►
From YouTube: 02 15 2020 City Manager AD HOC Committee Part 1of 5
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
The
show
this
morning,
everyone,
the
time,
is
8:30
9:00.
This
is
the
meaning
of
the
ad
hoc
committee
for
the
search
for
city
manager.
Of
the
city
of
Laredo
debate
is
very
the
50
welcome
everyone
this
morning
to
this
meeting
where
we
will
be
conducting
the
interviews
of
the
candidates
I'd
like
more
a
roll
call
and
please
Jerry.
B
A
You
very
much
well
sort
of
I
welcome
everyone.
This
meeting
is
a
public
meeting
and
therefore
we
asked
if
anybody
a
few
pigs
that
announces
I'd
like
to
make
I
respectfully
request
that
you
don't
control
your
recording
devices,
both
audio
and
video.
We
would
ask
that
you've
not
recorded
the
audio.
Some
of
you
may
want
to
report,
maybe
recorded
video
I,
think
you
can
fairness
to
do
to
everyone
to
the
candidates.
A
A
A
Let's
go
ahead
and
also
before
we
continue.
Elma
I
also
want
to
take
an
opportunity
to
welcome
our
search
firm.
Mr.
Roberts
David
is
here
mr.
David
Craig's
is
here
they've
been
part
of
the
process
of
of
the
search
for
the
candidates,
want
to
thank
you
for
years,
your
work
and
your
support.
We
are
at
Dow
interviews
and
we've
had
a
very
good
working
relationship.
A
The
bow
would
come
to
what
we
make,
because
it
would
be
the
final
phase
of
the
process
before
we
make
a
recommendation
to
the
City,
Council
I
think
I
will
I
would
like
to
you
know
before
we
go
into
the
approval
of
the
minutes.
As
any
committee
member
wish
to
say
anything
and
when
they
welcoming
remarks
starter
remarks,
this
is
a
Lebanese
yeah.
A
Why
yeah
I
would
be
remiss
by
not
taking
each
and
every
one
of
you
all
we're
now
in
this
phase
of
the
interviews,
I
will
go
over
the
procedures
before
approval
available
after
the
group
row.
Two
minutes
I
will
discuss
the
procedures
on
the
minutes
for
the
meeting
of
January
29th.
You
all
have
received
them
any
corrections
to
the
minutes,
any
additions
or
deletions
to
the
minutes.
No.
F
E
A
I'd
like
to
do
is
now
go
over
the
procedure
of
what
we've
woven
crossfire.
Today
we
will
begin
interviews
with
each
Canada
beginning
at
nine
o'clock.
We
will
do.
Is
that
will
we
have
four
candidates?
Each
candidate,
though
we
will
allocate
at
a
period
of
time
or
both
a
presentation
and
a
series
of
questions
that
each
November
will
have.
A
D
A
E
To
the
attorney-
but
that
was
that
was
discussed
at
the
last
meeting,
but
we
didn't
vote
to
do
that,
but
we
like
to
be
able
to
go
into
executive.
We
went
to
the
answer
change
the
way
that
we're
going
to
submit
it
or
at
that
particular
time
he
just
called
for
go
to
the
executive
session
and
I
think
that,
in
my
opinion,
I
think
we
need
to
go
inside
just
to
do
talk
about
it.
So
do
we
put
that
in
the
motion
now.
A
A
All
right,
so
we
have
four
carrots.
Mr.
Jose
Arbaaz
am
mr.
Santos
selvage
mr.
Robert
eat
simplistic
or
be
Alexander
they'll
be
coming
in
here
in
another
50
minutes,
they'll
be
seated
in
front
of
us,
and
the
order
of
the
questions
are
also
there.
I
have
you?
Have
you
see
the
engineer
in
your
sheets
each
one
of
the
these
areas
of
area,
some
of
you?
So
let's
have
shift
our
questions.
A
Would
I
shared
my
questions
to
each
and
every
one
of
you
all
the
questions
that
I
was
asked
and
subject
that
I
was
tested
on,
and
so
you
will
be
a
Liberty
pass
that
same
question
to
each
candidate
depending
on
the
time
we
will.
We
will
continue
asking
questions.
We
want
to
stick
to
give
them
the
opportunity
to
make
their
presentation.
First
then,
we'll
enter
into
the
question
and
answer
a
question
and
answer
period
and
like
I
said,
depending
on
the
time
they
will
determine
whether
we
have
a
little
more
lessons
as
well.
D
A
E
G
H
A
Have
that
same
issue
that
we
have
two
topics
you
know
and
that
we
had
and
I
think
those
of
us
that
have
two
questions
or
two
topics.
Rather,
you
know
what
would
go
ahead.
Do
the
first
round
of
questions
number
one
and
that
we
finished,
maybe
there's
a
there's,
a
different
topic
that
we're
also
addressing.
Then
we
asked
that
second
Pusser
well.
H
A
A
A
So
what
the
committee
consider?
Why
don't
we
go
ahead
and
have
one
question
each
you
know
on
the
topic
and
those
of
us
that
have
an
additional
question
because
of
because
on
topic
you
notice.
If
we
have
to
remember
that
we
asked
that
then
have
that
question
asked.
We
had
all
the
topics
covered.
Okay,.
I
H
H
H
That
was
my
understanding
that
we
would
have
an
opportunity
for
one
follow-up,
question
and
I
think
that
that
was
allotted
before
that's,
why
we
decided
to
do
two
hours
for
each,
because
I
think
that
we
kind
of
figured
that
into
the
equation.
I
just
think
my
follow-up
question
comes
after
everybody
says
their
question:
we're
gonna
kind
of
lose
yeah.
E
B
D
A
Just
for
also
official
purposes,
we
will
have
between
interviews
a
15
minute
operation.
We
will
have
a
lunch
break,
believe
it
or
not.
We
will
have
templates
at
dissipate.
We're
gonna
have
a
long
day
to
day,
and
quite
frankly,
you
know
again,
this
is
business
bday
that
maybe
was
a
bit
worth
waiting
for.
It's
been
a
long
process,
I
think
it's
been
a
fair
process
now
and
I
again.
I
want
to
commend
each
and
every
one
of
you
all
for
your
time
and
effort
and
I
think
we
will
be
prepared
to
submit
the
process
already.
A
A
A
G
K
You
have
all
of
the
information
we
have
just
to
affirm
what
was
what
we
advised
the
staff
we,
the
background
work
on
these
candidates
have
been
completed.
It's
all
very
good.
We
did
not
only
referencing
but
checking
a
verifying
education,
criminal
history,
both
national
and
local
civil
court
records
driving
records,
sex
offender
records,
check,
Social
Security
numbers
and
see
how
many
times
that
might
pop
up
on
a
check,
pretty
pretty
thorough
checks.
K
The
only
thing
that
we
found
on
any
of
that
that
was
of
any
interest
are,
is
a
minor
speeding
ticket
of
mana,
two
counties
from
2017
net
worth,
and
we
asked
the
question:
have
you
ever
been
convicted
of
anything
but
a
minor
traffic
ticket?
The
answer
was
no
and
that's
consistent
with
what
we
thought.
K
Oh,
so
we're
pretty
confident
of
folks
that
you
are
interviewing
a
pretty
mature
people
who
will
pass
scrutiny
and
anything
negative
about
the
candidates
about
why
they've
left
jobs
or
or
whether
or
not
there's
been
any
legal
issues
are
in
the
report
under
respondents.
There
was
questions
in
the
questionnaire
we
found
that
they
were
big,
very
honest
with
us
enough,
a
referencing
of
them.
That's
so.
K
K
A
K
A
it's
not
a
score.
It
shows
what
open
accounts
that
what
accounts
they
have,
how
payment
pattern
it,
who
they
owe
money
to
how
much
they
owe
money
to.
We
don't
make
those
reports
public,
because
it
has
social
security,
numbers
dates
of
birth
and
things
like
that
that
could
be
used
and
they
deprive
our
to
take
what
I'm
trying
to
say
to
steal
their
identity
but
they're
all
good
there
isn't
it
there
isn't
a
problem
with
any
of
it.
It's
the
credit
is
excellent.
Yeah.
A
A
All
right
all
ready
to
go,
ladies
gentlemen,
so
all
would
allow
first
candidate
that
would
go
beat
witness
which
trip
will
say
about
my.
They
got
white
where
that
was
nothing.
Have
it.
D
A
A
A
A
No
more
than
two
hours
a
week,
no
more
than
it'll
be
no
more
than
two
hours.
So
it's
up
to
you,
you
know
I'm.
Surely
the
way
the
question
says
you
know
the
nine
of
us
here.
So
it's
like
to
hear
ourselves
talk,
so
please
bear
with
us,
but
but
I
think
a
process
to
be
fair.
So
floor
is
yours.
Mr.
money,
I
thank.
L
You
first
and
foremost
and
honor
an
honor
to
be
considered
an
honor
to
make
it
to
this
stage.
So
thank
you
very
much
the
opportunity
to
come
to
Tupelo
and
have
an
opportunity
to
present
a
bit
about
myself
and
the
things
that
I've
been
able
to
accomplish,
and
some
of
the
things
that
I
think
I
might
be
able
to
help
the
city
here
with.
So
thank
you
very
much
and
I
appreciate
the
honor
to
be
here
getting
the
questionnaire
or
what
I
would
say.
L
D
L
L
To
being
able
to
do
those
things,
legislative
affairs
I
do
have
experience
in
both
federal
and
state
with
the
federal
legislation.
It's
been
Mesa
mostly
on
federal
aviation
administration
matters,
receiving
fast-tracking
projects
that
we
were
doing
in
McKinney
for
runway
expansion,
some
of
our
favorite
expansions
and
some
of
the
capital
improvement
projects
that
we
had
going
on
at
our
Airport.
We
also
worked
with
maintaining
our
little
Tower
funding.
We
did
have
one
tower
that
was
splendid.
We
didn't
have
to
receive
federal
funding.
L
L
L
These
are
the
ones
that
I
was
directly
over
projects
throughout
my
career,
most
of
it.
When
I
was
at
the
city
McKenney,
we
did
develop
a
tenure
capital
improvement
program,
which
is
the
first
improvement
capital
improvement
program
budget
that
was
developed
for
the
city.
We've
done
an
employee
resource
program,
an
ERP
program
vicinity
that
we're
being
deployed,
Public
Safety,
Building
expansion,
fire
stations,
9
and
10,
also
15,000
and
a
10,000
square-foot
common
hangar
purchased,
119
acres
of
airport
land.
L
They
did
a
terminal
and
40,000
square-foot
common
hangar
park
program,
I'm
sure
that
again,
excuse
me,
hangar
project
at
the
city
also
looked
at.
Did
it
apron
construction,
hangar,
construction,
runway
construction,
also
Recreation,
Center,
Memorial,
Park
veterans,
memorial
pool
and
create
sports
park,
so
those
are
the
ones
that
I
was
completely
directly
over.
Obviously,
there
was
a
lot
of
other
projects
that,
as
being
over
the
finance
department
McKinney
that
I
was
also
over,
but
not
in
a
direct
oversight.
Version
of
the
projects
city
operations
I
have
directly
supervised
about
all
fans
of
municipal
government.
L
That's
what
we're
really
wanting
to
focus
on
continuing
to
maintain
people
coming
back
and
also
getting
new
visitors.
So
it's
really
focusing
on
those
key
improvement
or
key
performance
indicators
that
are
really
measuring
the
success
of
your
organization
and
a
business
plan
in
your
departments.
I
have
a
Lean,
Six,
Sigma
philosophy,
maximizing
cost
efficiency
and
streamlined
process.
I've
obtained
some
notable
results.
As
you
see
there,
we
did
obtain
the
triple
AG
Odette
rating
by
Moody's
and
McKinney.
L
While
I
was
there,
we
had
a
triple-a
and
Standard
&
Poor's,
but
we
did
not
have
one
in
movies.
So
getting
that
was
a
huge
thing
and
a
huge
win
for
the
city
was
the
number
one
fixed
Base
Operator
airport.
In
the
United
States
four
out
of
the
five
years,
our
police
department
was
accredited
through
Kalia
Commission
on
Accreditation
for
law
enforcement
agencies.
L
Our
fire
department,
while
I
was
over
at
the
fire
department,
received
and
was
reconfirmed
ISO
class
1
we
did
I
did
give
the
relocation
of
Toyota
Motors
of
North
America
their
corporate
treatment
to
McKinney
from
Long
Beach.
We
implemented
a
tenured
general
fund
and
general
obligation
bond
plans,
and
we
were
the
first
governmental
entity
to
receive
the
five
star
transparency
award
from
the
Texas
Comptroller,
so
all
very
big
accomplishments
that
I'm,
very
proud
of
and
I
think
really
bring
a
breadth
of
experience
to
this
position.
