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From YouTube: 17 August 2023 Special Cave Creek Town Council meeting
Description
Associated documents: https://cavecreek.civicweb.net/filepro/documents/54774/
A
Meeting
is
now
called
to
order.
We've
done
a
silent
roll
call.
A
So
that's
out
of
the
way
we
have
one
action
item
on
the
agenda,
but
before
we
do
that,
I
just
wanted
to
make
a
quick
announcement
that
we're
going
to
put
out
a
proclamation
for
the
child
support
Awareness
Month
coming
up,
and
that's
that
will
be
signed
here
in
the
next
next
few
days.
A
It's
the
town
of
Cane
Creek
joins
the
nation
in
recognizing
August
as
child
support
awareness
month
and
reaffirms
its
commitment
to
strengthening
Arizona's
family
by
providing
child
support
services
to
improve
the
economic,
sustability
and
well-being
of
children,
and
it
goes
on
with
all
the,
whereas
is
after
them,
with
that.
We'll
move
to
the
first
agenda
item,
which
is
presentation
by
grid
Bridge,
Group
LLC.
B
A
C
Good
morning,
good
morning,
Aaron
council
members,
we're
very
very
pleased
to
be
here.
We
do.
C
That
I
assume
will
be
coming
up,
but
but
I'll
start.
C
And
I'm,
a
member
of
a
bridge
group,
my
background
is
primarily
30
years
in
in
the
city
management
side
of
the
equation
here
in
Arizona,
City
Manager
Sedona
also
was
in
Tucson,
Tucson,
Arizona
and
prior
to
that,
most
of
my
career
was
on
on
the
100
East
Coast
I
started
strategic,
doing
strategic
plans
in
cities
in
1994-95,
and
so
the
sides
having
Consulting
experience
with
clients,
both
bill
and
I,
have
done
plans
in
the
communities
we
work
in.
So
we
know
how
to
build
operational
plans
that
you
know
work
work
for.
C
Firm
is
located
in
in
Arizona
we're
located
in
Tucson
built
in
Phoenix,
and
now
it's
up
bills
and
bill
is
in
Phoenix.
So
we
also
have
offices
in
San
Diego
I'll,
let
like
Bill
interviews
so.
E
I'm
going
to
stand
for
my
portion
of
the
presentation,
but,
as
Mike
pointed
out,
one
of
the
strengths
that
Mike
and
I
have
is,
we
were
and
our
friends
long
before
we
started
Consulting
I
have
about
30
and
technically
40
Years
of
local
government
experience
and,
as
you
see
in
my
bio
I'm,
also
a
current
city
council
member
in
the
City
of
Goodyear
and
then
and
in
in
my
third
term.
E
Having
done
that
so
Mike
and
I
bring
the
perspective
of
your
position
sitting
on
the
dice,
as
well
as
Carrie's
position
sitting
here
as
the
city
manager,
and
that,
as
we
talked
about
creating
a
system
that
works,
we
needed
to
work
for
both
the
staff
and
for
the
policy
makers.
So
that
is
kind
of
the
process
that
we
put
together
and
we'll
go
through
that
in
just
a
few
minutes.
E
Well,
let
me
guess
it
will
be
me,
so
we
talk
about
our
strategic
planning
process
being
different
and
you've
been
through
a
process
in
the
recent
past,
and
one
of
the
things
that
Mike
and
I
decided
to
do
was
make
a
process
that
is
completely
different
and
we
focus
more
on
actually
getting
things
done
and
a
little
less
about
visioning
in
use
the
example
in
2008
the
world
changed
for
us
financially
in
2007.
We
all
thought
we
had
the
world
figured
out
and
we
were
moving
forward.
2008.
E
We
went
through
this
financial
collapse,
thought
well,
it'll
just
be
a
year
or
two
and
the
next
thing
you
know
it's
2015
and
we're.
Finally,
out
of
this
long-term
recession
and
what
we
kind
of
took
away
from
that
process
was,
we
have
to
do
things
differently.
The
old
way
of
strategic
planning
was,
we
started
the
conversation
with
if
money
were
no
object
and
then
we
move
forward
and
the
question
the
question
with
that
is:
when
was
money
never
an
object,
and
what
can
we
really
execute
these
Visions?
E
E
E
What
did
2022
look
like
for
you,
because
I
guarantee
you
at
least
for
me
2022
did
not
look
like
any.
It
turned
out
to
be
nothing
what
I
imagined,
and
that
was
only
four
years
and
I.
Think
even
we
stand
here
today
in
2023
and
two
years
ago,
I
don't
think
we
believed
we'd
be
standing
in
the
situation
that
we're
standing
in.
So
the
windows
are
shorter.
Previous
planning
processes
used
to
be
ten
five
years
ten
years.
I
don't
think
we
can.
E
We
can
operate
like
that,
so
we
narrowed
that
window
and
kind
of
moved
it
forward
in
a
much
different
way:
Mike
and
I
Mike.
More
so
than
myself.
We
have
a
background
in
Academia,
so
everything
that
we
do
is
based
on
a
it's,
not
just
bill
and
Mike
sitting
in
a
room
going
I
got
a
great
idea,
so
we
looked
at
several
processes.
One
of
them
is
Dennings
planning
cycle,
the
do
check
plan
to
do
check
and
then
act,
and
how
do
we?
E
How
do
we
execute
that
in
local
government
and
how
do
we
do
that?
From
from
with
an
elected
per
an
elective
elected
official's
perspective,
in
addition
to
assisting
the
manager,
because
the
manager's
got
to
run
this
show
that
we
that.
D
E
So
we've
got
to
really
make
it
two-pronged
approach.
E
The
other
component
that
Mike
and
I
really
emphasize
is
that
the
plan
has
got
to
be
integrated
into
everything
that
we
do
has
to
be
in
our
all
of
our
existing
plans
have
to
be
taken
into
consideration,
there's
no
sense
of
having
a
general
plan.
If
we're
going
to
ignore
it.
There's
also
no
sense
in
going
through
Master
planning
processes.
If
we're
going
to
ignore
those.
So.
E
So
we
look
at
integrating
the
Strategic
plan
into
the
budget
process
and
then
for
us,
as
elected
officials,
we
don't
we
don't
work
this
Monday
through
Friday
or
we're
not
in
this.
