or
maybe
growing
our
ecological
footprint.
In
other
words,
you
know
we
don't
have
a
green
plan,
a
green
strategy
per
se.
S
S
It's
also
in
it's
also
in
in
here.
We
identified
that
it's
already
in
the
plan
and
we
didn't,
but
we
didn't
call
it
out
by
giving
it
any
any
specific
title,
because
the
title
has
changed
over
the
years,
but
the
understanding
is,
if
you
look
at
our
community
can
come.
This
is
the
middle
of
the
paragraph.
Our
community
can
come
together
to
celebrate
and
preserve
its
culture
and
history,
while
enhancing
the
quality
of
life.
Sustainable
relationships
with
the
community.
S
D
So
that's
supposed
to
be
that's
got
in
principle,
four,
not
five
guiding
principle.
Five
says:
foster
place-based
initiatives
and
town
codes
that
support
a
clean,
well-maintained,
sustainable
community
while
promoting
our
natural
resources,
including
the
may
river.
I
think
that's
where
we
identified
that
the
sustainable
community
in
supporting
the
clean
and
well-maintained
sustainable
communities
where
that
fell
under.
So
I
think
we
just
got
our
numbers
mixed
up
on
that
guiding
principle.
I
Regarding
councilman
wood,
regarding
that
there
is
coordination
with
the
county
and
it
is
incorporated
in
fostering
place-based
initiatives
and
community
policies
and
programs,
so
especially
as
we're
keeping
in
mind
community
policy
and
program
for
green
space
and
coordination
with
the
county,
it
really
is
incorporated
in
guiding
principle
five.
So
while
it's
not
called
out
as
a
specific
project
or
a
guiding
principle,
it's
included
in
that.
A
I
The
may
river
watershed
action
plan
advisory
committee
had
a
series
of
recommendations
for
council's
consideration
and,
while
those
are
all
lumped
together
as
a
new
initiative
under
the
action
agenda
that
you'll
see
later
specifically,
because
I
was
there
last
thursday
as
they
made
that
recommendation
coordinating
with
the
county
on
the
green
print
was
one
of
those
so
that
that
is
getting
down
to
sort
of
the
brass
tacks
and
the
nuts
and
bolts
of
it
all
you'll
see
that
at
a
higher
level
within
the
action
agenda
in
a
little
bit.
Do
you.
N
But
I
I
think
I
know
where
councilman
was
yeah,
I'm
just
trying
to
be
sure
to
the
mayor's
point.
I
mean
again
this
discussion
about
expanding.
You
know
some
cities
have
g3
programs
and
it
can
be.
You
know
the
automobile
industry.
Shifting
it
can
be
buildings,
it
can
be
all
kinds
of
different
avenues.
N
You
know
there's
a
lot
of
different
things
that
play
into
it:
sustainability.
You
know
whatever
it
may
be,
it's
a
broad
spectrum,
and
so
we've
never
really
sat
down
as
a
council
and
said
the
staff.
You
know
these
are
things
that
we
should
be
working
toward.
So
I
understand
the
guiding
principle
is
a
broad
spectrum
but
somewhere
along
the
way.
Again,
I
think
the
mayor
hit
it
on
the
head.
Let's,
we
need
at
some
point
to
start
identifying
where.
S
We're
going
bring
a
little
specificity
to
it,
I
think,
is
where
you're,
where
you're
headed
and
if,
if
you
recall
when
we
added
the
affordable
housing
a
couple
of
years
ago,
it
took
us
a
couple
of
break
in
between
breaks
to
finally
get
the
wording
done
and
by
the
end
of
the
day
we
had
it.
So
I
would
ask
for
that
same
grace
to
be
able
to
do
that,
while
mike
is
giving
you
the
survey,
results,
etc,
will
work
on
bringing
that
specificity,
so
the
entire
group
then
can
get
to
it.
S
S
A
S
S
That
is
not
the
intent,
because
if
we
missed
the
time
which
I've
already
done
you'll
be
throwing
daggers
at
me,
but
we
have
the
plan
to
be
done
early
today.
That's
all
I'm
going
to
say
about
timing
is
we'll
move
we'll
move
forward
on
that
and
with
that,
I'm
going
to
turn
this
back
over
to
mike.
So
I
can
work
on
those
other
things
to
come
back,
but
you
gotta
give
us
a
second
to
do
the
mic
swap
okay,.
A
K
T
V
Yeah,
thank
you
yeah,
so
sure
what
I'm
going
to
do
is
is
review
your
your
survey,
results
and
I'll
pause
at
each
section
mayor
to
ask.
Is
there
any
questions
from
the
council
at
the
end
of
the
review
of
the
survey
results
for
the
council?
I
will
then
turn
it
over
to
heather.
To
give
you
a
review
of
here
are
some
some
new
projects
that
have
been
the
staff
would
like
to
consider
adding
the
strategic
plan.
V
Now
one
of
the
things
I
want
to
kind
of
set
the
stage
for
you
or
set
the
table
is,
and
this
was
kind
of
surprising
to
us.
Yesterday
there
were
over
96
strategic
initiatives
that
that
your
staff,
your
staff,
has
been
been
working
on,
that's
probably
going
to
be
adjusted
to
when
when
we
get
when
it's
the
the
new
plan
is
approved,
it'll
be
probably
somewhere
between
70..
So
when
you
see
the
list
later
this
morning,
that's
kind
of
adding
to
the
the
70
you
already
you're
already
doing,
and
it's
just
like
what
bill
said.
V
It's
kind
of
interesting
you
guys
are
on,
like
I
consider
4.0
strategic
planning.
You
know
a
lot
of
organizations
are
just
they
don't
even
have
a
plan
or
when
bill,
and
I
come
in
they're
starting
a
plan.
But
one
of
the
things
I
say
to
my
graduate
students
at
the
university
of
arizona
as
future
city
managers
or
county
managers
is
how
can
you
manage
an
organization
with
all
of
everything's
going
on?
V
Everything
is
coming
at
you
not
only
from
the
council
from
the
standpoint
of
the
community
and
residents,
but
from
staff
from
operating
day-to-day
without
a
strategic
plan,
because
if
you,
if
you
don't
you
don't
get
ahead
of
the
curve-
and
this
is
all
about
getting
ahead
of
the
curve
council
had
a
great
response
on
the
survey
we
had.
We
had.
We
had
some
that
we
had
to
revise
the
survey
because
some
questions,
some
questions-
did
not
come
through
or
answers
to
the
questions,
but
about
a
hundred
percent.
So
let's
talk
about
real.
A
V
Oh
good
good
now
no
appreciate
that
mayor.
So
so
we,
the
you,
have
a
vision,
and
you
have
a
mission.
Vision
is
very
simple
where,
where
does
where
do
we
want
to
end
up?
Where
do
we
want
to
go
our
goal
for
the
community
and
the
mission
is
how
do
we?
How
do
we
get
there?
You
had
about
a
hundred
percent
agreement
with
bear
and
council
that
that
that
those
look
good
and
that
that
was
a
good
thing
we
wanted
to.
We
wanted
to
check
those.
V
Then
we
started
looking
at
some
of
the
the
town,
the
focus
areas
and
this
this
focus
area,
current
focus
area
and
strategic
plan
consistent
with
the
town
priorities,
and
this
is
where
historic
preservation
came
up
and
that's
why
we
there
was
an
adjustment
made
in
the
recommendations
that
bill
talked
about.
Hope,
I'm
not
in
your
way
with
that
with
the
folks
there,
unlike
bill
bill,
has
wonderful
vision.
V
I
had
my
vision
when
I
was
in
I've,
worn
glasses
since
kindergarten
I
was
raised.
I
was
a
military
brat,
so
you
know
you
went
to
military
doctors.
Doctor
told
me
once
when
I
was
in
elementary
school
mike
without
your
glasses,
you
would
not
see
a
train
until
it
was
about
10
feet
in
front
of
you
on
a
track.
That
was
not
good.
So
that's
why
I
have
to
stand
a
little
closer
to
the
screen
than
bill
so
any
case
historic
pre.
V
It
came
pretty
clear
from
the
council's
results
that
historic
preservation
needed
to
be
highlighted
as
part
of
our
as
part
of
the
focus
areas,
and
so
we
took
that
the
staff
took
that
into
consideration
and
that's
why
we,
you
know
we
made
an
adjustment
in
the
focus
to
to
push
that
up
in
terms
of
the
importance
of
the
focus
focus
area
we
asked
about.
How
is
a
plan
performing
for
you?
How
is
it
working
for
you?
How
do
you
you
feel
about
it
and
generally
it
was.
You
know
it
was
pretty
good.
V
It
was
one
excellent,
two,
too
good
one
average,
but
the
big
thing
was-
and
this
is
what
I
wanted
to
I
I
kept
scratching
my
head
on
this
one
staff
boarding
commissions
are
not
in
line
with
with
the
councils
with
the
council's
vision,
and
now
I
can
tell
you
that
that
you
know
that
was
not
every
council
members
one.
It
was
maybe
one
one
comment,
but
that
is
something
that
at
least
with
the
board.
Your
staff
is
definitely
lined
up.
I
mean
you're,
your
guys
are
flying
like
like
geese.
V
V
V
If
I'm
making
sense
between,
you
know
the
council
and
border
operating
council
and
the
staff
are
operating
at
a
really
good
level
with
strategic
plan,
but
to
get
that
down
to
your,
your
commission
and
board
level
can
be
hard.
So
I
I
just
pause
there
and
ask:
is
there?
Is
there
any
comments
from
the
council
on
this
one
that
that
might
enlighten
this
statement?
If
not,
we
can
move
on.
A
You
know
I've
noticed
you
know
recently,
it's
not
staff
at
all,
but
boards
and
commissions
are
citizens.
They
have
businesses
they're
in
the
community
sometimes
may
have
more
of
an
emotional
or
a
concern
over
taking
a
stance
as
strong,
as
maybe
staff
wants
them
to,
because
you
put
them
back
in
your
business.
You
know
they
start
thinking.
A
O
V
O
O
Counselors
should
be
driving
the
train
and
at
that
point,
they're
following
some
of
the
principles
or
guidelines
that
that
we've
been
elected
to
to
to
present,
and
especially
when
we
see
projects
that
come
before
us
that
one
of
the
border
commission
says
denied
and-
and
they
don't
understand
by
right-
they
can
do
that.
So
we
need
workshops
or
we
need
some
type
of
collaboration
so
that
we
can
understand.
Everybody
can
understand
how
the
government
truly
works
and
and
how
each
of
us
are
supposed
to
be
in
line
or
have
the
same
focus
yeah.
O
V
And
and
and
councilmember
that's
a
great
point
and
that's
where
bill
when
we
talk
when
bill
is
talking
about
the
focus
area
and
guiding
principles,
I
think
a
breakdown-
it's
not
just
here.
It's
in
worked
with
a
community
in
south
dakota
that
had
the
same
issue.
You
know
they've
had
a
strategic
plan
forever
that
and
they
had
that
breakdown
with
their
their
boards
and
commissions.
Lining
them
up.
But
you
know,
one
thing
is:
is:
are
the
board
and
commission
members
aware
of
the
council's?
V
You
know
your
strategic
focus
area
and
your
guiding
principles,
making
sure
that
they're
they're
aware
of
those
and
then
the
the
the
cool
thing
about
the
guiding
principles
is
bill,
said
they're
forever,
but
also
they're
a
test.
If
there's
a
project
that
comes
before
you,
the
question
becomes:
how
does
that
meet
a
guiding
principle?
How
does
it
meet
a?
Is
it
part
of
your?
Is
it
part
of
your
focus
area?
So
it's
it's
kind
of
a
test.
You
guys
have
adopted
that
the
council
shouldn't
say
guys
counsel.
V
Honorable
council
has
adopted
those
those
focus
areas
and
guiding
principles
that
directs
the
staff.
Then,
on
the
operational
level
to
come
to
you
and
say
how
do
we
implement
those
those
that's
their
job
to
come
up
to
work
with
you,
you,
too,
on
projects
that
are
implemented?
It's
a
collaborative
building
process.
Without
that
what
happens
is
like
I
tell
my
students
in
the
mpa
program.
If
you
don't
have
a
plan
where
you
you
have
adopted
and
said
here
is
what
we
want
to
achieve
as
an
outcome.
V
That's
all
your
focus
areas
are
in
your
guiding
principles.
Implementing
that
how
it's
going
to
be
done
is
between
the
staff,
with
you
suggestion
suggesting
projects
too.
If
you
don't
have
that,
then
what
happens
is?
How
often
does
your
council
meet
every
month
every
two
weeks,
then
you
have
a
new
set
of
priorities.
Every
two
weeks
I
mean
it's.
Essentially,
there
is
no
guides
to
where
you're
going
you're,
just
just
as
bill
showed
on
that
chart
you're
at
level.
V
Three,
you
guys
are
level
four,
so
so,
council
member,
I
think
it's
really
important,
and
this
may
be
your
next
step
to
drill
that
down
to
your
boards
and
commissions,
so
they
understand
so
that
they
they're
in
line
staff,
and
you
were
already
in
line-
it's
just
a
matter
of
getting
them
in
line.
So
if
that
helps
others
on
that,
okay,
yes,
ma'am.
G
I'm
just
going
to
speak
because
I'm
on
the
planning
commission,
I'm
on
a
board.
I've
been
on
boards
before
I'm
on
the
building
side
in
my
work,
life
and
development
and
architecture,
and
I'm
on
the
historic
bluffton
foundation.
So
I've
kind
of
been
involved
in
a
lot
of
different
things
and
the
thing
with
the
boards
that
I
see
is
that
I
think
there's
a
lack
of
education
as
far
as
them
understanding
what
their
purpose
is
and
what
they're
supposed
to
be
looking
out
for.
T
G
Right
and
that's
right
away,
looking
to
terry
or
richardson
and
for
guidance
or
to
reiterate,
because
the
public
doesn't
understand
that
either
right
that
we're
there
to
do
a
certain
job
and
there
is.
We
have
to
separate-
and
it's
really
hard
to
separate
and
for
me
specifically
because
I
do.
That
is
how
I
make
my
living
as
well.
V
C
K
K
K
C
That
well-
and
that
leads
to
another
action
agenda
item
that
we
could
include,
but
it's
getting
quite
large,
no,
where
we
can
propose
a
custom,
continuing
education
training
to
be
accepted
by
the
state,
so
that
is,
that
would
be
a
little
bit.
It
takes
some
more
time,
but
it
could
be
something
if
you
so
choose
to
add
it
that
we
could
look
and
really
customize
it
and
propose
that
to
state.
D
M
Yes,
sir
bruce
tremberg
historic
preservation,
commission
chair,
one
of
the
things
I
see,
and
it
would
be
interesting-
is
if
we
had
someone
from
the
board
that
actually
attended
some
of
the
hpc
meetings.
You
know.
Typically,
we
don't
have
folks
like
that.
You
know,
because
in
previous
areas
it
seemed
like
in
some
of
these
commissions
we
had
a
liaison
between
that
they
weren't
voting
members,
they
weren't
anything,
but
they
were
able
to
attend
meetings
and
they
knew
what
was
going
on.
M
The
other
thing
that
I
think
is
is
important
is
when
we
bring
on
a
new
board
member.
Yes,
we
do
go
through
that
training,
but
it's
more
or
less
politicalness
of
what
you're
supposed
to
do.
But
what
are
we
actually
assigned
to
do
we're
assigned
to
follow
the
udo
we're
assigned
to
follow
things
that
have
been
passed
by
previous
commissions
to
follow
it?
V
V
So
first,
the
first
focus
area
we
looked
at
was
your
your
quality
of
life
boy.
I'm
gonna
have
to
really
move
here.
I
could
be
close
quality
of
life
focus
area
and
you
talked
about
the
the
survey.
There
was
a
comment
regarding
your
community
survey.
What
they
they
felt
were
important,
your
your
growth,
your
roads,
your
transportation,
affordable,
housing,
quality
life.
I
think
we
should
continue
to
enhance
the
transit
system.
V
Ordinances,
and
so
those
are,
those
were
the
things
that
were
sort
of
packed
into
from
from
your
that
you
saw
as
as
challenges
and
potential
things
that
you
should
focus
on
as
community.
Interestingly
enough,
a
lot
of
these
items,
in
fact,
most
of
these
items
are
are
covered.
Some
of
them
are
covered
in
most
of
them
are
covered
in
your
current
projects.
V
You
know
those
that
list
of
about
96
that
we
saw
yesterday,
which
was
kind
of
a
an
epiphany
for
both
bill,
and
I
is
a
significant
number
of
projects,
but
the
the
key
today
is
just
like
we
had.
The
discussion
on
boards
and
commissions
is,
if
there's
anything
else,
that
needs
to
be
added.
We
need
to.
We
need
to
bring
that
up
anything
that
we
miss
that
the
council
feels
that
the
staff
should
be
should
be
tasked
to
do.
V
We
need
to
know
that
today,
so
that
is
any
any
questions
about
the
survey
results
there,
your
next
area
and
we're
going
to
take
a
break
at
10,
30,
probably
before
10
30..
I
want
to
mention
that
marion
council
and
and
then
we'll
we'll
continue
after
that.
Your
next
area
was
economic
growth
and
and
issues
with
the
with
the
town,
and
we
it's
interesting.
V
We
had
these
these
different
neighborhoods
that
we
needed
to
somehow
connect
and
and
to
be
able
to
have
folks
be
able
to
go
from
one
point
to
another
without
having
to
get
on
the
major
roadway
which
was
was
89a
so
totally
understand,
connectors
economic
growth
and
challenges,
ensure
processes
and
cumbersome
and
daunting
for
developers.
We
want
to
assure
developers,
entrepreneurs
looking
for
business
that
we're
open
and
that
we
are,
you
know
flexible.
So
you
know
that
is
important
and
cost
of
living,
our
younger
adults,
affordable,
housing.
You
know
major
major
major
issue.
O
V
You
know
great
great
point,
council
member,
but
the
other
thing
it's
just
like
it
just
like
in
our
community,
and
I
can
tell
you
this
is
other
than
a
you
know
subdivision,
but
I
can
tell
you
absolutely
and
it's
an
hoa.
We
have
a
homeowner
association
managed.
We
have
had
a
geometric
increase
in
rentals.
I
mean
from
the
time
I
moved
in
in
2001,
and
these
are
you
know
it's
I
mean
it's
not
like.
It's
a
nice.
V
Music
and
people
folks
are
running
my
son,
even
rents
in
the
neighborhood
he's
he's.
A
30
mark
is
yeah
38.,
so
a
lot
of
it
is
these
folks,
are
you
know,
you're
you're,
a
lot
of
it's
based
on
our?
We
have
an
excellent
school
district
and
a
lot
of
it's
based
on
folks.
You
know
him
and
his
significant
other
work
and
they're
able
I
mean
they
pay
more
for
their
rent.
V
V
V
They
can't
save
money
so
they're,
renting
and
and
that's
what
because
I
was
surprised
at
the
demographic
yesterday
by
the
way
stephen
and
chris
and
heather
were
you
know
I
was
like
I
was
concerned
about.
We
have
issues
in
our
community
with
with
aging
in
our
neighborhood
with
aging.
You
know
me
and
others
aging
population.
I
said
what
are
you
guys
doing
with
agent
and
then
I
think
it
was
stephen
said:
hey
we're
37,
our
average
is
37.
V
so,
but
the
thing
is
they're
still
renting
I
mean
and
that
I
can
guarantee
you.
If
you
look
statistically
at
your
your
rental
increase
and
now
it's
becoming
a
business,
because
there's
large
corporations
coming
in
you've
had
a
significant
increase
in
in
rental
properties.
It
has
it's
happening
everywhere.
Unless
you
guys
are
unusual,
okay,.
Q
V
Q
Remember
councilman
elton:
were
you
saying
that
you
think
because
our
average
age
is
37
that
the
last
bullet
there
is
is
off
that
we're
addressing
it?
I
would
agree
with.
I
didn't
make
that
statement.
Mine
was
the
second
one,
but
to
the
third
one.
I
think
it's
true
in
the
sense
of
when
I
talk
to
those
in
that
age
range
which
represents
me.
I'm
I'm
38
a
part
of
my
average
age
group.
A
lot
of
people
are
confused.
You
know,
like
I
said,
on
what
affordable
housing
is.
Q
They
think
it's
addressing
those
who
are
hourly
workers
and
that
that
20
to
maybe
50
of
the
ami,
so
when
they
hear
affordable
housing
projects,
they're
thinking
that
it's
going
to
be
either
rent
that
might
be
anywhere
from
11
to
1500
or
homes
that
are
going
to
be
below
150
000
that
they
could
afford,
and
that's
not
that's
not
what
it
is.
So,
as
we
see
our
average
median
continue
to
increase
continuing
to
be
boxed
out,
because
the
majority
of
them
are
either
commuting
from
other
places.
Q
Q
You
know,
with
the
average
rent
being
eighteen
hundred
dollars
a
month
in
the
average
home,
starting
at
two
hundred
and
sixty
thousand
dollars
or
more
than
that.
So
if
they're
you
know
working
in
our
service
industry,
which
is
our
our
big
job
sector,
or
even
teachers,
law
enforcement
and
they're
single,
they
can't
afford
anything
that
we're
offering
right
now,
sadly,
currently
for
for
housing.
So
whoever
wrote
that
I
think
it
it
is
true
to
to
where
we
are
it's
something
that
that
has
to
be
addressed.
