►
From YouTube: Public Works Administrator Open Forum - Laura Williamson
Description
For questions please text (423) 560-6099.
A
B
A
A
So
all
right,
if
you're
back
in
a
in
a
metal
chair,
please
come
into
a
white
chair
because
there's
we're
all
a
family
here,
close
together,
all
right,
we'll
go
ahead
and
get
started,
we'll
go
ahead
and
get
started
just
out
of
respect
for
everybody's
time.
Thank
you.
All
for
joining
us
super
excited.
It's
Friday,
which
is
great
and
we're
super
excited
to
have
Lara
with
us
today.
She
has
traveled
all
the
way
from
Wisconsin
to
be
with
us.
So
please
welcome
Lara
here.
A
If
you
would
thank
you
yes,
so
again,
just
to
give
some
some
general
orientation
to
what
we're
doing
gave
Lara
and
all
of
our
candidates
a
general
template
here,
so
that
everyone
you'll
see
a
lot
of
similarities
in
terms
of
the
content.
So
she
has
added
some
pictures,
which
is
fun
for
for
us,
so
we'll
go
through
that.
We'll
have
some
opportunity
for
some
questions.
A
You
can
submit
questions
via
text.
I'll
first
ask
some
questions
that
have
come
up
over
the
last
couple
days
for
consistency
purposes,
and
then
people
can
submit
questions
via
text
if
you're
on
the
stream.
Do
we
have
it
in
the
description
again,
the
number
okay?
So
if
you're
on
the
stream,
you
can
look
in
the
description
of
this
of
the
event
and
it
should
have
the
number
423-560-6099
that
you
can
text
questions
to
and
that
way
that
it'll
come
in
again.
A
If
you're
in
the
recording
seeing
this
recording
after
Friday,
then
you
cannot
do
that.
So
just
a
reminder
there
and
we'll
obviously
take
a
lot
of
questions
as
well
again
after
today,
we'll
be
sending
out
surveys
to
get
people's
inputs
on
the
candidates
as
well,
so
without
further
Ado
I'll
hand
it
over
to
our
I'll
turn
on
your
mic,
and
you
should
be.
C
Good
to
go
here,
we
go
all
right.
Thank
you
well,
good
afternoon,
I'm
very
excited
to
be
here
as
Ryan
mentioned,
I'm
Laura,
pagadi,
Williamson
I
worked
in
the
City
of
Beloit
Wisconsin,
but
I
actually
live
in
Northern
Illinois,
so
I
was
right
at
the
border
and
traveling.
So
I'm
very
excited
to
be
here
today
and
I
having
this
opportunity
to
meet
all
of
you.
So
with
that
we're
gonna
go,
get
started.
C
My
favorite
job
ever
was
when
I
worked
for
the
Rockford
Park
District.
There
I
was
the
deputy
director
of
capital,
planning
and
management,
and
what
I
loved
about
it
is
I
got
to
use
a
lot
of
my
experience
in
create
fun.
We
built
fun
and
we
got
to
tap
into
many
of
the
resources
of
the
community
just
to
share
a
little
bit.
Rockford
Park
District
was
a
very
large
organization.
It
was
its
own
separate,
Special,
Service
District.
C
C
My
worst
job
ever
was
when
I
was
in
college
and
I
took
a
summer
position
and
I
was
working
for
the
Rockford
Spring
Company
and
I
would
have
to
do
repetitive
work
every
day,
putting
Springs
into
this
big
disc
that
went
around
to
check
the
compression
and
I
learned
a
lot
of
things.
Then
I
learned
that
one
I
had
an
appreciation
for
the
people
that
are
working
in
a
factory
and
I
realized.
C
That
was
not
going
to
be
something
that
I
could
do
I
needed
to
be
out
working
with
a
lot
of
people
working
out
in
the
community.
It
was
instilled
with
me
pretty
early
on
in
my
career,
and
but
it
gave
me
a
lot
of
knowledge
and
experience
of
the
things
I
didn't
want
to
do,
and
what
I
did
want
to
do
my
top
three
accomplishments,
one.
It
was
the
Nicholas
Conservatory
and
that's
a
very
small
picture,
but
that
is
along
the
river.
C
Very
similar
Rock
River
is
not
as
big
as
the
Tennessee
River,
but
it's
a
regional
Legacy
project
that
was
a
conservatory
that
was
a
50
million
dollar
project.
I
was
very
excited
about
that,
because
the
planning
for
that
started
when
I
was
an
elected,
official
and
I
was
instrumental
in
sane
to
our
executive
director.
C
Then
we
need
to
start
planning
this
project,
it's
going
to
take
at
least
five
years
and
then
we're
going
to
have
to
construct
it
and
we
were
doing
it
for
the
hundreds
year
anniversary
of
the
Rockford
Park
District,
so
I
worked
very
or
50
55
million
excuse
me
worked
very
heavily
in
that
project
from
the
beginning
to
the
end
and
interesting
enough.
I
shared
with
Ryan
little
Tidwell
as
soon
as
we
walked
in
this
building.