L
The
process
when
we're
looking
at
city
operations
is
kind
of
targeted
at
these
areas,
believing
in
developing
strong
leaders
having
targeted
for
each
a
member
of
our
organization
throughout
executives,
managers
and
line
staff,
making
sure
that
each
one
of
them
is
receiving
training
and
customer
service
management,
as
well
as
understanding
the
basics
of
Lean,
Six
Sigma
process
improvements
and
efficiencies,
not
saying
that
everyone
has
to
be
a
black
belt
but
beginning
to
understand
how
to
really
maximize
the
efficiency
of
our
operations.
Work
smarter,
not
always
harder
than
is
the
best
way.
L
I'd
like
to
put
it
I,
want
to
make
sure
that
we
align
the
strategic
plan
with
the
council's
vision
so
that
we're
all
working
together
focus
on
the
workforce,
making
sure,
through
employee
surveys,
town
hall
meetings
and
cinah
programs
targeted
at
organizational
behavior.
So
when
we
look
at
providing
incentives
to
employees
wanting
to
make
sure
that
we're
providing
those
incentives
when
they're
following
the
strategic
plan,
that's
lined
up
with
the
council's
vision
so
everything's
moving
at
once.
We
want
to
focus
on
the
customer.
L
We
want
to
do
annual
public
surveys,
we
wanna
do
surveys
at
points
of
service
and
public
participation
in
the
budgeting
process,
so
constantly
receiving
feedback
from
the
customers
at
all
levels,
businesses,
visitors,
visitors
and
residents,
and
making
sure
that
we're
hitting
the
mark
with
the
services
that
we're
providing
knowledge
management.
We
want
to
eliminate
waste
and
ensure
knowledge
transfer
when
retire
best.
L
The
biggest
and
most
important
resource
that
we
have
in
the
city
organization
is
our
employees
and
when
they
leave,
we
want
to
make
sure
that
we
have
people
ready
and
going
in
within
the
organization
to
take
that
spot
and
that
knowledge
that
they
have
is
retained
within
the
organization.
So
we
continue
to
move
forward
and
then,
lastly,
is
to
report
on
on
a
regular
basis,
I'm
a
strategic
plan
and
the
results
that
we're
achieving
so
looking
at
quarterly
updates
at
the
city
council.
L
Meetings
of
talking
about
here
are
the
two
things
that
we
were
able
to
report
on,
that
we've
been
able
to
get
results
for
community
initiatives
done
a
lot
of
community
initiatives
that,
throughout
my
career,
established
the
neighborhood
police
officer,
union
apartment
time
and
McKenney
continued.
We
did
have
an
unfortunate
pool
party
incident
that
we
had
to
bridge
the
gaps
between
the
community
and
our
minority
communities,
and
so
we
looked
at
establishing
a
neighborhood
police
officer
unit
where
we
went
out
to
the
neighborhood.
L
Instead
of
having
the
regular
police
officers
and
the
cars
they
have
bicycles
and
they
were
patrolling
around
through
bicycles,
getting
to
know
the
neighborhood.
That
was
their
function,
each
one
of
them
had
an
area
within
the
city.
We
dispersed
them,
so
we
would
literally
have
four
cops,
no
bicycle
going
around
their
neighborhood
patrolling,
but
it
was
more
of
a
softer
approach
where
they
were
getting
to
know
the
residents
getting
to
know
the
neighbors.
We
didn't
transfer
them
repeatedly
throughout.
L
L
I
really
did
appreciate
getting
to
work
with
an
area
that
was
controversial
and
still
at
the
end,
coming
away
with
the
trusting
relation
of
it
had
partnerships
with
school
districts
to
provide
aviation
programs
through
high
school
students
continuing
to
engage
the
youth
of
the
community
into
local
government.
We
did
I
was
a
staff
liaison
for
one
two
and
McKenney,
and
one
in
Sierre
park.
Capital
improvement
on
four
committees.
L
Coming
back
to
the
community
and
looking
to
work
in
establishing
those
relationships,
while
they're
at
a
younger
age,
we
did
do
internship
programs
also
for
college
undergraduate
and
graduate
students.
That's
some
of
our
best
talent
that
we
can
bring
in
as
they're
getting
their
education,
bringing
them
in
working
them
through
the
organization
and
then
hopefully
keeping
them
at
the
end
as
a
permanent
position.
L
Then
we
also
did
urban,
University
and
McKinney
leadership
programs
where
we
brought
residents
in
and
really
gave
them
a
crash
course.
If
you
will
on
city
governments
walking
them
through
all
the
departments.
What
is
finance
budget
police
fire
really
giving
them
an
understanding
of
how
government
works
so
that
they
can
become
our
champions
in
the
community
and
I?
L
Public
Safety
Collective
Bargaining
over
five
years
of
experience
and
directly
overseeing
police
and
fire
in
the
King.
They
weren't
civil
service,
but
they
were
pretty
close
to
it.
We
follow
the
processes
they
just
didn't.
Have
the
election
pass.
I
was
the
lead
negotiator,
I
mean
confer
processes
in
mechanic's
for
the
fire
department
process
in
2014
and
2017,
and
for
the
police
department
in
2015
and
2017
so
forth.
Very
successful
negotiations
of
delivering
trust
with
the
associations
of
both
the
fire
association
and
the
president
and
the
police
association
relationships.
L
I
still
have
to
dis
day
where
we
still
have
coffee
and
talk,
and
this
so
very,
very
proud
moments
from
my
career
when
I
was
in
Irving.
I
did
assist
the
city
manager
with
financial
information,
wasn't
actually
at
the
bargaining
table
on
that
side,
but
still
understanding
the
part
of
what
can
we
afford
with
raises?
What
can
we
import
with
incentives
and
making
sure
that
fit
within
the
overall
budget?
L
Public
transportation
worked
with
the
Dallas
area,
Rapid
Transit,
when
I
was
in
Irving
for
an
Orange
Line
expansion,
a
connected
herbing
to
the
DFW
Airport
services,
including
our
Convention
Center
and
North
Lake
College,
were
areas
that
we
also
placed
commuter
rail
into
the
City
of
Irving,
from
10
to
Dallas,
which
really
begin
to
open
up
our
ability
to
have
this
track.
That
would
go
from
Dallas
Irving
right
in
a
DFW
Airport
and
then
on
the
way
back,
hitting
the
college.
L
We
also
was
part
of
setting
up
on
the
current
bikini
urban
transit
district,
which
was
very
similar
to
Cedar
Park.
It
was
established
to
provide
public
transportation
services
with
those
with
paratransit
paratransit
needs
and
those
that
were
senior
citizens
in
both
McKinney
and
seer
park.
They
were
not
in
a
a
Capital
Metro
or
a
Dallas
area.
Rapid
Transit
there
wasn't
any
public
transportation.
L
Name,
we
saw
them
a
couple
times
which
is
kind
of
funny
looking
at
it
now.
So
it's
like
oh
yeah,
same
league
and
played
them
here
in
Laredo,
and
also
they
played
up
in
Cedar
Park,
the
Austin
Toros,
which
is
the
NBA
d-league.
They
were
called
the
Austin
Spurs
when
I
was
there
I
think
they
just
switched
the
Toros
or
now
they're,
all
since
first
now
they're
the
Toros
back
then
that
I
worked
on
a
contract.
I
was
in
Cedar
Park
that
allowed
their
team
to
practice
in
our
recreation
center
during
the
day.
L
Ceo
Park
is
a
commuter
because
commuter
community.
So
during
the
day
there
was
not
anyone
there,
it's
usually
our
nights
and
mornings
that
were
very
busy.
So
what
we
ended
up
getting
to
was
allowing
them
to
practice
on
our
courts
during
the
day
afternoon
when
nobody
was
there
and
in
part
of
that
trade-off,
they
would
replace
the
card
workforce
for
us
every
three
years.
So
it
took
that
off
our
books,
plus
they
provided
basketball
camps
for
the
youth.
L
Today,
parks,
open
space
master
plan
have
experience
in
hiking
ville
I
can
bike
trails,
master
plan,
public
trans
plans,
the
very
facility
master
plan
when
I
was
in
Cedar
Park,
we
established,
we
were
the
first
city
in
Williamson
County
to
have
single
stream
recycling,
and
that
was
an
initiative
that
I
directly
oversaw
and
I
was
also
a
member
of
the
Williamson
County
Animal
Shelter
board
that
ended
up
turning
into
a
no-kill
shelter.
We're
really
proud
of
that
as
well.
L
Fiscal
responsibilities
and
budgets
have
five
over
five
years
of
experience,
directly
overseeing
all
financial
operations
and
over
seven
years
of
budget,
so
the
five
years
would
be
at
McKinney
where
I
was
overall
financial
operations
and
then
I
had
two
years
when
I
was
the
Strategic
Services
team,
director
and
Irving
I
was
just
open
the
budget
side
of
it.
There
was
over
the
budget
Department,
they
had
separated
budget
and
finance.
While
I
was
over
finance
developed
the
tenure
capital
and
operating
budget
budget
forecasting
plans.
L
L
That
I
was
over
the
20
2008
2015-2019,
while
at
the
airport
our
annual
revenue
went
from
5.2
million
to
eight
point,
eight
million
in
five
years
and
using
lean
six
six,
six
Lean
Six
Sigma
we
saved
over
three
hundred
and
thirty-nine
thousand
and
cost
avoidance
and
gained
over
ten
thousand
two
hundred
and
two
hours
of
staff,
time
productivity,
employee
and
labor
relations
established
a
you
matter:
employee
recognition
program
where
employees
there's
employee
to
employee.
If
you
saw
an
employee
go
above
and
beyond
their
job,
you
would
the
employees
would
submit
a
nomination.
L
The
city
manager's
office,
we'd
review
it
to
make
sure
it
was
above
and
beyond.
We
would
then
have
a
city
manager
representative
go
present
an
award
which
it
was
a
water-cooler
to
that
employee
we'd.
Have
it
reported
with
our
puppet
with
our
public.
We
call
them
production
assistants
that
would
come
out
videotape
and
talk
about
the
story
and
then
every
quarter.
L
We've
conduct
employee
surveys
to
benchmark
employee
responses
with
other
municipal
governments
throughout
the
nation,
which
is
really
important,
seeing
where
we
stand
with
engagement
with
our
benefits,
where
our
employees
see
us
as
competitive
and
seeing
how
they're
feeling
with
work?
How
is
it
connected
with
their
supervisor?
How
are
they
believing
they're
connected
with
the
strategic
plan,
the
council's
vision
and
values,
really
getting
a
heartbeat
pulse
and
checking
in
with
our
with
our
employees
every
year
and
finding
out
where
they're
at
when
I
was
in
Irving
was
over
the
HR
departments.
L
And
theft,
hotline
for
employees
to
anonymously
report
unethical
or
what
they
believed
was
illegal
behavior
economic
development.
Here
are
the
projects
that
I
was
able
to
work
on
directly
while
I
was
in
I
was
in
Cedar
Park
Irving
in
McKinney
there's
the
event
center,
which
was
a
hockey
arena
that
we
built
in
Cedar
Park,
a
Regional
Medical
Center,
which
was
a
hospital
150
vet
hospital
and
two
medical
buildings.
L
900
thousand
square
feet
of
retail
at
1890
ranch
was
a
retail
shopping
center
in
Irving
I
partnered
a
lot
with
the
greater
Irving
Chamber
of
Commerce
they're,
the
ones
who
actually
handled
economic
development
for
the
city
of
Irving.
But
they
were
a
partner
through
the
city,
so
through
budgeting
process,
I
was
their
partner
and
talking
about
incentives,
and
at
that
time
there
we've
about
six
hundred
plus
jobs
retained
about
two
thousand
jobs
created.
G
L
A
You
very
much
very
thorough
little
behave,
a
series
of
questions
by
the
way
there's
a
seat
there.
You
know
you're
welcome
to
sit
okay,
listen
with
this
brief
of
the
question
and
answer
period
and
following
up
with
some
of
the
topic
that
you
oversee,
some
presentations
will
begin
to
plus
tonight
I'll
be
asking
the
first
question.
My
question
is
tied
into
my
natural
relations,
which
really
makes
these
international
relations
because
we
are
beyond
primary
financial
and
in
your
presentation,
you
made
reference
to
to
a
number
of
projects
in
the
areas
that
you've
been
involved
with.
A
But
could
you
specifically
cite
your
examples
of
your
involvement
in
your
work
experiences
where
some
of
these
relationships,
actually
what
they
have
led
to
success,
is
related
to
your
role
in
these
relationships.
If
you
have
either
with
other
countries
or
for
that
matter,
if
it's,
you
know,
you
cite
some
beliefs
of
Mexico,
but
more
specifically
share
with
us.
Your
personal
experience
of
your
role
and
your
involvement
versus
having
responsibility.
Could
you
cite
some
of
those
examples
and
be
more
specific,
yeah.
C
L
With
the
ports,
the
planes
I
was
obviously
at
a
role
where
I
was
just
an
intern
in
an
assistant,
so
there
wasn't
any
real
direct
involvement
from
my
side
in
regards
to
dealing
with
the
international
relations
with
another
government.
I
was
in
meetings.
I
did
get
to
see
it
I'm
familiar
with
it,
but
I
don't
want
to
mislead
y'all
and
say
that
I
was
leading
into
that
or
on
that
side
of
it
directly
involved.