V
Absolutely
council,
members
and-
and
I
think
when
we
get
to
the
when
heather
gets
to
the
project.
Thank
you
both.
When
we
get
to
the
projects,
there
is
a
the
staff's
going
to
take
an
initiative
on
affordable
housing
that
I
think
you
know
you
you
we
can
discuss
at
that
time.
So
that
was
your.
That
was
the
that
was
the
area
of
the
next.
Was
your
financial
and
you
know
I'm
not
going
to
read
through
all
these,
but
it's
it's
it's
pretty
clear
that
the
the
forecasting
you're
you
know
right
now.
V
Your
your
community
is
is
growing,
leaps
and
bounds.
You
know,
there's
growth
and
growth
is,
I
looked
at.
I
was
telling
you
stephen.
I
used
to
be
a
budget
director
in
a
community
and-
and
so
I
also
did
some
finance,
so
I
like
it-
and
I
was
looking
at
your
budget.
You
know
you've
got
like
you've
got.
V
I
think,
oh,
how
many
of
these
numbers
you
got:
12
million
in
property,
tax
and
19
million
and
and
your
fees
and
permits,
and
a
lot
of
that
is
driven
by
building
and
at
some
point
that
building
you
know
you've
got
to
wave
that
building's
here
now
and
it's
going
to
go
there.
So
how
do
you
do
it,
and
one
thing
I
can
say
is
that
both
chris
and
steven
talked
to
him
yesterday.
V
You
guys
are
really
ahead
of
that
curve
and
you're
anticipating
that,
but
that
that
is
what
that
first,
you
know
a
number
of
these
bullets
and
also
the
emphasis
on
looking
at
how
do
small
businesses
contribute.
To
that
I
mean
a
lot
of
a
lot
of
folks
want
to
capture.
You
know
capture
the
big
like
you
know,
let's
get
a.
V
You
know:
what's
is
the
guy
tesla,
you
know,
let's,
let's
let
let's
get
a
plant
here
to
build
these
electric.
You
know
catch,
let's,
capture,
a
big
manufacturing
plant
where,
in
fact
your
small
businesses
generate
a
lot
of
your
a
lot
of
your
income.
You
know
and
the
fact
that
supporting
them
is
really
really
really
important,
not
only
with
the
big
ones
so
they're
I,
when
the
new
don
ryan
center.
V
I
know
that
there's
going
to
be
a
discussion
later
on
on
that
you
know,
that's
got
to
be
kept
in
mind,
so
any
anything
about
financial
challenges.
I
can
tell
you.
I
was
really
pleased
in
talking
to
steve
stephen
and
chris,
because
you
know
there
are
communities.
We
have
a
major
community
in
arizona
that
that
that's
done
a
lot
of
what
I
call
forward.
V
Thinking
it's
chandler
arizona
they've
got
a
lot
of
high
tech
there
and
they
started
15
20
years
ago
developing
plans
on
how
they're
building
how
build
out
we
have
to
be.
Where
do
we
want?
Where
are
we
going
to
end
up
physically
in
terms
of
our
physical
building?
And
how
do
we
finance
make
sure
that
when
we
get
there
and
we're
built
out
that
we
can
have
the
revenues
to
support
our
operation,
there's
not
many
communities
that
do
that?
These
guys
are
already
thinking
about
that.
V
So
I
just
want
to
I
want
to,
because
yesterday
I
thought
oh
I'll,
give
stephen
and
chris
an
idea.
Maybe
they
haven't
and
you
guys
are
already
there
so
I
want
to.
I
just
do
want
to
compliment
them
on
that,
because
a
lot
of
communities,
you
know
they
do
these
financial
projections
and
it's
just
all
based
upon.
Oh
we're
going
to
have
a
trend
here.
You
know
revenue
will
go
down
because
building
permits,
but
it's
not
tied
to
your.
Where
are
you
going
to
end
up
as
a
community
in
10
or
15
years
growth-wise?
V
V
That
is
somewhat
inelastic,
because
it's
it's
it's!
You
know,
you
know
what
you're
going
to
collect
elastic
revenue
is
all
of
your
your
building
permits
anything
that
is
based
upon,
and
so
this
is
not
a
community.
That's
unusual,
and
I
you
know
I'll
turn
this
over
to
chris.
It's
not
it's!
It's
not
unusual
from
a
lot
of
communities
that,
like
totally
rely
on
sales
tax,
that's
going
to
vary
over
time!
V
Your
guys
is
your
your
your
permits
and
building
permits
are
going
to
vary
over
time
right
now.
They're
they're
fine!
But
if
you
look
back
10
years,
if
I'm
making
sense
10
years
ago,
they
weren't
at
the
level
that
they're
at
now
and
they're,
not
the
percentage
increase
every
year,
wasn't
at
the
level
that
it's
at,
but
that's
not
going
to
be
sustained,
and
if
you
don't
watch
that,
if
you
don't
watch
that
variable
revenue,
that's
how
a
lot
of
cities
get
caught.
V
E
E
D
An
update,
the
short
way,
I
would
say,
is
you
go
from
growth
mode
to
maintenance
mode,
and
then
it
becomes
you
don't
necessarily
have
to
have
as
many
building
inspectors.
You
don't
have
to
have
as
much
planning
because
you're
built
out.
So
now
you
go
into
maintenance
mode
and
maintaining
what
you've,
built
and
and
just
keeping
that
in
mind
where
as
we're
building
new
facilities
and
we
build
new
parks
so
that
maintenance
cost
is
always
going
to
be
there,
even
though
the
permit
revenue
may
not
always
be
there.
D
B
D
T
E
E
You
have
to
look
at
national
trends
as
well
as
local
trends,
but
we
are
always
conservative
on
what
we
expect
in
building
permanent
revenues,
extremely
conservative.
So
so
far
we've
had
ended
last
year
and
won
this
year
with
budget
surpluses.
Because
of
that
conservative
projections,
I
wanted
to
avoid
loosening
that
that
projection
and
expecting
the
trend
to
continue
as
mike
just
mentioned,
because
then
that'll
put
us
in
a
spot
in
the.
A
A
Sorry
was
an
anomaly
a
little
bit,
but
we
also
know
how
many
more
houses
could
possibly
be
built
and
do
kind
of
a
worst
case
scenario
over
five
years.
You
know:
when
do
we
stop
telling
having
projects
you
know?
Where
is
that,
because
it's
gonna
and
then,
if
there's
a
recession
or
who
knows
because
that'll
affect
revenue
it'll
affect
work
employees
that
we've
been
through
it.
So
we
know
what
to
expect.
So
personally,
I'd
like
to
see
that
worst
case
scenario
and
I
was
going
to
bring
it
up
when
our
2x2
as
well.
A
N
Yeah
I
just
was
making
observation.
It
was
more
in
line
with
what
stephen
was
saying
that
you
know:
growth
pays
for
all
the
luxuries
in
the
beginning
of
a
growing
community
and
when
the
community
has
grown
up,
then
the
community
has
to
pay
for
the
growth
and
that's
the
way
it
works.
That's
what
you
see
whether
it's
water
quality
or
you
know,
there's
unknowns
that
we're
not
able
to
forecast
right
this
minute.
You
don't
know
what
your
roadway
systems
are
going
to
need
your
transportation
needs.
E
V
V
Project
needs.
A
holistic
needs
to
be
a
holistic
look
at
the
at
the
river
and
what
we're
doing
with
the
rhythm
with
the
river
the
impact
on,
and
there
was
also
the
mention
of
you-
know
doing
some
things
in
terms
of
stormwater
runoff,
recycling,
incentive
programs,
for
you
know,
businesses
and,
and
things
of
that
nature.
There
was
also
the
septic
issue.
V
That's
and
the
again
the
whole
issue
with
the
with
the
sanitary,
sanitary
sewer-
and
I
know
not
here
but
later
there
was
also
looking
at
this,
not
only
from
the
standpoint
of
of
bluffton,
but
also
regionally
that
this
is
an
issue
that
needs
to.
You
know
needs
to
be
looked
at
any
comments
about
this
council
yeah.
Q
Q
Approach
it
ties
into
what
councilman
wood
was
mentioning
earlier.
I
think,
as
we
are
talking
about
future
plans,
it's
something
that
has
to
be
taken
in
into
consideration
in
terms
of
how
we
address
it,
because
you
know
just
looking
at
a
singular
focus,
is
kind
of
like
that
analogies,
we're
focusing
on
the
shrub,
but
there's
a
force
of.
U
Q
That
we're
missing
there,
and
so,
as
we
continue
to
see
even
we're,
moving
away
from
the
reliance
on
septic
issues,
we're
still
having
sewer
breaks
and
and
water
leaks
and
other
things
that
are
spilling
in.
So
that's
you
know
just
one
isolated
resolution,
but
there's
so
many
other
things
that
we
have
to
to
focus
on,
to
reduce
our
imprint
there
with
the
with
the
natural
environment
and
and
not
putting
those
things
in
place,
will,
I
think,
degraded,
even
even
more
than
what
we've
seen
I'm
here
recently.
Yes,
councilmember.
V
P
Well,
I
agree
with
what
bridget
said
to
a
certain
extent
there,
the
the
thing
about
the
septic
issues
and
all
this
isn't
something
that
we
just
learned
about
this
year.
Last
year,
the
year
before
five
years
ago,
we
have
spent
thousands
and
thousands
of
dollars,
hundreds
and
thousands
of
hours
of
staff,
time
to
document
what
we
have.
What
our
situation
is,
it's
known,
we
have
the
science
to
back.
It
up
needs
to
be
taken
off
the
list.
P
V
Okay,
so
so
may
river.
The
next
area
we
looked
at
was
the
town
organization
and
you're
right
in
there
was
obviously
staff
retention.
That's
on
everyone's
mind
today
with
the
economy
we're
in,
and
you
also
mentioned
that
that
there's
going
to
be
there's
a
survey,
that's
being
done,
so
those
were
the
things
that
that
came
out
of
that
survey.
The
town
has
implemented
employee.
V
V
And
whether
or
not
you
know,
that
is
something
you
know
we
want
to
be
sure,
and
also
how
do
we
deal
with
the
maintaining
our
ditches?
You
know
during
the
heavy
rain
and
then
again
sewer
for
all
residents.
So
the
new
item,
that
kind
of
stuck
out
to
I
know
when,
when
bill-
and
I
looked
at
this-
was
this
whole
issue
regarding
your
your
water
utilities.
Water
is
up.
Is
it
water
or
subject
yeah?
V
Well,
it
says
right
here
it
goes
infrastructure
challenges
are
working,
our
utility
partners,
so
you
must
have
the
utility
there's
a
separate
utility
that
runs
the
water.
You
want
to
make
sure
that
there's
water
pressure
etc
aren't
compromised
with
the
overburdening
as
the
building
goes
as
buildings
going
on
that
there's
capacity
to
serve
that
so
that
I
just
I
just
want
to
make
okay,
okay,
okay,.
Q
T
Q
For
jasper
wanting
to
add
in
more
pipes
and
other
things,
because,
potentially
that
that
is
an
issue
you
know
you
are
going
to
have
to
as
we're
growing,
but
I
have
to
go
back
and
address
certain
concerns
because
our
population
isn't
what
it
was
before,
and
so
you
don't
want
to
have
inferior
systems
and
not
address
that
what
the
what
the
population
needs.
So
I
think
it's
it's
all
about
foresight.
You
know.
Are
we
looking
ahead?
Are
we
addressing
those
things.
R
L
R
Where
we're
gonna
install
that
elevated
tank
and,
of
course
you
know
residents
at
this
point,
they
like
to
be
included
in
the
process
and
that's
where
we
are.
But
there
are
going
to
be
instances
where
we're
going
to
have
to
come
back
and
install
upgrades
to
the
system.
And
so
we
will
certainly
keep
council
abreast
of
each
of
those
situations
and
try
to
bring
the
community
along.
When
we
do.
U
A
And
joe
is
always
at
everything
I'm
at
so
it's
so
nice
to
know
he's
here,
but
I
think
another
challenge
is
that
constant
communication,
because
we
also
have
to
cooperate
and
work
and
complement
the
county
right,
because,
where
these
pipes
are
going
doesn't
just
run
through
the
town
of
bluffton,
so
it
it's
kind
of
both
of
us,
letting
the
utility
company
know
the
growth.
Where
is
it?
We
do
it
with
school
district
all
the
time
so.
K
V
Sense,
anyway,
yeah.
No,
that
that
makes
sense
I
mean
there's,
you
know,
a
lot
of
cities
will
control
their
water,
but
I
know
in
sedona
we
had
a
we
had
a
private
water
company
and
that
we
were
obviously
making
sure
that
we
stayed
on
the
same
wavelength
with
them,
considering
the
building
there.
So
that
was
the
infrastructure
challenges.
V
The
next
thing
was
obviously
the
the
affordable
housing
we'll
end
on
this
one
and
then
take
a
break
15
minutes,
and
it's
it's
interesting
I'll
say
if
we
can
get
we'll
get
started
right
at
15
minutes
afterwards,
I'll
kind
of
give
you
but
the
challenges
there
are
finding
builders
develop
and
partner
with
in
the
town,
and
that
is,
you
know,
you've
got
a
lot
of
your
pro.
It
was
a
surprise
to
us.
I
mean
at
least
a
couple
years
ago
we
found
out
a
lot
of
your.
V
Your
land
is,
are
and
under
development
agreements
by
private
developers,
and
so
how
do
you
get
those
guys
engaged
to
to
work
on
affordable
housing
and
not
only
looking
at
you
know,
obviously
ownership,
but
also
this.
This
whole
issue,
with
with
rental
cost
of
living,
rising
costs
of
real
estate,
not
in
my
backyard
and
things
of
that
nature.
Addressing
housing,
provides
access
to
quality
housing
for
hourly
workers.
V
You
know-
and
this
we
can
address
this
challenge
by
working
with
regional
and
and
national
partners
to
create
a
matching
trust
fund
endowment.
So
so
really
looking
at
you
know
this
a
little
bit
more
holistically.
Like
I
mentioned
to
you,
the
staff
will
have
after
we
get
done
with
going
through
your
survey
results.
The
staff
will
give
you
a
list
of
of
items
that
they'll
be
recommending,
one
of
which
is
to
start
addressing
this
whole
more
holistic
and
strategic
approach
to
to
affordable
housing.
V
Any
any
comments
on
this
slide
before
we
take
a
break
okay.
So
what
I'm
going
to
do
at
exactly
10
45,
I'm
going
to
be.
You
know,
we're
going
to
start
out,
I'm
going
to
start
up
here.
That's
what
I
tell
my
students.
You
know
we're
starting
you're,
taking
a
break
and
then
we're
starting
we're
going
to
start
class.
So
one
last.
N
I've
only
been
on
council
six
years
little
over.
I
find
that
to
be
the
most
challenging
complicated
situation
that
this
council
or
anybody
across
the
nation
has
to
deal
with.
You
can
build
water
lines.
You
can
build
subdivisions,
you
can
build
roads,
but
getting
housing
is
by
far
the
most
challenging
obstacle.
Okay,.
V
A
Well,
we've
done
it,
you
know
with
with
grants
and
the
light,
but
what
you
have
to
deal
with
is
the
pushback
from
people
who
think
we're
subsidizing
it
in
a
bit
and
you
just
have
to
yeah.
So
if
you
believe
in
affordable
housing,
there's
going
to
be
some
subsidy
from
a
government
to
either
have
a
second
quiet
mortgage
or
to
help
those
residents
get
in
those
houses,
whether
it's
rental
or
ownership,.
U
V
Oh
no
larry
does
too
so.
I
just
said,
I
hope,
there's
some
for
lunch,
because
I
I
have
this
image
of
eating
eating
a
nice,
a
nice
oatmeal
raisin,
there's
a
there's,
a
great
book.
I
don't
know
if
you
guys
remember
everything.
I
everything
I
knew.
I
know
I
learned
in
kindergarten
by
a
guy
named
folgham
and
he
talks
about
that.
V
One
of
the
lessons
from
being
young
is
that
warm
cookies
and
cold
milk
are
really
really
good
for
you.
So
the
only
fighter,
microwave
pop
that
thing
in
and
have
some
milk
and
we'd
go
okay
back
to
business.
What
challenges
are
facing
town
and
bluffton
today
not
addressed,
and
these
were
the
common
here
with
school
and
growth
and
the
the
the
implications
for
that
for
the
school
district.
Wildtown
does
a
good
job,
communicating
with
various
media.
There's
you
know
be.
Obviously
you
can.
V
You
can
always
do
do
more
to
educate,
and
I
know
that
that
we
talked
the
staff
talked
about
that
yesterday.
So
these
were
the
two
things
that
they
came
out
of.
You
know
other
challenges
outside
of
the
outside
of
the
the
focus
area,
so
we're
done
with
the
folks
areas,
but
other
additional
any
comments
about
these
council
members.
V
You
know
the
council
on
a
serious
question
about
creating
priorities
for
capital
and
you
guys
had
pretty
much
100
agreement
on
on
those
talked
about
flexibility.
We're
going
to
be
talking
about
that
later
this
afternoon,
but
I
did
want
to
emphasize
this,
and
the
importance
of
our
environmental
issues
can't
be
ignored,
and
so
one
of
the
great
things
about
this-
and
I
give
the
staff
credit
is-
is
that
they
wanted
to
get
your
feedback
on
these
on
on
health
and
safety.
V
Fiscal
impact
community
benefit
risk
analysis,
quality
of
life,
relations
to
other
projects,
sustainability
and
stimulating
local
economy
and
consisting
consistency
with
our
strategic
plan
and
guiding
principles.
You
guys
said
you're
all
in
agreement
later
this
afternoon.
After
lunch,
we'll
have
a,
we
will
have
a
staff
discussion
regarding
regarding
the
capital.
Oh,
that
being
said,
mayor
and
council,
I'm
going
to
bill
has
done
some
magic
work
to
to
talk
about
some
of
the
the
changes
that
are
being
recommended
as
part
of
your
here.
S
S
All
screwed
up,
okay,
so,
and
I
was
only
showing
the
the
couple
of
components,
so
I
just
want
to
walk
through
this
quickly.
This
is
the
community
quality
of
life.
That
is
the
focus
area.
Is
this
section
right
here,
which
is
a
little
bit
of
everything
that
we
that
we
that
we
had
we've
already
talked
about
got
about
the
new
guiding
principle,
one
which
is
preserving
and
enhancing
the
historic
and
cultural
identity?
So
we've
talked
about
that
the
old
guiding
principle,
five
we
combined
and
that's
where
you
saw
foster
and
support.
S
Place-Based
initiatives
and
evaluate
community
policies,
programs,
etc.
That
was
old,
guiding
principle
five
and
it
ended
there.
Yesterday
we
added
guiding
principle
6,
which
is
what
you
see
highlighted
here
before,
which
is
foster
town
policies
and
practices
that
encourage
environmentally
conscious
initiatives,
policies
and
that
should
say,
town
codes.
I
was
going
fast
that
support
a
clean,
well-maintained,
sustainable
community
that
protects
our
natural
resources,
including
the
may
river.
S
M
S
Dedicated
to
the
may
river
and
surrounding
watersheds,
an
entire
focus
area
that
particular
guiding
principle
is,
is
based
strictly
on
quality
of
life.
To
that,
there's
got
to
be
someone's
got
to
help
me
with
a
better
phrase,
because
I
hate
going
green
things,
but
it's
all
of
the
things
sustainable.
S
Well,
the
number
six
is
really
dedicated
to
just
those
waterways,
not
that
not
that
if
we
don't
maintain
the
may
river,
it's
not
there's
not
a
connection
to
the
quality
of
life,
because
all
of
those
things
are
interconnected.
But
when
we
talk
about
the
may
river
and
the
surrounding
watersheds,
these
are
the
principles
that
we
will
always
do
in
support
of
that
in
the
quality
of
life
issue.
S
These
are
the
things
you
will
always
focus
on,
and
these
are
the
principles
which
you
will
always
live
by.
It's
kind
of
that
that
concept,
because
local
government
goes
on
for
a
much
longer
period
of
time.
So
I
don't
want
to
split
the
hairs,
but
that's
kind
of
how
how
we
we
go
with
that.
So
tom
council's
good
with
that
staff,
it's
a
slight
alteration
to
what
we
did
yesterday.
S
C
Okay,
for
the
sake
of
time,
I'm
not
going
to
go
through
the
94
items
in
our
strategic
plan
action
agenda
item,
but
they
are
all
there
there's
a
printout
of
the
the
chart.
I
think
it's
on
tab
six.
I
believe
yes,
tab.
Six
and
the
first
couple
pages,
just
kind
of
see
the
the
level
of
detail
that
I
can
pull
out
air
table.
C
Several
of
those
actually
not
more
than
several
when
I
counted
it.
It's
about
36
of
those
are
actually
operational
agenda
items,
so
they
were
in
the
strategic
plan
because
they
initially
to
start
included
establishing
those
standard
operating
procedures
and
it's
kind
of
the
first
time
we
started
to
do
it,
and
now
it's
become
part
of
our
daily
work.
C
What
we're
expected
to
do
and
our
expectations,
for
example,
improve
the
development
review
process.
Well,
that's
something
that
we
should
be
doing
all
the
time.
You
know
it's
not
a
it's,
never
complete,
so
it's
ongoing
the
affordable
workforce
housing
program,
just
those
general
things
that
you
initially
saw
in
that
strategic
action
plan
but
again
have
been
have
become
expectations.