I
saw
the
terrazzo
tile
floor
and
I
said:
that's
your
River.
C
Isn't
it
I
did
the
same
thing
at
the
net
at
the
Nicholas
Conservatory
and
a
little
known
fact
is
on
the
river.
There
is
a
place
that
identifies
where
Rockford
is,
which
is
my
hometown,
Rockford
Illinois,
and
it's
my
beads.
It's
actually
a
bracelet
that
I
was
allowed
by
the
artist
to
place
into
that
Terrazzo
Tire
floor.
So
that
was
really
cool
to
be
able
to
see
something
like
that
here.
C
Another
one
was
instrument
was
instituting
a
test
increment
Finance
District
within
a
major
commercial
Corridor,
and
that
was
in
a
community
called
Machesney,
Park
Illinois
and
we
were
going
through
revitalizing,
a
major
commercial
Corridor.
We
had
a
lot
of
blighted
areas
in
that
Corridor
and
so
through
planning
being
Innovative.
C
The
mayor
was
willing
to
work
with
me
to
try
something
new
that
was
when
tax
increment
Finance
was
first
starting
to
be
used,
and
he
took
he
took
a
chance
with
doing
that
with
me,
and
it
resulted
in
a
interchange
being
built
on
the
tollway
as
well
as
it
was.
Locating
the
National
Guard
chemical
Battalion
facility
and
I
actually
had
an
opportunity
to
go
to
Alabama
to
look
at
one
in
Birmingham.
That
was
where
their
chemical
headquarters
was,
so
that
was
that
was
again
another
really
neat
project
and
then,
thirdly,
and
I
talked
about
it.
C
In
my
interview
earlier
was
Community
planning
to
repurpose
a
three-par
golf
course
to
a
year-round,
Sport
and
family
recreation
facility,
and
everybody
understood
what
organized
Sports
was
football
soccer
baseball,
but
we
had
a
large
share
of
our
community
youth,
particularly
that
like
to
do
individualized.
Sports
and
so
I
had
the
opportunity
to
plan
and
to
build
a
snow
park,
and
for
some
of
you
who've,
never
maybe
even
seen
some
snow
very
much
snow.
It
was
actually
a
snow
tubing
and
snow.
C
It's
no,
not
snow
skiing,
but
I'm
snowboarding
excuse
me
and
I
was
able
to
construct
that
it
was
very
interesting
and
I
worked
actually
with
a
key
snowboard
Champion
out
of
Utah,
who
actually
came
and
helped
to
design
that,
in
addition
to
that,
we
were
looking
at
a
pump
track
and
building
recreational
Trails
through
that.
So
it
was
really
a
year-round
facility.
So
what
was
very
exciting
for
me
about
that
is
I
actually
held
a
meeting
like
today
with
Community
planning.
It
was
the
largest
one.
C
But
it
was
an
opportunity
to
really
leave
a
legacy
in
the
community
for
future
generations,
and
that's
really
important
to
me
and
Webb's
also
taught
me
how
can
I
help
he
had
his
door
open
every
day,
didn't
matter
what
role
you
played
with
the
Rockford
Park
District,
anybody
could
walk
through
his
door.
He
actually
had
a
door,
a
sign
on
his
door.
That
said,
open
and
I've
always
learned
from
that.
C
I've
had
that
on
my
door
in
the
past
is
open,
so
any
staff
person
knew
I
was
accessible
and
that
they
could
come
and
talk
to
me
and
I
think
that's
critical
even
today,
and
he
also
taught
me
the
art
of
being
humble
to
be
humble
and
sometimes
that's
hard
to
do,
and
also
to
say
you
know
what
I
don't
know
everything
but
I'm
can
sure
help
you.
How
can
I
help?
You
was
the
other
thing,
even
if
we
had
to
say
no,
it
was
if
I
can't
help
you
with
that.
C
Let
me
try
to
find
someone
who
can
something
my
worst
boss
did
that
I
learned
from
it
wasn't
not
too
long
ago,
I'm
working
in
a
hospital
situation
right
now
and
I'm
newer
to
that
facility.
I'm
newer
to
that
setting
with
a
hospital
setting
and
I
was
asking
something
very
specific
to
hospitals
when
it
comes
to
infection,
prevention
and
I'm.
C
Learning
about
that
and
I
was
asking
a
question
and
I
know
he
was
sharing
his
own
frustrations
with
a
process
we
had
to
do
and
yelled
at
me
and
I
thought
wow
I'm
just
trying
to
ask
a
question.
So
again
reminded
me
about
being
humble
and
to
have
different
perspective
and
to
kind
of
put
yourself
in
someone
else's
shoes,
so
that's
I
always
try
to
learn
from
those
type
of
moments,
including
myself
and
then
something
that
my
best
boss
did,
that
I
learned
from
and
it
was
my
former
city
manager.
C
I
was
nowhere
in
my
role
as
a
public
works
director
and
my
director
of
operations
came
to
me
and
said:
hey
Laura.
