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From YouTube: Public works Administrator Open Forum - Jerramy Wood
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A
All
right
welcome
to
folks
on
the
Stream,
we're
running
a
few
minutes
behind
getting
the
stream
up
and
going,
but
I
think
we're
ready
now
got
technical
difficulties
out
of
the
way
all
right
folks
in
the
room,
we're
gonna
go
ahead
and
get
started
so
welcome.
A
I
want
to
give
a
warm
welcome
to
Jeremy
wood
very
excited
to
have
him
here
with
us
today
and
again,
just
to
kind
of
refresh
how
this
this
flow
is
going
to
go
because
we're
kind
of
new
to
this
Jeremy's
put
together
some
some
insights
about
him
again.
I
gave
gave
each
of
the
candidates
a
bit
of
a
template
here.
So
no
points
for
creativity
in
terms
of
crazy
presentations,
and
you
know
Graphics
or
anything
like
that.
A
So
you'll
you'll
see
pretty
similar
content,
but
it's
meant
to
give
you
insights
into
who
they
are
as
people
and
and
leaders
and
that
sort
of
thing
and
then
we'll
have
some
time
for
for
questions
and
I
will
attempt
to
remember
some
of
the
questions
from
yesterday
for
consistency
purposes
and
and
so
I'll
ask
Jeremy
some
of
those
questions
we'll
also
take
a
live
questions
in
the
room
folks
want
to
raise
their
hands
we'll
take
text,
questions
as
well
in
the
room.
A
We've
got
the
number
up
here
if
you're
on
the
stream
I
think
we've
actually
put
the
number
into
the
description
is
that
the
right
field,
all
right
in
the
description
on
the
stream
so
y'all,
who
are
on
the
stream?
You
can
see
the
number
there
and
you
can
text
questions
in
there
and
that's
obviously,
only
if
you
are
live
if
you're
watching
the
recording,
then
that
will
not
work.
So
just
a
quick
reminder.
B
A
And
then
the
last
thing,
I'll
just
say
is,
after
all
of
this
end
of
the
day,
Friday
or
beginning
of
the
day,
Monday,
we
will
be
sending
out
surveys
for
everyone
to
be
able
to
provide
feedback
on
on
each
of
the
candidates
as
well.
So
that's
kind
of
how
this
is
all
set
up.
So
with
that
I'll
hand
it
over
to
Jeremy
here.
C
We
go.
Thank
you.
Ryan
I
appreciate
it
how's
everybody
doing
today.
Well,
I
appreciate
you
taking
your
time
out
to
come.
Listen
to
me
talk
a
little
bit
about
myself,
which
is
not
hard
to
do
because
you
know
I
love
me.
So
let's
do
it
all
right.
So
this
is
the
agenda
for
today,
a
little
bit
of
what
Ryan
just
told
everybody
I'll
just
do
a
quick
introduction,
so
everybody
understands
who
I
am
and
where
I
come
from
before
I
hit
the
next
slide.
As
you
can
see,
my
name
is
Jeremy.
C
C
and
then
as
soon
as
I
graduated
high
school
I
had
to
get
out
so
graduated
high
school
joined,
the
army
and
I
spent
the
last
26
years
in
the
army,
culminating
my
my
career
in
the
Army
as
a
command
sergeant
major
Brigade
level
command
sergeant
major
of
the
second
combat
Aviation
Brigade
in
South
Korea,
just
transitioned
and
I
will
be
retired
from
the
military
on
April
21st
of
this
year.
So
I
am
married.
I
have
four
children
I've
been
married
for
almost
21
years
now.
C
Everything
but
being
hard-headed,
helps
overcome
all
that
stuff.
So
I
appreciate
again
your
time,
and
we
will
start
this
right
now,
all
right.
So,
as
I
said
earlier,
I
moved
around
a
lot
at
the
age
of
14
I
moved
in
with
my
real
father,
who
lived
in
Colleen,
Texas
and
part
of
the
the
daily
routine
was
working
as
a
ranching.
So
we
had
a
couple
of
horses
there.