So
that's
what
you
should
be
doing,
it's
what
you
must
be
doing.
It's
what's
expected
of
you,
so
you
may
see
an
adjustment
of
those
in
future
plans
moving
forward.
C
If
that's
acceptable,
you'll
also
see
there's
the
classification
of
projects
that
includes
all
of
our
capital
improvement
projects,
so
that
will
adjust
and
again
those
statuses
are
on
that
agenda
item
and
then
policies.
Those
are
the
specific
things.
It's
complete.
A
lot
of
the
udo
amendments
that
we
moved
forward
with
have
been
complete.
C
A
lot
of
them
are
still
ongoing
in
in
the
process
and
then,
as
we
talked
and
went
through
the
surveys,
we
had
staff
identified
thanks
for
your
consideration
and
then
I've
also
taken
notes
and
added
in
about
four
more
from
this
morning
that
wanted
your
input
once
all
of
this
has
been
finalized,
and
you
know
I
don't
want
to
go
through
the
wordsmithing
of
getting
it
in
strategic
in
the
air
table
today.
Right
now,
because
that
would
be
a
little
bit
clumsy
for
me,
just
pulled
it
out
in
excel
spreadsheet.
C
A
C
So
and
it's
and
that's
where
there's
that
program
is
so
robust,
it
is
in
those
detailed
sheets,
it's
not
in
your
packet,
but
I
do
have
there's
so
much
that
we
have
captured.
So
I
have
that
too
and
we'll
I'll
have
all
of
that
printed
for
you,
and
I
can
include
it
in
the
next
consent
agenda.
I
can
send
it
after
this
this
workshop
and
then
also
when
we
do
propose
it
to
you
to
approve
the
actual
strategic
plan.
So.
C
A
A
C
That's
for
the
reforestation
plan
that
actually
is
that's
still
ongoing.
We
have
not
completed
that
so
planning
commission
at
their
last
meeting.
They
did
not
take
action.
They
wanted
some
more
information
on
the
tree
amendments
to
the
udo
which
all
of
this
is
encompassing,
so
that
is
projected
to
come
before
planning
commission
at
the
end
of
this
month
and
then
to
town
council
in
march,
so
that
one's
not
done
yet
what
did
they
approve?
They
did
not
approve
anything
at
this
point
since
recommended.
C
J
C
A
B
C
Is
not
in
your
packet
this?
These
are
the
additions.
What
we're
proposing
to
add
to
that
work
plan
the
action
agenda
item
so
that
table
that
you
saw
there
where
it
had
the
statuses.
If
this
is
what
you'd
like
us
to
work
on
the
next
two
years,
well,
basically,
our
work
program
will
add
to
it.
Some
of
them
will
include
maybe
just
some
refining
of
existing
action
items.
You
know
as
far
as
tweaking
and
adjusting,
but
these
are
new
ones.
C
D
C
Right,
it's
almost
like
those
little.
You
know
talking
points.
You
know
that
game
you
play
where
you
can
pull
out
a
card
and
say
here.
Let's
start
talking
about
this,
just
for
our
suggestions
in
the
existing
action
agenda
item.
There
is
a
item
that
addresses
accessibility,
more
related
to
ada
access
in
the
historic
districts.
C
Now
that
the
town's
acquired
more
roads
and
whether
it
be
the
ghost
roads
acquisition
or
just
in
general,
in
the
historic
district,
should
we
kind
of
have
a
holistic
approach?
And
I
looked
to
kim
if
she'd
like
to
chime
in
at
all,
but
basically
does
it
include
lighting?
Does
it
include
one-way
streets?
Does
it
include
additional
road
acquisition,
whatever
it
may
be,
but
kind
of
a
holistic
approach
to
how
we
address
the
historic
district
and
the
road
networks?
So
that's
about
one
thought.
A
N
C
D
Roads
we
don't
control.
If
we
want
to
do
it
town
wide,
then
that's
going
to
be
a
far
larger
project
and
spur
a
lot
more.
I
mean
at
that
point
in
time,
you're
almost
doing
an
entire
town
bike,
pad
study
and
master
plan
to
improve
to
include
the
entire
town
for
access
control.
Do
we
need
extra
improvements?
Do
we
need
lighting?
Do
we
need
crossings.
A
More
more
of
just
making
sure
lats
and
the
counties-
and
you
know
our
neighboring
towns-
know
what
we're
doing.
I
don't
think
we
take
on
roads.
You
know
there
are
issues
between
belfair
and
simmonsville.
Well,
we'll
be
just
focusing
on
this.
My
other
thought
on
that
was
bluffton
rhodes,
heather
and
stephen,
because
that
was
a
an
action
item
in
the
past
and
it's
just
kind
of
fallen
where
we
were
going
to
do
crosswalk
from
promenade
to
what
is
now
nectar
that
area
did
we
think
that
the
lighting
were
there
issues?
A
N
And
we
can
make
that
a
long-range
item
I
mean
you
know
you
focus
on
what
you
have
up
here
right
now,
but
we
may
be
looking
out
for
10
years.
You
know
to
try
to
partner
with
other
organizations,
to
your
point,
stephen
and
you
know-
take
take
the
area
over
there
next
to
belfair,
where
you
cross
over
278.
D
And
we
can
probably
tweak
that
to
talk
about
and
look
and
coordinate
with
partners
on
track
on
issues
throughout
the
town
that
may
come
up
like
we'll
focus
on
ours
and
then
we'll.
If
you
have
like
you're
talking
about
belfair
in
278,
we
can
reach
out.
You
know,
make
it
broader
to
include
any
concerns
you
receive
from
citizens
or
or
areas
that
become
issues.
A
C
But
yes,
the
next
one
I
know
we've
talked
about
and
mentioned
I'd
like
to
propose
a
more
of
an
annual
review
or
update
with
udo
amendments,
and
this
would
include
those
little
things
that
may
not
need
a
price
may
not
need
to
go
to
the
highest
level
of
priority
to
go
through
the
review
process,
but
kind
of
bundle.
Those
in
a
package,
some
of
them
could
be
simple,
just
edits.
Where
we
see
two
things
don't
align.
We
need
to
correct
that.
C
Obviously
things
will
come
up
and
we
will
make
you
know
if
there's
an
issue
where
it's
a
big
chunk.
So
to
speak,
like
you
know,
tree
regulations
or
storm
water,
then
obviously
that
can
come
before
you
at
another
time,
but
just
to
kind
of
have
an
annual
update
almost
like
the
budget.
Here's
our
udl
review
and
here's
what
is
proposed
to
be
changed
to
just
kind
of.
A
C
Are
proactive?
We
actually,
we
have
a
hard
old,
hard
copy
udo
that,
as
we
see
things
that
need
to
be
clarified
or
changed,
staff
writes
it
in
there
or
a
planning
commission
has
a
thought
or
hpc,
so
we
actually
have
a
working
document
so
to
speak,
where
we
keep
those
notes
and
bring
those
forward
and
then,
as
things
come
up
what
we
see
you
know
it's,
maybe
not
working
exactly
right
or
aligning
with
town
council's
goals.
We
propose
those
changes.
C
So,
okay
and
just
like
anything
as
we
make
udo
changes,
we
may
have
to
tweak
it
once
we
actually
apply
it
so
proposing
just
an
annual
review
of
that,
probably
sometime
late
spring
early
summer,
just
depending
on
the
gender
okay,
the
next
one,
this
one
I
just
added
this
morning.
This
is
improve
the
development
review
process
to
review
projects
to
the
strategic
plan,
including
the
guiding
principles.
So
just
probably
a
simple
thing
that
we
can
incorporate
into
our
review
checklist
and
our
staff
reports,
but
and
then
this
would
become
ongoing.
C
C
As
you
know,
one
of
our
outstanding
items
that
we
still
have
to
do
is
to
align
the
national
register
and
the
local
register
districts
a
little
bit
more
closely,
but
either
expand
that
or
add
another
agenda
item,
and
in
this
one
I
was
specifically
thinking
one
that
we
have
ownership
interest
in
is
the
garvin
garvey
house
so
actually
submitting
that
for
national
register
nomination
for
individual
listing.
So.
T
C
C
Okay,
going
back
up,
I
didn't
have
my
document
scrolled
up
to
the
top,
affordable
and
workforce
housing.
There
is
three
other
agenda
items
already
listed.
One
is
that
affordable
housing
work,
the
portable
housing
committee
work
plan.
So
that's
the
budget.
What
we
do
every
month
with
the
affordable
housing
committee.
That's
one
of
the
items.
The
housing
public-private
partnership
is
another
one
which
is
which
is
ongoing
and
we're
continuing
to
move
that
forward
and
another
one
that
we
considered.
You
know
trying
to
clearly
affordable.
Housing
is
a
need
it's
in
all
of
the
surveys.
C
But
what
more
can
we
actually
do?
What
what
other
tools
can
we
use?
We
also
have
the
housing
trust.
That's
one
of
the
other
items
in
that
action
agenda.
That's
already
been
identified
and
is
ongoing,
but
one
of
the
thoughts
or
suggestions
for
discussion
is:
do
we
need
to
take
a
deeper
dive
into
the
beaufort
county?
Housing
needs
study
specific
to
bluffton,
so
maybe
what
types
of
affordable
housing
products
are
needed
or
required
is
rental
ownership?
Is
it
a
mix?
Does
it
include
a?
Is
there
a
certain
size
of
unit
we're
looking
for?
D
U
A
Follow-Up
to
that
it
just
kind
of
hit
me.
I
go
back
to
the
wharf
street.
You
know
we
really
didn't
know
what
the
need
was
until
we
had
six
houses
that
we
wanted
to
sell.
Are
we
do?
Is
there
a
way
to
put
it
out
there
that
I
mean
it'd,
be
nice
to
get
our
project
started
and
we
had
the
ones
that
we've
been
working
on,
but
don't
you
find
that
need
once
you
see,
there's
something
out
there
to
rent
or
sell,
and
could
we
start
getting
a
feel
of
the
bluff?
A
J
O
I
don't
like
where
we
are
today
saying
we
need
to
study.
That's
just
to
me,
that's
kicking
the
can
down
the
road.
We
already
know
what
we
need.
We
need.
We
need
to
build
them.
We
need
to
encourage
studying,
to
me
is
taking
two
steps
backwards
and
I
I'm
I
don't
think
that's.
I
don't
think
we're
at
that
place
where
we
got
to
study
anymore.
We
everywhere
you
go
in
this
in
this
in
the
country
is
saying
we
don't
have
enough
for
affordable
housing.
So
let's
just
build
the
things.
O
A
And
that's
where
I
was
going
to
let
it'll
be
these
two
right
here.
I
guess
we
know
the
focus
of
let's
spend
our
money
and
get
these
projects
built,
but
then
you
collect,
because
what
we're
building
is
not
going
to
cure,
affordable
housing
needs.
We
know
that
what
is
it
under
100
units
but
from
there
when
they're
being
built?
Let's
get
that
pool
of
people
who,
I
think,
we'll
see
probably
400
applicants.
A
E
I
think
I
think
this
action
item
is
recognizing
that
affordable
housing
is
going
to
be
an
ongoing
issue.
So
it's,
how
do
we
manage
it
ongoing?
We
also
have.
Obviously
we
have
the
affordable
housing
project
that
is
ongoing,
we're
in
in
those
talks
to
finalize
the
contract,
but
this
is
recognizing
that
this
will
be
an
ongoing
issue
into
the
future,
and
how
do
we
make
sure
that
we're
prepared
for
that
as
an
ongoing
item
annually,
rather
than
finding
where
we
were?
This
first
go
around
where
we
weren't
prepared
so.
D
N
We
should
be
buying
land,
I've
always
been
at
the
camp.
We
should
be
buying
land.
You
know
where
we
can
that's
reasonable,
as
best
is
reasonable
for
whatever
the
needs
it
could
be
housing,
it
could
be
public
services
whatever
it
could
be,
but
if
it
didn't
work
out,
we
could
sell
it
like
we've
done
before,
but
you.
O
D
P
O
Q
Q
I
know
currently
to
ask
has
been
to
have
them
include
the
affordable
housing
within
that
particular
project,
but
I
remember
suggesting
like:
is
it
possible
to
take
that
fee
in
lieu
of
and
be
able
to
use
it
for
our
particular
focuses,
whether
it's
the
land
acquisition
for
affordable
housing
projects
or
to
build
it
on
on
property?
That
we
have.
Is
that
something
that.
Q
O
Haven't
determined
what
that
fear
is
yet,
but
he
in
lieu
of
is
we
haven't
determined
whether
what
the
cause
of
units
that
might
be
in
the
density
bank
or
what
have
you
we
haven't?
You
haven't
come
to
that
to
those
understanding.
Yet
so
we've
been
encouraging
staff
to
force
the
developers
to
build
it
instead
of
saying
fee
in
lieu
of
that,
20
is
what
we
should
encourage,
that
they
build.
Q
I
would
definitely
like
for
us,
I
hear
what
you're
saying
councilman,
but
I
would
like
for
us
to
consider
that
at
least
because
the
reality
is
everyone's
not
going
to
be
a
homeowner,
and
I
don't
think
that
we
should
continue
to
box
people
who
are
in
need
of
housing.
Out
of
that
conversation,
it
might
be
rental
ultimately
that
they're
gonna
get,
I
think,
just
being
able
to
provide
that
access
as
another
option
in
the
conversation
of
affordable
housing
could
be
another
approach.
As
we're
saying
like
we're,
we've
been
reaching
on
the
shallow
end
here.
A
C
A
C
P
If
we
do
have
it
set
up
so
say:
okay,
you've
got
to
build
them
within
a
certain
amount
of
time
or
you
have
to
pay
this
money
before
you
get
your
next
phase
or
your.
You
know
some
kind
of
timeline
so
that
there's
a
closing
date
for
them.
That
says.
Okay,
we
got
to
pay
up
now
or
we're
not
going
any
farther.
P
A
C
All
right,
physical
sustainability,
what
we
have
what
we've
added
here
after
the
discussions
and
some
things
that
we've
talked
about,
is
one
partner
with
community
foundations.
This
is
related
to
like
how
we
would
accept
donations
such
as
the
police
benevolence
fund
that
I
think,
has
been
discussed
in
the
past
historic
preservation,
public
art
things
like
that.
So
what's
the
process
to
accept
those
donations,
how
does
that
function?
How
does
that
work.
D
A
D
Because
there
may
be
a
potential
to
partnership
with
his
like
historic
bluffton
foundation,
for
historic
preservation
like
what
we've
afforded
from
that
committee.
So
there's
other
community
foundations
out
there
and
there
may
be
other
partnership
opportunities
besides
just
through
the
foundation
low
country.
So.
D
And
part
of
that
discussion
is
going
to
be.
Who
makes
a
committee
what
the
committee
looks
like
the
review
and
all
that
kind
of
stuff.
So
we
just
wanted
to
have
this
in
there
as
something
to
look
at
over
the
next
few
months
and
years
and
start
you
know
it
may
change,
we
may
start
with
one
or
two
it
may
grow.
D
It
may
just
be
those
wanted
to,
but
we
wouldn't
have
it
in
here
to
start
us,
especially
with
the
police
benevolence,
because
we've
had
several
opportunities
to
get
funds
for
the
police
that
wanted
to
go
through
and
that
we've
had
discussion
on
that
and
how
it
was
originally
looked
at
versus
what
we
may
look
at
going
forward
and
with
things
that
come
up
with
the
historic
preservation.
We
want
to
go
ahead
and
get
that
on
there
and
have
those
conversations.
P
D
The
other
part
of
that
is
setting
the
expectations
to
make
sure
what
we
want
to
accept
those
funds
for
and
what
they
get
used
for,
because
not
every
donation
we
want
to
accept.
We
may
say
we
want
to
make
sure
that
it's
going
to
go
towards
one
of
these
three
or
four
guiding
principles,
and
if
it
doesn't
match
that,
then
we
don't
want
the
funds.
D
So
that's
part
of
the
conversation
as
well
is
not
just
creating
them
so
that
people
can
donate
but
creating
what
we
want
to
reach
what
we
actually
want
to
accept
and
what
we
want
it
to
go
towards.
So
that's
another
part,
so
those
are
some
things
we
want
to
work
out.
We
wanted
to
make
sure
again.
We
were
on
the
same
page
before
we
continue
to
move
forward
with
that
and
base
that
and
set
those
up.
A
Well,
I
personally,
we
on
another
in
another
world
of
mine,
have
dealt
with
the
community
foundation
of
the
lowcountry
and
there's
some
inter
donations,
intro
donations.
I
guess
that
required
it
to
be
a
non-profit,
so
you're
going
to
see
foundations
within
that
foundation
that
want
to
transfer
some
of
their
money
onto
things
that
are
in
their
mission,
and
I
I
like
it.
I
think
you
can
have
two
four
or
five:
it's
not
going
to
matter.
A
D
Another
potential
place
that
can
help
support
some
of
the
things
that
we're
looking.
So
that's
just
that
bigger
discussion,
but
we
wanted
to
have
that
in
there
just
to
make
sure
that
council
unders
was
supportive
of
that
and
that
we
would
bring
that
back
again
at
later
dates
with
the
different
programs
and
guidelines
and
what
the
boards
and
all
that
would
look
like.
D
What
we
would
want
to
create
it
may
not
be
historic
preservation,
it
may
be
a
list
of
projects
like
we
want
to
accept
funds
for
right
square
pogue,
but
we
want
to
accept
funds
for
sarah
riley
hooks
right,
but
for
the
police
benevolence
it
may
be.
If
you
want
to
donate
for
equipment
that
supports
our
police
officers
like
we
have.
A
lot
of
people
want
to
donate
canine
vests
or
they
may
want
to
donate
just
money
to
for
the
police
to
have
a
cookout
right
or
stuff
like
that.
D
D
R
D
C
Okay,
the
next
one
is
one:
that's
in
the
current
action
agenda
item
and
they'll
just
want
to
know
if
it
should
be
reconsidered.
Is
it
something
that
you
want
staff
to
continue
to
work
on?
We
have
not.
This
is
not
complete.
We
have
not
worked
on
this
other
than
amending
the
annexation
policy
by
adding
that
initial
step,
but
an
annexation,
incentives
and
communications
plan.
The
specific
language
in
there
was
explore
options
for
incentivizing
the
annexation
of
areas
within
the
town
of
bluffton
growth
framework
map
that
are
permissible
under
south
carolina
code
of
laws.
C
O
O
C
And
this
was,
if
I
recall,
the
conversations
were
to
you
know,
put
out
a
lot
of
educational
materials.
Why?
Why
annex?
What
does
it
change?
What
what's
allowed
to
be
annexed
are
considered
for
annexation
kind
of
a
dedicated
web
page
focus
informational
materials
on
that
again,
this
is
something
that
staff
has
not
started
to
date.
A
I
could
chime
in
real,
quick,
I've
noticed
the
lack
of
education,
or
maybe
they
are
smarter
than
than
the
average
bear
using
their
annexation
map
as
a
reason
as
to.
Why
did
we
deny
annexation?
And
I
don't
know
if
there's
enough
education
to
anyone
up
front
to
you
know
we
had
a
discussion
last
week
about
it.
How
rooftops
residential
rooftops
do
not
pay
for
annexation?
So
when
buck
island
simmonsville
was
annexed,
we
included
the
commercial,
so
it
would
balance
it,
and
I
don't
know
that.
Maybe
they
do.
A
A
P
P
D
So
we
wanted
to
just
read
it
and
if
we
want,
if
the
conversation
needs
to
spend
more
on
what
our
great
growth
framework
looks
like.
If
we
need
to
revisit
that
with
after
the
comp
plan
is
adopted,
I
think
that
we
can
maybe
transition
this
into
more
of
discuss
future
annexation
and
growth
map,
as
as
part
of
the
completion
of
the
comp
plan.
T
T
N
Y
N
Part
of
the
town
it
shouldn't
be
just
because
they
don't
have
any
commercial
or
anything
like
that.
It's
the
biggest
donut
hole
we
have,
I
don't
see
how
we
can
make
it
happen,
but
I
don't,
I
would
not
ever
want
to
have
it
in
stone
where
we
couldn't
consider
something
like
that
at
some
point.
So
I
I
don't
know
what
the
answer
is
well.
C
This
is
more
focused
on
staff's
efforts
to
promote
incentivize,
prepare
the
educational
materials
we're
as
part
of
this,
we
weren't
proposing
any
changes
to
our
annexation
manual
or
annexation,
boundaries
or
anything
else.
So
the
rules
and
the
regulations
still
stay
in
place.
This
was
more
of
a
educational
push.
D
T
D
If
you
feel
that
anti
encouraging
people
to
annex
is
not
where
we
should
be
spending
our
time,
then
that's
where
we're
bringing
this
discussion
up,
because
we
don't
feel
like
you're
wanting
us
to
go
out
and
try
to
spend
our
time
on
that.
So
we
want
to
make
sure
this
reflects
your
direction
for
us
and.
T
P
P
B
F
Years
we'll
look
at
it
again
and
I
think
that
with
the
annexations
that
we've
had
over
the
last
18
months,
or
so
you
all
have
dealt
with
them
on
a
per
petition
basis.
You
said
yes
to
some
no
to
some
right,
it's
working,
so
I
don't
think
we
need
to
change
anything
we're
doing
with
the
annexation
process.
Right
now,.