We
really
want
to
try
this
new
way
to
try
to
do
Solid,
Waste
pickup,
and
we
were
going
to
do
it
on
how
the
Fourth
of
July,
but
it
happened,
to
fall
in
the
middle
of
the
week,
and
she
said
you
know
for
staff
and
just
deficiencies.
C
It
makes
more
sense
if
we
just
pick
it
up
and
we've
done
that
on
other
holidays,
I
said:
okay
great,
we
were
trying
to
be
efficient
with
our
budget,
I
shared
it
with
the
city
manager.
She
said,
go
for
it,
we
did
it.
Unfortunately,
some
of
our
residents
did
not
take
kindly
to
that.
We
had
some
confusion,
even
though
we
had
done
some
social
media
about
it.
There
was
some
confusion:
the
council
was
receiving
some
complaints
about
it
and
right
away.
C
I
called
her
up
right
on
the
fourth
of
July
and
I,
said:
I
know
we're
getting
some
of
these
calls.
I
know
this
is
going
on.
We
talked
about
it,
probably
now
in
hindsight,
maybe
something
we
shouldn't
have
done,
but
what
I
learned
from
that
is,
she
was
willing
to
work
with
us.
We
owned
it
as
staff,
the
director
and
the
operations
director
and
I
owned
it
as
staff,
and
we
learned
from
that.
C
We
got
better
communication
out
and
we
certainly
didn't
do
that
again
on
the
middle
of
the
week
on
a
holiday,
but
we
had
done
that
in
past
practice.
So
again
it's
it's
being
Innovative,
and
sometimes
you
learn
your
best
things
from
the
way.
Something
didn't
turn
out
the
way
you
thought
it
did
and
that's
again,
where
I
go
back
to
pause
and
perspective
and
look
at
different
perspectives,
but
I
also
believe
in
supporting
staff
and
trying
new
ideas.
C
Top
three
things
I've
seen
work
well
with
large
teams
that
I
think
might
work
as
he
might
work
here.
One
is
to
focus
on
the
retention
of
staff.
Many
municipalities
and
even
Private
Industry
are
all
struggling
with.
How
do
we
retain
staff?
How
do
we
recruit
the
staff?
We
need
I
firmly
believe
in
investing
in
the
folks
that
we
already
have
and
cross
training
for
like
work
tasks,
utilization
of
equipment
and
growing.
The
team
from
within
sharing
experiences
of
knowledge
we're
going
to
have
to
bring
in
new
staff.
C
How
do
we
grow
and
cultivate
that
I've
I've
known
through
my
career
people?
Don't
think
of
Public
Service?
They
don't
think
about
going
into
their
career.
It's
oftentimes
a
thankless
position.
People
just
don't
understand
it,
and
so
I
feel
it's
critical
that
we
all
become
ambassadors
for
our
communities
in
encouraging
young
people
to
come
into
the
career,
but
even
people
that
might
be
transitioning
from
one
career
to
the
next
I
find
it
to
be
extremely
fulfilling.
It
isn't
sometimes
that
we
don't
have
our
challenges
or
we're
starting
to
feel
wow.
C
Communication
I
know
it's
easy
to
say
communication,
but
it's
critical
and
I've,
held
by
monthly
meetings
with
my
supervisors
and
quarterly
I
would
hold
all
department
head
all
department
meetings
with
everybody
I
think
it's
critical
to
disseminate
the
information,
hopefully
get.
Some
information
back.
I
also
believe
it's
a
chance
where
you
can
celebrate
things
with
the
team,
the
whole
entire
department,
things
that
have
gone
right
and
maybe
some
things
we've
learned
from
and
to
share
some
of
that
too
I
think
it's
an
opportunity
for
sharing.
C
I,
also
believe
that
I
would
be
having
meetings
with
the
division
heads
on
a
weekly
basis,
bi-weekly,
depending
on
what
might
be
going
on
to
keep
everybody
informed
of.
What's
going
on
in
the
department,
it's
a
very
vast
Department
we're
spread
all
over
the
place.
You
got
to
keep
communication
going
and
I
was
talking
with
Matthew
I,
don't
think
he's
I
thought
I
saw
him
come
in
Matthew
and
we
were
talking
about
some
things
there.
That
I
think
I'd
like
to
see
happen
as
well.
C
Matthew
was
talking
about
so
I
think
communication
is
Paramount
and
then
keeping
the
team
focused
on
results.
I
think
it
empowers
our
team
to
be
Innovative
and
to
try
other
things.
I
think
you
have
to
try
results
and
focus
on
the
results
and
work
with
the
division
heads
to
focus
on
the
results
that
are
in
their
strategic
plan.
You
have
to
stay
focused
on
what
that
is,
and
that
will
be
our
guiding
post
to
make
sure
that
we're
delivering
the
services
that
our
counselors
and
the
mayor,
Ryan
Etc,
are
expecting
us
to
do.
C
What
could
I
bring
to
some
of
your
challenges
and
your
opportunities
and
that's
why
I
put
the
compass
up
there
I
tend
to
be
a
little
bit
visual
because
it
helps
to
keep
me
focused
on
where
I'm
trying
to
go
as
well
and
I
believe
in
it.