He
had
some
friends
that
owned
some
other
houses
or
some
other
ranches,
and
we
would
go.
C
It
opened
me
up
to
the
point
of
appreciate
that
can
be
accomplished
whenever
you
put
your
mind
to
it
and
at
the
end
of
the
day,
it
showed
me
what
the
hospitality
of
other
people
can
be
and
what
a
true
firm
handshake
really
means
in
the
appreciation
and
the
agreement
process
whenever
you
say
I'll
do
something
for
somebody
else,
my
favorite
job,
so
you
know
I
just
spent
the
last
seven
sergeant
major
at
different
echelons
and
I
got
to
touch
the
lives
of
so
many
people.
It
was.
It
was
extraordinary.
C
It
was
one
of
the
events
where
every
day
brought
a
new
challenge
to
you
as
you
walk
around,
and
you
see
somebody
in
what
they're
doing
and
how
they're
working
for
you
you
get
to
learn
that
person
and
how
they
are
and
what
you
can
get
out
of
them
and
at
the
end
of
the
day,
in
the
military.
It's
all
about
the
people.
Without
the
people,
the
military
wouldn't
go
anywhere
so
I
bring
that
same
concept
forward
and
understanding
it's
a
people
first
activity.
C
If,
if
it's
not
for
the
people,
then
nothing
is
going
to
get
accomplished.
So
there's
two
priorities
that
I
have
and
those
priorities
are
people
and
tools.
If
I
have
the
people
and
I
have
the
tools,
then
everything
will
be
accomplished.
There's
no
question
to
it.
So
it's
just
that
hard
work
factor
to
get
everybody
on
the
grind,
my
top
three
professional
accomplishments,
so
I
I
did
earn
my
master's
degree
in
science
of
leadership.
C
Organizational
leadership
and
I
graduated
with
honors
and
I
say
that
because
I
didn't
do
too
hot
in
high
school,
I
was
a
five-year
high
school
student.
So
you
know
schooling
was
not
very
important
to
me
until
I
I
matured
and
understood
the
importance
that
comes
along
with
it
that
hit
the
dedication
to
it.
So
as
a
personal
goal
me
and
my
wife,
both
have
Master
degrees,
I
have
earned
the
command
of
commands
or
the
title
of
command
Star
major
at
a
selection
rate
of
0.03
against
my
peers
and
my
seniors.
C
300
000,
whenever
you
look
across
the
board-
and
you
know
those
numbers
only
get
smaller
as
you
progress
through
your
your
echelons,
whenever
I
retired
from
the
military
or
whenever
I
left
my
last
job
I
was
actually
categorized
as
the
number
one
Aviation
star
major
in
the
army,
so
they
were
looking
at
giving
me
a
division,
but
I
had
to
to
walk
away
and
say
no.
Thank
you.
C
The
last
thing
that
I
bring
forth
as
accomplishments
are
the
orders
of
Saint
Michael,
Saint,
Martin
and
Saint
Barbara
and
I
throw
those
three
out
there,
because
there
are
three
con
entirely
different
spectrums
of
a
professional
approach
and
what
they
do.
So
the
order
of
Michael
is
an
aviation
award
that
is
given
for
contributions
over
a
certain
amount
of
time.
C
So
we
supported
missions
all
across
all
across
Nations,
all
across
peninsulas
and
all
the
different
things
that
we
were
doing
and
as
a
result
somebody
said
hey.
You
did
a
great
job
and
I
want
to
recommend
you
something
for
it.
So
I'll
walk
away
and
I
get
to
where
three
three
medals
around
my
neck
as
I,
walk
away.
At
the
end
of
the
day,.
C
I
was
in
charge
of
maintenance
for
a
fleet
of
of
200
aircraft
and
about
13
000
vehicles.
At
one
point,
so
you
know
having
those
those
key
pieces
under
you
makes
you
multi-oriented
so
that
you
can
see
across
the
bow
and
direct
so
I'm,
a
very
direct
person
if
I
think
something
I
say
it.