C
D
C
C
So,
as
we
continue
to
grow
more
parks
more
christmas
decorations,
more
just
more,
we
may
need
to
find
find
other
ways
to
manage
that,
so,
whether
it's
expansion,
whether
it's
multiple
locations
or
new
location,
but
just
that
this
is
something
that
we
think
is
is
appearing
to
be
a
need.
I
think
we're
kind
of
running
out
of
space
and
so
derek
and
his
group
are
trying
to
figure
out
how
to
accommodate
that
and.
D
They're
landlocked
between
the
property
here
and
that
land
is
actually
limited
by
our
development
agreement.
What
it
can
be
used
for
so
that
there's,
if
that
we
just
want
to
have
that
conversation
and
look
at
where
derek
may
grow,
to
based
on
facilities
and
whether
again,
whether
we
need
to
build
a
maintenance
shed
someplace
else
where
he
has
two
or
whether
we
want
to
just
consolidate
into
a
larger.
L
D
And
that's
why,
as
we're
talking
this
being
a
two
year,
plan
is
really
over
the
next
year
to
figure
out
what
that
space
needs
to
look
like
if
we
have
land
already
or
if
we
need
to
find
land
and
then
start
looking
at.
If
we
want
to
move
what
that
future
looks
like
whether
it's
a
new
facility,
one
big
one,
two,
whatever
is
that's
what
you
know
so
we're
looking
five
years
out,
but
we
need
to
start
planning
for
that
now
and
figuring
out
what
it's
going
to
look
like.
D
C
With
everyone
all
right
yep,
we
got
a
bunch
more
here,
all
right,
the
other,
oh
okay,
it
may
seem
like
we're
getting
in
the
weeds,
but
we've
historically,
when
it's
a
new
element
to
an
already
approved
master
plan
and
park
or
facility,
including
that
for
discussion.
Splash
pads,
specifically
at
oscar
fraser
park,
there's
opportunity
to
incorporate
that
in
a
future
project.
So
that's
here
and
myself
start
to
go
through
a
little
bit
faster
unless
anyone
says
no
remove
it.
I.
T
C
The
sarah
sarah
riley
hooks
property,
actually
the
next
two
years
would
like
to
actually
move
forward
with
the
master
plan
for
that.
So
what
you
know
just
similar
to
what
we
did
with
square
poke
house
just
that
initial
planning
steps
with
the
master
plan
do
some
survey
work,
determine
what's
the
best
most
appropriate
use
for
that
property,
so
formalize
that
so
we
can
move
forward
as
we
continue
to
make
progress
on
those
others.
C
I
Was
there
was
some
sheet
flow
across
pritchard
street,
but
we're
talking
adjacent
to
town
hall,
so
between
bruin
and
bridge
that
section
that
is
ours?
There's
there's?
Yes,
there's
a
drainage
issue
after
we
did.
Yes,
yes,
so
we're
gonna
come
back
in
that'll
help
along
with
our
resiliency
piece
for
flooding
as
well.
C
C
I
So
we
can
move
forward
in
a
couple
of
ways,
but
just
for
your
information
waypack
met
last
week,
which
is
why
this
information
wasn't
in
your
packet.
They
met
last
thursday
after
your
packets
had
been
completed.
So
thank
you
for
taking
a
look
at
that.
What
you
have
is
some
information
in
general
that
was
included.
I
Looking
at
the
last
strategic
plan,
items
that
had
been
completed,
items
that
really
we
focused
on
had
not
been
completed
and
their
relevancy
moving
forward
and,
additionally,
looking
at
the
newly
adopted
may
river
watershed
action
plan
update
that
was
adopted
last
year
and
what
recommendations
from
that
made
the
most
sense
coming
from
those
two
documents.
There
are
11
individual
recommendations
that
the
committee
made
for
council's
consideration
for
inclusion
in
the
strategic
plan
we
can,
if
this
is
a
free
standing,
it's
not
in
your
packet.
B
B
C
I
C
D
D
Would
never
have
anything
that
you
would
agree
to
without
reading.
What
we
would
like
to
do
is
incorporate
it
as
one
big
action
plan
that
says
that
staff
will
review
the
recommendations
from
waypak
and
bring
them
to
council
for
consideration
and
let
you
all
discuss
and
like
she
said:
maybe
we
workshop
them.
Maybe
we
bring
them
back,
but
instead
of
just
listing
11
different
items,
that
waypack
recommends
is
it's
more
of
a
holistic
approach
to.
A
T
D
D
Yeah,
so
these
are
just
directing
again
in-house
stuff
that
we
would
really
coordinate
and
bring
back
to
council
moore's,
uda
policy,
udo
policy
and
stuff
like
that
and
at
that
point
in
time
it
comes
as
a
recommendation
from
way
back
to
council
and
then
council
has
a
decision
whether
they
want
to
adopt
it
or
not.
But
they
have
this
long
list
of
recommendations
they've
put
together
since
we
were
coming
into
strategic
planning.
D
D
That's
going
to
be
over
the
next
two
years
again.
This
is
a
two
year
plan,
so
we're
going
to
work
on
those
just
like
we
did
all
the
historic
preservation
items
that
were
in
the
strategic
plan
last
year.
We
just
adopted
those
at
the
end
of
last
year.
That
was
a
part
of
the
process,
so
this
is
we're
looking
at
this
over
the
next
two
years,
I'm.
N
D
D
D
Makes
waypack
may
say:
hey
we
really
want
to.
I
think
one
of
the
first
items
is
to
be
involved
in
the
review
process
for
projects
that
may
be
their
top
priority
and
they
may
come
to
y'all
and
say
hey.
We
want
a
bigger
role
that
may
come
and
say
two
months
and
then
you
all
have
the
option
to.
But
item
number
11
may
not
happen
for
20
months,
but
we'll
support
waypak
and
provide
and
helping
them
vet
these
so
that
they
can
bring
that
recommendation
to
council.
P
P
In
the
future,
you
know
at
our
next
meeting
or
whatever,
to
look
at
all
of
these
and
prioritize
them,
knowing
that
only
one
or
two
are
probably
going
to
get
done
within
the
next
few
months.
Take
the
most
important
ones
and
say
this:
is
you
know
if
you
can
you
work
on
this
first
I
mean.
Would
that
be
a
problem
stephen
or
I
mean
that.
D
Mean
I
no,
I
don't
think
so,
and
and
waypak
is
a
council-appointed
board
right.
So
what
they've
done
is
they've
said
that
they
want
to
make
sure
that
what
we've
done
is
we've
said.
They've
come
with
a
bunch
of
recommendations
for
watershed
management.
Is
we
want
to
make
sure,
as
we
looked
at
our
guiding
principles
with
the
may
river
and
watershed
protection
being
one
of
them
that
if
they
have
recommendations
that
we
have
in
here,
as
one
of
our
action
items
is
to
work
with
them
on
their
proposals
and
bring
those
back.
A
A
And
then
what
is
important?
Where
do
we
see
it?
Do
we
put
them
all
kind
of
push
it
out
over
the
year
two
years?
The
most
important
items
to
address,
like
your
tree
buffer
question
from
a
year
ago,
made
its
way
through
planning,
commission
and
now
we're
about
to
see
that
as
well.
So
that's
that's
where
you're
going
to
see
it
on
the
agendas
right,
yeah.
C
All
right
so
moving
on
this
is
this
would
be
relatively
quick
to
wrap.
This
up
is
maybe
your
watershed
action
plan.
One
of
the
items
is
to
develop
long-range
plans,
as
you
can
see
there
just
get
that
in
the
actual
agenda
item.
There's
no
comments
about
I'll
move
on
to
the
last
theory
that
I
added
was
from
this
morning,
based
on
the
boards
and
commissions
and
committees,
and
aligning
making
sure
that
they're
aligned
with
the
town's
mission
and
vision.
C
So
just
the
ideas
were
to
develop
a
town,
a
bluffton,
specific
training
program
to
meet
the
planning
requirements
that
the
state
set
in
place.
So
you
can
either
do
their
standard
six
hours
and
then
pick
three
hours
worth
of
random
videos
that
are
20
plus
years
old
or
20-ish
years
old,
or
you
can
propose
to
have
an
approved
program
by
the
state,
so
other
careers,
local
places.
I've
worked,
we've
done
this.
It
is
a
process
to
go
for
you
know
they
want
to
make
sure
that
it's
very
specific
and
meets
their
requirements.
C
So
this
is
something
that
we
can
prepare
and
propose
to
the
state.
That's
very,
like
I
said,
town
of
left
and
specific
training
for
boards
and
commissions
can
move
forward
with
that.
A
regular
update
or
somehow
workshop
with
town
council
include
you
in
either
in
the
orientation
of
new
board
members,
and
things
like
that.
So
those
are
three
that
I
was
just
trying
to
write
down
some
notes
based
on
some
of
the
conversation
from
this
morning,
so.
A
B
C
It
yes,
of
course
I
I
would
I
mean
it
would
be
great
if
the
state
would
accept
it
and
tip
they
have
where
we
presented
it
before.
They
just
need
to
make
sure.
Yes,
our
is
it.
You
know
one
of
the
classes
that
we
taught
as
part
of
the
one
hour
that
the
one
hour
requirement
was
current
topics,
current
development
plan.
So
then,
then
it's
just
you
know
kind
of
kills.
You
know
it
checks.
C
C
Is
there
anything
else
that
you'd
like
us
to
include
that
we
didn't
include,
I
like
that.
I
can
wordsmith
it
later
and
go
through
anybody
if
or
if
that's
something
you
wanted
to.
I
don't
mean
to
take
it
away
from
bill,
but
if
there's
anything
else
that
you
really
want
us
to
work
on
in
the
next
two
years,
I'll.
A
X
T
Z
Z
Z
And-
and
I
understand
that
everything
has
to
be
paid
for,
and
we
too
take
advantage
of
the
use
of
all
that
that,
but
yet
you
know
or
you
know,
it's
come
to
the
place
now
where,
if
we
can't
afford
yet
to
live,
what
do
we
do
or
we
can't
afford
to
put
a
house
on
you
know
I.
I
was
amazed
at
the
cost
before
you
even
put
a
shovel
in
the
ground.
Z
A
A
W
Well,
I
came
in
late,
but
I
do
know
that,
as
far
as
for
buck
island
and
simmonsville
road
and
thank
you
I'll
stay
on
topic-
the
lighting
situation
on
our
roads,
especially
buck
island
road.
We
need
to
include
that.
I
don't
know
if
you
guys
have
that
in
there,
but
the
lighting
on
buck,
island
and
simmonsville
road,
especially
for
buck
island
road
around
the
eagles
field
in
that
area
right
there,
and
there
are
pockets
that
have
poles,
but
no
lighting-
and
I
know
it's
expensive,
so
the
same
way:
the
town
of
bluffton.
W
When
you
come
on
that
road-
and
you
see
how
beautiful
it's
lit
up,
we
want
the
same
thing.
We
should
have
the
same
thing
and
also
for
green
space
for
park
and
recreational
area.
Our
roads
are
missing
that
we
don't
have
that.
We
don't
you
know
we
don't.
We
shouldn't
have
to
be
coming
in
some
other
area
for
recreational.
We
should
have
area
where
we
can
have
little
cookout
little
pods.
You
know
where
people
can
come
and
have
a
family
cook
out
and
also
the
oyster
factory
should
factor
in
that
as
well.
W
You
should
have
little
spaces
where
people
can
do
little
general
cookouts
for
families
and
seating
area.
So
so
that's
it
right
now
and
I
can
email
y'all
with
the
rest,
because
I
want
to
stay
on
task.
You
know
I
can
get
off
task
very
easily.
Thank
you
so
much
for
allowing
me
to
say
something.
Thank
you.
W
A
K
A
D
We
were,
we
did
add
the
safety
in
there
and
then
for
sharon's
benefit,
while
she's
here
council
did
have
discussion
about.
We
were
talking
about
doing
it
in
old
town
and
and
they
and
it
talked
about
expanding
it
out-
to
include
buck
island,
simmonsville,
gothy,
schultz
and
other
intersections,
so
that
safety
lighting
and
all
that
was
what
is
one
that
we're
adding
to
the
plan
as
well.
T
A
T
S
Doubt
public
comment
is
always
important.
We
are
ready
to
do
the
working
lunch
break,
so
the
question
came
up
yesterday:
oh
we're
taking
a
lunch
break.
Does
that
mean
I
can
leave?
No,
that
means
you
can
get
your
food
and
sit
back
down
we'll
take
that
obviously
takes
a
short
period
of
time
for
transition,
and
then
we
are
going
to
hear
from
the
beaufort
county
economic
development
corporation,
just
an
update
on
what
is
happening
in
the
area,
and
then
this
afternoon
we
are
nearing
the
finish
line.
S
We
will
hear
from
kim
and
mike
talking
about
capital
improvement
projects
which
kind
of
round
out
this.
This
discussion
going
forward
and
then
we'll
end
the
day
with
presentation.
Brief
discussion
on
the
survey
results
regarding
don
ryan
and
then
we'll
have
a
presentation
from
david
on
the
don
ryan
center.
So
with
that.
A
Let
me
jump
in
the
lunch.
We
have
plenty
but
we're
going
to
let
the
table
go
through.
First,
then,
the
reserve
spaces
for
our
invited
guests
and
melinda
does
feel
like
we
have
extra
so
after
that.
Anyone
else
here,
please
feel
free,
but
if
you
could
let
this
group
get
started,
so
we
can
start
talking
followed
by
row,
one
and
two,
and
then
everyone
else.
Okay,
who
wants
up
here,
you
leave.
You
lead
the
crew.
X
Strategically
planned,
I
like
the
yogi
berra
one,
if
you
don't
know
where
you're
going
any
road
will
get
you
there.
Well,
the
the
contrast
is
thinking
about
where
you
want
to
go
and
being
intentional.
It's
kind
of
neat
to
be
in
this
room,
because
four
and
a
half
years
ago
I
stood
in
this
room
and
I
fumbled
over
my
words
during
the
interview
process
and,
and
here.
T
X
Still
and
you'll
be
like
and
and
you're
speaking,
didn't
get
any
better.
I
will.
I
would
like
to
say
just
as
a
a
point
of
privilege,
mike
chairman
is
here:
ashley
feaster
who's
provided
us,
I
told
her.
There
would
be
no
bumps,
no
ripples.
The
water
would
be
smooth
and
she's
actually
gotten
us
through
a
lot
of
bumps
and
ripples
and
changing
weather
as
we
navigate
economic
development
in
beaufort
county.
X
As
I,
as
I
begin,
I
I
should
thank
stephen
and
his
staff
chris
and
heather
and
kevin
by
the
way
kevin.
I
couldn't
pick
up
my
pork
this
weekend,
but
somebody
else
gave
me
a
thumbs
up
on
that
they
loved
it,
but
part
of
our
our
brand
here
in
beaufort
county
is,
is
to
communicate
with
people
very
clearly
and
with
the
staff
you
have
here
in
bluffton.
It's
a
it's,
a
very
good
working
relationship.
We
can
get
answers
pretty
quickly.
X
We
were
stood
up
to
diversify
the
economy.
Obviously
you
know
hospitality
and
tourism,
1.5
billion
dollar
industry
to
our
region,
defense
and
contracting
is
2.2
billion
dollars
and
so
we're
trying
to
diversify
that.
As
I
see
some
of
our
environmental
friends
in
the
audience,
we
put
this
last
bit
on
there
carried
out
while
being
respectful
of
the
environment,
the
environment's
critical
to
our
blue
chip
industries.
X
X
Obviously
I'm
here
to
speak
about
that,
but
workforce
housing
and
skill
development
and
a
lot
of
our
partners
fill
that.
I
will
tell
you
that
for
the
town
of
hilton
head,
we
recently
did
a
pro
forma,
though
on
workforce
housing
and
because
there
have
been
so
many
looks
at
what
it
takes
to
build
housing
in
our
region,
hardyville
or
or
beaufort,
or
bluffton,
or
port
royal.
X
So
on
and
what
we
did
is
we
had
a
developer,
develop
a
pro
forma
and
just
kind
of
underscore
the
conditions
to
build
housing,
and
it
can
illuminate
some
of
the
discussion
on
workforce
housing.
We
do
have
to
be
concerned.
I
think
I
heard
over
in
this
corner,
as
I
was
picking
up
my
notes
from
tommy's
station
saying
boy,
I'm
glad
I'm
in
here
now
I'd
hate
to
be
moving
in
now
and
we're
going
to
be
talking
about
three
different
employers
in
the
next
two
weeks.
X
Our
board's
going
to
be
taking
these
up,
but
we've
got
three
employers
looking
to
invest:
35
million
dollars
and
they're
going
to
need
employees
to
run
those
companies
and
transportation.
Obviously,
our
approach
to
economic
development
is
marketing.
Networking
the
irish
lead
came
from
a
site
selection
contact.
I
have
in
dublin
product
development,
workforce,
branding
and
staff
does
a
lot
in
bluffton
to
create
the
brand
that
we
promote
and
you'll
see,
even
with
the
digital
advertising
we're
doing
at
buckwalter.
X
It's
it's
with
the
feedback
we
get
from
staff
and
then
teamwork
in
terms
of
our
how
we
approach
economic
development.
I'm
sure
your
consultants
can
tell
you
that
many
areas,
economic
development
is
is
based
on
a
lot
of
activities.
I
spoke
to
the
rotary
club
in
hilton
head
today
and
we
put
our
scorecard
up
there
and
obviously
you
look
at.
X
We
set
a
goal
of
60
million
dollars
a
year
a
year
to
since
inception,
where
we're
creeping
up
on
200
million
dollars
of
investment
in
the
county
in
these
diverse
industries.
But
right
now
we're
sitting
at
10.48
million.
We
had
a
lot
of
momentum
going
into
covet,
I'm
not
making
excuses
of
looking
at
our
pipeline.
I
think
by
july,
we'll
hit
that
60
million
dollars,
but
it's
going
to
take
a
lot
of
hard
work
in
terms
of
retained
jobs.
X
That's
showing
up
as
read
so
we
show
people
what's
good
and
what's
bad
in
terms
of
rate.
Retain
jobs,
we
set
a
goal
because
we
want
to.
We
want
to
take
care
of
incumbent
companies
as
well
as
new
companies
we're
attracting,
but
to
date
we
can't.
We
can't
measure
that
our
product
development
showing
zero
we've
got
a
pad,
so
that
number
will
be
33
percent
of
gold,
but
still
yellow
what
we'd
like
charlie
stone
and
myself
are
the
impacts
that
the
jobs
we
create
can
have
on
lives.
X
And
I
don't
know
if
many
of
you
went
to
our
converge
summit,
but
we
had
390
people
register.
I
would
imagine
it
was
free,
so
we
had
just
under
300
occur.
I
mean
attend
and
probably
another
95
watch
on
facebook.
So
there's
a
lot
of
interest
in
economic
development
in
the
county,
and
if
you
heard
the
speaker,
former
ceo
president
of
bmw
carolina
speak,
he
believes
that
the
diverse
economy
can
work
in
south
carolina.
X
People
can
make
good
returns
and
we
can
pay
people
good
wages.
So
I
thought
that
was
a
good
message
coming
from
somebody
who
did
had
most
of
his
career
in
germany
this
year,
we're
averaging
six
just
over
sixty
thousand
dollars
of
of
income
on
on
average
across
these
jobs
since
inception
we're
just
under
50
000.
X
But
that's
that's
to
me
where
the
rubber
hits
the
road,
whether
you're
in
public
safety
or
in
parks
or
tax
collection
people
having
a
way
of
supporting
their
families
and
and
having
dignity
matters
we
had
clemson
and
john.
Could
I
bother
you
not
right
away,
but
can
you
give
me
a
beverage
or
something
yeah,
I'm
I'm!
So!
Oh
I'm
good!
Oh!
I
got
it's
like
jesus
at
a
wedding,
all
of
a
sudden
everything
you
hoped
for
appeared.
Thank
you.
X
X
X
I
code
the
our
leads
where
they
come
from
in
blue
and
green,
greener
ones
that
we
may
pay
for
southern
carolina
alliance
and
different
things
generate
leads
for
us
25
to
the
to
the
number
25
of
our
leads
come
from
away
and
75
come
from
somebody
who's
already
in
your
community.
I
got
a,
I
got,
a
call
we
got,
we
got
a
few
calls.
A
bluffton
resident
is
involved
with
the
south
american
south
african
company.
They
have
operations
in
florida
and
want
to
move
them
to
beaufort
county.
X
So
that's
typically
75
of
our
leads
come
from
somebody
who
is
your
neighbor
and
every
time
I
speak,
I
encourage
each
and
every
one
of
you
somebody's
grousing
about
something
somebody
needs
room
to
expand
whatever
the
case
might
be.
They're
struggling
with
workforce
send
them
our
way,
because
we've
got
to
take
care
of
them.
75
percent
of
those
people
bring
us
the
business
98
again
coded
blue
and
green
98
of
our
leads
come
from
somebody
who's
already
in
our
community.
So
again,
I
think
that
low
country
welcome
really
pays
dividends.
X
Our
our
targets,
you
know
as
you're
thinking
strategically,
and
I
I
spoke
to
the
mayor
quickly
before
the
don
ryan
board
member
board
meeting
on
thursday
of
last
week.
You
know
these
are
our
targets,
I'm
working
on
one
right
now
that
came
in
through
my
network.
It's
a
irish
company
in
the
healthcare
telemedicine
area.
They
want
to
bring
350
jobs
to
the
area.