While
our
job
is
a
seven
day
a
week,
365
days
a
year,
even
on
vacation,
I'm
sure
your
phone
will
ring-
or
at
least
your
emails
will
come
through.
E
We
really
need
the
staff
to
be
engaged
in
this.
It's
it's
our
vision
as
elected
officials,
but
it's
their
plan
to
have
to
execute.
So
we
want
to
get
that
into
everything
that
we
do
so
get
in
our
our
agendas.
Staff
work
plans
Etc.
So
it's
not
a
thing
that
we
say:
we've
done
a
strategic
plan,
here's
our
three-ring
binder
and
we
put
it
away
and
then
we
pretend
that
we're
executing
it.
That's
not
the
system
that
that
we're
proposing
that
you
use
so
we
talk
about.
Why
is
strategic
planning
important?
E
And
it's
really
important
from
the
perspective
that
we
have
the
these
political
ends
or
outcomes
that
we're
trying
to
to
achieve,
because
that's
what
we
do
as
elected
officials
and
the
town
manager
has
to
try
to
execute
that
and
run
the
day-to-day
operation
of
the
city.
That's
the
council
manager
form
of
government
and
these
two
items
come
together
and
they
don't
Collide,
but
there
is
tension,
natural
tension
between
those
two
components.
So
we
want
to
make
sure
that
whatever
we,
whatever
plan,
we
put
forward,
meets
the
needs
of
both
of
those
those
Powers.
E
If
you
will
between
the
policy
and
the
administration
of
the
execution,
it's
also
extremely
important
for
us
to
remember
that
there
is
a
very
delicate
balance
between
the
amount
of
time
that
things
take
any
amount
of
money.
E
We
can't
say
we're
going
to
rebuild
an
entire
roadway
if
we
don't
have
the
money
to
do
it
and
in
the
same
regard
we
can't
say
we
want
to
do
20
things
when
we
only
have
the
time
and
capacity
to
do
five
and
we
we
try
to
maintain
that
balance
and
we
work
with
both
the
staff
and
you
to
make
sure
that
whatever
items
we
push
forward
are
actually
achievable.
E
So
we
want
to
make
sure
that
we
keep
those
two
things
in
balance
and
this
slide
for
us
and
many
of
our
clients
that
we
work
with
around
the
country.
This
slide
is
very
meaningful
to
particularly
the
staff
as
they
look
at
trying
to
meet
the
needs
and
the
wants
of
their
elected
officials
and
saying
hey,
wait:
I
I,
really
don't
have
the
capacity
to
do
this.
It's
it's
really
important
for
them
to
be
able
to
express
that
to
you
and
then
help,
and
then
you
help
them
decide
what's
really
their
priorities.
E
This
is
about
your
priorities.
Getting
met
within
the
community,
in
addition
to
them
being
able
to
execute
it
so
that
we
we
constantly
refer
back
to
the
teeter-totter
is
how
I
that's
how
I
look
at
this
one.
The
other
thing
that
strategic
planning
is
really
important-
and
this
one
is
is-
is
really
key.
E
D
E
This
bus,
that
you
call
Cave
Creek,
but
one
of
you
is
yelling
faster.
One
of
you
is
yelling
slower.
One
of
you
is
yelling
right,
one
is
yelling
left,
one
is
sitting
idly
saying,
I'm,
not
even
sure
where
we're
going
and
somebody
else
is
changing
the
direction
constantly.
How
does
a
manager
drive
that
bus?
E
E
You've
laid
the
laid
the
tracks
to
go
in
One
Direction.
If
there's
an
opportunity
or
there's
a
change
in
the
environment
around
us
that
we
say
no,
we
have
to
make
this
immediate
shift
that
you
can
do
that.
It's
just
it's
a
deliberate
decision
to
make
that
change.
So
we
try
to
keep
everybody
on
the
same
page.
We
get
everybody
moving
in
the
same
direction
and
that's
the
direction
that
you're
going
to
provide
to
the
staff
once
that
roadmap
is
is
laid
out.
Then
we
turn
to
the
the
manager.
F
E
It
also
brings
Focus
so
that
this
we're
going
to
start
honing
in
on
what
Mike
and
I
refer
to
this.
We
start
talking
about
strategic
focus
and
it
really
helps
everybody
see
the
future.
We
try
to
lay
a
foundation
that
becomes
Evergreen
moving
forward
and
then
the
projects
that
you
want
to
execute
in
that
one
to
three
year
window.
Those
are
the
items
that
you're
going
to
achieve:
it's
not
what
are
we
going
to
do
10
years
from
now,
or
what
do
we
want
to
be
in
2030
or
in
2040?
It's?
E
What
are
we
going
to
do
now?
What
are
we
going
to
do
next
year?
What
are
we
going
to
do
the
year
after
those
are
the
things
that
are
important,
they're
important
for
you,
because
you
ran
for
a
reason.
You
ran
to
do
something.
So,
let's
achieve
that
as
long
as
they're
in
alignment
with
what
is
natural
for
a
city
to
want
to
or
a
town
to
move
forward,
so
we
really
try
to
help
bring
bring
some
Focus
there.
E
So
honing
in
a
little
bit
farther
strategic
focus
is,
is
about
providing
these
organizational
priorities?
Let's
not
change
the
direction
at
every
single
council
meeting
today
we're
turning
right.
Next
week's
meeting
we're
turning
left
the
week
later,
we're
going
faster.
We
can't
that's
really
no
way
to
to
to
run
business.
It's
no
way
to
run
run
the
city.
It
also
helps
provide
some
distractions,
I
call
it
the
the.
E
In
a
couple
of
weeks,
perhaps
you'll
all
be
down
in
Tucson
at
the
league
of
Arizona
cities,
we're
going
to
walk
away
from
there
with
some
great
ideas
and
we're
going
to
come
back
and
we're
going
to
say,
hey
I,
think
we
should
do
X
and
then
the
manager
at
the
end
of
September
theoretically
goes
to
icma
and
she's
going
to
come
back
with
some
great
ideas.
Those
are
distractions.
We
need
to
keep
ourselves
focused.
