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From YouTube: Board of Commissioners August 4, 2022
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A
A
We're
here
for
the
tail
end
of
our
strategic
plan,
we've
got
a
workshop
and
it's
going
to
be
hosted
by
the
institute
of
government
for
university
of
south
florida
and
collaborative
laboratories
from
saint
petersburg
college.
I'm
not
sure
who's
going
to
start
us
off,
andrea
or
angela.
A
D
Yes,
thank
you
well
good
evening.
I
can't
believe
that
it's
been
a
little
bit
over
a
year
since
we
actually
held
the
first
strategic
alignment
workshop
with
you
that
was
back
in
july
17th
of
2021,
so
we've
come
a
long
way.
We're
delighted
to
be
here.
D
A
lot
of
work
has
gone
into
the
past
12
months
from
resident
input
to
surveys,
to
employee
surveys,
to
employee
forums,
to
new
orientation
for
the
newly
electeds.
D
So,
as
mentioned,
I'm
not
sure
if
this
is
working
or
not,
but
you
already
know
it's
nice.
We
already
know
me,
you
already
know
andrea
and
then
just
really
quickly.
D
Just
going
to
share
with
you
the
agenda
for
the
evening
we're
going
to
talk
a
little
bit
about
the
mission,
vision
and
values.
I
turned
it
on
yeah
thanks
and
there's
going
to
be
a
poll
around
that
then
we're
gonna
talk
about
all
of
the
goals
in
terms
of
the
strategic
themes
and
the
specific
areas
along
with
the
objectives
and
then
we're
going
to
do
a
quick,
quick
wrap-up
in
next
steps.
D
Everybody
should
have
at
their
place
this
document
here
which
you
were
sent,
which
includes
some
of
the
strategic
definitions,
the
agenda
and
then,
if
you
turn
to
the
last
two
pages,
that's
what
we're
going
to
be
focusing
on
tonight.
It
has
mission
vision
and
values
at
the
top
and
then
goals
and
objectives.
D
In
addition
to
that,
we
created
a
draft
visual.
If
you
will
of
the
mission
vision,
core
values
and
guiding
principles,
we
really
just
felt
that
it
was
kind
of
important.
It's
one
thing
to
see
it
as
a
word
document.
It's
another
thing
to
see
it.
You
know
when
it
kind
of
comes
to
life,
and
so
it's
the
same
information
we
just
really
wanted.
D
To
put
it
put
it
into
a
kind
of
a
graphic
document
that
it's
not
set
in
stone,
but
again
it's
just
something
to
make
it
come
to
life
a
little
bit,
so
I
am
going
to
turn
it
over
to
andrea
and
she
is
going
to
walk
you
through
what
we're
going
to
do
and
the
activities.
Thank
you
angela.
E
And
it
has
been
such
an
honor
to
be
with
you
on
this
journey
for
over
a
year
now
and
we
are
on
the
home
stretch.
So
congratulations
on
the
great
work
board
of
commissioners
and
staff
and
citizens.
It's
been
an
honor.
E
So
let
us,
let
us
conclude
the
work
today,
the
the
heavy
lifting
that
we've
been
doing-
and
you
recall
these
definitions,
because
we're
going
to
once
again
share
with
you
the
mission
statement,
vision,
statement
and
values,
but,
let's
put
in
context
what
each
means
so
the
mission,
a
statement
that
explains
our
purpose
and
reason
for
existence.
E
So
it
begins
with
the
mission
your
reason
for
being,
then
we're
going
to
review
our
vision,
which
is
that
aspirational,
the
largest
aspirational
description
of
what
we
want
to
achieve
in
the
future.
So
this
is
where
we're
headed
as
a
beautiful
city
of
tarpon
springs
and
then
the
values
are
those
core
guiding
principles
and
standards
that
establish
a
framework
for
expected,
behavior
and
decision
making.
These
are
those
non-negotiables
that
do
not
waver
regardless
of
change
in
leadership,
change
in
time,
principles,
they're
they're,
just
unwavering
in
all
circumstances.
E
No
one
else
needs
to
do
this
at
this
point,
because
you'll
see
your
name
and
you
just
click
on
your
name,
you'll
be
taken
right
into
the
poll
and
it's
a
simple
rating
system,
so
you
either
do
not
support
each
of
the
three
and
that's
a
zero
or
you
do
support,
and
that
is
a
one
and
has
everyone
made
their
way
successfully
into
the
into
the
poll?