Instead
of
being
the
only
person
with
the
map,
I
believe
in
leadership
roles,
it's
to
guide
the
team
to
where
we
are
going.
All
of
you
have
been
in
your
positions.
You've
been
brought
to
the
city
for
a
reason
to
do
your
jobs.
C
Have
we
really
explored
other
perspectives
and
then
kindness
and
respect,
treat
each
other
with
respect
and
be
kind
where
we
make
mistakes
myself
included
and
instead
of
doing
the
I
got
you
kind
of
thing:
Be,
Kind,
Show,
Grace,
those
are
instilling
those
Department
values
and
then
I
would
come
in
and
I
would
look
and
say:
do
we
keep
what
we're
doing
do
we
need
to
Chuck
it?
It's
just
not
working
and
we
need
to
not
do
this
anymore
or
is
it
something
we're
doing
that
there's
ways
to
improve?
C
C
That's
when
we
maybe
might
want
to
pause,
have
a
different
perspective
and
then
decide
do
we
keep
it
or
Chuck
it,
or
is
there
a
different
way
to
do
it,
and
then
I've
worked
very
hard
in
communicating
with
the
mayor
and
Senior
leadership
to
manage
expectations
due
to
staff
shortages?
That's
not
new.
A
lot
of
communities
are
facing
that
and
it's
what
services
for
whom
at
what
cost?
C
What
are
we
able
to
afford,
or
where
do
we
want
to
set
our
priorities?
Who
are
we
trying
to
serve
and
what
services?
What
are
the
priorities,
because
we
only
have
so
many
staff?
So
much
budget
I
was
asked
a
question
earlier.
How
are
we
going
to
cut
them?
You
know
if
we
have
to
cut
a
million
dollars?
How
are
we
going
to
do
that?
These
are
some
of
the
questions
I
would
be
asking,
and
how
does
all
of
that
translate
back
to
the
the
Strategic
plan
for
the
city.
C
Vacancy
challenges
single
point
of
failure:
that
was
something
I
adopted
and
it
was
really
looking
at
Cross
utilization
of
staff
and
I
know
you're
already
doing
some
of
that
I
believe
right
now,
but
it's
really
sharing
experiences.
Now
I
see
some
people
nodding,
sharing
the
experiences
sharing
the
knowledge
amongst
staff,
I
hail
from
the
north,
so
we
would
get
involved
I'm
going
to
talk
about
my
snow
analogy,
because
I
have
great
experience
with
snow
analogies,
we
would
have
to
bring
every
staff.
C
We
could
find
to
help
us
with
snow
removal,
whether
it
was
shoveling,
the
sidewalks
in
front
of
municipal
buildings
providing
for
snow
plowing
or
even
helping
out
the
fleet
and
I
know.
I
was
talking
with
our
Fleet
person
earlier
today,
the
fleet
in
needing
to
make
sure
the
equipment
kept
running.
There
was
a
time
I
had
four
people
in
my
fleet
Department
floor,
mechanics
I
was
down
to
one.
We
were
in
a
major
snowstorm
and
we
needed
to
get
a
belt
I
told
mechanic.
Please
I
need
you
to
keep
working
on
the
equipment.
C
We
got
to
get
it
out
on
the
road
and
get
the
operator
working.
That
I'll
go
and
get
the
belt.
It
was
an
hour
round
trip
to
get
the
belt
with
the
snow,
but
that's
where
we
all
have
to
roll
up
our
sleeves
and
be
that
single
point
of
failure.
How
can
we
help
each
other
out
in
those
situations
and
and
I
know
I'm
talking
about
an
emergency
situation,
but
that
that
boils
down
to
even
daily
operations?
C
There
were
times
and
I
was
involved
with
our
Parks
and
Recreation
and
doing
Park
maintenance.
We
don't
know
if
people
going
in
to
pick
up
all
the
trash
in
the
Parks,
so
we
had
to
be
Innovative
on.
How
are
we
going
to
handle
that?
How
are
we
going
to
prioritize?
What
are
the
immediate
needs
and
that
that
really
translated
in
covet,
especially
during
covert
time,
so
we
had
to
prioritize
what
were
we
going
to
deliver
as
Services?
C
Employee
engagement,
I
think
again,
that's
where
quarterly
department
meetings
are
important.
Also,
the
weekly
meetings
I
talked
about
that
already.
The
the
supervisor
meetings
and
those
meetings
would
be
meetings
by
the
supervisors.
They
would
put
the
agenda
together,
they
would
bring
up
topics
and
we
would
also
share
information.
What
was
working
right?
C
I
also
talk
about
going
to
the
gimba
and
what
that
means
to
me
going
to
the
gimba
means
going
to
the
source
where
the
work
is
occurring
and
seeing
what
information
can
be
shared
there
rather
than
someone
that's
maybe
sitting
at
a
desk
who
doesn't
understand
the
operation.
How
does
it
work?
You
need
to
go
right
to
where
it's
occurring
and
ask
what
can
you
share
back
on?