E
We
can't
chase
after
the
shining,
the
shiny
balloon,
one
we've
said
we're
going
to
carry
red
balloons
and
then
the
next
one
that
we
go
to
the
conference
and
I
said
those
are
the
mylar
balloons
that
we
come
back
with
and
look
at
this
one.
We
can't
it's
hard
to
do
that
now.
It
may
be
a
great
thing
and
we
may
collectively
say
yes,
we
want
to.
E
We
want
to
make
this
shift
and
in
order
to
do
that,
to
maintain
our
teeter-totter
we're
going
to
have
to
not
do
this
in
order
to
do
that,
but
you've
made
that
decision.
That's
your
decision
to
move
forward,
so
that's
kind
of
what
we.
What
we
try
to
bring
to
this
to
this
process
and
you
can
see
we
drive
policy
and
then
you
representing
the
community.
Those
of
those
priorities
are
always
in
play
as.
E
So
here's
the
academic
part
of
this-
this
is
really
a
systems
approach.
It's
about
purpose,
function,
process
and
structure.
Your
role
as
the
Town
Council
is
to
really
look
at
the
function
and
the
and
the
purpose.
Why
are
we
here?
What
are
we
doing?
What
do
we
need
to
achieve
and
the
process
and
structure
the
how
we're
going
to
do
that
is
really
up
to
the
manager
to
decide
how
do
we?
How
do
we
execute
this?
This
Mission
you're
providing
the
resources
she's,
providing
the
execution.
E
The
thing
that
makes
this
most
important
are
the
things
that
are
not
included
in
it.
We
are
not
talking
about
a
strategic
plan,
it
involves
day-to-day
operational
items.
This
is
things
that
are
long-term
Things,
That
Go
multi-year
things
that
take
a
year
to
plan
and
then
a
year
to
execute
those
are
the
Strategic
initiatives
we're
talking
about?
Not
what
does
the?
What
does
the
clerk
do
for
the
city
council
meeting?
What
does
the?
What
is
the
parks
department?
How
are
they
maintaining
the
you
know?
What
kind
of
mowers
are
they
using?
E
That's,
not
the
kind
of
stuff
we're
talking
about,
so
we
leave
all
of
that
out
of
it
the
excluding
the
day-to-day
activities,
the
core
functions,
nothing
short
term.
We
really
want
to
focus
on
what
is
going
to
move
us
in
the
next
year
or
two,
and
that's
the
Strategic
Focus
piece
that
we're
that
we're
talking
about
yeah
every
Community
kind
of
operates,
the
same
we've
identified
over
the
last
decade
or
more.
These
are
about
the
five
typical
Focus
areas
that
every
single
Community
has
everybody's
worried
about
their
fiscal
sustainability.
E
We
can't
be
spending
more
than
we're
bringing
in.
We
don't
want
to
raise
taxes
or
we
do
whatever.
That
scenario
is
we
want
to
maintain
our
fiscal
Health?
We
all
have
infrastructure
that
we
need
to
maintain.
We
can't
forget
about
that.
We
I
think
I.
Think
every
one
of
us
as
an
elected
official,
knows
what
happens
when
we
ignore
our
infrastructure.
So
we've
got
to
maintain
that
we
are
essentially
here
for
a
safe
and
sustainable
Community.
That's
our
Public
Safety!
E
That's
our
maintenance,
not
maintenance
of
the
roads,
but
that's
you
know
our
care
of
our
roads.
That's
our
Parks!
That's
the
activities
that
we
do.
We
cannot
forget
about
the
organization.
You
are
also
in
charge
of
all
the
employees
here
and
keeping
the
employees
a
here
paid.
Well,
you
know
well
to
your
to
your
standard.
That's
always
that's
always
a
question.
What
is
what
does
well
paid?
Look
like
I
know
we
wrestle
with
that
constantly,
but
we
have
to
make.
We
have
to
keep
our
Focus
also
on
the
organization.
E
It's
an
important
component
of
this
and
then,
in
addition
to
that,
we've
got
economic
growth.
It's
either
maintaining
our
base
or
trying
to
grow
it
a
lot
of
communities.
If
you
think
about
going
back
east
they're,
not
really
in
growth,
the
East
Coast.
Isn't:
we've
worked
in
a
couple
communities
in
in
Maryland,
for
example,
they're
not
growing
the
way
we
are
here
in
Arizona,
but
they
are
worried
about
maintaining
what
they
currently
have.
So
for
them.
It's
not
necessarily
economic
growth,
it's
economic
maintenance!
So
we
we
vary
that
by
by
Community.
E
I
also
use
the
example.
There
may
be
things
specific
to
each
community,
so
we've
got
a
client
in
South
Carolina
in
the
Hilton
Head
area,
for
them
the
intercoastal,
waterways
and
water
protection,
whether
it
be
Wetlands,
they've
got
a
lot
of
septic
systems
that
are
leaching
into
the
into
the
waterways,
so
how
they
maintain
their
waterways
is
extremely
important
for
them,
so
they
have
an
additional
Focus
area
of
their
main
maintenance
of
of
the
intercoastal
waterways.
E
E
These
things,
if
that
is
our
sole
Focus,
if
all
we
focus
on,
is
infrastructure
and
we're
spending
all
of
our
money
in
water
and
sewer
pipes,
and
we
spend
nothing
in
public
safety
or
for
Parks
what
what
happens
to
our
residents?
They
come
out
revolting.
Why
do
the
Parks
look
like
this?
How
come
I
can't
get?
Why
are
the
response
signs
from
fire
department,
20
minutes?
E
Why
can't
I
get
a
police
officer
to
show
up,
so
we
really
try
to
maintain
a
good
balance
of
of
things
as
we
move
through
through
the
community
to
maintain
that
quality
of
life.
So
here's
an
example
of
a
strategic
Focus
area.
E
E
E
We
just
we
will
say
and
I
like
to
use
the
phrase.
This
is
your
your.
We
will
always
statement.
We
will
always
Implement
Innovative
and
responsible
policies
and
business
practices
to
effectively
manage
our
fiscal
and
human
resources.
The
city
or
town
will
maintain
stable,
transparent,
forward-looking
fiscal
condition,
providing
an
outstanding
quality
of
life
for
our
residents.
Business
practices
should
be
efficient,
business
friendly
and
ensure
exceptional
customer
service
to
all
stakeholders.