E
Yes,
if
you
have,
if
you
can
raise
your
hand,
not
yet
one
has
come
on
over.
If
you
need
to
have
a
great
larger
qr
code,
picture
and
pj
can
also
assist
anyone.
Who's
having
difficulty.
A
I
did
it
right
this
time.
Yes,.
E
A
And
I've
already
voted
see.
A
E
Five
for
each
one:
well,
we're
we're
rating
them
collectively!
Oh,
you
are
mm-hmm.
F
E
F
E
All
right
we're
seeing
so
far
the
cumulative
mean
of
each
a
one
is
a
very
good
thing.
That
means
you're
supportive,
so
the
that
means
that
no
one
has
at
this
point
indicated
a
zero
do
not
support,
because
it's
solid
ones
as
the
as
the
mean
or
the
cumulative
mean
there.
So
we've
got
full
support
thus
far
and
the
polls
are
still
coming
in.
We
can
see
only
two
persons
have
raided
pj.
B
E
E
I'm
feeling
good
at
this
point
about
the
support
for
the
carefully
crafted
mission
vision
values
as
you
look
at
them.
Do
you
feel
good
about
where
we
are
with
this
yeah?
Any
other
comments
from.
A
A
A
Crowded
the
whole
thing,
and
that
you
know-
and
maybe
we
should
strengthen
that,
but
not
now-
and
it's
the
same
thing
with
regard
to
the
I've-
been
very
strong
on
trying
to
explain
to
organizations
that
I
make
presentations
to
on
our
council
manager,
form
of
government
the
way
it's
supposed
to
work
and
and
that's
the
process,
and
we
really
haven't
addressed
that.
A
In
other
words,
for
this
to
come
to
fruition,
there
is
a
process
that
has
to
be
followed
and
we
have
to
respect
that
process
as
well,
which
is
the
council
manager
form
of
government.
We
really
didn't
talk
about
that,
but
maybe
that
would
be
something
to
explore
at
the
next
round.
On
this
thing,
on
an
update.
D
And
I
would
just
comment
and
say
when
you
look
at
the
values,
the
core
values
and
the
guiding
principles.
Community
first
really
gets
to
the
heart
of
that,
and
so
I
think
some
of
that
will
come
out
and
the
goals
and
objectives,
and
I
think
you
see
that.
A
D
About
there
are
some
specific
action
items
or
excuse
me,
some
specific
goals
that
address
that
action.
A
A
F
E
C
Yes,
thank
you.
I
have
a
comment.
You
know
it's
sometimes
so
hard
to
get
three
people
in
an
agreement
and
to
get
a
city
in
agreement
like
what
we
just
did.
You
know
I
was
there
for
most
of
the
meetings
that
we
had
and
you
know
it
was
very
interesting.
I
didn't
hear
anybody
sitting
there
wanting
to
make
our
town,
dunedin
or
another
location
we
all
dealt
and
spoke
about
how
we
could
improve
this.
How
to
work
on
this.
C
I
just
thought
it
was
great
all
around
it
was
something
I've
never
been
accustomed
to
or
knew
from,
but
I
was
very
impressed
with
all
how
you
guys
handled
it
and
you
took
little
key
words
and
thoughts
and
put
it
into
a
major
perspective
that
that
built.
I
do
this
similar
thing
only.
I
do
it
on
a
one-to-one
basis.
When
I'm
you
know
around
town,
I
ask
people,
do
you
live
in
tarpon
and
if
they
say
yes,
I
ask
them,
you
know:
what
do
you
think?
What
would
you
like
to
see
improved?
C
Do
you
compare
us
to
dunedin?
Do
you
compare
us
to
palm
harbor
or
whatnot?
So
I
do
my
own
little
survey,
thank
you
and
but
it's
so
hard
to
get
so
many
different
staff
and
people
together.
So
I
commend
you
for
that,
because
it's
not
easy,
it
really
isn't.
You
have
to
kind
of
bring
that
umbrella
closer
to
close,
and
I
I
think
that
everybody
up
here
by
how
we
voted
agree
with
you.
So
I
just
want
to
thank
you.
It
was
really
nice.
E
Yes,
thank
you.
You
cast
a
broad
net.