What's
working
or
what's
not?
Working
and
I
also
believe
it's
important
to
celebrate
successes.
C
Even
the
little
ones
I
think
it's
important
because
we
can
learn
from
those
and
I
also
know
that
we
all
do
and
spend
a
lot
of
time
in
our
jobs
and
I
think
it's
important
to
celebrate
those
successes
and
that
could
be
in
a
variety
of
different
ways.
It's
not
always
just
about
recognizing
someone
with
us
with
a
certificate
not
to
take
that
away.
That's
important
but
oftentimes.
C
It
might
just
be
a
pet
on
the
back
depending
on
the
person
or
it
could
be
writing
a
short
note
to
somebody
to
say:
hey
thanks,
I
recognize
you
did
this.
That
was
really
great.
Thank
you
for
that
facilitious
assessment
and
planning,
and
that's
developing.
We
talked
a
little
bit
about
this
and
earlier
this
morning,
but
developing
a
plan
or
modifying
the
plan
according
to
City
goals,
identify
or
a
priority
projects.
C
Utilize
excuse
me
Capital
Asset,
Management
program,
I,
don't
believe
you
have
one
of
those
right
now
and
maybe
looking
at
that
or
maybe
needing
to
to
add
to
it,
maybe
make
it
a
little
bit
more
robust
I
find
those
to
be
useful
tools
to
help
identify.
Where
are
we
going
to
prioritize
resources
because
you
got
I,
think
I
was
told
80
facilities,
that's
a
lot
of
facilities
to
manage.
We
even
talked
about.
Are
there
some
that
are
Surplus
that
perhaps
we
no
longer
need
to
keep
in
our
asset
management
portfolio?
C
C
Call
me
running
hot
I
used
to
use
that
term
very
much
I
had
staff
that
were
very,
very
dedicated
to
their
work
and
they
would
run
hot
because
they
wanted
to
get
into
areas
they
wanted.
In
this
case,
it
was
snow
removal
that
tended
to
be
a
problem
also
with
some
of
the
solid
waste
folks
that
we
had
they'd
run
hot,
and
so
what
we
started
to
do
is
we
had
peer
reviews
and
what
we
had
was
an
accident
Review
Committee.
C
So
if
somebody
did
have
an
accident,
we
had
staff
people
reviewing
what
occurred
with
that
accident.
Was
it
something
preventable
or
was
it
something
that
there
was
something
blatantly
going
on
there
and
from
there
we
learned?
What
did
we
need
to
do
for
additional
training
for
some
of
the
staff,
which
was
also
what
we
learned
that
someone
needs
something
more
with
Defensive
Driving
did
someone
need
additional
training
on
the
equipment
or
in
one
instance,
we
found
out
that
we
had
a
problem
with
the
railroad
crossing
and
it
caught
the
blade
of
a
snow
plow
truck?
C
Well,
you
can
imagine
what
that
would
have
done
and
we
needed
to
work
with
the
railroad
company
to
get
that
fixed.
So
again,
it
was
more
as
a
peer
review
to
use
the
information
on.
How
can
we
learn
from
it?
I
also
started
looking
at
a
Safety
Committee.
We
wanted
to
improve
upon
safety
for
the
staff,
and
so
we
started
to
develop
a
safety
plan
within
the
organization,
and
how
might
we
improve
upon
safety
infrastructure
projects?
I
was
asked
about.
How
do
we
do
that?
C
We
have
all
these
projects
going
on
and
all
these
competing
needs
and
I
talked
about
it
earlier,
but
conducting
what
I
call
a
dump
meeting
where
you
identify
early
on
in
the
project
what's
required
for
the
review
of
the
project,
what
might
be
lacking
in
the
plans?
What
might
we
need
more
information
about,
we
even
talked
about?
Are
there
some
code
requirements
that
may
need
to
be
re-looked
at
somebody
just
gave
me
a
high
five
back
there
and
then
streamlining
the
permitting.
That
again
is
another
way
to
look
at.
C
How
do
we
streamline
the
permitting?
We
have
to
look
at
both
ends.
What
are
we
receiving
and
what
are
we
requiring
and
then
also
going
back
to
the
gimba
for
the
for
those
of
you
that
are
involved
in
the
permitting
process
and
the
reviewing
process?
Are
there
better
ways
to
do
what
we're
doing,
or
are
there
different
levels
of
review
and
in
one
organization
I
worked
in?
If
you
wanted
an
accelerated
review,
you
had
to
pay
more
fee,
for
it
wasn't
popular,
but
it
helped
to
manage
expectations
and
then
staff
resources.
C
Again
it's
managing
expectations
with
what
we've
got.
If
everything's
a
priority
and
I
know
it's
cliche
nothing's
a
priority,
and
it
also
sets
us
up
for
failure,
and
so
it's
identifying
priorities
to
match
the
resources,
also
understanding
at
times.
If
we
need
to
be
looking
outside
of
the
city
to
Outsource
a
few
things
because
of
maybe
a
major
blip.