L
I
would
probably
look
at
the
two
that
I
would
say:
most
would
be
the
Toyota
Motor
North,
America
being
that
they're,
a
Japanese
company
and
very
heavily
still
run
through
a
Japanese
relationship.
We
did
have
to
work
through
some
of
the
Japanese
International
Business
Council,
with
our
Economic
Development
Corporation,
so
working
through
them.
We
were
able
to
establish
that
relationship
with
to
a
little
more
Toyota
Motors
North
America,
but
it
wasn't
one
where
we
had.
L
The
relationship
was
established
that
we
really
didn't
have
that
governmental
component
to
it
and
I
don't
want
to
also
miss
Leon
that
side,
but
as
close
as
we
got
and
I
think
probably
even
closer
would
be
the
marketing
that
we
did
put
them
on
today.
Mexico
and
we
did
actually
meet
with
some
leaders
at
Citi
a
month
or
a
low-level
meeting,
just
kind
of
talking
about
what
we're
looking
at
doing
and
beginning
to
see.
L
If
we
could
establish
that
partnership-
and
we
were
there
doing
it
for
about
a
year
and
that
year
ends
up
now
but
I'm,
not
sitting
McKenney,
so
I'm,
not
exactly
sure
where
that
went,
but
I'm
very
familiar
with
working
with
other
governments,
whether
it's
through
ICMA,
whether
it's
through,
which
is
international
City
Council
management
associations.
When
we
go
through
conferences
and
kind
of
meeting
with
those
from
there
from
Mexico,
from
Europe
from
Germany
from
Russia
all
over
the
world.
So
I've
always
kind
of
been
more
of
a
outside
component
of
it.
M
M
L
To
improve
development
infrastructure
and
growth,
ok,
the
first
part
on
the
development
in
infrastructure
is
really
having
that
sit
down
meeting
with
the
council
and
expending
what
they
see
is
their
vision
and
your
views
of
how
they
would
like
the
city
of
the
right
of
each.
Both
the
infrastructure
meeting
with
the
business
community
would
be
the
second
portion
of
that
really
understanding
what
their
needs
are.
What
do
they
see,
what
is
holding
them
back
from
either
expanding
or
developing
further
businesses
into
the
city
of
Loretto?
L
Taking
a
look
at
the
communities
around
that
are
growing
David
and
seeing
what
it
is
they're,
where
they're
growing
where
their
infrastructure
is
moving?
When
you
look
at
an
infrastructure
plan,
when
you
look
at
everything
that
you
take
a
look
at
you
from
McKinney
to
Irving,
it
really
is
making
those
strategic
developments
based
on
input
and
data
that
that
makes
sense,
for
example,
really
plugging
into
that
business
community
and
finding
out
if
it's
for
development,
for
business,
where,
where
that's
coming
from
where
what
they
see,
is
their
challenges.
L
When
we're
looking
at
mckinney,
for
example,
one
of
the
big
challenges
we
had
with
our
infrastructure
is
the
roads
in
the
way
that
they
were
planned
out
throughout
the
city
were
two
lane
divided
roads
and
look
beautiful,
had
a
great
meeting
and
had
trees,
everybody
loved
it.
But
what
we
found
out
from
the
business
community
and
the
developers
was
the
reason
they
weren't
coming
is
because
they
look
at
four-lane
roads
and
that's
all
they
look
at
and
they
didn't.
They
don't
really
take
time
to
take
a
look
at
two
lanes
going
each
way,
four
lanes.
L
So
what
we
then
looked
at
being
able
to
start
is
well
now.
We
probably
need
to
start
getting
these
two
lanes
and
start
making
them
in
a
four
lanes
and
so
really
open
up
the
business
economic
incentives
for
the
city.
When
you
look
at
your
water
and
wastewater
infrastructure,
which
is
critically
important
to
growth,
making
sure
that
we
have
development
within
the
gap
of
the
system
of
before
we
can
grow,
how
many
more
customers
can
we
serve?
L
Can
we
continue
to
make
sure
that
we're
placing
into
our
rates
that
strategic
amount
of
money
that
we're
continuing
to
expand,
update
and
rehabilitate
our
infrastructure
with
water
and
wastewater,
because
it's
not
good,
if
you
can
try
it
if
you're
attracting
them,
but
yet
you
can't
help
maintain
them.
So
it
really
is
a
it's
a
community
approach.
I,
don't
think,
there's
one
approach
where
I
could
bring
in
and
say
here's
what
I
would
do
in
regards
to
I
can
solve
your
issues.
What
I
need
to
do
is
really
understand
them.
L
First
and
foremost,
and
I
couldn't
understand
them,
mostly
by
meeting
with
the
community
at
the
beginning
and
really
understanding
what
it
is
that
they
see
as
their
challenges.
What
is
that
they
see
where
things
that
Laredo
has
done
really
well,
when
it
comes
to
infrastructure
things
that
they
feel
that
the
challenges
are
worth
we
haven't
done
so
well
and
then
some
areas
of
low-hanging
fruit
that
we
can
go
and
we
can
grasp
and
move
on,
and
so
it's
really
understanding
where
that
portion
is.
L
When
I
looked
through
here,
it
was
a
quick
trip
from
the
airport
to
La.
Posada
I
was
I,
saw
a
lot.
It
was
very
clean.
I
saw
roads
that
were
very
well
done.
Some
places
that
I
was
going
through
I
mean
it
looked
good.
It
was
a
quick
trip
from
the
airport
into
into
the
downtown
area.
So
you
look
at
that
portion
right
off
the
bat
and
say
it's
really
good.
I
saw
some
opportunities
for
business.
I
saw
some
strategic
land
land
plots
that
were
out.
N
Thanks
home
thanks
for
considering
this
position
on
the
topic,
my
topic
is
transportation
and
trade.
We
all
know
the
rail
is
the
number
one
port
in
between
in
USA
and
Mexico,
in
the
rewrite
for
bridges,
Colombia
rich
in
Colombia,
rich
closes
cars,
primers
and
plasmids
bacteria.
Water
bridge
crosses
trucks
with
love
bridge
international
one
crosses
cars
will
sickles
the
restaurants
and
center
program
bridge
international
Chopard
link
only
crosses
both
locals
cars
locals
and
foreigners.
N
N
I
A
Has
bad
materials
I
love
your
bridge,
perhaps
I
know
the
question
is
related
to
to
the
two.
We
have
our
four
bridges.
We
have
one
bridge
which
is
collaborative
bridge
that
handles
has
back.
The
question
is:
do
you
believe
that
kilometer
that
should
be
the
only
bridge
and
handles
has
been
material?
Yes,
yeah.
L
L
A
Again,
I
guess
the
regards
to
that
here
follow
up
questions
in
regard.
This
is
the
regarded
two
bridges
themselves,
not
just
related
to
has
ban.
But
what
would
you
do
to
approve
programs
in
abate?
There
are
in
place,
I,
don't
have
any
others
having
a
place
at
each
bridge,
provide
a
faster
crossing
time.
L
So
on
that
one
I
think
it
really
goes
back
to
the
Lean
Six
Sigma
approach
that
I
have
is
what
is
the
problem
like
even
with
hazmat
I?
Think,
that's
probably
where
I
kind
of
to
answer
that
would
go
back
more
into
talking
to
the
community
and
find
out
what
is
the
problem?
Do
we
need
warrant
what
more
hazmat
bridges
help
when
they
hurt?
What
are
the
weaknesses
where
the
strengths?
What
what?
What
is
the
problem
that
we're
trying
to
solve?
L
Is
it
that
we're
having
a
backlog
of
hazmat
trucks
they're
not
getting
across,
really
wrapping
my
hands
around
that
problem?
It
would
be
the
same
thing
with
with
the
bridges
is
taking
a
look
at
them
kind
of
doing
a
study
in
regards
to
it,
not
for
us
a
consultant,
but
it's
really
as
a
staff
perspective
of
going
to
those
bridges
and
say:
okay:
what's
what
is
the
bridge
really
good
at?
L
Was
the
British
struggle
at
kind
of
those
same
questions
that
are
the
foundation
questions
of
going
through
each
one
of
those
bridges
and
then
beginning
a
developable
plan?
And
what's
those
commonalities,
maybe
one
bridge
is
really
good
at
one
thing,
and
the
one
thing
we
want
it
to
be
really
good
at
is
what
another
bridge
does
well,
let's
start
talking
about,
maybe
switching
and
seeing
what
we
can
do
on
that
side
and
developing
a
plan
to
to
attack
so
I.
J
J
L
I
think
there's
a
lot
of
a
lot
of
promise
with
a
model
like
that,
because
I
think
when
you
look
at
affordable
health
care,
it's
a
it's
an
issue
that
we
all
have
to
work
together
to
solve.
Not
one
inity
can
take
it
on
its
own
and
say
here
is
me
we're
going
to
solve
it
so
I
think
trying
to
find
a
way
and
find
those
partners
within
the
business
community
cuz.
L
It
is
try
to
find
that
leverage
through
possible
federal
funds,
state
funds,
local
funds
and
business
funds,
and
one
of
the
things
that
I've
learned
with
my
partnerships
in
dealing
with
the
legislature.
They
love
when
you
can
come
to
the
table
and
say
we're
not
asked
you
know
fun
at
all.
We've
already
come
up
with
30,
40
or
50
percent
of
funding,
and
they
are
way
more
excited
and
work
that
much
harder
to
be
able
to
find
that
side
of
it.
J
Yeah
my
follow-up
question
is
and
very
good.
Actually
thank
you.
We
really
does
have
a
very
large
federally
qualified
health
clinic
kimchi.
Welcome
I
follow
up
question
is
Loretto,
has
one
of
the
state's
highest
health
professional
shortage
area
scores,
meaning
we
don't
have
enough
physicians
or
other
health
care
professionals
in
your
past
experience?
What
have
you
accomplished
and
recruitment
of
healthcare
professionals
to
your
communities.
L
So,
specifically,
health
care
professionals,
Dallas
Fort
Worth,
hasn't
really
had
a
shortage
of
that
Cedar
Park
Boys
in
the
Austin
area
didn't
have
a
shortage
of
Lauryn
Lubbock.
We
had
a
medical
school
there
for
Texas
Tech,
so
really
haven't
dealt
with
a
shortage
of
medical
professionals,
but
I
have
dealt
with
areas
where
we've
had
a
shortage
of
other
professionals,
whether
it
was
engineers
in
some
aspects,
whether
it
was
developers
and
I,
think
it
still
goes
back
to.
Why
is
that
shortage
here?
Is
it
because
they're
not
just
anomaly
to
locate
here?
L
If
that's,
if
that's
what
it
is
and
I
think
we
really
begin
to
solve
by
a
quality
of
life
in
Loretto,
which
I
think
and
solve
a
lot
of
things
with
working
together
doesn't
mean
you
have
don't
have
one
now
it
means
you
can
always
build
upon.
It
really
make
loyal
beginning
to
stand
out
within
the
state
doing
some
interesting
housing
developments.
That's
different
than
a
regular,
typical
housing
development.
Doing
a
lot
more
promotion
of
the
airport
which
I
gotta
tell
you.
L
Is
it
one
of
the
nicest
airports
I've
been
into
its
smaller
general
aviation
Airport
in
McKinney?
We're
looking
into
commercial
we're
always
looking
around
some
of
these
commercial
airline
departments,
their
airports
around
the
area.
I,
look
at
this
one
I
was
like
man.
This
is
great
like
and
it
doesn't
even
feel
like
a
small
airport
like
you
have
the
big.
You
know
taxi
terminals
that
come
through
and
that's
it's
a
really
good
thing.
So
it's
really
things
like
that
and
really
beginning
develop
that
quality
of
life,
offering
amenities
really
begin
publicizing.
L
What
it
is
that
we
offer
here
in
Laredo
and
beginning
to
really
open
it
up
more
to
the
state
of
Texas
and
to
the
country
into
the
region
of
where
why
it's
such
a
great
quality
of
life?
Why
you
like
to
live
here
and
do
more
promotion
on
that
angle,
because
I
think
that's
usually
what
ends
up
happening
and
then
also,
if
it's
you
know
any
other
issues
that
go
with
it,
which
I'm
assuming
it
is.
L
H
L
There
definitely
is
my
guiding
principles
are
to
do
what's
right
and
do
what's
fair
and
that's
what
I
always
look
in
doing.
He
looks
to
ethics,
ethics
and
morals
are
a
very
hard
thing
to
describe
and
the
best
way
that
I
do
it
is
my
mom
spent
a
lot
to
raise
me
blessed
to
have
her
completely
still
in
my
life
and
I'm.
Only
son
and
I
always
look
at
every
decision
that
I
make.
L
If
there's
ever
a
decision
that
I
look
at
making
that
even
kind
of
comes
close,
the
line
and
we're
like
oh
I,
don't
know,
that's
when
I
know.
I
need
to
really
take
my
time
and
really
consider
in
making
my
decision.