C
E
Get
the
best
engagement
and
the
best
buy-in
into
where
you're
going
as
a
city
and
you've
done
that.
So
congratulations
on
that.
Any
other
comments
on
the
mission
vision,
values
before
we
move
on
to
goals.
F
E
And
now
that
you
know
the
process
will
have
a
similar
process,
a
different
rating
scales
for
the
goals,
but
let's
just
revisit
the
definition.
So
a
goal
is
a
broad
statement
of
a
desired
future
condition
and
we
have
worked
just
as
diligently
on
crafting
these
goals
with
you
and
the
staff
and
the
community,
and
so
I
think
we
have
a
really
refined
set
of
goals
that
you
should
feel
proud
of,
as
you
rate
them,
and
then
the
objectives
that
support
the
goals:
they're,
specific
outcomes
measurable
whenever
possible,
that
will
produce
progress
toward
the
goal.
E
So
those
objectives
are
very
important
in
realizing
your
goals
and
what
we'd
ask
you
to
do?
As
you
rate
the
goals
this
evening,
you'll
see
them
in
your
agendas,
just
under
the
mission,
vision
and
values
section,
and
you
see
the
objectives
under
each
goal.
Please
use
those
objectives
to
rate
impact
and
do-ability,
and
so
basically,
what
we're
going
to
do
is
we're
going
to
have
you
take
a
picture
once
again
of
the
qr
code
pj.
We
need
to
activate
the
next
activity.
F
E
Oh
that's,
okay,
then
we'll
we'll
we'll
just
explain
what's
happening.
So
here
is
we
have
two
ratings
and
we
use
these
with
the
with
the
citizens.
This
would
have
been
a
year
ago
or
so
angela.
We
asked
them
for
goals
and
strategies.
What
do
you
think
the
impact
would
be?
And
tonight
we're
asking
you
the
same
question?
What
is
the
impact
of
the
goal
on
a
scale
of
zero
one
or
two
zero
is
low.
It
has
a
low
impact.
E
One
is
medium,
two
is
high
and
then
a
second
criteria,
we're
asking
you
to
rate
is
doability
and
the
rating
is
similar.
It's
zero
one
or
two
zero
would
be
difficult
in
terms
of
do-ability.
One
would
be
medium
and
then
two
would
be
easy.
So
that
would
easy
would
be
your
your
low-hanging
fruit.
So
we've
got
impact
do-ability
as
your
two
ratings,
and
so
we're
now
ready
for
you
to
scan
that
qr
code
you'll
enter
your
name
and
let's
go
to
the
the
poll
now.
E
F
F
F
F
F
F
F
F
E
Okay,
that
got
almost
two
with
the
mean
continuous
improvement
and
innovation
through
a
culture
of
accountability,
open-mindedness
and
respect
looks
like
the
impact
is
very
high
and
the
do-ability
is
also
very
high.
A
I
think,
for
me,
part.
A
I
hedged
on
to
give
the
I
think
two
is
the
top
number,
but
as
far
as
do-ability
on
all
the
others
that
were
rated
up
at
two,
there
was
some
question
as
far
as
trying
to
achieve
those
goals,
in
other
words,
there's
there's
more
information.
That's
needed,
I
guess.
As
far
as
how
would
we
do
this
and
and
tarpon
springs
is,
is
a
great
town
and,
as
you
know,
it's
very
diverse,
yes
and
wanting
to
do
good,
our
or
wanting
to
do
good
things
is
one
thing
actually
putting
them
into
effect.
A
When
people
start
seeing
how
that
might
affect
themselves.
Personally,
then
it
begins.
You
have
to
do
some
talking
and
explaining
and
and
kind
of
trying
to
bring
them
along,
and
that's
going
to
be.
The
the
challenge
of
of
trying
to
implement
the
plan
and
get
a
general
agreement
from
the
community.
I
think
in
principle
it's
great
that
they're,
very
noble
and-
and
this
is
what
residents
want,
but
actually
putting
them
into
effect
is-
is
right
now
just
some
questions
so
in
my
mind
anyway,.
E
G
E
All
right
and
then
goal
three,
which
is
infrastructure
goal:
a2
a
comprehensive
infrastructure
master
plan
that
rated
very
high
1.71.
Anyone
want
to
speak
to
that
one.