Now
you
can
go,
that's
all
that's
really
wordy.
What
does
that
really
mean?
E
Well,
we'll
Define,
that
as
we
go
through
that
in
your
process,
but
that
is
the
that
is
the
quintessential
we
will
always
and
we'll
create
one
of
those
for
every
one
of
those
Focus
areas,
so
that
once
you
you
created
it,
you
theoretically
never
have
to
go
back
to
it.
Mike
and
I
have
created
a
horrible
business
model
that
we
will
set
you
up
with
a
process
that
you
never
need
to
bring
us
back
for
that
you'll
be
able
to
execute
it
year
after
year.
E
E
Customer
in
South
Carolina,
who
loves
to
have
us
back
because
Mike
and
I
are
great
people,
but
you
don't
need
to
that's
how
we
built
the
system.
So
anyway,
you've
got
this
strategic
Focus
area.
E
It
defines
your
we
will
always
and
then
we
asked
and
then
we
from
there
we
create
what
we
call
guiding
principles
which
are-
and
this
is
how
we'll
do
it
so
there's
a
follow-up
to
that,
and
then
we
we
hold
these
up
as
the
principles
by
which
we
will
operate
and
when
I
say
we
I
mean
you
as
Council
and
everybody
as
staff.
These
are
the
principles
that
they'll
use
so
for
that
Focus
area
guiding
principle.
E
One
talks
about
business
processes,
guiding
principle,
two
talks
about
financial
initiatives
that
allow
the
town
to
proactively
recruit,
plan
and
maximize
and
retain
human
resources
that
that's
the
resource
piece,
that's
different
than
your
highly
performing
organization.
That's
how
they
function.
This
is
how
you
get
them
and
keep
them
guiding
principle.
Three.
We
talk
about
Innovative
technology
initiatives,
supporting
what
we
do.
E
I
thought,
when
we
put
this
in
a
number
of
years
ago
that
this
would
go
away
and
as
we
continue
to
evolve
as
a
society,
the
technology
and
Innovation
continues
to
continues
to
dog
us.
So
I
think
this.
This
one
is
going
to
be
there
forever
guiding
principle
for
creating
and
pursuing
opportunities
for
collaboration
and
Regional
Partnerships.
That
is
really
important.
I
think
here
in
the
valley,
everything
we
do
is
regional,
but
it
is
not
exclusively
Regional.
E
So
we
want
to
look
for
those
opportunities
that
we
can
maximize
our
regional
Partnerships
and
look
for
those
opportunities
where
we
can
be
an
individual
city
or
town
and
then
guiding
principle.
Five
is
implementing
and
seeking
diverse
Revenue
sources
and
that
that
just
goes
to
our
expenses
are
going
to
always
go
up
and
we
can't
rely
on
a
tax
increase.
So
how
do
we
maintain
our
revenues?
Because
we've
got
to
keep
that
teeter-totter
in
play?
We
can't
we
can't
just
spend
money
and
we
can't
just
spend
time.
E
We've
got
to
keep
it
kind
of
in
Balance,
so
that
kind
of
explains
a
little
bit
of
that
concept
of
strategic
Focus.
That
we
ask
you
to
identify
what
areas
do
you
want
to
focus
on?
We
try
to
Define
that
for
you
and
then
we
talk
about
what
principles
are
important,
and
that
is
basically
your
telling
the
staff.
This
is
how
fast
you're
going
to
drive
the
bus.
E
This
is
the
directions
that
we're
going
to
go
and
then
specifically
you're
going
to
tell
them
what
projects
do
you
want
to
focus
on
and
that
that's
our
net,
our
next
component
of
this
we
talk
about
projects
that
are
achievable
within
the
next
one
to
three
years.
That's
what
we
that's!
What
we
bring
to
you.
So
we
talk
about
projects,
they're,
specific
they're,
measurable,
they're,
attainable.
We
can
get
it
done
old
plans
if
you've
been
involved
in
and
I
go
to
the
old
school
strategic
planning
process
where
the
Consultants
came
in.
E
E
That
doesn't
work
it's
difficult
to
execute,
so
we
talk
and
then
the
end
result
of
that
is
you
have
main
goal.
One
sub
goal,
one
a
sub
goal,
one
a
one
point,
one
some
of
those
and
gen
they
were
generally
visionary.
E
E
E
E
Slide
from
this
presentation,
interesting,
so
I
wanted
to
give
you
a
an
example
of
what
does
what
do?
What
does
our
project
List
look
like.
E
All
right,
I
thought
I.
Had
it
slipped
in
here,
so
Mike's
going
to
talk
to
you
about
the
project
process.
Do
you
have
any
question
about
strategic
Focus
or
how
we,
how
we
walk
you
through
that
at
all
right,
we'll
let
Mike
talk
about
projects
because
I
think
at
the
end
of
the
day,
that's
the
most
important
thing.
What
are
we
going
to
get
done
so
let
Mike
walk
you
through
that.
C
C
Want
to
before
we
get
into
the
project
piece
is
that
there's
there's
a
great
book
by
Peterson
gay
called
the
dance
of
change,
the
dance
of
change
and
one
of
the
things
that
he
talks
about
is
managing
the
Horizon
and
that's
what
strategic
planning
is
about
is
managing
Your
Horizon.
Two
examples:
quick
examples:
when
I
was
in
Sedona,
we
put
a
plan
in
place
and
it
was
Council
driven
and
I
mentioned
this.
C
During
our
conversation
with
some
of
you
council
members
earlier
in
the
month,
it
wasn't
my
idea
to
do
a
strategic
plan,
but
it
was
the
best
thing
that
ever
happened.
One
of
the
things
that
they
put
in
that
plan
was
for
the
city
of
town
city
of
Sedona
to
take
over
89A
for
us
to
take
that
back
from
the
state
so
that
we
could
put
in
pedestrian
improvements
that
the
state
wasn't
in
favor
of
doing.
That
was
a
Visionary
item.
C
And
now,
if
you
go
in
uptown,
Sedona
Everything's
changed
in
Tucson
one
of
the
things
that
the
council
did.
That
was
really
pivotal
and
the
Strategic
plan
there
is:
they
created
these
overlay
districts
so
that
you
could.