If
I
see
it
then
I
call
it
out.
If
I
am
looking
to
talk
to
somebody,
then
it's
direct
to
that
person
individually.
C
It's
not
a
it's,
not
Direct
in
an
aggressive
manner,
it's
just
in
a
direct
manner
so
that
it's
not
time
consuming,
because
you
know
time
is
in
essence.
So
if
I
can
get
to
you
and
get
it
resolved,
then
it's
a
plus
for
everybody.
It
just
makes
it
a
lot
easier
for
me,
my
approach
to
the
biggest
impacts
in
my
life.
That's
my
family,
I'm,
not
very
family
oriented
as
growing
up
I,
do
have
one
brother,
but
I
am
the
I'm
a
child
of
two
that
lived
nine,
that
that
overall,
so
I
had
seven
siblings.
C
That
didn't
didn't
make
it.
So
my
life
structure
was
a
little
bit
different
than
the
traditional
structure.
So
I
come
from
a
different
thinking
background
right
now,
the
only
the
only
lasting
family
members
that
I
have,
with
the
exception
of
my
wife
and
children,
is
my
brother
and
he
lives
in
San
Antonio.
C
What
did
I
learn
from
my
worst
boss,
communication
and
follow-up?
Those
are
the
biggest
things
that
I
can
tell.
You,
can
either
ruin
a
relationship
or
give
you
the
platform
to
build
upon
and
go
and
accomplish
a
lot
of
things.
If
you
don't
have
clear,
concise
communication,
then
it's
just
chaos
going
around.
Nobody
understands.
Nobody
knows
where
to
go.
Nobody,
Knows,
Why
to
go
and
I
think
those
are
important
to
know.
C
I
also
learned
to
listen
to
my
gut.
So
if,
if
my
stomach
tells
me
that
something's
wrong,
then
something's
wrong,
I
got
I
got
45
years
of
listening
to
that
thing,
and
it
hasn't
done
me
any
any
wrong.
Yet
so
I'm
thinking
I'm
just
gonna,
stick
with
it.
The
thing
that
my
best
boss
taught
me
is
listening
to
others
and
understanding
before
I
react
in
the
military.
C
You
come
into
the
time
crunch
and
there
are
a
lot
of
things
where
you
you
react
instantaneously,
not
even
knowing
what's
going
on
or
why
it
happened,
or
anything
and
I
I
would
imagine
that
it's
a
lot
like
that
here
you
know,
there's
always
something
going
on.
There's
always
a
priority
that
Trump's
another
priority.
C
There's
always
somebody
doing
something
that
that
needs
you
in
a
place
that
you're
not
at
so
taking
that
time
to
sit
back
step
into
the
shoes
of
that
other
individual,
so
that
you
truly
understand
where
they're
coming
from,
why
they
need
it
and
where
they're
trying
to
go
so
that
you
can
help
them
accomplish.
That
has
done
me
well
and
I
had
a
boss
who
taught
me
that
very
very
well
I
asked
Ryan
earlier
about
the
apwa
awards
program,
and
you
know
how?
C
How
does
it
work
around
here
and
there's
there's
room
for
for
improvement
as
always
right
and
I
think
important,
because
if
you
reward
somebody
for
their
hard
work,
then
they're
more
inclined
to
give
them
more
hard
work
because
they
feel
validated
they
feel
respected.
They
feel
they
feel
appreciated
at
the
end
of
the
day,
and
if
you
don't
feel
appreciated,
then
why
do
you
come?
Why
are
you
coming
around?
Why
do
you
come
to
work?
C
You
know
you're
miserable
you're
there
to
get
to
get
a
check
and
that's
not
that's
not
the
structure
that
I
believe
in
I
believe
in
having
people
around
that
want
to
be
there
and
I
have
to
make
you
want
to
be
there.
So
if
I
recognize
you
then
I'm
helping
with
that
my
top
three
things
that
I've
seen
work
well
with
large
teams.