X
Bluffton
is
well
suited
for
that,
and
I
I
think
I
I
always
think
it's
important
to
have,
and
while
we're
talking
about
irish,
the
irish
believe,
like
you
see
the
hedges,
you
throw
your
hat
over
it.
Now
you
gotta
get
there.
So
towards
that
end,
I
I
think
bluffton.
If
I
was
to
set
a
goal,
I
would
say
in
five
years
we
should
have
five
headquarters
back
office
operations
in
bluffton.
X
Our
challenge
is
to
find
out
where
to
put
those
companies,
but
I'm
sure
if,
if,
if
we
get
it,
if
we
get
focused
on
it,
like
you
usually
do
we
can
get
it
done,
but
these
are
are
the
types
of
industries
that
we
think
are
in
harmony
with
the
with
the
environment
here
in
terms
of
projects.
Since
we've
been
doing
this,
this
adds
up
to
43
million
dollars,
217
new
and
retained
jobs
burnt
church.
X
X
I
don't
put
this
up
here
to
pat
the
beaufort
economic
development
corporation
on
the
back,
because
if
you've
ever
met
the
rolfs,
who
did
this
project,
they
were
considering
doing
the
project
here
in
bluffton
or
doing
it
in
santa
fe
new
mexico,
and
so
they
again
they
invested
I'll,
get
it
right.
Five
5.8
million
dollars
created
44
jobs.
The
average
job
pays
41
000.
It
has
fully
paid
health
insurance
and
put
they
put
aside
five
percent
for
each
employee
towards
retirement.
X
X
And
why-
and
why
did
they
do
it
in
bluffton,
because
the
staff
was
easy
to
work
with
absolutely
they
had
asked
santa
fe
for
some
information.
They
asked
the
beaufort
county
economic
development
corporation
for
information.
They
want
to
either
help
the
gullah
community
and
underserved
population
in
beaufort,
county
or
native
americans
in
the
santa
fe
area.
X
Santa
fe
never
got
back
to
him,
so
half
of
our
battle
is
just
being
responsive
to
leads,
but
the
real
reason
we
applied
for
this
recognition
was,
as
we
think,
there's
more
affluence
buried
in
these
hills,
that
there
are
more
people
of
means
who
would
like
to
do
things
for
people
who've,
never
gotten
a
share
of
of
of
the
piece
of
the
pie
that
we're
all
promised
part
of
the
american
dreams.
You
know
towards
that
end.
X
X
If
you
look
at
the
nordstrom's
model,
if
you
will
you
take
care
of
a
customer,
they
become
a
repeat
customer
and
there's
more
good
things
to
come
from
the
watterson's
in
bluffton
we
pound
away
consistently.
These
are,
you
know,
are
our
pillars,
exhilarating
environment,
skilled
workforce.
We
generally
use
the
marine
corps
as
our
target,
but
when
we
work
with
companies,
we
also
say
you
know
that
there
are
2100
exiting
marines,
but
with
how
hospitable
beaufort
county
can
be
with
the
company
coming
in.
X
We
also
ask
that
they
hire
people
who
are
local
here
and
have
been
here
for
generations,
and
it
was
interesting.
I
spoke
to
a
group
on
saint
helena
and
I
got
a
lot
of
pushback
on
who's.
Getting
these
jobs
and
now
we're
going
to
start
to
put
in
our
incentives
some
language
that
says
that
they
need
to
there
would
be
a
kicker
if
they
can
demonstrate
that
the
people
a
portion
of
the
people
they
were
hired,
have
been
in
our
community
for
a
long
time.
So
I
I
sense
it.
X
I
feel
it
and
I
I
I
can
empha
emphasize
with
it
that
people
do
not
want
to
think
that
oh
we're
growing
and
everyone's
coming
from
away
and
they're
walking
right
by
me.
So
that's
and
I
last
thing
is
unparalleled
support
and
well,
you
know
I
I
get
to
stand
up
here,
charlie
stone,
who
was
an
intern
for
us
and
then
he's
now
been
with
us
for
four
years.
X
I'm
dangerous
the
don
ryan
center.
You
know
you
all
know
about
it,
but
I
will
say
this
and
I've
said
it
to
burl
davis,
who
is
the
chair
of
the
don
ryan
center.
I've
said
it
to
the
mayor
offline
that
there
is
a
buzz
in
the
hub
and
you
should
be
proud
of
it,
and
you
know:
we've
got,
as
I
mentioned,
gwen
from
blackwood
he's
going
to
be
there
tomorrow,
she's
going
to
consider
that
a
landing
pad
for
herself.
X
X
X
You
know
what
I
I
know
you
guys
would
like
results
on
the
on
the
pad
there
at
buckwalter
and
we're
in
conversation
with
staff
here,
but
we're
doing
a
digital
campaign
right
now,
based
on
the
deal
that
was
on
the
table
and
so
people
who
are
clicking
on
sc,
biz
and
looking
for
sites.
This
is
a
digital
ad
that
we
have
appearing
so
sometimes.
X
I
know
people
think
that,
like
amazon
has
put
a
chip
in
your
eyebrow
and
they
know
what
you're
thinking
about,
because
when
you
go
back
to
the
computer,
what
you're
thinking
about
shows
up
that's
the
nature
of
that
digital
ad
for
people
are
looking
for
sites
working
with
the
southern
carolina
alliance.
We
go
to
a
lot
of
consulting
forums.
People
advise
companies
on
where
to
be,
and
we'll
continue
to
pound
away.
At
that
bill.
X
If
I
have
my
weeks
right
february,
28th
that
goes
into
the
first
few
days
of
march,
another
pass
we're
going
to
make
is
through
boston
and
washington
dc.
We
have
another
site
selector
through
a
defense
department,
grant
to
try
to
attract
cyber
securities.
Now,
while
that
grant
was
focused
out
of
buford
city
of
buford,
it's
a
beaufort
county
initiative
and
and
bluffton
could
expect
to
be
the
beneficiary
of
that
as
well.
During
during
covid
a
lot
of
people,
we
had
a
lot
of
excitement
through
the
southern
carolina
alliance.
X
We
made
a
pass
through
new
york
and
canada.
We
made
several
passes
through
the
northeast,
based
on
the
success
we
had
going
into
2020
and
all
of
that
got
kind
of
the
brakes
got
hit
and
people
haven't
been
able
to
come
down
here
and
kick
the
tire.
So
what's
what
the
department
of
commerce
did
was
they
created
grants
where
we
could
do
drone
do
drone
virtual
visits,
and
so
this
is
an
example
of
one
that
was
done
for
buckwalter
and
they
have
another
round
we're
doing
two
more
shortly.
X
Data-Driven
decisions
I'll
tell
you
just
about
lot
nine
lot:
nine.
We
can
use
esri
data
to
find
out
how
much
beer
people
drink
at
home,
how
much
beer
they
drink
when
they're
out
how
much
beer
they
drink
or
liquor
or
wine,
and
so
when,
if
you
have
a
successful
brewery
in
one
location-
and
you
say
this
is
our
demographics.
This
is
this
is
what
the
consumer
is
doing
in
our
area.
We're
able
to
pull
some
of
that
data
as
as
they
or
anyone
else,
looks
at
other
sites,
so
data-driven
decision.
X
I
just
had
a
a
call
at
10
30
this
morning,
with
a
a
group
called
placer
ai
using
cell
phone
data.
They
could
they
can
do
a
lot
in
terms
of
finding
out
where
they
call
it
a
void
study,
but
where
somebody's
leaving
your
market
to
say,
go
to
savannah
to
shop
and
that
can
help
as
everyone's
always
talking
in
bluffton.
I
hear
a
lot
of
it.
We
need
a
costco,
we
need
a
trader
joe's.
X
We
can
actually
provide
the
data
to
figure
out
whether
you
have
the
demographics,
the
purchasing
power,
the
purchasing
profile
to
appeal
to
some
of
your
target
companies
or
or
retailers.
This
is
a
a
story.
I
have,
and
and
and
the
again
this
irish
prospect
we
have
it's
called
the
project's
names
called
rapid
coltrane,
but
rapid
coltrane
would
expect
a
higher
in
the
area
by
august,
if
we're
selected
as
a
site
and
what
helps
bluffton
with
the
fast-moving
company
is,
is
that
we
have
the
real
estate
for
them
to
go
into.
X
But
this
is
just
an
example.
La
creuset
decided
to
close
its
return
site
in
beaufort.
They
they
notified
the
landlord
middle
of
january.
They
weren't
going
to
renew
they
were
done
by
the
end
of
january.
By
february,
8th
that
49
850
square
foot
building
was
leased
to
a
a
california
company
and
by
february
17
the
department
of
commerce
had
a
incentive
agreement
in
front
of
them
to
be
signed.
X
So
keep
in
mind,
you
look
at
the
virtual
visits
to
sites
that
I
showed
you
and
you
hear
about
the
incentives
that
commerce
helps
us
with.
Commerce
is
very
helpful
to
beaufort
county
and
and
I'd
like
to
underscore
that
a
pad
site
commerce
provided
us
200
000
dollars
in
grant
funds.
So
as
we're
looking
at
it
could
be
willow
run
other
other
places.
There
are
ways
that
we
can
do
some
things
perspectively
that
can
sweeten
the
deal
in
terms
of
coming
to
bluffton.
X
Charlie,
has
employers
going
to
the
marine
corps
air
base
and
meeting
with
marines
right
now.
That's
being
done
virtually,
but
if
somebody
has
jobs
or
looking
for
a
manager,
general
manager,
whatever
the
case
might
be,
we
can
get
them
in
the
queue
monthly
in
any
community
to
talk
to
them
about
hiring
and
and
they're
good
people
good
people
to
have
in
our
community.
This
is
a
just
an
example
of
the
pro
forma.
X
If,
if
your
workforce
housing
group
would
like
to
see
this,
it
kind
of
spells
out
the
rates
of
return,
and
but
I
d-
I
did
show
this
to
mayor
mccann
over
in
hilton
head
at
breakfast
last
week
and
he
was
he
was
really
excited
about
the
housing
mix
like
tommy.
I'm
going
to
try
to
use
this
laser
thing
and
people
know
how
much
sugar
or
or
coffee
I
drank
oh
boy,
yeah,
I'm
terrible,
but
you
can
see
that
20
percent.
X
Don't
stalk
us,
but
that's
when
we'll
be
there,
and
so
our
leads
75
of
our
leads
come
from
somebody
who's
already
here,
98
come
from
somebody.
Who's
already
got
a
taste
of
beaufort
county,
no
doubt
bluffton,
and
so,
if
somebody
has
a
problem,
an
opportunity
or
a
challenge
give
us
a
call
and
I'd
be
happy
to
take
questions
or,
however,
you'd
like
to
proceed.
I
think
I
exceeded
expectations
you're
supposed
to
move
to
the
next
thing
by
1
pm.
I
didn't
mean
to
look
at
my
watch
like
yeah.
X
When
you
look
at
those
large
tracks
there,
there
might
be
things
we
can
do
even
with
the
counties-
taxing
policy
filos,
ssrcs
mcip's,
whatever
the
case
might
be,
that
might
change.
The
conversation
from
you
know
we're
just
going
to
build
a
large
track
housing
to
mixed
use,
things
that
can
create
economic
drivers
within
the
development
and
if
we
can
help
out-
and
I
appreciate
you
referring
that
group
to
us.
A
Right
turn
that
mic
on-
and
I
don't
know
where,
where
this
falls,
so
we
had
a
resident
talk
about
large
tracts
of
land
that
were
generationally
owned
and
they
just
sit
back
and
watch
things
go
around
them.
Is
that
maybe,
when
actually
you
meet
with
gwen
talk
about
maybe
some
of
their
plans
they
have
on?
If
people
are
ready
to
sell,
maybe
there's
a
group
out
there
that
can
buy
it
to
keep
it
in
the
generational
like
that
community,
and
I
don't
you
don't
need
to
talk
about
it
now,
but
maybe
it's
a
topic.
K
X
We
had
that
conversation
with
the
folks
on
saint
helena
like
after
I
was
here
about
45
days,
and
you
know
I
said
there
are
two
things
you
can
do,
sell
your
property
and
they
got
apoplectic.
That's
not
what
they
wanted
and
I
said:
well,
here's
the
other
thing
I'll
bring
something
forward
and
if
I
can
have
your
early
adopters
be
interested
in
it
and
that's
that's
where
we
kind
of
put
them
together
with
the
rolfs,
where
now
they're,
farming
more
of
their
fields
or
whatever
the
case
might
be.
So
I
it's
something.
X
A
Z
J
J
A
L
O
While
we
make
economic
development
and
opportunities,
one
of
the
major
tools
and
in
the
county,
as
well
as
in
the
town,
what
about
the
challenges
of
having
too
large
of
a
industry
that
not
only
that
our
transportation
system
won't
support,
but
the
it
also
create
the
fact
that
we're
going
to
have
congestions,
we
already
trouble
with
too
many
residents.
So
why
wha?
How?
How
can
we
balance
that?
So
we
don't?
We
don't
become
somewhere
else,
usa,
very,
very
fast,.
X
X
Fit
fit
the
area
and
don't
don't
surpass
the
infrastructure's
ability
to
surf,
and
so
that's
that's
the
balancing
act
as
you
grow.
You
do
want
to
grow.
I
do
think
you
want
to
grow,
but
you
want
to
do
it
in
a
way
that
fits.
I
think
previous
economic
developers
in
beaufort
county
failed,
because
I
think
they
were
looking
for
the
next
volvo
plant.
The
next
bmw,
that's
not
good
or
boeing,
bmw
mercedes,
whichever
one
it
is.
X
X
P
A
V
Yeah,
no,
this
is
the
for
the
capital.
So
yes,
marin,
council
members
were,
we
are
right
on
schedule
and
what
we're
going
to
do
now.
We
this
morning
we
talked
about
the
focus
areas
and
well
started
out
with
the
focus
area,
guiding
principles,
got
the
projects
and
and
now
we're
we're
going
to
talk
about
the
capital
moving
ahead,
with,
with
a
plan
for
capital
projects,
kim's
gonna,
kim's,
gonna
review
that
and
the
not
just
talking
about
capital,
but
one
of
the
things
I
there
is.
I
Thank
you.
I
appreciate
that
so
council
and
members
of
senior
staff
and
your
packets
under
tab.
Four
is
a
detailed
description
of
the
capital
programs
and
their
status.
However,
to
help
drive
our
conversation
today,
we
thought
it
would
be
easier
to
pull
out
that
information
and
provide
you
with
some
highlights
some
current
status
and
upcoming
project
areas.
I
That
would
be
of
interest
specifically
highlighting
what
challenges
staff
has
been
facing
over
the
last
fiscal
year
and
our
proposed
solutions
moving
forward
so
being
in
my
position
for
about
four
months
now
and
and
learning
more
about
the
capital
program
and
division
and
what
they
have
going
from
the
last
two
two
fiscal
years
in
our
last
strategic
plan
and
working
together
with
staff.
What
we've
identified
some
completed
highlights
from
21
to
22
is
that
nine
projects
have
been
completed
or
substantially
completed
within
the
last
two
fiscal
years.
I
This
has
been
with
three
full-time
project
managers:
a
division
manager
who
wears
a
part-time
project
manager
house,
as
well
as
he
being
the
administrator
of
that
program,
an
administrative
position
and
also
a
part-time
or
not
part-time.
I'm
sorry
assistant
project
manager,
so
just
bringing
forward
that
you
have
three
full-time
project
managers
that
are
working
on
these
projects
currently
in
a
staffing
position
within
that
two-time
two-year
time
frame.
I
In
addition
to
the
substantial
completion
there
have
been
project
milestones
that
have
been
completed
from
a
comprehensive
planning
or
master
planning
perspective,
and
in
that
area
we
have
eight
that
are
listed
and
again
these
will
be
included
in
the
packet
for
everybody
to
see
for
the
public,
and
I
don't
want
to
read
through
all
these,
because
I
really
want
to
work
on
on
the
last
piece
of
prioritization
and
then
we
have
15
projects
that
are
planned
to
be
either
initiated
this
spring
or
summer,
and
this
is
again
coming
from
the
last
two
years.
Moving
forward.
I
That's
a
lot!
That's
an
awful
lot
again,
keeping
that
staffing
ratio
in
mind.
So
what
challenges
have
we
faced?
Because
we
know
there's
still
a
lot
out
there,
that
has
been
on
the
cip
list
for
a
number
of
years
and
what
challenges
has
staff
been
facing
as
we've
been
trying
to
implement
and
construct
those
projects
on
the
last
page
and
working
with
pat
as
the
division
manager
for
the
capital
improvements
program?
I
The
other
thing
is
that
we
need
to
realize
clearly
we're
not
in
the
same
economic
development
and
capital
development
and
construction
era
that
we
were
prior
now
that
we
were
post
coded
everybody's
fighting
with
labor
shortages.
Now
that
we
have
arpa
stimulus
funds
coming
out
that
competition
for
contractors
is
only
going
to
get
more
stiff
is
only
going
to
get
more
stiff,
so
we're
trying
to
be
responsive
and
thinking.
How
can
we
begin
to
do
things
differently?
I
Also,
in
addition
to
hiring
an
easement
easement
acquisition
specialist
is
how
can
we
streamline
our
current
attorney
process
and
the
back
and
forth
with
with
trying
to
get
the
legal
documents
in
place
once
we
do
get
the
verbal
agreement
to
get
the
documents
filed.
So
we're
working-
and
I
know,
there's
some
plans
on
that
as
well.
That,
I
think,
will
tie
into
another
major
challenge
that
we're
facing
is
engineering
surveying
and
permitting
delays
in
general.
I
I
Another
issue-
and
this
is
one
that's
larger
than
all
of
us,
but
it's
construction
supply
and
delivery.
The
whole
supply
chain-
and
that
is
one
that
we're
not
going
to
solve
necessarily
internally,
but
if
we
can
have
economies
of
scale
and
know
that,
obviously
it's
more
coordination
in
thinking
of
these
projects
holistically
instead
of
individualistically.
I
If
we
need
a
bunch
of
concrete
pipe
on
on
site
for
one
section
of
road
and
then
we
know
that
or
piping
for
sidewalk,
underneath
sewer,
I'm
sorry
for
drainage.
At
the
same
time-
and
we
know
we've
got
another
one-
six
months
ahead
of
time-
can
we
work
with
public
services
for
an
area
as
the
lay
down
yard,
I'm
popping
that
one
on
derrick
colt.
I
But
let's
think
about
that.
If
we
have
these
supply
chain
issues
instead
of
thinking
individual
projects,
let's
think
of
them
holistically-
and
that
really
brings
me
to
the
last
one,
which
is
limited,
contractor
response
to
our
invitations
for
bids.
Our
request
for
proposals
we've
had
four
different
instances
of
putting
bids
out
where
we've
had
zero
responses,
and
this
goes
back
into.
This
is
a
different
climate
and
environment
that
we're
working
in
today
than
we
have
over
the
last
years
and
the
way
we're
used
to
doing
business.
I
Part
of
that
is
that
economy
of
scale,
let's
lump
some
of
our
projects
that
are
similar
in
nature
together
and
bid
them
out
over
the
span
of
three
years
and
what
that
means
is.
If
we
have
four
phases
of
sidewalks
for
great
example,
four
phases
remaining
of
historic
district
sewering,
we're
bidding
them
to
grants
and
available
funds.
Let's
lump
all
of
those
together.
I
Let
that
contract
out
right
that
bit
out,
so
we
can
award
several
contractors
potential
opportunities
to
work
on
that
and
then
they
they
can
say
over
the
next
three
years.
Perhaps
you
have
the
ability
for
a
12
million
dollar
contract
instead
of
a
one
million
dollar
contract
over
the
span
of
one
and
a
half
years
again
trying
to
look
at
that
economy
of
scale.
How
can
we
make
our
smaller
projects
more
attractive
and
competitive
with
a
larger
development,
we're
also
competing
against
the
school
district
and
all
of
their
large-scale,
their
large-scale
contracts?
I
So
again,
let
me
highlight
looking
at
trying
to
do
business
a
little
bit
differently
so
that
we
can
move
things
forward
using
the
criteria
that
you
looked
at
in
the
survey
for
prioritizing
capital
improvement
program
projects,
those
eight
criterion
staff
coming
back
to
you
using
our
five-year
capital
plan,
currently
with
lumping
similar
projects
together
and
attempting
to
apply
those
criterion
for
a
prioritization
and
a
workshop
with
council
to
get
your
input
and
approval
on.
Are
we
on
the
right
track?
V
D
Economy
at
scale
is
what
we're
looking
for.
So
if
we
right
now,
we
have
gone
with
the
same
process
for
years
where
we
want
a
project
to
start
july
1st.
Well,
we
go
back
and
we
say:
okay,
we're
going
to
put
it
up
to
bid
march
1st
we're
going
to
open
bids
april
1st
we're
going
to
do
our
pre-construction
and
we're
going
to
tell
our
contractors.
We
need
you
to
start
this
project
july
1..
What
they
do
is
they
come
to
us
and
they
say
I'm
booked
out
for
9
months.
D
I
can't
start
a
project
in
45
days
or,
if
I
am
going
to
do
it,
it's
going
to
cost
you
twice
as
much,
because
I'm
going
to
have
to
either
pull
off
another
job
or
hire
another
contractor.
So
what
this
approach
will
allow
us
is
two
major
things
one.
It
would
allow
us
to
go
for
economy
of
scale.