But
the
guiding
principles
are
to
do
what's
right
and
do
what's
fair,
and
if
that
means
me
having
to
admit
that
I
made
a
mistake,
admit
the
mistake,
it's
way
easier
to
admit
the
mistake
and
deal
with
they're.
What
I
tell
employees
is
I
can
fix
everything,
but
a
lie.
I
can't
fix
that.
L
O
These
folks
come
from
banking
finance,
commercial
development,
commercial,
real
estate,
international
trade,
warehousing
education,
the
medical
field,
manufacturing
I
mean
it's,
it's
just
every
segment
of
business
and
and
things
that
go
on
on
the
radio
are,
you
know,
they're
on
the
board
of
this
organization.
I
served
on
the
board
for
a
number
of
years
behind
about
six
months
ago
to
move
on
to
other
things.
O
It's
my
personal
opinion
that
working
with
these
types
of
organizations
can
be
very,
very
beneficial
to
to
city
government,
County
government
I,
don't
feel
that
we
have
been
as
proactive
or
as
a
city
that
we've
capitalized
on
using
outside
groups
and
I,
say
outside
outside
city
government
to
to
enhance
our
efforts
and
so
forth
regarding
economic
development.
So
my
question
to
you
is
in
your
present
or
past
roles:
have
you
worked
closely
with
organizations
such
as
Loretta
Economic,
Development
Corporation?
What
are
your
thoughts
about
these
types
of
organizations
and
as
the
next
Laredo
City
Manager?
L
L
We
work
through
a
Chamber
of
Commerce
and
we
also
worked
at
North
Texas
coalition,
who
also
is
a
bunch
of
business
owners
and
business
friends
gonna
coming
together
to
really
help
the
dallas-fort
Worth
area,
Irving
in
general
and
then
also
and
love
it.
We
worked
with
an
Economic,
Development
Corporation,
so
I
think
they
called
it.
The
economic
developmental
alliance
you
enjoy
working
with
them,
I
think
those
are
the
places
where
you
really
find
out
what
it
is,
those
parts
of
where
you
can
get
better
at
and
things
that
you
can
help
and
I.
Think.
L
When
you
look
at
government's
a
lot
of
the
struggle
when
they
you
kind
of
coincide
with
the
private
sector,
is
they
don't
really
understand
how
government
works
and
there's
a
lot
of
frustration?
That
kind
of
comes
with
that
and
I
see
my
role
when
working
with
the
Economic
Development
Corporation
is
trying
to
show
them
how
it
does
work
and
how
we
can
be
nimble
and
how
we
can
be
flexible
and
to
really
think
of
some
creative
ways
to
help
them
out
in
solving
issues
that
are
real
issues
that
we
need
to
make
sure
we
can.
L
We
can
co-exist
and
go
to
it
and
I
think
that
there's
no
bigger
and
no
better
reference
that
sells
your
community
better
than
a
business.
That's
already
in
your
community,
when
you
bring
in
other
businesses
perspective
businesses,
we've
had
the
most
success
by
saying.
Oh,
you
know
what
don't
let
us
tell
you
about
this
it.
Why
don't
you
go
talk
to
XYZ
company
and
knowing
that
you've
had
that
relationship
with
them?
They'll
go
in
they'll
sing,
your
praises
and
the
next
thing.
L
You
know
you
have
that
company
saying
we
want
to
be
here
as
well,
so
really
strengthening
that
relationship
and
the
way
as
a
city
manager
that
you
do,
that
is
by
attending
and
having
whether
it's
monthly
or
weekly,
depending
on
schedule
meetings
but
regular
meetings
with
the
Economic
Development
Corporation,
whether
it's
with
the
president
of
corporation,
whether
it's
the
director
but
having
those
weekly
meetings
or
you're,
just
checking
in
what's
going
on.
What
can
we
do?
L
O
F
Thank
mr.
chair
I
have
two
topics
that
first
one
is
Public
Safety
and
collective
bargaining.
You
know
you
touched
a
little
bit
on
on
that
in
your
presentation.
Can
you
share
with
me
your
experience
in
managing
and
dealing
with
police
and
fire
departments
non
civil
and
civil
service
unions
paths
and
the
collective
bargaining
process.
L
It
had
great
relationships
with
both
and
then
had
a
great
relationship
with
the
fire
Association,
so
nothing
there.
That
is
anything
that
I
haven't
worked
with
I've
gone
through
just
about
every
proportion
you
can
over
five
years
national
incidents
world.
It's
hints
been
through
it
with
Public
Safety.
F
L
System
mean
confer
so
civil
service
collective
bargaining
meeting,
confer
it's
usually
you
go
meet,
confer
first
and
then
you
go
collective
bargaining.
We
never
really
had
to
go
to
collective
bargaining.
Cuz
we
came
to
agreements
and
mean
confer
and
meet.
Confer
is
just
that
you're
talking
about
their
pay
scale,
their
benefits
their
pay.
All
of
that
is
discussing
me
and
confirmed.
We've
discussed
each
one
of
those
that.
G
P
Yes,
yes,
good
morning
mr.
memory
gala
and
welcome
to
Laredo,
my
areas
of
questions
are
gonna,
be
on
sustainable
development
and
quality
of
life
and
I
saw
in
your
presentation.
You
had
some
things
on
quality
of
life,
not
so
much
that
I
saw
in
sustainable
development
or
environmental
issues.
So
on
one
question
is
smart
growth.
Is
this
philosophy
around
urban
development
that
considers
environmental
sustainability,
economic
and
social
justice
and
entrepreneurship,
where
the
business
community
isn't
necessarily
the
sole
monolithic
driver
of
change?
P
Things
that
are
prioritized
often
include
multifamily
developments,
walkable
livable
urban
spaces
and
intense
dialogue
and
discussion
among
partners,
and
this
does
require
government
buy-in
and
I
think
some
successful
examples
that
we
can
point
to
aren't
necessarily
places
like
the
Pearl
or
Blue
Star
in
San
Antonio,
but
more
like
the
little
village
in
Chicago,
Oak,
Cliff
and
Dallas.
The
wider
loop
autonomy,
the
Association
in
San
Antonio.
So
I
wanted
to
see.
P
L
Smart
growth,
specifically
I,
have
not
had
a
real
lot
of
experience
in
smart
growth.
Those
types
of
developments,
the
areas
that
I
came
from
most
were
really
rapidly
growing,
and
so
it
was
just
development
after
development,
after
development
after
development.
So
there
really
wasn't
a
market
or
a
community
strategic
plan
from
the
council's
perspective
to
do
smart
growth
that
doesn't
necessarily
mean
that
I
don't
know
how
to
do
it
and
that
doesn't
mean
buy
into
it
again.
L
The
policy
of
the
council
is
what
sets
the
strategic
plan
and
vision,
so
knowing
that
component
completely
understands
some
of
those
developments.
Oak
Cliff
is
an
area
that
I
do
like
to
go
and
visit
I'm
on
my
off
time,
while
I'm
in
the
dallas-fort
Worth
area
and
understand
the
ability
of
having
walkable
developments
walkable
streets,
an
area
where
you're
not
really
relied
upon
as
much
as
transportation,
and
that's
kind
of
a
big
thing
that
dallas-fort
Worth
is
starting
to
go
into
you're,
starting
to
see
models
of
how
that
works.
L
They're
kind
of
few
and
far
between
to
be
quite
honest
with
you,
because
it
really
is
beginning
of
what
I
would
consider
a
cutting
edge.
I
mean
I
think
even
when
you're
talking
about
some
of
those
developments,
they're
they're
spaced
out
like
we'll,
ignore
in
Chicago
there's
a
little
bit
noclip,
so
I
think
it's
a
great
day.
I
believe
that
smart
growth
and
development,
like
that
is
really
truly
unique.
L
I
think
there's
some
market
factors
that
have
to
be
right
for
it
to
happen
and
I
think
it
has
to
be
cultivated
in
a
way
where
you
have
the
decision
makers.
The
policy
makers
that
are
behind
it,
because
usually
we
do
have
developers
they
like
to
quickly
throw
something
out
there
and
go
and
move
on.
Smart
development
does
usually
end
up
costing
a
little
bit
more.
L
When
you
look
at
the
infrastructure
and
things
like
that,
and
if
that's
a
priority,
I
think
there's
ways
where
the
cities
can
help
by
offsetting
some
of
those
costs,
because
you
do
see
that
quality
of
life
component,
so
I
haven't
had
anything
directly
associated
with
it.
I
am
knowledgeable
about
it
and
it
is
something
that
you
know:
I
would
wouldn't
mind
being
able
to
get
into
and
going
my
philosophy
with
development
and
growth.
L
Personally
is
it's
got
to
be
the
right
one:
I'm,
not
for
development
just
for
development
sake,
I,
think
that
when
you
bring
people
into
your
community
when
you
bring
developments
in
your
community,
it's
a
representation
of
your
community
and
you
want
it
to
represent
your
community
and
sometimes
it's
okay
to
say
we're
really.
You
know
I
like
that
development,
but
yeah.
L
P
P
Think
if
we
continue
to
do
that
simply
in
a
different
iteration
of
top-down
policymaking,
I
think
you
have
more
and
more
people
that
aren't
going
to
be
sold
here
on
that,
and
you
know,
growth
as
you
mentioned,
is
what
is
about
communities
and
how
they
feel
about
and
what
they
want
for
their
own
communities
and
and
I
think
there's
a
need
in
cultivating
innovative
thinkers
who
dig
deep
to
study
and
survey
policies
of
the
past.
What's
working
and
what
hasn't
and
so
I
wanted
to
ask.
P
Can
you
give
us
or
cite
examples
where
you've
really
engaged
in
community
forums
where
people's
input
mattered
at
the
beginning
and
not
at
the
very
end?
You
know
where
decisions
were
already
made
and
you
come
and
give
your
opinions,
but
if
you've
had
any
experience
with
community
forums
as
it
relates
to
what's
going
to
happen
in
that
neighborhood,
either
with
projects
or
developments
where.
L
So
most
of
these
projects
were
a
lot
of
community
meetings
going
into
neighborhoods
and
talking
about
here's,
the
project
we're
looking
at
doing
with
whether
it's
a
hospital,
whether
it's
an
event
center,
because
you
had
a
neighborhood
that
abut
it
right
behind
it
and
understood
that
the
traffic
challenges
that
they're,
probably
going
to
have,
are
going
to
be
immense,
because
traffic
is
just
like
water.
It's
gonna
find
the
path
of
least
resistance
and
try
to
go
in
through
the
neighborhood.
L
So
it's
having
those
meetings
at
the
front
end
really
talking
about
it,
gathering
what
their
concerns
are
and
seeing
where
you
can
solve
it.
We
were
able
to
solve
it,
we're
able
to
make
sure
that
the
event
center
you
are
able
to
cut
off
the
traffic
flow
that
goes
in
into
the
neighborhood
with
the
hospital
that
we
were
making
sure
that
not
only
would
they
have
easier
access
to
a
pedestrian
wise,
but
again
the
traffic
as
well
doesn't
kind
of
cut
into
the
neighborhood.
L
When
you
look
at
development,
the
capital
improvement
programs
that
we
developed
when
you
go
through
that,
that's
your
infrastructure
plan
all
those
projects,
while
some
of
them
are
development,
some
are
infrastructure,
it
all
was
said
heavy
set
on
getting
the
citizen
input
first.
Here
are
the
projects
here.
What
we're
thinking?
What
are
your
recommendations?
What
do
you
see
is
the
most
important.
L
Where
do
you
see
that
they're
going
really
using
that
sound
board
from
the
citizens
as
where
do
they
see
it
going
on
the
front
end
so
that
by
the
time
it
gets
to
the
council,
we
can
point
back
to
here's
what
we've
done.
Here's
where
it's
gone
here
are
the
committee
meetings
here,
the
community
meetings.
Not
only
did
we
just
not
have
a
meeting
just
to
check
a
meeting,
but
here
are
the
meetings
and
here's
the
input
we
received.
L
Here's
what
we
were
able
to
solve-
and
here
might
be
the
issue
that
we
just
can't
find
an
issue
to
be
able
to
solve
it,
and
this
still
kind
of
out
lingers
there,
but
we're
still
having
to
move
forward
for
whatever
reason
and
we're
gonna
make
sure
that
everybody
understands
there's
that
issue.
That's
there
when
you
look
at
the
development
side
with
the
community
side
with
the
police,
the
neighborhood
police
units
that
was
down
that
was
top
I
mean
because
the
police
chief
can
go
in
there.
L
I
can
go
in
there
and
it's
a
whole
different
perspective.
When
you
have
the
neighborhood
officers
that
are
on
their
own
bicycles,
they
get
so
much
more
information
than
will
ever
have
and
if
they
were
going
through
there,
they
started
their
own
events.
They
had
tacos
with
cops
and
we
had
a
vendor
come
out
and
had
over
1500
citizens
come
out
and
really
begin
to
open
that
dialogue.
I,
don't
know.
L
If
you
all
know,
we
had
a
Kenney
pool
party
in
center,
which
was
a
very
which
really
cut
the
community
and
a
lot
of
racial
lines
that
really
shone
a
light
on
community
throughout
the
world.