C
We
have
because
we
have
a
bunch
of
Development
coming
in
at
one
time
or
we
had
a
major
storm
occur
or
I
had
an
embankment
along
the
river,
all
caving
in
and
I
needed
to
put
sheetrock
up
right
away
and
our
local
developer.
Excuse
me,
our
local
excavator
did
not
have
the
resources
available
and
to
bring
in
another
contractor
time
it
wasn't
popular,
but
it
stopped
the
embankment
from
falling
into
the
river
I,
almost
lost
houses,
natural
gas
and
a
telephone
pole.
C
C
D
C
A
So
I'll
try
to
recall
a
few
questions
from
the
last
couple
days
for
consistency
purposes,
while
other
people
start
thinking
of
their
questions
and
I'll.
Take
a
look
at
any
text.
Questions
that
come
thanks,
Randall
that
might
pop
in
here
as
well,
but
one
of
the
questions
that
has
come
up
the
last
couple
days
is
about
work
from
home.
So
what
are
your
thoughts
on
a
work
from
home
policy?
C
Yep,
no
and
and
that's
a
fair
question
because
that's
that's
occurring
across
the
country
I'm
not
opposed
to
work
from
home
I'm
doing
some
of
it
myself
right
now
in
the
current
position
I'm
in
but
I
do
find
that
it's
going
to
have
to
be
a
blending.
I'm
gonna
have
to
see
what
the
administration's
feelings
are
about
that,
but
I
think
it's
something
we
have
to
wrestle
with.
It's
it's
a
reality
and
if
we're
going
to
continue
to
either
maintain
or
recruit
staff,
it's
a
reality.
C
We
have
to
look
at
I
think
it's
communicating
again
expectations
of
what
are
what's
the
productivity
and
that's
not
to
say
that
it
isn't
productive.
I've
had
some
people
say
it's
really
been
more
productive
for
me
and
I've
had
others
say:
nope,
not
so
much
it
doesn't
work.
So
I
do
think
it's
important
to
have
engagement,
I,
think
it
really
boils
down
to.
C
How
are
we
going
to
stay
engaged?
I
do
believe
at
times
it's
important
that
we
physically
can
see
each
other,
because
that
helps
to
build
a
team.
But
that
isn't
to
say
you
can't
do
it
remotely
either
so
I
think
it's
going
to
have
to
be
an
ebb
and
flow.
I
think
we're
going
to
have
to
have
a
conversation
about
that
with
the
division
heads
and
how
are
we
going
to
be
able
to
bring
back
results
and
know
what
what's
going
on
with
people,
but
then
there
has
to
be
a
trust
level
too.
C
I
find
myself
when
I'm
working
at
home
I
actually
work
more
at
times
longer
and
that's
not
a
bad
thing
necessarily,
but
then,
even
when
I'm
in
the
office
I
work
a
lot
of
the
office
too,
so
I
think
it's
a
blending
I'm
not
adverse
to
that.
It's
provided.
The
administration
overall
wants
to
do
that
too.
But
no
I've
I've
worked
through
that
before.
A
C
I
somewhat
said
a
little
bit
about
that
when
I
started
talking
about
pause
and
perspective,
but
that's
been
a
Cornerstone
for
me
and
I.
Think
that's
where
you
have
to
be
able
to
have
people
come
in
and
say
and
have
the
trust
built
that
hey
Laura
did
you
think
about
this
or
have
we
missed
this
and
I
will
tell
you
there
are
times
I've,
had
staff
come
and
say
to
me
that
you
know
Laura,
we
we
need
to
be
thinking
about
it.
C
This
way
or
geez,
even
Matthew
and
I
were
talking
about
just
even
how
certain
things
are
even
discussed
today
versus
how
they
may
have
been
a
year
ago
or
two
years
ago,
and
we
talked
about
media
training,
I'm
I
believe
in
having
other
people
come
and
say
wow
we
need.
We
need
to
talk
about
this
or
we
need
to
think
about
this
or
have
we
included
everybody
that
needs
to
be
included
so
I
yeah,
that's
a
Cornerstone
for
me.
A
C
C
There
are
probably
people
within
the
department
who
don't
even
know
what
everybody
else
does
we're.
Probably
one
of
the
most
diverse
organizations
within
a
city
that
you're
going
to
find
and
I
don't
mean
to
take
away
from
anybody
else,
but
we
really
get
involved
with
a
little
bit
of
everything.
So
I
describe
Public
Works
to
folks
when
I'm
talking
to
them
about
it
is,
you
know,
be
able
to
flush
your
toilet.
You
can
turn
on
your
faucet.
You
can
get
your
trash
put
out
at
the
curb.
C
But
when
you
start
to
talk
about
flushing,
toilets
and
turning
on
the
water,
faucet
making
sure
the
tree
canopy
is
preserved,
making
sure
our
roads
have
no
potholes,
that's
Public
Works,
it's
it's
really
down
into
basic
needs.