C
I
have
to
trust
everything
that
everybody's
doing
I
have
to
trust
that
everybody
understands
the
right
way
of
doing
it
and
I
have
to
trust
you
in
a
way
that
you
are
able
to
move
freely
and
exercise
on
your
own
now.
I
I
owe
it
to
you
to
follow
up
on
that,
but
I
have
to
give
you
that
space
so
that
you
understand
it
is
from
a
professional
standpoint
that
trust
is
given
on
the
back
side
of
that
I
have
to
earn
the
trust
of
everybody
else,
because
nobody
knows
me
from
Eve.
C
Nobody
knows
me
from
anything
other
than
the
slide
presentation.
That's
up
here
right
now
and
I
could
just
be
sitting
here
and
feeling
you
full
of
junk
right
now
and
saying
what
I
think
is
appropriate.
But
over
time
you
learn
to
trust
me.
You
learn
to
dedicate
to
me.
You
learn
to
give
to
the
things
that
are
for
the
greater
good
of
the
organization
in
the
city
of
Chattanooga
and
at
the
end
of
the
day.
That's
what
everybody's
goal
is
right.
C
C
At
the
end
of
the
day,
it's
my
fault.
If
I'm
selected
for
this
job,
then
it's
my
fault.
It's
my
responsibility
and
I
owe
you
that
now
I
will
hold
accountability
to
say:
hey.
These
are
the
things
that
are
in
place
that
need
to
happen.
But
if
it
goes
wrong,
then
I
didn't
do
something
right
so
that
you
can
look
back
and
say
hey.
We
need
to
discuss
this.
C
One
of
the
things
I
read
about
whenever
I
was
applying
for
this
job
and
then
talking
with
Ryan
as
well
is
employee
engagement
challenges
and
some
of
the
things
that
have
been
brought
forward
or
brought
out
into
the
the
different
readings
that
are
out
there
for
everybody.
So
I'm
gonna
strike
that
I
want
to
go
to
that
category,
so
that
you
understand
exactly
where
I'm
coming
from.
My
dedication
is
to
you
and
the
organization
well
before
myself.
C
So
I
have
the
means
to
make
it
without
anything
else,
but
I
want
to
make
it
enjoyable
for
everybody.
I
want
to
be
here,
for
you.
I
want
to
be
here
so
that
you
understand
that
success,
driven
professionalism
is
something
that
we
can
accomplish
together,
and
nobody
has
to
do
it
in
isolation.
Nobody
deserves
to
to
be
working
in
a
hostile
work
environment.
Nobody
deserves
to
to
be
chastised
in
public
or
any
of
that
stuff.
C
C
I
also
have
a
lot
of
a
lot
of
experience
in
large
developments
and
infrastructure,
but
a
lot
different
than
what
everybody's
used
to
here.
So
in
the
city
of
Chattanooga,
you
have
a
lot
of
different
things
that
help
build
Chattanooga
continuously.
C
My
my
experience
comes
from
putting
people
into
Harm's
Way
from
the
ground
up
and
whenever
I
say
that
it's
going
on
deployments
and
establishing
bases
that
are
there
so,
where
I
push
soldiers
out
on
continuous
basis
and
actually
have
to
give
them
a
life
support
cycle
that
they
rely
on
continuously
and
without
that
they
would
not
be
successful.
C
So
I
have
to
go
through
all
the
nooks
and
crannies
to
accomplish
that
now,
I
will
admit
that
it's
a
little
bit
different
as
far
as
a
a
streamlined
process
in
the
military,
because
I
do
have
the
opportunity
to
just
walk
over
to
somebody
and
say:
hey
I
need
this
more
than
you
it's
mine,
I'm
taking
it.
We
can't
really
do
that
here.
C
So
I
know
that
there
are
differences
in
that,
but
understanding
what
it
took
to
get
to
that
point
is
the
same,
no
matter
where
you
go
and
understanding
that
the
there
are
department
heads
for
all
of
it.
So
you
got
subject
matter.