You
could
essentially
plop
down
zoning
in
a
particular
area
and
build.
Why
was
that?
Why
was
that
significant?
If
you
go
up
to
the
University
of
Arizona,
now
all
of
the
student
dorms
were
built
under
the
overlay
District
we
built
student
dorms
downtown,
which,
along
with
the
streetcar,
allowed
us
to
revitalize
the
downtown.
C
So
when
I
was
young
and
not
that
you
know
focused
more
on
getting
stuff
done,
I
didn't
think
I
needed
the
plan,
but
I
am
a
big
component
of
strategic
planning.
So
let's
talk
about
how
we
build
your
projects.
One
of
the
things
that
we
do
is
that
we
we
want
to
know
what
the
council
priorities
are.
We
also
want
to
know
what
staff
priorities
are.
C
We
do
a
lot
of
groundwork,
a
very
simple
point-and-click
survey,
where
we
get
a
lot
of
data
from
you
before
we
go
into
the
workshop,
so
the
workshops
aren't
spent
like
Bill
said
somebody
stick
all
these
sticky
notes.
I
can
tell
you
and
I
I.
We
actually
terminated
our
strategic
planning
consultant
in
Sedona
and
we
did
it
ourselves.
The
council
was
so
frustrated.
So
that's
that's
kind
of
my
experience.
C
Our
staff
built
it
and
that's
where
I
learned
to
do
strategic
planning,
because
we
we
decided
the
consultant
didn't
know
what
they
were
doing
so
in
this
particular
case.
What
we
like
to
do
is
make
sure
that
we
identify
your
priorities.
Council
we
identify
staff
priorities
from
that
bill
mentioned
that
he
we,
the
focus
areas,
the
focus
areas
and
The
Guiding
principles.
You're
guiding
principles
will
be
help
along
with
the
focus
area.
To
say,
is
this
project
appropriate
or
not,
and
then
we
move
into
establishing
establishing
the
work
plan.
C
The
other
thing
that
we
do,
some
of
you
have
heard
of
the
book
Why
by
Simon
sink.
You
know
it's
one
of
the
things
that
we
want
to
get
things
done,
but
we
never
ask.
Why
are
we
doing
this?
So
we
we
rely
pretty
heavily
on
on
that
practice
and
we
look
at
it
ask
when
these
projects
are
being
developed.
Does
it
improve
a
system?
Are
you
looking
to
improve
the
way
you're
operating
those
employees?
C
Is
it
helped
the
employees
become
more
skilled
upskilled
to
do
the
kind
of
things
that
you
need
to
get
done
Community?
Does
it
affect
your
community
quality?
Why
is
it
a
best
practice
best
practice
is
great,
because
if
somebody
else
has
done
it,
you
know
it
works
and
they've
already.
You
know,
as
they
say
in
the
military
they've
already
paid
for
the
territory,
so
you
don't
have
to
pay
for
it
again.
You
know
this
project
works
and
we
want
to
make
sure
that
the
project
does
it
meet
the
the
focus
area
goals.
C
Does
it
meet
regarding
principles
and
making
sure
that
it's
it's
relevant
to
other
plans?
So
when
we
talk
with
you
in
the
work
sessions,
we're
going
to
be
asking
why
you
know
why
should
we
do
this
project,
even
though
it's
a
project
that's
been
identified
either
by
staff
or
it's
been
identified
by
the
council?
What
do
you
want?
C
You
know
what
is
going
to
be
done,
we'll
answer
that,
how
it's
going
to
be
done-
and
we
tell
councils
this
all
over
the
country-
we're
not
going
to
sit
here
and
start
planning
the
project
in
the
work
session
or
the
workshop,
because
we'll
be
there
all
day.
How
is
the
performance,
metrics
and
I
know
your
guys
are
very
interested
in
that,
so
we
are
going
to
be
talking
about
performance
metrics
because,
ultimately,
it's
about
making
sure
that
we're
moving
the
needle
ahead,
just
not
just
not
identifying
projects.
C
Of
the
day,
besides
your
your
your
focus
areas,
your
guiding
principles
under
each
one
of
the
focus
areas
and
guiding
principles,
you
have
a
list
of
projects
that
will
identify
the
project.
The
department
lead,
what
fiscal
year
it's
going
to
get
done
the
beauty
of
all
this.
If
you
go
back
to
that
after
the
dimming
cycle,
we
had
the
chart
that
showed
the
budget
every
year
during
the
budget
process.
C
You'll
reshuffle
the
deck
on
these
projects,
even
though
you've
got
a
even
though
you've
got
a
a
let's
say,
a
two
or
three
year
plan
every
year,
you'll
look
at
it.
So
when
you're
planning
your
money
like
here's,
what
we're
going
to
do
with
all
these
dollars
that
we
have
you'll,
also
be
planning.
What's
the
direction
for
your
staff,
Mary
Council
every
year,
so
you'll
be
Shifting
the
projects
and
that's
why
technically
you
shouldn't
need
to
have
us
come
back.
C
Bill
and
I've
been
doing
this
for
about
11
years,
every
Community,
every
single
client
that
we
have
put
these
plans
in
that
council's
adopted.
It
I
mean
we
might
as
well
do
a
little
bit
of
marketing
here.
So
we
have
not
had
a
situation
where
the
council's
gone
I.
Don't
do
it
we're
dealing
with
a
client
now
we're
back
in
bill
and
I'll
be
next
week
up
in
beautiful
place,
Spokane
it's
one
of
our
first
clients.
The
fire
district
and
they've
asked
us
to
come
back.
C
They've
been
using
platforms,
strategic
planning
platform
for
over
a
decade.
So
we
not
only
have
short-term
clients
that
we've
done
in
the
state
here.
Wickenburg
Buckeye
those
recently,
but
we
also
have
these
long-term
clients
that
we've
we've
dealt
with
I
would
not
do
this.
I
would
not
be
involved
in
this
to
fail.
C
If,
if
we
cannot
work
with
you
and
develop
something,
that's
useful
for
you
and
to
help
you
shape
the
future
of
this
community,
because
that's
your
job
as
elected
officials,
it's
our
job
as
a
manager
to
implement
what
you
want
us
to
do
and
the
more
that
we
have
direction.