I
was
actually
in
charge
of
that.
I
was
the
one
who
was
there,
the
city
manager
in
charge
and
really
had
to
begin
developing
those
relationships.
Those
talking
points
run
out
the
bathroom,
though,
from
the
ground
up
so
I
think
it's
always
through
the
process
is
always
at
the
beginning.
L
E
Morning,
coming
from
the
school
districts
being
a
community
where
we
have
one
of
the
biggest
or
the
top
five
biggest
schools
in
Texas,
which
is
you
I
United
Independent,
School
District,
coming
from
arrangement
in
Laredo,
Independent
School
District,
a
the
it's
an
inner
city
school
had
between
up
having
United
in
college
north
and
south
campus
Texas
A&M
International
University's,
an
early
college
high
school
Catholic
schools,
private
schools.
L
So
at
the
airport
would
be
the
biggest
one
that
we
had.
We
had
at
our
general
aviation
indicating
there
is
a
opportunity
to
continue
to
get
people
infused
in
the
aviation
industry
and
we
worked
with
McKinney
ISD
and
they
had
a
aviation
program
where
they
actually
had
students
that
would
come
on
to
the
airport
and
we
gave
them
a
hangar
space
for
free
that
they
would
work
on
planes
and
actually
end
up
building
a
plane.
At
the
very.
L
B
L
L
So
that
was
the
the
stages
that
we
were
going
through
to
develop
a
program
just
like
that
in
regards
to
having
the
kids
kind
of
go
through
through
the
program
also
did
the
with
McKinney
high
school
and
bringing
them
into
the
local
government
way.
Era
of
bringing
those
internships
in
and
having
them
have
the
opportunity
to
work
in
the
city,
manager's
office,
the
budget
office,
our
Commission
Visitors
Bureau,
and
really
giving
them
some
access
into
a
career
in
local
government.
L
Excuse
me
and
looking
at
being
able
to
continue
to
bring
those
in
partnerships
with
school
districts
are
going
to
be
big.
There's
a
lot
of
commonality
in
the
issues
that
we
deal
with.
When
you
look
at
cities
with
economic
development,
crime,
recreational
opportunities,
quality
of
life,
partnerships
with
school
districts
can
really
help
on
every
one
of
those
issues.
E
The
third
project
is
Apollo,
real,
quick
and
the
first
project
early,
the
city's
actually
working
right
now
with
a
little
college
in
that
keeping
that
at
the
airport.
So
that's
a
new
project
that
there
that
there
you
work,
but
would
you,
as
city
manager,
create
some
kind
of
committee
that
put
all
these
entities
that
that
deal
with
education
to
make
sure
that
the
programs
are
not
just
good
at
the
college
level,
which
is
this
was
great
but
it
starts.
It
starts
really
at
the
at
the
middle
school
to
the
high
school.
E
So
there's
an
established
program
for
our
work
for
free
to
come
to
international
trade
when
they
come
into
things
that
our
community
really
works
with,
then
something
that
you
know
what?
Yes
there's
a
work
for
it,
but
not
in
the
right
or
somewhere
else,
but
to
get
to
get
our
kids
in
in
the
work
force.
That's
going
to
help
our
community
because
the
better
the
work
for
companies
lived
for
that
see
do
I
want
to
move
there
because
they
work
forces
there.
What's
what
would
be
your
plan?
My.
L
How
do
we
get
those
connections
going
and
that
would
be
something
I'd
be
very
interested
in
and
have
done
and
would
want
to
do
is
develop
that
partnership
and
begin
to
develop
whether
it
is
a
committee,
whether
it
is
five
or
ten
members
of
staff
getting
the
both
staffs
getting
together
and
begin,
throwing
around
ideas
and
plans
and
projects.
Absolutely
thank
you.
A
Thank
you,
I,
have
an
ex
question
is
proportionally
related
to
legislative
affairs.
Public
affairs
you've
ever
ever
stood
in
Europe
in
your
presentation
in
regards
to
your
federal
and
state
initiatives
with
shoulders,
but
I.
Think
more
specifically.
What
I
wanted
to
focus
on
is
your
personal
views
in
regards
with
city
government
actually
going
out
there
and
hiring
state
or
federal
legislative
firms
to
assist
the
community
particular
Aido
in
getting
their
their
projects
move
forward?
L
So
in
each
community
that
I
have
we've
hired
lobbyists,
Lovick
Adam
Irving
had
MCR
Park,
Adam
and
McKinney
had.
In
fact,
I
was
one
of
the
ones
interested
I'll
bring
a
different
another
lobbyist
on
board
called
they
were
called
Hilco
and
they've
switched
over,
but
to
bring
them
on.
They
can
be
very,
very
successful.
We
had
a
lot
success
with
the
runway.
Extension
was
a
successful
project.
L
L
L
Federal
level
we
did
have
a
federal
lobbyist,
more
specific
on
airport
side
and
that's
where
pleased
most
of
the
Feder
station
that
I
worked
with
was
on
the
airport.
So
there's
one
obvious
that
we
had
hired
from,
went
through
and
didn't
really
I
mean.
We
got
success
in
regards
to
continuing
to
keep
funding
of
a
tower
program
which,
again,
with
the
big
issues
that
they
deal
with
the
federal
government.
Sometimes
they
can
get
lost
from
seeing
see
which
you
just
like
it.
We
can
get
lost,
sometimes
we're
seeing
single
issues.
L
M
L
I'm
gonna
go
work
through
that
big
question,
so
bear
with
me
on
the
council
side.
It
I
fundamentally
do
not
believe
it's
my
job
to
manage
them.
They
are
elected
by
the
people.
I
am
there
to
help
them
to
assist
them,
to
give
them
information
to
work
them
through
a
process
of
when
they
make
action
to
make
sure
that
we
understand
that
we're
all
on
the
same
page,
there's
processes
and
procedures
that
have
all
been
listed,
rules
that
we're
all
going
to
follow.
L
If
they
don't
want
to
follow
those,
then
we
need
to
get
to
a
council
meeting
or
we
need
to
change
the
rules
to
follow
to
whatever
numeral
amigos,
I
think
for
a
city
manager.
It
gets
kind
of
tricky
when
you
start
starting
to
say
you're
going
to
manage
the
council,
it's
my
job
to
work
with
them
and
help
them.
So,
in
my
ways
of
doing
that
is
really
you
know.
L
When
I
was
the
deputy
city
manager
of
authority,
the
interim
city
manager
McKinney
was
consistently
communicate,
continuing
to
I,
provided
them
weekly
updates
through
email,
I
have
weekly
one-on-ones
with
each
one
of
them,
and
it
was
consistent.
Communication
up-
here's
what's
coming
up!
Here's
what's
going
on
here
are
the
big
things
that
are
going.
Here's
what's
going
to
be
on
the
council
agenda
here
are
things
that
you
were
going
to
want
to
know
about
then
getting
feedback
from
them.
Here's
what
I'm
hearing
from
the
community?
L
L
It's
never
a
good
thing,
so
I
always
try
to
make
sure
that,
with
the
communication,
we're
lockstep
with
making
sure
we
both
know,
they
know
where
I'm
coming
from
and
I
know
where
they're
coming
from
from
a
staff
perspective,
my
management
philosophy
really
is
a
based
on
allowing
creativity
and
challenging
the
staff
I'd
like
to
give
them
the
ability
to
run
with
projects
run
with
issues
run
with
conflict
that
might
be
out
there
in
the
community,
but
put
broad
parameters
on
it.
You
know,
let's
say
here's
a
peers
up.
L
L
I
know
a
little
about
a
lot,
not
a
lot
about
a
little
I've
been
fortunate
in
my
career
to
be
in
every
department
and
have
an
understanding,
but
it
doesn't
make
me
an
expert
in
every
department
and
that's
why
you
have
a
really
good
qualified
staff
like
here
they're
the
experts
I
want
to
pick
off
of
their
minds
of
what
they
think
are
the
best
ones.
Now
we
may
not
agree,
and
they
decide
at
one
point
that
work
will
maybe
go
somewhere
else,
but
I
want
to
make
sure
they're
got
into
it.
L
Was
getting
frustrated
too
of,
like
you,
just
keep
making
me
ask
for
these
decisions.
I'm,
like
yeah,
you
got
to
make
a
decision
so
kind
of
took
a
step
back.
You
know
like
how
we're
gonna,
you
know
what
is
it
so
we
took
a
disc
analysis
and
we
found
out
I'm
Tim
I'm
prone
to.
If
somebody
asked
me
I'll
make
a
decision,
he
was
more
prone
to
I
need
time.
I
want
to
consider
it
I
need
to
go
through
it,
and
so
what
it
helped
me
do
and
realize
and
learn
this
very
early.
L
You
know
we're
working
really
well
and
then
he
understands
what
Jose's
gonna
know
one
and
the
solution
or
an
issue
right
off.
You
know
when
he
comes
in
so
maybe
you
know,
I
preface
myself
with
I
need
a
couple
weeks,
and
so
it
really
helps
in
understanding
those
issues
and
I
think
by
doing
that
throughout
the
staff
through
directors,
and
then
they
go
through
their
managers
and
their
managers
go
through
life.
You
really
then
begin
to
get
some
of
those
personal
things
where
it's
no
longer.
They
can't
make
a
decision,
it's
like.
L
Oh,
they
just
process,
information
differently
or
they're,
just
always
asking
for
decisions
or
they're
shooting
at
the
hip.
It's
like!
Well,
no,
it's
just
they're
prone.
If
you
give
them
an
idea,
they'll
go
run
with
it,
so
really
getting
to
understand
and
break
those
parts
down
and
really
begin
building
the
team
and
then
making
sure
you
have
the
right
breakdown
of
the
team
and
coming
in.
So
when
people
are
coming
on
board
you're.
L
Looking
at
that
analysis,
you're
seeing
does
it
fit
in
how
does
it
work
so
I'm,
very
big
into
that
side
and
then
conflict
I?
Can
handle
conflict
is
a
big
one
anytime.
You
deal
in
a
service
organization,
which
is
that
he
is
at
the
service
organization,
our
biggest
resource.
There
are
people
and
when
you
have
people
there's
going
to
be
conflict,
the
biggest
one
is
listening
sitting
down
talking
when
you
have
conflict,
bring
the
people
bring
them
into
the
bring
it
into
the
room.
And
let's
talk,
okay,
what's
the
issue?
L
Let's
try
to
really
break
down
what
that
issue
is,
let's
try
and
see
where
it
goes.
Have
those
abilities
to
talk
through
it
understand
that
there
will
be
mistakes,
nobody's
perfect,
we
will
fall,
but
we're
going
to
get
back
up
and
we're
going
to
get
better
and
allowing
them
to
have
the
freedom
to
know
that
if
they
make
a
mistake,
it's
okay,
there's
the
sun's.
L
Tomorrow,
we're
going
to
continue
to
go
through
one
of
the
things
that
you
know:
I
had
a
grill,
a
good
city
manager.
Tell
me
one
time:
I
was
looking
out
the
window,
it's
like
if
I
was
gone
tomorrow,
fire
trucks
are
still
gonna
run,
police
are
still
gonna
respond,
grass
is
still
gonna,
get
cut
and
I
think
in
a
lot
of
ways.
When
you
look
at
that
in
city
government,
it
doesn't
mean
don't
do
anything.
L
It
just
means
that
it's
all
of
us
working
together
and
not
one
of
us
is
the
one
linchpin
that
holds
everything
together.
So
let's
all
talk
about
it.
Let's
get
to
that
issue
when
there's
conflict
and
you
have
conflict
when
I've
had
it
between
two
department
heads
we
all
just
get
in
her
room
and
say:
okay,
here's
what
I'm
saying:
let's
talk,
sometimes
it's
very
uncomfortable
at
the
beginning:
it
takes
about
10
or
15
minutes
where
people
say,
but
then
you
get
to
it.
L
Then
you
understand
it
and
you
really
discuss
it,
but
really
taking
it
out
there
and
not
letting
it
fester.
If
you
see
conflict
at
the
very
beginning
address
the
conflict,
don't
let
it
allow
next
week
next
month.
You
know
because
at
that
time
people
get
associated
more
people,
you're
brought
in
and
it
gets
a
bigger
tip
becomes.
A
bigger
issue
needs
to
be
at.
M
L
Have
been
made
that
decision?
Yes,
I
have,
unfortunately
it's
a
it's
a
tough
decision.
Let
make
sure
I've
get
you
it's
like
we're
accounts.
Members
is
maybe
saying,
like
this
department
needs
to
change
and
you
look
at
that
apartment
and
the
apartment
like.
No,
we
don't
need
to
change
the
councillor
visa
change
and
then
I
had
to
make
the
decision.
L
You
know
it's,
it
really
is.
It
is
my
job
to
be
the
buffer
of
the
staff
and
I've
had
to
have
that
council
member
talk
about
a
issue
in
the
police
department
where
they
wanted
to
change.