We
can
say
like
she
said,
we
have
four
sewer
projects
that
we
know
we're
going
to
budget
for
their
budgeted
in
our
cip
for
the
next
two
or
three
years.
D
Because
again,
if
we're
doing
a
sidewalk
project
that
costs
150
000,
getting
a
contractor
to
pull
off
of
something
that
they
might
be
making
500
000
for
and
have
to
meet
federal
guidelines
and
reporting,
and
all
that
it's
tough.
But
if
they
have
know
that
they
have
the
ability
that
that
hundred
thousand
dollar
project
may
actually
end
up
being
four
projects
that
total
eight
hundred
thousand
dollars,
they
may
be
more
willing
to
bid
on
it,
knowing
that
they
get
an
opportunity
to
get
access
to
a
larger
potential
project
list.
D
D
D
N
D
D
Okay,
if
one
may
be
six
months
out,
one
may
be
nine
months
out
this
one
may
cost
more.
This
one
may
be
cheaper.
It
gives
us
the
option
to
look
at
what
is
out
there
and
say
which
fits
better
in
our
schedule,
which
fits
better
in
our
budget.
It
just
gives
them.
Some
fl
gives
staff
flexibility
to
be
able
to
accomplish
these
projects
when
we
can,
but
if
we
keep
just
going
out
to
bid
over
and
over
and
we're
re-bidding
these
things
we're
wasting
two
three
four
months
at
a
time
and
getting
no
bids.
P
T
I
I
I
Sir
right
and
then
another
grant-
and
those
are
both
319
grant
supported
projects.
The
second
one
is
phase
two
of
historic
district
sewering
and
that's
on
the
ghost
road
portion
of
bridge
street,
so
west
of
thomas
hayward,
so
they're
not
the
same
location
and
we're
not
doing
a
streetscape
project
as
on
right.
What's
currently
the
ghost
road
I
mean,
we've
acquired
the
easement
acquisition.
It
is
now
our
road.
I
shouldn't
call
it
a
ghost
road
any
longer,
but
the
dirt
portion.
P
I
Our
current
idea,
then,
is
to
package
up
three
four
five
and
six
for
sewering
and
put
them
all
together.
Instead
of
what
we've
been
doing
is
working
to
the
fiscal
year
budget
instead
of
working
our
projects,
if
that
makes
sense,
we've
been
telling
you,
when
we're
going
to
do
something
based
upon
when
it's
been
approved
and
when
it's
been
funded
instead
of
thinking.
Okay
in
general,
are
we
working
forecasting
right
and
feel
really
good
about
our
five
years,
and
so
within
that
indefinite
delivery
contract?
P
P
P
T
I
N
N
Right
because
you
have
to
get
that
taken
to
larry's
point,
you
have
to
be
able
to
knock
that
out
before
you
go,
build
the
projects
so
you're
trying
to
satisfy
that
requirement
by
hiring
somebody,
that's
dedicated
to
the
process
or
you
could
even
hire
a
right-of-way
acquisition
company
they're
out
there.
Also,
yes,
so
what
you're
saying-
and
this
is
primarily
for
just
sewers
all
you're
discussing
right
this
minute.
I
N
So
so
you're
going
to
package
all
this
together
to
make
it
a
bigger
piece
of
an
attractive
pie.
Hopefully,
hopefully,
instead
of
a
500
000
program,
you're
saying
here's,
a
1.52
million
dollar
program,
broken
into
sections
and
then
you'll
bond
based
on
each
particular
section,
not
the
overall
master
contract.
N
D
T
D
And
working
through
this
because
we
haven't
put
all
this
plan
together
because
we
wanted
to
see
if
it
was
something
council
even
wanted
to
consider,
because
we
can
keep
going
the
path
that
we've
gone
but
we're
if,
if
we
keep
putting
them
out
to
bid
and
we
keep
getting
no
bidders,
then
we're
just
going
to
be
kicking
the
can
down
the
road
in
six
months.
We're
going
to
be
having
the
same
conversation
again.
D
So
we're
wanting
to
say
look,
we
have
a
approach
that
we
feel
that
would
be
beneficial
to
consider
it's
going
to
take
taking
some
projects
and
putting
them
together.
It
may
say
we're
going
to
accomplish
some
of
these
projects
sooner
rather
than,
for
example,
parks.
Our
new
riverside
park
is
a
five
to
seven
year
process.
Do
we
want
that
to
be
a
five
to
seven
year
process,
or
do
we
wanna
look
at
taking
that
and
lumping
all
of
our
park
improvements
together,
because
what
is
also
overwhelming
them?
D
Is
you
have
so
many
capital
projects
and
they're
stretched
for
the
next
five
to
seven
years
and
we're
not
really
ever
completing
anything
and
taking
it
off
the
books?
We're
we're
doing
like
oyster
factory.
We
got
one
phase
this
year.
We
got
one
phase
in
three
years.
We
got
a
you
know,
so
we're
taking
these
projects
and
we're
stretching
them
so
that
we
can
give
prudence
to
all
40
of
them
is,
let's
maybe
we
take
some
of
these
things.
A
A
I
like
personally
like
the
idea
it
goes
to
him
saying:
let's
move
forward
and
get
these
things
done,
because
it's
going
to
cut
out
18
workshops
to
remind
us
of
the
same
thing.
We
looked
at
five
years
ago.
It's
going
to
cut
out
a
lot
of
work,
my
questions
just
overall
are
we
doing,
and
you
can
answer
it
later
or
not,
but
just
my
questions
are
we
putting
out
to
bid
differently
than
we
did
several
years
ago
because
pre-covered
we
weren't
even
getting
bid.
So
what
what
is
going
on
with
that?
A
Do
we
not
meet
with?
We
know
the
group,
eight
that'll
always
bid.
Are
we
meeting
them
face
to
face
to
say?
What's
up
what
can
we
do
better
number
three?
Can
we
not
go
in
with
beaufort
jasper's
cap
plan,
beaufort,
county
school
districts,
cap
projects,
beaufort
county
and
try
to
fit
in
with
them
on
getting
our
work
done
when
they're
doing
their
work?
So
those
are
my
questions
on
this.
You
don't
have
to
answer
it
now.
We
can
do
it
in
the
april
workshop.
But
those
are
my
thoughts.
I
The
process
is
the
same,
we're
following
our
procurement
process,
but
when
we
don't
get
a
bid,
the
project
managers
are
always
reaching
out
to
those
contractors
who
typically
do
bid
and
ask
them
why
they
did
not
bid,
and
what
we
are
hearing
is
we're
busy.
I
don't
have
staff
materials
are
expensive,
can't
hit
that
price
point.
Some
of
the
the
bids
we've
had
in
have
been
almost
double
what
we
estimated
they
should
be
again.
That's
the
supply
chain
issue
so
to
we
are
following
up
as
to
why
not
and
working
with
bjwsa.
A
D
D
It's
as
frustrating
to
us
as
it
is
to
you
for
us
to
open
a
bid
and
have
no
bids
on
it,
because
what
that
means
is
we're
having
to
start
that
project
just
got
delayed
by
60
days,
and
we
want
to
get
these
projects
done
as
much
as
council
does
as
much
as
the
public's
want
to
see
them
done.
So
what
we're
wanting
to
do
is
retool
how
we
approach
these
and
try
to
see
if
we
can't
get
as
many
projects
as
we
can
moving
forward.
D
So
we're
wanting
to
try
to
get
as
many
of
them
as
we
can
done
in
as
timely
a
manner
as
we
can
and
that's
why
we
wanted
to
bring
this
approach
to
you
all
to
say:
hey,
let's,
try
something
new,
let's
see
if
it
works
and
as
anything
if
it
doesn't
work,
we
can
always
come
back.
We
can
change
amend,
but
if
we
keep
going
the
same
route,
we're
going.
We
just
feel
like
we're.
Beating
our
heads
against
the
wall.
Q
And
we
want
to
take
something
different.
What
the
what
you
presented
steven,
I
would
definitely
say
like
that
line
of
thinking,
I'm
definitely
for
because,
if
it's
in
the
vein
of
educated
to
be
able
to
get
more
done
in
a
more
time
effective
manner,
it
also
seems
like
it
would
be
a
great
consideration
to
staff
and
what
they're
already
tasked
with
to
be
able
to
unburden.
Q
P
P
Instead
of
a
half
a
million
dollar
project,
do
you
still
have
the
amount
of
people
out
there
big
enough
to
take
on
that
big
project,
or
does
it
hurt
by
eliminating
the
small
guy
that
could
do
the
500
or
one
million
dollar
project,
but
couldn't
do
the
you
know
the
whole
thing?
Are
those
people
not
going
to
be
able
to.
D
D
And
that's
great,
for
example,
when
we
did
it
in
easily,
we
did
it
on
park
renovations.
We
had
a
whole
bunch
of
park
renovations.
We
were
doing
with
redoing
picnic,
shelters,
redoing,
parking,
lots,
redoing,
a
bunch
of
stuff.
What
we
found
is
because
we
were
able
to
take
something
and
allow
to
work
within
schedules
that
they
had.
We
were
able
to
get
the
small
contractors
as
well
as
the
big
contractors.
D
O
And
that's
kind
of
the
direction
I
was
going
to
you
know.
Part
of
procurement
is
that
we
try
to
give
contract
to
the
local
contractors
and
it
sounds
like
where
we're
headed
now
we're
going
to
change
that
part
of
it,
because
local
contractors
may
not
may
not
be
eligible
or
qualified
to
do
that
large
scale
of
work.
But
my
other
concern
is
that
you
sound
like
you're
getting
pressure
from
counsel
to
get
things
done.
O
I
Councilman,
I
will
add
on
that.
What
we
see
in
our
master
service
agreements
are
lots
of
teams
that
respond,
and
typically
when
we've
been
letting
these
contracts
one
at
a
time.
Most
of
the
contractors
who
have
responded
are
are
local
and
would
be
able
to
handle
those
lumping
them
together
over
time.
But
perhaps
this
way
would
have
a
team
of
contractors
come
together.
Typically,
we'll
have
like
three
or
four
consultants
come
together
and
respond
to
a
master
service
agreement
bid.
I
For
your
electricians,
things
like
that
they're
not
responding
to
capital
bids
anyway,
so
they're,
they're
kind
of
apples
and
oranges
they're,
not
in
that
game
of
putting
in
sidewalks
sewers
and
ditches
and
pipes,
and
things
like
that
anyhow.
So
I
I
don't.
I
don't
feel
we'll
see
the
squeeze,
but
I
think
we
can
definitely
make
sure
we
communicate
in
the
bid
that
we're
not
discouraging
or
eliminating
but
consider
partnering
with
a
larger
firm
if
you're
interested
in
getting
in
on
these
larger
scale,
projects.
D
O
K
N
Year,
the
things
that
we
aren't
getting
done,
the
cip
projects
are
carrying
over
into
next
year's
budget,
10
11
15
million
dollars,
and
so
we
do
need
to
get
a
grip
on
this.
I've
always
had
heartburn
every
time.
I
see
major
projects
shift
of
that
magnitude
because
we
weren't
able
to
get
it
done.
The
second
part
of
this
is,
I
mean
I'm
in
favor,
of
what
you're
saying
I've
done
it
professionally
the
downside.
P
N
D
One
other
thing
that
we
did
want
to
talk
about
as
part
of
this
is
some
things
that
you
may
see
coming
up
in
the
budget
to
help
with
this
process
and
I'm
gonna.
Let
let
chris
talk
about
kind
of
touch
base
on
this
morning,
where
we
were
talking
about
looking
long-term
and
growth
build
out
in
our
tif
district,
because
there's
an
opportunity
there
that
can
look
and
we
can
look
to
help
with
some
of
these
projects
and
completion.
E
E
E
Those
numbers
will
be
reviewed
with
you
as
part
of
that
budget
process,
but
just
to
get
a
sense
of
your
where
your
heads
are
at
on
the
idea
of
extending
the
tip
and
issuing
a
tip
on
it
has
been
favorable
in
the
past,
but
just
want
to
make
sure
nothing
has
changed
there
and
that
you
generally
agree
with
that
approach.
To
get
some
of
these
projects
done
in
you
know,
two
years
rather
than
six
years
or
whatever
it
may
be.
So.
D
And
and
the
goal
would
be,
it
would
be
like
a
10-year
extension
so
that
it
would
finish
up
around
2034
give
or
take
so
that
about
the
time
that
we
see
our
construction
start
hope
based
on
our
growth
projections.
You
start
seeing
that
level
and
the
tiffs
the
the
revenues
like
we
talked
about
this
morning,
maybe
the
tiff
finance
and
that's
where
it
comes
in
to
the
general
fund
to
start
maintaining.
D
That's.
We
would
see
that
lev
that
slope
start
occurring.
That
would
time
with
the
ex
the
expiration
of
the
tif
district
in
this
bond
payment.
So
we
kind
of
have
a
period
here
where
we
can
look
at
it
and
that's
why
we
wanted
to
kind
of
just
bridge
that
converse
start
that
conversation
and
give
you
a
heads
up
as
part
of
the
bigger
discussion
for
capital
projects
moving
forward
and
just
trying
to
get
some
things
done.
E
The
idea
is,
if
we're
going
to
do
it,
you
know
this
this
year
is
to
do
it
the
time
to
do
it.
Wait
too
long,
then
we
we
get
to
the
position
where
there's
going
to
be
that
few
year
overlap
where
we're
trying
to
figure
out
revenues,
because
the
the
drop-off
and
permits
will
occur,
and
we
won't
have
that
tip
revenue
expiring.
E
P
That's
your
forte
as
far
as
figuring
out
when
when
to
hold
them
and
when
to
fold
them
when
it
comes
to
that
and
stuff,
I'm
not
saying
just
do
all
you
want
to
do,
but
I
know
there
are
certain
opportunities
that
don't
last
forever
and
all
that
the
only
thing
I
could
say
not
trying
to
shoot
down
that
idea
at
all
is
from
what
I'm
hearing
today
is
everybody's
overworked
already.
So
what
good
is
the
money
going
to
us?
If
we
can't,
you
know
I
mean,
are
we
are
we?
P
B
E
Riverside
barn
park,
what
11
million
dollar
project
yeah
at
least
yeah,
probably
more,
given
the
cost
increases.
I
know
there
has
been
contractors
that
have
reached
out
specifically
asking
you
know
when
we're
going
to
move
forward
on
this
because
they're
interested
in
doing
it.
So
the
larger
projects
like
that,
I
think
there
is
interest
from.
D
P
D
D
Part
of
that
is,
is
the
longer
we
just
hold
these
unless,
unless
we
hit
something
that
we
did
like
in
the
late
to
you
know
2009
10,
where
the
economy
we
have
that
reset
like
that
prices
aren't
going
to
get
any
cheaper.
The
longer
we
put
some
of
these
phases
off
so
again,
it
hopefully
will
allow
us
to
get
more
done
for
less
money
than
if
we
were
to
do
it
over
five
seven
years.
Oh
that's
the
hope.
P
D
And
that
goes
into
what
kim
said,
where
we're
going
off
of
what's
in
the
budget,
and
so
we're
held
to
that.
So
that's
where
this
gives
us
some
flexibility
to
play
within
that
and
come
back
to
council
and
say
we
originally
anticipated
phase.
One
through
three
was
going
to
cost
500
000.
The
bids
are
coming
at
700
000,
but
we
can
get
it
done
now.
Is
that
a
priority
for
council?
Well,
let's
move
forward
and
get
it
done.
D
T
V
Exactly
and
I,
and
I
think
the
manager
did
it
really
well
is-
is
there's
going
to
be
a
workshop
on
this?
It's
you
know
it's
smart
for
the
the
staff
to
do
this
is
what
do
you
think?
Is
it
something
you're
worth
worth
looking
at
before
they
start
spending
time
and
come
back,
and
what
we're
hearing
from
the
council
is
hey.
Let's
take
a
look
at
it.
So
that's
what
we
heard
today
and
I
think
I
think
it's
a
great
great
approach.
T
T
K
V
U
V
V
Every
step
of
the
way
yeah
every
step
of
the
way.
I
just
thought
that
when
the
mayor
pro
tem
was
know
when
to
hold
and
fold,
I
just
thought
I'd
hear
kenny,
rogers
yeah
coming
back
to
me,
yeah.
I,
like
the
gambler
too
any
case
back
to
business
here,
yeah
mike
you're,
rambling
back
to
business,
okay,.
U
V
So
great
we're
what
we're
gonna
do
council
is,
do
a
shift
here
and
we'll
have
a
break
at
2
30,
because
this
will
probably
take
a
little
bit
after
that
is
that
don
ryan
center
and
in
this
we
surveyed
you
on
don
ryan's
there.
Two
two
areas
that
we
surveyed
on
the
first
area
was
just
the
priorities:
they
have
specific
priorities:
entrepreneurship,
business
attraction,
real
estate,
infrastructure,
workforce
development,
market
education,
outreach,
we
surveyed
it
on
those
to
say
are
those
okay
yeah
pretty
much.
V
The
council
said
those
priorities,
look
good,
so
that
was
a
big
check
off
that
that
that
was
good.
The
second
thing
we
looked
at
because
you're
going
to
be
recruiting
for
a
new
and
that's
going
to
be
a
discussion
in
the
in
a
few
minutes
after
david
presents
you're
going
to
be
looking
for
a
new
director,
so
the
question
became
what
skill
set.
Do
you
want
in
that
director?
Community
relations
is
really
really
important.
That
was
rated
very
highly.
This
was
great
again
back
to
small
business
experience
starting
a
small
business.
V
So
you
want
someone
if,
if
there's
no
doubt
in
in
my
mind
it's
kind
of
like
you
know,
you
read,
the
tea
leaves
you
guys
have
a
real
focus,
which
is
important.
I
wish
more
small
communities,
mid-size,
even
larger
communities
focused
on
the
business.
That's
there
right
now.
Those
are
the
people
that
are
driving
your
economy.
You
got,
and
this
is
the
crazy
thing
about
our
economy.
You
know
the
only
thing
you
hear
about
sorry.
I
just
have
a
deviation
here.
V
Amazon
you
hear
about
walmart,
which
are
the
largest
employers
in
the
world,
but
60
of
our
of
the
money
in
this
economy
comes
from
where
small
business,
okay,
so
don't
need
to
good.
You
guys
are
well.
You
already
know
that
that's
great
so
experience
with
business,
so
you
want
them
experience
with
business.
V
You
want
business
financing
so
that
they
know
that
and
and
some
fundraising
so
we
took
that
down
and-
and
that
is
going
to
be
a
discussion
later
I'll
put
this
back
up
when
you
start
talking
about
you
know
giving
some
discussion
regarding
recruiting
the
next
director
at
this
point,
I'm
going
to
shift
it
david
if
you're
ready,
I'm
going
to
shift
it
to
you.
Is
there
anything
I
have
to
do
or
you're
handling
it?
Okay,
great!
I
just
so
david.
H
Let's
make
sure
this
works
all
right.
Well,
thank
you,
mayor
and
council
for
for
your
attention
today
and
learning
a
little
bit
more
about
the
don
ryan
center.
I
want
to
say
hello
to
burl
davis.
My
chair
bruce
timber,
one
of
my
mentors,
and
I
really
cannot
tell
mayor
and
council
how
much
I
appreciate
the
leadership
from
chris
and
all
the
help
from
natalie
on
the
finance
side.
Just
tremendous
and
kristen
lang
back
there,
my
operations
manager,
deborah
edmondson,
another
board.
Member
appreciate
that.
So
thank
you
all
for
being
here.
H
So
what
I
want
to
do
is
talk
a
little
bit
about
the
past
current
and
the
future
of
the
don
ryan
center
and
what
I've
done.
I've
pulled
this
right
out
of
the
the
mission
and
vision
statement
of
the
of
the
don
ryan
center.
I'm
not
going
to
read
it
to
you.
I
hate
it.
When
people
read
slides
to
me,
I
can
read,
but
basically
we
accelerate
innovation,
economic
development
and
we
want
a
vibrant
business
climate
in
the
bluffton
area.
That's
why
we're
here.
T
H
Signage
out
there
for
the
don
ryan
center,
that's
going
to
be
a
great
place
for
us.
Kristin
is
constantly
talking
to
people
that
come
in
and
they
don't
all
just
want
to
use
the
bathroom.
Sometimes
they
want
to
know
what
we're
doing
so.
We
do
three
basic
things
at
the
don
ryan
center.
The
main
thing
is
the
programs,
and
we
have
three
programs
starting
at
the
bottom.
The
new
one
is
resiliency,
which
we
started
during
coven
when
the
town
of
bluffton
wanted
to
do.
H
The
resiliency
program
to
deal
with
covid
and
resiliency
is
a
free
program.
Anybody
that
has
any
questions
about
business
or
starting
a
business
or
how
to
control
continuing
business
or
just
one
question
or
a
number
of
questions.
That's
something
we
do
when
we
we
talk
to
them.
We
work
with
them.
When
the
mentors
we
sometimes
have
a
mentor
relationship
for
you
know,
maybe
it's
one
interaction,
maybe
it's
number
of
interactions
to
get
things
going
to
give
them
that
free
advice
they
need.
H
This
came
out
of
covid
when
mayor
and
council
said
we
need
to
help
everybody,
not
just
the
companies
that
are
in
the
programs
that
don
ryan
does
so
that's
resilience,
so
we've
helped
between
the
covet
and
even
before
covent,
when
we
were
doing
this
under
no
name,
we've
helped
over
200
companies
and
individuals
that
just
had
questions
now.