We
have
from
you
the
better
we
are
at
aligning
our
staff
to
get
it
done.
So
with
that
being
said,
mayor
and
Council
we
bill
and
I
are
here
and
available
for
questions.
Thank
you.
H
Have
a
question
very
nice
to
have
you
here,
thank
you
for
being
with
us.
My
question:
is
we
currently
have
a
strategic
plan
which
has
met
some
of
our
expectations,
not
all
of
them,
some
more
than
others,
feel
confident
in
its
substance.
How
will
you
use
that
information
as
we
go
forward.
E
I
think
what
will
what
we'll
end
up
doing
and
we
we
do
this
often
when
we
come
in
and
there's
kind
of
an
existing
framework,
we're
able
to
take
some
of
that
language,
some
of
those
projects
and
we
just
integrated
into
in
into
our
system.
So,
for
example,
if
there
are
projects
that
have
been
identified
or
goals
that
you
are
looking
to
achieve,
we
would
put
those
into
our
model
and
you
would
see
it
more
than
likely
show
up
as
a
project.
For
example,
perhaps
it's
improve?
E
E
There
you
go
and
if
that's
in
there
we'll
we'll
make
that
that'll
be
a
project,
it'll
more
than
likely
be
under
I
would
imagine
infrastructure,
but
it
may
be
a
safe
and
sustainable
Community.
E
Perhaps
it's
it's
a
vision
line
of
sight
issue
or
something
so
we'll
figure
out
where
it
belongs,
but
that
project
will
then
show
up
will
show
in
that
regard,
if
there's
language
that
you
have
created
that
Define
some
of
these
areas,
that
we'll
use
that
as
your
as
the
language
that
defines
your
focus
area,
so
the
work
will
not
have
been
wasted,
we'll
just
integrate
and
put
it
into
a
slightly
different
model
that
allows
it
to
be
a
little
easier
to
execute.
That's.
H
H
Mayor
members
of
council
on
the
agenda
today,
if
you
are
willing
and
interested
to
engage
their
services,
we
will
move
forward
and
I
believe
their
surveys
are
the
first
step,
their
surveys
for
staff
I
believe
and
for
the
elected
officials,
and
they
could
speak
to
the
timeline
once
once
they
get
going.
Okay,.
E
So
we
will
we'll
do
surveys
more
than
likely
September
toward
the
end
of
September
takes
us
a
little
while
we
try
to
make
sure
we
meet
meet
the
needs
to
make
sure
that
the
surveys
are
through
there.
We
also
do
what
we
call
an
alignment
to
make
sure
everybody.
E
We
do
the
same
survey
for
you
that
we
do
for
staff.
So
we
want
to
make
sure
everybody
agrees
that
the
plan
is
important,
that
you
want
to
make
sure
that
it's
transparent
that
we.
So
we
kind
of
do
this
a
few
alignment
questions.
E
So
then
we
really
get
into
these
are
the
these
are
the
five
areas
that
we
want
to
focus
on
everybody
in
agreement
with
that,
and
then
we
ask
you
if,
if
you're
in
agreement
with
that,
what
do
you
identify
as
being
your
immediate
problems
and
do
you
have
Solutions
or
suggestions
for
a
solution?
So
those
are
essentially
our
and
every
survey
varies,
but
we're
between
10
and
15
questions
tops.
So
we
we
build
that
we'll
build
that
in
September.
E
We'll
get
that
out
to
you
probably
the
end
of
September,
beginning
of
October,
and
then
we
would
expect
that
we're
going
to
execute
this,
probably
toward
the
end
of
November,
that
very
first
week
of
November
end
of
October
very
first
week
of
November.
So
we're
we're
in
a
very
tight
time
window,
because
we
realize
you're
going
to
start
building
budget
pretty
quick.
So
we
want
to
do
this
faster
for
you,
one.
H
C
We're
lean
it's
it's.
The
we
have
I
have
a
like
a
accountant
and
a
financial
person,
but
pretty
much
on
an
operational
level
bill
and
I
handled
that
we've
been
able
to
to
create
a
system
that
is
convenient
for
you,
but
also
is
convenient
for
us.
You
know,
we've
worked
it
so
that
it's,
it
doesn't
take
a
lot
of
that.
It's
value-added
in
terms
of
our
time
and
your
time,
so
that
we've
we've
made
sure
that
we're
not
you
know
we
don't
have
to.
C
We
don't
need
like
20
people
or
30
people
to
do
the
work.
It's
the
focus
is
is
really
making
sure
that
it's
it's
it's
usable
and
it
a
lot
of
it
goes
back
to
a
council
member
that
or
vice
mayor.
Sorry,
sorry,
voicemail-
that
experience
I
had
with
a
previous
consultant
where
we
we
were
spending
I,
won't
tell
you
how
many
meetings
in
Sedona
just
talking
about
minutia,
you
know
I
mean
just
wasting
our
time
and
wasting
the
council's
time.
I'm
we're
not
going
to
waste
your
time.
C
So
we
we've
we've
kept
lean
and
we
still
get
things
done,
but
but
not
with
a
lot
of
moving
Parts.
Very
good.
Thank.
E
E
Each
of
us
use
our
spouses
I,
don't
know
if
I
can
say
it
like
that
as
our
administrative
support,
so
that
gets
a
little
tenuous
at
the
time
there
was
a
I'll
just
take
a
quick
story.
There
was
a
time
when
my
wife
used
to
travel
with
us
so
and
every
every
time
we
would
come
in
and
we'd
say.
Oh,
this
is
Mike.
E
This
is
Bill
and
oh
by
the
way
this
is
Bill's,
wife,
there's,
inevitably
somebody
who
says,
oh,
this
is
going
to
be
fun
to
watch,
because
you
get
to
watch
the
boss
in
charge
of
the
person
who's
going
to
be
the
boss
at
home
in
a
very
short
order,
but
we
We've
really
worked
that
out
and
and
again
with
with
Mike
and
I.
E
Having
been
friends
for
25
years,
having
been
in
business
now
since
2011.,
we
really
have
worked
out
which
one
of
us
does
which
parts
of
the
of
the
project,
and
we
really
kind
of
have
it.
Have
it
as
a
well-oiled
machine
at
this
moment.
So
very.