They
wanted
a
lieutenant
to
be
be
terminated
and
they
brought
up
their
allegations
with
it.
I
went,
I
took
a
look
into
it
and
I
did
not
find
those
allegations
to
be
truly.
L
If
it
happens
again,
that'll
happen,
but
I
was
like
I,
don't
see
anything
to
be
terminated
now,
counselor
didn't
take
it
very
well,
it
was
pretty
upset,
but
we
continue
to
work
on
that
relationship.
I
mean
that's,
that's
all
I
can
do
if
there's
not
a
terminable
offense
I
will
not
do
one
just
to
do
one
I
actually
consider
that
a
we
call
it
in
the
business.
The
it's.
It's
a
big
sin.
L
If
you
start
taking
sacrificing
your
staff
at
the
Wilms
of
of
council
members,
if
they're
not
correct,
I
mean
it
just
you
can
you
that
for
an
organization
around
you
have
a
lot
of
employees
that
come
that
this
is
their
life?
This
is
their
profession
and
I'm
tasked
with
that,
and
if
that's,
if
that
issue
becomes
an
issue
of
my
evaluation,
that's
where
it
should
be
taking
fresh
board
should
be
taking
it
and
I'm.
Okay,
with
that.
A
So
witness
you
already
helped
you
with
a
question
because
I
know
you
covered
Greg
tree
Thank,
You,
ed
transportation
is
a
very
critical
area
for
all
of
us
here.
So
mr.
leigh-jensen
said
the
industry,
so
I
think
this
wood
deals
more
on
the
area
of
specifically,
we
have
a
local
mines
Road.
We
have
substantial
traffic
issues
there
in
the
mines
Road
due
to
be
a
number
of
trailers
and
tractor
trailers
that
traverse
all
of
these,
not
just
on
that
road,
but
even
through
our
bridges.
A
So
this
question
is
what
would
you
do
to
improve
the
traffic
issue
and
what
would
you
do?
There's
another
issue
related
to
actual
the
bridges.
There's
some
discussion
about
expansions
of
existing
bridges
or
new
bridges
being
under
consideration.
So
I
guess
any
experience
of
that
already
thoughts
about
your
views
about
about
that
experience.
L
Is
gonna
be
now
I,
don't
have
experience
in
it,
but
I
there's
been
a
lot
of
things
that
I've
gotten
in
life
and
see
government
that
I
didn't
have
experience
in
doing
so.
Does
it
scare
me
I,
look
at
it
as
a
challenge,
I
think
what
I
see
this
right
off
the
bat
being
the
best
practices
summit
with
Noel
and
Tomas
and
I
sit
down
and
talk
with
him
and
say
well
how
are
y'all
doing
it
in
El
Paso
and
how
are
you
doing
in
Brownsville?
What
steps
are
you
going
about?
It
they've
been
there.
L
L
Now
does
it
mean
necessarily
what
works
for
them
will
work
here,
but
I
think
it's
for
me
to
be
a
really
good
starting
point
in
regards
to
getting
that
understanding
that
grass
okay,
what
is
it
that
you're
working
on
here
the
issues
that
I
find
and
they
may
have
a
best
practice
that
works
they're
very
interested
in
having
best
practices
with
leather,
to
make
sure
that
what
works
here
may
work
for
them
too,
as
well.
So
the
way
it's
Happold
that
problem
right
off
the
bat
is
I
reach
out
to
them
right
off,
really.
L
L
G
L
Speak
Spanish
I
understand
it
very
well
speaking,
it
is
one
that
can
be
a
challenge
when
he
gets
really
fast.
When
I
went
to
Spain.
In
probably
it
was
four
years
ago
I
was
able
to
get
by,
they
talk
a
little
slower,
so
I
was
able
to
get
by
pretty
well,
not
fluent.
By
any
stretch,
it
means
something.
I
would
definitely
change.
I've
been
trying,
my
parents
are
fluent,
they
get
on
me
all
the
time.
The
problem
that
I've
had
is
I.
L
You
can
learn
it
on
a
phone
unless
you're
consistently
having
dialogue,
it's
very
difficult
and
a
lot
of
the
work
areas
that
I
work,
there's
not
a
consistent
place
where
I
can
have
dialogue
with
somebody
in
Spanish.
So
that's
also
really
attractive
thing
about
leather.
For
me
is
that
I
can
look
known
here.
I
was
a
bet
in
about
two
three
months.
I
was
like
all
he
had
it
pretty
quickly.
I
know
it's
there.
It
was
the
first
language
I
spoke
when
I
was
a
kid
yeah
and
then
I
went
to
daycare
and
then
I.
L
N
L
N
A
L
Airports
very
important
I
forgot
a
love
of
aviation
since
I've
been
over
it
now
when
I
was
in
McKinney,
can
you
to
maintain
the
the
cargo
side
is
really
to
continue
to
make
sure
when
you
look
at
it
when
I
Airport
businesses
make
sure
we
have
the
infrastructure.
When
you
look
at
businesses
that
want
to
come
into
your
port,
they
want
to
make
sure
it's
quick,
fast,
easy
accessible
and
if
they
need
a
hangar,
they
have
an
ability
to
hangar.
L
L
Up
and
you
continue
to
keep
looping
up
and
opening
up,
because
once
you
get
filled,
it's
the
hard
part
about
aviation
right
and
you
don't
have
any
room,
they'll
find
somewhere
else
and
it's
too
hard
to
bring
them
back
into
your
Airport.
So
it's
continuing
that
can
make
sure
that
we
have
capacity
infrastructure,
wise
and
hanger
wise
to
to
continue
to
be
able
to
build
and
expand
noise.
F
G
L
It's
a
experience
in
doing
that,
so
in
mckinney,
an
airport
traffic
control
tower
and
they
were
not
there
not
24
hours,
but
they
also
were
not
funded
for
I
think
it
was
like
7
a.m.
to
8
o'clock
at
night
and
we
needed
them
to
be
6
a.m.
to
10
o'clock
at
night
and
the
city
went
ahead
and
funded
that
ability
in
that
is
extra
hours.
L
So
if
24
hours
was
something
that
would
work
and
the
business
plan
stated
that
this
is
how
much
we're
missing
out
on
there's
an
option
of
where
you
could
be
able
to
do
your
contract
hour
or
your
tower
to
fund
it,
whether
it's
a
city
providing
it
and
then
with
the
revenue
that
they're
bringing
in
offset
those
costs.
There's
the
ability
to
do
that.
Oh.
H
It
concerns
employee
and
labor
relations
and
UK.
It
touched
on
it
with
mr.
Quigs
question
so
mister
join,
yes
asked
you
if
you
had
studied
Garrido-
and
you
said
yes
so
I'm
sure
you're
aware:
we've
had
some
instability
here
with
the
city
manager
position.
So
I
guess
my
question
to
you
is:
how
would
you
and
how
would
you
address
improving
employee
morale
because
of
this
instability
that
we've
had
so.
L
L
As
a
hood
only
been
there
was
at
maybe
four
or
five
months,
and
they
didn't
know
me-
and
this
was
the
first-
they
probably
had
already
gone
through
six
or
seven
city
managers
at
the
time
they
work
known
for
their
transit,
the
ability
of
city
managers
to
stay
long,
and
it
still
really
isn't
it's
a
very
tough
community
and
so
really
beginning
to
build
that
morale
was.
It
was
difficult.
You
do
what
I
found
that
worked.
L
Was
employee
town
hall
meetings
going
to
each
department
really
doing
a
lot
of
outreach
and
talking
with
employees
and
saying
hi
introducing
myself
began
establishing
employee
recognition
programs,
but
the
hard
part
is
going
to
be
time
because
when
you
look
at
employees,
especially
those
long
tenured
ones,
who've
seen
it
one
year
isn't
going
to
be
enough
for
them.
Though,
okay
you'll
hear
we'll
see
you.
C
L
Now
we
got
that
McKinney
ins,
like
yeah,
I'll,
see
you
in
three
or
C,
if
you're
here
still
and
you're
like
okay,
but
it's
the
continual
being
able
to
go
out
there
meet
with
them.
You
can't
be
in
your
office
all
day
and
not
being
out
with
them.
You
have
to
be
out
with
them.
You
have
to
talk
with
them.
You
have
to
go
out
and
when
they
do
something
well
and
celebrate
it
and
go
down
there
and
personally
show
that
you're
celebrating
it
with
them.
L
I
think
that's
where
it
really
comes
in
to
where
they
know
that
you
care
that
you
truly
care
you're,
just
not
there,
because
you
just
want
me
to
say
man,
you
truly
care.
You
want
everyone
to
be
able
to
enjoy
coming
to
work
coming
to
work
at
the
city
of
Laredo
is
a
choice.
They
all
have
made
that
choice
to
come
here,
so
there's
something
that
inspires
them.
A
F
L
Within
the
budgetary
issues,
that's
kind
of
where
you
can't
really
work
on
that
first
question
is:
when
you
look
at
your
revenues,
very
conservative
but
realistic
when
you
come
to
your
revenues,
I'd
like
to
look
at
a
five
year,
rolling
average
on
each
revenue
and
making
sure
that
we
abide
by
that
to
kind
of
help
a
little
bit
in
regards
to
understanding
what
your
growth
is.
So
you
had
one
big
year:
it
doesn't
necessary
revenues.
It's
all
dependent
upon
other
previous
years,
then
also
taking
a
look
at
the
economy.
L
If
we
starting
to
see
building
permits
slow
down
well,
that
might
be
a
sign
that
businesses
in
the
economy
might
be
coming
into
a
slowdown.
So
let's
make
sure
that
when
our
budget
coming
in
or
when,
where
our
expenses
are
going
in,
let's
start
taking
some
pre-emptive
measures,
maybe
to
start
slowing
it
down
a
bit.
There's
a
lot
of
ticks
or
tickers
that
you
have
within
your
budgetary
issue
that
really
can
judge
the
pulse
of
the
economy.
L
Sales
tax
is
a
little
bit
tougher
because
you
collect
it
two
months
in
the
rears,
so
you
can't
really
that
one's
a
harder
age
to
go,
because
what
you're
collecting
in
March
is,
you
know
back
in
a
zoo
or
a
January's
tax.
So
you
can't
really
talk
on
that
side.
But
when
you
look
at
the
building
permit
activity,
that's
a
real
good
one
to
talk
about
how
healthy
the
economy
is,
and
so
looking
at
revenue
projections
always
looking
at
five-year
rolling
average.
L
Looking
at
the
price
of
inflation,
the
inflation
index
when
I
was
in
Cedar
Park
in
Austin
in
2008
was
the
housing
crisis
and
everything
dropped,
and
we
were
fortunate
enough
because
of
our
conservative
budgeting,
that
we
didn't
have
to
lay
anyone
off,
but
we
did
have
to
make
cuts.
We
went
two
to
three
years:
III
pay
cycles
years
without
any
without
any
raises,
we
did
have
to
start
looking
and
limiting
programs,
and
so
the
first
thing
that
we
did
is
limiting
a
program
or
cutting
a
program.
L
It's
always
hard,
but
let's
look
at
the
ones
that
are
the
least
utilized
start
limiting
some
of
those,
maybe
possibly
charging
for
services.
We
did
a
little
bit
on
that
which
is
very
delicate,
because
the
economy's
going
down
and
like
everybody,
has
way
more
charge
for
services,
but
we
did
have
to
do
some
things
for
us
to
reducing
programming
hours
and
some
functions
of
the
city.
Government,
travel
and
training
was
another
one.
L
It's
unfortunate,
I
hate
to
cut
travel
training
because
that's
a
lot
of
what
motivates
your
employees
to
come
is
to
continuing
to
get
better.
We
just
looked
at
different
ways
to
do
it,
whether
it
is
bringing
in
trainers
to
come
in
and
have
everybody
train
together.
We
looked
at
doing
that,
but
have
had
experience
and
having
to
make
some
cuts.
Yeah
and.
F
F
The
floor
drops
out
more
specialty,
valuations
things
that
are
affecting
our
community
based
on
our
economies.
Have
you
had
any
experience
with
something
like
that
where
it
was
unforeseen
and
you
had
I
mean
outside
of
the
housing
crisis,
which
I
think
you
could
point
that
it
was
on
a
downward
trends?
You
could
see
the.
F
How
do
you
deal
with
that?
Have
you
had
any
experience
dealing
with
that
sharp
decline
in
revenues,
all
gasp
revenues,
for
example,
counties?
You
know
they
were
decimated
a
few
years
back
then,
when
that
happened.
How
do
you
deal
with
that?
I
thought
it's
I
haven't
had
anything.
Let
me
just
add,
because
of
the
collective
bargaining
and
the
public
safety
side
of
it,
you've
got
some
heavy
commitments
made
through
the
collective
bargaining
process.
So
so
now
you
you
know
they
represent
about
56
57
to
60%
of
our
of
our
public,
arming
our
general
fund
budget.
F
L
L
Our
general
fund
was
relying
heavily
on
the
loving
power
and
light
or
electric
utility
in
the
electric
utility
for
lack
of
a
better
word
was
under,
and
so
they
weren't
able
to
make
their
transfer
I
think
it
was
a
three
million
dollars
in
the
middle
of
the
year
is
when
they
found
out
they
weren't
going
to
be
able
to
make
it
well.