Startup
is
the
next
program.
This
is
a
paid
program.
This
is
what
we've
been
doing
since
2012..
We
just
never
branded
it.
H
It
was
just
incubation,
but
that's
start-up,
and
that
is
generally
a
12-month
program
for
small
businesses
for
people
that
are
thinking
about
starting
a
business
or
maybe
they
started
one
but
they're
trying
to
get
a
little
traction.
That's
what
we've
been
doing
day
in
day
out.
You
were
doing
that
before
I
got
here
and
we're
still
doing
it.
So
that's
startup
and
then
last
well
in
2020.
It's
amazing
how
quickly
the
years
go.
H
I
was
going
to
say
last
year
in
2020,
when
I
came
back,
we
started
the
growth
program,
which
is
another
paid
program,
and
that
is
for
companies
that
have
gone
beyond
the
startup
phase,
they're
making
money.
But
now
they're
going
what
next?
Where
do
I
go?
I've
gotten
to
this
point?
How
do
I
go
to
the
next
level?
How
do
I
go
from
five
hundred
thousand
dollars
in
sales
to
a
million
dollars
in
sales,
how
to
go
from
being
a
regional
company
to
a
national
company?
H
They
want
to
be
in
that
business
ecosystem
that
is
out
here
in
the
town
of
bluffton
and
beaufort
county
and
the
third
portion
is
mentorship,
and
these
are
individuals
as
you
as
we
all
know,
there
are
a
lot
of
brilliant,
brilliantly
talented
people
that
have
moved
down
here
and
after
about
three
weeks
ago,
I'm
tired
of
playing
golf,
I'm
tired
of
playing
tennis,
I'm
tired
of
fishing.
What
else
can
I
do?
I
miss
that
vibe
of
business?
Well,
they
call
me
and
we
engage
them
in
a
mentor
relationship
just
like
bruce
and
deborah.
H
So
those
are
the
things
we
do
there.
Those
are
the
core
things
we
do
now.
Let
me
talk
a
little
bit
about
some
of
the
companies
and
I
know
a
lot
of
times.
There's
been
a
focus
on
numbers
and
numbers
are
important,
but
numbers
reflect
people
and
I'm
big
on
stories.
So
let
me
show,
let
me
take
a
few
moments
and
talk
about
some
of
these
companies.
Let
me
point
out
this
is
about
60
of
the
companies
we've
worked
with
when
I
came
here
in
2013,
and
I
had
a
slide
like
this.
H
I
had
to
make
the
images
bigger
fill
up
the
screen.
Now
I
have
to
leave
most
of
them
off
and
I
have
to
shrink
them.
But
let
me
talk
about
just
a
couple
of
them,
because
let
you
understand
what
we're
doing,
let's
take
the
wooden
loft
top
right
corner.
This
is
a
heroes.
Company
heroes
is
our
initiative
to
work
with
first
responders
and
military
megan.
Zalek
is
a
24
year
old,
retired
marine
loved,
the
low
country
after
being
at
paris
island.
H
She
is
a
qualified,
marksman,
sharpshooter
instructor,
whatever
the
term
is
wanted
to
get
out
of
the
marines
and
start
her
own
business
wanted
to
stay
in
this
area.
She
knows
everything
about
being
a
marine.
She
could
take
me
out
at
300
yards,
but
she
had
no
idea
how
to
run
a
business.
So
she
came
to
us
and
goes
I'm
trying
to
do
this.
How
do
I
start
a
business?
How
do
I
start
this
little
sign
shop?
I've
got
a
place
in
old
town
bluffton
on
church
street.
How
do
I
do
this?
H
I
can't
keep
up
with
it,
but
I
don't.
I'm
too
busy
working
my
business
to
grow
my
business.
How
do
I
figure
that
out
and
we've
helped
her
with
that
as
well
old
town
bluff,
the
net
another
old
town,
one
there
underground
burrito
if
you've
been
down
in
old
town,
where
pepper's
porch
used
to
be
right
next
door
to
that
they're
about
to
they're
submitting
to
to
be
in
the
startup
program,
all
types
of
companies
that
do
all
types
of
things:
crossflight,
sky
solution,
other
old
town
in
the
promenade
utilitas?
H
H
How
many
people
know
what
a
monroeni
label
is?
Nobody.
Everybody
knows
what
a
window
sticker
is
on
their
car
monroney
labels.
That's
the
official
name
of
the
monroe
label
for
senator
monroney,
who
in
the
50s
said
hey.
I
think
we
should
have
an
official
document
that
says
this
is
what's
on
a
car
and
how
much
it
cost.
Monronee
label
was
the
classic
example
of
a
company
that
was
losing
ten
thousand
dollars
a
month.
Back
in
2013
came
to
the
don
ryan
center
and
says
we
think:
we've
got
something
here.
H
We
want
to
take
an
automotive
vin
number,
this
17
digit
number
on
a
car
and
be
able
to
tell
from
that
everything
that's
in
that
car
and
sell
that
data.
That
goes
right
back
to
one
of
the
things
we
wanted
to
do
as
the
don
ryan
center
with
back
office,
I.t
infrastructure
right
now.
Monroney
labels
is
very
cash
flow,
positive
they're
in
the
town
of
bluffton
and
all
the
window
stickers
that
carvana
cargurus
progressive
insurance.
H
All
those
wonder
stickers
on
those
cars
are
run
by
this
little
bluffton
company,
an
amazing
group
of
companies
we
work
with,
and
just
because
everybody
always
wonders
freedom
or
toilet
seat.
Everybody
always
what's
that
one!
Well!
Here's
an
example:
not
every
business
works.
Okay,
a
business
incubator
does
not
guarantee
you're
going
to
succeed.
H
It's
going
to
guarantee
you
succeed
or
fail
faster
that
all
work
most
of
these
have
worked,
but
freedom
toilet
seat
didn't
work.
It
was
an
idea
of
a
gentleman
that
had
a
wife
that
had
a
hard
time
walking
had
a
hard
time
sitting
on
the
toilet,
so
we
had
this
little
device
that
it
would
kind
of
prop
up
the
seat
and
she
could
kind
of
I'm
going
to
somewhat
demonstrate
somewhat
all
right,
I'll
show
you
a
little
bit
I'll
give
you
the
profile
view
all
right.
So
you
back
up
with
a
seat.
H
This
is
not
a
full
demonstration,
no
paper
needed
larry.
Thank
you.
So
you
back
up
the
seats
kind
of
raise
and
you
sit
down
and
it
lowers
you
down,
so
you
can
lower
down.
You
don't
have
to
put
all
this
pressure
stress
on
your
knees
and
when
you're
ready
to
get
up,
you
press
a
little
button
and
it
slowly
slowly
raises
you
up,
so
you
can
walk
away
a
great
idea,
an
idea,
that's
necessary
an
idea.
My
father,
who
has
parkinson's,
could
use
great
idea,
but
it
didn't
work
because
everybody
that
wanted
it
said
well.
H
Medicare
pays
for
this
right.
Well,
no
and
to
go
through
that
whole
process.
The
entrepreneurs
who
lived
in
sun
city
said
we
just
can't
do
it.
We
can't
afford
the
time
to
do
that
so,
but
everybody
always
wonders
about
the
freedom
toilet
seat.
So
that's
what
that
is,
but
a
lot
of
companies
we've
worked
with.
H
So
there
are
stories
behind
all
of
these
companies,
but
there
are
also
numbers,
and
so
every
year
we
contact
the
companies
that
are
in
the
don
ryan
center
or
have
graduated
from
the
don
ryan
center,
and
we
ask
them
questions
like
what
were
your
sales
last
year.
What
were
your
payroll
numbers?
How
many
jobs
have
been
created
now
this
data
is
about
18
months
old,
but
you
can
see
some
of
the
numbers
50
companies
in
the
incubation
program.
H
This
number
is
the
resiliency
number
it's
really
over
200
now,
but
you
ask
them
39.9
million
in
annual
sales
from
these
companies.
We
work
with.
These
are
all
small
businesses,
and
at
least
60
percent
of
them
are
in
bluffton,
first
class
innovation
center
at
the
hub,
multiple
business
programs
and
a
lot
of
partnerships
that
we're
going
to
want
to
continue
to
grow.
So
I
can
give
you
numbers.
H
H
H
But
let's
also
look
back
at
the
context.
That
plan
was
based
on
current
assumptions.
If
you
remember-
and
a
lot
of
you
were
here-
and
I
had
just
announced
my
resignation
in
november-
and
I
left
right
before
strategic
planning,
so
I
announced
my
resignation
left
about
six
months
in
advance
and
I
got
hired
away
by
one
of
our
graduates,
but
that
plan
was
based
on
assumptions
with
the
current
staff
we
had.
H
I
was
leaving
trent
williamson,
who
we
hired
for
economic
development
was
going
to
focus
on
that
john
o'toole
and
the
beaufort
county
economic
development
corporation
had
not
come
on
the
scene.
Yet
we
were
kind
of.
As
the
mayor
says,
we
were
dating
him,
but
we
hadn't
gotten
married.
Yet
all
right,
hilton,
head
economic
development
corporation
had
just
folded,
so
we
thought
it's
bluffed
and
well
economic
development.
We're
going
to
have
to
do
it.
H
We
merged
the
bdc
block,
the
neca
mon
bluffton
economic
development
corporation
and
the
drci
together
we
hired
trent,
and
so
that
plan
was
based
on
that
skill
set.
It
was
based
on
we're
going
to
do
it
all
ourselves
and
then
staff
changed
and
everything
happened
and
and
trent
left,
and
then
you
brought
in
mike
and
then
you
brought
before
trent
you
brought
in
charles,
I
believe
it
was
and
then
you
brought
in
mike
and
then
I
came
in
in
february
of
2020
and
we
were
about
to
open
the
hub
in
march
of
2020.
H
H
So
you
got
to
keep
that
in
mind
when
you
look
at
the
core
pillars.
So
what
I've
done
now
is
I've
taken
those
core
pillars
down
the
left
and
here's?
How
we've
worked
on
here's,
how
we've
done
so
entrepreneurism
we've
done
most
of
these
goals.
We've
accomplished
most
of
these
goals,
so
they're
ongoing
marketing
outreach
and
education
most
of
those
goals
and
that
action
item
agenda
have
been
completed
or
are
ongoing.
H
These
three
down
below
bre
real
estate
workforce.
We
never
really
did
them.
I'll,
be
honest.
We
haven't
really
done
them
well,
because
the
staff
changed
there
are
other
people
doing
it
better
than
we
could
do
that
we
could
partner
with.
So
that's
how
we've
done
on
those
five
core
pillars
and
I'm
happy
to
talk
with
any
of
you
afterwards
and
we
can
go
through
them
in
more
detail
if
you
want,
but
just
to
give
you
an
overview.
H
H
Well
last
year,
over
the
last
12
months,
we
had
14
companies
in
our
program
at
one
time,
we'd
never
had
more
than
nine,
and
that
was
back
in
2000
14..
We
won
two
grants.
We
started
the
mentor
program,
we
have
63
mentors,
we
have
more
mentors
than
score.
Has
down
on
the
island
a
nationally
recognized
chapter.
H
We
had
a
brand
new
website,
we
started
the
down
the
resiliency
program
and
we
did
various
things
based
on
what
the
town
needed,
based
on
kovit,
looking
at
doing,
micro
loans
and
other
things
like
that.
So
we've
done
a
lot
of
stuff
that
was
technically
somewhere
buried,
maybe
in
one
of
our
goals,
but
it
wasn't
specifically
there
because
the
plan
was
done
at
a
different
time,
so
we've
met
or
exceeded
our
entrepreneurism
goals,
our
marketing
education
goals
and
some
of
the
alliance
alliance,
alignment
and
partnerships.
H
But
we
really
never
did
much
on
the
bre
and
the
real
estate
goals
infrastructure.
So
my
question
is
well:
should
those
still
be
the
five
things
we
do?
I
mean
as
don
ryan
center
as
staff
as
kristen
and
me
and
zach.
Should
those
be
the
things
we
do
or
should
we
I'm
sorry,
I'm
looking
I'm
getting
my
back
to
you
all
the
time,
but
or
should
we
focus
on
the
things
we're
good
at
and
partner
with
people
that
are
good
at
other
things?
H
I
think
that's
what
we
should
do,
so
I
think
we
can
enhance
our
physical
and
our
virtual
offerings
to
bring
in
additional
revenue.
What
does
that
mean?
Well,
we
have
a
beautiful
space,
the
don
ryan
center
that
is
open
for
the
most
part.
We
haven't
really
opened
it
up
to
the
public
yet,
but
we're
very
close
to
doing
that.
It's
open
for
staff,
it's
open
for
program
companies,
but
we
can
use
that
as
a
some
co-working.
H
We
could
create
these
new
partnerships
and
grow
the
existing
ones
and
really
become
a
hub
there's
a
reason
we
named
it
the
hub.
We
want
it
to
be
the
hub
of
entrepreneurship
in
the
low
country
and
we
can
be
more
than
incubation
and
growth.
I
really
want
to
become
an
incubator
of
almost
a
business
strip,
mall
of
all
the
services
you
need.
So
someone
may
say
I
need
some
business
advice.
Where
should
I
go
and
the
person
might
go?
H
I
don't
know
exactly
what
you
need
but
go
down
to
that
place
at
the
don
ryan
center
by
the
park
and
they
can
get.
You
figured
out
whether
it's
with
us
directly
or
with
one
of
our
partnerships
and
some
of
these
partnerships
kind
of
this
it'll
bring
in
additional
revenue.
So
what
we
have
the
opportunity
to
do
here
now
is
turn
really.
What
is
an
incubation
program
into
that
innovation
center,
but
we
don't
have
to
do
all
of
it.
We
don't
have
to
pay
for
all
of
it.
So
what
does
that?
H
Look
like
well
entrepreneurism
with
the
arpa
funds
that
we
think
we're
going
to
be
able
to
have
access
to.
We
could
hire
another
person
to
do
the
innovation
addition
to
me.
We
could
run
20
to
24
companies
concurrently
through
the
programs.
I
mean
think
about
that
yeah.
Those
of
you
that
have
been
here
since
2012
do
20
to
24
companies.
At
the
same
time,
that's
a
revenue
stream.
H
H
On
the
entrepreneurism
side
now,
partnerships
we
can
partner
with
more
organizations
more
than
just
john
more
than
just
tony
we've
already
talked
to
south
carolina
sba
up
in
columbia
about
doing
more
working
more
with
veterans
they
need
to.
They
need
a
physical
footprint
somewhere
in
the
state
to
work
with
veterans,
organizations
and
they're
like
us.
H
There's
a
new
organization
called
e
for
all
entrepreneurship,
for
all,
that's
out
of
the
northeast
that
wants
to
come
down
here
and
somewhere
in
the
low
country,
region
and
they're
all
about
inclusive
entrepreneurship,
people
that
have
not
been
afforded
the
ability
to
do
entrepreneurship,
and
they
don't
want
a
physical
footprint.
They
can't
afford
to
do
that,
but
they
would
like
to
partner
with
us
possibly
rent
some
space
and
use
our
footprint
for
when
they're
meeting
with
their
organizations.
I
know
councilman
frazier
is
working
with
some
entrepreneurism
opportunities.
H
We
would
love
to
be
involved
with
that
anything.
I
don't
care
who
you
are
where
you're
from
what
you're
doing.
As
long
as
you
have
a
neat
idea
that
can
grow
that
can
help
bluff
in
the
low
country.
We
can
put
all
of
our
resources
to
bear
whether
it's
mentors
physical
footprint
whatever,
so
I
see
partnerships
as
the
smart
way
to
grow
we're
good
at
entrepreneurism.
H
We
are
not
good
at
workforce
development,
we're
not
good
at
bre,
but
we
have
partners
that
can
do
that
for
us
and
if
you
put
all
this
together,
you
really
get
the
hub
of
innovation,
whether
it's
partners
or
the
fab
or
members
or
programs
or
heroes.
Everything
comes
out
of
that
wonderful
office.
Building
that
you
let
us
build
or
built
for
us
that
we
finally
opened
after
three
years
of
thinking.
It's
going
to
open
any
time
now,
and
we
have
this
great
resource
that
we
really
need
to
take
advantage
of
and
that's
the
direction.
H
Q
H
Agree:
let's
let
don
ryan
do
small
and
local,
regional,
local
business,
and,
let's
let
john
do
the
big
things
we
can
be
involved,
as
you
saw
from
john's
slide,
we
were
involved
in,
we
gave
him
14
leads
and
six
of
them
turned
into
something.
So
we
work
really
well
together,
we're
not
an
island,
but
we
are
a
hub
of
all
these
activities.
A
T
D
So
we
haven't
done
those
other
things
before
with
the
director
and
that's
been
because
we
they
really
haven't,
had
the
skill
set
or
the
time
to
do
that,
because
the
director
is
focused
on
looking
long-term
and
figuring
out
exactly
where
drci
needs
to
go.
What
programs
we
need
to
have
in
place.
What
partnerships
need
to
be
out
there
where
how
it's
kind
of
been
set
up
in
the
past
is
david
and
I'm
sorry
for
getting
the
gentleman's
name
over
heroes
program.
H
D
Zach
has
focused
on
the
individual
businesses
day-to-day
and
working
with
all
of
the
people
who
are
part
of
the
program.
The
director
is
really
trying
to
figure
out
what
those
partnerships
in
the
future
look
like
and
how
they
can
expand
and
grow
and
serve
that
role
you
want
to
piggyback
on
that.
Since
I
know,
you've
got
some
ideas
as
well:
yeah.
E
We'll
just
add
that
the
direction
on
on
the
organizational
structure
of
drci
and
recruitment
for
a
new
leader
really
depends
on
the
direction
that
council
and
drci
board
decides
for
organizations
that
will
drive
what
skill
sets
are
needed.
Obviously,
finding
someone
that
is
expert
in
all
five
of
those
skill
sets
is
going
to
be
next
to
impossible.
But
if
you
say
the
priority,
is
you
know
if
the
priority
is
you
want
don
rhine
center
to
focus
on
going
after
big
businesses
around
the
country?
Then
you
need
to
find
a
skill
set.
E
That
is
an
expert
in
that
and
what
we're
saying
is
we
have
a
partnership
that
handles
that
for
us
and
we
work
very
closely
with
them
with
the
recommendation.
I
believe
that
dave
is
putting
out
there,
and
I
agree
with-
is
that
we
focus
on
the
things
that
we
do
really
well,
which
is
entrepreneurism
and
supporting
small
businesses
and
entrepreneurs
within
our
community
and
then
obviously
that
will
drive
how
we
structure
drci,
and
maybe
we
don't
need
to
hire
a
you
know,
a
superstar
economic
development
director
that.
E
A
The
other
thing-
and
I
just
think
from
a
council
kind
of
perspective
david
and
I
can
talk
to
bridgette
so
we're
implementing
every
month
under
mayor
council,
each
of
us
who
are
on
a
committee
to
provide
feedback
from
that
committee.
I
think
we're
missing
all
of
it.
We're
missing
lo!
Well
we're
getting
low
call,
because
dan
was
the
only
one
that
really
chimed
in
affordable
housing.
A
T
E
A
T
A
H
But
I
you
know
I
would
love
to
come
and
talk
to
council.
I
mean
that
slide
that
had
all
those
I
can
tell
you
a
story
about
every
single
one
of
those
companies
and
when
I
go
out
and
talk
people
love
those
stories
because
it's
like
oh
people,
like
me,
can
do
that.
That
is
fantastic.
I
would
like
to
do
that.
You
know
I
know
someone
else
that
could
do
that
so,
but
just
getting
the
message
across
to
council.
Let
you
know
what
we're
really
doing.
H
You
were
at
one
of
the
working
sessions
we
had
with
the
company.
We
filled
up
that
huge
white
board.
We
have
and
it's
so
exciting
and
so
interesting.
I
would
love
council
to
come
and
just
I
know,
you're
all
busy,
and
this
is
your
side
hustle,
not
your
main
thing,
but
I
would
love
for
you
to
come
in
and
watch
one
of
the
work
sessions
we
do
and
we're
like.
Oh,
I
think,
even
after
you
know
us
already,
you
go.
Oh
that's
what
they
do.
O
H
I
don't
yet
I
mean,
obviously,
if
you
looked
at,
if
we
could
double
our
number
of
companies,
that
would
you
know
that
would
double
that
revenue.
I
have
not,
sir
I've
not
done
that.
Yet
these
are
just
potential
ways
to
earn
additional
money.
The
lms,
the
learning
management
system
we
are
looking
at
those
right
now
is
that
we
have
to
purchase
some
software
to
make
that
work
and
we
have
to
market
it,
and
we
have
to
figure
that
out.
So
this.
This
is
just
very
early
in
the
idea
generation
stage.
Well,
we've!
H
Never,
because
we've
never
thought
about
how
could
we
make
money
at
the
don
ryan
center
other
than
offering
programming?
So
now
we're
just
going
well,
you
know
you
could
do
it
this
way.
This
way,
this
way
this
way,
at
least,
but
until
we
get
direction
from
council
as
we'd
like
you
to
focus
on
these
things,
we
haven't
put
much
effort
in
it
yet,
but
we
can.
O
H
E
I
will
add
that
it
is
a
desire
of
mine
to
reduce
the
amount
of
reliance
the
rci
has
on
the
town.
General
fund
will
ever
become
self-sustaining.