G
G
E
Performance
measurements
that
have
been
used
either
by
icma
or
here
in
Valley
Bend,
there's
a
valley,
benchmarking
group,
that's
put
together,
we
can
provide
those
to
to
the
staff
I
would
personally
I
would
suggest
that
the
one
of
the
projects
that
comes
out
of
this
may
be
a
more
in-depth
look
at.
What
do
we
want
to
measure
and
I
realize
I'm
preaching
the
choir
when
I,
when
I
speak
to
you
C
on
this?
But
when
we
talk
about
measuring
performance,
there's
a
way,
there's
a
couple
of
different
things.
E
You
want
to
measure,
and
you
want
to
make
sure
that
you're
measuring
something-
that's
that's
relevant.
So
the
example
that
I
always
use,
which
is
which
I
think
is
a
great
example-
is
fire
services.
E
The
fire
department
will
always
tell
you
that
the
response
time
is
the
most
important
measurement,
so
they
they
say
our
response
time
is
X.
Our
response
time
is
X
and
while
that's
important,
it
only
tells
one
component
of
it.
So
it
tells
you
how
fast
they
get
there
if
you're
not
measuring,
cardiac
survivability
or
structural
damage,
so
fire
contains
the
room
of
origin
or
contained
the
building
of
origin.
E
The
response
time
only
tells
you
that
they
get
there
fast,
but
if
so
the
example
is,
if
they
get
there
fast
all
the
time,
but
every
one
of
the
people
who
have
heart
attacks
in
your
community
die.
Then
that
means
they
get
there
fast,
but
they
don't
know
what
they're
doing
or
they
get
there
fast
and
the
house
burns
down.
It's
never
contained
to
the
room
of
origin.
So
there's
always
that
second
step
of
that.
So
let's
measure
the
things
that
are
really
important
to
measure.
E
Let's
not,
let's
not
measure
the
number
of
road
miles
that
we
have.
What
that
tells
you
nothing
one
of
the
one
common
Benchmark
in
parks,
for
example,
is
acres
per
thousand
in
Resident.
What
does
that
tell
you
as
an
elected
official?
What
does
that
tell
you?
So
we
want
to
make
sure
we're
measuring
things
that
are
that
are
that
are
relevant.
So
while
we
can
provide
you,
some
of
those
I'm
gonna
say
fairly
typical
pieces.
E
You
know
how
do
we
know
how
many
people
show
up
at
a
park
unless
there's
somebody
standing
there
counting
them,
but
so
I
think
we.
We
really
embark
on
a
discussion
regarding
that,
but
we've
got
the
tools
from
icma.
We've
got
the
tools
from
Valley
benchmarking
that
we
can
say
here
are
here's
50
of
them
I.
Don't
think
you
want
to
measure
all
50.
So
let's
pick
a
few.
Let's
get
staff
used
to
that
process
and
then,
let's
start
honing
in
on
what
we
actually
want
to
start
measuring
and
I.
Think
that's
a
good!
E
You
know
personally
I
think
that's
a
good
step
forward,
especially
for
a
community
or
a
staff.
That's
not
used
to
measuring
them.
There's
an
adjustment
period
there
and
we
have
to
it-
has
to
be
meaningful
for
them
as
well
as
you,
and
sometimes
we're
measuring
it
to
just
Benchmark
it
to
say,
okay.
Well
now
we
know
where
we're
at.
We
have
a.
We
have
a
very
extensive
street
sweeper
street
sweeper
programming,
Goodyear
and
somebody
said
well.
We
should
be
measuring
how
much
we're
picking
up,
and
somebody
said.
E
Well,
what
difference
does
that
make
and
the
the
reality
of
it
is.
If
you
pick,
if
you
have
a
hundred
road
miles-
and
you
pick
up
two
tons
today
and
you
have
200
road
miles,
10
years
from
now
and
you're
still,
only
picking
up
two
tons
are
you're
driving
faster
and
a
street
sweeper
that
drives
faster
doesn't
do
a
good
job
as
it
does
when
it
drives
slower.
So
that's
your
measurement,
and
that
turns
into
your
value
of
what
you're,
measuring,
as
opposed
to
just
measuring
the
tonnage
that
it's
picking
up
so
we've
got.
E
We
kind
of
have
to
combine
them,
make
it
worth
something,
because
then
we
know
what
our
investment
is
worth
it
and
and
that
those
I've
got
a
million
examples
of
things
that
go
wrong,
but
I
think
we
we
can
help
you
a
little
bit
in
that
line.
We
can
put
that
in
our
proposal
as
well.
G
E
Correct
and
one
of
the
things
that
you
know
I
talked
about
is
we're
gonna
you're
gonna
leave
with
a
project
list,
and
you
saw
on
that
example:
it's
going
to
be
completed
in
fy24
or
fy25,
you
that's
a
yes
or
no
you've
either
done
it
or
you
haven't,
and
there
are
some
things
that
we're
now
going
to
measure
in
performance
related
as
well,
so
you're
going
to
end
up
with
regular
operational
performance
measurements
and
then
you're
going
to
know
whether
you
complete
it.
E
So
if
we
say
we're
going
to
do
the
three
miles
of
Cape
three
miles
of
median
repair
of
Cave
Creek
Road
by
the
end
of
fiscal
year,
fiscal
year,
25.,
that's
a
yes
or
no.
You
will
know
whether
you've
done
it
or
not.
E
So
there
you
know,
that's
that's
a
different
kind
of
measurement,
but
there
is
accountability
that
comes
with
the
system
as
well,
and
that's
the
part
that
we're
very
focused
on
it
doesn't
do
us
any
good
to
talk
about
a
project
if
we're
not
going
to
do
it.
So
we
want
to
achieve.
B
E
Yeah
I
think
that
I
think
we're
saying
the
same
thing,
but
we're
just
we
have
to
decide
what
we
want
to
do
and
how
we
want
to
get
there
and
I.
When.
G
I
Have
a
comment
and
good
morning,
Mike
and
Bill
appreciate
your
coming
and
sharing
with
us.
This
is
Paul
first
I'd
like
to
say
that
I
really
appreciate
that
premise
that
you
shared
in
the
comment
about.
We
will
always
that
feels
like
it
can
be
both
reactive
and
proactive
and
I.