Experts
and
you
got
team,
leads
that
that
are
there
to
answer
those
hard
questions
at
the
end
of
the
day
to
say:
hey,
this
is
right,
or
this
is
wrong,
and
this
is
the
direction
that
we're
going
and
then
stand
at
the
top
and
say
all
right.
C
It
was
either
fulfilled
or
it
wasn't
so.
That's
where
my
my
experience
comes
in
now.
That's
not
the
only
experience
that
I
have
my
experience
in
life
has
been
grand
I've,
seen
a
lot
of
different
things
across
the
board
and
I've
I've
been
a
lot
of
places
to
see
exactly
what
goes
on
in
the
world
continuously
on
what
works
and
what
doesn't
so
that's
who
I
am
and
that's
what
I
bring
to
the
game
and
with
that
I
think
it
has
now
open
to
questions
right
all
right.
There
we
go.
A
All
right,
thanks
Jeremy,
so
let
me
start
off
with
a
couple
questions
that
we
had
yesterday,
that
just
for
consistency's
sake,
I'll
I'll,
bring
to
you
thanks
Ronald.
A
So
the
first
question
we
had
yesterday
was
around
work
from
home.
So
maybe
a
little
bit
of
a
different
question
for
you.
But
what
are
your
thoughts
on
a
work
from
home
policy?
C
C
I
think
the
Hands-On
pieces
that
in
processes
that
go
into
place
are
something
that
is
irreplaceable.
So
there
are
some
people
that
just
have
to
come
to
work,
but
I
do
recognize
that
there
are
plenty
of
opportunities
where
you
don't
necessarily
have
to
sit
in
your
office
to
talk
on
that
screen,
you
can
do
it
from
the
Comforts
of
your
own
home
or
the
car
that
you're
driving
at
the
time.
So
there's
some
flexibility
that
that
is
in
there.
C
A
All
right
all
right,
second
question
that
came
yesterday,
which
I
think
was
a
good
one,
was:
how
would
you
include
diversity,
Equity
inclusion
in
some
of
the
the
big
decisions
that
you
would
be
making,
whether
that's
Personnel,
whether
that
be
other
kind
of
policy
decisions.
C
I'll
tell
you:
I
I,
come
from
a
place
where
everybody's
the
same
I
think
everybody
starts
off
at
a
a
neutral
level
and
the
only
things
that
make
you
better
your
experiences,
your
your
opportunities
that
are
given
to
you
and
how
you
shine
with
them.
I,
don't
really
go
into
the.
C
How
can
I
say
this
appropriately
in
the
military?
Everybody
was
exactly
the
same.
So
no
matter
who
you
are
what
you
look
like
where
you
come
from.
You
are
the
same
because
you
put
on
that
uniform
and
you
were
dedicated
to
the
exact
same
values
that
I
was
and
that's
what
I've
lived
for
43
of
my
45
years.
So
with
that,
you
know
it's
it's
a
lot
of
treating
everybody
with
that
proper
dignity
and
respect
it's
the
the
pieces
of
nobody's
going
to
get
anything
extra
unless
you
put
in
the
extra
like.
C
That's
that's
how
you
reward
it.
So
if
there's
a
time
and
effort
where
it
comes
into
play,
where
we
have
to
think
about
the
the
individualisms,
then
it's
going
to
be
on
that
person
and
not
exactly
how
they
look
or
where
they're
from
or
any
of
that
stuff
it'll
be
exactly
what
they
produce
to
so
I
think
it's
incredibly
important
that
we
acknowledge
the
differences
in
everybody
from
a
professional
standpoint,
so
that
everybody
is
treated
the
same.
Can
you
understand
what
I'm
saying?
C
So?
That's
that's
where
it
goes,
and
then
I
want
to
say
that
acknowledgment
of
the
differences
in
everybody
is
important
whenever
it
comes
to
the
overall
accomplishment
of
what
we
do
as
an
organization,
because
it
takes
everybody
as
a
whole.
You
know
without
the
upbringing
that
somebody
comes
from
or
their
ethnic
background
or
any
of
that
it
changes
exactly
the
diversity
of
the
entire
organization.