We
provide
for
basic
needs
and
I
even
used
to
kid,
with
my
police
chief
and
my
fire
chief
again
going
back
to
snow
because
that's
where
I
hail
from
I
used
to
say
to
them,
I
can
appreciate
what
fire
and
police
do.
Everybody
knows
what
they
do,
but
I
always
reminded
them.
C
If
the
roads
aren't
plowed
you're,
not
getting
there
and
they're
like
well,
okay-
and
we
used
to
kid
about
it,
but
but
that
there's
a
lot
of
Truth
in
that
statement
and
those
were
the
other
things
that
I
would
explain
about.
Public
Works
were
also
First
Responders
and
that's
really
the
nature
of
what
I'm
saying
and
and
you
all
in
all
truthfulness
all
do
great
work.
And
you
are
what
Taps
into
our
community
and
that's
one
of
the
reasons
why
I,
like
local
government
work,
I'm
kind
of
answering
a
little
bit
more.
E
C
Filed
with
sustainability
and
sustainability
can
mean
a
lot
of
different
things,
so
it's
working
with
the
administration
on
how
are
they
viewing
sustainability?
I
mean
Public.
Works
is
involved
with
it
to
a
limited
extent,
I'm,
not
sure
if
I'm
answering
your
question,
but
with
development,
it's
working
through
I'm
hearing
from
Matthew
that
we
just
now
started
with
native
grass
plantings
and
doing
that
for
stormwater
management.
C
Yes,
I
mean
I
I
had
a
water,
water
treatment,
water
pollution
control
facility
that
I
was
hoping
to
oversee.
We
were
doing
improvements
to
that
plant
to
get
it
poised
for
being
more
sustainable
in
the
future.
As
a
part
of
that,
maybe
to
answer
your
question,
we
also
were
working
with
our
local
agricultural
Community,
because
we
had
a
lot
of
Farmland
around
us
and
we
were
looking
at
innovative
ways
to
work
through
with
them
putting
in
agricultural
buffers
Etc,
so
not
sure.
If
I
fully
understand
what
you're
asking
me.
C
F
C
I've
had
experience
working
on
that
I
was
the
spokesperson
for
the
community.
I
I
was
with
previously
and
helping
with
our
sustainability
and
sustainability
comes
in
a
whole
lot
of
ways,
I
mean
even
with
neighborhood,
Gardens
Etc,
so
I,
yes,
I
I,
believe
in
looking
at
sustainability,
and
and
how
are
we
proactive
about
that?
But
that
goes
back
to
what
the
administration
is
also
doing.
A
C
It
doesn't
take
away
from
it
for
Lydia
at
all.
It's
just
how
you
go
about
being
so,
instead
of
you
know,
I,
unfortunately,
I
had
some
staff
that
liked
to
just
do
and
I
got
you
and
point
fingers
at
people.
Well,
I,
don't
that's
not
accountable,
that's
just
being
a
bully.
In
my
opinion,
I
think
it's
where
you
come
up
and
you
say
I'm
asking
for
Grace,
because
I
know
maybe
I
made
a
mistake
or
I
don't
understand
something.
C
So
please
give
me
Grace
as
we're
working
through
it
and
being
kind
and
respectful,
you
know
just
being
respectful
to
people
I've
had
people
and
other
parts
of
my
career
that
I've
had
staff
people
yelling
at
each
other.
Well,
that
doesn't
accomplish
anything,
that's
what
I'm
talking
about
kindness
and
respect
that
doesn't
take
away
from
accountability,
we're
so
all
accountable.
It's
how
you
go
about
holding
someone
accountable.
That's
where
kindness
and
respect
comes
in
if
somebody's
done
something
wrong.
You
don't
start
to
talk
through
that
in
front
of
their
peers.
C
You
bring
you
bring
somebody
into
a
room
and
say
hey,
I'm,
not
sure.
If
you're
aware,
this
is
blah
blah
blah
what
happened,
and
then
you
talk
through
it,
but
I've
been
in
situations
where
people
have
not
been
kind
and
have
not
been
respectful
and
that
that
doesn't
help
make
people
accountable
at
all.
In
fact,
it
causes
people
just
the
adverse.
They
will
actually
start
to
hide
things
and
not
bring
to
the
Forefront
things
that
are
going
on.
D
C
C
C
Absolutely
leadership
style
asked
what
my
leadership
style
is
and
it's
pretty
open,
I
think.
Hopefully
you
can
tell
I'm
pretty
approachable
I
like
having
it
on
my
door,
open,
I,
think
it's
important
and
if,
if
something's
going
on,
I
can't
quite
get
to
you
at
that
point
in
time,
I'll
say:
hey
tied
up
with
something:
can
I
get
back
with
you,
but
I
think
it's
important
to
be
available
to
the
staff
and
to
help
look
at
what
are
the
challenges
you're
facing
and
how
can
I
be
a
resource
to
help
you
be
successful?
C
I
know
that
sounds
easy
to
be
done,
but
it's
really
being
in
communication
with
also
Ryan
with
the
mayor
other
department
heads
because
we
really
all
work
together.
I
mean
Public.