Think
having
a
standard
for
that
is
essential,
stuff,
Cave,
Creek,
really
likes
Clarity
and
I.
Think
that
helps
I
like
the
part
that
you've
described
about
being
values
based.
I
We
have
a
great
General
plan.
That's
got
lots
of
good
ideas
and
the
the
sort
of
faltered
strategic
planning
effort.
We
did
also
had
some
great
ideas
in
there
fiscally
responsible
I
think
we
are.
We
we've
got
a
sweet
balance
and
we're
able
to
complete
projects
that
we've
started.
Previous
council
did
a
great
job
in
setting
us
up
with
a
water
question
and,
and
that
result
is
well
underway
and
much
appreciated,
so
we've
got
good
stuff
happening.
I
The
piece
about
Innovation
is
an
interesting
piece
because
to
have
the
community
as
well
as
the
council
understand
how
important
are
languages
about
what
we're
doing,
how
the
how
we
describe
the
projects,
there's
nobody
on
our
Council
who's
against
development,
but
there
are
a
few
of
us
who
are
really
interested
in
how
we
develop
and
how
important
our
history
is
to
acknowledge.
So
that's
that's
something
I'm
I'm
really
interested
in
hearing
more
about,
and
then
the
final
comment
is
comes
back
to
that
communication
piece.
I
This
is
a
small
town
and
it's
got
a
history
of
being
even
a
smaller
town
and
the
point
I'm
trying
to
make
is
people
in
Cave
Creek
want
to
know
what's
going
on
and
we
have
a
lot
of
good
stuff
going
on.
But
our
communication
system
needs
to
be
enriched
and
I
hope
that
we
can
do
that
with
and
I
know
that
may
be
minutia,
but
actually
it's
really
big
minutia
thanks.
J
No
Mr
Mayor
I
just
wanted
to
thank
you
for
the
presentation.
It
was
extremely
impressive.
I
was
thinking
of
Susan
Clancy.
It
used
to
be
a
member
of
the
council
who
passed
in
the
last
year
because
when
you
mentioned
a
finite
resource
of
money,
I
mean
that
solves
me.
Well,
you
mentioned
time
it's
probably
not
about
microphone.
Oh
sorry,
that's
a
great
comments
too.
So,
no
I!
Just
anyway
when
you
brought
those
two
issues
up
I
thought
of
Susan
Clancy.
D
And
the.
J
J
J
We
might
become
enthused
about
things
that
are
important
to
the
community
and
realize
that
the
window
of
opportunity
is
not
measured
by
us
or
interest
in
serving,
but
it's
mentioned
it's
measured
by
the
larger
issues
of
what
the
town
has
made
available
for
governance
and
then
what
the
town
makes
available
from
the
people
that
step
forward
from
their
families
and
their
jobs
to
provide
governance
as
well
so
I
I
was
really
impressed.
Also,
you
guys
are
fellow
lifeguards,
some
currently
in
the
pool.
J
So
when
you
come
in
to
brief
this
group,
we'll
know
what
the
pH
is
in
the
water
and
we'll
know
what
the
problem
kit
is
of
the
wading
pool
at
the
other
side,
because
you're
literally
living
what
the
same
challenges
are
that
you're
advising
for
this
group
so
I'm.
A
Any
questions
to
answer
yeah:
yes,
okay,
we're
public
comment.
A
B
G
A
B
And
I
think
there's
a
there's,
an
important
component
here,
that's
difficult,
probably
for
all
councils.
David
is
here
from
the
community.
We
probably
don't
have
enough
input
from
the
community.
You
know,
maybe
that's,
because
they
feel
we're
doing
a
great
job.
You
know
that's
a
compliment,
but
still
as
a
part
of
setting
the
goals,
input
from
the
community
is
is
very
important
and
it's
a
it's
a
difficult
issue.
G
Yeah
I
think
the
way
you
get
community
involvement
is,
you
can
put
together
a
good
strategic
plan,
get
it
out
there
and
let
people
comment
on
it
before
you
finalize
it.
I
think.
That's
and
I
think
that's
what
we
talked
about
when
the
three
of
us
talk
to
you.
We
talked
about
doing
that
and
I
think
that's
a
that's
really
a
solid
thing
to
do
that
way:
the
community!
G
A
My
my
comment
is:
is
I've
been
through
these
before
and
what
I
really
like
about?
This
is
the
second
slide
pdca
started
out,
because
that
is
the
Revolutionary
concept
that
has
changed
industry
and
then
government.
It
originated,
of
course,
in
Business
Schools.
Could
you
remind
us.
A
What
I
really
like
about
your
price
strips
out
all
the
fluff,
a
lot
of
the
wasted
time
by
doing
things,
offline
and
I'm
I'm
very
encouraged
by
that,
because
how
spending
four
hours
on
writing
a
mission
statement?
I,
don't
know
if
I
could
stand
that
again.
A
Yeah
yeah
yeah,
so
I'm
I'm
in
favor
of
this
and
I,
think
it's
really
encouraging
to
have
someone
who's
done
it
before
in
Municipal
and
for
both
sides
of
the
governance
of
a
town.
I
think!
That's!
That's!
Really
a
nice
touch.
So
with
that
we
will
take
a
a
Voice
vote.
A
A
H
A
B
Let's,
let's
you're
looking
for
the
motion,
we're.
A
Looking
for
a
motion
to
approve
engaging
Bridge,
Group,
LLC
services,
I
guess
we
ought
to
have
some
kind
of
qualification.
Would
you
would
you
entertain
as
long
as
the
price
is
under
the
authority
of
the
Town
manager,
yeah.
H
F
I
H
I
noticed
some
confusion
among
that
number
you're
good
with
that,
no
not
at
all.
Okay,
very
good.
Yes,.
A
D
May
I
make
a
motion
to
adjourn,
but
also
just
share
with
everyone
that,
while
I've
been
laying
here
on
the
bed
listening
to
this
presentation,
I
took
yet
another
coveted
19
test
and
I
have
a
blue
and
a
pink
line,
so
I'm
just
thrilled
to
be
able
to
produce
participate
in
spite
of
the
the
scourge.
H
D
A
Thank
you,
okay,
I
guess,
so
it
always
in
favor
of
German,
zero
being
a
church.