We
had
already
counted
on
the
middle
of
the
year
for
three
million
dollars
for
that
to
happen,
and
so
there
was
a
very
sharp
direction
now.
L
L
Having
to
be
part
of
some
of
those
decisions
of
people
having
to
get
laid
off
immediately,
they
weren't
tough.
There
were
very
tough
decisions
and
that's
not
how
it
can
impact
the
ability
of
that.
So
I
mean
that's
about
as
close
as
I've
gotten
to
it.
You
know
personal,
seeing
it
and
the
communities
that
I've
been
in.
None
of
us
have
had
an
impact
or
we
relied
on
a
volatile,
a
volatile
revenue
source
in
that
being
and
meeting
arcanine
confer
contracts
with
police
and
fire.
L
We
were
able
to
place
into
them
the
ability
to
if
the
economy
goes
sideways,
we
have
the
ability
to
renegotiate,
so
those
were
in
our
contract,
so
it
helps
a
bit
now,
meaning
that
we
have
the
ability
to
renegotiate,
doesn't
mean
we're
gonna
agree
to
anything.
So
it's
not
a
what
I
would
call
a
easy
checkmate.
L
We're
done,
but
you
know
at
least
we
understood
that
if
something
happens
because
from
the
perspective
in
the
rapidly
growing
city
like
McKinney,
if
it
stops
growing
I
mean
it
hurts
it's
not
quite
like
you
know
what
I
would
say
like
overnight,
but
it
still
hurts
because
you
build
upon
your
growth
and
you're
catching
up
based
on
a
revenue
source.
That's
moving
it
when
that
revenue
source
decides
to
stop
or
slow
down
it
hurts
for
what
area?
What
I
would
do
is
really
just
kind
of
start.
L
Judging
you
would
judge
kind
of
your
revenue
sources
right.
You
would
look
at
the
history
of
the
show
market.
Look
at
how
oil
and
gas
how
that
naturally
affects
not
relying
upon
that
as
a
critical
component,
your
budget
and
knowing
that
it's
a
great
to
have,
but
let's
start
playing
some
examples
of
what
happens
if
it's
gone
in
half
a
year,
what
happens?
L
It's
gone
tomorrow
having
backup
plans
to
understand
where
the
revenue
sources
you
can
do
that
you
can
do
it
by
setting
up
stabilization
funds
within
your
budget
or
you
can
start
putting
money
away.
That's
just
kind
of
like
in
case
this
breaks
will
at
least
have
this
to
be
able
to
bring
in
just
you
know,
begin
bringing
up
some
safeguards.
That's
what
I'd
be
looking
at
doing
just
to
make
sure
that,
if
something
like
that
would
happen,
we're
just
not
left
with
nothing.
We'd
have
plans
already
established
if
this
goes
down.
L
Here's
what
we're
doing
first.
Second,
third,
here's
a
Stabilization
Fund
that
we
may
have
set
up
the
council
is
agreeable
to
that
that
we
have
money,
that
we
know
that
we
can
get
into
we'll
also
know
that
we
can't
just
go.
Take
it
all
at
one
time,
but
you'd
have
to
have
plans
ready
set
up
in
case
that
happens.
L
A
P
Quality
of
life
so
I
see
a
lot
of
this
discussions.
All
everything's
connected,
but
I
think
Lorado,
you
know,
has
really
suffered
from
brain
drain,
where
parents
see
their
kids
leave
for
school
and
they
don't
really
come
back
and
I.
Think
you
know
one
could
argue
that
there
are
quality
of
life
issues
and
then
what
kinds
of
jobs
are
we
offering
here
and
Lorado
has
really
prospered
through
trade?
That's
our
bread
and
butter,
but
it
also
makes
us
vulnerable
and
I.
P
You
know
I
think,
there's
a
need
to
really
diversify
the
economy,
much
more
to
spread
out
risks
and
just
to
make
this
place
more
interesting
and
fun
for
young
people
to
come
back
and
invest
in,
and
certainly
we
have
not
capitalized
on
a
green
economy.
That's
booming
everywhere
as
well,
but
so
I
wanted
to
ask
you
what
are
some
of
your
thoughts?
You
know
so
young
folks
who
leave
you
know
or
how
would
you
keep
local
talent,
whether
they're
young
recent
graduates
or
people
who,
in
their
20s
and
30s
here
seeking
more
opportunities?
P
L
L
Thing
you
know
really
is
kind
of
looking
at
doing
some
surveys.
That's
you've
got
to
get
the
information
of.
Why
are
they
leaving
and
why
aren't
they
coming
back,
don't
know
and
I
think
that's
the
heart
beats.
You
got
really
understanding
I
think
by
doing
some
strategic
surveys
of
finding
those
that
have
been
that
grew
up
in
leather
that
have
moved
out
right
after
they
got
out
of
college
or
left
for
college
and
didn't
come
back.
Why
haven't
they
decided
not
to
come
back
and
you
can
hire
firms
that
can
get
as
some
information?
L
Is
it
because
they
didn't
have
the
entry-level
professional
positions?
Is
it
because,
whatever
reason
is
it
because
you
know
the
amenities
that
are
offered
schools
whatever?
What
is
it
but
really
begin
to
understand
what
that
issue
is
because
I
think
without
having
that
strategic
knowledge,
point
I
wouldn't
want
to
be
shooting
in
the
dark
I'd
like
to
know
what
is
it?
Why
aren't
they
coming
from
it
and
then,
when
we
find
out
what
those
issues
are,
then
you
can
really
begin.
Let's
do
a
plan
to
attack
it.
L
Let's
say:
okay:
if
it
is
professional,
entry-level
jobs
aren't
here,
let's
figure
a
way
out
how
to
get
there.
Where
are
the
industries
that
are
doing
professional,
entry-level
jobs
that
are
growing,
and
how
do
we
make
other
they'll
be
an
attractive
place
for
one
of
those
businesses
to
come
here
or
is
it
an
industry?
That's
coming
here?
Is
it
maybe
that
we
need
to
do
incubators
which
can
really
work
sometimes
for
these
entrepreneurs
that
might
want
to
try
it?
L
Maybe
that's
a
great
place
to
to
begin
and
do
we
strength
no,
but
I
think
the
most
important
part
is
really
beginning
to
understand
why
those
that
have
grown
up
and
in
here
leave
and
haven't,
come
back
and
really
get
that
knowledge
base
and
find
out
what
those
points
are.
That's
ooh,
that's
important
to
them
and,
let's
attack
a
plan
to
you
to
head
on
some
of
those
and.
P
Then,
just
just
just
to
follow
up
mr.
chairman
on
diversifying
the
economy,
and
you
have
a
really
wonderful
portfolio
of
these.
These
great
companies
that
you've
been
able
to
attract
to
already
a
tier
one
city,
you
know
and
and
we're
not.
We
don't
have
that
sort
of
advantage
of
the
large
Metroplex
and,
and
things
like
that.
But
what
plans
which
you
have
for
a
city
of
our
size,
fast-growing
dynamic
to
to
diversify
the
economy
and
bring
in
other
sorts
of
businesses
would
have
been
sort
of
your
your
secrets
to
doing
that.
C
L
Firming
a
little
bit
different
cuz,
it
has
Moscow
minuses
in
Irving
and
it's
a
business
ginger.
So
it's
a
lot
of
those
jobs.
That's
where
people
are
looking
but
Cedar
Park,
McKinney
loved
it,
even
though
they
all
have
their
their
challenges.
They
all
face
the
same
types
of
issues,
maybe
just
burst
a
little
bit
different.
L
You
know
when
you
look
at
mckinney
suburb
community
know:
businesses
want
to
come
out
there,
that's
the
realm,
that's
what
people
think,
and
so
that's
the
part
that
you're
having
to
fight
so
the
same
part
here
is
and
what
we
were
doing,
the
strategic.
It's
like
what
do
we
need?
What
is
it
that
really
is
important
for
us?
And
what
are
we
going
to
focus
on?
L
And
you
knew
it's
like.
Okay,
we
get
an
event
center,
it's
going
to
bring
the
retail,
and
once
you
get
the
retail
you're,
going
that
lunch
crowd
and
you'll
be
able
to
then
develop
a
hospital,
and
it
was
150
bit
hospital.
Now
that
Hospital
sense
is
expanded
and
a
lot
of
that
corner,
which
would
be
know
if
y'all
are
familiar
with
Austin
area
to
183
eight
toll
road
and
1431,
it
all
expanded
in
Bluebell
and
now
there's
development
in
retail.
L
You
try
to
be
to
be
all
to
help
and
you
end
up
just
getting
a
whole
smorgasbord
of
things
that
don't
really
quite
fit
in
and
don't
really
have
a
strategic
purpose,
and
you
know
use
that
a
lot
that
I
really
do
believe
and
the
success
that
you
go
through
has
to
be
strategically
purposed
and
and
well
placed.
Otherwise,
it's
not
going
to
hit
the
mark
and
it's
going
to
be
halfway
there.
And
if
you
get
a
halfway
solution,
it
doesn't
really
doesn't
really
make
it.
L
So
you
got
a
look
at
Rio
and
what
are
these
emerging
businesses
where
the?
Where
is
the
growth
coming
from?
And
how
can
we
become?
Or
how
can
we
market
the
attractiveness
for
them
to
come
here
and
that's
how
we
bring
it
in
and
then
we
start
getting
very
strategic
and
then
bringing
in
the
components
that
go
next
to
it.
So.
E
Viva
la
Vida,
comprehensive
plan
with
the
citizen
intensive
endeavor
that
requires
a
scorecard
a
yearly
progress
report
of
each
of
its
gold
policies
and
for
span
a
proposed
timeline
for
meetings
and
milestones.
Please
explain
how
you
would
how
your
administration
will
implement
a
strategic
plan
and
how
the
progress,
how
the
progress
to
communicate
with
the
public,
the
council
and
how?
How
you'd
go
about
this.
L
The
first
part
is,
you
know
you
look
at
the
council's
vision
and
values
in
their
strategic
adopted
plan
and
working
with
them
to
develop
the
plan.
Have
that
plan.
Your
second
step,
then,
would
be
getting
your
department
in
this
kind
of
where
I
really
kind
of
come
in
to
develop
a
business
plan
that
folds
into
the
strategic
plan
and
that's
a
lot
of
work.
L
Okay,
here's
your
strategic
plan,
here's
our
business
plans
that
we've
developed
from
a
department
head
level
that
will
go
and
support
your
strategic
goals
and
your
values
that
you've
established
in
each
one
of
these.
We
will
now
call
this
our
language.
This
is
how
we
will
operate.
We've
go
to
a
council
agenda
when
we
go
to
a
pnz
agenda.
L
Whatever
agenda,
it
is
every
item,
that's
for
consideration
will
be
tagged
and
marked
one
of
those
goals,
one
of
the
strategic
values,
one
of
the
strategic
goals,
so
that
we
know
this
is
here
for
if
it's
quality
of
life
this
is
here
for
safe
and
sound
community.
This
is
here
for
diversification
of
business.
You
know
you
and
you
mark
it
down,
so
we
can
start.
Seeing
here
are
the
action
items
that
are
passed.
L
You
do
develop
key
performance
indicators
within
those
business
plans
that
talk
about
how
well
you're
doing
and
at
the
end
of
every
quarter.
You
then
report
back.
Here's
where
we're
at
we
passed
these
many
items
on
diversification
of
our
businesses
and
here's
what
it's
landed.
Here's
where
we've
gone.
L
We
have
passed
this
on
customer
service,
here's
where
it's
landed
and
here's
where
we've
gone,
we're
seeing
an
increase
in
our
customer
service
responses
in
these
areas
we're
seeing
maybe
a
little
bit
of
a
decrease
in
these
areas
and
here's
how
we're
attacking,
but
it's
continuing
to
make
sure
that
what
we're
doing
is
tied
to
that
strategic
plan
for
the
council
and
the
council
understands
that
in
every
action,
that's
being
on
we're
tagging
it
to
where
that
part.
Is
that
count
that
strategic
plan
so
the
understand
we're
working
on
it?
L
And
at
that
point
it
gets
easy
because
sometimes
it'll
happen
where
it's
like.
Why
are
we
doing
this?
Well
counsel?
Here's
the
tryst
ETA
plan,
here's
the
goal:
here's
why
we're
lined
up
and
then
well?
Maybe
we
don't
like
that.
Well
then,
maybe
it's
a
good
time
to
say.
Maybe
we
revisit
the
strategic
plan
and
if
you
want
to
change
that,
then
we
can
change
it.
L
E
I
understand
that,
but
when
does
the
citizen
part
of
it
the
community
get
on
that
ship,
because
this
is
the
plan
that
developed
by
the
community
that
the
council
put
together
or
water
consultant
to
give
all
their
information
to
so
there's
that
community
platform
for
them
to
follow
that
has
has
an
interest
of
the
community
itself
and
that
input
in
that
the
council
is
it
took
the
ship
for
the
citizens
to
to
get
their
message
across
serving
as
the
council
member.