B
G
E
G
E
We
have
the
three
at
the
top:
the
good
governance
culture
inherit
heritage
and
preservation
infrastructure
now
we're
going
into
the
the
ones
that
have
a
tie.
So
we've
just
mentioned
the
implementation
of
city
policies
and
and
plans.
So
now
we're
going
to
go
to
community
engagement,
goal,
e1
continuous,
interactive
communication
with
residents
who
would
like
to
speak
about
that
one
why
they
rated
it
so
high.
A
I
mean
again,
I
I
think
that
that's
extremely
important,
but
again
it's
it's.
The
do-ability
of
it
is
as
we've
learned
in
our
own
polling
here
as
part
of
this
process,
there's
a
segment
of
the
community
with
your
your
polling,
professor.
That
was
here
that
we
had
this
sort
of
social
demographic
group
that
was
very
vocal
and
and
responded
to
the
questions.
A
But
there
was
another
social
demographic
group
that
we
hardly
heard
anything
from,
and
that's
to
me
that's
the
hard
group
that
and
that's
the
one
that's
the
most
challenging,
and
I
think
it's
got
to
do
with
more
the
do-ability
aspect
of
it
and
whether
it's
a
good
idea
or
not
it's
just.
We
just
need
to
work
on
it.
That's
all
yeah
thank.
E
A
A
It's
also
easy
to
do
and
the
importance
of
that
and
then,
if
you
look
at
it
a
couple
of
these
are
actually
sustainability.
Can
you
see
provisions
if
you
will
and.
A
Everybody
everywhere
you
hear:
florida's
temperature
is
going
to
continue
to
rise,
people
are
still
going
to
want
to
get
outdoors,
we
want
a
walkable
community,
and
so
a
tree
canopy
provides
the
shade
to
allow
them
to
get
outside
and
walk
down
the
sidewalks,
and
I'm
just
to
me,
that's
just
an
extremely
important
thing,
because
until
you
plant
a
tree,
it's
not
going
to
grow.
A
A
E
A
C
C
C
So
when
you
speak
to
people
there
are
people
that
feel
it's.
Sometimes
it's
a
waste
of
money
that
there's
other
things
they
could
use
the
money
on.
They
don't
see
the
benefit.
So
that's
why
I
put
down
that
it
was
not
as
easily
doable.
So
it
wasn't
so
much
my
opinion
on
it,
but
it
was
the
opinion
of
the
residents
because
they're
the
ones
that
really
are
receptive
or
not
receptive
to
what
we
do.
C
G
E
All
right,
so
we
have
community
engagement,
continuous
interactive
communication
with
residents.
Would
anyone
like
to
share
why
they
selected
that
one?
Why
that
is
such
a
high.
E
Okay
and
then
the
smart
growth
and
redevelopment
goal:
goldie
d3,
a
vibrant
lifelong
community,
where
people
can
meet
all
daily
needs
of
living
and
comfortably
age
in
pro
and
place
that
that
also
got
a
1.64.
Would
anyone
like
to
address
why
they
selected
that
one.
D
A
B
A
It's
the
same
issue,
it's
it's
not
a!
I
mean
from
what
I
see
it's
there's
a
little
bit
of
a
competition
there
between
what
residents
want,
and
then
we
also
have
developers
as
well
that
kind
of
push
it
in
the
opposite
direction
and
that's
the
only
reason.
A
E
A
A
Historically,
there
was
a
huge
planting
around
the
1920s
or
so
and
they
matured
around
the
1950s
and
those
are
the
trees
I
grew
up
with
and
then
of
course,
they
aged,
and
then
we
lost
a
number
of
them,
and
now
some
people
have
replanted
trees
where
they
were
cut
down
and
that's
good,
and
but
we
also
have
our
downtown
and
some
of
our
other
areas
that
don't
have
a
whole
lot
of
and
we've
been
trying
to
put
a
tree
canopy
there.
A
It's
just
we
just
haven't
been
that
successful
and
I
think
city
manager
knows
how
I
feel
about
that.
I
think
we
made
some
poor
choices
in
the
type
of
trees
they
put
put
as
far
as
I'm
concerned
on
alternate
19,
crepe
myrtles,
instead
of
oaks
or
elm,
that
sort
of
thing
so
they're
more
deciduous,
rather
than
an
evergreen
for
florida.