I
think
that's
a
lofty
goal
that
I'm
not
sure
is
in
our
foreseeable
future.
I
will
say
and
dave-
and
I
had
a
conversation
very
early
on
about
protecting
ideas
and
continuing
to
go
after
ideas
that
improve
our
ability
to
scale
and
the
lms.
The
learning
management
system
idea
is
one
of
those
ideas.
E
But
if
you
were
to
say,
could
we
could
we
support
the
rci's
operations
just
on
the
current
demand
from
just
bluffton
businesses?
I
don't
think
we're
gonna
get
there,
so
we
have
to
find
ways
to
scale.
The
learning
management
is
one
of
them.
The
partnerships
is
an
idea.
Originally,
I
think
the
vision
was
to
be
solely
kind
of
a
co-work
space,
but
david's
idea
of
bringing
in
partnerships
to
use
the
least
space
within
the
hub
is
exactly
on
point.
That
is
a
new
new
approach
that
david
put
forth.
E
E
A
Really
isn't
fair
that
offsets
a
lot
of
it
is
the
asset
we
have
and
it
was
because
of
friend.
I
know
it's
not
green,
he
turned
he
turns
it
off.
I
don't
turn
it
off.
So
the
one
thing
we
don't
really
show
is
the
asset
that
should
go
toward
the
don
ryan
center
and
it
was
going
to
not
be
an
asset,
but
he
pushed
the
envelope.
Maybe
you
or
preview
or
post
you
to
own
it
so
that's
basis
hours,
and
I
think
that
does
show
as
a
positive
toward
what
we
spend.
A
H
H
Government
has
to
do
and
with
the
way
business
is
changing
now
and
just
like
the
2008
crisis,
copper's
head
has
shown
people.
Oh,
I
can
do
my
own
thing.
I
should
do
my
own
thing,
but
there's
and
it's
so
easy
now
in
a
way
to
run
your
own
business,
but
because
there's
so
many
internet
based
items
or
people
that
can
do
side,
hustles
and
side
gigs
to
help
you
do
things,
but
it's
also
confusing
like
well.
H
F
T
F
And
we
had
two
companies
going
doing
kind
of
the
same
thing
we
merged
them.
The
don
ryan
center
came
out.
I
think
that
the
five
of
you
and
your
predecessors
should
be
proud
of
what
you've
accomplished
here.
This
was
a
really
novel
concept
when
we
started
it
many
many
years
ago
and
seeing
the
data
that
david
is
presenting
today
makes
me
feel
like
maybe
it
wasn't
such
a
hair,
brained
idea.
After
all,
I
think
it's
done
good
for
the
town.
F
H
H
H
She
worked
at
an
incubator
up
in
new
hampshire
right
and
for
some
reason
the
weather
wasn't
as
nice
and
she
moved
down
here,
but
she
showed
me
something
the
other
day
just
kind
of
off
handily
that
I
never
never
thought
about,
because
I
was
always
private
sector
running
at
startups.
Until
I
had
this
job,
she
goes
we're,
unlike
any
incubator,
I've
ever
known
or
worked
out
or
been
involved
with.
So
what
do
you
mean?
She
goes.
We
spend
so
much
time
with
these
people
most
of
the
incubators
that
I'm
aware
of
it's
spatial.
H
They
can
come
in
and
work
and
if
you
have
a
question
you
can
ask,
but
we
have
programs,
we
have
meetings
every
two
weeks.
We
have
mentors
that
work
together
and
up
until
that
point
two
months
ago
when
she
said
that
I'd
never
considered
that
we
really
are
even
in
the
state
of
south
carolina,
very
unique
as
the
business
incubator,
and
I
think
that
again
points
to
the
the
foresight
mayor
and
council
have
had
to
do
this
a
long
time
ago
and
when
clemson
said
yeah
we're
going
to
do
something
else.
A
O
Look
at
remember
what
the
manager
said
now
I
want.
I
want
to
be
clear.
I
support
the
donnie
ryan
center
and
I
always
have
what,
but
I've
always
wanted,
the
accountability
that
we
said
that
we
were
going
to
have,
and
that
was
the
goal
to
be
self-sufficient,
because
we
are,
we
started
out
as
a
pilot
and
most
people
don't
even
understand
where
that
came
from
how
it
came,
and
my
supporters,
like
you,
said
earlier,
I
thought
that
we
wouldn't
have
a
mortgage.
T
N
But
I
only
had
heartburn
because
of
the
way
that
it
was
packaged.
You
know,
council,
I
don't
think,
and
I'm
part
of
it
never
gave
clear,
concise
guidance
as
to
what
the
expectations
were
and
where
we
were
going,
and
you
know
I
remember
when
you
were
out
there
beating
your
head
against
the
wall
in
the
early
days.
I
used
to
marvel
at
the
fact.
How
does
he
do
what
he
does
by
himself?
It
was
insane,
but
I
do
want
to
say
you
caught
my
attention
at
the
leadership
class
that
we
were
at
and
you.
T
N
A
presentation-
and
I
came
up
afterwards
right
and
I
was
blown
away
because
that's
the
first
time
that
I've
ever
felt
like
anybody,
has
really
truly
captured
and
explained
what
was
going
on
at
the
don
ryan
center.
We
were
asking
for
that
information
from
your
predecessors
and
others,
and
we
never
really
got
it.
I
mean
it
was
just
one
sheet
a
few
numbers
on
it,
terrible,
but
but
anyway,
I
guess
one
thing
that
I
would
like
to
see
is:
how
do
we
measure
success
and
john?
I
don't
let
you
still
here.
U
N
John
has
a
very
specific
way
of
measuring
what
he
gauges
success
and
I
would
like
to
see
the
don
ryan
center
and
staff
come
to
something
on
a
benchmark
level.
What
do
we
know
is
a
good
year.
We
know
is
a
bad
year.
We
don't
know
we've
never
known
as
a
council
we've
never
known,
so
there
should
be
some
standard
benchmark
there
by
the
don
ryan
center
and
staff
to
present
the
council
to
say
we
would
consider
this
a
success,
and
maybe
this
not
so
much.
N
Okay,
a
goal
yeah
and-
and
let
me
let
me
be
clear
due
to
the
nature
of
your
business
every
year-
is
not
going
to
be
a
linear
line.
You
know
I
mean
it
may
be
like
this.
It
may
be
up
a
little
bit
and
it
may
be
down.
Then
it
may
go
up
a
lot.
You
know
these
are
things
that
we
have
to
watch
going
forward.
N
The
the
other
thing
is
the
when
I
see
the
numbers
39.9
annual
sales
and
9.2
annual
payroll.
The
only
thing
I've
ever
questioned
about
numbers
is
when
we
take
those
numbers.
We
should
go
back
at
some
point
and
revisit
the
numbers
and
say:
okay,
how
many
of
these
companies
are
still
here?
How
many
left
we
projected
9.2
million
in
annual
payroll,
but
maybe
a
couple
company
or
two
dropped
off
and
that
number
actually
went
back
down
to
seven
or
eight
million
we've
never
seen
that
I've
asked
for
that
for
six
years.
N
N
The
two
and
we
don't
have
land
anymore,
to
do
anything
with
except
a
little
bit
of
peace
out
there
at
the
buckwalter
park,
and
this
council
has
not
ever
said
that
we
want
to
go
further
with
that,
and
so
there's
no
need
to
to
visit
that
and
put
don
ryan
center
in
that
arena.
So
I
think
that's
easily
one
that
could
be
taken
off
the
plate.
Anything
like
that.
N
B
N
H
N
T
N
T
N
H
Just
how
to
reconfigure
their
mortgages,
how
to
reapply
we
even
pick
even
before
they
pitch
the
new
mortgage
of
the
bank.
We
had
them,
do
the
prep
work
and
pitch
for
us
first,
because
vince's
first
presentation
was
awful.
Nobody
would
have
given
him
money,
but
the
second
one
he
really
did
was
much
better.
H
So
we
we
worked
it
all
along
the
spectrum
for
the
old
town,
bluffton
inn
from
how
to
answer
the
phone
and
talk
and
give
them
a
a
five-star
experience
to
hooking
them
up
with
montage
palmetto
bluff
as
to
be
the
satellite
version
of
palmetto
bluff
in
old
town.
So
when
their
guests
come
over,
they
can
have
a
base
station
at
old
town
bluffing
in
so
we
did
all
types
of
things
across
the
spectrum
for
them
from.
N
Thanking
to
fantastic
stories
that
we
don't
ever
really
hear,
and
it's
eye-opening
when
I
got
around
you
that
leadership
class
and
heard
things
like
this
so
anyway
I
I've
laid
out
my
my
views,
I'm
just
one
of
five
I
would
like
to
revisit
numbers
annually.
I
think
you
should
have
benchmarks
to
tell
us
what
is
achievable.
What
you're
doing
I
mean.
Everybody
else
has
benchmarks
right
and,
and
last
but
not
least,
I
I
would
like
to
be
invited
to
one
of
your
work
sessions.
H
P
H
To
those,
I
think
so,
yes,
sir
yeah
I'll,
have
to
you
know,
look
at
how
often
like
elk
that
tony
is
going
to
be
in
the
facility
and
and
what
that
would
be
worth.
You
know
what
we
charge
for
rent
if
you
will
same
thing
for
e
for
all.
So
these
this
is
all
kind
of
in
the
you
know
john's
there
now
and
tony
just
started
coming,
but
we're.
A
Q
Said
somebody
else:
okay,
yeah
and
just
a
final
takeaway
david.
I
think
that
then
listening
to
everyone's
concerns
going
forward.
I
think
it
would
be
important
to
have
some
like
tangible
communications
in
terms
of
all
of
the
success
stories
and
just
different
programs.
You
have-
and
you
started
to
say
it
really
to
cut
you
off,
but
you
were
saying
that
the
your
messaging
or
just
sharing
those
stories-
you
all
haven't,
really
done
a
good
job
with
that,
and
I
think
it's
it's
so
important
because
it
it
does
validate.
Q
H
D
Parted
ways
was
about
telling
the
story
of
what
we
do
and
not
by
doing
not
doing
it
by
just
the
numbers,
and
I
think
that's
a
theme
that
we've
heard
today
is
we
really
do
great
things.
We
do
great
projects,
we
have
great
programs,
we
need
to
be
more
advocates
of
our
story
and
more
advocates
of
what
we
do
as
an
organization
not
just
outside,
but
to
each
other.
So
I
think
that's
something.
D
That's
one
of
the
reasons
I
wanted
that
to
be
a
separate
department
than
than
what
it
was
before
is
I
want
them
to
do
more
outreach
and
community
promotion
than
we've
done
in
the
past.
So
people
know
what
we're
doing
what's
going
on
in
the
community
and
I
think
david
coming
to
y'all.
You
know
I
talked
to
mike
previously
about
coming
every
other
month
and
just
telling
a
story
and
getting
out
of
the
numbers.
D
A
B
A
D
D
What
we've
heard
from
council
is
they're,
not
we're
really
good
at
two
or
three
we're
really
good
at
two
of
them:
the
third
one
we're
kind
of
okay.
You
know
we
can
be
better,
but
really
a
couple
of
them
probably
need
to
be
removed
from
us
doing
them,
but
changing
that
to
partnering
with
people
who
do
those
things,
and
that's
where
the
hub
idea
of
what
david's
talking
about
is:
let's
focus
on
what
we're
really
good
at,
which
is
about
two
two
and
a
half
of
the
pillars
and
partner
with
everybody
else.
D
D
What
the
the
priorities,
what
we
heard
council
discussion
about
the
pillars
and
what
we
need
to
focus
on
and
what
potential
skill
sets
council
was
looking
for,
and
that's
why
we
asked
the
survey
about
what
skill
sets
you
saw
was
important
and
it
was
things
like
those
that
have
started
a
small
business.
Those
that
I
forget
there
were
two.
There
were
a
couple
that
were
priorities
up
on
there.
We'd
have
to
pull
it
back
up,
but
we
wanted
that.
D
That
other
was
community
outreach
and
partnership,
because
if
that's
the
direction
that
council
wants
to
go,
we
want
to
make
sure
that
what
we
try
to
set
them
up
to
be
successful
at
is
what
you
want
them
to
be
successful
at
and
that
we're
on
the
same
page
moving
forward.
So
we
don't
come
back
here
two
years
from
now
and
y'all
say
we
really
wanted
them
to
do
this,
and
you
focused
on
this.
We
want
to
make
sure
that
our
outcomes
and
outreaches
are
outcomes.
J
A
B
E
K
E
K
P
T
P
L
D
A
A
Y
It
is,
it
is
great,
I
think,
david's
done
a
an
excellent
job
talking
about
where
we
have
come
from
and
where
we
think
we're
headed
and
what
he's
recommending
to
you
all
today.
You
know
I
I
think,
of
the
don
ryan
center.
When
we
merged
you
know,
we
we've
been
a
teenager,
we
we
weren't
really
sure
what
we
were.
We
thought
we
knew
what
we
wanted
and
what
we
were.
Y
This
is
a
non-profit
corporation,
even
though
it's
governed
and
owned
by
the
town
of
bluffton.
There
are
still
some
responsibilities
of
the
the
board
and
some
things
that
we
have
to
do
and
agree
upon.
You
know
just
because
that
we
are
the
governing
body,
even
though
we're
owned
by
you
and
appointed
by
you
in
each
board
member,
but
we
are
definitely
in
agreement
that
this
is
the
direction
that
I
think
we
should
go
with
the
don
ryan
center
as
we
move
forward,
and
I'm
sure
it
will
evolve
again
over
time.
Y
The
tax
benefits
and
those
type
things
that
are
not
included
here
and
but
I
do
want
to
even
as
we
recommend
what's
going
on
today,
economic
development.
This
is
just
a
part
of
economic
development
in
the
town
of
bluffton,
and
I
know
that
john
o'toole
is
a
big
part
of
that,
but
but
think
about
bluffton
in
the
economy
that
you
have.
D
Thank
you
all
for
having
the
discussion
with
us
and
again,
as
we
talked
about
this
morning,
this
is
one
of
those
things
that's
been
lingering.
We
want
to
make
sure
that
we
have
direction
and
we
have
clarity
so
that
we're
all
underneath
the
same
set
of
principles
and
guidelines
moving
forward
on
this
program.
So
thank
y'all.
S
Okay,
yeah,
so
no
that's!
That's
not
the
issue,
because
I
think
david
did
a
great
job
going
through
this
mayor.
You
just
mentioned
something
about
adding
something
to
a
guiding
principle,
etc.
I
want
to
explore
that.
But
first
we
want
to
take
a
break
and
without
the
warning
of
the
barn
door
is
open,
we
are
very
close
to
ending
so
we're
going
to
take
a
short
break.
Let
everybody
get
up
and
stretch
and
do
all
the
rest
of
that.
S
A
A
I
do
not
want
to
start
talking,
however,
without
the
wow
did
this
get
loud
I'll,
just
move
it
down
without
the
council
members
sitting
here
so
before
we
close
and
the
plan
was,
we
were
gonna,
let
david
kind
of
be
the
end,
and
then
we
were
gonna
just
turn
it
over
and
say.
Thanks
for
being
here,
however,
the
mayor
made
an
interesting
statement
here
in
the
last
two
minutes
of
david's
presentation,
which
was,
we
should
make
a
change
to
a
guiding
principle
that
talks
about
celebration
and
this
whole.
A
This
whole
event
for
the
last
two
days
has
been
about
ironing
out
and
making
sure
we
had
all
of
our
guiding
principles
and
everything
solid
before
we
left
the
projects
and
the
processes
and
all
that
that
can
go
on
after
we
leave.
So
I
didn't
want
to
let
that
go
by.
However,
I
was
quick
because
it
is
well
after
my
wake-up
time
and
I
am
fully
engaged,
so
it
actually
came
from
that
side
of
the
room.
A
In
talking
with
with
stephen,
it
is
important
for
us
to
talk
about
employee
involvement
in
the
ways
we
strengthen
ourselves
as
employees,
so
we
added
the
words
while
celebrating
their
accomplishments
internally.
So
that's
the
internal
celebration
of
all
the
good
work
that
you
guys
do.
We
want
to
recognize
that
you
know
kim
has
now
just
been
awarded
the
south
carolina
award
of
excellence
or
whatever
I
know
I'm
just
so,
and
we
want
to
celebrate
that.
So
we
want
to
tell
all
of
the
employees
that
that
happened.
A
We
just
don't
want
to
say,
oh
kim,
congratulations,
here's
a
coffee,
mug!
We
want
to
celebrate
and
we
want
to
do
something
with
that.
So
that's
the
internal
part.
What
the
mayor
actually
said
was
what
we
had
talked
about
earlier
today
and
it
was
kind
of
interesting.
I
was
going
to
use
that
as
a
segway
and
try
to
get
out,
but
I
said
at
the
start
of
this
thing:
the
town
of
bluffton
at
times
is
its
best.
Is
the
best
kept
secret?
A
Everybody
knows
it's
great,
but
we
don't
talk
about
it.
We
don't-
and
I
think
that's
what
you
were
mentioning
when
you
talk
about
celebration
and
and
that's
what
what
terry
was
was
relaying
if
you
notice
in
the
focus
area,
which
is
this
wording
up
here,
we
do
talk
about.
Our
community
can
come
together
to
celebrate
and
preserve
its
culture
in
history,
which
is
a
celebration
of
the
town
itself,
its
culture
and
its
history.
That
is
not
a
celebration
of
the
things
that
we
do
that
are
that
are
great.
A
We
do
talk
about
sustainable
relationships
with
the
community
through
citizen
engagement,
customer
service
and
accessible
communication,
but
it
made
a
lot
more
sense
to
add
this
sentence,
creating
the
enhanced
connection,
because
now
we're
talking
about
connecting
the
good
news
to
the
resident.
So
that's
the
logical.
Well,
at
least
in
my
mind,
that's
the
logical
flow
of
how
this
works.
So
now
we
say
we
will
celebrate
our
accomplishments
through
focused
outreach
to
the
residents
so
now
that
gives
us
all
of
the
ability
to.
A
A
So
I
think
we've
got
good.
I
don't
see
anybody
waving
their
head
and
then
I
look
to
the
rest
of
the
team.
Are
we
good
to
go
on
that
because
you
have
to
execute
it
and
if
yeah,
I
know,
debbie's
got
it
because
she
smiled
and
she
started
taking
notes.
So
we
bonded
yesterday
over
communication,
so
I'm
I'm
feeling
really
confident
there
with
that.
I'm
gonna
we're
gonna
do
this
in
descending
order.
A
No
ascending
order!
Thank
you
in
ascending
order
bill
and
mike
are
going
to
say.
Thank
you
so
much
for
the
last
now
two
days
of
work.
I
started
it
this
morning
with
we
love
coming
here,
I'm
ending
today
by
saying
we
still
love
coming
here.
I
don't
I
you
know,
I
told
the
staff
yesterday
you
know
I
come
from
now
a
community
of
over
a
hundred
thousand
people.
We,
I
feel
as
connected
to
you
guys
as
I
do,
to
the
staff
that
I've
worked
with
for
20
years.
A
So
I
I
know
I'm
getting
soft
in
my
old
age
too,
but
no
yeah,
I'm
on
a
I'm
on
a
fixed
contract,
so
it
doesn't
matter
but
no
serious
seriously.
I
think
it's
really
important
for
you
guys
to
understand
how
much
we
really
appreciate
being
here
and
and
all
of
your
attention
and
the
hard
work
that
you've
put
in
over
the
last
two
days.
So
on
behalf
of
mike
and
I
and
and
and
mike's
company,
the
bridge
group.
Just
thank
you
so
much.
A
We
look
forward
to
coming
back
and
seeing
you
at
some
point
here
in
the
future
and
with
that
I'm
going
to
turn
my
mic
off
turn
it
over
the
manager,
and
I
know
I'm
between
y'all
on
the
door.
So
I
will
be
very
quick.
I
just
want
to
say
this
is
my
first
strategic
plan
with
the
town
I
wanted
to
say.
I
appreciate
everybody
being
involved.
A
I
hope
you
agree
with
everything
that
we've
put
in
place
for
amending
the
guiding
principles
and,
as
we
start
working
towards
the
action
item,
plans,
we
will
go
back
and
make
those
changes,
and
our
goal
is
to
hopefully
look
around
april,
to
have
this
on
consent
for
council
to
review
and
adopt.
So
we
can
make
sure
our
strategic
plan
is
moving
forward.
A
Lastly,
the
only
thing
I
want
to
add
is
we
have
had
some
conversations
about
changing
strategic
planning
dates.
Moving
forward.
One
of
the
things
that
we
want
strategic
planning
to
do
is
tie
into
our
budgeting
process
more
and
right
now
we're
actually
in
the
middle
of
our
budgeting
process,
where
department
heads
have
already
submitted
their
budgets
and
we're
doing
strategic
planning
today.
A
So
we're
talking
about
moving
strategic
planning
to
the
end
of
the
year
sometime
in
november,
so
that
we
can
actually
do
update
our
strategic
plans
and
goals,
so
they
tie
into
when
we
start
our
budgeting
process
at
the
first
of
the
year.
So
we
can
have
some
more
conversation
moving
forward
on
that,
but
we'll
send
some
more
information,
but
that's
something
we
would
like
to
see.
Just
to
help
make
sure
that
what
gets
reflected
is
also
getting
reflected
when
we
do
the
budget
for
the
next
year
and
doesn't
get
get
lost
in
that
that
process.