We
did
that.
E
G
L
If
it
went
to
the
citizens,
then
you
would
imagine
the
council
think
that
part
of
their
strategic
plan
for
your
touts
to
the
the
citizen
side
specifically
you'd,
look
at
community
events.
You
would
host
in
citizen
town
halls,
but
come
up
with
a
speaker's
bureau
with
our
department
staff
of
everybody
would
be
able
to
be
available
to
neighborhood
associations,
community
school
events,
business
events
whenever
they
need
a
speaker
from
the
city
will
have
a
speaker
that
will
come
out
there
and
we
will
deliver
from
a
different
source.
Here's
what
we're
doing.
L
Here's
the
comprehensive
plan
that
turn
into
our
strategic
plan
and
here's
what
we're
reporting
back
out,
how
we're
doing
on
it
now
part
of
that
also
is
on
those
key
performance
indicators.
Is
the
surveys
to
the
citizens
where
it's
at
the
customer
service
point
of
view
the
point
of
service,
whether
it's
at
the
end
of
the
year,
getting
their
feedback
of?
L
How
are
we
doing
and
then
reporting
back
to
the
citizens,
whether
you,
through
your
social
media,
Instagram
Facebook,
through
your
communications,
channel,
constantly
putting
out
information
in
regards
to
the
campaigning
side
of
letting
the
citizens
know
here's
what
you've
asked
for
here's,
how
it's
gone
and
here's
how
we've
delivered
and
continuing
them,
giving
that
feedback
loop
within
the
citizens
and
making
sure
that
there
understanding
that
this
is
what
we're
going.
So
council
meetings
are
also
another
great
point
of
that.
L
You
can
do
a
work
force
operations
component
in
your
council
in
depth
or
in
15
minutes.
We
can
talk
about
an
update.
That's
going
on
within
the
city,
constantly
reporting
out
here's
where
we're
at
in
our
strategic
plan
here.
What
we're
at
here
is
what
we've
heard
from
the
citizens:
here's
where
we've
checked
the
boxes,
here's
what
we've
heard
from
you
and
we
haven't
quite
hit
the
mark
and
here's
what
we're
going
to
do
to
continue
to
make
sure
that
yeah.
E
It's
one
more
question
to
that,
and
would
you
in
those
in
those
meetings,
will
you
provide
fun?
Would
you
be
fun
define
how
it
will
be
funded
through
what
sources
within
the
city
if
it's
fun,
if
it's
coming
from
a
certain
a
certain
pool
of
money,
is
it
coming
from
a
program
if
it
comes
them,
you're,
gonna
log
in
a
grant,
would
that
come?
E
L
Absolutely
I
mean
that's
part
of
that
can
sconce
a
if
we
have
it
on
the
planet
comes
through
to
how
a
funding
source
would
come
back
and
say
it's
still
in
the
plan
we're
now
looking
for
funding,
instead
of
looking
at
here's,
how
we're
gonna
accomplish
it,
we're
still
looking
for
funding,
we
try
to
grant
maybe
that
didn't
work.
We
try
legislature
that
didn't
work
so
always
consistently
reporting
back
to
anywhere
that
stands
in
that
process.
Thank
you.
Thank
you.
Mr.
Trejo.
A
O
Regarding
of
these
city
operations
in
city
operations
like
in
the
operation
of
any
business,
there's
a
number
of
things
that
are
very
important:
productivity
efficiency,
safety,
employee
training,
timeliness,
customer
service
accountability
and,
very
importantly,
is
a
performance
measurement
for
improvement,
as
it
relates
to
that.
What
can
you
tell
me
about
standard
operating
procedures?
What
value
do
they
provide
as
you
use
them
in
the
past
and
do
all
departments
you
currently
oversee,
have
written
SOPs
in
place.
L
Sops
can
have
importance,
depending
on
the
departments
that
they're
in
normally
you'll,
see
your
SOPs
in,
like
police,
fire,
Public,
Works
and
normally
even
in
solid
waste.
They
deal
with
things
that
are
how
you
would
call
life
and
safety
issues
and
that's
part
of
like
standard
operating
practices.
You
normally
in
your
departments.
We
wouldn't
call
them
oh
and
calm
SOPs.
We
have
policies,
dress
code,
that
kind
of
typer
things
on
that
side.
Guidelines.
L
You
know
timelines,
you
know,
I
could
see,
planning
they'll
talk
about
how,
when
they
get
a
development,
here's
the
process
that
they
go
through
to
get
it
by
this
date.
It
goes
to
the
PNC
this
day
and
this
council
and
here's
our
notification
requirements
so
for
standard
operating
process
factors
as
I.
Don't
normally
have
one
of
those
in
everyone's
departments.
It
usually
ends
up
dealing
with
life
and
safety
departments
that
are
like
have
a
specific
process.
They
must
do
in
order
to
make
sure
everybody's
safe
and
is
able
to
go
back
home.
What.
L
So
when
you're
in
those
instances
absolutely
they
perform
really
high
I
think
sometimes,
when
you
try
to
take
that
SOP
and
bring
it
into
a
planning
department
or
a
HR
department
or
you
have
your
own,
but
they
look
at
those
Moore's
policies.
Sometimes
you
can
stunt
creativity
because
there's
not
just
one
way
to
do
it
when
you're,
looking
at
processes
and
plans
with
administration
tactics
and
visioning
and
planning,
so
that's
kind
of
our
se.
L
Sops
really
work
well
in
those
areas,
but
sometimes
when
you
look
at
an
SOP,
sometimes
you
know
when
an
answer
other
than
well.
That's
just
because
the
book
says
that's
what
we
should
do.
It
is
our
way
around
it.
You
know.
Is
there
another
way
that
we
can
do?
Is
there
same
way
that
accomplishes
what
that
says
that
we're
still
able
to
do
it?
I'm.
A
L
I'd
be
great
with
flowcharts
I've.
Never
actually
had
one
done.
That's
an
interesting
part
of
the
policy
I.
Could
how
well
let
me
take
that
back
this
yeah
I
mean
we
have
flowcharts
within
our
departments.
I
probably
just
haven't.
We
didn't
call
them
flowcharts,
just
a
process
of
public
parking
piece
that
we
give
to
them
and
say:
okay,
if
you're
the
police
department,
you
have
the.
C
L
The
process
and
here's
how
it
on
lines
I
think
it
works
really
well
for
those
those
heavy
interactions
for
customers
that
are
looking
through.
How
do
I
get
to
a
process
but
I
think
it
needs
more
than
just
a
chart,
for
example
like
development
services,
sometimes
you're
gonna
need
more
than
just
a
here's,
a
paper
how
to
get
through
it.
You
really
want
to
have
somebody
who
kind
of
walks
them
through
employees
familiarizing
himself
as
a
hey.
Let
me
help
you
through
this
process,
because
even
the
process
in
itself
can
be
very
cumbersome.
A
N
A
A
N
A
H
A
P
C
G
P
P
Think
for
the
last
few
decades,
there's
been
a
turn
away
from
the
river
generally,
but
I
think
more
recently,
there
are
groups
in
town
that
are
trying
to
change
that.
You
know
with
hikes
and
paddles
and
and
the
burning
festival
and
the
city
has
also
begun
to
do
this
process
of
nature
trails
etc.
That
being
said,
though,
I
was
wondering
if
you
could
give
us
some
ideas
on
how
you
would
turn
the
page
and
start
a
new
chapter
with
our
river.
P
It
borders
the
entire
city
on
one
entire
section,
and
it's
not
really
a
utilized
asset
that
could
bring
revenue
and
bring
joy
and
happiness
to
a
much
larger
audience
of
locals
and
visitors.
I
was
just
wondering
if
you
have
any
experience
of
converting
any
natural
assets
where
you've
lived
into
something
really
dynamite.
L
Waterways,
what
we've
done
like
in
Cedar,
Park
and
even
McKinney
is
preserved
them
using
trails
and
develop
trails
through
them
trail
systems,
running
biking
and
kind
of
connecting
the
city
through
a
trail
system
on
both
sides
and,
as
we've
worked
really
really
well.
It's
interesting
that
you
say
that,
because
a
hotel
across
the
river
and
I
saw
another
man,
you
got
some
lights,
underneath
the
bridges
and
I'm
like.
Can
you
have
some
grass
patches,
like
you
know,
there's
there's
opportunity
there
I
actually
was
thinking
about
is,
like
you
know,
a
good
running
trail.
L
Would
you
know
work
really?
Well,
you
know
how
to
paddles
canoe
rentals
things
like
that
that
kind
of
brings
people
there's
a
gathering
spot,
would
work.
An
amphitheater
was
another
thought
that
came
through
my
mind.
There's
the
way
some
of
its
laid
out
like
right
under
where
they
happened,
all
these
kind
of
what
they
were,
but
it
looks
like
just
temporary
housing,
but
it's
a
around
a
fence,
I'm
assuming
a
city
with
border
control
or
something
right.
L
G
L
Like
I'm
not
sure,
that's
the
best
place
for
it
and
how
it
kind
of
goes
through
because
you're
absolutely
right
it
has
that
part
of
almost
turning
away
from
it
when
turning
to
it,
I
was
like
it,
it
was
beautiful,
I
got
looked
out
there
and
you
got
to
just
was
watching
and
just
enjoyed
it
and
I
think
there's
some
definitely
some
opportunities
with
it.
It
may
just
be
in
strategic
areas
and
kind
of
how
you
mirror
what.
P
L
If
we
had
canoe
and
boat
rentals,
would
you
utilize
that-
and
you
know
really
start
looking
at
that
community
I?
Think
on
that
one?
It's
a
real
tapping,
innocent
community,
the
leaders
and
the
community,
maybe
throughout
just
what
do
you
think,
because
I
see
it
as
a
really
great
option:
I
see
it
as
a
jewel.
What
are
y'all's
ideas?
What
do
you
think's
work?
What
hasn't
worked?
That's
a
big
one
too.
Sometimes
it's
like
oh
yeah.
L
We
tried
that
that
in
well,
okay,
well,
let's
try
something
else,
so
my
first
step
really
would
before
any
concrete,
is
really
get
into
citizens
and
kind
of
talk
about
here's.
Some
ideas
here
are
some
things
here
are
some
parts
that
it
may
be.
What
do
y'all
think
with
this?
Would
this
help
you
with
this
reenergize
you
with
this?
L
You
know
decorate
you
to
where
once
you
put
something
there,
that
people
take
pride
in
then
they're
not
as
much
accessible
to
polluting
it
and
turning
its
back
on
it
and
it
becomes
visible
so
that
when
people
go
out
there,
but
one
way
you
stop
is
you
know,
pollution
in
a
lot
of
ways
is
by
making
it
visible
of
having
people
out
there.
Cousin
people
are
watching
and
they're
like
hey,
there's
something
out
here.
L
A
E
What
I
wasn't
asked
is
we've
done
it
in
our
interviews?
This
is
you.
Would
you
have
a
question
for
this
board
that
you
can
accurate
the
answer
of
the
Chairman
and
if
anybody
else
any
has
any
comments
on
the
questions
you
have
were
able
to
answer
that
it's
helped
us
and
in
the
different
interviews
we
have
to
superintendent
I'm
the
school
board
and
it
does
help
that
they
have
a
question
for
us.
You
have
a
question
that
you
would
address
in
this
committee
and
that
determinate
search
answering.
If
anybody
is
you
only.
L
A
A
This
is
a
remarkable
community,
we're
very
resilient.
You
know
we
believe
that
that
people
should
be
chomping
at
the
bit.
One
come
down
here
be
part
of
it
of
this
of
this
community
because
we
have
we
are.
We
are
the
focus
of
a
lot
of
attention,
especially
for
trade
and
transportation,
and
that's
what
other
things
that
I
would
see
would
be
successful
with
you
know,
listening
and
having
open
dialogue,
communication
with
the
public
staff,
private
sector,
other
sectors
of
government
as
well,
which
is
we
have
other
other
government
entities
as
well.
N
L
Absolutely
just
thank
you.
It's
been
an
honor
to
get
to
come
down
here.
It's
even
to
be
considered.
It's
an
awesome
community
enjoyed
my
time
here.
This
is
not
the
end
of
the
journey
that
it
continues
through,
but
I
appreciate
everything
that
you
have
done
appreciate
your
time
specifically
in
how
you've
taken
with
this
process
of
really
morning
to
make
sure
you
get
the
right
the
right
candidates.
That's
you
know,
that's
that's
something
to
be
said
of
how
important
this
position
is
for
the
community.
L
A
A
A
D
Addressing
and
so
I'm
glad
you're
saying
that,
because
we've
been
talking
or
texting
back
and
forth,
we're
gonna
give
you
a
revised
scoring
sheet
by
category
and
eul's
or
by
categories
versus
by
the
questions,
so
we'll
have
that
when
you
come
back
well,
we'll
have
something
on
there
on
your
table.
Thank
you.
Thank.