A
E
E
Three
of
the
six
strategic
themes
are
covered
with
those
three
goals
so
far
and
if
you
want
to
also
weigh
in
in
terms
of
the
other
three
themes
that
are
not
yet
addressed
in
your
in
your
top
areas-
they're
they're
all
in
here,
so
what
pj's
going
to
do?
Next?
Unless
there
are
any
other
comments,
you
want
to
make
we're
going
to
launch
a
new
poll
of
just
the
four
that
weighed
in
at
1.64
and
before
we
do
that
pg
I'll
set
that
up
with
my
powerpoint.
E
But
we
have
let's
go
back
one.
F
E
E
Top
five
is
our
ultimate
goal,
so
we
have
a
new
qr
code
for
you
definitely
just
because
I
know
how
much
you
enjoy
qr
codes,
who.
E
So,
let's,
let's
limit
once
you
get
into
the
poll,
let's
limit
your
selections
to
your
top
two
in
terms
of
impact
and
do
do-ability.
E
G
E
Sure
that
we
have
you
accounted
for
you're.
E
E
About
it
missing
one.
E
F
A
Are
you
hacking
into
our
results.
F
F
A
B
F
E
F
F
E
F
E
That's
probably
what
is
happening?
Okay,
so,
let's
just
do
it
the
old-fashioned
way.
Four
of
you
have
said
that
smart
growth
and
redevelopment
is
a
keeper
and
how
many
of
you
have
said
that
good
governance,
f2,
effective
and
efficient
implementation
of
city
policies
and
plans.
One
two,
three
four.
A
C
F
E
Yeah,
let's
put
the
the
chart
back
up
pj,
and
it
won't
show
these
these
latest
two,
but
we'll
be
able
to
say:
okay,
the
smart
growth
and
redevelopment.
So
obviously,
the
top
three
are
keepers:
good
governance,
f1,
continuous
improvement
in
innovation
through
culture
of
accountability,
open-mindedness
and
respect.
E
A
comprehensive
infrastructure
master
plan
and
then
we
go
to
the
fourth
one,
which
is
a
keeper
good
governance,
effective
and
efficient
implementation
of
the
city
policies
and
plans,
and
then
we
drop
down
to
smart
growth
and
redevelopment
of
vibrant
is
that
that
is
the
one.
Isn't
it
yep,
vibrant
lifelong
community,
where
people
can
meet
all
daily
needs
of
living
and
comfortably
age
in
place.
Those
are
the
five
we're
moving
forward
as
the
top
priority
goals
for
the
city
of
tarpon
springs.
B
E
In
terms
of
getting
immediate,
immediate
traction
mobilizing
this
plan,
I
think
we
wanted
to
see
the
low-hanging
fruit,
those
that
we
can
really
go
full
force
with.
Yes,.
E
A
Ma'am
I
just
want
to
d3
is
the
fifth
one.
E
B
Oh
just
like
c2
and
b1,
the
bottom
two,
I
believe
they're
just
as
important,
and
I
know
we're
just
ranking
them
as
being
able
to
approach
them
quicker
and
attack
them,
but
their
heart.
The
bottom
two
are
just
harder
to
be.
B
D
Yes,
so
I
also
think
the
important
thing
to
remember
is
even
though
we
said:
okay,
you
guys
came
up
with
kind
of
these.
Are
the
five
priorities
there's
a
lot
of
other
actions
that
your
staff
and
the
city
leadership
are
already
doing
where,
as
we
get
into
the
next
step
of
this,
when
you
talk
about
the
implementation
and
the
action
items
that
go
along
with
all
the
goals,
you're
going
to
see
movement
on
some
of
them,
that
doesn't
mean
you
that
they're
not
there.
D
It
just
means
that,
as
the
leader
is
setting
the
direction
for
the
city
manager
and
his
team
and
staff
and
employees
you're
saying
that
these
are
the
top
five
that
doesn't
mean
all
the
other
stuff
isn't
getting
worked
on.
So
it's
just
important
to
remember
that,
because,
as
we
move
into
the
next
phase,
we
will
be
talking
about
what
does
the
implementation
look
like?
How
is
that
going
to
be
reported
to
to
you
as
the
elected
officials?
D
How
are
you
going
to?
How
are
you
going
to
stay
on
top
of
it
right
and
and
make
sure
you're
measuring
it
and
seeing
successes,
and
so
this
just
kind
of
gives
us,
I
would
say,
a
guide
and
to
kind
of
how
we
move
forward
into
that
phase.