So
acknowledge
that
and
appreciate
that
somebody
was
willing
to
give
what
they
do
give
every
day
whenever
they
come
in.
Just
like
you
do.
A
Okie
dokie
other
questions
from
the
group.
Anyone
want
to
raise
a
hand.
A
Today,
first
of
all,
I
want
to
say:
go
dogs.
C
An
inclusive
leader,
so
I
think
everybody
has
their
role
and
everybody
needs
to
strive
to
do
better
in
that
role
me
as
a
leader.
I
am
the
type
of
person
that
is
right
there
with
you
step
by
step.
So
if,
if
there's
trash
in
my
office,
I
take
my
trash
out,
I
mean
anybody.
Come
take
my
trash
out.
It's
fine.
If
my
car
breaks
down
I
try
to
fix
it,
if
I
can't
fix
it,
I
call
a
tow
truck
just
like
everybody
else.
You
know
so
from
a
leadership
perspective.
C
I
want
to
experience
the
things
that
you
experience
on
a
daily
basis,
because
that
brings
a
an
appreciation
at
the
end
of
the
day
that
I'm
willing
to
stand
by
your
side,
no
matter
what
it
is,
I
won't
be
there
every
day
you
know,
there's
other
things.
That
call
me
in
different
directions,
but
as
a
leader
presence
is
important,
confidence
is
important
and
more
than
anything
effort
is
important,
and
that's
what
you
get
from
me,
so
I
I
will
be
there
for
the
rain.
A
B
So
as
career
military
you're
leaving
here-
and
you
could
probably
choose
to
go-
do
in
any
number
of
things
why
Public
Works.
C
So
I
I
actually
found
this
job
just
by
chance.
This
wasn't
something
that
I
was
absolutely
looking
for,
but
one
of
the
biggest
things
for
me
is
this
area.
I
have
always
loved
what
I
saw
whenever
I
drove
into
Chattanooga
I
would
come
in
from
Clarksville.
We
would
be
driving
to
Athens
and
Etowah
and
Inglewood,
where
my
wife's
family
is
and
it
always
struck
me.
I
was
always
curious,
because
I
would
see
the
warehouses
and
I'm
like
what
are
we
doing
with
those?
Why
is
there
nothing
there?
C
Why
are
they
been
sitting
there
for
umpteen
years
and
nobody's
touched
it?
You
know,
I
didn't
understand
it.
So
then
I
start
looking
into
it
and
it
intrigues
me.
You
know
I
want
to
make
it
better
as
a
as
a
man.
I
have
come
into
this
world
to
try
to
leave
everything.
I've
found
it
and
you
know
it's
no
different
for
public
works.
This
is
my
opportunity
to
give
back
to
everybody
else
for
the
community
in
the
city
of
Chattanooga,
the
state
of
Tennessee.
You
know
that's
something
to
America
and
do
it
for
the
place.
C
D
D
You'll
have
to
get
my
wife
for
that.
One
thing
that
makes
Chattanooga
great
is
our
natural
resources,
their
assets
to
the
city.
How
do
you
feel
about
protecting
those
assets,
as
you
know,
we're
obviously
in
a
growth
spurt,
and
it's
it's
it's
very
important
to
to
a
lot
of
people.
So
how
do
you
feel
about
that?
I.
C
Would
say
the
the
infrastructure
of
everything
being
green
is
something
that's
new
to
me,
because
it's
always
been.
We
just
take
what
we
want
whenever
you're
in
the
military.
So
if
it's
land
that
we
need,
we
take
it
it's
mine
now,
you
know
so
I'll
say
I've
had
to
learn
a
different
appreciation
for
Life
as
we
as
we
come
back
home
and
start
working
things
here.
C
You
know,
there's
a
contradiction
in
there
or
a
conflict
in
there
where
it's
we
want
to
grow,
but
we
want
to
keep-
and
you
know
it's
not
necessarily
an
easy
thing
that
we
can
do
on
both
sides.