Works
provides
a
lot
of
support
to
a
lot
of
departments,
so
I
think
it's
important
to
communicate
that,
but
also
to
just
be
accessible
and
they're
going
to
be
times
where
there's
going
to
be
a
lot
of
competing
needs
going
on
and
that's
maybe,
when
you
just
openly
say:
hey
I
know
you
got
this
issue.
C
Can
you
come
back
at
this
point
in
time?
I've
been
accustomed
to
having
you
know,
two
phones
going
and
three
people
knee-deep
in
my
door,
but
I
will
get
to
people
when
I
can,
but
I
do
think
it's
important
to
be
accessible
and
I'm.
You
know
back
to
leadership
too.
I
talked
a
little
bit
about
all
my
meetings,
but
it's
not
because
I
want
to
meet
to
meet
that
that
isn't
productive
either,
but
I
do
think.
C
It's
important,
whether
it's
through
Zoom
or
through
some
type
of
meeting
that
way
on
the
computer
and
or
physically
being
in
a
room
I.
Think
it's
communicating
and
making
sure
that
the
right
team
members
are
in
the
room
all
as
a
part
of
the
decision
making
and
that's
where
you
get
that
different
perspectives
and
I
think
it
is
critical
because
I'll
be
the
first
to
tell
you
I,
don't
know
everything
about
everything.
I!
Don't
want
to
know
that!
C
I've
been
asked
that
a
lot
I've
been
asked
that
a
lot
I.
Actually
this
reminds
me
it's
just
a
little
bit
bigger
than
the
communities
I've
been
in,
but
it
reminds
me
a
lot
of
communities.
I've
worked
in
and
lived
in
actually
and
there's
a
lot
in
Chattanooga
that,
with
my
hobbies
that
I
like
to
do
I
really
like
being
outdoors
I
like
physical
fitness,
I
like
all
the
different
opportunities
and
diversity.
B
C
A
great
question-
and
in
fact
I
talked
about
that
I
was
asked.
What
would
my
first
six
months?
Look
like
my
first
six
months
would
look
like
trying
to
get
out
to
all
of
the
different
facilities.
I
don't
know
if
I'll
be
able
to
tap
all
the
staff
in
the
department,
but
I'm
sure
going
to
attempt
to
do
that,
and
some
of
it
might
have
to
be
at
meetings
at
and
I.
C
Don't
even
know
the
facilities
I'm
still
learning
that,
but
to
get
to
some
of
the
different
facilities
and
just
have
I,
don't
want
to
call
them
coffee
tests,
because
not
everybody
likes
coffee,
but
to
at
least
have
just
to
sit
down
hey.
Let's
just
chat.
What's
going
on,
help
me
understand
kind
of
the
thing
and
then
I'm
gonna
have
to
rely
a
lot
on
the
division,
heads
and
supervisors.
I.
Think
supervisor
is
just
as
important
and
to
meet
with
the
supervisors
to
make
sure
that
there's
information
flowing
back
and
forth.
A
C
C
So
we
decided
to
do
a
hook,
lift
system,
but
that
took
about
six
months
to
work
through
because
we
had
to
I
actually
brought
in
demos
of
other
hook,
lift
systems
to
actually
have
the
people
that
were
going
to
be
working
in
them,
touching
feeling
using
the
equipment
to
be
a
part
of
the
decision
making
when
we
were
ordering
a
piece
of
equipment.
So
I
use
that
as
an
example.
But
you
need
to
go
back
to
the
folks
that
are
going
to
be
working
in
that
and
ask
them
not
always.
C
A
C
Mission
issues
I'm
familiar:
we
have
compression
issues,
I
think
in
almost
every
municipality
I've
been
involved
with
either
myself
personally
or
my
colleagues
that
I
talk
to
with
this
issue,
and
that
would
be
working
with
very
closely
with
Brian
our
HR
department.
In
doing
that,
I
understand
that
there
was
a
recent
tax
increase
that
helped
to
pay
and
support
some
of
the
salaries
I'm,
not
sure
if
it
was
a
tax
increase,
they
thought
it
was
to
help
with
some
of
the
salaries
I'm
sure
it
didn't
fill
all
the
needs.
But
it's
an
attempt.
C
I
will
tell
you
I
wanted
that,
because
there
are
a
lot
of
organizations.
I
know
that
are
still
dealing
with
mass
compression
issues.
That's
a
critical
issue
and
you
have
to
balance
it.
It's
not
a
one
size
is
going
to
fit
all
but
working
very
closely
with
Ryan
and
with
the
mayor
and
others
to
see
how
we
might
bridge
that,
because
that's
the
only
way
we're
going
to
be
able
to
retain
the
staff
we
have.
D
A
All
right,
let's
see,
I,
think
we're
about
at
it.
I'll
just
say
thank
you
to
you
all
and
the
folks
who
have
been
participating
in
the
Stream.
This
has
been
a
fun
experiment
for
three
days.
Y'all
have
been
very
welcoming
to
our
candidates,
so
I
just
would
say.
Thank
you.
If
you
all
would
thank
Lara
for
her
time.