Right.
E
D
So
what
will
happen
is
we
will
take
the
agreed
upon
if
you
will
today
the
mission,
vision,
core
values
and
guiding
principles,
as
well
as
the
goals
and
objectives,
and
we
will
create
what's
called
a
community
report,
and
it
will
be
something
kind
of
similar
to
the
document
that
I
gave
you.
That
was
a
handout
that
kind
of
made
it
come
to
life
right,
and
so
we
will
be
creating
that
over
the
next
month.
D
Basically,
and
then
you
will
get
that,
I
believe
we're
coming
on
september
13th
to
present
it.
D
If
I
remember
correctly
at
that
meeting
for
approval-
and
so
once
that
happens,
that
report
obviously
will
be
posted
to
the
community
and
then
in
the
meantime,
between
now
and
then
we
will
get
with
mark
and
renee
andrea
and
I
will
and
we
will
sit
down
and
talk
about
the
beginning
of
phase
three
and
so
there's
a
little
gap
in
between
kind
of
where
we
are
today
and
getting
to
the
start
of
phase
three,
and
so
that
gap
is
there's
still
some
work,
that
the
staff
has
to
do
around
action
items
and
timelines
and
all
of
that
and
so
we're
at
a
really
good
place.
D
But
it
will
probably
take
them
a
good
30
to
45
days
to
to
really
fill
that
in
and
so
then
the
plan
would
be
to
come
back
to
you
guys.
I
believe
we
had
said
in
october,
with
kind
of
the
implementation
plan
and
kind
of
moving
forward
the
next
step.
So
the
idea
is
september.
A
D
I
would
highly
recommend
it
again:
it's
that
accountability
piece.
I
think
we've
come
a
long
way,
as
we
heard
many
of
you
say
in
a
year,
we've
had
input,
but
this
is
the
accountability
for
the
residents
to
hold
you
accountable
for
you
to
hold
yourselves
accountable,
as
well
as
holding
all
staff
accountable.
A
Yeah,
I
don't
I
I
don't
disagree
at
all.
I
was
just
trying
to
figure
out.
Procedurally,
that
would
be.
The
first
meeting
in
september
is
what
you
were
talking
about
coming
back
and
presenting
the
document
in
in
a
presentation
format,
and
then,
at
the
end
of
that
we
would
have
a
motion
to
accept
the
report.
I
guess
it
would
be.
Okay,
all.
D
A
Okay,
is
there?
Is
there
some
kind
of
a
I'm
not
sure
how
to
describe
this,
but
we
talked
about
this
as
being
a
journey.
Is
there
some
kind
of
a
document
or
a
set
of
notes,
or
something
that
would
kind
of
in
a
way
document
that
journey,
so
people
could
actually
see
the
dates,
the
amount
of
effort
that
was
put
into
this?
So
you
know
sometimes
I
worked
for
a
think
tank
in
washington
dc
and
we
were
rated
our
worth
by
dollar
per
page.
A
D
And
it's
it's
a
very
thick
report.
We
usually
try
to
do
it
electronically
and
provide
one
hard
copy
if
necessary,
but
yes,
but
that
can't
come
until
after
the
community
report.
A
A
D
E
Good,
I
think
we're
our
mission
is
complete
this
evening,
so.
E
A
Well,
let
me
just
go
down
the
line,
we're
gonna,
we
don't
have
anything
more
to
well.
Let
me
ask
you:
is
there
anything
concerning
this
matter?
We
just
went
through
that.
You
would
like
to
have
comments
on.
Yes,
I
just
wanted
to
ask.
B
D
G
D
A
A
E
D
F
E
C
D
So
I'll
answer
it
my
way
and
then
I'll,
let
you
so
I
don't.
I
wouldn't
say
that
it's
rated,
we
don't
we
don't
rate
them,
it's
a
compilation
of
data,
so
it
has
been
a
building
process
throughout
the
past
year.
Every
time
we
would
get
data
in
from
one,
let's
say
task
that
we
did.
We
would
take
that
data
and
build
it
into
the
next
step.
D
So
all
throughout
the
process
we
tried
to
it's
a
building
process,
so
everything
that
you
received
tonight
that
we
went
over
came
through
a
full
year's
worth
of
data
that
we
compiled
and
that's
why
it's
it's
a
it's,
a
participatory
method,
if
you
will
or
participatory
model
that
we
use
in
order
to
make
sure
that
everybody
has
had
a
chance
and
we
build
into
it.