I
think
it's
incredibly
important
to
keep
the
environment
in
a
safe
structure,
but
it's
not
feasible
to
be
able
to
do
that
in
every
step
of
everything
that
we're
trying
to
do
with
growth.
E
C
So
I
see
this
role
as
a
figurehead.
Someone
who
answers
the
hard
questions,
but
I
get
the
answers
to
those
hard
questions
through
these
subject
matter:
experts
that
are
working
the
everyday
routines
of
it
all
the
one
that
takes
the
blame
whenever
things
go
wrong,
the
one
that
answers
to
that
platform
and
more
than
anything,
a
cohesive
part
of
the
team
that
helps
mold
everything
together.
So
we
rely
not
only
in
one
department
but
across
the
entire
organization,
so
that
we're
fulfilling
everything
because
there's
going
to
be
robbing
Peter
to
pay
Paul.
B
Obviously,
a
big
part
of
our
job,
especially
mine.
How
would
you
yeah,
how
would
you
celebrate
our
victories.
C
A
All
right,
we
finally
got
one
in
it's
an
issue
with
compensation
and
vacancies
were
not
always
compensated
for
education
and
experience.
Would
you
be
willing
to
help
break
the
Divide.
C
C
That's
exactly
who
I
was
and
I
found
that
through
trying
to
be
somebody
better
than
where
I
was
in
the
beginning,
so
trying
to
figure
those
things
out
is
the
only
right
thing
to
do
whenever
it
comes
to
the
people
that
you're
supporting
every
day
and
yes,
I
would
absolutely
bought
in
on
on
fixing
that
wrong
to
make
it
so
that
everybody
gets
what
they
deserve.
I
want
I
want
to
continue
my
education,
so
it's
just
as
important
to
me
doing
it
as
it
is
for
everybody
else.
A
A
Our
last
administrator
made
some
decisions,
some
large
decisions
based
on
discussions
only
with
management
would
you
include
Frontline
individuals
and
decisions.
If
so,
how.
C
I
believe
getting
to
the
root
cause
of
anything
and
I'm
I'm,
not
in
a
place
to
speak
on
what
the
last
administrator
did.
I
have
no
idea.
I
wasn't
a
part
of
it
and
I
really
don't
want
to
impart
on
what
decisions
he
was
making
or
she
I
don't
even
know
who
it
was.
So
that's
not
a
place
that
I'm
going
to
go
I'm
not
going
to
bad
mouth.
Anybody
for
anything,
they've
done,
but
I
do
believe
that
inclusion
is
the
right
route.
I
believe
that
people
at
the
very
bottom
need
to
know.
C
Why
and
I
believe
that,
because
I've
come
from
a
place
where
you
operate
autonomously
like
a
robot
and
you
don't
even
understand
what
the
end
conclusion
is
supposed
to
be.
You
just
know
that
you
were
told
to
go
over
there
and
do
this
made
no
sense
at
the
end
of
it.
You
were
told
to
go
back
over
here
and
do
something
somewhere
else,
and
you
didn't
even
see
that
to
get
completed
so
I
think
it
is
absolutely
incredibly
important
to
include
somebody
at
the
lowest
level
to
say
hey.
This
is
what
we're
doing.
C
This
is
why
these
are
the
things
that
we
have
in
place.
This
is
what
I
can
help
you
with
to
benefit
you
in
the
structure
of
this
whole
thing
and
a
lot
of
people.
Don't
know
that
until
somebody
tells
them
you
know,
I've
been
dealing
with
leaders
for
a
long
time
that
didn't
consistently
keep
people
informed
on
on
what
was
right
and
what
was
wrong,
I'm
a
transparent
book.
You
want
to
see
what's
right
and
what's
wrong,
I'm
right
here.
C
A
All
right
last
call
for
any
more
questions
going
once
going
twice
all
right:
we're
gonna,
wrap
up
thank
y'all
and
again
Jeremy's
gonna,
be
here
for
probably
another
30
minutes
or
so.
If
folks
want
to
stick
around
and
visit
and
we
will
post
this,
so
people
can
access
the
recording.