So
I
wouldn't
say
it's
rated
as
much
as
it's
taken
into
consideration
every
single
step
of
the
way.
D
E
A
good
one,
yes
and
I
was
just
going
to
say
we
want
to
cast
the
broadest
net
to
get
as
many
perspectives
stakeholder
perspectives
as
possible,
and
you
have
done
that
by
including
such
a
broad
swath
and
in
terms
of
you
know,
ratings.
I
would
just
say
we
have
seen
a
lot
of
as
we've
done
the
synthesis.
Yes,
we
have
seen
a
lot
of
congruence
and
a
lot
of
you
know
building
consensus
through
the
iterative
process.
So
I'm
really
pleased
with.
D
I
think
it's
important
to
remember
as
elected
officials,
it
is
your
job
to
set
the
direction
for
the
city
and
that's
what
this
strategic
plan
is
right,
and
so
we
I
always
talk
about
the
difference
between
an
action
plan
or
an
operating
plan
and
a
strategic
plan,
and
so
your
your
operating
plan
is
that
action
plan.
That's
that's
the
staff,
that's
what
they're
responsible
for,
but
the
strategic
plan
is
the
vision
where
you
want
to
go
the
future
and
that's
your
job
as
elected
officials.
A
A
I
I.
A
Editing
early
first
of
all,
I
want
to
thank
you
for
getting
us
to
where
we
are
today
and
and
completing
this
process.
I
think
I
don't
know
if
we
were
at
a
meeting
where
the
two
of
you
were
there,
but
remember.
I
asked
how
many
on
our
city
staff,
how
many
the
commissioners
actually
had
ever
gone
through,
creating
a
strategic
plan
and
there
wasn't
anybody.
I've
gone
through
it
before
I
worked
with
one
in
the
past,
but
there
was
anybody
else.
I
I
think,
we've
all
done
well.
A
The
city
staff,
especially
they've,
pretty
much
been
very
patient
with
us
and
some
of
our
joint
meetings
and
things
and-
and
I
think
it's
been
very
good
at
some
point-
I
I
really-
and
it's
almost
you
know
there-
it's
kind
of
a
gamble
to
ask,
because
you
generally
like
attorneys,
you
don't
want
to
ask
a
question
unless
you
know
the
answer
to
it,
but
I
would
really
like
to
find
out
whether
our
everybody
that
was
involved,
not
just
the
staff
but
everybody
was
involved,
felt
that
the
process
was
worth
it
and
whether
we've
learned
something
from
it
and
whether
we
should
you
know,
in
other
words,
recognize
its
value
and
and
adopt
it
as
more
of
a
way
of
doing
business.
A
As
far
as
this
aspect
of
governance
goes
I'd
like
for
you
to,
I
don't
know
how
you
would
do
it
and
maybe
that's
something
you
could
talk
with
renee
in
the
city,
man.
You
follow
what
I'm
saying.
I
don't
know
that
there
would
be
any
disagreement
that
there
may
not
be
but
it'd
be
worth
seeing
some
comments
and
maybe
seeing
something
that
we
could
have
done
a
little
differently
and
better
so
that
we
can
adopt
those
at
at
any
kind
of
a
follow-up
that
we
do
to
this
yeah.
D
I've
done
them
before
I
have
some
ideas.
I
definitely
can
share
with
staff
offline
and
see
what's
what's
doable
right
and
it
would
have
the
greatest
impact,
no
pun
intended,
but
yeah
definitely
there's
ways
to
do
it
and
it's
something
simple
that
could
be
done
as
long
as
residents
will
you
know
and
employees
will
respond.
D
A
The
residents
in
general
are
appreciating
all
of
this.
I
I
think
the
fact
that
they're
engaged
it's
almost.
They
seem
to
be
a
lot
more
comfortable
with
things
and
understanding
what's
going
on
at
city
government,
so
I'm
I
feel
pretty
good
about
that
aspect,
but
I'd
still
like
to
get
a
sense
of
what
we've
learned
out
of
this
and
whether
we
feel
it's
the
all
the
efforts
worth
it
is
there
there's
nothing
else
on
the
shelf.
B
Mr
chris,
we
talked
about
how
we
are
starting
the
foundation,
the
building
blocks,
and
how
does
the
city
go
about
making
sure
that
the
strategic
plan
is
staying
in
place
for
the
next
board
or
the
following
board?
You
know:
is
it
city
staff
that,
if
projects
come
along,
say
hey
some
of
these
projects,
don't
align
with
the
updated
strategic
plan,
its
objectives
and
stuff
like
that,
because
you
know
how
quick
could
this
stuff
turn
around
if
a
different
board
was
up
here
with
different
intentions?
Yes,
that's.
B
E
Heard
that
strategic
plans
often
land
on
a
desk
and
start
to
collect
dust,
and
we
don't
want
that
to
happen
ever
with
this
plan,
and
so
the
all
good
plans
rise
and
fall
on
implementation,
and
that's
why
the
next
phase
with
engaging
the
city
staff,
making
sure
that
we
have
really
important
tactical
plans
built
and
the
staff
and
you
are
held
accountable
for
those
plans
and
we
would
do
in
like
phase
three
implementation.
Coaching,
we
would,
you
know,
set
a
calendar
meetings,
perhaps
quarterly,
perhaps
biannually
definitely
annually
where
collaborative
labs.
E
Our
team
will
come
back
and
we
will
hold
you
accountable,
how's
it
going
recalibrate
things
that
aren't
working
wow.
We
didn't
anticipate
this,
let's,
let's
change
course
a
little
bit,
so
that
is,
that
is
what
all
good
plans
rise
and
fall
on
is
to
have
a
great
implementation
plan
and
accountability.
Yeah.
D
Absolutely-
and
I
would
just
piggyback
off
of
that
and
say
the
whole
premise
behind
what
she's
saying
is
that
it
becomes
embedded
in
your
culture,
and
so
in
order
for
that
to
happen,
you
have
to
go
through
that
process,
and
so
the
only
way
in
my
professional
opinion
to
have
it
be
sustainable
is
that
it
is
embedded
in
the
culture.
D
Means
is,
if
you
are
running
for
office.
The
first
thing
that
you
should
do
is
you
should
go
to
that
strategic
plan
right
and
if
you're,
a
newly
elected
official,
the
city
manager,
part
of
the
implementation
as
the
city
manager
would
be
sitting
down
and
saying.
Here's
where
we
are
here's
a
here.
Here's
an
update
on
where
we
are
on
our
strategic
plan.
Again
the
staff
operationalizes
or
does
the
tactical
piece,
and
so
that
has
to
become
part
of
their
culture
as
well,
and
so
it's
not
going
to
happen
overnight.
A
You
through
that
there's
also
there's
a
series
of
questions
we'll
be
posing
to
the
residents
as
part
of
a
referendum
in
march
and
very
similar
to
what
we
did
in
the
last
referendum,
which
was
in
2020
memorializing,
the
need
for
the
comprehensive
plan
and
its
update
every
three
years.
A
We're
going
to
be
posing
a
question
concerning
memorializing
your
strategic
plan,
the
fact
that
it's
required
and
updating
that
is
once
we
get
a
little
better
feel
from
you,
updating
that
so
often
as
well
and
that'll
be
posed
to
include
into
our
city
charter,
so
it'll
be
an
actual
requirement
and
then
hopefully
you'll
be
telling
us
how
well
we
do
in
that
regard
to
your
point
as
well,
I
go
to
this
mayor's
leadership
council
meeting
once
a
month
and
every
now
and
then
they
ask
me
what
are
you
all
doing?
A
I
said
well
we're
working
on
a
strategic
plan
and
they
you
know,
basically
they
they
said
well
how's.
That
going,
I
said.
Well,
I
guess
it's
going.
Okay,
we've
not
had
one
and
their
draw
just
drops.
In
other
words,
you
don't
have
a
strategic
plan.
No,
we
didn't
have
a
strategic
plan,
so
it's
got
to
be
a
way
of
governance
as
well.
So
I
don't
want
to
say
any
more,
but
yes,
we
need
to
kind
of
measure
how
well
we
do,
but
then
also
sometimes
here
in
town.
A
A
A
Senior
angel,
of
course,
no
miss
jacobs
vice
mayor
lon,
any
comments
just
thank
you.
Thank
you.
Okay,
commissioner
carr.
None,
commissioners.